RESULT OBTAINED
Decision concept
Ability to win: linking the opportunity to internal evidence
What must be established
A useful analysis keeps its controls visible.
- 01
Derive the key success factors from the structure of the market.
- 02
Score capabilities on observable evidence, not on claims.
- 03
Distinguish available, acquirable and partner-dependent capability.
Decision reference
Make the next choice more explicit.
DECISION SUPPORTED
Does the organisation have a credible path to convert the opportunity into a defensible position?
DELIVERABLE TO KEEP
A prioritised capability gap and an evidence plan before commitment.
NEXT ELEMENT TO EXAMINE
AttractivenessExplore →Derive the required level from the market
The required level does not come from an internal opinion. It is tied to an observable success factor, a target, an option and a horizon. A regulatory requirement may be binary, while commercial access can be measured by coverage, lead time or conversion rate. Each scale must therefore be defined before scoring.
- Success factor
- Observable measure
- Minimum threshold
- Decision horizon
Prove the available capability
The downloadable grid uses illustrative scores from 1 to 10. A real score must refer to dated evidence: repeated performance, comparable reference, production capacity, compliance obtained or observed unit economics. Without evidence, the value remains unavailable and does not become zero.
- Repeatable evidence
- Comparable scope
- Source and date
- Unavailable value made explicit
Prioritise the gap that blocks the decision
Gap = required level − proven level, only when the two scales are comparable. The largest gap is not always the priority: criticality, cost, lead time, reversibility and dependency are examined. The decision is reviewed as soon as evidence changes the level, a partner becomes unavailable or a market requirement evolves.
- Comparable gap
- Criticality
- Closing option
- Review trigger
06 · ORIGINAL ASSET
Ability-to-win gap map
Decision grid
The gap between the required level and the proven level determines the evidence plan before investing.
Download the CSV grid ↓Access to decision-makersGap +4
Required level 9Proven level 5Sector evidenceGap +4
Required level 8Proven level 4Multi-site deploymentGap -1
Required level 7Proven level 8Unit economicsGap +2
Required level 8Proven level 6ComplianceGap +6
Required level 9Proven level 3Priority: compliance, sector evidence, then access to decision-makers. Deployment is not the limiting factor.
Teaching case · simulated data · no real-world market conclusion.
- Barney, Firm Resources and Sustained Competitive Advantage, 1991 (opens in a new tab)Academic reference on the value, rarity, imitability and substitutability of strategic resources.
- Teece, Pisano and Shuen, Dynamic Capabilities and Strategic Management, 1997 (opens in a new tab)Academic framework linking processes, assets, paths, replication and the evolution of capabilities.
MOVE FROM ANALYSIS TO YOUR DECISION
Compare my markets using explicit criteria
MOVE FROM ANALYSIS TO YOUR DECISION
Compare my markets using explicit criteria
RETURN TO THE DECISION SYSTEM
See the canonical definition of marketing strategy→