Concept
If you have a strong and profitable core business, you naturally want it to go on forever. The best thing would be to be able to run a good, profitable business for many more years with the existing market positions, the existing business model, the same technology, the existing customers and the existing skills.
However, the situation is completely different when new, digital business models are expected or have already emerged. It is no coincidence that these are usually launched by new competitors that were not previously on the radar of competitive analysis.
These changes need to be identified, analyzed and understood. Anyone diagnosing possible displacement processes must find out how strong and how quickly the change from the existing to a new business model will occur. Is there an acute need for action or can we wait until better information is available? Could the new model be a great opportunity for your own company? Does it offer scope for new business models, business development and growth?
Structure
Day 1 + 2:
Technological challenges and digitalization.
Part 3 + 4:
Displacement, disruption and business development
Participants
The seminar is aimed at those responsible in the company who are aware of the dangers, but also the opportunities, of being displaced by new business models and who recognize the need for action at an early stage and want to develop and implement their own concepts and growth strategies.
Benefits
Displacement processes should be a wake-up call. Management wants to find out what digital changes mean for its own business model. Opportunities for new growth must be recognized and exploited.
Topics
- The power of new technologies and new technology applications
- Digital Enterprise: How digital business models create new business
- The disruptive potential of new business models
- Timeline: How quickly will the new replace the old? How long do we have?
- Intensity: What share of the business will the new competitor conquer: everything or just parts?
- Risk of flop: What can we do to slow down or disrupt the success of the new?
- Our own business development as a powerful answer
- Successful implementation of new strategies in the sales concept
- Marketing, sales and key account management
- Market strategies and optimized sales processes
- Customer profitability and exploitation of potential
- Growth with new business models
- Technological breakthroughs
- Creating new markets
- Developing and implementing promising growth and innovation strategies