Driving Customer Wallet Share
Based on the assessment done opportunities were identified for knowledge and service-based offering as opposed to the earlier product-based offering.
Completely new business lines and revenue streams were defined.
These initiatives saw a 25% increase in overall revenue, most of these revenues being contributed by existing customers.
Manufacturing and infrastructure; global leader in factory & industrial infrastructure, B2B.
To enhance revenue from cross-selling opportunities to a B2B market.
Customer centric culture assessment
Terragni experience grid
Terragni experience assessment
Driving Faster New Product Adoption
The barriers to engagement and usage of the new product were identified including the product features and the customer journey.
The perceptions of “Perceived Effort” were identified.
Motivation was designed for adoption.
The new product saw sales doubling in an 18-month period.
Manufacturing engineering; German multinational, B2B & B2B2B.
India is a price-sensitive market the company was losing market to cheaper local rivals. In order to counter this, the company customized an India specific range. The challenge was driving adoption and engagement for this range.
Quantitative, qualitative & neuroscience research.
Customer journey mapping
Channel Design For Driving Step Growth
Using the Terragni channel assessment model, identified the top 15% of high potential channel partners.
A specific program of product launches, communication, revenue share, cash flow support was created for this high potential target of dealers.
Redesigned the loyalty program for all channel partners.
Electrical & home products; world leader European International, B2B2C.
Redesigning the channel to deliver 3X growth.
Friction (effort assessment)
Channel assessment model
Driving Channel Wallet Share
Eliminating points of friction in the dealer journey.
Redefining communication strategy with the channel.
Redesigning the loyalty program for the channel.
Consumer & white goods; one of the top 5 consumer good companies, B2B & B2B2C.
Due to decreasing engagement with the brand, channel partners were shifting to the competition. This led to the slowing down of new opportunities and revenue growth from the existing dealer network.