Expansion Feasibility Study
Is your expansion idea worth pursuing?
You can see a possible new market or use case for what your business already does. Before committing significant time, money or resource, find out how the people who could help you enter it see the opportunity.
The decision
A credible idea needs a clearer signal from the market.
For founders, CEOs, CROs and commercial leaders who have a possible expansion opportunity in mind.
The study gathers evidence from prospective partners: organisations that operate in, understand or influence the market, and whose customer access, credibility or complementary capability could help provide a route into the opportunity.
Their perspectives indicate how the opportunity is understood, where they see value, whether there is appetite to explore it, what might need to change in the product or proposition, and what remains uncertain.
The assessment
Test the idea against commercial reality.
- Market need
- How do prospective partners understand the problem or opportunity? How is it addressed today, and where do they see a relevant opening?
- Product relevance and fit
- Where do prospective partners see value in your existing product, technology or capability? Which elements appear transferable, what may require adaptation and what remains unknown?
- Partnership appetite
- What value do prospective partner organisations see for themselves, and what would make the opportunity relevant enough to explore further?
- Routes to market
- What early indications are there of how a partnership might reach customers, create value and give both sides a reason to participate?
- Commercial parameters
- What would affect viability: the potential source of revenue, value shared between the parties, delivery obligations and investment required?
- Assumptions and risks
- Which assumptions support the opportunity? What dependencies and unresolved questions could change the decision?
How the work is conducted
Research and conversations with prospective partners.
The work starts with the market, vertical, audience or opportunity you have in mind, and why you believe it may be relevant. Proportionate desk research establishes the context and helps frame the most useful questions for the market.
The principal evidence comes from focused commercial conversations with organisations that are established in, knowledgeable about or influential within the market, and which could become relevant partners. These conversations explore how they see the opportunity, where they perceive value, what role they might play and what would affect their appetite to participate.
The study collates these points of view and reports them back, distinguishing evidence from assumptions and interest from commitment. Where credible mutual value emerges, the conversation may also provide a warmer basis for future partnership discussions.
What you receive
A concise study. A clear recommendation.
- Written feasibility study
- A clear account of the perspectives expressed by prospective partners, together with the supporting research, principal assumptions, dependencies and risks. It identifies where partnership appetite appears credible and the conditions attached to it.
- Accompanying presentation
- The principal findings and recommendation, presented simply to support the leadership team’s decision.
Three possible outcomes
The recommendation follows the evidence.
- Proceed
- The response from the market and prospective partners supports further investment in testing or developing the opportunity, with the remaining conditions clearly identified.
- Adapt to Proceed
- Prospective partners can see a credible opportunity, but the product, proposition or route needs to change. Progress depends on whether those changes are proportionate and achievable.
- Do Not Proceed
- The response from the market and prospective partners does not justify further investment in the idea as assessed. Stopping is a useful commercial decision.
A complete piece of work
Evidence you can act on.
The study is complete as a standalone project. You retain the research, the partner perspectives, any early relationships or partnership interest that emerge and a commercially neutral recommendation: a practical basis for deciding whether to invest further, adapt the idea or stop.
Start with a conversation
Talk through the opportunity.
You do not need a fully formed brief. A short conversation is enough to understand the opportunity you have in mind and whether the study is the right way to explore it.
Book a conversation