Growth Strategy Consulting to Find Your Next Growth Engine
Identify where your strongest growth opportunities actually are, determine which ones are worth pursuing, and build an actionable strategy to capture them.
Markets • Customers • Products • Pricing • Channels • Revenue
C-Level Operating Experience
Strategy + Execution
Data-Driven Growth Decisions
SaaS • Fintech • E-commerce • Technology • Consumer
Executive Diagnostic
When Do You Need Growth Strategy Consulting?
Strategic indicators showing your organization needs structured growth architecture.
Growth Has Plateaued
The tactics that previously drove growth are producing diminishing returns.
Diminishing Velocity
You Don’t Know Where the Next Stage Will Come From
Leadership sees many possibilities but doesn’t know which opportunities deserve investment.
Opportunity Fog
Customer Acquisition Is Getting More Expensive
CAC is increasing and existing acquisition channels are becoming less efficient.
CAC Compression
Your Core Market Is Becoming Saturated
Further growth may require new segments, offerings, channels or geographies.
Segment Saturation
You Have Too Many Growth Initiatives
Resources are spread across projects without clear prioritization.
Capital Dispersion
You’re Considering a New Market
You need to validate demand, competition, economics and your right to win.
Expansion Risk
You’re Considering New Products or Services
You need to determine whether the opportunity can create meaningful profitable growth.
Portfolio Bets
Revenue Is Growing but Profitability Is Not
Growth is happening, but poor economics are destroying value.
Margin Erosion
What Is Growth Strategy Consulting?
“Growth strategy consulting enables companies to identify where the revenue and enterprise value will be generated in the future, assess the potential growth options and develop a prioritized growth map to profitably capture the growth options.”
Where Can We Grow?
Markets, customers, products, channels, business models.
Focus Vector
Exploration of total addressable upside across core & adjacent horizons.
Where Should We Grow?
Attractiveness, competitive advantage, economics, capabilities, risk.
Focus Vector
Strict hurdle-rate filtering against capabilities & margin profile.
How Will We Win?
Positioning, go-to-market, investment, execution, KPIs.
Focus Vector
Tactical operational machinery, sequencing, and organizational accountability.
The Four Paths to Business Growth
An institutional framework for classifying and directing corporate momentum.
Path 01
Grow the Core
Get more value from your existing customers, markets and offerings, through improved retention, increased penetration, better pricing, more cross-sell, and improved conversion.
Path 02
Expand Into Adjacent Markets
Move into closely related customer segments, verticals, geographies, channels, or use cases that are close to the current business, and where the core strengths apply.
Path 03
Expand the Offering
Create or introduce new products, new services, bundles, premium offerings, or recurring revenue based on existing customer relationship.
Path 04
Build New Growth Engines
Explore new business models, partnerships, ecosystems, platforms, acquisitions, or entirely new ventures, when the existing core and adjacencies are not enough on their own.
Where Is Your Best Growth Opportunity?
Every opportunity is evaluated across the same set of dimensions before any resources are committed.
Market Attractiveness
How large and fast-growing is the opportunity?
Customer Demand
Is there a meaningful unmet need?
Right to Win
Does the company have a credible competitive advantage?
Economics
Can the opportunity create profitable growth?
Capability Fit
Can the organization realistically execute it?
Investment Requirement
How much capital, time and talent are required?
Risk Evaluation
What assumptions could make the opportunity fail?
Downside Mitigation Active
Opportunity Score
Prioritization
Investment Decision
Our Growth Strategy Consulting Services
Growth Diagnostic
A growth strategy assessment and growth diagnostic analyzing current revenue, customers, products, markets, channels, profitability, acquisition and retention.
Market & Competitive Analysis
Market analysis and competitive analysis covering market size, growth rate, trends, competitors, customer needs and competitive dynamics.
Growth Opportunity Assessment
Growth opportunity analysis that identifies and quantifies potential growth vectors across the business.
Customer & Segment Strategy
Customer segmentation and customer growth strategy work determining which customer segments provide the best combination of demand, economics, strategic fit and ability to win.
Market Expansion Strategy
Market expansion strategy and geographic expansion analysis identifying attractive geographies, industries, verticals and segments.
Product & Service Expansion Strategy
Product expansion strategy and service expansion work evaluating opportunities to expand the portfolio.
Revenue Growth Strategy
Revenue growth strategy determining the best mix of acquisition, retention, expansion, pricing, monetization and new revenue streams.
Pricing & Monetization Strategy
Pricing strategy and monetization strategy work evaluating whether pricing and packaging support profitable growth.
Channel Growth Strategy
Channel strategy and distribution strategy assessing direct sales, partnerships, digital, marketplaces, resellers, affiliates and other distribution routes.
Growth Portfolio & Prioritization
Multiple growth opportunities are compared when making growth prioritization and resource allocation decisions.
Growth Roadmap & Execution Planning
Growth roadmap and growth execution work turning growth into initiatives, owners, budgets, milestones, KPIs and timelines.
Strategic Perspectives
Core truths that reshape how executive boards allocate strategic capital.
Organic vs Inorganic Growth
Organic Growth
is generated through the existing organization: customers, markets, products, pricing, channels and retention.
Inorganic Growth
is achieved through acquisitions, strategic partnerships, joint ventures and alliances.
The right combination is determined by strategic needs and capabilities, economic and speed considerations, not a preference for one type over the other.
New Customers Aren’t the Only Source of Growth
Revenue growth can be achieved in a number of ways: acquiring new customers, retaining existing customers who don’t churn, new business from existing customers through upsell and cross-sell and improved monetization of existing customers through pricing and packaging. One of the most frequently made, and costly, growth planning errors is relying on acquisition as the sole growth lever.
Holistic LTV Architecture
Our Growth Strategy Framework
A six-stage process starting from the identification of the drivers of today’s growth and ending with a growth portfolio that is clear and actionable.
Diagnose
What Is Driving Growth Today?
The engagement begins with an analysis of real revenue, real customers, real products, real markets, real channels, real unit economics, and so on, instead of relying on assumptions.
Phase: Ground Truth
Discover
Where Could Growth Come From?
This stage represents expanding the vision of potential growth opportunities: core opportunities, new segments, new markets, new products, new channels, and new revenue models, before settling on a single opportunity.
Phase: Vector Expansion
Evaluate
Which Opportunities Are Worth Pursuing?
Each candidate opportunity is evaluated on attractiveness to the market, right to win, financial opportunity, capability fit, investment need, and risk and the decision is made on the evidence and not on the basis of enthusiasm.
Phase: Hurdle Scoring
Prioritize
Where Should We Place Our Bets?
Opportunities are prioritized into a growth portfolio with a focus: do now, test, explore, or avoid in order to concentrate resources on a manageable number of real bets rather than distribute them across the spectrum of possibilities.
Phase: Capital Allocation
Design
How Will We Capture the Opportunity?
This stage identifies the target customer, value proposition, pricing, channel, go to market strategy and capabilities and resources needed to implement each prioritized opportunity.
Phase: Commercial Architecture
Execute & Optimize
How Will We Turn Strategy Into Growth?
Owners, KPIs, experiments, milestones and review cadences are set up to ensure that the strategy continues to progress once the planning phase is over, while further optimization is made based on results as they become available.
Phase: Feedback Velocity
How We Prioritize Growth Opportunities
Classifying growth vectors against market appeal and internal competitive advantage.
High Market Attractiveness Weak Right to Win
Build Capability or Partner
The market is large and high-margin, but entering alone is high risk. Form alliances, license IP, or invest in core competencies before scaling.
Selective Collaboration
High Market Attractiveness Strong Right to Win
Prioritize (Immediate Focus)
The sweet spot for disproportionate ROI. Fully capitalize immediately with executive sponsorship, aggressive resourcing, and rapid execution.
Primary Capital Deployment
Low Market Attractiveness Weak Right to Win
Deprioritize (Avoid)
Distraction traps that burn capital and team energy for minimal returns. Explicitly decommission or refuse to pursue.
Zero Capital Allocation
Low Market Attractiveness Strong Right to Win
Selective Investment
Profitable niche plays. Harvest cash flows with minimal operational drag or explore as opportunistic defensive moats.
Niche Monetization
What You Receive
Comprehensive, executive-grade strategic assets ready for board and team execution.
Growth Diagnostic
Where the business is currently growing or underperforming.
Market & Competitive Assessment
The external opportunity landscape.
Customer Opportunity Map
Highest-value segments and needs.
Growth Opportunity Portfolio
Potential growth vectors.
Growth Opportunity Business Cases
Commercial potential and investment requirement.
Opportunity Prioritization Matrix
Where to invest first.
Growth Strategy
The chosen growth direction.
Revenue Growth Model
How growth translates into revenue and economics.
Growth Roadmap
Initiatives and sequencing.
KPI Framework
How success will be measured.
90-Day Growth Plan
Immediate next actions.
Growth Strategy Should Answer Five Questions
Where will growth come from?
Which customers will drive it?
What will we sell them?
Why will we win?
What capabilities and investment are required?
Value Creation Vector
Market Opportunity → Customer Need → Right to Win → Growth Strategy → Business Case → Investment → Execution → Revenue + Margin + Enterprise Value
Growth isn’t valuable simply because revenue increases. The objective is sustainable, profitable value creation.
How We Measure Growth Strategy Success
Five balanced dimensions determining true enterprise expansion.
Revenue
Revenue growth, ARR or MRR, new-market revenue, new-product revenue.
Customers
Customer acquisition, retention, expansion, market penetration.
Economics
Gross margin, CAC, LTV, CAC payback, profitability.
Market
Market share, category penetration, geographic expansion.
Execution
Pipeline, initiative completion, time-to-market, growth experiment success rate.
Growth Strategy in Practice
How a mid-sized B2B technology company unblocked stagnated revenue.
+16%
YoY Revenue Growth
52%
Cross-Sell Penetration
+24%
Average Revenue Per Client
3 of 5
Pilot Accounts Converted
The Challenge
A mid-sized B2B technology firm had established a solid base in mid-market manufacturing – and growth was in the low single digits over the past two years. The core market was getting saturated and the leadership had many options in front of them which they could be interested in, be it a new line of products or a new vertical, they didn’t know how to choose between them.
The Diagnosis
The growth diagnostic found that penetration within the existing manufacturing client base was actually still well below potential, with a large share of accounts using only one of three available product modules. At the same time, the competitive and market analysis identified a genuine adjacent opportunity in the logistics sector, where the core product addressed a very similar operational problem with minimal changes required.
The Opportunity
Two growth vectors were identified and scored against market attractiveness, right to win, economics, and capability fit: deeper penetration of existing manufacturing accounts through cross-sell of the underused modules, and a measured expansion into the logistics vertical using the existing product with light customization.
The Strategy
The recommended growth strategy emphasized first the cross-sell opportunity as it did not involve any new product investment and had the best right-to-win; logistics vertical expansion was to be a second-phase bet, once the cross-sell was underway and being tried in a limited pilot instead of a full go-to-market investment.
The Execution
A methodical cross-sell motion was developed which involved scoring existing accounts to select the most promising ones, a new pricing and packaging strategy to consolidate the underused modules, and a sales enablement program to train the current account team, not to hire more. Before a larger investment was made, the logistics pilot was initiated with five target accounts and a success metric that was specific to the pilot.
The Results
Within twelve months, overall revenue grew from 4% to 16% year over year. The cross-sell penetration rate was also boosted from 31% of accounts eligible for cross-sell to 52% of the same accounts, which directly contributed to an increase of average revenue per client of 24%. During the course of the test period, the logistics pilot had converted three of five target accounts, giving the compelling proof that warranted a more comprehensive logistics go-to-market investment the next year.
Why Work With Eyal Dror on Growth Strategy?
Executive leadership combining strategic rigor with front-line commercial execution.
Operator, Not Just Strategy Advisor
Strategy informed by real commercial and leadership experience.
Revenue + Profitability Perspective
Growth opportunities are evaluated by economics, not just potential revenue.
Cross-Functional Perspective
Marketing, revenue, sales, operations and business strategy considered together.
Prioritization Over Endless Ideas
The objective is not to produce dozens of growth opportunities. It is to identify the few worth pursuing.
Strategy Through Execution
Support can continue from strategic decision through go-to-market and scaling.
Who We Help
Companies That Have Hit a Growth Plateau
Startups Moving Beyond Product-Market Fit
Scale-Ups Looking for Their Next Growth Engine
Companies Entering New Markets
Companies Launching New Products or Services
Businesses Facing Increasing Acquisition Costs
Established Companies Looking for New Growth
Investor-Backed Companies With Aggressive Growth Targets
Targeted Verticals: SaaS, fintech, cybersecurity, e-commerce, consumer, technology, and iGaming.
Growth Strategy Consulting vs Related Services
Clarifying the distinct mandate of each executive advisory discipline.
| Service | Main Question |
|---|---|
| Growth Strategy Consulting | Where should future profitable growth come from? |
| Strategic Planning Consulting | Where should the overall company go and what should it prioritize? |
| Go-to-Market Strategy Consulting | How should we bring a specific offer to market and win customers? |
| Business Model Innovation Consulting | How should we create, deliver and capture value differently? |
| Revenue Operations Consulting | How should our revenue engine operate? |
| Digital Transformation Consulting | How should processes, people, data and technology change? |
| Fractional CRO | Who should continuously lead revenue performance? |
Growth Strategy vs Go-to-Market Strategy
Growth Strategy answers where growth should come from. Examples include a new market, existing customers, a new product, a new segment, or a new revenue stream.
Go-to-Market Strategy answers how we will win a specific market. Examples include ideal customer profile, positioning, messaging, pricing, channel, sales model, and launch.Growth Strategy vs Strategic Planning
Strategic Planning addresses company-wide direction: where are we going as a business overall.
Growth Strategy addresses a growth-specific decision: where will additional revenue and value come from.
Strategic planning might include finance, organization, operations, investment, and leadership issues. Growth Strategy deals only with issues relating to customers, markets, products, revenue, and channels.Growth Strategy vs Growth Marketing
Growth Strategy decides where and how the business should grow.
Growth Marketing executes marketing experiments and customer-acquisition tactics that contribute to that growth.
Growth strategy operates at the business level. Growth marketing operates at the marketing function level, in service of the direction the growth strategy has already set.
What Does a Growth Strategy Engagement Look Like?
The 7-phase engagement structure designed for frictionless delivery.
Phase 1: Growth Diagnostic
Analyze current performance.
Phase 2: Market & Customer Analysis
Identify external opportunities.
Phase 3: Growth Opportunity Development
Develop potential growth paths.
Phase 4: Opportunity Evaluation
Assess attractiveness, economics and right to win.
Phase 5: Growth Strategy
Choose priority growth vectors.
Phase 6: Roadmap & Business Case
Define investment and execution.
Phase 7: Execution Support
Launch, measure and optimize.
Frequently Asked Questions
In-depth answers to executive questions regarding growth strategy consulting.
What is growth strategy consulting?
Growth strategy consulting is the process of helping a company to figure out what to grow, what opportunities are out there, and creating a prioritized and actionable strategy to profitably pursue the most viable ones.
What does a growth strategy consultant do?
A growth strategy consultant identifies the current growth performance, analyzes and evaluates the potential growth opportunities in markets, customers, products and channels and prioritizes the opportunities that make sense, and creates a growth roadmap to implement.
When should a company hire a growth strategy consultant?
Common reasons include a plateau in growth, not knowing where the next growth will come from, increasing costs of customer acquisition, an overcrowded core market, too many growth projects competing to be the next growth project, a decision to expand to another market or another product, or revenue growth not converting to profitability.
What is included in growth strategy consulting services?
Usually a growth diagnosis, market and competitive analysis, growth opportunity assessment, customer and segment strategy, market and product expansion analysis, pricing strategy, channel strategy, opportunity prioritization and a growth roadmap with KPIs. It will depend on the engagement.
How do you identify the best growth opportunities?
By assessing each opportunity against market attractiveness, actual customer needs, the right to win, the economics, capability fit, investment needed and risk, and then trading the best on each of these rather than the most exciting ones, it’s possible to prioritize the opportunities and narrow down the list to the ones that should be pursued.
What are the main types of business growth strategies?
The main paths are: expansion of core businesses, new markets/segments, new products or services creation, and new growth engines development via partnerships, new business models or acquisitions.
What is the difference between growth strategy and strategic planning?
Strategic planning responds to the company’s direction; it is holistic, as it deals with financing issues, organizational issues, operational issues and issues relating to leadership. Growth strategy is more focused and specific as it is about where growth revenue and value will be generated.
What is the difference between growth strategy and go-to-market strategy?
The growth strategy determines where the growth should come from – a new market, segment or revenue stream. Once the direction is determined, go to market strategy determines how to gain that particular market and includes positioning, pricing, channel and launch.
What is the difference between growth strategy and growth marketing?
Growth strategy is carried out at the business level. It is about where and how the business should grow. Growth marketing is done at the marketing function level, carrying out the acquisition experiments and campaigns needed to help the marketing function deliver that growth.
How do you evaluate whether a new market is worth entering?
Instead of identifying a market because of its size, it is important to evaluate market size and growth rate, the true customer need, competitive intensity, the company’s legitimate claim to play in that market, the underlying unit economics, and the investment and capability needed to be successful.
How is growth strategy success measured?
Through a combination of revenue measures such as growth rate and new-market or new-product revenue. Customer measures like acquisition, retention and expansion. Economic measures like margin and CAC payback; and execution measures are initiative completed and time to market.
How long does a growth strategy consulting engagement take?
The roadmap and prioritization of the majority of engagements typically takes a couple of months, and the diagnostic and market analysis are generally done in several weeks, depending on the number of opportunities being analyzed and the availability of stakeholders.
Where Will Your Next Stage of Growth Come From?
Identify your highest-potential markets, customers, products and revenue opportunities, and build a focused strategy for capturing them profitably.
- Direct CEO Consultation
- 90-Min Diagnostic
- Strict NDA Protection