Channel Creation · New Customer Segment
Who else could buy what your business already does?
The capability that serves your current customers may solve the same problem for a completely different customer group.
Evans helps businesses identify underused capability and determine which adjacent customer groups have a credible need for it — then builds the proposition and sales route to reach them.
This differs from B2B → D2C: the new segment may stay within the same broad business model. A new sector also brings new terminology, proof requirements and competitors — it is not simply a new mailing list.
New Customer Segment Programme
From £1,995 + VAT
per month · 6 months
Managed Channel Growth
From £1,995 + VAT
per month · ongoing
Who else could buy what your business already does?
A business can sell to a new customer segment when the underlying customer problem transfers, the proposition can be adapted credibly, and demand can be found and tested quickly. Evans checks proof, procurement, regulation and competition before committing resources.
Illustrative segment shifts
Established businesses with something proven.
These are illustrative examples only, not Evans case studies. Whether a shift makes sense depends on the evidence.
- Residential landscaper → hotels and developers
- Commercial cleaning company → healthcare
- Specialist fabricator in construction → adjacent manufacturing sectors
- Training company in one industry → another industry with the same problem
- Software for one vertical → adjacent vertical
- Installer serving homeowners → property developers
The commercial case
Why look for a new customer segment
Potential reasons
- Use existing capability more fully
- Reduce dependence on one customer type
- Grow where the core market is constrained
- Build on proven delivery
- Diversify demand cycles
What a new segment also demands
- Proposition and language changes
- New proof and credentials
- Different procurement or regulation
- New competitors
- Sales effort to build awareness
- Management focus away from the core
Entering a segment that distracts from a stronger core opportunity is a poor trade. Evans will say so.
Hypothetical examples
How it can work.
Illustrative examples only. Not Evans client case studies.
Illustrative example — not an Evans case study
Residential landscaper → hotels and developers
Before: A landscaping company serves homeowners.
Possible new channel: A commercial landscaping proposition for hotels, developers and property managers, supported by Opportunity Engine prospecting.
Illustrative example — not an Evans case study
Commercial cleaning → healthcare
Before: A cleaning company serves offices.
Possible new channel: A healthcare-specific proposition with the standards, documentation and proof that sector requires.
Illustrative example — not an Evans case study
Training company → another industry
Before: Courses are designed for one industry.
Possible new channel: The same core training adapted for a second industry facing the same problem.
Feasibility first
Should you pursue this segment?
A new channel is not automatically a good channel. Evans tests these questions before significant build work — and will recommend: do not build it, where the economics or evidence are poor.
- 01Does the underlying customer problem transfer?
- 02What needs to change in the proposition?
- 03Does terminology change?
- 04Does pricing change?
- 05Are procurement requirements different?
- 06Are regulations different?
- 07Does the company have credible proof for the new sector?
- 08Who are the competitors?
- 09How large is the market?
- 10How quickly can demand be tested?
- 11Can Opportunity Engine identify prospects?
- 12Does entering this segment distract from the core?
What Evans can create
New Customer Segment Channel Creation Programme
From £1,995 + VAT
per month · 6 months · from £11,970 + VAT at the starting price
More complex projects are scoped and priced individually. There are no fixed higher tiers and no website-only package.
Depending on scope, may include
- Segment research and prioritisation
- Commercial validation
- Adapted proposition
- Sector-specific pricing
- Proof and credentials plan
- Sector landing pages and content
- Target account strategy
- Opportunity Engine configuration
- Sales materials
- CRM
- Outreach and sales process
- Reporting
- Handover
Not every engagement includes every item.
Optional ongoing support
Managed Channel Growth
For businesses that want Evans to stay involved in building the new segment. No revenue is guaranteed.
From £1,995 + VAT
per month · ongoing, subject to agreed terms
Potential managed activity
- Opportunity Engine
- Customer Expansion Engine
- Sales development
- Outreach
- Commercial management
- Reporting
- Proposition refinement
New segment + Opportunity Engine
Channel Creation defines who the segment is. Opportunity Engine finds them.
- Existing capability
- New segment proposition
- Opportunity Engine
- Target organisations & decision-makers
- Human sales activity
Part of Channel Creation
New Customer Segment is one form of Channel Creation.
Channel Creation
New Customer Segment is one of eight routes Evans builds — alongside B2B → D2C, D2C → B2B, product to service, productised services, recurring revenue, distributor or partner channels, new customer segments and spare capacity. Explore Channel Creation.
Customer Expansion Engine
Existing customers may have divisions or sites in the new segment. Customer Expansion Engine can help identify them. Explore Customer Expansion Engine.
D2C → B2B
Moving from homeowners or consumers to organisations is a specific form of new-segment growth. Explore D2C → B2B.
Digital
This channel may need: sector landing pages, sector-specific content, enquiry forms, crm, lead routing, analytics. Where that is in the agreed Channel Creation scope, no separate Evans website package is needed. For additional or standalone work, see Digital Infrastructure.
AI & Automation
New channels can be designed efficiently from the start — lead qualification, sales workflows, customer communication, quote follow-up, reporting and order administration. Explore AI & Automation.
New Customer Segment guides
Read before you decide.
Who Else Could Buy My Existing Service?
Finding new buyers for an existing service requires you to stop thinking about who you sell to now, and start thinking about the problem you actually solve for them.
How to Find New Customer Segments
Finding new customer segments isn't about guesswork. It's about a disciplined analysis of who has the problem you solve, who has the budget to fix it, and who is currently underserved.
How to Identify Adjacent Markets
Adjacent markets are the lowest-risk form of expansion. They allow you to leverage what you already know while reaching customers you don't currently serve.
Moving from Residential to Commercial Customers
Moving from residential to commercial work is not just a matter of scale; it's a fundamental shift in how you sell, how you get paid, and how you manage risk.
Test a New Customer Segment Before Committing
The most expensive way to find out a segment won't buy from you is to build a full sales operation first. A disciplined test provides evidence before you commit the capital.
Taking a Service into a New Industry
Entering a new industry is not about 'pivoting'. It's about 'porting'. It is the disciplined application of your existing excellence to a new set of problems.
How to Find Adjacent Markets for Your Existing Services
Growth often plateaus when a business exhausts its primary market. The fastest way to break through is not to invent something new, but to find an 'adjacent' market where your existing capabilities are highly valued.
How to Reduce Dependence on One Customer Type
Dependence on one customer type rarely feels urgent until the moment it becomes a crisis. By then, there usually isn't time to build an alternative from a standing start.
How a Residential Service Business Can Start Selling Commercially
The skills behind a good residential service business usually transfer to commercial work more readily than owners assume. What changes is how the work is sold, priced and delivered.
Common questions
Channel Creation decides which new segment is worth pursuing and builds the proposition for it. Opportunity Engine then identifies relevant organisations and decision-makers within that segment.
Proof helps a great deal. Where you have none, the plan addresses how to build credible evidence — without inventing it.
It varies by sector. Testing speed is one of the criteria used to choose which segment to pursue first.
New customer segment creation uses the Channel Creation Programme: from £1,995 + VAT per month for six months — from £11,970 + VAT at the starting price. The actual price depends on scope and complexity. Managed Channel Growth starts from £1,995 + VAT per month.
No. They are hypothetical examples used to explain how the route can work. They are not Evans case studies.
New Customer Segment
Who else could use your capability?
Tell us about the business and the channel you are considering. You will get an honest view — including if the answer is not yet.
Rather talk it through first?
A new channel is not automatically a good channel.
Evans evaluates demand, economics, capacity and risk first — then builds it properly if it is worth building.
Prefer to speak directly?