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Whatever your digital maturity, we help you take the next step

Our consulting services deliver insights and solutions carefully tailored to your organization, your technical capabilities and your customers’ needs.

We bring new perspectives to understanding and shaping customer journeys and work with you define the ideal role of digital in the channel mix.

Methodology

Our 4-step framework is designed to cover the full spectrum of digital transformation while being adaptable to unique business and customer needs. The modules work seamlessly together to design, plan and implement digitalization initiatives but can also be applied independently depending on the challenge at hand or the digital maturity of your business.

1

1
Channel Strategy Creation

3 - 4 weeks (excluding optional market research)

We define channel goals and work with client teams to develop appropriate KPIs as a basis for creating a channel role matrix based on top priority customer journeys. If necessary we also make suggestions to fine tuning organization to support implementation

Back
1

What does a business need to think about readjusting its channel strategy?

  • Channels work in silos with no clearly defined KPIs across channels
  • Customer interaction is planned and managed from a channel rather than customer journey perspective
  • Lack of omnichannel objectives
  • No transparency of channel efficiency and e2e conversion
  • Competitors have an edge when it comes to overall customer experience

How do we approach channel strategy assignments?

  1. Stakeholder interviews
  2. Analysis of internal channel data and conversion kpis
  3. Market research in order to develop personas based on digital affinity for customer base mapping
  4. As-is and to-be mapping of key omnichannel acquisition and service journeys (target picture development)
  5. Channel role matrix creation
  6. Short list of potential initiatives aimed at facilitating a transition towards the defined channel roles
2

2
Digital Strategy Creation

Approx. 6-7 weeks

Based on the channel roles defined in the channel strategy we develop a target picture for the digital channel which is broken down into tangible steps on the road to implementation. We propose process and platform adjustments along clearly defined channel kpis, including recommendations for introduction of new capabilities where necessary. We also cover enablers such as organizational, compliance or legal aspects.

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2

When does a business need to consider developing a new digital strategy?

  • The link between digital developments and commercial metrics is not transparent
  • There is no clear prioritization of potential digital developments in the areas of acquisition, customer service and marketing – no clarity regarding the best ROI investment opportunities
  • Digital experts’ place in the organization is the result of chance rather than design, leading to potential duplications or unclear roles and responsibilities
  • Overall business benefits and objectives of digitalization not clearly defined and communicated within the organization

How do we approach digital strategy assignments?

  1. As-is mapping of current digital operation as well as running and scheduled projects
  2. Competitor analysis, competitive landscape mapping
  3. Internal interviews with key stakeholders, joint definition of key commercial targets
  4. Overall business benefits and objectives of digitalization not clearly defined and communicated within the organization
  5. Interactive workshop designed to co-create the digital target picture
  6. Definition of key focus areas and KPIs
  7. Impact modeling and cost-benefit ranking of potential initiatives
  8. Identification of key technology, compliance, legal and organizational enablers
  9. Development of 3-6-12 months implementation roadmap including mapping of stream owners and KPI assignment
  10. Development of recommended implementation governance
3

3
Design Sprint for Prototyping

Approx. 2-3 weeks (incl. preparatory stakeholder alignment and follow up material development)

Finding the best digital capability is a function of what works best for your customers and what you can consistently make work as a business. We strongly believe in prototyping as a means of accelerating initiative development for critical focus areas. We work with variations of the Google Design sprint methodology to guide teams from idea to customer validated prototype in 4 to 5 days.

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3

When is prototyping right for your business?

  • Focus areas are clearly set but specific initiatives are yet to be defined
  • Complex internal decision making processes are slowing down capability development
  • You are looking to create products and services that are centered on customers’ needs but the traditional product development process is not ideal for achieving this goal
  • You need to create a long list of viable project ideas… quickly

How do we approach design sprints?

  1. Preparatory stakeholder interviews to define deliverables and commercial targets
  2. Design sprint: we work with client teams to define, design, develop and test working prototypes based on the Google Design Sprint methodology. Main elements remain the same but we do make minor adjustments to optimize for available time and client resources.
    • Target picture development based on business goal
    • Topic deep dive with best practice sharing
    • Idea generation filtering
    • Storyboarding
    • Prototype creation
    • Customer testing
    • Summary and next steps decision support
4

4
Tender Process Support

Approx. 2-3 months

If the targets are clear and the necessary capability developments have been identified, whatever is not developed in-house will be supplied by an external vendor. For new (large scale) technologies and platforms this typically means conducting a tender process, even if existing technology partners are welcome to submit proposals. We support clients end to end during the tendering process, utilizing extensive client side commercial experience in tenders on a host of solutions (app developers, digital agencies, forum solutions, chat & messaging solutions, knowledge management systems, marketing automation tools, A/B testing platforms, etc). We work with businesses to ensure you select the best possible, commercially viable solutions.

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4

When does your team need support in running a tender process?

  • Your commercial team doesn’t have sufficient experience with the relevant solution to be able to formulate future proof functional requirements
  • Your procurement department does not have sufficient experience in conducting tenders for technology vendors
  • Existing projects place too much strain on business and procurement teams, resulting in significant potential delays in vendor selection

How do we approach tender support?

  1. Assess stakeholder and expert requirements from across the business
  2. Competitive landscape creation and long list proposal
  3. Tender document functional requirements creation and submission for validation, multiple iteration rounds
  4. Impact modeling for commercial assessment
  5. Development of evaluation matrix covering all features listed in the RfP document
  6. Assessment of submitted materials, shortlist recommendation
  7. Organization of presentations for shortlisted vendors
  8. Pilot selection and project management (optional)
  9. Recommendation regarding best submission, creation of decision support materials
5

5
Implementation support & project management

TBD - this module is entirely dependent on the relevant projects

We decided to place a special focus on implementation support after seeing many instances where digital failed to deliver the desired impact because something went awry during the supposedly straightforward implementation phase. Making digital work requires a unique combination of commercial, technical and cultural aspects which are not always a given, especially in businesses that are not pure digital from the outset. We guide clients in the implementation and go to market phases of digital projects with an emphasis on training in-house teams to be able to execute follow up projects independently.

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5

When do you need support implementing digital projects?

  • The necessary subject matter or commercial skills are missing within the organization, but extending the number of FTEs is not an option
  • The project is disruptive in its nature and implementation would place less strain on internal teams if managed by an objective external consultant
  • Inhouse experts have no free capacity in the foreseeable future

How do we approach implementation support and project management?

  1. RACI and project governance alignment
  2. Detailed project plan creation with dependencies
  3. Regular milestone reporting and escalation if necessary
  4. Regular alignment with all involved internal and vendor teams
  5. Creation of all necessary presentation and decision support decks, memos, follow up materials

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+36 30 444 0276
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