Insights

Growth for mid-market companies

Regardless of industry, size and ownership structure, every company must grow

Growth is an important topic for any company. However, determining how to grow can be challenging. Is now the right time to implement a bold growth strategy? Should we focus on our existing products and services or should we consider an acquisition? Is the right team in place? These are just a few questions business leaders might ask as they contemplate growing their businesses.

Our growth series for mid-market companies focuses on different issues related to this important topic – types of growth, methods and considerations, assessment of risks and more. These articles can help you understand how to evaluate both the challenges and opportunities associated with growing your company.

Thinking about growth in a highly uncertain environment?

Analyze, discuss and act.

Mid-market companies who emerged from the financial crisis with healthy balance sheets and are thinking about mergers, acquisitions or organic growth, may not want to wait. But in these uncertain times, how do you know when and where to grow? The first article in our growth series may help you decide.

All growth is not created equal

When evaluating a mid-market firm’s growth outcomes, the most common metric used is year over year increase in top line revenues. The assumption is that a firm with low or no growth is less successful than a firm with a higher growth rate. However, this isn’t always the case. All growth is not created equal. Find out how to tell the difference between “good growth” and “bad growth” in this article. 

Mid-market growth: Making risky choices

Are you averse to risky growth choices? Find out how unwarranted risk aversion may inhibit the pursuit of novel process approaches, radical product upgrades, and difficult to imitate strategies that can drive growth. Mid-market firms willing to take informed chances may be more likely to create a powerful growth agenda. 

Mid-market growth: Hidden losses

Most companies would never intentionally pursue loss producing products or services, but what about unintentional, hidden losses? The challenge growing mid-market companies face is that drivers of hidden loss often look a lot like drivers of superior service, but result in hurting profitability.

Did you find this useful?