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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Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
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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.
Why does this business belong in the portfolio?
Ownership should have a strategic rationale beyond history, reported revenue or the cost and inconvenience of changing the portfolio.
Strategic challenges
Execution failure often begins with strategy translation
Broad priorities become ambiguous initiatives when organisations do not define what must materially change for the strategy to work.
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
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.
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
Trade-offs make positioning stronger
Choosing which customers, attributes or economics not to optimise can create a more coherent and defensible basis for advantage.
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
Weak businesses are often protected by portfolio averages
We frequently see consolidated performance obscure businesses that consume capital and attention without a credible path to attractive returns.
Startups often expand because they can, not because they should
We frequently see new products, segments and geographies added before the core growth engine has become sufficiently repeatable.