A Fortune 100 power generation business faced slowing momentum and an increasingly complex global market. Leadership lacked a disciplined basis for deciding which customer segments, applications, regions, products, and services deserved priority—and how commercial choices should shape manufacturing and investment decisions.
We worked with the executive team to build a fact-based growth strategy that translated directly into execution. The work combined customer and market segmentation, competitive assessment, internal performance analysis, and financial modeling to identify the most attractive opportunities and the company’s strongest right-to-win.
The strategy clarified where to compete, how to differentiate, which offerings to emphasize, and how to align sales coverage, product priorities, and manufacturing footprint with the economics of each segment. It also gave Marketing and Sales a practical decision framework for allocating effort across regions, channels, and customer types.
Rather than producing a broad strategic aspiration, the engagement created a focused growth agenda tied to specific market choices and operational implications. The business entered the subsequent downturn with clearer priorities and a more disciplined approach to profitable growth.
As the strategy was executed, the division regained momentum after the recession trough: revenue increased 31% and EBIT rose 123% in the subsequent two years.