B2C & B2B services
Reinventing our business model to serve, perform and adapt better
Whether they operate in B2C or B2B, service providers today face structural challenges: rapidly changing customer behavior, pressure on costs, demands for omnichannelity, a proliferation of standards, and the integration of digital technology in every link of the value chain. Against this backdrop, it is no longer simply a question of optimizing what already exists, but of rethinking strategy, the value creation model and organizational modes to enhance impact and agility.
In an ever-changing environment, service companies need to evolve their strategic positioning to better capture customer expectations, differentiate their offering and secure their place in increasingly segmented markets.
This evolution often involves redefining the business model (disintermediation, servitization, hybrid models), redesigning the value chain around the customer experience, and in-depth reorganization of internal functions. Agility becomes a key success factor, both in the design of offerings and in the ability to rapidly pilot, adapt or deploy operations.
What’s more, digital transformation requires more than just tools – it also calls for changes in skills, managerial practices and ways of working together.
The challenge is twofold: reconcile short-term performance with long-term adaptation, while involving teams in a clear, coherent and sustainable transformation project.
TRANSPORT & MOBILITY
Tourism, entertainment & training
financial & insurance services
specialized distribution & foodservice
Transport & mobility
Faced with changing usage patterns, pressure on business models and the transition to more integrated and sustainable mobility, transport operators are having to rethink their service strategy, operational organization and cost structure. Challenges include improving service quality, optimizing flows and redesigning user paths, as well as the ability to manage complex projects in multi-player, highly regulated environments. Digital transformation, the reorganization of business lines and the evolution of internal skills are at the heart of the dynamics to be undertaken to reinforce the efficiency and resilience of the business model.
Overhaul of a rail operator’s loyalty program
Design and support the implementation of the operational transformation of a Premium automaker’s dealership network: operational excellence, growth, new services, HR, digital...
Conduct a market study on the development of a training offer for public-sector players
Structuring a service offering that distinguishes between the core offering and additional services
Redefine processes for managing multi-leg and multi-country marketing activities
Rethinking the organization of sales performance support for a travel distribution network
Tourism, entertainment & training
In a post-Covid world marked by volatile expectations, the rise of hybrid solutions and strong pressure on margins, these sectors need to review their offer, their value chain and their relationship model. For tourism and entertainment operators, the challenge is to reinvent differentiating experiences, while streamlining operations. For training providers, the challenge is to adapt formats, channels and pedagogical approaches to a diversified audience and heightened performance requirements. In all cases, transformation relies on a clear vision of positioning, greater control over operations, and the ability to mobilize people around a clear course.
financial & insurance services
Between regulatory changes, rapidly evolving customer expectations, increasing digitalization and the quest for operational reliability, banks, mutuals and insurers are being forced to adjust their offerings, automate some of their processes and thoroughly reorganize their distribution, data management and customer relations systems. Strategic transformation depends on the ability to combine efficiency, security and service innovation, while maintaining the trust of customers and partners. It is also a challenge of change management, to align internal organizations with the need for greater agility and control.
Evaluating a growth-by-acquisition opportunity
Reorganization of a network to turn it towards a conquest logic
Manage the change management program for a banking operator’s transformation of working methods, spaces and solutions.
Updating annual roadmaps for various BUs of a leading fast-food company
Design and implement a new service policy for a specialist retailer
Marketing innovation process
specialized distribution & foodservice
Increased competition, cost pressures, changing buying patterns and the multiplication of channels all call for a strategic review of formats, locations and the customer promise. Retailers need to make their business models more agile, optimize point-of-sale operations and rethink their logistics to meet demands for quality, availability and speed. On the foodservice side, controlled industrialization, flow management and team leadership are becoming levers of performance as well as differentiation. In these highly exposed sectors, transformations must be concrete and visible, and involve organization, tools and management on the ground.
