• How we work

    Our core values 

    • Inspirational through thought leadership
    • Changing contexts and enabling change
    • Professional and unconventional
    • Delivering value

    The way we work

    After research and analysis we address issues as they are, even if they sometimes are difficult to hear.

    We believe that only you as a the client can faciltate the process of deep change, we are only guides on the journey.

    Our basic approach is that we help clients to discover the changing needs of their customers and markets and facilitate the process to (re)define the experienced value proposition of your organisation.

    The way we enable this process varies by the type of business and the project.

    We study the served and not served market, define structural changes, interview key functions and thought leaders in the organisation what they think are the structural changes and how the company should adapt to this changes. We do in depth interviews with major clients, and develop a first analysis of the key touch points seen through the eyes of the customer. In co-creation with the client we define the strengths and weaknesses of the organisation on all defined touch points.

    On the basis of in-depth analysis,  the management of the organisation makes decisions whether to improve and invest in certain processes that effect the customer experiences. It is also possible that the decision will only be made after more customer research on the basis of the Experience Rating Point.

    Part of the process is that we develop with customers, and the organisation to develop  a customer yourney( the ideal business and emotional process for the customer) or as we call it the customer experience chain.

    Usually we help the organisation to implement these processes if necessary . Further we assist  to develop a customer experience dashbord to continiously monitor the customer experiences in order to have direct feedback and to be able to intervene and adjust when necessary.

    The way we look at organisations

    We use Quinn's (1988) competing values framework to describe the process of cocreating

    experiences. This claims – based on research – that organisations have to

    deal with competing values during every process involving change.

    Entrepreneurship means paying continual attention to the outside environment,

    the customer in his own environment and any opportunities and threats that may

    occur. It demands innovation and creating strategic links. Entrepreneurs must also

    pay attention to internal processes that make it possible for customers to get what

    they want. For this, people will have to be trained.

    The name of the framework refers to competing values because of the apparent

    competing interests that exist. For example, investments in internal operations

    may be at the expense of innovative capacity and flexibility. Training people

    means temporarily removing them from operations: time is lost in which they

    could have been assisting customers.

    In brief, the framework comprises two axes (see figure 8.1). The horizontal axis

    indicates the orientation of the organisation: is its focus internal (left) or external

    (right)? The vertical axis reflects the degree of flexibility and control the

    organisation has over itself and the outside world. A high degree of flexibility goes

    hand-in-hand with reduced control, but a greater ability to adapt. The focus is on

    the outside world and many adjustments will be made. As this involves processes

    that are continually changing, it will be difficult to execute them with any degree

    of excellence. The opposite occurs when an organisation's ability to change is

    reduced because its attention is focussed inwards: it is trying to improve the way

    everything is organised.

    Four sections can be distinguished in the grid thus formed. These focus on

    creating, competing, monitoring and collaborating. Creative organisations fit into

    the quadrant indicating high flexibility and a degree of external focus. These

    organisations see new trends and prospects; they have a vision of the future and

    know in which direction they want to go. A characteristic of organisations with a

    high degree of monitoring and external orientation is that they are highly

    competitive. They take the initiative and have well-defined objectives. The focus

    of organisations in the lower left-hand quadrant is mainly internal and they are

    good at controlling their internal processes. At the top-left we find businesses

    with an external orientation but which are attempting to gain control. This can

    only be achieved via collaboration. This allows you to remain yourself and

    nevertheless adjust to the outside world. In the middle of the model we have

    added the revenue model, an element we discussed in the previous chapter(our book) as one of the building bricks of a business model.