Identify levers
We collect growth levers per segment: acquisition, customer value, retention or churn reduction, reactivation.
Services / Customer Strategy / Growth and prioritisation
Growth and prioritisation: Decide where to invest first
Not every growth lever pays off equally, and not everything can happen at once. The growth logic shows where growth comes from, prioritisation what happens first.
ProNexum assesses the levers with business cases and derives a prioritised roadmap and a decision paper for the executive team.
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What it is about
Growth comes from four sources: new customers, higher customer value, longer retention and win-back. In contract-based businesses such as energy, telecommunications, insurance or subscriptions, churn is the focus. Where transaction frequency is high without a contract, for example in retail, reactivation is the priority.
The growth logic describes how much each lever can contribute for each segment. Prioritisation determines which segments and levers receive resources first, by impact, effort, risk and time required.
The result is a roadmap that justifies investments and makes decisions easier for the executive team.
New customers or retention?Winning a new customer is, depending on the industry, roughly two to ten times as costly as retaining or reactivating an existing one. This is a range from experience that should be checked case by case.
Typical mistakes
These patterns lead to growth plans that are never implemented.
Growth only through new customers
Looking at acquisition alone often overlooks the cheaper potential in existing customers.
Everything at once
Too many initiatives tie up capacity and dilute impact. Prioritising also means not doing some things.
No business cases
Without impact and effort per lever, prioritisation is a gut feeling.
Levers without a segment link
Measures that do not fit segments and goals fizzle out.
Roadmap without a decision
A roadmap nobody approves remains a paper. A decision paper and owners belong to it.
Our approach
Four steps from lever analysis to decision.
Business case per lever
We estimate impact, effort, risk and time required and calculate the levers economically.
Prioritise
We assess the levers jointly against fixed criteria and decide what is done first, later or not at all.
Roadmap and decision
We create a prioritised roadmap with owners and a decision paper for the executive team.
Results
At the end you have materials on which management can decide.
- Growth logic per segment
- Business case per lever
- Prioritised roadmap
- Decision paper for the executive team
- Responsibilities and milestones
A typical example
Illustrative example
A subscription company examines four levers: more new customers, higher customer value through add-ons, a lower cancellation rate and winning back former customers. The business case shows that reducing cancellations in the most valuable segment has the biggest effect at manageable effort. It is implemented first in the roadmap, acquisition follows later.
How this building block connects to others
Growth and prioritisation build on the customer portfolio and bring the building blocks together into a decision. We describe the strategic side of acquisition under customer acquisition.
The levers are implemented in the Customer Lifecycle. Where retention is the most important lever, Loyalty Consulting complements the roadmap.
FAQ
Frequently asked questions
Where does growth come from in a customer strategy?
From four sources: new customers, higher customer value, longer retention and win-back of former customers. Which source contributes most depends on segment and business model.
How does ProNexum prioritise?
By fixed criteria such as impact, effort, risk and time required, backed by business cases. We agree the criteria with the executive team in advance.
How do churn and reactivation differ?
In contract-based businesses such as energy, telecommunications, insurance or subscriptions, cancellation is the moment of loss, so churn is the focus. In businesses with high purchase frequency and no contract, such as retail, customers become inactive, so reactivation is the focus.
Does ProNexum also implement the measures?
Our focus is strategy, prioritisation and steering. Concrete implementation in marketing, sales and service usually lies with your teams. We support steering and coordination.
Do you want to set up or sharpen your customer strategy?
We would be glad to discuss your starting point, goals and a sensible first step.