Choosing adjacent markets for a consumer security business

The question

New players were emerging in the spaces closest to the company’s core, and attracting substantial investment.

The executive team wanted to know where to grow next: which adjacent consumer spaces, and which enterprise and partner spaces, the brand could extend into with a right to win, and what the products would be.

Our approach

Several workstreams ran in parallel, each looking at growth from a different side.

Consumer evidence came from digital ethnography and extended groups. The conversations ranged across people’s digital lives, from security to connected devices and payments.

Competitive intelligence mapped companies across the core and adjacent categories, drawing on analyst experts and investment and trend data. We shaped it into opportunity areas, each assessed for strategic fit.

A blue ocean analysis, a structured search for uncontested space, mapped the company against consumer, partner and enterprise competitors. It traced the buyer experience for pain points, and asked what the company could eliminate, reduce, raise and create.

What the team came away with

We brought the workstreams together for the executive team in a growth direction and a pipeline of concepts.

The concepts were scoped across consumer spaces, enterprise spaces and both. Each came with the questions to answer before any commitment.