Business mission: turning “should we invest?” into a decision
Typical service scenario, not a specific client case. Shows how a mission itinerary is built backwards from the decision question rather than from sightseeing and visit counts.
| Content type | Typical service scenario — not a specific client case |
|---|---|
| Project region | Philippines |
This page describes a typical engagement pattern. It is not evidence that a specific project was completed, and contains no client-confidential data.
Background
A client considering an assembly plant in the Philippines had internal disagreement and wanted enough information to decide within five days.
Challenges
- The decision question was unclear, with different stakeholders focused on different issues;
- A tight schedule risks surface impressions only;
- No shared comparison framework.
What we did
- A pre-mission session split the disagreement into six verifiable questions (cost, labour, logistics, policy, ecosystem, competition);
- Built the itinerary backwards from those questions, one or two per day;
- Used a unified record sheet on site, with minutes submitted daily;
- Ran a conclusion session on the morning of day five, answering each question and grading evidence strength.
Results
- The client rejected one candidate site on the spot (insufficient power capacity, nine months for upgrade);
- Decided to start with a leased ready-built facility in two investment phases;
- Five of six questions reached firm conclusions; one converted into a follow-up study.
Note
Client name and investment amount are withheld.
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