Business models that pay off.
Together we find out where new growth lies and make the value of every initiative measurable before it is built. That way the impact shows in the P&L.
- Goal, strategy, operation
- A calculation per initiative
The problem
Many ideas, but no clear priority.
If the value of an initiative is unclear, there is no way to decide which one comes first.
- Growth depends on single projects without a shared plan.
- Nobody can say what an initiative brings in the P&L.
- New business models stay on slides.
- The goals of the individual divisions contradict each other.
- Clear goals with benchmarks that management stands behind.
- A business case per initiative that shows cost and benefit.
- A business model that works in the market.
- Steering with a few clear metrics.
Quick check
Where does your business model stand today?
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Stage 0
Gut feeling
Decisions on new initiatives are based on experience and judgment. Reliable figures are missing.
- Goals
- missing
- Steering
- missing
- Impact
- missing
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Stage 1
Metrics per division
Each division measures its own success. That does not yet add up to a shared picture for management.
- Goals
- in progress
- Steering
- in progress
- Impact
- missing
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Stage 2
Shared steering
Goals, business cases and metrics work together. The impact of every initiative shows in the P&L.
- Goals
- established
- Steering
- established
- Impact
- established
Scope of services
From the target picture to steering.
The business model is the first value lever that builds on the backbone. The faster the Software Factory delivers, the more important the question of what is worth building becomes.
Approach
Business model development in three phases.
We assess your initiatives and start where the growth potential is greatest. The Software Factory builds what that requires.
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Goal and benchmarks
Together we set the goal and compare your company with the market.
Benchmark radarExampleActualMarketTarget Last measured 14 NovFor reviewManagement
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Strategy and efficiency
We review strategy and costs along your value chain and the customer journey. Every initiative gets its own business case.
Driver treeExample-
ResultΔ 12
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Revenue
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CustomersΔ 5
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ConversionSimplify the order processΔ 3
costs 40 days · brings 8 pts
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Order valueΔ 4
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Cost
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LogisticsΔ 2
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ProcessAutomate delivery noticeΔ 1
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3 of 5 initiatives calculatedFor reviewYour team
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Operation and steering
Together we set up the steering you use to run the business day to day.
P&L bridgeExampleLast measured 14 NovApprovedYour team
Results
Results from our projects.
Figures from the booking tool we developed with Hapag-Lloyd.
€10bn
annual revenue through the booking tool in 2023
6 %
of total revenue through the tool in the first half year
- A business case built into your financial planning
- An execution plan that carries the business case
- Fields of play and differentiation for your business
- A new business model, validated and prototyped
Cases
How we deliver.
Client projects in which we built new business models and made growth measurable.
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Services and platforms Shaping the digital future of a leading personnel service provider
1.4m+people in Germany work as freelancers -
Consumer goods and brands
The Laundry Industry Goes Circular: A Sustainable Approach to Laundry
4 business daysuntil the subscription washing machine arrives, in the concept, not measured -
Logistics and transport
Counteracting the climate crisis with sustainable venture building
FAQ
What clients ask us up front.
Answers to the questions we hear most often about this value lever.
What does the Business value lever mean?
Business is the first of the three value levers and builds on the backbone of Software Factory and Tech and Data. It covers business models and value creation. We work with you to find where new growth lies, and we build it.
What does the work on goals and strategy involve in practice?
We realign your business goals and calculate beforehand what they mean in operations. This includes benchmarks, the value chain and the question of where an investment pays back. We review strategy and costs along the value chain and the customer journey.
How do we know we need support with growth and business model?
Typical signs are growth that depends on individual projects without a shared plan, and divisional goals that do not fit together. It is also worth getting an outside view when nobody can say what an initiative brings in the P&L, or when new business models stay on slides.
What will we have in hand after working together?
You will have a target state with benchmarks backed by management and a calculation for each initiative showing cost and return. You also get a business model that runs in the market and steering through a few key figures that everyone understands.
What steps does the work in the Business value lever follow?
The work follows three phases. First we set the goal and benchmarks and compare you with the market. Then come strategy and efficiency, and finally operations and steering, which you use to run the business day to day.
Next step
Let’s talk about your initiatives.
Together we check which ones pay off and where it is best to begin.
