“Experience Selling”: Let your customers share their experiences with your services. Benefit from the knowledge gained and offer your customers this experience together with your products. Examples include Starbucks, Harley-Davidson and Swatch. “Customer Loyalty”: Sell your customers an attitude towards life and a sense of belonging, instead of “just” products. Examples include Harley-Davidson and Louis …
What does product design mean? The design of products should not be left to chance; rather, products should reflect and meet today’s and tomorrow’s customer needs and the needs of one’s own company. To do this, the market must be observed; customers and their customers should be involved in the analysis of needs. This needs …
“Cross Selling”: Include products in your portfolio that complement your services and bring additional benefits to customers. Examples include Tchibo, Shell and IKEA. “Guaranteed Availability”: If you guarantee product availability or delivery times to your customers, you can usually sell more and charge higher prices. With the higher sales volume and higher margins, you can …
“Cash Machine”: Have your customers pay in advance so that you can then use it to make payments to your creditors with payment terms. Examples include discount stores. “Crowdfunding”: Generate cash from a large number of investors who believe in your idea, and at the same time draw attention to your project. An example of …
“Add-on”: One model from the St. Gallen Business Model Navigator suggests “add-on” pricing, which provides a base price for a basic service and surcharges for extras that allow customers to customize the service according to their needs. Examples include Ryanair and SAP. “Auction”: Let your customers determine the price they are willing to pay. Depending …
The “St. Gallen Business Model Navigator” is a tool set for developing business models. Key principles of this tool-set are free thinking (“There are no sacred cows.”), extensive use of , including recombination of possibilities, an iterative solution approach and consistency. Consistency between actual internal capabilities and realistic assumptions about competitive opportunities and customer perceptions …
The “Business Model Canvas” published by Alexander Osterwalder and Yves Pigneur in 2010 is a pragmatically conceived procedure with which you can describe, document and critically question, supplement and optimize your business model. The charm of the Business Model Canvas is that the underlying principle is universally valid and can be applied to all industries …
Why do companies need strategies? Strategies specify sensible ways to achieve goals with which companies can be successful. So before strategies are developed, appropriate goals must first be formulated towards which strategies can be directed. Strategies are used to make decisions for certain courses of action and against other possible courses of action. In this …
Leadership mentor and visionary leadership expert Heinz Kägi accurately observed that a present without vision leads to a future without meaning. Without meaning, power is lost in the organization. A vision enables you to “lead your organization from the future.” Otherwise, you will be too mentally “caught up” in the present day business and drift …
“Corporate strategy” is understood to mean the choice of appropriate means for achieving corporate goals and the orientation of corporate policy. When talking about , the question of the strategy model used often arises quickly. Models and theories can help methodically in the coherent formulation of strategy. They can also help to take a bird’s …