Lantor BV (Est. 1959) develops, manufactures and sells functional specialty products based on nonwovens for a variety of technical and industrial applications. In an attempt to find a market for new products in an early stage, one of the company’s latest technologies was developed using input from (potential) buyers and partners in a variety of new industries and markets. However, due to various reasons almost none of them made it along the two year development process. Lantor approached Delft University of Technology with the request to “look for opportunities to translate the heating veil technology into innovative applications for markets outside of the composites industry”. The assignment was meant to focus on market research, executed under the wings of Lantor’s fourth business unit: Custom. Exploratory research into external markets and in- depth understanding of Lantor’s current strategic position was undertaken to understand which market would be interesting and have ‘company fit’. Along the process it became clear that finding a market wasn’t as straightforward as it seemed; nor was understanding what suited Lantor both in terms of working processes and strategic vision. This internal and external research resulted into ten insights; each supported by an observation, consequence of said observation for Lantor and an advice on how to proceed. The advices range from research and user- oriented topics to innovation management and strategic advices on a corporate level: 1. PowerSHEAT® is not differentiating enough in any researched market. 2. An idea is not the same as an opportunity. 3. Exploratory research focusses on discovery. 4. A value proposition is based on the understanding of user needs. 5. Stakeholders can be involved through co-creation 6. Structured input from the outside through Open Innovation 7. Different types of innovation require different approaches 8. Expectations between departments need to be aligned. 9. Failures can be learned from. 10. Innovation requires strategic direction The advices resulting from the ten insights were gathered and common identifiers were found on which the innovation approach was build: a collaborative innovation approach for Lantor Custom; to develop new product- and market opportunities based on their technological strengths and in close collaboration with potential buyers. This shift requires a shift in strategy; shared within the organisational culture, and supported by the necessary processes, tools, structure and people. For each of these building blocks the necessary steps are determined and an implementation plan was developed.