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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Articles
Strategy in a world of overlapping disruptions
How leaders can make sharper choices on where to compete, where to invest and what to stop when multiple structural shifts hit at once.
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What has to be true for this business to work?
The most useful venture plan identifies the small number of assumptions whose failure would make the opportunity economically or strategically unattractive.
How much distribution is actually enough?
Additional coverage creates value only while the incremental demand and strategic access justify the economics and complexity required to serve it.
Strategic challenges
A good idea is not yet a business
Customer enthusiasm can coexist with weak pricing, expensive acquisition or an operating model that becomes uneconomic at scale.
Consumer demand is organised around occasions, not averages
The same person can make very different choices depending on need, context, urgency, channel and willingness to pay.
POV
You cannot cut your way back to relevance
Cost discipline can create time, but sustainable recovery requires a business that customers still value and that can compete economically.
You cannot position your way out of contradictory behaviour
A stronger narrative cannot compensate for decisions that consistently undermine the corporate position the organisation claims to hold.
Strategic impact
Strategic choices should change resource allocation
A strategy that leaves investment, talent and management attention essentially unchanged may be describing ambition rather than directing action.
Customer value and supplier value are not the same thing
A proposition can create substantial customer benefit while weak differentiation or bargaining power prevents the supplier from capturing much of it.
What we observe
Expansion can conceal declining network quality
We frequently see location counts rise while sales density, franchisee returns or new-unit payback gradually deteriorate.
Companies often model markets without modelling reactions
We frequently see strategies built around expected customer outcomes while competitor retaliation, imitation and repositioning remain implicit.