Increase market share within omni channel payment solutions
Validate growth case, including addressable revenue opportunity
Optimize go to market plan for speed and effectiveness
Scanned the market for relevant suppliers
Contacted 100+ merchants to understand their needs
Initiated discussions with white label alternatives based on partnership criteria
Board approved go-to-market recommendation based on primary research
Go-forward white label partners identified
Presented recommendation that would save 7.5M SEK in year 1
Our client wanted to expand its retail-focused payments business to e-commerce, and believed they should do so by building an in-house solution. Facing pressure to adapt to a post-COVID world, the client wanted an outsider to validate topline growth projections for different e-commerce use cases, including click and collect and in-store subscription offerings.
Based on these revenue projections, the client then wanted cost estimates for the various paths forward. Put simply: was it more cost effective to buy, borrow or build the required capabilities?
What we did
Using a combination of primary and secondary research, we built a bottom’s up view of the retail-adjacent e-commerce market. After contacting more than 100 merchants, we were able to validate the need for several use cases and identify the highest priority product requirements for six customer segments. After validating demand and building detailed growth projections, we refined the market size projections.
When we then surveyed competitor offerings, we noted that existing solutions more than covered customer demands. With no clear path to building a differentiated product, we suspected it was better to borrow than to buy or build. To test this hypothesis, we gathered development estimates from the client’s engineering teams as well as specialist consulting firms. The resulting model allowed us to forecast revenue and costs based on anticipated volumes over the next five years.
Our analysis surprised the client and ultimately caused them to change course. In line with our recommendation, the team abandoned its plans to build an in-house solution in favor of a white label partnership that would save them more than 7.5M SEK in the first year. The conversations we initiated with white label solution providers then transitioned naturally to the next round of negotiations.