Aurionpro Annual Strategy: Filtering 22 Industries to 3 Priority Targets

Sejal was handed a structured but ambiguous brief: help the business unit decide which industries and products to prioritize for the coming financial year. The starting point was a universe of 22 industries with no clear filter.

She began by mapping use cases for each industry against Aurionpro's existing products and services, building the analytical foundation from the ground up using publicly available data. For the banking sector, for example, she gathered granular data on bank types, branch counts, and service profiles before drawing any conclusions.

Alongside the secondary research, she conducted qualitative expert interviews with industry specialists to pressure-test her findings and add a primary research layer that secondary sources alone could not provide.

With the use-case mapping and expert input in hand, she ran competitive benchmarking across 30-plus competitors, covering regional, global, direct, and indirect players across multiple parameters. This gave her a comparative view of where Aurionpro could realistically compete.

The synthesis produced a clear thesis: retail banking, NBFCs, and the broader BFSI segment were the three priority industries. Four products mapped cleanly to those industries and became the shortlisted focus.

Senior leadership adopted the output for annual strategic planning. The work also surfaced a capability gap in tourism and retail, two industries the data flagged as large opportunities but where Aurionpro's current product set did not match. Sejal framed this as a product roadmap signal rather than a dead end, highlighting what would need to be built to capture those emerging markets.