DATE
New digital business model
Development and evaluation of a new business model to enable tapping into the potential of the sharing economy
Challenge
The client was planning the pilot of a new business model to enable tapping into the potential of the sharing economy
Arthur D. Little was engaged by the group CTO to support in planning for a potential scale-up, given a successful pilot
The project included:
- Developing viable commercial models for the divisions to leverage the new business model
- Assessing the strategic and financial attractiveness of each concept
- Providing recommendations for step-wise implementation
- Assessing short-term investment needs
- Providing recommendations for governance structure
Approach
- Arthur D. Little worked side-by-side with the client to enable continuous knowledge transfer between the pilot project and the scale-up planning, as well as anchoring of interim conclusions.
- Commercial concepts were developed based on desktop research and interviews with ~20 key stakeholders in the client organization and in the partner ecosystem of the pilot project.
- Business cases and short-term investment needs were developed based on input from the pilot, interviews, and research.
- Implementation plan and governance structure were calibrated in discussion with key client stakeholders.
Value
- Six commercial concepts were developed.
- Based on assessment of strategic and financial attractiveness, ADL recommended that the client:
- Implement three concepts in the coming 2 years
- Engage with potential partners to enable further assessment of a 4th concept
- Recommendations, including strategic, organizational and financial implications, were presented to the CTO, to anchor with divisional presidents before the executive team meeting.
- Buy-in from key stakeholders had been secured during interviews, ensuring concept champions in the organization.
New digital business model
Development and evaluation of a new business model to enable tapping into the potential of the sharing economy
DATE
Challenge
The client was planning the pilot of a new business model to enable tapping into the potential of the sharing economy
Arthur D. Little was engaged by the group CTO to support in planning for a potential scale-up, given a successful pilot
The project included:
- Developing viable commercial models for the divisions to leverage the new business model
- Assessing the strategic and financial attractiveness of each concept
- Providing recommendations for step-wise implementation
- Assessing short-term investment needs
- Providing recommendations for governance structure
Approach
- Arthur D. Little worked side-by-side with the client to enable continuous knowledge transfer between the pilot project and the scale-up planning, as well as anchoring of interim conclusions.
- Commercial concepts were developed based on desktop research and interviews with ~20 key stakeholders in the client organization and in the partner ecosystem of the pilot project.
- Business cases and short-term investment needs were developed based on input from the pilot, interviews, and research.
- Implementation plan and governance structure were calibrated in discussion with key client stakeholders.
Value
- Six commercial concepts were developed.
- Based on assessment of strategic and financial attractiveness, ADL recommended that the client:
- Implement three concepts in the coming 2 years
- Engage with potential partners to enable further assessment of a 4th concept
- Recommendations, including strategic, organizational and financial implications, were presented to the CTO, to anchor with divisional presidents before the executive team meeting.
- Buy-in from key stakeholders had been secured during interviews, ensuring concept champions in the organization.