How growth works, and how it is governed.
The model reads a company through two lenses. The Growth lens shows how the company grows and what constrains it. The Governance lens shows whether that growth is directed, owned, measured and reported. It judges the system, not the tactics.
What we mean by growth
Growth is an organisation's repeatable, measurable capacity to increase revenue profitably.
Repeatable: the result comes from a system, not from one person or one campaign.
Measurable: every claim can be traced to defined data.
Profitably: revenue that costs more to win than it returns is not growth.
7 principles
- 01Single ownership. Growth has one accountable owner.
- 02Shared definitions. Every growth metric has one written definition that everyone uses.
- 03Evidence over opinion. Claims about performance are backed by data that can be shown.
- 04One connected system. Marketing, sales, product and customer success work as one system with defined handoffs.
- 05Learning by design. Changes are tested, results are recorded, decisions follow results.
- 06Lawful growth. Growth respects data protection, consent and advertising law.
- 07Proportionality. Requirements fit your stage. No one is judged against a company ten times its size.
6 dimensions
Measured by the Growthmarkt Diagnosis™: 30 questions, about 10 minutes, free. The result is the Growthmarkt Score™.
| Dimension | What it reads |
|---|---|
| Growth Strategy | Direction, best-fit customers, sources of growth and how priorities are chosen |
| Customer Acquisition | Channel spread, acquisition cost, predictability and where prospects drop out |
| Revenue and Monetisation | Pricing, retention, growth from existing customers and customer economics |
| Brand and Positioning | Why customers choose you, how you compare and one consistent message |
| Digital Presence | What the website delivers, visibility in search, measurement and content |
| Operations and Systems | Ownership, customer data, review rhythm, shared targets and capacity |
11 domains
Measured by the Governance Audit. The requirements that apply depend on the company’s stage, sales motion and revenue model.
| Domain | What it checks |
|---|---|
| Strategy and targets | A written goal, a customer profile, and targets broken down to teams and quarters |
| Ownership and operating rhythm | One accountable owner, channel owners, a fixed review cadence, pricing and discount authority |
| Definitions and funnel | A written Definition Card, handoff rules, stage conversion |
| Measurement and data | Analytics, conversion tracking, source capture, reconciliation |
| Acquisition | Spend and acquisition cost per channel, channel targets |
| Conversion and sales | Response times, pipeline stages, loss reasons, forecast accuracy |
| Retention and expansion | Activation, retention, churn reasons, cohorts |
| Experimentation | Hypotheses before launch, decisions after |
| Technology stack | One system of record, integrations, access control |
| Compliance and consent | Privacy notices, consent, commercial-message rules |
| Reporting and visibility | Results against target, shared with leadership |
A score is only as strong as its evidence
The Governance Audit records what each answer rests on, at 4 levels. The report separates what is documented and measured from what is only stated. Evidence can hold commercial secrets, so it stays inside the company; Growthmarkt™ never asks to see it.
Read against your stage
The model recognises four stages, from founder-led to multi-team. Expectations build up as a company grows, and no company is judged against one ten times its size.
Every audit is reviewed
No audit result is final until Growthmarkt™ has reviewed it. The report shows the results; the method behind the scores remains Growthmarkt™’s own.
Versioning. The model is versioned. Every result records the version it was measured against, so results stay comparable as the model is revised.
Publisher. The Growthmarkt Model™ is published and maintained by Growthmarkt™.