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Product/Services Overview:

BUSINES MODELS: Business Models service as the part of SDP’s Management Consulting & Government Advisory service offering for Public, Private and Social sector clients.

 

Product/ Service Delivery Duration:

Min 2-3 months depending upon Size of offering required and Scope of Work.

 

Ideal Client Type:

Public, Private and Social sector clients: International Agencies, National Governments-Ministries; Local Governments-Municipalities, Development Authorities, Smart City SPVs/ offices, Private Companies.

 

What is in the package of Product/Services (Deliverables)?

Business Models report, guidelines and recommendations

 

Product Offering/SoW Overview:

  • Identify the smart initiative business model.

  • Size the value of your solution in the target segment.

  • Confirm that your product or service solves the problem.

  • Test the channel and support strategy.

  • Stakeholders consultation with industry experts and investors.

  • Determine the Smart City immediate needs.

  • Define what the smart community will look like.

  • Perform a gap analysis.

  • Outline financing and budgets.

  • Capture the low-hanging fruit.

  • Develop and implement pilot projects.

 

Key Benefits:

  • Identify the smart initiative business model.

  • Size the value of your solution in the target segment.

  • Confirm that your product or service solves the problem.

  • Test the channel and support strategy.

  • Stakeholders consultation with industry experts and investors.

  • Determine the Smart City immediate needs.

  • Define what the smart community will look like.

  • Perform a gap analysis.

  • Outline financing and budgets.

  • Capture the low-hanging fruit.

  • Develop and implement pilot projects.

 

Additional Free Offerings:

SOLUTION SCAN

BUSINES MODELS

$0.00Price
  • •Reactive: undergo a crisis that the current business model cannot respond to

    •Adaptive: adjust, improve, or defend the current business model

    •Expansive: launch a new technology, product or service

    •Proactive: prepare for the future.

    •Internal vision: the company must be able to understand the needs of the most relevant actors for a successful initiative and identify the factors of change that can have a greater impact on the current business model (digital transformation, globalization, circular economy …) For this, it is essential for the organization to look beyond its walls.

    •Organizational inertia: the difficulty of overcoming the prevailing logic of the company limits the ability to generate ideas, which questions the conventions on which the current business model is based. To overcome this challenge, critical questioning and using analogies are key.

    •Product-focused vision: companies tend to have a very product-oriented approach, which makes it difficult to think in terms of the business model. Introducing the notion that the company is a system, that the product is a key part of this system, but not the only one, may contribute towards a more systemic vision of the company.

    •Fear of cannibalization: sometimes the new business model requires dropping some current source of income to replace it with another. This spurs misgivings and delays decision-making. A clear example is Kodak, the company that postponed its transition to digital photography, as a large part of its income came from photography reels, while other companies seized the opportunity. The outcome led to Kodak losing its leadership position. It’s worth remembering that when the moment comes, if you don’t cannibalize yourself, someone else will do it for you.

    •Resistance to change: any transformation of the current business model implies, to a greater or lesser extent, changes. There are many reasons why people in the organization may be reluctant to change and may even have incentives to boycott the new initiative. This is one of the aspects that can cause the implementation of the new business model to fail. Transparency, empathy, communication and personalized responses are essential to overcome this scenario.

    •Risk aversion: during the implementation phase, one of the greatest challenges is to launch the new business model in phases to avoid damaging the company’s image, in case something does not go according to plan. Care must be taken to meticulously plan in which customer segments or geographical territories to start  the implementation.

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