We help clients move from theoretical to tangible revenue capture by taking their growth concepts and helping them to build out and test out the commercial model and capabilities needed for growth.
No two companies are alike in the market challenges they face or the growth capabilities they possess. As a result, our work is varied. We encourage companies to define, build, and deploy a diverse set of opportunities and innovations – by type, focus, and timeframe – to guard against the unexpected and ensure that growth targets will be met even when some initiatives disappoint.
Buildout of priority concepts and initiatives to ensure commercial readiness (go-to-market strategy, pricing, marketing, sales pitch, coverage)
Pressure-testing priority concepts and initiatives in-market to identify and eliminate failure points
Developing a scalable corporate venture practice and new venture concepts for market testing
Taking offers from initial concept through to market launch by ensuring offer viability, customer desirability, and feasibility to execute
Driving accelerated revenue for offers with boots-on-the-ground support (pipeline governance, win-loss assessment, sales strategy iteration)
Buildout of priority concepts and initiatives to ensure commercial readiness (go-to-market strategy, pricing, marketing, sales pitch, coverage)
Pressure-testing priority concepts and initiatives in-market to identify and eliminate failure points
Developing a scalable corporate venture practice and new venture concepts for market testing
Taking offers from initial concept through to market launch by ensuring offer viability, customer desirability, and feasibility to execute
Driving accelerated revenue for offers with boots-on-the-ground support (pipeline governance, win-loss assessment, sales strategy iteration)
Businesses thinking about product innovation typically dive deep into performance considerations: how can a better feature, easier experience, or faster step be achieved?
We are excited to host a panel on the Future of Market Access on May 25th. T&Co’s Health Practice Leader, Josh Coleman, will lead the discussion alongside market access leaders across several different medical device and diagnostic firms.
If you’re hiring a consulting firm to help your business grow, look beyond industry experience and consider their track record of strategy development.
What does it take to bring a new product to market? Read how T&Co was able to help a food start up with its commercialization strategy.
Why is it still so difficult for many organizations to raise prices in today’s inflationary environment? Pricing changes require four critical elements.
Vehicle electrification remains a hot topic. In his annual letter to stakeholders, BlackRock’s CEO Larry Fink asserted last month: “The next 1,000 unicorns won’t be search engines or social media companies, they’ll be sustainable, scalable innovators – that help the world decarbonize and make the energy transition affordable for all consumers. With the unprecedented amount …
Digital business transformation is simultaneously a huge opportunity for growing margins, volumes, and profits and a serious threat to business as usual. It holds the promise of radically more efficient and more effective business models, processes, and practices.
While the US-China trade war and the COVID-19 pandemic have forced many businesses to re-evaluate their supply chains, most haven’t considered how these events will impact their growth outlook in China, in other emerging markets, and ultimately stateside.
Digital business transformation is simultaneously a huge opportunity for growing margins, volumes, and profits and a serious threat to business as usual. It holds the promise of radically more efficient and more effective business models, processes, and practices.
T&Co has worked closely with dozens of market leading organizations on an issue remains elusive for many management teams – delivering profitable, above-market organic revenue growth. Based on a T&Co analysis of over 500 growth initiatives, we found that the actual impact of any individual growth initiative varies dramatically from the expected result.
Companies are not short of good ideas. Most businesses – even in the B2B space – are quite inventive with new and better things to sell – be it a roofing tile that lasts twice as long, a software that lowers the cost of medical recordkeeping by 30%, or robotics that drives 15% cost reduction in warehousing.
Despite the fanfare, clinical approval by the FDA is only the start of the go-to-market journey for medical devices or pharmaceuticals. To actually achieve usage by real patients and providers, medtech companies must navigate a complex network of medical codes, commercial insurance plans, government funded plans, provider questions and reimbursement rates.
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