B2B Organic Business Growth video course… a free AIM Institute service

Join Dan Adams on a tour of 50 two-minute videos that will completely change the way you think of B2B business growth.

View any business growth video chapter of interest to you (linked below), or better yet, subscribe to receive a new video chapter daily or weekly.

Sign up to receive each 2-minute video chapter in your inbox


Who is this for?

Viewers learn “why” change is needed, and in later chapters “how” to change. Those who will benefit most are:

  • board directors eager to demonstrate superior growth to investors
  • business leaders tired of erratic or sluggish organic growth
  • technical or business professionals desiring career-boosting capabilities
  • professors seeking supplemental lessons for oft-overlooked B2B (vs. B2C)

This growth advice is original and proven: Since 2005, The AIM Institute has trained tens of thousands of B2B professionals on every continent, coached hundreds of new-product teams, and conducted original research based on 10,000 years of B2B respondent experience.

Syllabus of 50 two-minute video chapters

To find topics of interest, view business growth video abstracts in the syllabus below. Or download the Organic Growth Roadmap … which also helps your company apply these 50 lessons after viewing them.

 
Chapter-1-Intro-to-B2B-Organic-Growth
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1. Intro to B2B Organic Growth

The methods introduced in this series are based on solid research and AIM Institute’s experience training tens of thousands of B2B professionals. Here’s why these methods will be commonplace someday.
b2bgrowth.video/1  Video length [2:12]

 
Chapter-2-Superior-B2B-growth-is-challenging
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2. Superior B2B growth is challenging

The “Red Queen Effect” has your business running as fast as it can just to stay even with competitors. You need to compete differently if you want rapid, profitable growth you can rely on year after year.
b2bgrowth.video/2  Video length [2:12]

 
Chapter-3-Be-a-business-builder
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3. Be a business builder

Business leaders can be classified as Builders, Remodelers, Decorators, and Realtors. If you want rapid, profitable, sustainable growth, you need to find and reward the Builders among you.
b2bgrowth.video/3  Video length [2:27]

 
Chapter-4-How-much-growth-did-you-earn
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4. How much growth did you earn?

There are three types of growth: inherited, market, and earned growth. You can only control the last type… which only happens when your new products offer greater value than competitors.
b2bgrowth.video/4 Video length [2:00]

 
Chapter-5-Shareholder-wealth-is-a-poor-goal
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5. Shareholder wealth is a poor goal

“Maximizing shareholder wealth” is a lovely result but a lousy goal. Goals need to be actionable and inspiring. A better goal is, “Understand and meet customer needs better than others.”
b2bgrowth.video/5 Video length [2:18]

 
Chapter-6-Pursue-market-facing-innovation
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6. Pursue market-facing innovation

Research shows exceptional companies pursue “better before cheaper” and “revenue before cost.” Since only customers decide what is “better,” your innovation must be driven by the market.
b2bgrowth.video/6 Video length [2:09]

 
Chapter-7-Catch-the-innovation-wave
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7. Catch the innovation wave

The earlier Quality and Productivity Waves separated winners from losers. The Innovation Wave will be even bigger because it never reaches a point of diminishing return—unlike earlier Waves.
b2bgrowth.video/7 Video length [2:13]

 
Chapter-8-Rethink-your-major-initiatives
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8. Rethink your major initiatives

Want rapid, profitable, sustainable growth? Most otherwise-fine initiatives cannot deliver this, e.g. productivity, quality, sales training, customer intimacy, global expansion, and acquisitions.
b2bgrowth.video/8 Video length [2:31]

 
Chapter-9-Avoid-the-commodity-death-spiral
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9. Avoid the commodity death spiral

When you stop innovating for customers, your path is marked by lower pricing, lower profits, budget pressures, cost reductions, reduced innovation capability, and then death or “life support.”
b2bgrowth.video/9 Video length [2:24]

 
Chapter-10-Extend-your-time-horizon
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10. Extend your time horizon

Financial results are like the output of an extruder. For better output, change what you feed the hopper. Focus on new-product innovation to move from a spectator sport to participant sport.
b2bgrowth.video/10 Video length [2:21]

 
Chapter-11-Avoid-the-pitfalls-of-2nd-order-effects
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11. Avoid the pitfalls of 2nd order effects

First-order actions like spending freezes and travel bans lead to second-order growth declines. Your leadership team needs to be wary of “first-domino fixation” and “first-domino amnesia.”
b2bgrowth.video/11 Video length [1:55]

 
Chapter-12-Know-what-really-drives-growth
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12. Know what really drives growth

AIM research based on 10,000+ years of experience shows B2B professionals are especially eager to improve their business capabilities to understand customer needs (vs. meet them).
b2bgrowth.video/12 Video length [2:16]

 
Chapter-13-Build-your-growth-capabilities
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13. Build your growth capabilities

Leaders need to balance their pursuit of “results” and “capabilities.” Today, most are way out of balance. They pursue near-term results, and then hit the “reset” button to do it all again next year.
b2bgrowth.video/13 Video length [2:17]

 
Chapter-14-Understand-your-B2B-advantages
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14. Understand your B2B advantages

Companies that serve B2B markets have enormous engagement potential. Their customers have high knowledge, objectivity, interest, foresight… and there are relatively few of them.
b2bgrowth.video/14 Video length [2:42]

 
Chapter-15-Put-your-B2B-advantages-to-work
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15. Put your B2B advantages to work

The B2B Index is a free website tool that lets you calculate “how B2B” your markets are. You can download a booklet loaded with advice for “early-stage” and “late-stage” marketing.
b2bgrowth.video/15 Video length [2:27]

 
Chapter-16-Segment-by-markets-for-innovation
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16. Segment by markets for innovation

There are many ways to segment customers, but for innovation purposes, segment into “clusters of customers with similar needs.” Do this to maximize your effectiveness and efficiency.
b2bgrowth.video/16 Video length [2:51]

 
Chapter-17-Concentrate-on-winning-markets
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17. Concentrate on winning markets

Market concentration takes market segmentation to the next level. It’s the disproportionate concentration of resources on markets you identify as “Attack” or “Study” in strategic planning.
b2bgrowth.video/17 Video length [2:10]

 
Chapter-18-Avoid-the-faster-horse-fallacy
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18. Avoid the faster horse fallacy

Henry Ford’s famous quote discourages asking customers what they want. (“They’d say a faster horse.”) But this overlooks two key factors: 1) B2B vs. B2C, and 2) Outcomes vs. Solutions.
b2bgrowth.video/18 Video length [2:33]

 
Chapter-19-Stop-leading-with-your-solutions
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19. Stop leading with your solutions

There are two innovation problems: “What’s the question?” and “What’s the right answer?” Most companies waste R&D resources because their solutions don’t address real customer needs.
b2bgrowth.video/19 Video length [2:22]

 
Chapter-20-Begin-with-customers-job-to-be-done
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20. Begin with customers’ job-to-be-done

Instead of starting with their solution, B2B companies should begin with the customers’ “job-to-be-done”… and learn which outcomes are leading to “imperfection” in that job.
b2bgrowth.video/20 Video length [2:25]

 
Chapter-21-Give-your-hypotheses-the-silent-treatment
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21. Give your hypotheses the silent treatment

It’s OK to have a cool hypothesis, concept, or technology, but test it “silently”: Focus on customer outcomes in interviews, and later check if your hypothesis addresses them.
b2bgrowth.video/21 Video length [2:26]

 
Chapter-22-Immerse-your-team-in-customer-outcomes
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22. Immerse your team in customer outcomes

During interviews, customers give you Outcomes, Solutions, or Background. The science of B2B customer insight lets you examine outcomes at 9 increasingly-detailed “magnifications.”
b2bgrowth.video/22 Video length [2:41]

 
Chapter-23-Eliminate-most-commercial-risk
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23. Eliminate most commercial risk

For 5 decades, commercial risk—not technical risk—has been the leading cause of new-product failures. Follow this 11-step path to eliminate most commercial risk in the front end of innovation.
b2bgrowth.video/23 Video length [2:34]

 
Chapter-24-B2B-Interviewing-fundamentals
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24. B2B Interviewing fundamentals

B2B interviewing should be very different than B2C. These methods help you eliminate most errors of omission (using divergent interviews) and errors of commission (convergent interviews).
b2bgrowth.video/24 Video length [2:30]

 
Chapter-25-Let-your-customers-surprise-you
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25. Let your customers surprise you

In most business situations, you don’t want surprises. But you do want to be surprised by customer needs missed by competitors. You need to conduct interviews led by the customer, not you.
b2bgrowth.video/25 Video length [2:20]

 
Chapter-26-Build-your-interviewing-skills
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26. Build your interviewing skills

Great B2B interviewing requires new skills, e.g. AIM’s “What and Why” method and economic probing questions. Use these to gain impressive customer insights and engagement.
b2bgrowth.video/26 Video length [2:25]

 
Chapter-27-Quantitative-interviews-are-a-must
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27. Quantitative interviews are a must

Don’t skip Preference interviews, which reveal important, unsatisfied customer outcomes (with high Market Satisfaction Gaps)… the only ones you can get premium pricing to address.
b2bgrowth.video/27 Video length [2:33]

 
Chapter-28-Persuade-customers-to-be-interviewed
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28. Persuade customers to be interviewed

Many B2B companies struggle to convince customers to be interviewed. Here are our four favorite approaches, which have been proven effective all around the world.
b2bgrowth.video/28 Video length [2:32]

 
Chapter-29-Engage-your-B2B-customers
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29. Engage your B2B customers

While the main goal of an interview is customer insight, B2B companies should also pursue customer engagement. Here are 10 ways to boost engagement and shorten your “time-to-money.”
b2bgrowth.video/29 Video length [2:30]

 
Chapter-30-Trigger-fresh-ideas-in-customer-interviews
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30. Trigger fresh ideas in customer interviews

If you want to unleash the full brainpower of B2B customers during a qualitative Discovery interview, introduce them to a trigger method. One such method is the Trends Map.
b2bgrowth.video/30 Video length [2:05]

 
Chapter-31-Conduct-virtual-customer-interviews
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31. Conduct virtual customer interviews

Sure, in-person interviews are the gold standard… but “virtual VOC” has surprising advantages. Blend in-person and web-conference interviews to optimize effectiveness and efficiency.
b2bgrowth.video/31 Video length [2:38]

 
Chapter-32-When-to-use-hired-guns-for-VOC
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32. When to use “hired guns” for VOC

Should you hire a firm to conduct your voice-of-customer interviews, or train your own people to do this? Consider these four factors to find the answer for your business.
b2bgrowth.video/32 Video length [2:34]

 
Chapter-33-Conduct-B2B-customer-tours
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33. Conduct B2B customer tours

Supplement your customer interviews with tours. Use them to a) gather context for interviews, b) look for improvement ideas, and c) gather economic data for new-product pricing later.
b2bgrowth.video/33 Video length [2:35]

 
Chapter-34-Use-value-calculators-to-establish-pricing
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34. Use value calculators to establish pricing

These let you move from supplier-focused pricing (cost-plus) and competitor-focused pricing to customer-focused pricing. It’s the only way to avoid leaving money on the table
b2bgrowth.video/34 Video length [2:27]

 
Chapter-35-Insist-on-data-driven-innovation
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35. Insist on data-driven innovation

These 4 common practices practically ensure confirmation bias and squandered new-product R&D. Escape this trap with quantitative interviews and Market Satisfaction Gaps.
b2bgrowth.video/35 Video length [2:45]

 
Chapter-36-Benchmark-competing-alternatives
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36. Benchmark competing alternatives

The price premium your product gets is driven by its value over customers’ next-best alternative. Here’s the only reliable way to quantitatively assess competing products’ value.
b2bgrowth.video/36 Video length [2:41]

 
Chapter-37-Build-a-front-end-business-case
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37. Build a front-end business case

Here are the 12 points of a strong B2B Business Case. Also consider an abbreviated-but-powerful 6-point “Market Case” as your entry ticket into the development stage.
b2bgrowth.video/37 Video length [2:49]

 
Chapter-38-Pursue-fast-innovation
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38. Pursue fast innovation

You can deliver $80,000 of NPV by accelerating a typical B2B new product launch by just one month. Here are 4 ways to accelerate your projects… and boost success rates while you’re at it.
b2bgrowth.video/38 Video length [2:26]

 
Chapter-39-Launch-new-products-with-power
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39. Launch new products with power

You want to deliver the right product to the right market using the right message through the right media. To do this, use AIM’s approach: “Who to tell… What to tell… How to tell.”
b2bgrowth.video/39 Video length [2:40]

 
Chapter-40-Invigorate-your-stage-and-gate-process
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40. Invigorate your stage-and-gate process

A stage-and-gate process does much well, but only manages the interface between a company and its teams. Add “customer insight skills” for the interface between teams and customers.
b2bgrowth.video/40 Video length [2:10]

 
Chapter-41-Technology-vs.-Product-development
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41. Technology- vs. product-development

Technology development is science-facing; product development is market-facing. The former turns money into knowledge; the latter turns knowledge back into money.
b2bgrowth.video/41 Video length [2:34]

 
Chapter-42-Beware-of-new-product-incrementalism
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42. Beware of new product incrementalism

It may seem safe to only work on “me-too” and incremental new products. But it’s not. Adams’ Risk Paradox is, “A business built on low risk is at great risk.”
b2bgrowth.video/42 Video length [2:20]

 
Chapter-43-Why-risk-and-uncertainty-are-different
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43. Why risk and uncertainty are different

Many companies err by assigning risk levels, probabilities, and rates of return in the early phase of transformational projects. Focus on uncertainty—not risk—for better results.
b2bgrowth.video/43 Video length [2:47]

 
Chapter-44-How-to-pursue-transformational-projects
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44. How to pursue transformational projects

In a post-mortem, the landmine that blew up your project is obvious. Here’s how to detect and defuse potential landmines in “pre-mortems”… when you can do something about them.
b2bgrowth.video/44 Video length [2:19]

 
Chapter-45-How-to-manage-transformational-projects
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45. How to manage transformational projects

You’ll have better project reviews when management sees you’ve 1) generated assumptions, 2) rated them for impact & certainty, and 3) diligently investigated the critical ones.
b2bgrowth.video/45 Video length [2:43]

 
Chapter-46-Study-your-industrys-future
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46. Study your industry’s future

It’s more important than ever to study your business’s future: Change can be swift and punishing. Download 16 future trends sheets to help your team see “what could be.”
b2bgrowth.video/46 Video length [2:17]

 
Chapter-47-Make-your-sales-force-a-learning-force
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47. Make your sales force a ‘learning force’

If your sales force was also a “learning force,” you would have an “early-warning system” to focus your R&D on market needs before competitors. We call this “market scouting.”
b2bgrowth.video/47 Video length [2:13]

 
Chapter-48-Beware-of-B2C-innovation-shortcuts
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48. Beware of B2C innovation shortcuts

There will continue to be cool new innovation methods, e.g. Lean Startup. Before you deploy them “as-is,” though, evaluate them using a B2B-vs.-B2C filter to avoid costly mistakes.
b2bgrowth.video/48 Video length [2:16]

 
Chapter-49-Employ-new-growth-metrics
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49. Employ new growth metrics

The Vitality Index (% of sales from new products) is a helpful, but lagging indicator. Here are two new leading metrics: Growth Driver Index (GDI) and Commercial Confidence Index (CCI).
b2bgrowth.video/49 Video length [2:57]

 
Chapter-50-Your-organic-growth-roadmap
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50. Your organic growth roadmap

You’ve covered a lot in 50 video chapters: Where do you start? This video covers 3 suggested steps on a roadmap to greater growth (and also covered in “Organic Growth Roadmap”).
b2bgrowth.video/50 Video length [2:28]

Preview of B2B Organic Business Growth video series

Why do B2B companies struggle to stay in the top quartile of their peer group? Even if they succeed for a year or two, very few can maintain superior organic growth year after year. Why? Turns out business leaders are held back by their mindset. And that’s what this business growth video series is designed to fix.

What types of faulty thinking will you see in these business growth videos? Here’s a sampling:

  • Our primary goal should be to maximize shareholder wealth
  • We need to maintain our current focus on delivering results
  • There are many initiatives that can deliver rapid, profitable, sustainable growth
  • Our customers can’t tell us their underlying, unarticulated needs
  • There’s not much difference between B2B and B2C markets

If you’re not sure why these perspectives are wrong and damaging, this business growth video series is for you. But you’ll learn much more than “why” B2B leaders need to change their thinking. These business growth videos will show you “how” to…

  • Properly segment B2B markets
  • Perform B2B-optimized customer interviews
  • Boost interview listening and probing skills
  • Eliminate most commercial risk in new product development
  • Determine optimum new-product pricing
  • Accelerate your new product development
  • Manage transformational projects differently

This business growth video series closes with an Organic Growth Roadmap you can download. Follow this roadmap to confidently move your business growth to the top quartile. For more, check out this article, Ensuring Top-Quartile Organic Growth.