Circular business development

Cases

Circular business development

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Summary

We helped a leading manufacturer of heavy-duty trucks in assessing and developing circular business opportunities to enhance their environmental stance and capitalize on qualified opportunities. The project involved analyzing market conditions, customer needs, regulations, and competitor movements to discard non-viable ideas. We then assessed the feasibility of qualified opportunities, involving internal stakeholders and forming taskforces. A strategy was designed to capitalize on shortlisted opportunities, leading to the development of a proof-of-concept demonstrating scalable circular business opportunities. This required broad involvement from various departments, ensuring valuable contributions and learnings.

We helped a client assess and develop a range of circular business opportunities, with the ambition of advancing their environmental position as well as capitalizing on qualified opportunities.

Background

New regulations as well as customer demands and expectations are pushing the environmental agenda forward in many industries, and the transport sector is a vital part of this.

On a mission to explore and commercialize opportunities beyond existing business and capabilities, a strategic initiative was established to assess a range of circular business opportunities – and Influence was hired to assist in analyzing, qualifying, prioritizing, and develop the opportunities.

What we did

We started by analyzing market conditions and prerequisites for a set of ideas, with the purpose of discarding those that did not satisfy a range of predefined criteria. This included assessment of market potential, customer needs, regulation, competitor movements, profitability, etc.

Secondly, we assessed the feasibility of qualified opportunities by involving internal stakeholders and form taskforces around these. In this process we also started mapping out potential dependencies and synergies between listed opportunities. All while continuously feeding input back into the process of developing the opportunities to ensure relevant adjustments.

In addition, we jointly designed a strategy for how the client should capitalize on the shortlisted opportunities. This entailed visualization and conceptualization of insights, projections, and feasibility into a comprised material that the client investment board could react on.

Result

In a short period of time, we became a natural and integrated part of the client team where we, in addition to the analyst role, could also take a coaching role to develop the team dynamics.

A main consequence of the work done was the development of a “proof-of-concept”, demonstrating how certain circular business opportunities can be scaled and implemented into daily operations. This generated immense learnings and concrete business intelligence along the way. It also required broad and structured involvement from various departments within the organization in a way that had not previously been done. This ensured that the perspectives needed were represented and could contribute to developing the opportunities into something truly value-adding to the client.