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Some interesting tips about how to succesfully transform customer journeys
1. Are all processes in your organization mapped against end-to-end customer journeys?
2. Do you have people with diverse skill sets on your journey-redesign teams?
3. Are your ideation sessions sparking true innovation or derivative ideas?
4. Is your organization as agile as your journey team?
Interesting article about growth strategies - innovation - allocation of budget and resources
by Gino Chirio, in HBR.org, June 14, 2018
In (permanente) opbouw!
Under (permanent) construction!
Om commerciële succesvol te blijven, moeten bedrijven in staat zijn om in een steeds hoger tempo nieuwe produkten en diensten op zodanige wijze te ontwikkelen en te commercialiseren, dat ze onmiddellijk perfecte oplossingen zijn voor actuele klantproblemen.
We spreken over het permanent creëren van unieke waardevoorstellen.
De running lean methode van Ash Maurya laat toe om niet alleen snel en gefocused op de belangrijkste risico's te werken in het ontwikkelingsproces van nieuwe produkten en diensten, maar daarbij ook permanent met early adopters te interageren. Dit laatste maakt het mogelijk om te leren en onmiddellijk bij te sturen.
So far so good... Vaak wordt het vergeten maar ook de commercialisering van nieuwe produkten en diensten moet eveneens nieuw ontwikkeld worden. Wanneer marketing en verkoop na (of al tijdens) de ontwikkelingsfase grondig nadenken over een nieuwe commerciële aanpak voor het lanceren van deze producten en diensten, en deze nieuwe verkoopprocessen ook grondig testen, stijgt de kans op een succesvolle lancering aanzienlijk.
Bij deze aanpak van idee tot commercialisering, is het belangrijk om veel aandacht te besteden aan het samenstellen van het innovatie team, het proces uit te tekenen, en te zorgen voor de juiste begeleiding.
In order to continue being commercial successful, companies must be able to develop and commercialize new products and services in an ever-increasing pace and in such a way that they are immediately perfect solutions to current customer issues.
We prefer to talk about permanently creating unique value propositions.
Ash Maurya's running lean method allows not only to work quickly and focused on the major risks in the development process of new products and services, but also to interact with early adopters permanently. This latter makes it possible to learn and to adapt immediately.
So far so good ... Often forgotten, but also the commercialization of new products and services must also be developed. When marketing and sales after (or already during) the development phase thoroughly reflect on a new commercial approach for launching these products and services, and also thoroughly testing these new sales processes, the likelihood of successful launches increases significantly.
In this approach from idea to commercialization, it is important to devote a lot of attention to the creation of the innovation team, to drawing the process, and to ensure proper guidance.
Who said it would be easy? Innovation is more than hard work.
Innovative solutions and the corresponding value propositions are only relevant if they fit at three levels
In the first place, an innovative solution and its corresponding value proposition have to address the identified challenge or problem for your company and the customer.
All great ideas are of little significance if they are not appropriate solutions for the identified problem(s). Therefore it is very important to identify first all real challenges or problems, to cluster and prioritize them (assigning weight) for example on the basis of the impact that they (can) have for the business. A facilitator can help you with the process of identification, clustering and prioritizing. It is important to be able to start from the underlying real problem or challenge, which often manifests itself not immediately and clearly. Every innovative idea must first be checked against the problem to determine whether it can be a suitable solution to this fundamental problem.
Secondly, each solution (product and/or service) must be appreciated and validated by the customer.
It must be examined in the market and among customers if the solution is really valuable to the customer and whether there is a positive reaction of the customer. What are the chances that the solution really get a grip on the market and target audience?
Finally, there should be a search for the way the innovative solution (product / service) fits into the business model.
In other words, it should be considered whether the innovative solution actually can be set up, can be organized and embedded in to a profitable and scalable business model.
About the author:
Chris Delvaux has over 15 experience as a senior consultant. He is specialized in go-to-market optimization, business model innovation and service design. He facilitates and coaches teams in commercial transformation projects from the analysis to the result. He works strategically AND pragmatically. He has worked for clients such as Baxter, Nashuatec (Ricoh), DVV Insurance, Associated Weavers, Stihl Benelux
Revolutionise your business. Get more value out of your business by using the Business Model Navigator to innovate your business. It builds on the central idea that successful business models can be constructed through creative imitation and recombination. (Oliver Gassmann, BMI-Lab)
Commercial innovation by developing a new business model
Commercial innovation by developing a new business model, is one of the possibilities to create added customer value.
What is the best way to do it?
You can find some interesting tips about developing a new business model in the video from the University of St Gallen, Switzerland. (By Prof. Dr. Oliver Gassman). The video is also about typical myths in innovation.
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If you want more information about commercial innovation by developing a new business model, CONTACT THRUST
For more information on business model innovation, go to www.bmi-lab.ch