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Business & go-to-market consultancy
Make the next business decision a clearer one.
Launching an offer, entering a market or rethinking where to focus? Start by defining the decisions—not by adding more activity.
IMC EXPAND / CONCEPTUAL SERVICE ARTWORK
WHERE WE CAN HELP 01 / SCOPE
Business decisions, built on a clear commercial picture.
For a launch, a new market or a change in direction: connect the evidence, the commercial choices and the operating plan.
HOW THE WORK CONNECTS
01
Explore the opportunity
02
Choose the direction
03
Plan execution
01
Business planning
Structure the business plan, priorities and forecast assumptions. Use scenarios to connect commercial goals with the resources and operating requirements behind them.
02
Market & customer assessment
Identify the questions, audience and evidence needed to make a useful decision.
03
Go-to-market
Connect the target customer, proposition, offer, channels and sales journey.
04
Commercial enablement
Translate the offer into launch workstreams, sales materials and a measurement plan.
05
Business models & commercial feasibility
Examine the offer, revenue logic, cost assumptions and operating requirements behind the opportunity.
06
Operating priorities & performance
Translate strategic choices into processes, responsibilities, measurable objectives and an implementation roadmap.
07
08
USEFUL WORKING OUTPUTS
A decision your business can act on.
What you take forward—not just a list of activities. The exact combination is defined around your brief.
01
Understand the opportunity
A market and customer assessment that separates evidence, assumptions and open questions.
02
Define the commercial direction
A proposition, go-to-market plan and business-model assumptions tied to the target customer.
03
Make priorities executable
A roadmap of workstreams, dependencies, ownership and measures for the next stage.
04
Illustrative deliverables. Exact inclusions are confirmed in the engagement scope.
A BRIEF, MADE CONCRETE ILLUSTRATIVE / NOT CLIENT WORK
From a business question to a decision brief.
Follow the starting material, the work and the output you can review.
01 / STARTING MATERIAL
A market-entry decision, the proposed offer and the available customer, revenue and cost information.
02 / THE WORK
Separate evidence from assumptions, examine commercial scenarios and connect the proposition with a route to market.
03 / WHAT YOU REVIEW
A decision brief with the commercial assumptions, evidence gaps and a roadmap of priorities, owners and measures.
Illustrative approach. Exact outputs are defined around your brief.
PRACTICAL QUESTIONS
Before a business decision.
Answers that help you decide what belongs in the brief—and what needs a separate agreement.
Do we need a complete business plan before starting?
No finished plan is needed to frame the brief. Bring the decision, the intended customer and the information you have. The scope can then identify which assessment, planning or go-to-market work is useful.
How are assumptions kept separate from evidence?
The assessment distinguishes what is supported, what is assumed and what remains an open question. Forecast scenarios make the assumptions behind revenue, costs and operating requirements visible; they are not guaranteed outcomes.
Does the business plan include campaign or technology delivery?
Business work defines the commercial direction and operating priorities. Campaign execution, website or app development and software delivery can connect to that plan, but their outputs and responsibilities are defined explicitly in the engagement scope.
Which decision comes next?
Share the opportunity you are evaluating, the customer and the assumptions you need to test.