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      • Innovation and Design
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        • Optimizing Customer Journeys
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      • Service Performance Management
        • Service Operations Strategy
        • Lean Six Sigma Service Management
      • Technology
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        • Field Service Management
        • Spare Parts Management
      • Industrial Asset Management
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Strategy

The challenges of solutions strategies

A successful solutions business is hard to implement. Whether or not it is the right competitive approach depends on a company’s strength in the market, how well it knows its customers (domain knowledge) and to what extent it is willing to invest in the necessary capabilities (possibly meaning a permanent […]
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Servitization: Manufacturing Paradigm Shift or Simply a Business Model?

Is ‘Servitization’ a paradigm shift in manufacturing or simply a manufacturing Business Model to deliver services specifically supporting the customer’s use of the manufactured product?
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Collaborate to Compete: Potential for Independent Service Companies (Part 2)

Based on the reasoning described in Part 1 of this article, we can conclude that for collaboration to make business and economic sense, in particular for smaller and medium sized companies such as most of those operating independently in technical / industrial (after sales) service markets, it must help make […]
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Managing international service operations: One size fits all doesn’t cut it

Most discussions regarding geographic or international expansion for industrial companies has traditionally been centered on products. Usually a company starts by positioning a sales force in a territory, either directly or through channel partners, such as dealers, distributors or agents, and, as orders come in, exports from its engineering and […]
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Are ‘Solutions’ the right way to compete

The concept of competing through “solutions” has been around for at least 30 years. Numerous “tier 1” manufacturers / OEMs (power, plant and process machinery, aircraft and engines, earth moving equipment) created solutions businesses to better target vertical markets, particular customer segments and/or large strategic accounts. For example industrial automation […]
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We help clients design and execute service based strategies to build market and competitive advantage and sustain it in the future. We work with managements and their key stakeholders to outline choices and develop the actions required, while improving strategic planning processes and boosting the organization’s execution capabilities, decision making and capacity to initiate and manage change.

Our initial focus is on understanding market and technology trends in a rapidly evolving environment, seek out opportunities and identify disruptive threats and changes to the rules of the game. We then help develop new ideas and design competitive models and offerings portfolios that provide the best potential to create value. Our analysis includes identifying  “hidden” strategic assets (resources, capabilities, data) as well as gaps to close and necessary investments.

Our recommendations are based on robust data and emphasize action planning and systematic execution. Our focused expertise allows us to provide deep insights into key issues, while at the same time sharing perspectives from different industries and sectors.

Key strategy focus areas:

  • Market dynamics, growth drivers and industry economics
  • Structure and positioning in industry value network
  • Nature of demand and customer buying behaviour: Customer journeys, perception, experience and value
  • Disruption, digitisation and technological innovation: Proneness to threats and opportunities
  • Competitive benchmarking : Established and new players; Hidden threats
  • Business models and offerings: Products, services, solutions and bundles
  • Technology potential
  • Strategic intent and company’s self-identity
  • Company strategic assets
  • Transformation and risk

 

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Implementation

For companies making strategic service transitions, complexity of offerings, processes and customer relationships increases and organisational capacity and company culture come under stress. Strong execution is therefore crucial  for successful outcomes. But execution is hard. It usually involves longer time periods than planning, during which market and competitive conditions change. It draws in many people at multiple levels of the organisation, deals with numerous concurrent initiatives and requires significant resources. It can be affected by different internal factors, many difficult to deal with, including culture, power structures, incentives, controls, accountability and communications. However strategies that aren’t executed well invariably fail.

We view strategy and execution as two sides of the same coin. As a firm that combines a background in both analysis and management practice, we are uniquely positioned to support business leaders in strategy implementation and change initiatives. Using proven concepts and methodologies, our unique understanding of what works in different contexts helps translate strategic objectives into operational plans; adjust structure to new requirements; coordinate and manage multiple change projects and initiatives; design communications and incentives frameworks to achieve stakeholder buy-in; foster necessary performance culture; and implement effective feedback and control mechanisms, while fostering learning and evolution.

We work closely with executive and management teams to impart knowledge and experience as well as proven methods and techniques. We facilitate formal workshops to train, debate, identify problems and pinpoint solutions. Our involvement ranges from support for some execution actions, to management of full implementation and business transformation programs.

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Our capabilities

  • Strategy
  • Innovation and Design
  • Go To Market
    • Market and Customer Research
    • Optimizing Customer Journeys
    • Sales and Marketing Organisation
  • Organizational Transformation
  • Service Performance Management
    • Service Operations Strategy
    • Lean Six Sigma Service Management
  • Technology
  • After Sales Services
    • Field Service Management
    • Spare Parts Management
  • Industrial Asset Management
  • Outcome based Services
  • Service Procurement
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