Smart-home ecosystem
Digital company transformation

Developing a strategic positioning and business model for a window and door manufacturer


The client is the EU’s largest wooden windows and doors OEM, primarily present in the Nordic region, with some additional sales in four other European countries.

  • The client needed support in defining a strategic direction for its smart-home initiative.
  • The client, having a strong decentralized organization with multiple brands in each market, did not master alignment of its “smart” projects across markets.
  • Ongoing “smart” projects were mainly technologically driven, without a defined customer value proposition and business case.
  • The management team had not yet developed clear objectives for its short-, mid- and long-term smart-home ambitions, and the organization was not prepared for a “services” business.


Arthur D. Little structured the project in three phases: 

  • External market analysis 
  • Internal analysis
  • Development of strategic directions in smart home


The external analysis covered EU smart-home trends and developments, including customer behavior, size and monetization potential, as well as key competitors’ activities and value-chain positioning. 
The internal analysis – primarily based on workshops with the management and business teams – was structured along five dimensions:

  • Smart-home strategy
  • Services portfolio & business models
  • Partnering strategy
  • Organizational set-up
  • Technological architecture


Based on the analyses, ADL developed strategic positioning and business-model options for the client (including, e.g., value-chain positioning, technical IoT platform, operating model).


  • The management team obtained a thorough analysis including market trends, key-competitor analysis, definition of key value chain-positioning options, business-model designs including related partnering approaches, recommendations on the future operating-model design, and assessment of platform options.
  • Arthur D. Little managed to align both the management and the business (operational) teams, i.e., enabled the client to find a jointly agreed strategic direction in smart home and created an understanding of organizational requirements. 
  • Finally, Arthur D. Little was invited to discuss possible further engagements.