Discover how an international IT consultancy company successfully transitioned from traditional product thinking to strategic proposition thinking, developing six concrete growth propositions and identifying eight new market industries for sustained growth in a competitive market.
HSO was approaching its growth targets but sought new business models for future-proof growth and innovation.
Portfolio audit, market analysis, customer research and stakeholder interviews transformed product thinking into proposition thinking.
We defined six growth propositions and identified eight strategic growth industries for targeted market expansion.
With the mission to be the world's number one provider of technology-driven business solutions, HSO helps organizations improve their performance through Microsoft-based solutions. The company serves diverse sectors including retail, manufacturing, financial and professional services from its Dutch headquarters with global operations.
HSO found itself at a strategic turning point. Although the company was approaching its growth targets, the management team recognized that current successes are no guarantee of future performance. In an increasingly competitive IT consultancy market, HSO would need to explore new business models to unlock additional revenue streams, promote innovation, and strengthen its position for long-term growth.
The core problem was clear: what had brought HSO this far would not take them into the future. The company wanted to act proactively from a strong position rather than reactively respond to market changes. This self-reflection formed the basis for a strategic reorientation that went beyond traditional growth strategies.
Business Models Inc. developed a comprehensive methodology that mapped and transformed HSO's entire business portfolio. Our approach combined in-depth analysis with strategic repositioning.
We started with a thorough audit of HSO's current portfolio of 14 products and services. This analysis not only mapped the performance of individual offerings but also revealed underlying value creation patterns. By grouping the portfolio into core products, growth opportunities, and experimental offerings, we gained insight into where HSO truly created value and where room existed for optimization.
Parallel to the portfolio mapping, we conducted an extensive external analysis. We identified emerging trends shaping the market, from technological advances to economic shifts and changes in consumer behavior. This analysis included market size, growth rates, legislation and regulations, industry standards, and barriers to entry.
A crucial component was the in-depth industry analysis where we mapped the largest growth opportunities per sector. By analyzing IT spending patterns per industry, we gained insight into which sectors showed the most investment willingness for technology-driven transformations. This data-driven approach revealed not only where the greatest market potential lay but also which industries best aligned with HSO's expertise and ambitions.
Simultaneously, we evaluated HSO's key competitors, analyzed their product offerings, market positioning, and competitive advantages and disadvantages. Crucial market gaps and unmet needs were identified as potential growth opportunities.
Our methodology delivered measurable and strategically valuable results that significantly expanded HSO's growth potential.
Through data analysis, we identified eight growth industries where HSO already plays the game but also new opportunities for the future. These industries were not randomly selected but formed the result of systematic analysis of market trends, competitive landscape, and HSO's competitive advantages. Management thus received a clear framework for strategic choices about market focus and position strengthening.
Based on our research and strategic discussions with management, we defined six concrete growth propositions that could be brought to market immediately. These propositions were not only based on market research but also validated against HSO's own capabilities and strategic objectives. Each proposition contained clear value propositions, target groups, and implementation strategies.
Our approach made clear that HSO needed to transition from traditional product thinking to proposition thinking to truly understand how they deliver value to current and new customers. This transformation forms the basis of the growth strategy.
By identifying specific propositions and growth industries, HSO gained clarity on where to focus for growth. Instead of operating broadly scattered, the company could now develop targeted strategies that strengthened their market position and unlocked new opportunities.
"The process with Business Models Inc. helped us gain strategic clarity across a complex portfolio. Their sharp analyses and co-creation approach not only created a clear focus on growth propositions but also fostered a shared understanding within the team about what we wanted to focus on. The combination of business model thinking and portfolio structuring made all the difference."
— Roger Berger, Portfolio Director Global Services HSO
HSO's transformation illustrates how strategic repositioning can deliver concrete growth results. By combining systematic analysis with practical implementation, we helped an IT consultancy company secure their future in a competitive market.
Is your organization also facing the challenge of realizing growth that goes beyond traditional models? Business Models Inc. helps medium to large European companies discover and develop new business models that enable sustainable growth.
Contact us today to discover which growth propositions and new markets are within your reach. Your next growth phase begins with one conversation.
