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When organizations aim to expand their market share by positioning a product that is well established in a certain customer segment by positioning that product in another market segment, they may need to adjust their processes accordingly. Implementing such a strategic move for growth while accounting for existing product and process knowledge requires stakeholder‐centered and constructive interventions. In this paper, we demonstrate the use of value network analysis for this transformation process, reporting an example case of a telecommunications provider, which approached private households based on the customer experience in the business customer segment. Value network analysis not only enabled the removal of communication‐based resentments by opening acceptance to organizational change but also helped define core processes in order to reach business objectives.

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