Entering an Adjacent Market

Leah Hoffmann

A financial services company needed to evaluate the feasibility of entering an adjacent market. Where were their strengths, and how could they be competitive across different geographies? More importantly, how could they set smart boundaries on what might otherwise be an almost infinitely complex research and planning process?

Business Talent Group’s consultant—an ex-McKinsey Engagement Manager who had also served as VP of Strategy for a F500 financial services firm—focused on the company’s top two geographies. With support from internal analysts, he summarized key market sectors, assessed the competitive and regulatory landscape, and profiled major customer segments. He then built a model to estimate the overall size per market for a new entrant to the sector.

Analysis revealed attractive margins in the new market, and the client’s team proceeded to build a strategic plan to capture the opportunity’s full value.


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