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Key takeawaysSustainable B2B growth requires a connected commercial strategy that aligns pricing, marketing, sales, customer success, and digital capabilities.Today's buyers expect personalized experiences, digital convenience, and measurable business outcomes throughout the purchasing journey.Organizations that continuously refine their value proposition, customer segmentation, and commercial exe

Key takeawaysCommercial insights help organizations make better strategic decisions by connecting data with commercial action.  The most valuable insights explain why commercial performance changes and where future growth can be created.  Commercial analytics provides evidence, but commercial judgment determines how organizations act on it.  Leading organizations embed commercial insights into pri

Key takeawaysA sales model defines how an organization generates revenue by aligning customers, commercial resources, pricing, and sales execution.  High-performing sales models focus on profitable growth instead of simply increasing sales volume.  Customer segmentation, a compelling value proposition, and effective go-to-market design form the foundation of commercial success.  Commercial organiz

Key takeawaysAn operating model turns business strategy into consistent execution by aligning people, processes, governance, technology, and commercial capabilities.  A target operating model provides a roadmap for future growth and helps organizations adapt to changing customer and market demands.  Organizations that place customers at the center of their operating model are better positioned to

AI is increasingly being applied to portfolio management in retail and business banking, with use cases spanning customer management, pricing, sales and profitability.In this webinar, we will explore how banks can use AI to move from periodic, product-level portfolio management towards more continuous, relationship-based optimization.Predictions around customer behaviour, offer acceptance and prod

El ritmo al que evolucionan los consumidores, los canales y las dinámicas competitivas está obligando a las empresas de consumo a replantear sus decisiones comerciales con mayor frecuencia y precisión. En este contexto, las organizaciones líderes están fortaleciendo sus capacidades de Revenue Growth Management mediante un uso más inteligente de la información del mercado, herramientas digitales y

El ritmo al que evolucionan los consumidores, los canales y las dinámicas competitivas está obligando a las empresas de consumo a replantear sus decisiones comerciales con mayor frecuencia y precisión. En este contexto, las organizaciones líderes están fortaleciendo sus capacidades de Revenue Growth Management mediante un uso más inteligente de la información del mercado, herramientas digitales y

El ritmo al que evolucionan los consumidores, los canales y las dinámicas competitivas está obligando a las empresas de consumo a replantear sus decisiones comerciales con mayor frecuencia y precisión. En este contexto, las organizaciones líderes están fortaleciendo sus capacidades de Revenue Growth Management mediante un uso más inteligente de la información del mercado, herramientas digitales y

The Re-Underwritten Value Creation PlanResetting the growth engine for extended private equity ownershipContinuation vehicles and long-hold assets are redefining the meaning of value creation in private equity. When capital is recommitted and ownership horizons extend, the logic of value creation must change simultaneously. Simply allowing time to pass, or continuing to run a legacy value creation

Our client had developed a new technology in commercial aviation that delivered measurable fuel and CO₂ savings. However, broader market rollout remained limited.

Our client created a fundamentally different, ESG-driven production technology by upcycling debris from war and earthquakes into low-carbon tiles. Could its circular, firing-free production approach win in premium markets with rising sustainability demand?

td {padding: 10px;}.text-align-center {text-align: center;}As pricing and market access decisions become more interconnected across markets and lifecycle stages, the way these functions are organized matters more than ever. This article explores the two dominant organizational models in life sciences, the trade-offs each brings, and why governance, accountability, and portfolio complexity should s

.accordion-button b {font-weight: normal!important;}In the first article of this series, we argued that GenAI in professional services is more Roman Empire decline than dinosaur extinction: slower and messier than the initial hype suggested, but no less consequential. In the second, we argued that the commercial answer is to move from tennis to golf – from one dominant price model, time-based bill

td {padding: 10px;}.text-align-center {text-align: center;}We discuss the key learnings from 151 public comment letters on the proposed Global Benchmark for Efficient Drug Pricing (GLOBE) model.Executive takeawayThe GLOBE public comments appear materially more mixed than the GUARD comments. The center of gravity is not simple opposition to lower prices in the abstract, but the concern that a Part

Private label has reached a tipping point. What started as a trade-down response to inflation has evolved into a lasting shift in consumer behavior. Our 2026 Global Shopper Study shows that branded products are no longer the default. They are being questioned, compared, and often rejected. For brands, this is more than competition. It’s a moment of truth.In our exclusive webinar, we uncover how sh

Clinical Decision Support (CDS) is reshaping diagnostics strategy. As momentum builds, the question for manufacturers is how to invest with discipline, capture growth, and long-lasting value.Key takewaysClinical Decision Support (CDS) is quickly becoming a strategic priority for healthcare manufacturers, but successful investment is complex. Barriers mirror those seen in other digital health innov

We are coming off a tumultuous 2025 with tariffs, lower interest rates, moderate GDP growth, and strong equity performance.  Sales leaders are re-discovering pre-Covid investments with substantial success.  Artificial intelligence is making its way into more facets of the economy, driving growth in software, semiconductors, data center, energy, and other sectors. Some companies that lagged in 2024

Grow Faster. Grow Smarter.Unlocking the next wave of profitable growthIn today’s challenging growth environment, companies need to do more than simply pursue additional volume. Winning organizations are finding smarter ways to grow, strengthen pricing, and use new technologies such as AI to improve commercial decision-making.At this Simon-Kucher event, we will bring together executives and commerc