Business Development

Investment decisions usually start with an instinct. The problem is not the instinct, it is that nobody tested it. Business development work turns that instinct into numbers and shows the weak point before money moves.

When the work pays for itself

• You are weighing a new plant, line or machine and cannot state the payback period.
• You want to take an existing product into a new market or a new customer group.
• Revenue is climbing while margin stays flat and you cannot see why.
• You are about to apply for an incentive or grant and need a feasibility annex.
• A partner, investor or bank has asked for a reasoned plan.

How the engagement runs

1. Reading the current position

The first week looks inward. Sales breakdown, margin by product, cost lines, capacity utilisation, customer concentration. Most companies see their own data at this level of detail for the first time here.

2. Market and competitor analysis

Market size, growth rate, price bands and where each player sits. Trade statistics, sector association reports and supplier conversations back it up. The goal is not to praise the market but to find the slot you can actually enter.

3. Scenarios and the financial model

Instead of one forecast we build three: conservative, expected and optimistic. Each carries investment cost, working capital need, cash flow, break even and payback. Incentives and grants enter the model as separate lines so you can see what the support is worth on its own.

4. Decision report and roadmap

The report ends with a sentence: go, or not under these conditions. If it is go, we write the sequence, the thresholds and the risks to watch.

What you receive

The incentive connection

We do not separate business development from incentive work. During the feasibility study it already becomes clear which support scheme the investment falls under, which province or zone is more advantageous, and how the machinery list should be structured for support purposes. Because the same team files the application, you never collect the same data twice.

This matters most when the site has not been chosen yet. Locating inside an organized industrial zone, or in a different incentive region, changes the support figures directly in the feasibility table.

Three mistakes we see often

Confusing your market with the whole sector. Your market is the share reachable through your channel, not the national total.

Forgetting working capital. The machinery budget holds; the first six months of cash does not. This is the line that gets corrected most.

Booking support as revenue. Grants and incentives hit cash flow on the date they arrive, not the date you apply. In most projects the gap is measured in months.

Getting started

If you have an idea, a supplier quote or a half finished calculation, bring it to the first meeting. The initial assessment is free, and we will also tell you plainly if the study is not worth commissioning.