Explore and adapt to changing needs by redesigning customer value.
According to Peter Drucker, the purpose of a company is to create a customer . The focus on the needs of the customer, and to create corresponding offers is the purpose of every organization.
Only if the customer sees value in the offer of the organization, he will enter into bartering. However, as customer needs may change over time and the competitive landscape is not stable, it makes sense to review and track customer value.
Customer value is one of the great sources of renewal. Every market-shaping innovation revolves around a new value proposition.
New value is created from deep innovation, challenging the basic assumptions of the industry, making offers available to new (large) customer groups, and also taking into account value elements for other stakeholders.
With a little structure, many questions and a bit of courage, your organization can also generate new customer value.
 Peter Drucker: The Practice of Management, 1954
Our model for customer value
(1) Status Sketch the stakeholders, trends, portfolio, identity, competition...
(2) Ideas Value curve, assumptions and beliefs, customer groups, platforms
(3) Hypothesis set up and prioritize the tests
(3) Test and prove traction
(3) Implementing and scaling
tailored to the situation of your organization and together with your innovators:
Structured co-creatives workshop program
Based on the vision, strategy of your organization derivation of the innovation thesis
Development and prioritization of ideas
Establish options and hypotheses for business models
Building the venture teams and partner landscape
Provide the appropriate transparent methodology for each phase
Get in contact! I am eager to briefly reflect on the challenges you are facing!