Growth is that sometimes elusive term that all companies are chasing, regardless of their size. And yet, most consumer brands are not starved of growth; they are starved of imagination in where to find it.
Many consumer-facing firms rely heavily on seasonal promotions (e.g., Black Friday, Cyber Monday, Prime Day) to “buy” growth. While this strategy works well for early unit maximization, it trains consumers to look for discounts.
It might seem like these standard promotional practices are the only way to operate in today’s competitive landscape. However, one doesn’t need to look far to find examples of companies in tech and consumer space that have demonstrated significant growth while rarely leaning into seasonal promotions—Apple exemplifies this.
Apple’s discipline illustrates a broader truth: true growth comes not from a calendar-driven sales cycle, but from discovering and pulling the right levers that competitors often overlook.
These hidden levers—pricing architecture, channel strategy, product ecosystems, end-of-life management, and community engagement—are rarely discussed in boardrooms with the same urgency as new launches or promotional campaigns. Yet, they represent some of the most powerful and underutilized sources of growth.
The Hidden Levers of Growth
1. Producer Ecosystem Expansion
For companies with a solid foundation in specific products, one of the core levers of growth is expanding their product ecosystem.
Building a product ecosystem involves intentionally developing a product portfolio centered on proven successes and existing customer traction.
For example, Apple didn’t stop at building the iPhone. It also built a multi-billion-dollar product and services ecosystem around the device—AppleCare, iCloud, AirPods, Apple Watch.
Each move deepened customer reliance on the Apple ecosystem. For example, in 2016, the controversial removal of the headphone jack—heavily critiqued at the time—paved the way for AirPods, which became one of Apple’s most profitable and iconic product categories.
Similarly, Dyson did not stop at its vacuum expertise and turned its story into a durable portfolio of fans, purifiers, etc.
2. Channel Innovation
Choosing a channel isn’t simply about reach and logistics—it shapes product margin, customer perception, and loyalty. Although a tricky lever to pull and invest in, channel offers a clear view of both dollars achieved and dollars “leaked” (e.g., margin for retailers).
If the foundations of brand strength and customer loyalty remain, companies can often drive growth through channel innovation.
For example, Nike moved towards its own digital channels, regained control of its brand, and turned launches into cultural moments through the launch of its app. The channel became a growth engine in its own right.
3. Pricing Architecture
Pricing architecture is more than setting an MSRP and knowing the average selling price a product is intended to command. When implemented effectively, it unlocks demand across multiple customer segments through product offerings that align in value and customers’ willingness to pay.
For example, Samsung’s Galaxy line-up runs from entry-level, affordable devices, all the way to premium Ultras. The pricing at each step ladders with the portfolio of products and gives the company reach across markets while preserving its premium halo.
4. Underserved Markets
As many disruptors have proven time and again, growth often hides in places incumbents ignore. Many brands continue to chase already-saturated markets while ignoring segments that may be underserved and could drive scale.
A great example of this lever is how Coca-Cola unlocked growth in developing markets. It didn’t try to sell the formats that dominate in the U.S. Instead, it introduced smaller, affordable pack sizes allowed customers to buy the product without diluting margins.
A 200ml bottle may not seem revolutionary, but it unlocks an entirely new layer of demand. This lever applies not just geographically, but also to underserved customer segments.
5. End-of-Life and Portfolio Management
Most organizations celebrate launches—all-in for PR, marketing, influencer strategies, etc. However, they often neglect the retirement of products. Managing a product’s end-of-life can be just as strategic and can, in fact, help set up future launches for success.
If the prior generation product is still on the market, and the new one is launched, the portfolio either requires pruning or thoughtful adjustments in pricing and positioning of the two side by side.
The result of thoughtful end-of-life and portfolio management is focus, margin improvements, and room for innovation.
6. Community Engagement
This may sound like the least exciting of the growth levers discussed previously, and some would even call it “soft”, but it can be one of the strongest levers for growth for consumer brands.
For example, Lego lets fans vote on new sets. And brands like Glossier turn customers into content creators, lowering acquisition costs, boosting loyalty, and fuelling growth.
Rethinking the Growth Playbook
What’s the takeaway?
Growth doesn’t come only from launching more products or spending exorbitant amounts on ads and discounts. It comes from recognizing and pulling levers that others often miss.
Startups, like leaders, can shift their framing towards these questions by reframing the conversation. Instead of asking, “What’s next on the product roadmap?”, ask, “Which growth levers haven’t we pulled yet?”.
That shift alone can unlock a wider and more resilient set of options. Companies that win are the ones that are willing to look beyond the obvious and pull levers hiding in plain sight.
Featured Image – Freepik
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