New Offering Strategy

Our Impact

£15bn+

Of new-revenue opportunities assessed

Product and service launch strategies delivered

Developing new offerings—products, services, or solutions—is essential for growth but fraught with risk. Most new offerings fail, often because organisations pursue opportunities that don't align with customer needs or overestimate their ability to compete.

We help clients take a disciplined approach to new offering development. This starts with deep customer understanding, i...

How we help

Opportunity Identification

Identify unmet customer needs and market gaps that represent genuine opportunities.

Concept Development

Develop and refine offering concepts through iterative customer feedback.

Value Proposition Design

Craft compelling value propositions that differentiate in the market.

Launch Planning

Develop comprehensive go-to-market plans for successful offering launches.

Our Approach

Our approach in new offering strategy starts with where unmet demand and willingness to pay are actually forming in the market. New offerings succeed when they solve problems that customers recognise and value, not when they extend existing portfolios by default.

Engagements focus on testing market pull before organisational push. Customer needs, competitive alternatives, pricing t...

Related Capabilities

Business Model Innovation Market Expansion Pricing Strategy Capability Building

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Insights & Articles

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The CEOs Blueprint to Perpetual Transformation

In today's rapidly changing world, organisations must be constantly transforming to remain competitive. This requires a culture of change, robust risk management, and significant investment. By investing in the right capabilities and building a culture of transformation, organisations can position themselves for success in a world of constant change. In a world of perpetual disruption, incremental and iterative change is no longer enough. Organisations must embrace a culture of transformation that encourages risk-taking and learning. Robust risk management is essential to identify and mitigate potential risks. Perpetual transformation requires a significant investment of time, money, and resources.

The Evolving Partnership: CFOs and CTOs at the Forefront of Business Transformation

An exploration of the evolving relationship between Chief Financial Officers and Chief Technology Officers in the digital era. Traditionally, CFOs handled financial management while CTOs focused on technology. However, the rise of digital technology and artificial intelligence (AI) has blurred these roles. Now, 62% of CFOs are involved in digital strategy, recognising the value of technology in business efficiency and profitability. The synergy between CFOs and CTOs has become crucial, combining financial acumen with technological insight to ensure investments align with business strategies. This collaboration is key in managing projects, cybersecurity, and regulatory challenges. Examples like JP Morgan Chase demonstrate the successful outcomes of this integrated approach. As businesses continue to embrace digital transformation, the CFO-CTO dynamic is increasingly central to navigating the complexities of the modern business environment.

Covelent Private Equity Mid-Market Forward Focus Report 2025

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