Client: Tallis Home, a furniture retailer with 50 stores and $400 million of revenue.
Question: the board wants revenue to double to $800 million in five years. Can it, and how?
What you have: the growth each lever could add, what each costs, and an estimate of how much online sales take from the stores.
Done looks like: the growth rate needed, the gap left after the organic levers, which levers to lead with, and a recommendation. All figures are fictional.
A growth case asks how a company can get bigger. The levers are a short list, and a MECE first layer usually looks like this:
- Sell more in the core: more customers or bigger baskets in the existing stores.
- New locations or markets: more stores, new regions.
- New channels: online, wholesale, partners.
- New products or services: adjacent categories.
- Buy growth: acquire a company.
Then size each lever, add them up against the target, and look at the gap. Two checks keep the answer honest: cost (revenue added per dollar invested) and overlap (cannibalization, where a new channel takes sales from an old one instead of adding them).