VALUE IN PRACTICE
FROM COMMERCIAL OPPORTUNITY TO MEASURABLE VALUE.
What could the COMVIORA approach actually mean in practice? The situations below illustrate how a commercially relevant opportunity can be explored, translated into credible economics and ultimately pursued as measurable value.
A CONFIDENTIALITY NOTE
The examples below are illustrative business situations, not disclosed client cases. Because COMVIORA works with commercially sensitive questions involving strategy, performance, economics, data, technology and future opportunities, we do not publish individual client engagements.
01
REVENUE & COMMERCIAL PERFORMANCE
An international B2B business operates across multiple markets, customer segments and commercial channels, with substantial revenue already in place but uneven account penetration, pricing discipline, conversion and sales productivity. The opportunity is not a single sales initiative, but a portfolio of underused value across strategic accounts, customer economics, whitespace, propositions, channels and local commercial models.
FIND VALUEAnalyse customer and segment economics, buying patterns, pricing, pipeline quality, conversion, whitespace, channel performance and sales productivity across markets to identify and prioritise the largest credible value pools.
QUANTIFY VALUETranslate the combined opportunities into addressable potential, probability, margin, investment requirements, execution capacity and realistic incremental gross profit, separating theoretical upside from value that can be commercially validated.
REALISE VALUEFocus commercial resources on the highest-value accounts, markets and actions, strengthen commercial intelligence and governance, and use data, automation or AI where they materially improve prioritisation, execution and conversion.
ILLUSTRATIVE ECONOMICS — NOT CLIENT RESULTS
IDENTIFIED VALUE€35M
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VALIDATED VALUE€14M
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REALISED VALUE€8M
02
COST, CAPACITY & AUTOMATION
A multi-function business has accumulated fragmented processes, manual handovers, duplicated work and different systems across functions, business units or countries. Automation and AI may be part of the answer, but the larger question is how operating-model complexity, capacity constraints, service levels and process economics combine to consume value at scale.
FIND VALUEMap end-to-end workflows, volumes, handovers, rework, waiting time, systems, decision points and organisational dependencies across functions to isolate the economically material sources of friction and trapped capacity.
QUANTIFY VALUEConvert process friction into capacity, cost-to-serve, productivity, quality, working-capital or service impacts, then test investment, feasibility, adoption requirements and recurring economic value across the priority opportunities.
REALISE VALUERedesign the highest-value workflows and operating interfaces, simplify where possible and apply automation, data or AI selectively where the economics, implementation readiness and adoption case justify change at scale.
ILLUSTRATIVE ECONOMICS — NOT CLIENT RESULTS
IDENTIFIED VALUE€15M
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VALIDATED VALUE€7M
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REALISED VALUE€4M
03
MARKET & GROWTH OPPORTUNITY
An established international business wants to accelerate growth and is considering new products, markets or acquisitions, while significant value may already exist across geographies, existing customers, underserved segments, pricing, routes to market, partnerships, adjacent propositions and capabilities that are not yet being fully commercialised. The challenge is to determine which combination of opportunities can create the strongest profitable growth platform.
FIND VALUEChallenge the growth assumptions across markets, customers, segments, pricing, propositions, channels, partnerships and adjacent capabilities, combining commercial evidence with market dynamics to identify a portfolio of credible growth opportunities.
QUANTIFY VALUESeparate theoretical market potential from economically attractive and executable value by testing addressability, probability, margin, investment, time-to-value, competitive position, organisational capacity and risk across the opportunity portfolio.
REALISE VALUEBuild a sequenced growth agenda around the strongest validated opportunities, define routes to market, ownership, investment and measurable milestones, and track whether the portfolio converts from strategic potential into realised commercial value.
ILLUSTRATIVE ECONOMICS — NOT CLIENT RESULTS
IDENTIFIED VALUE€120M
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VALIDATED VALUE€45M
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REALISED VALUE€25M
