Strategic Diversification into Sustainability Consulting: an Internal–External Fit Analysis of Premysis Consulting
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This research examines Premysis Consulting’s strategic diversification into sustainability and ESG (Environmental, Social, and Governance) consulting using an internal–external fit approach. The study explores how the firm’s ISO-based consulting expertise can be leveraged to enter Indonesia’s emerging ESG market, driven by POJK 51/2017 and increasing stakeholder expectations. A qualitative exploratory method was applied, incorporating internal interviews, six external client discussions, and a focused group discussion (FGD). The PESTEL and VRIN–RBV analyses reveal that while Premysis possesses valuable assets such as strong client trust, a structured methodology, and regulatory competence, the firm faces capability gaps in ESG-specific technical skills, digital tools, and innovation diffusion. Thematic findings identify four market segments: Compliance-Oriented, Transformation-Focused, Mid-Sized/Underserved, and Innovation-Oriented clients. Among these, the Transformation-Focused and Mid-Sized segments present the most strategic opportunities. The study recommends a hybrid business-level strategy, combining focused differentiation for transformation clients and cost leadership for SMEs. ESG diversification is deemed viable if supported by talent upskilling, digital integration, and partnership-based positioning. This research contributes to the sustainability consulting literature by demonstrating how internal–external alignment enables consulting firms to evolve from compliance-driven services toward strategic ESG advisory.
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