Flattening of the Growth Curve Part II

In part I of this article we discussed the issues that lead to flattened growth. So what's a befuddled and perplexed tech company CEO to do?

FINDING A SOLUTION

Well, the first thing I recommend is to really spend some time getting to the bottom of things. Instead of shot-gunning blame that may be misplaced, or impetuously blowing up established pillars of the business—conduct a real, objective analysis of the nature of the slowdown. I don't suggest paralysis by analysis by any means, but do take the time to gather some data, so that your actions will be based on more than knee-jerk reactions.

Past that, it's hard to generalize on a course of action, because the proper action will depend upon what you find in your analysis. But for the sake of discussion, let's say that while there are a few factors that you find which could be leading to slower growth, no there isn't a "silver bullet" reason that can be "fixed" to get the revenue curve again pointed up and to the right. Below are some general ways that I've found may enable you to "restart growth". I might add that many of them are most effective if you begin them prior to actual revenue flattening:

Try marketing programs you haven't used before
Usually when you get in a period of high growth, there is a workhorse program or two that has worked well for you, and there is a tendency to "keep doing what works". Unfortunately, even the best conceived marketing programs eventually run out of steam. One of the keys to having consistently good outbound marketing, is too be constantly testing new ideas, placing small bets, and fine-tuning them if there is enough success to continue. As I've said many times before, product marketing is part art, and part science—with the art portion unfortunately upfront. You need to do a little trial and error to find a good program, and then the science kicks in, using data you've gathered to optimize it. But the key is to be constantly testing new ideas, in good times and bad. If you wait until your growth has already slowed, you may scramble for quite a while, trying to find an answer.

Have an internal "growth" brainstorming session
Ideally you are doing this before you fall into a revenue rut. But regardless, do bring together people in your organization, to bring out the ideas they may have to give the top line a kick start. Do hold these sessions in an open, non-threatening and non-political environment. It's important that people are able to speak freely, and not be ridiculed, if they come up with an idea that's "too far out of the box". That is often where strategic breakthroughs are made. And don't just limit these sessions to executive managers. Remember, the people at the bottom of the org chart are often the ones closest to the business, and are sometimes able to more easily spot a big opportunity that the company could capitalize on.

Hire some outside help
Consultants have a very bad name in some areas—unfortunately, sometimes with good reason. But bringing in someone with deep marketing or management expertise, with a different viewpoint than the internal management team, can sometimes be the quickest way to new approaches that will turn the ship quickly. I'd recommend staying away from folks that that have a cookbook formula, have only been consultants and not operating executives, or take too much of an academic approach. Every company, market and point in time is different, and needs to be analyzed as such. But hiring the right outside consultant or firm who is creative, analytic and "been there and done that" can have a big impact. PJM Consulting has often worked as a change agent in these situations, and increasing or restarting traction is an area of specialty.

Look at entering an adjacent market
If it's determined that your current market space is getting saturated, one of the first things to do is to look at adjacent spaces. Preferably, look somewhere that you can leverage your current marketing, distribution and brand, but also possibly where you can apply existing company technology to a different customer's problem. The key here is don't go to a complete green field, that looks attractive because it's large or growing fast, but where you have no real business competing. Again, it's best to be taking this step in anticipation of slowing growth in your current business—rather than waiting until it happens. Getting traction in new areas can take some time.

Consider M&A to fill out your product line or distribution system
If you've been caught by a surprise slowdown and you need to do something quickly, a strategic acquisition can sometimes be the answer. I warn you to proceed with caution here. M&A is fraught with danger—statistics show that most acquisitions don't work out well. You need to think it through, proceed carefully, and don't get overly excited by the thrill of the deal chase. If done well, however, a strategic acquisition can be a real shortcut to entering an adjacent space, filling out your product line for an existing strong distribution system, or adding sales channels to your strong product offerings. This is another area where PJM Consulting has strong experience, and can offer assistance.

THINK IT THROUGH BEFORE YOU START SHOOTING

There are obviously endless other potential ways to explore, when attempting to jump out of a revenue rut. I wanted to suggest a few to stimulate your thinking—and more importantly, steer you away from some "knee-jerk" reactions, that often make your situation even worse.

What have you done in the past when you need to restart growth?