When there’s an ambitious growth target, it’s tempting to look for the big thing.
The new market. The new channel. The increased marketing spend. The big product launch.
Sometimes there genuinely is one enormous opportunity.
More often though, growth comes from several things moving together.
A little more conversion.
A higher proportion of customers returning.
A better second-order rate.
A small improvement in AOV.
More valuable acquisition.
A shift in product mix.
A bit less customer loss.
None sounds transformative on its own.
But they don’t operate independently.
Acquire more of the right customers and get more of them to return and increase what they spend when they do, and the effects start multiplying.
That’s one of the things I like about modelling growth.
It turns: “We need another £2m” into “What combination of changes could realistically create it?”
