Designing the next business model before the current one plateaus
How companies can identify new value pools and build business models that combine differentiated customer value with scalable economics.
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Business strategy
Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
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When strategic recovery requires more than cost cutting
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Read articleFocus
Where does the industry actually make money?
Revenue and market share can obscure substantial differences in returns across activities, customer groups and positions in the value chain.
Which customers are actually worth winning?
Revenue potential alone says little about attractiveness when bargaining power, acquisition effort, implementation and cost to serve vary materially.
Strategic challenges
Innovation portfolios rarely fail from a shortage of ideas
The harder problem is concentrating enough talent and capital behind a limited number of opportunities to generate meaningful evidence.
Industry boundaries are becoming less reliable
Technology, convergence and new business models increasingly allow competitors from adjacent sectors to enter established value pools.
POV
Not every customer should want you
A B2B strategy becomes stronger when the value proposition is distinctive enough to be highly relevant to some customers and deliberately less relevant to others.
Innovation theatre begins where strategic choice ends
A large pipeline of experiments is not evidence of innovation strength when the organisation cannot explain which future advantages it is trying to build.
Strategic impact
Every channel should have a strategic role
Direct, wholesale, retail and digital routes create stronger systems when their roles are explicit rather than competing for the same demand.
Growth can hide deteriorating economics
Revenue can expand while promotions, acquisition spending and channel costs quietly reduce the value created by each additional customer.
What we observe
Companies often model markets without modelling reactions
We frequently see strategies built around expected customer outcomes while competitor retaliation, imitation and repositioning remain implicit.
Strategic portfolios rarely stop enough work
We frequently see new priorities added without removing initiatives whose original rationale has weakened or disappeared.