Business Development Archive | Serpil Uensal Training & Consulting

Business Development: How Companies Tap into New Segments of Growth

Serpil Uensal — Thu, 01 Oct 2026 11:47:19 +0000

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Business Development

Business Development: How Companies Tap into New segments of Growth

Existing products, customers, and markets provide the foundation for day-to-day business. Sustainable long-term growth, however, requires companies to identify new opportunities and develop them systematically. I explain why business development is an ongoing process, which strategic questions matter most, and how companies can turn market potential into viable new areas of business.

Key Points at a Glance

Business segment development helps companies identify new growth opportunities at an early stage and reduce existing dependencies.
New business segments emerge not merely from ideas, but from the systematic analysis of markets, customer needs, trends, and one's own competencies.
Existing products, technologies, and capabilities can often serve as a starting point for new markets and business models.
Business segment development is not a one-off project, but a continuous strategic process.
The key is not only to identify potential business segments but also to evaluate their market potential and consistently translate them into implementation.

Why day-to-day business alone is not enough for the future

In many companies, production, sales, customer projects, and operational tasks consume the lion’s share of available resources. As long as order volumes and revenue remain healthy, there appears to be little reason to question these priorities.

Problems arise, however, when underlying conditions change—such as when a few major clients dominate revenue, existing markets stagnate, new competitors emerge, or technological developments alter customer requirements.

That is when the extent of a company’s dependence on its existing business becomes apparent.

Consequently, business segment development means not waiting until changes are already palpable before reacting. Companies must address the question of where future growth might come from at an early stage.

Current figures from KfW Research (2025): demonstrate just how important continuous development is for the SME sector: 41 percent of small and medium-sized enterprises have introduced at least one innovation within the past three years. At the same time, however, innovation activity remains heavily concentrated among larger companies.

What business segment development actually means

Business segment development involves the systematic identification, evaluation, and development of new segments for corporate growth. This does not necessarily have to entail a completely new product or an entirely new market. New business segments can emerge, for example, when companies:

open up existing products to new target groups,
transfer existing competencies to other markets,
develop additional services around existing products,
establish new sales or business models,
integrate new technologies into existing offerings,
enter new regional or international markets.

As such, business segment development is closely linked to business development. The central focus is the question: Where do realistic growth opportunities lie for the company—and how can they be profitably realized?

The external perspective: Why new opportunities are often hard to spot internally

In my consulting work, I frequently encounter companies that have operated very successfully in their markets for many years. Yet, this very experience can lead to certain assumptions no longer being questioned, such as:

Which customers do we target? Which services constitute our core business? How do we sell our products? Which markets are of interest to us?

Practices that have worked for a long time quickly come to be taken for granted.

An outside perspective can help reveal existing patterns of thought and raise questions that are no longer asked during day-to-day operations.

The goal is not to fundamentally call the existing business into question. Rather, the aim is to identify existing competencies, technologies, products, and market insights, and to determine where these can give rise to additional business opportunities.

“New business segments rarely emerge from a single big idea. The key lies in combining existing capabilities with new customer needs and market opportunities—and then rigorously assessing what can actually develop into a viable business.”

Serpil Uensal, Trainer, Coach & Consultant for Product Management

Business segment development begins with the right questions

Before developing new business segments, companies should thoroughly understand their starting position. Key questions include, for example:

Where do we currently generate our revenue and earnings?
On which customers, markets, or products are we particularly dependent?
What competencies set us apart from the competition?
What additional customer problems can we solve using our existing capabilities?
Which market and technology trends are influencing our business?
Which target groups or markets might become relevant in the future?
Which ideas actually align with our strategic goals and resources?

Not every interesting idea automatically represents a viable business segments. Therefore, developing a new business segment must always include a critical assessment of market potential, competition, resources, and economic prospects.

From market opportunity to viable business model

Once a potential business segment has been identified, the actual strategic work begins.

It is then necessary to determine whether an idea can truly be transformed into a viable offering. Key factors to consider include target groups, customer needs, value propositions, competition, revenue models, required resources, and potential sales channels.

Methods such as the Business Model Canvas can help to bring together the core components of a business model in a structured way and make underlying assumptions visible.

However, the tool itself is not the decisive factor. A canvas does not automatically answer the question of whether a business model will work; the assumptions formulated within it must be validated and tested against the market as early as possible.

Refining the business model can make a measurable difference in this regard. Studies by KfW Research show that SMEs engaging in business model innovation exhibit higher productivity and export rates. Companies that combine business model innovation with product and process innovation tend to show particularly strong growth.

Business segment development is a process—not a one-off project

A common mistake is to view business development as a time-limited initiative: a workshop takes place, ideas are gathered, and then day-to-day operations take over again.

Little is gained this way.

Business development integrates analysis, strategic decision-making, testing, and implementation. Market insights may necessitate adjusting initial assumptions or discarding business ideas.

That is precisely part of the process.

Companies should therefore establish structures that allow new business opportunities to be regularly reviewed and evaluated. Depending on the initial situation, consulting, workshops, seminars, and training sessions can serve various functions in this context.

5 Steps to New Business segments

Analyze the initial situation

Identify Chances

Evaluate and prioritize business segments

Develop and validate business model

Plan implementation and embed it within the company

Step 1: Analyze the initial situation
Systematically examine existing products, markets, customers, competencies, and dependencies.

Step 2: Identify Chances/Opportunities
Explore market changes, customer needs, technologies, and existing corporate competencies for new potential.

Step 3: Evaluate and prioritize business segments
Compare market potential, competition, strategic fit, resource requirements, and economic prospects.

Step 4: Develop and validate the business model
Define the target audience, value proposition, offering, revenue model, and market access; validate key assumptions as early as possible.

Step 5: Plan implementation and embed it within the company
Determine responsibilities, resources, and next steps, and continuously monitor the development of the new business segment.

When business segment development becomes particularly relevant

Not every company needs to constantly tap into new markets. However, there are situations where systematically exploring new business segments becomes particularly important.

Examples include instances where:

existing products or markets are showing little to no growth,
a large share of revenue depends on just a few customers,
new technologies are altering the existing business model,
competitors are entering the market with new offerings or business models,
the aim is to reach new target groups or regions, internationalization is being planned,
existing competencies offer additional application possibilities,
the company requires new sources of growth.

In such cases, business segment development should not simply begin with a finished product idea. The first step is to analyze where attractive opportunities exist that align with the company.

From idea to implementation: Why prioritisation is crucial

In practice, there is often no shortage of ideas. The greater challenge lies in deciding which of them should actually be pursued.

New business segments require time, budget and human resources. If too many initiatives are launched at the same time, there is a risk that none of them will be implemented consistently.

That is why business segment development also requires the courage to put ideas on hold or discard them.

A potential business segment should not be judged solely on how innovative an idea sounds. What matters far more is whether it solves a relevant customer problem, fits with the company and has commercial potential.

targeted support for business segment development

Serpil helps companies to systematically identify, evaluate and develop new business segments. She brings to the role more than 20 years’ experience in product management, product marketing and business development, gained in both international companies and SMEs.

Depending on the initial situation, a range of formats are used – from business development consultancy to seminars & training courses and business coaching.

The focus is on the specific situation of the company and the question of which growth segments are strategically sound, economically attractive and feasible given the company’s existing capabilities or those that can realistically be developed.

Conclusion: Actively shaping growth rather than reacting to change

Business development does not begin only when the existing business comes under pressure. Companies that engage with new markets, customer needs and business models at an early stage create additional strategic options for themselves.

This is not about following every new idea or trend. Successful business development means systematically identifying opportunities, evaluating them critically and consistently developing those that are a good fit for the company and its objectives.

In this way, individual ideas are transformed into a structured process for future growth.

FAQs

What does ‘business segment development’ mean?

Business Development: From Reacting to Proactive Shaping

Serpil Uensal — Sun, 22 Mar 2026 14:05:21 +0000

Startseite » Business Development

Business Development

Business Development: From Reacting to Proactive Shaping

New customer requirements, technologies and business models create opportunities for growth – but also raise the question of which opportunities companies should actually pursue. I explain how business development can evolve from reacting to market demands into the systematic development of new business opportunities.

Key Points at a Glance

Business Development identifies and develops long-term growth opportunities for companies.
New products, markets, target groups, distribution channels and business models can provide opportunities for growth.
Successful business development begins with a systematic analysis of customer needs, market potential and existing capabilities.
Companies should not merely react to new requirements, but actively assess and develop business opportunities.
Product-driven business development combines market opportunities with product expertise and strategic business development.

When markets change and answers are needed

When it comes to business development – including, but not limited to, acquiring new customers – there are initially many unanswered questions:

How can we attract customers to new offerings?
How do we differentiate ourselves from competitors?
How can we approach and expand our business development efforts?
How can market potential be assessed – and how can it ultimately be tapped into?

And then there are further issues to consider:

Which technological developments are transforming our business?
What new business models are emerging as a result?
How can new technologies be monetised effectively?

What business development is really about

So what exactly does business development involve?

Business development involves the systematic identification and development of new growth opportunities. These may include new products, customer groups, markets, sales channels, partnerships or business models. The key is that they generate long-term value for the company and its customers.

New business means:

new products
new customers
new channels
new markets
new business areas
new business models
new partnerships

The Reality in Companies

In my work with companies, business development often begins with a needs analysis. In the process, I repeatedly come across a key challenge: companies recognise new customer requirements but do not yet have suitable solutions for them.

“We can see that there are an increasing number of customer requirements to which we currently have no answers.”

It becomes particularly challenging when customers increasingly expect turnkey solutions that the company cannot provide with its current offering. This raises the question of how we can move from merely reacting to individual requirements back to proactive business development.

“Ms Uensal, show us how we can become more proactive.”

This is precisely where business development comes in: identifying market changes and customer needs at an early stage, systematically evaluating opportunities and developing new business prospects from them.

From Reaction to Action

Those who merely react to new customer demands or competitors’ activities leave the initiative to others. Business development, on the other hand, creates structures that enable companies to identify market changes at an early stage, assess opportunities and develop new business opportunities in a targeted manner.

This does not necessarily require a completely new business model straight away. The process often begins with a clear analysis: Which customer problems are changing? What capabilities are already in place? Where is new market potential emerging? And which of these actually align with the company’s strategic direction?

Tools for Systematic Business Development

Successful business development requires a systematic approach. New business opportunities do not arise solely from good ideas, but rather when companies identify, assess and strategically develop market potential.

Understanding the market and customers

Analysing trends and customer needs
Assessing market potential
Involving target groups at an early stage

Strategically evaluating opportunities

Taking existing expertise and resources into account
Reviewing ‘make-or-buy’ decisions
Prioritising new business opportunities

Developing and testing proposals

Validating new solutions at an early stage
Avoid perfectionism
Plan market entry systematically

Positioning and implementation

Clearly articulate customer benefits
Develop a consistent message
Establish responsibilities and structures

A company does not need to develop every solution itself. What is crucial, rather, is to make sensible use of existing resources and supplement them in a targeted manner where external expertise, technologies or partnerships lead to the goal more quickly and cost-effectively.

External Stimuli can Trigger Change

Particularly when companies have been operating within existing structures and business models for a long time, an external perspective can help to challenge routines, make sense of new developments and highlight additional courses of action.

A presentation can provide the initial impetus: it fosters a shared understanding of challenges and opportunities, brings fresh perspectives into the organisation and can serve as a starting point for further exploration of the topic.

However, what happens afterwards is crucial. Lasting change only occurs when that initial impetus is translated into concrete next steps. Depending on the initial situation, workshops, consultancy, seminars, training courses or coaching can support the ongoing process.

“Turning those affected into active participants” – this principle is particularly important if business development is not merely a strategic decision but is to be genuinely put into practice within the organisation.

Find out more about business development presentations
Find out more about business development consultancy
Discover seminars and training courses

What Product-Driven Business Development Means

Product-driven business development combines business development with a deep understanding of products, customers and markets. New growth opportunities are not considered in isolation from the existing product range. Instead, the aim is to align market potential with the company’s own product expertise, customer needs and strategic objectives.

This connection is particularly crucial in technology-driven and regulated markets. Not every technically feasible innovation automatically constitutes a viable business area. Companies must assess which market opportunities align with their own product portfolio and existing capabilities, and which actually enable sustainable growth.

In this way, business development does not become a stand-alone innovation project, but rather a strategic process that links product, market and corporate development.

Conclusion: Business development creates scope for action

Business development means not leaving growth opportunities to chance. Companies must identify market changes and customer needs at an early stage, systematically assess potential, and develop suitable offerings, markets or business models based on this.

The crucial step is the shift from reacting to actively shaping the future: not simply chasing every trend, but consciously deciding which opportunities are a good fit for the company, its products and its areas of expertise.

Sources & further information

This article is based on my more than 20 years’ experience in consultancy, training and coaching, as well as myexpertise in product management, product marketing and business development – particularly in technology-driven and regulated markets.

Serpil Uensal

Trainer, Coach & Consultant in Product Management

Serpil is a specialist trainer, coach and consultant with over 20 years’ experience in product management, product marketing and strategy. She helps companies and product teams to systematically develop their product expertise and drive growth – with particular expertise in tech, medtech and regulated markets.

Last reviewed on 9 September 2026 • Graduate in Business Administration (FH) • International Executive MBA • Certified Trainer (dvct e.V.) • Certified Coach (dvct e.V.)

Serpil Uensal

Trainer, Coach & Consultant in Product Management

Published: 22 March 2026
Last updated: 9 September 2026
Reading time: 6 mins

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Further Blog Entries

Business Development: How Companies Tap into New Segments of Growth

Product Management in Transition: Why Agile Product Management Is Essential

Digitalisation, changing customer needs and shorter innovation cycles are creating new challenges for product management. I explain why agile product development, consistent customer focus and early testing are crucial today.

Consulting: Strategically Improve Strategy, Processes & Market Success

Unclear product strategies, competing priorities or difficult interfaces between product management, development, sales and marketing can significantly hinder product success. I explain when external product management consulting makes sense, what a thorough analysis involves and where companies can take action to improve their product management.

Are you ready for a fresh ideas in your business development?

Der Beitrag Business Development: From Reacting to Proactive Shaping erschien zuerst auf Serpil Uensal Training & Consulting.

International Expansion: Why Multicultural Teams Are Essential

Serpil Uensal — Thu, 10 Apr 2025 14:07:00 +0000

Startseite » Business Development

Business Development

International Expansion: Why Multicultural Teams Are Essential

Companies looking to expand internationally need more than a good product and a motivated team at headquarters. Two examples show why local market knowledge, intercultural competence and a consistently used common team language are crucial for successful international collaboration.

Key Points at a Glance

International expansion requires not only product and sales expertise, but also in-depth knowledge of the market and culture.
Different perspectives within the team can help to identify the specific characteristics of the target market at an early stage.
A common team language only works if it is consistently adhered to in day-to-day work.
Intercultural cooperation requires clear structures – good intentions alone are not enough.
Local expertise should be incorporated into international expansion projects as early as possible.

International Expansion: Why Local Perspectives Are Crucial

An example that was discussed some time ago at one of my management meetings: a global company had chosen Turkey as its next market for expansion. At the time, the market was recording double-digit growth rates and offered further potential.

Management therefore put together a dedicated expansion team. German engineers took on the technical tasks, whilst German sales staff worked their way up to decision-makers and established contacts with potential customers. The project’s CEO was also German. The aim: to set up their own factory in Adana.

The project did not materialise.

In hindsight, a multinational team would have been the better choice. This is because, when establishing business relationships across national borders, it is not only technical expertise and sales competence that play a role. Knowledge of the target market, cultural nuances and local decision-making processes is just as important.
Anyone wishing to establish an international presence must therefore think globally right from the outset when putting together their own team.

“Anyone wishing to grow internationally should not wait until they enter the market to take the target market’s perspective into account. It needs to be part of the team right from the start.”

Serpil, expert in product management, product marketing and product-driven business development

What Internationally Oriented Companies Do Differently

An example of how this might work in practice is provided by a Berlin-based company. It specifically recruits experts from the countries into its team where it wishes to expand.

The company’s working language is English. Presentations are always prepared in English – even when the audience consists exclusively of native German speakers. Intercultural considerations are also taken into account from the outset in management training programmes.

At first glance, this sounds self-evident. Yet it is precisely these seemingly minor details that determine whether internationalisation exists merely on paper or is actually put into practice in day-to-day working life. Another example from my network illustrates just how quickly well-intentioned internationalisation can reach its limits in everyday practice.

An MBA graduate from the Philippines was assigned to an international project. She was assured that the collaboration would take place in English. At the same time, she was taking German lessons, but was still very much at the beginning of her language learning journey.
Gradually, the German-speaking team members reverted to German in their day-to-day work – initially in isolated situations, and later also in meetings. This effectively excluded her from parts of the communication. Email correspondence was also increasingly conducted in German.

It wasn’t long before she left the project, feeling disappointed.

This example shows that simply establishing an international team language is not enough. It must be consistently practised – in meetings and presentations as well as in emails and day-to-day collaboration.

What Research Into Multicultural Leadership Teams Shows

Academic and economic studies also examine the impact of different perspectives within organisations.

An international analysis by McKinsey from 2023, involving more than 1,200 companies across 23 countries, reveals a clear link between diversity in leadership teams and financial performance. The study found that companies with a high level of gender or ethnic diversity in their leadership teams were more likely to achieve above-average financial results.

It is important to note, however, that diversity alone does not guarantee economic success. It is also crucial that different perspectives within the organisation are actually heard and taken into account in decision-making.

Characteristic	Pretence of Internationalism	Actually Practised Internationalism
Team Language	Switches back to the national language as soon as native speakers are in the majority	Consistently use the agreed team language, even amongst yourselves
Team Composition	Exclusively from the home country	With expertise from the target market
Communication	International in speech, back to the national language in writing	DConsistently in the agreed language, including in emails
Intercultural Competence	Nice-to-have	An integral part of management training

5 Steps to Building Teams Capable of Operating Internationally

Step 1: Establish a standard team language (and enforce it!)
Define a common language for meetings, presentations and emails – and stick to it even when individual team members are not present.

Step 2: Involve expertise from the target market at an early stage
Do not simply consult people with in-depth market and cultural knowledge on an ad hoc basis; instead, involve them in the project from the very start wherever possible.

Step 3: Actively support integration
Be mindful within the team of whether linguistic or cultural barriers are arising and whether individuals are being excluded from relevant communication.

Step 4: Embed intercultural competence
Do not treat intercultural collaboration as a separate issue, but incorporate it into leadership, communication and collaboration.

Step 5: Regularly align aspirations with day-to-day practice
Check whether the way collaboration is actually practised still aligns with your own international aspirations – particularly with regard to the team’s working language, communication and composition.

Conclusion: Thinking Globally Starts within Your Own Team

When it comes to international expansion, product quality is not the only deciding factor. It is just as important that companies understand the perspective of the target market and take this into account within their own team.
Those who integrate local expertise at an early stage, consistently foster a common team language, and remain vigilant to ensure that individual team members are not excluded on linguistic or cultural grounds, create better conditions for successful international collaboration.
Internationalisation therefore does not begin with market entry. It begins within one’s own company.

FAQs

Why do international expansion projects fail despite having good products?

B2B Positioning: How to Strengthen Your Market Position

Serpil Uensal — Wed, 14 Jun 2017 14:09:00 +0000

Startseite » Business Development

Business Development

B2B Positioning: How to Strengthen Your Market Position

Today, buyers can compare offers in a matter of seconds – via search engines, digital platforms and, increasingly, AI-powered tools. This makes a clear market position more important than ever. I explain why differentiation is crucial, particularly in B2B markets, and how companies can sharpen their positioning in five steps.

Key points at a glance

A clear positioning helps B2B companies to stand out in increasingly homogeneous markets.
Anyone who tries to offer everything to every target group risks ending up with an indistinguishable market profile.
Differentiation is not achieved solely through product features, but also through customer benefits, expertise and consistent communication.
A clearly defined target audience and a clear value proposition form the basis of a strong market position.
Positioning should be reviewed regularly – particularly in the event of changes to the market, the competition or the target audience.

Why Positioning Is More Important Than Ever

The concept of positioning was developed in the early 1970s, notably by Al Ries and Jack Trout, and later brought to the attention of a wider audience through their book “Positioning: The Battle for Your Mind”. Since then, however, the market has changed fundamentally – and the pace of change continues to accelerate.

Today, buyers no longer compare offers by browsing a few catalogues or visiting trade fair stands, but do so in a matter of seconds via Google, comparison websites and, increasingly, AI-powered search assistants. What used to take weeks now happens before a sales representative even makes contact. At the same time, many offers are so similar in structure, language and presentation that they are virtually interchangeable.

For small and medium-sized B2B companies, this presents a twofold challenge: they are not only competing for visibility against larger providers, but also to be noticed at all in an increasingly automated pre-selection process.

What Market Positioning Means in B2B

Positioning is closely linked to various strategic concepts, including:

Brand positioning
Competitive positioning
Target audience segmentation
Differentiation
Preference analysis

Positioning can be achieved across a wide range of dimensions – for example:

Top quality or the lowest price
A unique customer experience or the best customer service
The widest product range or specialist niche expertise
Tailor-made solutions
Proven, reliable results

With an undefined offering aimed at ‘everyone’ and without a clearly defined position, a company can quickly come across as generic. In my consultancy practice, I repeatedly find that companies shy away from this decision – for fear of ‘losing’ customers who do not fit the target profile. Figuratively speaking, we first need to prune a few branches so that the roots are once again adequately supplied with nutrients: in the short term, this costs revenue. In the long term, a lack of focus costs significantly more.

How to Tell If You’re Replaceable

An example from my consultancy practice: The operator of a travel platform recently complained that its competitor had almost exactly the same website. A thorough analysis confirmed the allegation. I looked at the communication codes the providers were using – language (sentences, words, technical terms, dialogues), symbolism (images, graphics, products) and stories (real-life situations). Time and again, we saw the same image of the smart business traveller, the handshake between two partners, the meeting point at the airport, the hire car, the world map and the briefcase. The services on offer were, in fact, interchangeable – and that is precisely what the images inadvertently confirmed.

Those who simply go with the flow have no distinguishing feature that sets them apart from the competition. Without any discernible added value, customers quickly ask themselves: why should they choose this particular offer – especially at a reasonable price? It then stands to reason that customers will use the price as a starting point for negotiations. This can quickly mark the beginning of a downward spiral: cutting costs at any price, just to remain competitive.

“Most businesses fail not because of their product, but because they lack the courage to make a decision. If you try to be everything to everyone, you’ll end up being indispensable to no one.”

Serpil, positioning and product management expert and consultant

The Status Quo Check: Asking the Right Questions

A good starting point for any positioning exercise is an honest assessment of the current situation. Ask the following questions:

What do we demonstrably do better than the competition?
What specific benefits do we offer our customers?
What do our regular customers particularly value about us?
What problems do we solve that nobody else is addressing?
What is our company truly passionate about – and is this even visible in the market?

As a general guide, it can be useful to review your positioning every three to five years – or sooner in the event of major changes to the market, the competition or your target audience. The exact frequency depends on whether you operate in a B2B or B2C environment and on the lifespan of your products or services.

Feature	Traditional positioning	Modern B2B positioning
Starting point	Product features	Customer problem & business outcome
Differentiation	Based on features and price	Based on attitude, story and expertise
Target audience	“Everyone is a customer”	Clearly defined ideal customer profile
Communication	Centralised via the company’s own website	Consistent across all touchpoints, including AI search
Review	Rarely, mostly reactive	Regularly, every 3 to 5 years

5 Steps to Clear Positioning

Step 1: Analyse the status quo
Where do you stand today? Honestly assess your strengths, weaknesses and the views of your existing customers.

Step 2: Refine your target audience
Who is your ideal customer – and for whom are you deliberately not the right choice?

Step 3: Define your unique selling point
Which problem do you demonstrably solve better than the competition?

Step 4: Translate your positioning into clear messages
Your positioning must work just as effectively in sales conversations as it does on your website.

Step 5: Consistently communicate this across all channels
Your website, sales team, content and brand image all speak with one voice.

When repositioning is worth(your)while

Repositioning is usually the result of external changes, for example when:

your target audience shrinks or becomes less attractive,
the profitability of your existing target audience declines,
current turnover is no longer sufficient to support a long-term growth strategy,
the competition has caught up and overtaken your lead,
new competitors are entering your field of activity with new rules of the game.

Conclusion: Take a Stand Instead of Going with the Flow

Companies that actively shape their positioning gain a real competitive edge. The transition doesn’t happen overnight – but with a clear structure, the right questions and the courage to consciously choose not to do certain things, positioning becomes a sustainable driver of growth. The transition doesn’t happen overnight – but with a clear structure, the right questions and the courage to consciously opt out of certain things, positioning becomes a sustainable driver of growth.

Business Development Archive | Serpil Uensal Training & Consulting

Business Development: How Companies Tap into New Segments of Growth

Business Development: How Companies Tap into New segments of Growth

Key Points at a Glance

Why day-to-day business alone is not enough for the future

What business segment development actually means

The external perspective: Why new opportunities are often hard to spot internally

Business segment development begins with the right questions

From market opportunity to viable business model

Business segment development is a process—not a one-off project

5 Steps to New Business segments

Analyze the initial situation

Identify Chances

Evaluate and prioritize business segments

Develop and validate business model

Plan implementation and embed it within the company

When business segment development becomes particularly relevant

From idea to implementation: Why prioritisation is crucial​

targeted support for business segment development​

Conclusion: Actively shaping growth rather than reacting to change

FAQs

What does ‘business segment development’ mean?

Business Development: From Reacting to Proactive Shaping

Business Development: From Reacting to Proactive Shaping

Key Points at a Glance​

When markets change and answers are needed

What business development is really about

The Reality in Companies

From Reaction to Action

Tools for Systematic Business Development

External Stimuli can Trigger Change

What Product-Driven Business Development Means

Conclusion: Business development creates scope for action

Sources & further information

Serpil Uensal

Serpil Uensal

Jump to Sections

Ready for Change?

Business Development: How Companies Tap into New Segments of Growth

Product Management in Transition: Why Agile Product Management Is Essential

Consulting: Strategically Improve Strategy, Processes & Market Success

International Expansion: Why Multicultural Teams Are Essential

International Expansion: Why Multicultural Teams Are Essential

Key Points at a Glance​

International Expansion: Why Local Perspectives Are Crucial

International Expansion: Why Local Perspectives Are Crucial

What Internationally Oriented Companies Do Differently

What Research Into Multicultural Leadership Teams Shows

5 Steps to Building Teams Capable of Operating Internationally

Conclusion: Thinking Globally Starts within Your Own Team

FAQs

Why do international expansion projects fail despite having good products?

B2B Positioning: How to Strengthen Your Market Position

B2B Positioning: How to Strengthen Your Market Position

Key points at a glance

Why Positioning Is More Important Than Ever

What Market Positioning Means in B2B

How to Tell If You’re Replaceable

The Status Quo Check: Asking the Right Questions

5 Steps to Clear Positioning

When repositioning is worth(your)while

Conclusion: Take a Stand Instead of Going with the Flow

FAQs

What is the difference between positioning and differentiation?

From idea to implementation: Why prioritisation is crucial

targeted support for business segment development

Key Points at a Glance

Key Points at a Glance