Turning a Broad Opportunity Search into a Focused Market-Entry Plan
The leader of a market-leading infrastructure engineering business approached Clarus Caelum to help establish a business with a similar model in the Energy sector. Over four weeks, we progressed from market screening and opportunity development to service design, commercial assessment and recommendations for the next phase.
The business question
How could an established business model be applied in the Energy sector?
The remit called for a view of where to compete, what the new business could offer and how it could deliver. We worked through these questions in sequence, using each stage of investigation to focus the next.
Week 1: establish the market-entry direction
We clarified the business model and screened potential markets against a common set of criteria. The work considered customer needs, existing provider coverage, routes to a first customer, partner requirements and the resources needed to enter. This established the basis for investigating opportunities in more depth.
Week 2: develop and compare opportunities
We translated the market research into potential offerings. For each, we examined the buyer problem, the value the business could provide and a credible route to purchase and delivery. Comparing the concepts on a consistent basis helped focus the subsequent service-development work.
Week 3: design the services and commercial model
We developed the shortlisted concepts into service propositions, working through what customers would buy and the people, equipment, technology and partners needed to deliver and support them.
Examine the complete business requirements
The commercial assessment connected service design with delivery costs, operating requirements, pricing and funding needs. We considered the organisation behind the service as well as the work involved in each customer engagement, identifying assumptions for further investigation.
Week 4: recommendations and the next-phase plan
We brought the research, service design and commercial assessment together into recommendations. We then planned the next stage of investigation, covering customer research, supplier and delivery checks, commercial and funding questions, and review milestones.
The plan connected the recommended direction with the work needed to inform subsequent investment decisions.
Connecting strategy with execution
The work progressed from the original market-entry remit to the practical questions of developing and operating a new business. Market choices, service design and commercial planning were considered together throughout the engagement.
When this experience is relevant
This approach is relevant when an established business leader wants to enter a new sector and needs to connect a growth ambition with a credible offer, delivery model and investment plan.
Growth strategy and market entry
The assignment connected the business ambition with the customer, delivery and commercial questions involved in entering a new market.
A method for a similar decision
Staged Investment and Commitment Pathways
Decide which commitments should wait for better evidence, and what preserving that choice will cost.
Relevant service streams
Growth strategy and market entry
Compare target markets and service options, define what customers would buy and develop a practical plan for entering the market.
Commercial risk and stakeholder advisory
Examine delivery responsibilities, commercial assumptions and funding requirements so the next investment decision reflects the work and risk involved.
Prefer a practical starting point?
Use the Market Entry & Opportunity Decision Scorecard to test the evidence behind the opportunity before resources accelerate.
Discuss your market-entry decision
If your business is weighing several opportunities, Clarus Caelum can help compare the options, develop the offer and identify the work needed to reach a sound next decision.