Growth Trajectory Analysis

For many companies, business growth feels like a black box from a pricing standpoint. Yes, we see the aggregate numbers, but we rarely know why exactly we’re growing. Is it higher prices? Less discounting? More units sold? Different customer and product mix? Or are rising costs eating into margins? I just put together a short walkthrough of our Growth Drivers Analysis template, which tackles these questions by analyzing data at the customer-product level (where invoicing and sales activity happens). Here’s why it matters: 1. Pinpoint Margin Changes: In a high-inflation and high-tariff environment, knowing exactly which levers - price, volume, cost, or mix -drive your gross profit is mission-critical. 2. Surgical Actions: By isolating price vs. volume vs. mix, you can focus on profitable customers/products, address unnecessary discounting actions, reactivate lost business, or upsell products to existing customers. 3. Net Price Realization: Ever wonder why a 15% list price increase only has a 5% net price impact in reality? Our template shows you the effectiveness of your pricing strategy so you can make informed adjustments. If you want a deeper dive, check out the video walkthrough and Excel template I’ve shared below. It walks you through the critical tabs: - Net Revenue Growth Deep Dive (price impact, volume impact, new vs. lost business) - Gross Profit Deep Dive (cost integration to see margin growth drivers) - Net Price Realization (how much of your intended price increase % stuck) Curious to learn more? Download the workbook in the comments, and feel free to reach out with questions or feedback. As much as we can, let's make sure we’re all basing pricing decisions on meaningful insights, not guesses. #GrowthAnalysis #revenue_growth_analytics #FinancialAnalysis 

Why skipping, ignoring or half-assing growth milestones is only a temporary solution? The short answer: It's always coming back hunting. Every company has to go through the same trajectory from early Start-up to mature business. That trajectory isn't linear, nor is it up-and-to-the-right at all times. Well, I'm still remembering the hockey stick presentations at venture pitch nights in Berlin in the early 2010s (right Patrick Gallit 😁). While it seemed all so simple 📈, any growth path is plastered with must take milestones in order to create sustainable and durable businesses. Winning by Design helps that mental exercise with the Growth Model. It outlines 12 revenue breakpoints - from Start-up to Enterprise stages. All of these stages must be taken and shall be taken consecutively in order to build a sound fundament for future growth. The three most critical milestones I am witnessing regularly can make or break a young company: 1️⃣ Overcoming Founder-Led Growth: A distinct moment in time where the primary Sales motion transitions from the founder to non-founder Sales. These might still be early Hero-employees, but the team owns the revenue from here. 2️⃣ Underestimating the Data Model: With more sellers the actual amount of activities, deals, customers and complexities increases. (Fast) growing businesses get to a concept of a straw man concept fairly easy in order to understand how much deals & activities might be needed to create one new closed won customer. They then multiply that outcome to get to their desired revenue number. That's a trap: Without the Data Model, you aren't able to inspect the full Bowtie and it's processes in order to understand the impact of various GTM motions, segments and channel. You are cruising blindly - on the highest altitude. 3️⃣ Replacing the Growth Model with "common industry sense": With common industry sense I mean hiring sellers against a straw man capacity and following outdated playbooks (SDR/AE/CSM), because "it's best practice". You may repeat a process (step 5), at scale and with certain outcomes. That's a trap: Did you ever inspected all relevant GTM Models (step 4) in order to align your Marketing, Sales and Success motions in the highest impact way to your ICP? If not you may waste money, don't understand various approaches from first principles and might hit a hard wall in either day-to-day execution, retention, TAM burn, talent burn-out. Don't skip, ignore or half-ass the any step, each organisation desperately needs to take. There are no crazy short-cuts, only continuous and structured learning. What stage are you currently operating on? #RevenueArchitecture #SaaS #WinningbyDesign #RevOps