RETHINK

Redesign your business, because your past deserves a better future.

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Sound familiar?

“Our expertise is worth more than we get paid for it.”

“We serve one market. That exposure is dangerous.”

“We do everything for everyone. We haven’t specialised.”

“Our company hasn’t changed in five years. The market has.”

What to do?

1. We uncover where your company can perform best: what, for whom, how and why.
2. We design a new business model: market, offer, price, positioning and operations together.
3. We validate the new model in the market and prepare your organisation for the rollout.

How long does a typical project take?

Month 1
Diagnosis

Internal interviews with leadership and key people, decoding your current business model, uncovering strengths and exposures, lessons from past initiatives, and industry and competitive analysis.

Diagnosis report
Month 2
Market analysis

10–15 in-depth interviews with potential new customers across several industries and with 3–5 industry experts, competitor and pricing benchmarks, and positioning.

Market opportunity map
Month 3
New business model

Several rounds of workshops with leadership and 2–3 business model versions, each covering market, offer, pricing, positioning and operational implications together.

New business model + pricing model + operating map
Month 4
Pilot and validation

A real market test with 5–10 decision-makers across several segments. We iterate positioning, offer and pricing, and fine-tune the business model.

Validated business model
Month 5
First customers + organisational transformation

Iterating the business model, bringing in the first customers, reshaping the team and processes, and introducing new roles and ways of working.

Organisational transformation
Month 6
Handover + playbook

We finalise the playbook, hand over ownership, set up go-to-market and plan the next 6 months.

New business model + prepared organisation + roadmap

What do you get at the end of the project?

Your company’s new business model responds to today’s market.

Your existing expertise can be monetised at a higher value.

Your company stands on more markets and revenue streams. Your market exposure shrinks.

Case study

A new business model as the German automotive industry weakens.

Econ Engineering is an engineering simulation service provider with 20+ years in the business. Until now, the backbone of its revenue came from the German automotive industry. As the sector weakened, it needed a new business direction, and we redesigned it together. Based on in-depth interviews, 5 workshops and an insight database of 700+ pages, we identified new industries, new target groups and a new position. For that position, we’re also building a value proposition, pricing and a client acquisition model. We validated the new direction through lead generation, using a tool we’re developing ourselves: software that uses company analysis and a scoring model to select the ideal customer profiles.

Alongside the new business model, we packaged their simulation expertise into a standalone product, from business modelling and market research through UX/UI to full-stack development. So next to the service business, we’re building product revenue that runs on its own.

Lower industry exposure

New industries, new target groups, new pipeline

Scalable product revenue from simulation expertise

Repeatable, system-based client acquisition

Deliverables

Diagnosis + risk and opportunity map
New business model: market, offer, price, positioning
Validated market entry in the new direction
Redesigned company + roadmap
Market entry playbook + prepared organisation + handover

Frequently asked questions

How long does it take, and when is the first decision point?

6 months. The first real decision point comes at the end of month 3, when the new business model takes shape and we decide whether to move forward in that market direction. Until then, the focus is discovery and design. After that, the pilot and the organisational transformation are about implementation. Interim milestones: diagnosis (month 1), opportunity map (month 2), validated model (month 4).

What does leadership need to invest?

1–2 workshops a month with leadership and a core team of 3–5 people. That’s 8–10 workshops in total over 6 months. Leadership involvement can’t be delegated: at the key points (market, positioning, pricing), business model design needs leadership decisions. Alongside that, interviews, data sharing and internal communication run throughout.

When should we NOT do this project?

If your company’s internal capacity can’t take on a parallel strategic track right now. If leadership isn’t convinced that change is needed. We can’t help companies that are resisting change.

Who do you work with? Which industries are you strongest in?

B2B companies with 15–500 employees whose revenue depends on a single market, industry or customer type. Our strongest track record is in medtech, industrial, engineering services and technology. Consumer products, B2C and retail aren’t our home turf.

What if the strategy changes direction along the way?

That’s normal, and we plan for it. The 6 months are designed so that at the end of month 3, we choose between 2–3 business model versions, and in month 4, we iterate based on real market reactions. If one direction fails, there’s another.

Shall we talk?

In 40 minutes, we get to know each other and look at where you are now. If there’s a fit, we talk through the next steps.