The Road to New Revenue Streams

In an era of limited investment resources and high success requirements, Opportunity Assessment has become one of the most important strategic functions of any corporation. The critical path and the critical steps will naturally vary from one industry “ecosystem” to another — which is why shrewd assessments require both a sharp-eyed industry perspective and a set of sharp-edged tools.

Broadly speaking, opportunity assessment is a continuum spanning early-stage concept screening to revenue forecasting. Forecasting is, itself, a continuum of activities that may begin before the organization has committed to an investment — sometimes in ways that require very elaborate dynamic modeling if the risks of miscalculation are high and the future complex or unclear. Our industry teams work with clients at every point along the path, on a continuous or ad hoc basis, helping them determine just how much research they need in order to make a well-informed decision in any situation.

Effective Decision Support All Along the Way

Our approach to the challenge of Opportunity Assessment draws on the flexibility of a broad and sophisticated methods portfolio, the experience of teams that know your industry, and a coherent, disciplined approach that keeps strategic investment objectives in clear view:

  • In-house qualitative specialists integrated within every industry team so there’s no need for moderators to learn the vocabulary or the business on your assignment
  • Qualitative and quantitative Concept Screening to narrow your options and focus decision resources
  • Tradeoff and product optimization modeling to size up, and size, the opportunity associated with alternative options
  • Cost-effective guidance on deal-making (or breaking) product features, as well as help in optimizing portfolios in support of enterprise strategy
  • The ability to integrate crowd-source data or communities as needed for particular kinds of decision input
  • Access to our Farsight® suite of forecasting services for heavy-weight modeling tied to ROI analysis for high-stakes decisions – including the ability to make effective use of “small data” models when there are a limited number of key decision-makers in target markets, or decision resources are limited