Situation
The management of a fast-growing SaaS company specialising in finance and accounting services was considering how best to maintain its growth momentum over the coming years.
The option space is broad, spanning expansion into new markets, partnership strategy, development of new customer and product verticals, and extension of the value chain.
The company has a very strong and open culture. From day one, the founders and management emphasised their desire to develop the growth strategy together with the team.
Approach
In a first step, we developed a high-level option space along the dimensions of product and market, as well as various time horizons ranging from short to very long term. This enabled us to define several task forces working on different areas of "improvement" versus "radical innovation." In total, more than 20 client team members were involved across the various task forces.
We developed a comprehensive market model for the client's core market. Despite a large volume of available data, there was no quantified view of the specific accounting market segment in which the company operated.
Based on the hypotheses developed within the various task forces, we defined several expansion scenarios, which were evaluated according to their ability to unlock growth relative to projected market development, feasibility, and growth potential.
Results
A concrete medium-term growth roadmap was developed with binding action points for all teams. At the same time, management decided on "not-to-dos": opportunities that are deliberately not to be pursued, or only to be addressed at a later point in time. This growth roadmap enabled a highly focused course of action.
All measures were reflected in the long-term business case, which clearly outlined the topline, bottomline, and investment requirements and served as the basis for a large-scale fundraising round.
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