The PakTek–Artios LiveCase creates a dynamic scenario in which learners assess a B2B customer-supplier relationship and identify opportunities for its improvement in order to generate increased value and growth for both companies.
The PakTek–Artios LiveCase creates a dynamic scenario in which learners assess a B2B customer-supplier relationship and identify opportunities for its improvement in order to generate increased value and growth for both companies.
This case explores the relationship between PakTek, a leading manufacturer of packaging and processing machinery and complete filling lines, and its key customer Artios, one of the world’s fastest growing FMCG manufacturers, that serves major global brands as well as national retailers and smaller, independent brands.
This case explores the relationship between PakTek, a leading manufacturer of packaging and processing machinery and complete filling lines, and its key customer Artios, one of the world’s fastest growing FMCG manufacturers, that serves major global brands as well as national retailers and smaller, independent brands.
Bosch Rexroth, a mid-sized player in the global automation industry, disrupted the competitive landscape with its open approach to industrial automation. In an industry accustomed to locking-in customers with proprietary technology, Bosch Rexroth challenged established practices with an interoperable system that broke down tech barriers and paved the way for comprehensive automation solutions.
Bosch Rexroth, a mid-sized player in the global automation industry, disrupted the competitive landscape with its open approach to industrial automation. In an industry accustomed to locking-in customers with proprietary technology, Bosch Rexroth challenged established practices with an interoperable system that broke down tech barriers and paved the way for comprehensive automation solutions.
This case explores InsurTech start-up Lemonade’s disruptive new business model aimed at creating and delivering a ‘shockingly great user experience’ around a ‘lovable brand’ – in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry.
This case explores InsurTech start-up Lemonade’s disruptive new business model aimed at creating and delivering a ‘shockingly great user experience’ around a ‘lovable brand’ – in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry.
This case explores InsurTech start-up Lemonade’s disruptive new business model aimed at creating and delivering a ‘shockingly great user experience’ around a ‘lovable brand’ – in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry.
This case explores InsurTech start-up Lemonade’s disruptive new business model aimed at creating and delivering a ‘shockingly great user experience’ around a ‘lovable brand’ – in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry.
This case explores InsurTech start-up Lemonade’s disruptive new business model aimed at creating and delivering a ‘shockingly great user experience’ around a ‘lovable brand’ – in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry.
This case explores InsurTech start-up Lemonade’s disruptive new business model aimed at creating and delivering a ‘shockingly great user experience’ around a ‘lovable brand’ – in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry.
This industry note introduces the world of insurance and the principles on which the industry works, with a focus on property and casualty (P&C) insurance in 2019. It explains the core elements of insurers’ business models and how they make money. It describes different types of insurance companies, the key industry players, and how distribution channels are organized.
This industry note introduces the world of insurance and the principles on which the industry works, with a focus on property and casualty (P&C) insurance in 2019. It explains the core elements of insurers’ business models and how they make money. It describes different types of insurance companies, the key industry players, and how distribution channels are organized.
This case explores InsurTech start-up Lemonade’s disruptive new business model aimed at creating and delivering a ‘shockingly great user experience’ around a ‘lovable brand’ – in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry.
This case explores InsurTech start-up Lemonade’s disruptive new business model aimed at creating and delivering a ‘shockingly great user experience’ around a ‘lovable brand’ – in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry.
WeWork has seen a decade of growth with a disruptive new service business model in a rapidly transforming industry: shared office space for start-ups (and increasingly for big companies) thanks to its understanding of workplace trends such as the ‘gig’ economy, the rise of millennials and Generation Z in the workforce, more collaborative office work and tech-enabled mobility of employees.
WeWork has seen a decade of growth with a disruptive new service business model in a rapidly transforming industry: shared office space for start-ups (and increasingly for big companies) thanks to its understanding of workplace trends such as the ‘gig’ economy, the rise of millennials and Generation Z in the workforce, more collaborative office work and tech-enabled mobility of employees.
This case explores the relationship between PakTek, a leading manufacturer of packaging and processing machinery and complete filling lines, and its key customer Artios, one of the world’s fastest growing FMCG manufacturers, that serves major global brands as well as national retailers and smaller, independent brands.
This case explores the relationship between PakTek, a leading manufacturer of packaging and processing machinery and complete filling lines, and its key customer Artios, one of the world’s fastest growing FMCG manufacturers, that serves major global brands as well as national retailers and smaller, independent brands.
This case explores InsurTech start-up Lemonade’s disruptive new business model aimed at creating and delivering a ‘shockingly great user experience’ around a ‘lovable brand’ – in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry.
This case explores InsurTech start-up Lemonade’s disruptive new business model aimed at creating and delivering a ‘shockingly great user experience’ around a ‘lovable brand’ – in an industry plagued by low customer satisfaction. The digital disruptor leverages principles of behavioural economics to address conflicts of interest and mistrust which prevail in the existing industry.
Subscription-Based Business Model Innovation, Recurring Revenue Models, B2B Service-Growth Strategies, Servitization, Product-to-Service Salesforce Transformation, Customer Solution Selling, Service Business Model Innovation, Free-to-Fee Service Pricing, Digital Transformation in Industrial Companies, B2B Customer Value Management, B2B Data Monetization (Commercialization) Strategies, Strategies B2B Customer Value Management
