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Executive Service Roundtable 

How to Monetise Advanced Services 

Generating revenue streams to drive ROI and growth  

Join our next Executive Service Roundtable about "How to Launch New Services Successfully"

A few notes from the discussion sessions
  • Developing new viable offerings requires deep insights into the market and customer.
    • This is hard work based on all kinds of information, including – but not only – input from customers. 
    • We need to develop a vision of how the market and business of customers work and are evolving. How do they make their money? What are their critical success factors? How will their operating model change? What capabilities must they develop? 
    • If we only ask customers what they need or want, we will remain stuck in business as usual. As the anecdote says: If Henry Ford would have asked what people wanted, the answer would have been: faster horses. 
    • There is not one customer. Different segments have different challenges, pain points and needs. We have to develop deep customer insights for each single market segment that is relevant to our (future) business. 
  • Developing new service offerings (and business models) is a journey with different stages: 
    • In the first phase it’s about validating:  
      • The customer pain point, which is recognised and confirmed by the market. 
      • The envisioned solution as a viable solution for customers. 
      • The willingness to pay. 
      • An interesting addressable market (quantified). 
    • Next is establishing a Minimum Viable Product, which gets the buy-in of the first movers (innovators) and the early adopters.  
    • Next is further maturing and enhancing the offering and attracting the more critical first majority. And scaling up the commercial and operational capabilities. 
    • Early business case. 
    • In each phase, the internal challenge changes from getting buy-in to invest to building and aligning all internal capabilities (like marketing, sales, engineering, product development and delivery). 
  • We do need a strategic approach, in which bold choices are made, also on what NOT to do. 
    • An option is to focus on the internal value of developing (digital) capabilities first, before focusing on value propositions for customers. 
    • We need to ensure that the new services will benefit our company. Here we need to differentiate sustaining innovations (protecting our business and “license to operate”) and growth innovations (finding new growth trajectories). 
    • Often overlooked, is the competitive landscape: 
      • What is our current competitive position, are we ahead of the curve or lagging? This has a big impact on our chances of success. 
      • How easy is it for competitors to launch the same new offerings?  
      • Avoid commodity trap. If all companies are jumping on the same band-wagon, there will not be much differentiation and growth opportunity.  
        On the other hand, it might be a necessary sustaining innovation.

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