In my years advising both technology companies and professional service firms, I’ve noticed a striking pattern: organizations frequently overlook their most valuable assets while pursuing new opportunities.
Whether it’s a software product gathering digital dust or a high-value service offering that’s been undersold, the core challenge remains the same – existing capabilities are often undervalued and under-leveraged.
The overlooked asset phenomenon
This oversight manifests differently across business types but typically stems from three key factors:
1. The Familiarity Trap: Teams become so accustomed to their existing offerings that they lose sight of their unique value propositions. Service firms might view their established methodologies as “standard practice” when they’re actually market differentiators.
2. Market Evolution Blindness: As markets evolve, both products and services that were initially positioned for one use case may have untapped potential in entirely different applications. This is particularly true for professional services that can be repackaged for new industries.
3. The Innovation Bias: There’s an inherent tendency to prioritize new development over-optimizing existing assets. For service firms, this often means chasing new practice areas while neglecting to evolve proven service lines.
Case studies in strategic repositioning
Let me share three transformative cases from my advisory work (as well as my time as an entrepreneur, scaling my own companies) that illustrate the power of strategic repositioning across both product and service businesses:
AMC Global: from shopper insights generalist to product launch experts
In a strategic pivot that reshaped its market position, AMC Global transformed from a broad-scope shopper insights firm into a specialized product launch consultancy focused exclusively on CPG companies. By narrowing its service offering and target market, AMC was able to develop deeper expertise in CPG product launches, creating proprietary methodologies and building a track record of successful launches that attracted major consumer goods manufacturers. This focused repositioning allowed the firm to command premium pricing for its specialized services while reducing operational complexity that came with serving increasingly diverse client needs.
The strategic shift resonated with CPG clients who valued AMC’s concentrated expertise in navigating the complexities of product launches, from concept testing through post-launch performance tracking. As a result, the company achieved consistent double-digit year-over-year growth, establishing itself as a go-to partner for firms looking to maximize the success of their new product introductions.
Dstillery: Expanding from AdTech audience segmentation to CPG shopper segements
Dstillery successfully broadened its market presence by evolving from a specialized digital audience-targeting platform into a comprehensive data solutions provider through a strategic partnership with GfK. Building on its foundation in custom audience targeting for digital marketers, the company leveraged its sophisticated behavioral data capabilities to create new value in the CPG retail space.
The collaboration with GfK enabled Dstillery to develop advanced shopper segments that combined its rich digital behavior data with GfK’s consumer insights, creating a more nuanced and actionable view of shopping patterns. This expansion allowed Dstillery to tap into the growing demand for sophisticated shopper intelligence among CPG manufacturers and retailers, while maintaining its core strength in digital targeting. The move demonstrated how data firms can successfully expand beyond their original focus by finding complementary partnerships that unlock new applications for their core technology.
Decipher: From service provider to platform
Decipher executed a transformative business model shift by evolving from a service-based market research provider into a software licensing company. Originally focused on conducting research for agencies using its proprietary platform, we recognized the broader market opportunity in making our technology directly accessible to end users. By developing a user-friendly front end for our internal research platform, Decipher was able to transition from selling research services to market research agencies to licensing its software directly to brands and other end users. This pivot allowed the company to scale more efficiently, moving away from the resource-intensive service model to a more profitable software licensing approach. The transformation showcases how research providers could capture greater value by productizing their internal tools, particularly as brands increasingly seek to bring research capabilities in-house. Through this strategic repositioning, we not only expanded its addressable market but also created a more predictable revenue stream through recurring software licenses that drove exponential YOY growth.
Key lessons for CEOs and executive teams
1. Regular Portfolio Audits: Whether you’re selling products or services, implement quarterly reviews of your offerings and their market positioning. Look for disconnects between how you view your capabilities and how clients actually value them.
2. Usage and Impact Analysis: For product companies, track how customers use your solutions. For service firms, analyze which aspects of your delivery create the most client value. Often, the most valuable elements emerge organically from client interactions.
3. Market Evolution Mapping: Regularly assess how market needs have evolved since your offerings were initially positioned. A service that was once viewed as “implementation support” might now be valued as strategic guidance.
4. Look for strategic partnerships or product expansion opportunities outside of the verticals you might normally work within.
Moving Forward
The most significant growth opportunities might already exist within your organization. Before investing heavily in new products or expanding service lines, take a fresh look at your existing portfolio. Ask yourself:
- Which offerings (products or services) do we take for granted?
- What capabilities have we developed that might be more valuable in today’s market than when we first created them?
- Are we listening carefully enough to how clients actually use and value what we provide?
- Could any of our services be productized, or could any of our products be enhanced with high-value services?
The answers might reveal that your next big growth lever isn’t a new offering at all – it’s a new perspective on what you already have.
I’d be curious to hear about services or products in your organization that might deserve a fresh look. How has your company’s view of its core offerings evolved over time?Reach out to me for a chat!