Business Growth Strategies

Written by Diane M. Calabrese | Published September 2024

Add services, acquire competitors, and automate processes to do more in the same amount of time…

There are as many ways to grow a business as there are businesses. The best method for a particular company must be determined from within. It cannot be imposed.

Yet there are consultants at every turn who will give advice. Sift through what they say, but don’t use their advice as a template.

Each business owner has a vision of the future, a vision constrained and bolstered by an enormous number of variables. Type of product or service, competitors, geographic area, capital available…it’s a long list.

Moreover, a strategy at the inception of a business will likely be different from one ten years later. Things change, outlooks evolve, and owners assess accordingly.

Ken Yoshitake, president and CEO of J.S. O’will Inc. in Federal Way, WA, explains that in many ways it’s difficult to answer a question about growth while trying to grow. But he points to commitment as important.

“Whatever plan or strategy you have, it’s important to stay the course, despite things not always going according to plan,” says Yoshitake. But giving a plan time is not the same as unwavering attachment to it.

“Being able to pivot and adapt as necessary to attain/reach your business goal is necessary too,” explains Yoshitake. Beyond that, there are the people engaged in the business who must be considered.

“Surround yourself with people who share the same vision,” says Yoshitake, “and that can help support you as well.”

The reminder to make certain that everyone in the business is working toward the same end could not be more relevant in 2024. Somehow employees who do not share the same vision now think it’s acceptable to complain not just to friends but also to the media.

Newspapers are replete with columns that address employee complaints about their employers. Worse, media often run articles sourced with employees who criticize the very product or service being sold.

(We cited some months ago the employee of a major coffee house who wanted a pay raise and offered the general advice to patrons that the coffee wasn’t worth the price. The employee’s story and name were laid bare in a major paper. What was most amazing is that the employee saw no connection between the cost of coffee and her wages.)

Thus, capable and circumspect employees must be part of every business growth plan. If they have a concern, they must take it to the owner or manager, not a reporter.

What Works

Guidance from consultants, and books written by consultants or business owners, are almost as abundant as cooks and cookbooks. But there is no recipe for business growth that offers a “sure thing.”

On the other hand, taking a tested recipe and making modifications that match a situation (altitude and taste for salt) have always been a practical approach in the kitchen. Such modifications are just as practical when using one or more guides to business growth.

What works is what works, and that includes hard work.

“Our company growth has been slow but steady and is really based on hard work and serving customers,” says Dennis Black, president of McHenry Pressure Cleaning Systems Inc. in Frederick, MD. “I realize that this is touted by many, but it is what has worked for us.”

While growing his business, Black has also changed his approach as needed. “In the earlier years we worked hard to grow and develop equipment volume. This was based on meeting our customers’ needs and supplying the best equipment for their needs and environment. In the later years, the market changed.”

When the market shifted, Black moved to realign with it. “With all the choices customers have to purchase equipment now, we have discovered that we need to define who our customer really is.”

Responsiveness to the exacting needs of a prospective or a long-term customer is important. And Black’s company focuses on it.

“Our true customer today must need, appreciate, and see the value in what we offer—expertise, service, and support,” says Black. “In some cases we need to establish service and support first and supply equipment later.”

At the same time, Black takes a reality-based view of the customer base. “A segment of today’s market focuses more on price and what their initial short-term costs are, and that segment is not usually our customer.”

Black also embraces a reality-based perspective regarding the “many coaches and techniques out there” to assist with business growth. “I believe when all the fluff is cleared away, it still comes down to service and support,” he says.

That service and support encompass “working hard to make yourself the expert the customers want to go to,” says Black. “We have worked with many companies through the years with all types of programs; and some worked while some did not.”

Indeed, Black does not rule anything out. Each owner must forge his or her own path.

“In earlier years we did use the ‘provide’ technique to help establish and grow our business,” explains Black. “For those who are not familiar with it, this is based on providing a customer wash equipment at no charge as long as they are purchasing the soaps and detergents and foam from you.”

How does Black evaluate the provide program in retrospect? “We credit this program with helping us establish our chemical business.”

Over time Black has incorporated other strategies as well. Leasing is one example.

“We have used leasing programs to help finance equipment for customers, but it really boils down to working hard, attempting to do what is right with integrity, and supporting your customers,” says Black.

Key Strategies

Gus Alexander, CEO of FNA Group in Pleasant Prairie, WI, says there are “six key strategies we have conveyed to our Delco distributors and dealers and worked with them to deploy.” And he shares the six with us.

“Niche targeting is one,” says Alexander. “Specialize in a specific niche within the industrial pressure washing market, such as cleaning services for oil rigs, manufacturing plants, or food processing facilities.”

What’s the value of targeting a niche? “This can help you stand out and become a ‘go-to’ provider in that particular sector,” says Alexander.

Network expansion is second on Alexander’s list. And it has a lot to do with relationships—the essence of business through millennia.

“Build relationships with complementary businesses, such as property management companies, construction firms, or facilities providers,” explains Alexander. “These partnerships can lead to referrals and mutually beneficial collaboration.”

From the ages-old relationship building to the 21st-century digital connection, business owners must do it all. And that brings us to “online presence enhancement,” the third strategy Alexander recommends.

“Invest in a professional website and utilize digital marketing strategies such as SEO [search engine optimization], content marketing, and social media to increase visibility and attract leads,” says Alexander. “Many businesses search online when looking for industrial cleaning equipment, so having a strong online presence is crucial.”

“Number four on the list is employee training and development,” says Alexander. “Invest in ongoing training for your employees to ensure they have the skills and knowledge to deliver high-quality service. Well-trained staff can improve efficiency, customer satisfaction, and safety compliance.”

Even when everything is running smoothly, it’s always a good idea to pause for a standardized assessment. Soliciting evaluation from customers in a formalized way can provide it.

Customer feedback utilization is number five on the list of strategies Alexander’s company disseminates. “Actively solicit feedback from customers and use it to continuously improve your services,” he explains. “This not only helps you address any issues promptly but also demonstrates to customers that their opinions are valued, fostering loyalty and positive word-of-mouth feedback.”

Finally, the sixth strategy folds in the interests of the customer base. “It is a sustainability focus,” says Alexander. What does developing such a focus entail? “Consider incorporating environmentally friendly practices into your business, such as biodegradable cleaning agents and water recycling systems,” says Alexander. “This can appeal to eco-conscious customers and differentiate your business in the market.”

The six strategies are not mutually exclusive with the current growth plan of a business. Anything but.

“By combining these strategies with your existing business model and market insights, you can strengthen your position and drive sustainable growth in the industrial pressure washing industry,” says Alexander.

As for the information coming from many quarters—including academics who do not operate businesses—how should a business owner handle it? Sort through it. There could be something useful.

“Sometimes strategies touted by academics or media may not directly translate to practical success in every business context,” says Alexander. “For instance, while certain theoretical models or approaches might sound appealing in theory, they might not align with the unique challenges or opportunities faced by a specific business.”

What to do? “It’s essential for business owners to critically evaluate and adapt strategies to suit their particular circumstances and industry dynamics,” says Alexander.

If ever a venture required thoughtful melding of mind and heart, it’s a business growth plan.