Our client had many questions which we helped him to answer.
Should we adopt the same strategy as one of our competitors who has just made an acquisition that greatly expands its position in the value chain? If so, what risk does this represent in terms of loss of market share in our historical business? If not, how can we evolve to increase our revenue sources? Should we invest in a new version (adapted to the current technical environment) of the solution developed 5 years ago? If so, what would be the associated value perceived by our customers? If not, what other solution would provide the same value?
The perfect match
Multidisciplinary team to answer all the problems
From modeling the value chain to defining evolution scenarios
And concretely?
10
banks and client partners surveyed
3
value chain modelling of banking customers
5
strategic responses to clients
Our methodology
Establishment of a multidisciplinary team to address all issues.
Modelling
Modeling of the value chain of the process concerned (including definition of the sources of costs, revenues and key performance indicators on the value chain).
Benchmark
Carrying out interviews with representative actors of the process ecosystem to know their expectations towards the industrialist to improve the value of the process and formalizing the results in the form of benchmarks.
Scenarios
Definition of process evolution scenarios.
Analysis
Analysis of the net and gross value of the different scenarios compared to the expected value.
Crossed views
The benchmark conducted in several countries highlighted the diversity of field service operating models for payment terminals. We have proposed best practices to increase the value proposition of these services in France.
Thierry Leblond
Head of Payment Advisory | Oaklen Consulting
During the interviews with the client's partners, our expertise and independence allowed us to express their expectations and fears regarding the strategy. The client entrusted us with this mission for this reason.
