Entering a new market: ₽0 → ₽25M

The situation

A manufacturer with ₽200M in annual revenue hit a wall on its core market as competition intensified and margins eroded. The company needed a new market to grow into — and without rigorous analysis, it risked burning time it could not afford to lose.

Diagnosis and approach

We started with the question of where to play. We assessed five candidate markets against a clear set of criteria: market size, growth rate, margin profile, competitive intensity, and barriers to entry. We selected an adjacent market that offered room to grow at an attractive margin.

The solution

Adapting the product

We adapted the existing product to the requirements of the new market. Development took three months. Yes, for those three months the market generated no revenue — but the step was essential.

Winning the first clients

In the new market, no one knew the company. We identified five prospects — through consultants and the founder's network — and offered the product at a 50% discount in exchange for feedback and referrals.

Building a reputation

The first five clients became proof points. Building on them, we produced case studies, videos, and articles to attract the next wave of clients.

Hiring a market specialist

We brought in a head of sales who knew the market and came with an established network of contacts in the target segment.

Scaling up

After six months, with the model validated (five clients, ₽5M in revenue), we began to scale: adding sales reps, launching marketing, and improving the product.

The result

Over twelve months the new market delivered ₽25M in revenue and 18 clients, up from the initial five. The pipeline stands at ₽50M, giving clear visibility into further growth. Margins in the new market run 12 percentage points above the core market, thanks to lighter competition and the company's competitive edge. The company is no longer dependent on a single market and is positioned for further growth. The plan for next year: ₽80M+ from this market.