Unlocking Value: A Multi-Pronged Approach To Customer-Centric Growth

Sep 05, 2025, 10:30am EDT

Prasanna Parthasarathy is the CEO of Medvantx, a non-commercial dispensing pharmacy.

Mergers and acquisitions conjure images of large, deep-pocketed corporations. But for small and mid-sized companies, mergers and acquisitions can accelerate growth, expand capabilities or enter adjacent markets. The opportunity is real, but so are the risks.

Unlike large corporations that may be able to recover from a bet that doesn’t pay off, smaller companies must operate with far more discipline. The success of a deal, and often the company’s future success, depends as much on the integration plan as on the deal itself. To get inorganic growth right, leaders must approach mergers and acquisitions with a deep understanding of their long-term business strategy and their customers’ needs.

How do we grow? Start with the customer problem, not the product or service.

Many companies focus on their product or services. That seems like a good strategy, until you realize that a dedication to introducing new features can cause you to lose sight of the problem you are actually solving for your customers.

This is especially true in the pharmaceutical industry, one of the markets my company serves, where the company can be quite disconnected from the people they aim to serve with a web of intermediaries, distributors, pharmacy benefit managers, payors and pharmacies preventing visibility into who is taking a given medication and how well it’s working. This gap affects patient outcomes and the manufacturer’s ability to deliver meaningful clinical support. As we considered a recent acquisition, we remained hyper focused on our customer–pharmaceutical and medical device manufacturers–and how this deal addressed their needs.

For companies looking to grow, remain focused on solving the customer’s problem. Companies that effectively address customer needs reap business benefits.

To buy or not to buy? That’s only part of the question.

Growth takes different forms: organic growth from building a new product or solution, growth through partnership with another firm to offer a combined solution or growth by acquisition to offer the solutions the acquired company previously sold.

Building internally makes sense when the other company’s capabilities align closely with core operations or if no viable alternatives exist. In other cases, such as regulated or operationally complex services, or businesses with intellectual property considerations, it may be better to buy a solution that’s already proven or to partner with a company that has a track record of success.

When you choose to merge with or acquire a competitor, or an adjacent business, think about how this deal will accelerate your impact. Does the company serve a customer base you’d like to access? Does it have capabilities you need to have? How will the sum of your parts equal a greater whole?

Partnering may be a smart middle path between building and buying a solution, offering speed and expertise without the capital demands of an acquisition. But partnership can present challenges of competing visions. Co-locating solutions may do more to improve the customer experience, especially if a patchwork of several vendors is needed.

Where capital is available and a merger or acquisition is in the best interest of the customer, this approach may lead to growth, but ultimately, success depends on having the operational capacity to integrate both businesses and scale accordingly. The best merger and acquisition decisions account not just for the cost of entry, but also for the complexity of execution.

How are we alike? How are we different? Recognize the importance of cultural diligence.

In any acquisition, understanding the numbers is only half the story. For small companies in particular, cultural alignment is just as critical. Cultural diligence isn’t about reviewing a slide deck of company values, it’s about assessing whether the two organizations genuinely share a vision for how they operate and serve customers. Do they define success the same way? Do they empower teams similarly? Are they aligned on principles like transparency, speed and innovation?

This starts with leadership. Founders and executives should be on the same page not just about the opportunity at hand, but how they want their teams to get there. At its core, integration isn’t about one company absorbing the other but about combining strengths in a way that unlocks more value. This philosophy should guide the structure of the integration plan.

How do we align teams? Integrate with intent.

A phased integration allows teams to move quickly where needed while coordinating more deliberately in complex areas. A cross-functional team, including HR, legal, IT, operations and employees from both organizations, can help define what’s urgent, what can wait and where customer value can be unlocked. It also signals to the rest of your organization that the process is being led with care and purpose.

Clear, consistent communication is essential. Leaders must actively and repeatedly articulate a shared vision that brings teams together around the purpose of the merger. This isn’t about announcing change but helping people understand and believe in it. When employees see how their roles contribute to that greater whole, it builds trust and motivation.

Alignment influences day-to-day work as well. By adopting ways of working from each organization, employees can solve problems faster and serve customers more effectively. This approach also empowers employees, making them more engaged and better positioned to deliver on the company’s promise.

Struggling to define success? Measure what matters.

Success in integration goes beyond financial metrics like cost savings or revenue growth. For small companies, true success is defined by the value created for both customers and employees. This means assessing how well the combined organization enhances the customer experience and empowers staff to perform at their best. The key question isn’t whether the acquisition was completed or whether revenue increased, but whether the foundation of what was bought is accelerating growth and creating lasting value across the entire organization.

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To read this article on Forbes.com, view here.