Strategy & growth

Strategy and growth
Focusing for competitive success
How we can help

Develop a global growth strategy

We can help you develop new market-oriented growth strategies tailored to your business’s strengths, needs and ambitions, strategies that are specifically geared to a three-speed global economy and the varying dynamics of different markets.

Find out more

Manage risks as you grow

We can help you build a resilient organisation and develop risk solutions that keep pace with today’s complex environment, and give you the confidence to make the right strategic choices for your business.

Find out more

Deliver deal value

We can help you find suitable targets, negotiate the best terms and manage the post-deal integration process to maximise the value of your mergers and acquisitions, drawing on our comprehensive range of consulting, tax, financial and business assurance services.

Find out more

Execute an IPO or debt offering

We can help you master the many challenges associated with cross-border listings, IPOs and debt offerings, using our capital markets expertise and knowledge of different regulatory regimes.

Find out more

Model market demand

We can help you get a better understanding of the markets you want to enter and launch new products successfully, using our economic skills to provide clear insights.

Find out more

Make sense of regulation

We can help you manage different local regulations when you enter new markets, as well as help identify and control future regulatory risks.

Find out more

Invest responsibly

We can help you assess how compliant you are with sustainable development requirements, policies and codes, advise you about the impact on any operational changes you’re planning and suggest areas for improvement.

Find out more

Manage tax issues

We can help you manage your global and local tax issues, including corporate tax, indirect tax and accounting risks and opportunities.

Find out more

Growing in a multi-speed global economy

The differing rates of economic growth, or indeed, contraction that we see around the world together with greater volatility, has made it more difficult for companies to create and execute new growth strategies. Other changes have compounded the challenges. These include the impact of new digital technologies, shifting demographics, changing customer behaviour and mounting pressure on the world’s most critical natural resources. The links between business and governments around the world have also become clearer and more important.

Seeing the future clearly and developing a proactive response - rather than simply reacting to events - will be a key source of competitive advantage in a fast-evolving market.

What does this mean for your business?

Top executives in every industry are considering how to succeed in this new environment. They’re thinking about how best to pull strategic levers like talent, collaboration and innovation. They’re also reassessing their risk strategies and organisational and analytical techniques to make their companies more resilient. And some of them are targeting specific emerging economies, which they now regard as more promising than their traditional markets.

But all markets vary – as do the needs and wants of the customers they comprise. So it’s essential to have a global growth strategy that’s underpinned by the ability to get closer to customers at local level. This often entails dealing with different demographic profiles, assumptions, behavioural patterns and the like. It may also mean localising a company’s power structure, allowing the business to pivot in different directions across different markets as conditions change.

That’s a tall order, especially given the need to keep a tight global rein on costs and risks. But, in our view, local responsiveness is now vital for the success of any strategy based on global growth.

Some questions to consider

What’s your company’s biggest strategic opportunity? And how confident are you that it’s the right path?

What are the key risks – either known, emerging or black swan events – that could stop you from achieving your goals? And what are you doing to make your organisation as resilient as possible?

How well are you balancing the need to invest in new growth markets with the need to defend your market share in existing markets?

How do you rank and select new markets? How do you decide on the best way of entering a new market? And how do you follow through?

What are you doing to address the changing expectations and buying behaviour of customers in different markets?

How actively – and how successfully – do you work with government in the markets you enter?

What role will mergers and acquisitions, joint ventures and strategic alliances play in your growth strategy over the next three to five years?

What challenges do you face in identifying and screening opportunities for mergers and acquisitions, and realising the value of the deals you complete?


View our latest Strategy and growth research and insights


Innovative city strategies for delivering sustainable competitiveness

This PwC study asks: How are different cities worldwide fostering sustainable competitiveness ─ a city’s ability to keep balanced growth and development over time while fostering social cohesion and environmental quality?

Apr 9, 2014


Increasing European SME access with Non-bank Lenders

This paper examines the demand for credit in the European SME market and the opportunities available for non-bank lenders.

Apr 7, 2014


Room to Grow: European Cities Hotel Forecast 2014 and 2015

This PwC publication examines the state of the hotels industry in Europe against a backdrop of a region that has taken an economic pounding but is seeing clear evidence of economic recovery and returning confidence.

Mar 28, 2014


Sharing deal insights - European Financial Services M&A – Data card, March 2014, PwC

This PwC data card provides perspectives on recent trends ― and future developments — in the M&A market, including analysis of the latest transactions and insights into emerging investment opportunities.

Mar 13, 2014


Global Technology Scorecard: Q4 2013

Global Technology Scorecard is a PwC analysis and benchmark of top technology companies. The Scorecard cross-compares company quarterly and annual performance and revenues. We also offer a deeper dive into data through our online charting tool allowing you to get up close to raw statistics and manipulate which companies you'd like to compare and benchmark against.

Mar 11, 2014


Emerging Trends in Real Estate® - The global outlook for 2014

Launched at MIPIM 2014, this report draws together regional insights from the Emerging Trends in Real Estate© series of reports, spanning US, Asia and Europe, produced annually by PwC and the Urban Land Institute (ULI).

Mar 11, 2014


Making innovation go further in metals: How companies could gain by widening their innovation focus

The Metals cut of PwC’s Global Innovation Survey shows that it’s easy to fall into the trap of associating innovation with only young or fast-moving sectors. But it’s also key to competitive advantage in more mature, commodity-based industries like metals.

Mar 11, 2014


Government and the Global CEO: Fit for their Futures

PwC’s Annual Global CEO survey gives business leaders and governments across the world a unique insight into the vision and decisions of the global CEO. As in past years, we have extended and deepened the research for PwC’s 17th Annual Global CEO Survey by including a selection of interviews with senior decision-makers in governmental organisations around the world.

Mar 7, 2014


Forging the new regional powerhouses: Strategies for success in Southeast Asia

This PwC paper explains why Southeast Asian markets offer Japanese banks huge potential for expansion. But that making the most of these opportunities is going to require a new strategy, mind-set and ways of running the business.

Mar 6, 2014


Survival and Success: Securing the Future for Japanese Banks

This study examines how Japanese banks can sustain profitable growth both domestically and internationally in the face of major changes in the competitive landscape.

Mar 6, 2014