Revenue growth management is the discipline of identifying where profitable growth comes from, pricing it correctly, and allocating resources to defend and expand it. Done well, it connects marketing strategy to P&L outcomes rather than activity metrics. Most organisations treat it as a finance function. The ones growing consistently treat it as a commercial operating…
The Rule of 40 is a performance benchmark used in SaaS to evaluate whether a company is balancing growth and profitability effectively. It states that a SaaS company’s revenue growth rate plus its profit margin should equal or exceed 40. A company growing at 30% with a 15% profit margin scores 45, which is considered…
A go-to-market strategy, at its core, is a plan for how a business brings a product or service to the right customers through the right channels at the right time. McKinsey’s approach to GTM strategy is built around three pillars: understanding where to play, how to win, and what capabilities are required to sustain that…
McKinsey leadership thinking is everywhere in business strategy circles, and for good reason. The frameworks that have come out of the firm over the decades, from structured problem-solving to hypothesis-driven thinking, have shaped how serious organisations approach growth, change, and decision-making. The question worth asking is not whether the ideas are clever. They usually are….
A transformation platform strategy is a structured approach to aligning people, technology, and go-to-market capability around a single compounding growth system, rather than running disconnected change programmes in parallel. Done well, it turns transformation from a cost centre into a commercial engine. Most organisations treat transformation as a series of projects. They modernise the tech…
Digital transformation strategy is the plan that determines how an organisation uses technology, data, and changed ways of working to improve commercial performance. Done well, it connects technology investment directly to revenue, margin, or customer outcomes. Done poorly, it produces a technology estate that costs more than it delivers and a workforce that has learned…
McKinsey’s work on brand marketing, much of it shaped by partner-level thinking from figures like Marc de Swaan Arons and the broader strategy practice, argues that brand is not a communications function. It is a commercial one. Brand decisions belong at the same table as pricing, product, and distribution. That framing is more useful than…
The Bud Light rebrand story is not really about one influencer partnership. It is about what happens when a brand loses its sense of who it is for, and then tries to fix that with marketing instead of with clarity. The 2023 Dylan Mulvaney campaign triggered a consumer backlash that cost Anheuser-Busch billions in lost…
The Apple rebrand of the late 1990s is one of the most studied brand transformations in marketing history, and also one of the most misunderstood. Most accounts treat it as a story about design and advertising. It wasn’t. It was a story about positioning clarity, internal discipline, and the commercial courage to say no to…
Samsung’s B2B marketing strategy in 2024 is a masterclass in how a consumer brand can credibly operate in enterprise markets without abandoning what made it recognisable. The company runs a parallel commercial structure, with dedicated B2B divisions selling displays, mobile devices, and infrastructure to organisations across healthcare, retail, education, and government, while its consumer brand…
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