Digital business model
The digitisation debate is constantly present, the digital change is in full swing. Keywords such as 5G, IoT and Industry 4.0 characterize the discussion and above all make one thing clear: digitization in Germany has a very one-sided focus on technology. This means that digitization is not consistently thought through to the end, because human components are regularly ignored. However, the historian Yuval Harari sees digital change as one of the most important reasons why the way we live in the 21st century is changing.
In this context, many companies are faced with important questions, such as: Do I want to be an “enabler of digitization” in the future or do I want to operate a “digital business model”? While the role of the enabler can be defined relatively easily in technical terms, the requirements for the definition of a successful digital business model are much more demanding. After all, the goal of digital business models is disruption. This means, replacing the existing analogue system with a digital solution – just as Amazon has put traditional trade under pressure, Spotify has changed the music industry and Uber revolutionized our mobility. All of these business models are successful and will remain so in the future because they are better than their analog counterparts. With the help of digital technology these companies can more accurately analyze their customers’ needs, identify wishes and solve “pain points”. This gives each and every customer the feeling of always getting an individual treatment and not a standardized solution – lot size 1 instead of 08/15. In conjunction with a clear brand promise, customers will also be willing to pay extra and the digital solution will become a brand-driven business model
What we offer
We support you in defining the business model as part of your digitization strategy. Our aim is to create a customer experience from your products, services and performances and to bundle it under your brand.
For this purpose, we begin with a detailed analysis of the customer-specific “ecosystem” and the subsequent identification of the individual user needs. What data do you already have about your customers? We analyze your current “knowledge” about your clients and show you ways and possibilities so that this potential can be increased and channeled. Which points of contact with the brand are decisive and what could be improved in these “moments of truth”? As customer advocates, we question the “user experience” in everyday life – together we look for possibilities and opportunities in forward and backward integration in order to positively surprise the customer with an integrated offer. Finally, we will examine the question: How can I make it as easy as possible for the customer? We structure your offering portfolio in such a way that the customer finds himself at ease without changing his mindset and leaving his comfort zone. This is the basis for your digital business model.
In a final step, we check your digital business model for an essential quality criterion: Is it a “no-brainer” for your target group? Or in other words: Is it so simple and attractive that your customers don’t think about alternatives?
You will have the opportunity to generate additional revenue by offering relevant, differentiating services for the digital age that are tailored to the needs of your target group. In addition, you will systematically expand your knowledge of your target group, strengthen interaction with your customers and build emotional closeness to your brand. This prevents your business model from being endangered by disruptions. In the digital age you will be well equipped to hold your own against Jeff Bezos and his motto “Your margin is my opportunity” in the long run.