Services
Business Development
I develop business opportunities with an eye on the market and implementation.
Target customers, benefits and economic assumptions are tested before larger resources are committed.
Booking opens at Microsoft Bookings. There you can continue as a guest without signing in. Or email office@hosang-consulting.com.
- 1Understand the problemClarify target customers, benefits and assumptions.
- 2Validate demandTargeted market tests show which assumptions hold up.
- 3DecideSet the next step.
Recognising, testing and developing new business opportunities
A good idea alone does not make a viable business. What matters is whether there is real demand, whether a convincing offer emerges and whether the company has the capabilities needed to deliver it.
I support you in assessing business opportunities, developing offers and business models, testing the market in a targeted way and implementing the next steps.
"What I wish for myself also applies to my clients – a solution that truly convinces."
When business development makes sense
A company wants to win new customers or markets, develop an existing offer further or build a new line of business.
Perhaps there is already an interesting idea, but the target group, customer benefit, economic viability or sales channel have not yet been sufficiently clarified.
Perhaps the offer exists but does not reach the right prospects. Or the company lacks capacity, experience or suitable partners for working the market.
Even for established companies, it is worth reviewing the existing approach from time to time.
Not every business opportunity has to be pursued. A well-founded no can be just as valuable as a new initiative.
From business idea to market development
Depending on the mandate, I support:
- The assessment of market opportunities and customer needs.
- The development and review of offers, business models and prices.
- The selection of suitable target groups and sales channels.
- The planning and running of first market tests.
- The building of partnerships and the capabilities needed.
- The organisation of market development, qualification and handover to sales.
- The evaluation of the results and the further development of the approach.
We agree which of these tasks are actually needed.
An approach guided by the starting point
For development and market work, I use my own go-to-market steering model with nine interconnected phases, from understanding the customer problem to learning from the results.
What matters is not to go through every phase rigidly in sequence. First we look at how far an initiative has already been developed, which prerequisites are in place and where the biggest open questions lie.
From this we derive which steps make sense now, which capabilities are needed and how we check whether the offer actually works in the market.
The complete model with its phases, roles and decision paths is described in the knowledge section.
What you can concretely receive
Depending on the mandate, the results can include, for example:
- An assessment of the business opportunity and its key assumptions.
- A clearer description of target group, customer benefit and offer.
- A reviewed or further developed business and pricing model.
- A plan for market tests, market outreach and sales channels.
- An overview of the capabilities, resources and partners needed.
- Decision-making bases for further development, investment or discontinuation.
- An evaluation of the market feedback and recommendations for further steps.
The concrete results depend on the starting point and the agreed mandate.
From practice
Building an IoT ecosystem for scalable innovation
Connecting distributed capabilities from research, development, production and the market through one shared delivery model.
Read the storyNew financial services from study to partnership
Connecting regulation, processes, technology and the business model through one integrated development path.
Read the storyPreparing new hospitality locations systematically
Recurring advisory on growth and location decisions: from vague ideas to a structured basis for decision-making, operating concepts and application documents.
Read the storyThese examples show different tasks. They are not standardised offers and not a guarantee of particular results.
Selected references
2017–2021
Team leadership & enablement – Large corporation
Agile leadership of an international team (25 people, Switzerland / Vietnam / Portugal). Introduction of epics, user stories and sprint structures in ongoing operations.
2023 –
Digital transformation – No-code / Low-code & AI
Digitalisation consulting, business field development, AI-driven processes and automation. Ongoing.
2023 –
Business Development & Partner Management for Leverage Experts (self-employed, since April 2023)
Building business fields and partnerships in growth and transformation environments. Advising decision-makers on digital initiatives, organisational change, and whether technology creates real value. Locations Zurich and Dubai. Ongoing.
2014
System development & release management – CHF 10.47M
Overall project manager for 7 releases. Complex interface architecture, ~50 project participants.
How the collaboration begins
1. Discuss the starting point. In a free fit conversation of 20 to 30 minutes, we discuss the business opportunity, the expectations and the open questions.
2. Agree a clarification. If necessary, we examine the offer, market, economic assumptions and capabilities in a defined mandate. This clarification is the first paid step. I charge based on the time spent, with a cost ceiling agreed in advance.
3. Decide on further steps. Depending on the result, market trials, offer development, partnerships or concrete implementation tasks are agreed.
An initial analysis does not commit you to a follow-up mandate. A deliberate decision not to continue can also be the right result.
From business opportunity to implementation
Business analysis helps to clarify requirements and decision-making bases.
Business development looks at business opportunities, customer benefit, offers, markets and economic viability.
Digital transformation concerns the necessary changes in processes, organisation and systems.
Project management takes on the leadership of a decided initiative where needed.
Depending on the situation, these services can be used individually or in combination.
Would you like to develop an offer further or test a new business opportunity?
In a first conversation, we clarify what it is about, what already exists and whether I can support you in a meaningful way.
Booking opens at Microsoft Bookings. There you can continue as a guest without signing in. Or email office@hosang-consulting.com.
Often combined with other services
In my experience, many engagements start with one question and grow into adjacent topics. These services are particularly often combined:
Project Management
A business case is only worth something once it's delivered. Project management provides the structure that turns an idea into a deliverable initiative.
Learn more about Project ManagementBusiness Analysis
New business fields need workable processes and systems. Analysis translates the market promise into concrete requirements.
Learn more about Business Analysis