Top Line Growth

Future-proof products and services must reflect growing customer demands: more digital, more individual, more sustainable. Often, these issues remain abstract, historical competitive advantages are sought for too long and necessary investments are postponed – until it is suddenly too late and new competitors enter the market with new ideas. How can companies realign themselves in time?

Overview

The opportunities to drive growth have increased massively in recent years – developing multi-/omni-channel strategies, account-based selling, and building digital services with recurring revenue and increased customer loyalty are just a selection.

How can market opportunities be exploited through own products and services?

FTI-Andersch helps to answer this question. We start with an assessment of the current state: Which products and services are distributed and how? Who are current competitors or suppliers of substitutes? Which customer groups are addressed? What is the profitability on product/region/distribution channel level? On this basis, we look ahead: What are market-side "profit pools"? What are concrete growth options? Which change levers in the company need to be addressed (e.g. adaptation of the product portfolio, development of new sales channels)? Together with relevant stakeholders, we develop and evaluate potential, create a sustainable concept, and focus on the implementation of top-line growth measures.

Services

Succeed in top-line growth

Questions for the team:

How are the strategy workshops designed and what are the goals?

First of all, a transparent and unadorned presentation of the status quo is important – otherwise, no viable top-line growth strategy can be built. We identify the strengths and weaknesses of the company and compare them to the requirements of the market. We ask: Do my products and services fit my target market (product-market fit) – and, if so, can I differentiate myself from the competition with my competencies? This discussion forms the basis for defining concrete measures. Here, among other things, we also bring in our expertise in finance and operational transformation.

What characterizes a mission statement for more growth?

A mission statement for more growth should take into account the following core elements: fact-based, future-oriented, implementable.

In the conception phase, it is important to carry out multidimensional analyses of internal strengths and weaknesses while at the same time taking external influencing factors into account. This can also include a "greenfield" development process.

In the next step, the feasibility of the derived concepts is of essential importance to us. We stand for the definition of a very concrete package of measures that can be implemented practically and is supported by all relevant stakeholders.

How sustainable are the defined measures?

We are aware that companies are confronted with new, acute challenges every day – we think in longer business cycles. Only against this background can costly and sometimes irreversible investments be made sensibly. As a basis, we closely monitor market and competitive changes, anticipate and evaluate trends in terms of timing and effect. Our focus is on the development of products/services that are profitable in the long term, addressing suitable customer groups and opening up new markets including scalable, digital sales channels (e.g. platforms, marketplaces). A corresponding adaptation of internal structures, processes and culture is essential.

How we help our clients

All services

All industries