1.6×faster growth
Companies with a clear and consistently understood value proposition grew approximately 1.6 times faster than the average company.
Bain & Company ↗
Talk to AnnaMurros Commercial Architecture™ Walkthrough
Your growth target is clear. What is stopping you from reaching it is not.
Murros Commercial Architecture™ is a productised method for commercial decision-making, development and execution.
It helps B2B companies decide where to grow, who to serve, what to sell, why customers should buy, and how to take it to market profitably and repeatably. Market evidence guides what to scale, change or stop.
Anna HiltunenFounder, Murros Advisory
The commercial problem
The team is not standing still.
Sales is pursuing opportunities. Marketing is creating leads. New offers are being developed. Yet growth remains too slow, too costly or too dependent on individual wins.
Then come the explanations.
01
We need more leads.
02
The market is slow.
03
Sales needs to improve.
04
The offer needs work.
05
Our positioning is unclear.
06
We are not visible enough.
07
Our brand awareness is weak.
The leadership decision
Each explanation could be true.
Invest more? Narrow the market? Redesign the offering? Reposition it? Change the go-to-market model? Or stop?
But leadership still has no reliable way to see which explanation is actually preventing the result. You cannot simply ask the team to work harder; they already are. You cannot confidently approve more investment because you do not know what it will fix. And you cannot wait indefinitely while another month, another quarter and more confidence in the plan are lost. You are still expected to choose.
The Murros reframe
The most expensive commercial problem is not a lack of activity. It is leadership having to fund the next move without knowing which commercial assumption has failed.
Why I built Murros
The problem rarely sits in one function alone.
Anna explains the recurring commercial frustration behind Murros Commercial Architecture™.
The evidence behind the problem
The choices that shape growth are often disconnected.
But customers still judge the result as a whole. They do not experience your strategy, offering, positioning, sales and marketing as separate functions. They experience whether you understand their need, offer something relevant and give them a clear and consistent reason to buy.
49%point to the offering itself
of companies in Bain’s survey say their biggest value proposition problems relate to the core product or service. Offering development is a business issue, not only a messaging task.
Bain & Company ↗10channels
are used by the average B2B buyer during the purchasing journey. Inconsistent information across teams is now a leading reason for switching suppliers.
McKinsey & Company ↗The cost of leaving it unresolved
Each function compensates in the way it can.
Marketing generates more activity. Sales adapts the story from one opportunity to the next. New features, variations and propositions are added. Leadership keeps investing—but without knowing which underlying assumption needs to change.
Another quarter can be spent generating leads, proposals and internal work while growth remains slow, expensive and difficult to repeat. The cost is delayed learning and repeated investment in a commercial model that has not yet been proven to work.
The Murros answer
You cannot scale your way into a working commercial model.
You build a working commercial model first—and then scale it. Murros Commercial Architecture™ leads the commercial choices and execution behind growth as one connected, evidence-led process.
It is both a decision method and an execution tool.
It identifies the real constraint, helps leadership make the required choices and translates them into offering, positioning, GTM execution and performance management.
01
Commercial Direction
What is the business trying to achieve, what is preventing it and what must be prioritised, changed or stopped?
02
Offering & Positioning
Which customers and problems matter most, what should we offer and why should customers choose and act?
03
GTM Strategy & Activation
How will the choices become coordinated market execution—and what will we test, measure and learn?
The connected decision and execution process
From ambitionto evidence
AmbitionRealityAssumptionTestEvidenceDecision
Commercial DirectionOffering & PositioningGTM Strategy & Activation
Scale, change or stop.
How the method works
From ambition to execution, evidence and the next decision.
Anna walks through the three connected commercial questions and the working logic behind the method.
One real B2B case · anonymised
100 prospects. 35 offers. One close. Months of effort.
A B2B services company had built a new AI offering with an ambitious growth target. The initial request was straightforward: generate more leads.
But why had 35 offers produced only one close? The deeper issue was not simply lead volume. It was whether the offering addressed an important enough problem for a clearly defined customer—and gave that customer a strong enough reason to act.
100prospects
35offers
1close
What changed
The answer connected choices with execution.
01
Commercial direction
The focus was narrowed to mid-market organisations moving AI from isolated pilots into secure, operational use.
02
Offering and positioning
A broad AI proposition became a clearer commercial promise: From pilots to production. The offering was structured around governance and security, workflows, agents and integrations.
03
GTM design and activation
The choices were translated into priority accounts, buyer roles, a shared sales narrative, demand themes, proof points and measures for reading the market response.
04
One shared commercial model
Leadership knew what to fund and test. Marketing knew which customer problem to build demand around. Sales had one customer story and shared qualification logic.
The value was not simply a new message or campaign. It was a common commercial direction and method across the organisation.
More leads would have amplified an unproven model. The work created a commercial model ready to activate, test and improve.What changes for the client
From disconnected activity to a commercial model the organisation can lead.
01
See the real constraint
Replace competing functional explanations with a shared, evidence-led diagnosis of what is preventing growth.
02
Create a stronger reason to buy
Connect market and customer evidence to a focused offering, positioning and value proposition.
03
Turn choices into workable GTM
Translate the commercial decisions into priorities, buyer roles, demand, sales execution and measures of progress.
04
Align the organisation
Give leadership, offering development, marketing and sales the same direction, customer logic and commercial story.
05
Invest and scale with evidence
Know what to test and whether to scale, change or stop before more budget is committed.
Make the financial value concrete
A shared method and editable tools can reduce repeated setup, duplicated analysis and external project expenditure. Testing assumptions gives leadership a basis for deciding where to invest more, what to change and what to stop.
Why Murros is different
One consistent method. A company-specific commercial answer.
Murros Commercial Architecture™ is the method. The outcome is the company’s own connected commercial model.
Most commercial support starts inside one function or improves one layer: strategy, productisation, marketing, sales, GTM or RevOps. Murros addresses the commercial decisions and dependencies between them.
It follows the logic end to end—from business ambition and commercial reality to offering, positioning, GTM execution and evidence for the next decision. It is not a generic GTM framework, a training programme or another strategy presentation.
The method remains consistent. The commercial answer does not. The real constraint, required choices and right execution model depend on the company’s ambition, reality and market and customer evidence.
Why I built Murros
I have sat in the room when the numbers were missed—and every function had a different explanation.
20+ years behind the method
The methodology turns experience in growth, commercial transformation, new offerings, market expansion and cross-functional GTM execution into a method leadership teams can apply to their own situation.
Sales wanted more leads. Marketing questioned the offer. Product defended what had been built. Leadership asked everyone to do more. I have also seen new products, offerings and market entries expected to succeed without agreed commercial principles, sufficient GTM investment, clear tests, iteration loops or a shared way to evaluate progress.
The problem rarely sat in sales, marketing or the offering alone. More often, the problem was that they no longer worked together.
That is why I built Murros Commercial Architecture™: one consistent method for connecting commercial direction, offering, positioning, GTM execution, evidence and leadership decisions.
Build the commercial model. Then scale it.
Know what needs to change — and turn the answer into execution.
Whether the current model is underperforming or you are building the next source of growth, the requirement is the same: know what must be commercially true, what needs to change and what evidence will justify the next investment.