Growth Strategy & Positioning
Where to play. How to win?
The six million dollar question...
Before thinking about campaigns, channels or lead generation, there are more fundamental questions.
Who are we really for? What do those customers value? Why would they choose us? Where can we credibly compete? What do we offer that is difficult for competitors to replicate?
We find that businesses already possess many of the answers, but only in fragments. Founders understand one part. Customers another. Sales teams another. Delivery teams another.
Bringing those perspectives together can reveal a stronger competitive position.
How strong is your Growth Platform?
The challenge is understanding where the real friction sits, which Growth Levers offer the greatest opportunity and what needs to change first.
Our Re:Map Growth Assessment is a prioritisation exercise. It provides a Growth Readiness Scorecard and provides a simple way to assess the strength of you current commercial foundations across three areas: Define, Build and Scale.
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Define looks at four connected areas:
Positioning
Strong positioning starts with understanding the competitive landscape and identifying where a business has a credible and defendable right to win. It is rarely about inventing something completely new. More often, it comes from recognising where existing strengths, expertise, customer experience and market opportunity intersect.
A clear position gives the business something distinctive to communicate and the team something meaningful to get behind. It also creates focus: helping to determine where to compete, where not to compete, and which Growth Levers are most likely to create advantage.
Ideal Client Profile
Most businesses can describe their customers. Fewer are genuinely clear about the organisations and decision-makers for whom their proposition creates the greatest value.
A strong Ideal Client Profile goes beyond sector, size or job title. It considers the characteristics, circumstances, challenges and buying triggers that make some customers a particularly good fit — commercially as well as strategically. Just as importantly, it creates the confidence and discipline to recognise who the business isn’t for.
That clarity can sharpen everything from proposition and messaging to sales focus, partnerships, content and customer acquisition.
Value Proposition
Customers don’t necessarily value the things businesses assume they value. Features, technical capability and service quality may all matter, but the real reasons customers choose, stay with and recommend a business are often more nuanced.
Understanding those reasons, ideally through the language of customers themselves, can uncover a much stronger articulation of value. Products, services and solutions can then be packaged and communicated in ways that make sense to buyers, while giving salespeople clearer points of reference for meaningful commercial conversations.
The result is not simply better messaging, but a clearer connection between what the business does and why it matters to the people it wants to serve.
Go-to-Market Strategy
A strong proposition still needs a credible route to market. Once there is greater clarity around the position, ICP and value proposition, the question becomes: where and how can those customers most effectively be reached?
For some businesses, direct sales will remain central. For others, partnerships, referrals, communities, events, content or digital channels may provide stronger routes to influence and opportunity. Often it is a combination, with different channels playing different roles at different stages of the buying journey.
The aim is not to be everywhere. It is to understand which routes genuinely connect the business with its ideal customers and where time, investment and commercial effort are most likely to have an impact.
What does a Growth Platform look like in practice?
Frameworks only become useful when they work in the real world.
We’ve helped businesses at very different stages of growth address different combinations of these challenges, from sharpening positioning and rebuilding commercial teams to improving CRM, creating new demand engines and preparing organisations for their next stage of development.
Bedroq Growth Story
Pure IP Growth Story
Oryon Imaging Growth Story
Questions CEOs ask us
Why are we losing deals we should be winning?
Winning isn’t always about having the best product or service. Buyers need to understand why you are different and why that difference matters to them. When propositions become difficult to distinguish, established relationships, familiarity or simply a clearer sales story or method can determine the outcome.
Why is growth getting harder?
Buying journeys are becoming longer and more complex, while many traditional acquisition channels are becoming less effective. Businesses that are unclear about where they have the strongest right to win can end up spreading sales and marketing investment too widely, increasing the cost and effort required to generate growth.
Why isn't marketing generating enough high quality opportunities?
The problem may not be marketing itself. Weak lead generation can be a symptom of an unclear proposition, an overly broad target market or a mismatch between the audience and the channels being used to reach them. More activity rarely compensates for a lack of commercial focus.
Why do prospects struggle to see what makes us different?
Businesses often describe themselves through products, services, capabilities and features that look remarkably similar to those of their competitors. Genuine differentiation usually comes from understanding what customers value most, where the business has particular strengths and how those strengths combine to create a credible competitive value position.
Where should we focus our commercial effort?
There are always more potential markets, sectors, channels and campaigns than there is time or budget to pursue them. Greater clarity around positioning, ideal customers and customer value makes those choices easier, and helps identify the Growth Levers most likely to make a meaningful difference.
Can I use AI solve this?
AI can accelerate research, analyse competitors, interrogate customer feedback and help explore different propositions, messages and market opportunities. But it can’t manufacture genuine differentiation. The strongest answers still come from combining market insight with what customers, employees and leaders know about where the business creates real value.
Ready to Build Yours?
The Re:Map is a mutual investment of our time and yours to establish what needs doing and how to best achieve it.
Every business is different. But the same questions are worth asking:
- Have you defined your winning strategy?
- Do you have an engine capable of delivering it?
- Is your organisation ready to scale it?
A practical way to buy Strategy
Sometimes the challenge is clear, but the route to solving it isn’t. Re:Define is a package of strategy work bundled into a focused engagement, bringing together customer, market and internal insight to establish the strategic direction for growth.
It gives leadership teams clarity on where to play, how to win and what needs to happen next.
Where to play. How to win.
Customer research and competitor analysis
When there are different views across the business about who you are for, what makes you different and where the greatest opportunities lie, Re brings those perspectives together.
We combine customer, partner and internal insight with commercial and competitive analysis to define:
- Positioning: Where you have a credible and defendable right to win
- Ideal Client Profile: The customers and decision-makers where there is the strongest fit
- Value Proposition: What those customers genuinely value and why they should choose you
- Go-to-Market Strategy: Where to focus and the most credible routes to market
The result is a clear commercial framework your whole team can understand, get behind and execute.
