Commercial StrategyObservation 0092 min read
5
Most businesses do not have a data problem.
More dashboards add answers to questions nobody asked. The constraint is the decision, not the data.
Commercial Strategy
Connect growth, economics and priorities into one commercial system.
Most growth plans are a collection of functional plans. TCB connects demand, customer value, pricing, channels and the operating model under one economic logic, so leadership can see which priorities reinforce each other and which compete for the same budget.
Where it works in the value chain
The full chain
What we help solve
The problems that bring leadership to this work.
- 01Functional plans compete for budget without a shared economic logic.
- 02Growth targets are set before anyone has shown where the value will come from.
- 03A new market or channel is about to be funded without an entry economics case.
- 04The portfolio is growing faster than its margin.
- 05Leadership disagrees about what to do next, and each view has its own data.
Our capabilities
Commercial Strategy, in 7 parts.
02.1
Growth Strategy
02.2
Commercial Planning
02.3
Go-to-Market Strategy
02.4
Portfolio Strategy
02.5
Channel Strategy
02.6
Market Opportunity
02.7
Commercial Operating Models
How we approach the problem
Diagnose, benchmark, identify, prioritize, act.
01
Diagnose
Frame the decision and reconcile the data. Separate what is observed from what is assumed.
02
Benchmark
Compare against your own history, your cohorts and the category, where evidence exists.
03
Identify
Locate where value is created and where it leaks, and the mechanism behind each.
04
Prioritize
Size each opportunity in contribution and rank by value, confidence and effort.
05
Act
Leave with decisions, owners and measures, and the date each will be judged.
Commercial questions
The questions we answer.
- Where will next year's growth come from, and what will it cost to get?
- Which products, channels and markets deserve more investment, and which less?
- What operating model does the strategy actually require?
- Which three decisions would change the economics of the business most?
What changes
Potential outcomes.
- One commercial plan built on shared economic assumptions.
- Prioritized growth bets, each with an owner, a measure and a review date.
- Go-to-market and channel choices backed by entry economics.
- An operating model aligned to where value is created.
Outcomes describe what the work is designed to change. They are not guarantees.
Related capabilities
Commercial problems rarely stay in one function.
Featured intelligence
Related thinking.
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4
Revenue is evidence, not an explanation.
A rising line proves something happened. It says nothing about why, whether it was worth it, or whether it will happen again.
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−8.2%
The cheapest acquisition is not automatically the best acquisition.
Optimizing for cost per acquisition finds the customers who are cheapest to reach, not the ones worth reaching.
A TCB engagement
10–15
Business days
Customer Economics Sprint
One commercial diagnosis and a clear 90-day path forward: the constraint identified, the economics diagnosed, the opportunity benchmarked and the intervention prioritized.
Bring the constraint.We'll give it direction.
Start with the commercial problem you're trying to solve. We'll identify the constraint, diagnose the economics, and determine whether there is a useful next step.
- 01Identify the constraint
- 02Diagnose the economics
- 03Recommend the right intervention
- 04Define the next move