The value proposition challenge
What exactly should the value propositions be that we sell to our clients and how do we organise ourselves best to deliver them?
GreySpace comment
This leads to three questions that concern leaders establishing knowledge-based organisations:
Why would you wish to develop an offering in consultancy to your end users? To what extent, for example, does it enhance your core business? Does it put you in conflict with a key part of your customer base? What would be the consequences of not engaging in consultancy?
What intellectual property can you offer and how should you package and sell it? Which are the main gaps in the market that your company could explore?
How should you structure the business to best effect? In particular, how will the rest of the organisation react to a new consultancy line of business?
Case example
Our Navigator programme is designed to support organisations introducing consultancy value propositions. In it we address:
- How to develop compelling propositions based on the intellectual strengths of your company
- What is the ‘best' portfolio of client relationships and service offerings in the short and medium run?
- What are the main performance drivers and how are these to be measured? How does this line of business affect our core values?
- What are the most effective channels to market? For example, how should we promote ourselves as consultants?
The Navigator programme can be run with both new businesses and with existing ones that want to reappraise their positioning. It consists of three main stages:
- Research into your existing business to establish a clear context for the consultancy business
- Navigator workshop(s) with key players in the business leading to an action programme
- Implementation of the action programme
