There's a moment that repeats itself in practically every company. The business is doing well, sales are strong, and sooner or later, the same question arises: How can we continue to grow? The answers are usually quite similar. Hire more staff, launch new services, open another branch, or invest more money in advertising to attract new clients. On paper, it all makes sense. If you want to increase revenue, it's logical to think that you'll have to do more.
The problem arises when the numbers start rolling. Because opening a new line of business isn't just about selling something different . First, you have to train the team, find suppliers, adapt processes, invest in tools, and take on a risk that often takes months to recoup. And it's precisely at this point that many companies put the brakes on their growth plans.
But does that mean the only way to increase revenue is to build something completely new ? More and more businesses believe not.
Growth also involves making better use of what you already have.
When we talk about growth, we almost always think about adding resources: more employees, more investment, more structure… However, we rarely ask ourselves a much simpler question: are we leveraging all the value our business already has?
Think of a consultancy that has been working with the same clients for ten years. Or a real estate agency that stays in touch with buyers even after closing a deal. It could also be a maintenance company, a professional office, or a small local business. They all have something in common: a relationship of trust that has taken years to build.
And, interestingly, that asset usually stays there, generating only the value related to the main activity.
The problem is that turning that trust into a new source of income isn't always so simple . Because identifying an opportunity is one thing, but putting it into action is quite another. You have to find suppliers, negotiate agreements, learn about a different sector, adapt to regulations, and reorganize parts of the business to ensure everything runs smoothly.
And that's precisely where many companies decide not to move forward. That's why models that allow for revenue diversification without having to build the entire structure from scratch are gaining prominence . The company remains focused on what it does best, while another organization provides the technology, commercial agreements, and all the operational aspects necessary for the new service to function.
When another company has already done the hard work
So far we've discussed one idea: growing by leveraging an existing system instead of building a completely new one. But of course, theory is one thing, and finding a model that actually allows you to do it is quite another. And that's where Anklaas , the contributor program developed by Roams, comes in.
The idea is actually much simpler than it seems. Instead of a company having to create from scratch the entire structure necessary to offer services related to energy, insurance, telecommunications, or alarms , it can rely on a platform that has already been operating for years.
Behind it is Roams , a Spanish company with 13 years of experience in regulated markets, over 25.000 managed contracts, and agreements with more than 80 companies. In other words, all the most complicated work has already been done . What would take many companies years to build on their own is already part of the platform.
In practice, this means the company can incorporate a new revenue stream by leveraging its existing client relationships , without having to develop anything new, neither technology nor new commercial agreements. Furthermore, the economic impact is direct: with Anklaas' simulator, a consultancy with around 250 clients can generate more than €15.000 in additional revenue in its first year (a figure that will continue to grow thanks to renewals and new services), all without disrupting its usual operations.
In fact, that's probably one of the most interesting aspects of the model. It doesn't force the company to change its way of working or become an expert in completely different sectors. Ultimately, the company continues doing what it does best. The difference is that it now has a structure already in place to offer new services without starting from scratch.
Technology also changes the way a business diversifies
However, one question remains. All of this sounds interesting, but if generating that income required dedicating several hours a day or hiring someone to manage it, it would likely cease to be worthwhile. And that's precisely where technology makes all the difference.
The platform incorporates various artificial intelligence tools that automate much of the process. For example, a customer can send an electricity bill as a PDF, a photograph, or even via WhatsApp. In just 30 seconds, the system can extract the information, compare it across more than 80 companies , and display both the potential savings for the customer and the approximate commission for the partner.
But that's only part of it. Once the contracting process begins, the platform itself automates much of the subsequent work. It identifies future renewal opportunities, allows for digital signature completion, and leaves all the management of relationships with companies , regulatory compliance, and commission settlements to Roams . Ultimately, that's the real difference compared to creating a business line from scratch.
In other words, the company can incorporate a new revenue stream without having to create a specific department , negotiate with dozens of suppliers, or practically start a new business. Because perhaps growth is no longer just about doing more things. In some cases, it can also be about making better use of everything you've already built over the years.