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Growth Strategy


Growth is never by mere chance;
it is the result of forces working together.

Growth Strategy

Whether it's customers, revenue, locations, leads, mentions, or profits, you've got to play the growth game if you want to be successful in business.

Growth is fundamental to a business' survival. Roughly 66% of businesses survive their first two years in operation, 50% make it to the five-year mark, and just 33% will celebrate their tenth anniversary. Those numbers are remarkably consistent across most industries -- but they also highlight how important it is to plan for growth from day one.

There are various ways to grow a company. These ways are clearly presented in the Ansoff model, a strategic tool used during the development of a growth strategy. It is a good basis for considering the strategic development of your company.

The Ansoff growth matrix is comprised of two axes:
1. Products:
Which products do you currently offer, and which new products would you like to offer in the future?
2. The market:
Which markets do you currently serve, and which markets would you like to serve in the future?

Ansoff Matrix Structure

The four main growth strategies are as follows:
1. Market penetration
The aim of this strategy is to increase sales of existing products or services on existing markets, and thus to increase your market share.

2. Market development
This means increasing sales of existing products or services on previously unexplored markets. Market expansion involves an analysis of the way in which a company's existing offer can be sold on new markets, or how to grow the existing market.

3. Product development
The objective is to launch new products or services on existing markets. Product development may be used to extend the offer proposed to current customers with the aim of increasing their turnover.

4. Diversification
This means launching new products or services on previously unexplored markets. Diversification is the riskiest strategy. It involves the marketing, by the company, of completely new products and services on a completely unknown market. Diversification may be divided into further categories:
a. Horizontal diversification
b. Vertical diversification
c. Concentric diversification
d. Conglomerate diversification

Based on the strategies used and its ambitions, a company can choose one of these four strategies. This choice especially depends on the approach of a company's product/market and the latter's taste for risk.

Our experienced team cover all circumstances and across a wide range of sectors. Our approach is to start with a clear understanding of the situation and design a bespoke model using proven methodologies and techniques. The advantages of our models include creating outputs and usability that are designed specifically for the user, as well as providing the flexibility of assumptions to perform sensitivity analysis.

Our experts partner with clients, providing perspective not only on immediate value and impact, but on long-term implications. We work closely with management and other advisers to leverage and complement their knowledge and ensure maximum impact, and actively support implementation and skill building.

Featured Experts - Growth Strategy

Senior multi-disciplinary corporate and finance professionals with diverse geographic, sector and transaction focuses
Ajay Mavinkurve
Ajay is a seasoned senior-level corporate finance executive with 30+ years of diversified experience in Global Corporate Finance, IPOs, Corporate and Tax structuring, Deal structuring, Commercial Negotiation, Valuations, Venture and Private Equity syndication, M&A, Growth Strategy, Distressed Asset Management, Working Capital and Buy-outs for Small & Mid-sized Enterprises (SMEs).

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Managing Partner Corporate Advisory
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Chennakeshav (Keshav) Adya
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Chennakeshav
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Mike Kemball
Mike is a sales transformation expert with 30+ years as an accomplished interim Sales Director and Managing Director in 15+ organisations across Telecom, Technology and Industrial sectors in Europe, India, Africa and the Middle East. Client companies and subsidiaries managed were typically $10m - $300m in revenue with sales teams from 10 up to 250 people.

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Raju Venkataraman
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Craig Tingle
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Nav is a seasoned business and technology executive with 18+ years of global corporate and entrepreneurial experience in building and managing digital teams and in leadership roles spanning Governance, Risk & Compliance, Audits and conceptualisation and delivery of Blockchain products.

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Freddie Tshiaba
Freddie Tshiaba is a senior business leader with 20+ years of significant experience helping investment banks, financial institutions, enterprise software companies and multi-national corporates with strategic initiatives, business development, digital transformation, product management, liquidity risk and treasury management.

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