Business model consulting
Adapting the existing business model or developing new business models places very high demands on business model consulting. It is not simply a matter of thinking in terms of disruption, white spaces and blue oceans, but rather about the added value for the customer and the value potential for the company.
With our network, we focus on the discovery or verification of customer added value and the safeguarding of an existing customer value potential. For us, the focus is not only on previously unfulfilled customer wishes and technologies, but also on a very deep and comprehensive understanding of the respective customers and also their potential for the company. In addition, our international network allows us to efficiently create an MVP.
For us, however, the consulting business model does not stop at this point. Especially the sale of new business models is completely neglected. Many business models fail due to unrealistic assumptions in the sales area. We therefore think about the sale of new business models from the very beginning. Our customers receive a very high level of customer understanding expertise, the latest models and methods in the form of our DTC approach, the possibility of an efficient first technical implementation as well as our Selling Innovation approach to significantly increase the chances of success.
Our competencies in the area of business model consulting
Customer understanding
Quantitative studies
Determination of willingness to pay
Co-Creation Workshops
Concept
Business model design
Market potential definition
MVP definition
Minimum Viable Product
Implementation
Testing
Customization
Sale
Competence building
System integration
Content creation
Approach Business Model Consulting
Understanding customer-added-value and customer-value
In a first step, the existing ideas for new business models are evaluated from an internal perspective. The focus is on the critical evaluation of the underlying customer knowledge. The business model ideas are then critically evaluated from the customer's point of view in the form of co-creation workshops. This is based on our unique DTC consulting approach. The result is a comprehensive understanding of customer added value and customer value.
Conception
If reliable customer knowledge is available, the value proposition is worked out and checked in further co-creation workshops. The entire business model is then worked out. In doing so, we pay particular attention to ensuring that the expectations and assumptions regarding the resources for the sale and the objectives are realistic. Finally, the developed business model is critically reviewed using a quantitative customer survey, which also includes the customers' willingness to pay. The result is an examination of the feasibility and a quantification of the potential.
MVP
For digital business models, we offer in a further step that we take over the implementation of an MVP. Due to our international sourcing options, we can offer our customers a high degree of efficiency in the implementation of a first prototype. In addition, we support the development of the business model with further co-creation workshops to ensure a high level of customer orientation.
Sale
During the entire support period, we have a particular focus on sales and distribution. Too many business models fail due to unrealistic assumptions in this area. Based on our Selling Innovation approach, we support you with strategic and operational sales planning, employee training, system implementation and content creation. In addition, we also develop partner ecosystem sales approaches.
Case: Media business model
Our resources in the area of business model consulting
Our CRM Framework
Our CRM framework is based on our approach to improving customer orientation, is aligned with international research and publications, and is presented in our book Customer Orientation.
The analytical CRM dimension includes, among other things, the use of CRM software to identify better customer insights and optimize sales, marketing, and service based on customer value.
The dimension of strategic CRM includes, among other things, the detailed development of a concept as well as an objective for improving growth and profit.
The dimension of operational CRM includes, among other things, the integration of the CRM system into the organization and at the various touchpoints.
The dimension of collaborative CRM includes, among other things, the intra-organizational as well as, if necessary, the inter-organizational use of the CRM software. Interfaces between the various departments must be systematically reduced, especially in the area of CRM.
Our CRM framework is the basis of the CAS Customer Relationship Management at the HWZ and is successfully used there as part of the various lectures.
