Strategy validation
Blinkered about the selected strategy with wishful thinking? Questioning whether your strategy is effective and truly addressable? Confusing goals with strategy? i²s².tech challenge, validate and as appropriate recommend how to optimise the strategy journey. We help to ensure there is underlying differentiation and value.
Market analysis
“Hockey stick” revenue projections inherently result from over optimistic market predictions and assumptions. Deep knowledge of; market size, entry requirements and market dynamics help to create realistic go-to-market plans.
Customer problems to solve
Customers use new products, services or suppliers because their incumbent providers can’t solve existing problems. Do you understand the problem well enough? Are you addressing and solving the right problems? Getting "under the skin" of customer challenges is imperative to create real value.
Competition capability
Competitors typically don’t give up on existing markets or current business. Understanding their capabilities, weaknesses and how to outmanoeuver them is vital to the success of any strategy. Extensive competition analysis is always required.
Introduction of new suppliers or solutions is always a risk for customers. The risk is offset by the gains achieved. Solving problems with differentiation and significant value is the winning equation. Solution differentiators drive the value gap. When seeking investment, it is paramount to articulate the underlying magic that creates the differentiation.
Solution differentiators
Business model
A solution to a problem is only of value if key stake holders and decision makers are aware of it. Identifying and creating sponsors within customers is paramount. Direct, indirect and partnering are all viable routes to customers.
Deep dive strategy review and optimisation of underpinned business plans include:
Access to target customers
Solving a customer challenge once is not enough. Showing a roadmap delivering sustainable value, ensuring the customer remains competitive will be part of the supplier and product selection process. Competitive sustainability underpins the value gap.
Business models strive to maximise growth and profitability for the supplier but ensure overall cost competitiveness for the client. Clarity and simplicity are key requirements. The "magic" is increasing your value gap while reducing internal costs.
Sales strategy and infrastructure
Focus and structure delivers commercial success. High performance execution across a manageable customer base creates a platform for scale. Breaking into new customers is achievable if the sales stage process is managed effectively.
Organisation to deliver
Once the strategy is baked, organisational structure is crucial for execution. Processes and governance ensure delivery of critical milestones. Is your strategy deployable, precise and measurable? Avoid the obvious mistakes of creating a strategy to fit the organisation.
Viable financials
Optimistic forecasting and opportunity hype are common themes. Anchored revenue forecasts with sensitivity analysis create credible commercial plans. Constant reviews of pipeline status and confidence for conversion are the dashboard for growth.
Competitive sustainability
External investments
