Strategy & market positioning

Knowing what you do and do not commit to

You often notice yourself when your position in the market is changing. Fewer new customers come forward, existing customers ask for something different or competitors choose more clearly for a particular target group. Growth can raise just as many questions. Which customers do you want to keep serving? What do you want to invest in? And which activities no longer really suit the company you want to build?

For us, strategy is therefore not about a plan on paper. It is about choices. Where do you want to take your company? What sets you apart from other businesses? Which customers do you earn good money with? And what do you need to change in order to hold on to that position or build it out further?

We look at the whole business

Figures tell part of the story. That is why we also look at your customers, competitors, organisation, shareholders and the person behind the company.

Together we map where your company stands now. We look into how attractive different markets and customer groups are, where you earn money and where risks arise. We also test assumptions. Is the growth you expect realistic? Does your price match what customers are willing to pay for your offering? And can your organisation handle a next step?

That creates a picture you can genuinely base decisions on.

From analysis to choices

A strategy only takes on meaning once it is clear what you are going to do and what you are deliberately not going to do. That is why we translate the analysis into concrete choices for your company.

That can mean, for example, that you want to enter a new market, adjust your offering or pricing or choose more consciously for certain customers. But also that you want to improve your return first before growing further. Sometimes it involves bigger changes, such as preparing for a sale or succession, a new business plan or setting the course again when continuity is under pressure.

A plan you can work with

A strategy should help with practical decision-making. That is why we combine financial analyses and market research with knowledge of entrepreneurship and organisation.

We ask the questions needed to sharpen choices, even when the answer is not immediately pleasant. We then make clear what the chosen course means for, say, investments, staff, customers, financing and the value of your company.

So you are not left with an analysis alone: you also know which steps you can take.

Knowing what your next step is

Perhaps you want to grow further. Perhaps you first want to get more return out of what is already there. Or you are preparing for a sale, a succession or another major change.

In all those situations it helps to step back from day-to-day practice now and then. OneLane helps you to look again at your market, your company and your own goals. That way you make choices that suit where your business stands now and where you want to go.

When do I need strategic advice?

Strategic advice can help as soon as choices have major consequences for your company. For example if you want to grow, want to buy or sell a business, are preparing your succession, need new financing or notice that margins and your position in the market are changing.

Even without immediate problems, it can be sensible to look at your course again.

What does a strategy and market positioning project deliver?

You get a clear picture of where your company stands now, which developments in the market are relevant for you and which choices go with them. We then translate that into concrete steps for your company.

Is this only suitable for businesses in difficulty?

No. A healthy business also faces choices about growth, return, customers, investments, sale or succession.

Precisely when things are going well, you often have more room to decide deliberately what you do and do not want to commit to.