Three core areas
Commercial Strategy & Performance
Identify commercial potential and make well-founded decisions.
Analyse the business model, market and sales in context. Plan growth and profitability with substantiated assumptions and translate findings into concrete priorities.
Who this core area is for
For entrepreneurs, management teams and strategy or sales leaders who want to shape business development, understand commercial weaknesses or prepare an investment decision. Your specific decision and the available evidence define the starting point and scope of the work.
Which questions are you working on?
- Which offerings and customer groups contribute to earnings, and where is commercial potential being missed?
- Do positioning, the business model and the sales approach fit the customers you want to reach?
- Which growth assumptions can be substantiated, and which risks or dependencies need to be examined first?
What we work on together
Strategy and business model
I work with you to structure the offering, target groups and revenue model. Market position, competition and operational prerequisites are brought together in reasoned options for action. Assumptions and information gaps remain visible so that you can decide on the direction.
Commercial diagnostics and enterprise sales
We examine customer structure, sales processes and the conditions behind complex purchasing decisions. An analysis of offerings, costs, profit drivers and available metrics establishes a picture of opportunities for profitability and sales. Actions are prioritised by benefit, effort and dependencies.
M&A and selected review questions
For acquisitions, investments or succession planning, I support commercial and selected operational analysis within an agreed scope. The focus is on customer dependencies, market position, conditions for growth and the plausibility of selected commercial and financial assumptions.
What you receive as a basis for your work
- A decision report covering options, assumptions, risks and outstanding review questions.
- A documented baseline of relevant metrics, including data sources and limitations on what can be concluded.
- A prioritised action plan with responsibilities and criteria for reviewing progress and commercial development.
Scope and boundaries
Scope and access to data are agreed in advance. Commercial and selected operational analysis does not replace comprehensive financial due diligence, an audit of financial statements or specialist legal or tax review. Commercial results depend on the starting situation and implementation.