In a fast changing world, deciding where to play and how to win underpins market performance and business returns. Clear, informed strategic thinking is critical. Fact based decision making demands both insight and foresight. What are the trends and signals of change we should heed? What initiatives will drive performance gains? What initiatives will prepare the business for the future? Where are the opportunities for new revenue streams?
Incisive go beyond traditional models of market research to bring compelling outside-in facts and perspectives to the strategic decision process. If you need a fact-based business case for action, talk with Incisive.
Many organisations lack foresight. They fail to detect signals of change that may have profound impact on business performance. Critical insights into external stakeholders’ and customers’ needs and priorities are often lost in a mist of assumptions and default to traditional thinking. And over-reliance on previous market research that’s out of date.
Strategy development should address three time horizons – all informed and considered in parallel - initiatives intended to improve the business in its current form, initiatives designed to prepare the business for the future and exploiting opportunities for new revenue streams.
Incisive bring those missing facts, insight and foresight to strategic decision making across these three time horizons
Allocating resources for best return to drive profitable growth dictates having an unparalleled knowledge of how to drive profitable stakeholder behaviours. Where should we play? How do we play to win?
Deciding where to play means understanding the market and market dynamics. It means systematically identifying the size, financial value and growth rates of market sectors and segments so that scarce resources are targeted where they will earn the best return. Financially accountable, strategic marketing.
And equally critical is knowing what key stakeholders (external and internal) value most, and how well or badly your organisation is performing on key value drivers both absolutely, and relative to competitors. Why? Because managers need to know which initiatives will deliver the best return.
Informing a fact based business case for action is Incisive’s core value proposition.
The future of the business cannot be taken for granted. Successful businesses proactively listen to the world around them. They invest in sensing, interpreting and acting on signals of change in parallel with initiatives implemented to improve the performance of the current business in its current form. They build and enhance outside in capabilities such as market sensing, technology monitoring and stakeholder perceptions measurement and modelling. This readies the business for foreseeable change. Incisive specialise in bringing actionable insight and foresight to the management table.
How the business makes money in the future will be different from how it makes money now. Foresight informs value innovation. Foresight around external trends, both strong and weak, changing business and consumer behaviours, motivations and needs. Why? To lessen dependence on traditional revenue streams, develop new sources of competitive advantage and exploit opportunities for new businesses and new revenue streams. Incisive leverage desk research and interviews with global subject matter experts to bring external stakeholder perspectives on the implications of change to scenario development.