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Adapting a business model to new conditions

StrategicSolutions > Adapting a business model to new conditions

Business models are not static — they need to be adapted to constantly changing conditions. So what could be the key reason for triggering changes particularly for you? Will this be a way to fulfill the potential opportunities or a response to the alleged threats?

Signs showing that the company needs to rethink and adapt the business model


  • You see growth opportunities: open niches, products, new categories of customers for you;
  • High internal potential of your team, you are able to achieve more, break new ground.

or you see


  • Your business model does not support your company’s strategy: goals are not systematically achieved or are achieved with a delay and unpredictable costs;
  • Your business model does not enable your company to adapt to market changes: changes in customer needs, lower prices, increased competition, changes in cost structure, changes in legislation, technologicalization, etc.;
  • The business model efficiency is declining. Keeping your position becomes too expensive or puts your company at a disadvantage in comparison with the competitors. There are already financial losses or you are expecting them in the future.

Project results for you

Formed business model of the company focused on achieving your goals subject to the external and internal context:

  • Independent assessment of the current business model: its efficiency and potential in creating value and earnings. To determine: what to change and what to preserve;
  • Market analytics: growth and marginality sources;
  • Key customer segments: in terms of volume, in growth rates, focusing on which will lead to the achievement of goals;
  • “Value offer” corresponding to the needs of your customers, unique compared to the competitors;
  • Target customer experience model;
  • Business process architecture that determines how a business model works: how a value offer is created and delivered to the customer;
  • Organizational structure;
  • Selection of key partners to increase the business model performance;
  • Monetization model and resource model.

How we work, what we focus on

Identification of customer needs and projecting changes in their behavior

Building a Customer Journey of your “key customer” based on an analysis of global and local behavioral trends enables to determine the role of your company at each stage of the value chain and predict the next steps:

➝ What value do you create today?
➝ What areas should be developed to create an integrated product/ service?
➝ How to enter into long-term relationships with your customers and remain up-to-date?

Best practice

Our experts identify critical areas of development and promising business models of both world leaders and dynamically developing companies in your market, and sources of increased financial performance. Our focus is both on your industry and related ones, whose players form innovative and integrated value offer for the customers.

This becomes the basis for testing your idea if you have formed it, or the basis for strategic development alternatives according to the Strategic methodology.

Your business “core”

The business “core" is system-forming goods/services that provide uniqueness, generate a significant share of the profit, and act as drivers for product-line and client base expansion.

Core diagnostics enables to determine the optimal configuration of the business model to achieve the target growth and margin indicators.

A similar approach enhances your uniqueness, develops it.

Strategic experts provide diagnostics/development of the core and value offer using international and local trends, finding open niches in the market.

Business process models and structures

The business process model should be focused on the value that you create for your customers, it is the link between your vision and the ability to achieve it. Having a clear approach that aligns processes with the strategy will increase the company's ability to succeed.

The processes must be flexible so that they can quickly adapt to changing circumstances, take advantage of business opportunities, and reduce key risks.


We will carry out diagnostics and provide recommendations on the financial and investment model, reporting forms and indicators allowing making informed decisions when creating a business model.

Taking action and achieving results

We jointly develop implementation plans, having prepared the team as much as possible for taking action. Together we launch critical initiatives. We build teamwork and implementation management using efficient tools that enhance team involvement.