From Training to Consulting: A Strategic Market Entry
The Problem
A leading professional training and certification provider wanted to add consulting services to their portfolio.
Before launching, they needed to determine:​​
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Which vertical market and region to target first
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What consulting services would address customer needs
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Whether they could establish a unique selling proposition (USP)
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How to bring the service to market effectively
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If customers would actually pay for these services
The Approach
We designed a research study to validate the market opportunity and customer needs.
​Desk Research
We analysed market size, growth, trends, and competitive landscape across 4 verticals and global regions (UK/DACH/MiddleEast/Asia). This data was used to create an industry prioritisation matrix to identify segments with the highest potential.
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Customer Interviews
We conducted 17 in-depth interviews with decision-makers in high-potential segments. These explored their challenges, experiences with consultancy services, and perceptions of the training provider.
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Insight Analysis
We analysed interview themes to document pain points, market trends, and created a SWOT analysis of the proposed service. We also identified purchase drivers, decision criteria and client personas. All recommendations were directly linked to specific customer feedback with exact quotes.
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Strategic Recommendations
We delivered a clear report and presentation with actionable insights, maintaining transparency by connecting each conclusion to its source data.
The Results
We created clarity and momentum.
​Strategic Direction
The client received clear, data-backed recommendations on where and how to launch their consulting services.
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Clear Differentiation
We identified a compelling USP that would effectively differentiate their services and developed messaging that would resonate with potential clients.
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Resource Efficiency
With clarity on the optimal approach before launch, the client avoided wasting time and money on ineffective strategies.​