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
How turnaround strategies can rebuild competitive position by resetting the portfolio, operating priorities and sources of future growth.
Read articleFocus
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.
What makes the next location worth opening?
Network growth creates value only when incremental demand, unit economics and strategic coverage justify the capital and complexity added.
Strategic challenges
The buyer is rarely one person
Economic users, technical evaluators, procurement and executives can value different outcomes and exercise influence at different stages.
A franchise model has two customers
The consumer proposition must remain attractive while the economics and operating model also work for the franchisee.
POV
If competitors can copy the claim, the claim is not the advantage
Defensible positioning must eventually connect to capabilities, economics, assets or choices that are harder to replicate than language.
Maximum coverage is not maximum distribution advantage
A smaller, more productive network can create greater strategic value than ubiquitous availability built on weak economics and limited control.
Strategic impact
Value realization changes the definition of progress
Milestones matter, but completed activity has limited meaning when the expected operational or economic outcome has not followed.
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.
What we observe
Strategic portfolios rarely stop enough work
We frequently see new priorities added without removing initiatives whose original rationale has weakened or disappeared.
Corporate ventures often inherit too much of the parent
We frequently see new businesses constrained by processes, economics and incentives designed for an established operation rather than a venture.