Arkon GroupInsightsour latest thinking
Grounded intelligence on the industries we work in and the disciplines that move the numbers.
By industry
What recurs across the €10–50m operators in each of our anchor verticals.
In industrial goods, the same product earns very different margins depending on whether you are designed in or quoted against, so pricing, discounts and selling time should follow that line rather than a single price list.
Read the perspective
In business services, margin is won or lost on three things: fees that follow what is at stake for the client, selling time spent where it converts, and the discipline to bill what the client actually asks for.
Read the perspective
In B2B software the commercial gains come from pricing to how deeply customers rely on you, spending sales time where accounts can expand, and entering new markets one tightly scoped step at a time.
Read the perspectiveBy discipline
The thinking behind each module — market entry, go-to-market, pricing, product portfolio, Market Scan, due diligence and the strategy that brings them together.
The right commercial strategy picks its levers from the reasons deals are won and lost, so price, offer, portfolio and new markets each lead only where the evidence says they should.
Read the perspectiveMost entries fail on the route, not the market: the right partner, customer or package matters more than the map, and the first quotes, trials or proposals tell you within months whether you chose well.
Read the perspective
Go-to-market wins come from four connected decisions: a few written offers with proof, channels paid only for revenue they bring, selling time aimed where it converts, and routine work taken off people's desks.
Read the perspectiveMargin in B2B is decided less by list price than by four disciplines (pricing what makes you hard to replace, one discount policy, charging for the extras, and a clause that passes cost through), each of which can be checked.
Read the perspectiveA B2B portfolio earns its keep when four disciplines run together and are measured every month: closing the gaps that lose orders, selling more lines to existing accounts, retiring the tail that does not pay, and moving buyers to what replaces it.
Read the perspectiveEvery acquisition rests on one of four logics, and each succeeds or fails on one question about how customers buy. Answer it while you build the shortlist, not after you sign.
Read the perspectiveA commercial diligence earns its fee when it names the type of deal, sets what the first year must show, and tests the one customer behaviour that could undo it.
Read the perspective