The real economics of growth
For general and financial management that needs to know whether commercial growth is creating value or consuming it.
Framework pillar
Business & Financial Performance
Billing more is not growing. Growth that consumes cash, erodes margin or stretches collection is a risk, not an achievement. This is where the real economics of each channel, product and client are measured.
Output: Revenue, acquisition cost, contribution margin, cash, budget and scenarios.
Explore the frameworkSignals
How the problem shows up
Business impact
Billing more is not growing. Growth that consumes cash, erodes margin or stretches collection is a risk taken without having been assessed.
- Revenue rises and cash does not improve
- Real margin by channel, product or client is unknown
- Marketing budget is set on history rather than on return
- Nobody has calculated how long a new client takes to pay back
How we intervene
The real economics of growth
- 01Unit economics
Acquisition cost, contribution margin and payback by segment and channel.
- 02A shared reading
We put commercial investment and its effect on margin and cash on the same table.
- 03Scenarios
We model what happens if you scale, hold or correct, before committing budget.
Deliverables
- Unit economics model by channel and segment
- Contribution margin and payback reading
- Budget framework tied to return
- Growth scenarios with cash impact
Signals of success
- Contribution margin by channel and by client
- Relationship between acquisition cost and customer value
- Payback period on commercial investment
- Effect of growth on cash position
Progress indicators, not guaranteed outcomes: they depend on the starting point and on execution.
Commercial production cycle
Where the money leaks between marketing and results
Growth rarely breaks at one point: it escapes through the joints between systems. These are the leaks that surface again and again in diagnostics.
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01
Demand
Leads with no attributed source: you cannot tell which spend produces and which only costs.
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02
CRM
Everything lands in the same bucket, unqualified, unowned and with no nurturing process.
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03
Pipeline
The forecast is built on the sales rep’s optimism rather than on defined criteria.
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04
Sale
Deals close without knowing whether they leave margin after cost to serve.
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05
ERP
Disconnected from commercial: the sale does not talk to cost, delivery or billing.
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06
Finance
High billing, thin profit — and it surfaces once the quarter has already closed.
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07
BI
Dashboards that report the past but do not support the next decision.
Express assessment · 2 minutes
Does your company’s growth follow a defined, orderly development model — or does it depend on chance?
Six questions to identify whether your company advances on a clear, measurable and repeatable structure, or whether its results still depend on isolated decisions, one-off opportunities and factors outside your control.