Decoding the DNA of business growth
Kantar, Consulting Division
A guide to driving real growth in challenging times
Growth is a perennial objective for marketers, who seek to create sustained, demand-led impact for their brands. But the days of assumed growth are over, and delivering it is more difficult than ever before. In an era of continuous disruption, low barriers to entry for new competitors, markets reaching maturity, and savvy, demanding consumers, we need to work harder than ever before to find new ways to grow.
The truth is that there is growth to be found - but it lies beyond the comfort zone of business as usual. It requires courage, fresh thinking, and new behaviours to win. To decode this elusive world, Kantar and WPP created the Institute for Real Growth lead by Frank van den Driest and Marc de Swaan Arons. The Initiative for Real Growth (IRG) is their comprehensive global study which is designed to reveal a new architecture for sustained growth.
IRG revealed 7 building blocks of real growth, illuminating the intentional drivers which set overperformers apart.
1. An abundant market view
Overperformers look beyond market share in narrowly defined categories and competitor sets. Instead, they adopt an expansive long-term view of how their category will evolve, with a focus on consumer needs. They make understanding the future a priority and consistently invest in big long-term bets.
Telecommunications giant, Safaricom, embodies this abundant market view. They looked beyond their dominant share in telecommunications and understood the convergence of telecommunications and financial services. M-Pesa, arguably the most successful mobile money platform on the planet, disrupted financial services in Kenya, delivering smoother transactions, and then launched into savings and loans. Masoko, their latest e-commerce venture, is the next frontier of their disruptive view of market opportunities.
2. Multiple business models
In the world of continuous disruption, having only one business model and a rigid view on Return on Investment (ROI) is like putting all your eggs in the proverbial basket. Instead, overperformers pursue multiple business models. They empower employees to understand and unpack the assumptions that underpin ROI, leading to diverse thinking on new ways to make money.
Checkers is best known for its consumer-facing retail stores. They spotted an opportunity to service the hospitality and catering industry with Checkers Foods Services, an online business-to-business platform. This new business model now services an attractive incremental target.
3. Evolving customer experience
Chasing customer satisfaction is noble, except that customers will never be satisfied, always seeking better, easier and faster solutions. Overperformers embrace the always beautifully dissatisfied customer and continually seek new ways of eliminating friction in the customer experience.
FNB embodies this with its ‘’How can we help you?’’ approach to banking. They proactively tackle friction along the customer journey, easing the switching process, helping the customer with administrative tasks such as renewing licenses, and providing an easy-to-use, value-added banking app.
4. Open culture
Corporate culture is a mix of beliefs and behaviours that determine how company employees interact and engage. At its best, it is the secret sauce of success. At its worst, it stands in the way of growth. Culture can feel like a behemoth, difficult to influence or change. Overperformers are unafraid of changing the cultural script and share cultural traits of connectedness, entrepreneurship and innovation. They value diversity at all levels and invest in training their people.
Under the leadership of Satya Nadella, Microsoft is embracing a cultural shift; from technology focused to customer centricity, showing that even corporate giants can move the needle on culture.
5. Anticipative organisations
Change is certain, yet most companies react to change at a glacial pace. Overperformers anticipate change and organise themselves into small agile teams that move swiftly when needed. They break down internal barriers and collaborate more effectively than their underperforming counterparts.
Agile client-centricity is at the heart of OUTsurance’s success. Staff are empowered to ‘bend over backwards’ for clients; they can go off script if needs be and are agile in meeting customer needs.
6. Whole-brained talent
Using data to guide decisions is table stakes today. But overperformers unlock the power of data, pairing it with human insight and creativity, to create an integrated right and left-brained view of business. They do this by attracting whole-brained talent or constructing holistic-thinking teams who fuse data, creativity and human insight to win.
Discovery’s pioneering insurance program, Vitality, gathers data on the consumer’s health-related behaviour and transforms it into a tiered reward program with a myriad of lifestyle benefits. This whole brain view has propelled outstanding business outcomes.
7. Humanised Growth
We’re all concerned with the pursuit of top-line growth in business, but underperformers are disproportionately focused on the bottom line. Overperformers look at commercial metrics but also consider the human impact of their business. They carve out a meaningful role for themselves in the lives of consumers, employees and society.
Old Mutual has a clear human-centred purpose: “creating positive futures for clients, their families, communities and broader society”. This human view has helped them become the largest player in their category on the continent, and the recipient of awards as a superior investor, brand builder, employer, and corporate citizen.
To embrace the seven building blocks of growth requires the humility to embrace change; the courage to act; and the passion to make an impact on employees, customers, and society. Will your business be an overperformer, successfully navigating the new pillars of growth?