BM.9 Generate ideas for the customer relationships block

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OVERVIEW

This activity aims to generate ideas for how to address hotspots or strategic changes related to the customer relationships block.

INPUT

Hotspots or strategic changes related to the customer segments block from the activities ST.7 Do a SWOT Analysis, BM.2 Gather additional data on the business model, and BM.3 Gather additional data on operational performance.

OUTPUT

Specific ideas for how to change the Customer Segments block to address the hotspots or strategic changes, used in the activities BM.4 Generate business model concepts at the big picture level – if taking a ‘Bottom-up’ approach, BM.15 Evaluate the benefits, and BM.16 Evaluate the costs and BM.17 Evaluate the risks.

TEMPLATE

HOW TO GO ABOUT IT

  •  A ‘product/service system’ business model requires the customer to pay for an on-going service (for the use of a product), instead of a one-o transaction to purchase the product. This provides many more opportunities to engage with the user to o er new services and gather feedback. For example, the machinery supplier to the Tasty Tuna Company might o er a product/service system for its steam boiler equipment that would involve the Tasty Tuna Company paying a fee for each tonne of tuna cooked using the equipment instead of purchasing the equipment itself. This would allow the supplier to o er other added value services such as maintenance and energy use optimization services.
  •  A product take-back scheme for end of life products may require the customer to contact the company to arrange the collection and recycling of the product. This provides an opportunity to gather feedback on the customer’s level of satisfaction and perhaps o er the customer a discount on a new model.
  • A longer term engagement with customers can be encouraged through the creation of a ‘customer sustainability board’, particularly when dealing with business-to-business customers. This board can be formed from a small group of motivated customers that have some interest in supporting the company to improve their sustainability performance. The customers selected to participate in the board should have gender expertise or should be provided with training on gender equality issues. Gender equality should be part of the standing agenda for the meetings. The board should meet once or twice per year to find out about the activities the company is undertaking to improve its sustainability performance and provide feedback and suggestions for how the company could improve its performance. This type of external review can be very helpful in ensuring that the eco- innovation activities of the company are aligned with the interests of the customer and stay on track during the long process of implementation.

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