Entering an adjacent market, carefully
A specialist distributor
An attractive market, and a disciplined answer about how to enter it.
The challenge
The board had been presented with an acquisition in an adjacent category and wanted an independent read before committing.
What we did
We sized the market from the bottom up, tested the customer economics with real buyers, and modelled three entry routes against the capabilities the business genuinely had.
The outcome
The acquisition was declined and a partnership route taken instead, at a fraction of the capital, reaching the same position eighteen months later.
Results
What changed
- −85%
- capital committed
- 3
- entry routes modelled
Practices
Our practices
Where we are asked in, and what we do once we are.
- 01
Growth strategy
Where to compete next, and what it will take to win there.
Leadership teams facing a genuine choice about direction.
- 02
Operating model design
The structure, decisions and accountabilities the strategy needs.
Organisations whose structure is now fighting their plan.
- 03
Performance improvement
Margin, cost and productivity, found where it actually sits.
Businesses under pressure to improve without breaking anything.
- 04
Transformation delivery
Programme leadership for changes too big to run on the side.
Boards who have approved a change and need it delivered.
- 05
Commercial due diligence
What the business really is, before you commit to it.
Acquirers and investors under a deadline.
- 06
Standing advisory
A senior sounding board, on call, without the engagement.
Leaders who need a candid outside view they can trust.
Let us look at it properly
An initial conversation is free and confidential. If we are not the right people, we will tell you who is.
Request a conversation