Carlos Aponte
Introduction
Many businesses that have operated successfully for more than 20 years built their reputations on consistency. Delivering a reliable product or service to a loyal customer base through proven operational models which often leads to strong brand recognition and financial stability. However, over time, consistency can give way to stagnation. Growth slows, innovation tends to fade, and competitors gain ground.
Today, a new wave of leaders is stepping in. These may be second-generation owners, newly appointed executives, or professional managers brought in to drive change. They bring fresh ideas, renewed ambition, and a strong desire to modernize. But they often encounter an organization optimized for the past rather than prepared for the future.
To reignite growth in these mature, especially in mid-to-large-sized companies, leadership needs a clear and structured strategic approach. One that respects the legacy of the company while building a forward-looking agenda.
At the center of this approach are two essential questions:
Who are the company’s target customers today, and who should they be tomorrow?
What does the current market landscape look like, and how is it changing?
Surrounding these core questions are three strategic levers, and two important enablers. Together, they provide a framework for aligning strategic investments, customer focus, operational efficiency to unlock long-term growth. The following sections outline each lever, illustrated with practical examples from industries such as distribution, telecom, automotive retail, construction, and pharmacy.
1. Understand the Target Customers and Market Landscape
Key questions:
- Have the company’s target customer demographic and behavior evolved?
- Is the business focused on the most promising market segments?
- How has the industry context shifted?
Example:
A regional automotive parts distributor had traditionally served independent mechanics and body shops. Over the past decade, however, the market saw consolidation under national chains, and demand from commercial fleets began to grow. A newly appointed strategy lead conducted a market analysis and identified large fleet operators—such as logistics firms and municipalities—as a better long-term fit. Refocusing the strategy on these accounts enabled the company to pursue larger, more stable contracts and reposition itself for sustainable growth.
2. Reassess the Value Proposition
Key questions:
- What differentiates the company in the eyes of its customers?
- Is the value delivered still relevant and clearly communicated?
Example:
A regional medical supplies distributor built its reputation on in-person service and rapid response. While this had worked for decades, a new generation of buyers began prioritizing digital self-service and next-day delivery. By reexamining its true strength—speed and reliability—the company redirected investments toward e-commerce and logistics automation. This allowed it to preserve its competitive edge while meeting modern customer expectations.
3. Refresh the Brand and Customer Engagement Strategy
Key questions:
- Does the brand reflect the company’s future direction?
- Is the business engaging customers through the right mediums?
Example:
A telecom provider that had historically focused on rural and remote customers realized its legacy branding and messaging no longer appealed to a growing segment in business clients. With guidance from a newly appointed marketing director, the company refreshed its brand to position itself as a local partner for small and mid-sized organizations. The updated identity, centered on reliability, proximity and tailored services and support, was brought to life on its website, campaigns and personalized outreach efforts, which led to new contracts with clinics, schools, and remote offices—sectors that valued reliability and personal service.
4. Optimize Sales and Distribution Channels
Key questions:
- Are customers able to buy through the channels they prefer?
- Is the with how purchasing decisions are made today?
- Is the sales team correctly incentivized to achieve the business goals?
Example:
An auto dealership group operating across three locations relied primarily on walk-in traffic and traditional advertising. When a new head of sales reviewed customer behavior, it became clear that most car buyers began their journey online. The company responded by introducing a digital retail experience, deploying a centralized CRM, and training sales representatives to act as online advisors. Sales representatives received a new incentive for online leads that turned into closed deals, regardless of whether they were the ones that assisted them in-person. Also, the digital media spending was geared towards performance-based leads, instead of the traditional investments. These changes increased close rates and reduced the length of the sales cycle.
5. Align Capital Investments with Long-Term Strategy
Key questions:
- Are major investments aligned with where the market is heading?
- Are there important capital investments already made which require maximizing?
- Is capital being used to drive future growth rather than maintaining the status quo?
Example:
A construction company with 300 employees had traditionally focused on commercial building projects, relying heavily on subcontractors for specialized trades. As project timelines tightened and quality issues became more frequent, the leadership team began evaluating whether bringing key trades in-house could improve margins and control.
6. Build Operational Excellence for Scalable Execution
Key questions:
- Are processes, systems, and teams prepared to support growth?
- Is the company actively managing performance and financial health?
- Are there change management and cultural programs in place?
Example:
A regional pharmacy chain with 12 locations had seen stable sales but declining profitability. Manual inventory processes led to overstocking in some stores and shortages in others. Labor costs were high, and service times were inconsistent. A new chief operating officer introduced centralized inventory management, automated prescription refill systems, and standardized performance tracking across all locations. Within six months, costs declined, efficiency improved, and customer satisfaction scores rose, creating a strong foundation for expansion.
Mature companies often have the talent, infrastructure, and customer relationships required to succeed. What they lack is alignment. When strategic focus, operations, customer engagement, and investment decisions are out of sync, growth stalls.
This framework helps companies reconnect with their market, reclarify their purpose, and retool their operations for the next phase of success. It does not discard the company’s history. Rather, it builds on it with a modern, forward-thinking approach.
How this framework is applied:
Our consulting team works with mid-sized businesses undergoing leadership transitions, generational shifts, or extended periods of flat performance. By guiding them through this framework, we help identify opportunities, prioritize strategic bets, and align investments and financial execution with long-term goals—enabling to move forward with confidence and clarity.
Want to explore how this framework could reignite growth in your organization?
Contact us today to start the conversation.
