Garry M Consulting

Strategy & Offers

Business strategy and business-model consulting.

Clarify how your business creates value, earns revenue, and delivers profitably, then turn competing priorities into a focused plan for improvement.

Book a Free 20-Minute Call (opens in a new tab)How the work runs

The problem

Too many priorities, and no clear model behind them

Growth stalls when a business cannot say plainly how it creates value, who pays for it, and what it costs to deliver. Priorities compete, investments follow instinct, and every new idea feels equally urgent.

You might recognize:

  • Revenue depends on a few channels or a few customers.
  • Offers and pricing have accumulated over time rather than been designed.
  • Retail, wholesale, or service lines overlap and blur each other.
  • You are unsure which improvement deserves funding first.

Intended outcome

Clearer investment and growth decisions, grounded in a written model of how the business works today and how it could work next.

What is included

The scope of the work.

  • Current business-model map

    How you create value, reach customers, earn revenue, and deliver, drawn from your numbers and your team rather than assumptions.

  • Customer and channel economics

    Where margin and effort actually go, by customer type and by channel.

  • Revenue-stream options

    Alternatives worth testing, each with the assumptions that would have to be true.

  • Strategic choices

    The trade-offs made explicit: what to do, what to stop, and what to postpone.

  • Prioritized roadmap

    Sequenced improvements sized to your evidence, budget, and capacity.

Deliverables

What you receive.

These are the documents and working files you keep. For each one: what it is, what it looks like, and what it does for the business. The layouts shown are illustrative and use a fictional business. No client material is shown.

Current and future business-model maps

What it is
Two one-page diagrams of your business: how it makes money today, and how it could make money next. Each shows who your customers are, what you offer them, how you earn, and how you deliver.
What it looks like
Two panels side by side, Today and Next, each split into Customers, Offer, Revenue, and Delivery.
What it does for the business
Gives you and your team one shared picture to work from, so investment decisions start from how the business actually runs, not from opinion.

Revenue-stream options

What it is
A short list of other ways the business could earn, each written with the assumptions that would have to be true for it to work.
What it looks like
A table with one row per option: what must be true, what it would cost to test, and how confident the evidence makes us.
What it does for the business
Lets you compare new revenue ideas side by side and pick the cheapest one worth testing, instead of chasing every idea at once.

A register of assumptions to test

Also called an assumption log

What it is
A list of the things your plan quietly depends on being true, each with an owner and the smallest test that would show whether it is.
What it looks like
A table: the assumption, the test, who runs it, and its status.
What it does for the business
Turns guesses into checked facts before money is committed, so a wrong bet is caught by a small test rather than a large loss.

A prioritized roadmap

Also called an improvement roadmap

What it is
A sequenced list of improvements, ranked by expected impact, confidence, cost, and effort, and sized to your budget and team capacity.
What it looks like
Improvements placed in Now, Next, and Later columns, each with a named owner.
What it does for the business
Tells you what to do first, what to postpone, and what to stop, so the whole team works from one agreed order of priorities.

How the work proceeds

Four steps, each ending in a decision.

Every engagement follows the same six-stage process, applied to this service.

  1. Assess the current model

    Review goals, financial indicators, customer evidence, offers, and delivery, and interview the people who run them.

  2. Diagnose the constraint

    Separate symptoms from likely causes and compare where the model is strongest and weakest.

  3. Choose the direction

    Compare options by expected impact, confidence, cost, and effort. You decide which to pursue.

  4. Roadmap and first test

    Agree a sequence of changes and the smallest useful first test, with owners and a way to measure it.

Read the full process

Illustrative example

One price list for two kinds of customer

Illustrative example, not a client result

A distributor serves trade accounts and occasional retail buyers from a single price list and a single team. Mapping the model side by side shows the two customer types need different offers, pricing logic, and follow-up. The roadmap separates them and sequences the changes, starting with the smallest test.

Scope and boundaries

What shapes the roadmap

  • The roadmap is specific to the evidence, budget, and capacity available. It is not a template.
  • Where data is thin, the assessment records the gap and its effect on confidence instead of hiding it.
  • Revenue growth is the objective. It is not guaranteed.

Related experience

Where this shows up in my work.

  • Consulting engagement

    LED MODE

    Separating the retail line of business and coordinating the corporate restructuring around it.

  • Consulting engagement

    Universal Electrics

    Separating the wholesale line of business and coordinating the corporate restructuring around it.

  • Consulting engagement

    Universal Home Decor

    Advising on the structure of a new distributor and initiating the product placement process with Home Depot and Lowe’s.

  • Consulting engagement

    Maqoor

    Naming and business-model consulting for a dry-cleaning and laundry business in Armenia.

  • Consulting engagement

    Victory Bridge

    Mapping the current and desired business models and consolidating the project roadmap.

FAQ

Scope questions.

Is this only for businesses that want to change direction?

No. A model review is just as useful for confirming what is working before you invest more in it.

What do I need to bring?

Access to revenue, cost, and customer information as it exists today, and time with the decision-maker. Imperfect data is normal. The assessment records the gaps.

Will I receive a finished strategy document?

You receive maps, options, and a roadmap you can act on. The aim is decisions and a first test, not a binder.

Related services

Talk through where your business model is under strain.

Start with a free, 20-minute introductory call to talk through your business, the challenge, and what a sensible next step looks like.

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