Your market is growing at 3% and your operating plan says you’ll grow faster than this next year. Of course, your competitors have similar plans… meaning everyone plans to grow faster than the market served. As TV psychologist Dr. Phil would say, “How’s that been working for you?” Could it be time for a different approach… e.g. understanding customer needs far better than competitors?
More in Leader’s Guide Videos Lesson 1, Recognize your growth challenge
In the long-term stockholder and employee interests align. This is also true of customer and community interests. In the long-term, it’s in the best interests of everyone—except your competitors—for your business to develop high-value products, sustain strong growth, provide stable employment, and increase market capitalization. Given this alignment, doesn’t it seem odd that many business leaders seem so fixated on the near-term?
More in e-book, Leader’s Guide to B2B Organic Growth (Lesson 30)
We call our bosses “leaders” out of respect for their organizational position. But does this mean they all exhibit leadership? How many would pass this one-question pop quiz: What is the foremost duty of a business leader? What’s your answer? I believe the correct answer is: Leave your business stronger than you found it. Some ... Read More
Developing B2B customer insight skills for this growth requires a commitment your competitors may be unwilling to make. Good. You need them to remain shortsighted. As you gain insights, you may enjoy a bonus: Customers are impressed with suppliers that listen to them… and often offer near-term adjacent opportunities.
More in white paper, Catch the Innovation Wave (page 15).
A market segment is a “cluster of customers with similar needs.” Most B2B companies fail to focus their resources on those segments that are winnable and worth winning. They don’t follow the #1 lesson of war: “concentration of force against weakness.” Instead, they spread their forces too timidly and evenly.
More in article, How’s Your Market Segmentation?
“Market Growth” is the tide that lifts all boats… your reward for being just average. “Inherited Growth” comes from great products developed long ago. These are the gifts that keep giving… until they don’t (when you’ve been commoditized). The only one you control is “Earned Growth,” when you understand and meet customer needs better than anyone else.
More in article, Better get used to mediocre growth
Any champion—a golfer, chess master, or rock climber—focuses on building their capabilities. Yet, many business leaders obsess with “results,” hit the reset button at year-end, and start all over again.
Use this free diagnostic to benchmark your growth capabilities, and chart a multi-year improvement plan.
I’ve come to believe two principles: A) The only way to create customer value is by improving their important, unmet outcomes. B) A supplier’s only path to profitable, sustainable organic growth is in creating customer value. Do you agree? If so, you might want to place a very high priority on understanding which customer outcomes these are.
More in article, Your Best Path to Profitable, Sustainable Organic Growth
This original research by The AIM Institute investigates 24 possible growth drivers… and the views of over 10,000 years of professional B2B experience on their growth impact. Bottom line: Most companies want to put more emphasis on understanding customer needs in the front end of innovation.
More in research paper, What Drives B2B Organic Growth?
No team wants to waste time on a loser: Life is too short. So if management has to stop a project, the team was inexperienced, communicated poorly, or had different expectations than management. All these ailments are addressed by requiring every team to use a common business case template, not their own, start-from-scratch PowerPoint® presentations.
More in article, How Leaders Can Accelerate New-Product Development