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Demand-Centric Growth

Historically, companies have focused their efforts only on marketing to specific target consumers. This has been a significant mistake. It lacks a complete view of the market and a consumer’s diverse needs and it misses a range of growth opportunities for brands and products. A deeper understanding of consumer needs and decision making is required to build a robust map of demand.

Getting the true demand map enables companies to isolate pockets of demand where they can focus, win, grow, and build competitive advantage. Succeeding in today’s competitive and challenging marketplace, for companies in any consumer-facing industry, requires two things in sequence:

  1. A simple, singular understanding of consumer demand, anchored in how consumers make choice

  2. A clear plan to attack the growth opportunities this map presents

A demand-centric growth (DCG) strategy reframes the market in a way that highlights new opportunities to grow, while keeping the core in clear focus. Ultimately, we provide support to create an effective growth strategy, including which demand spaces to target, which products or services to offer, what the ideal integrated commercial offering is, and how to structure operations to support those efforts. We have deployed our approach across a wide range of industries, from travel to fast-moving consumer goods; the results are consistently positive, and the opportunity is widespread.

As we have refined our demand-centric growth methodology, we have seen tremendous results in accelerating and reigniting growth with our clients. An improved focus on demand spaces where they can win allows brands to find sustainable sources of growth and advantage.

Dylan Bolden
Senior Partner & Managing Director
Dallas

A Need for Demand-Centric Growth

can identify areas where demand centric growth is needed and valuable.

  1. Growth. Is your growth rate below where it should be or where you’d like it to be?

  2. Share. Are you losing market share and can’t explain why?

  3. Consumer. Can you easily and clearly explain who your customers are and why they’re choosing you over the competition?

  4. Portfolio. Do you have more than one brand targeted to the same consumer, or is there an absence of distinct targets for brands in the portfolio? Do your brands have clearly defined roles within the portfolio?

  5. Segmentation. Are there too many or not enough segments within your portfolio? Are you relying on conventional usage and attitude findings as a basis for setting strategy?

  6. Commercial Cohesion. Do all of the members of your commercial chain have a shared direction on driving the business? Do they use the same language and have consistent actions? Have you eliminated silos?

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