CUSTOMER LED GROWTH ACCELERATION
In the years following the ‘Great Recession’, companies were forced to significantly re-wire themselves to remove un-needed costs and increase productivity. As the global economy improved, these efforts paid off in the form of substantial improvements in underlying profit margins, earnings growth, and share prices. But something was noticeably absent from the party – top line growth. As macroeconomic expectations begin to soften and the runway for further efficiency improvement shortens, the challenge of how to grow becomes that much more central to the corporate agenda. Unfortunately, many organizations are poorly wired to deliver growth – particularly via organic means – given gaps in existing commercial processes, capabilities and insights.
TRC works with its clients to strengthen the underlying ‘growth muscles’ of the organization. This starts with the customer, where we integrate the traditional disciplines of marketing science with existing commercial processes as a basis for establishing and executing against new growth ideas. We develop deeper insights on customer behaviors and needs, link them to the underlying drivers of customer economics, and – as relevant – develop a pragmatic, actionable approach to segmentation, which yields greater confidence around opportunities to realize growth through share gain (new and existing customers), new market entry and/or value based pricing enhancement.
ACCESSIBLE HEADROOM (MARGIN $)
Product Market Platforms
Needs Based Customer Segments
Profit Pools >$20M
Commercial Priority #1: Develop an innovation and performance-oriented value proposition in Transport and Aerospace
Commercial Priority #2: Build a high service and solutions focus in Electronics and Medical
Commercial Priority #3: Conduct a cost effective, no frills-oriented product platform in Construction, Assembly and Fabrication
In depth understanding of key customer needs, decision drivers and switching behavior
Segmentation (or clustering) of those customers based on differences in needs, decision drivers, competitive positioning and economics to serve
Agreed growth initiatives that target the most accessible headroom for growth across and within segments (and product platforms), with clearly defined changes in the value proposition necessary to capture that headroom
Pricing strategies that reflect both an internal understanding of economics AND an external perspective on leverage and willingness to pay