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Monetizing Value-Added Services

Monetizing Value-Added Services

$ 975.00

Multinationals operating in emerging markets have a significant opportunity to combat pressures on commercial performance from heightened competition, more demanding customers, and slower economic growth by improving the overall management of their value-added service (VAS) provision. This comprehensive, 71-page, report details everything you need to know.

Overview, Table of Contents & Sample Pages below

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Overview

Multinationals operating in emerging markets have a significant opportunity to combat pressures on commercial performance from heightened competition, more demanding customers, and slower economic growth by improving the overall management of their value-added service (VAS) provision.

Companies that track the right VAS metrics, identify and optimize the components of customer value from their VAS, and manage VAS strategically to sustain differentiation across time tend to see higher gains in wallet share, profitability, and top-line growth.

This report combines survey results from more than 200 multinational executives with extensive primary and secondary research to deliver data-driven recommendations on how to more effectively monetize value-added services in emerging markets.

What you will learn

  • Why now is the time for companies to pay attention to Value-Added Services
  • What are best practices to commercialize Value-Added Services
  • How can multinational companies launch new Value-Added Services and effectively manage their lifecycle

What you will receive

  • Immediate access to the 71-page PDF report
  • Exclusive email updates covering emerging markets business topics
  • Special discounts on future report purchases

Table of Contents

  • Executive Summary3
  • Value-added Service Defined4
  • About This Report5
  • How to Use This Report6
  • I. Importance of VAS7
  •   Multiple Factors are Driving the Use of VAS8
  •   Multinationals Offer a Wide Array of VAS9
  •   Success With VAS is Not Guaranteed10
  •   Many VAS are Only a Ticket to Play11
  • II. Rethinking VAS Commercialization 12
  •   Rethinking VAS Commercialization13
  •   VAS Management Maturity Levels Will Differ14
  • II. Rethinking VAS Commercialization
    Component 1: Use the right value-added service metrics    15
  •   Value-Added Services Metrics: Pitfalls16
  •   MNCs Aim at Many Targets With Their VAS17
  •   VAS Present Several Profit-Driving Levers18
  •   Measure the Right Metrics to Drive Growth19
  •   Ad-Hoc Metric Tracking is not Enough20
  •   MNCs Can Improve VAS Metric Tracking21
  •   Questions to Consider Before Continuing22
  • II. Rethinking VAS Commercialization
    Component 2: Optimize competitive differentiation    23
  •   Optimizing Differentiation: Pitfalls24
  •   Review the Customer Satisfaction Formula25
  •   Review the Customer Loyalty Formula26
  •   Driving Satisfaction and Loyality is Hard27
  •   Take a Broad View on Customer Value28
  •   Consider Customer Benefit Components29
  •   Consider Customer Sacrifice Components30
  •   Perform an Initial Value Assessment31
  •   Questions to Consider Before Continuing32
  • II. Rethinking VAS Commercialization
    Component 3: Manage dynamically to maintain competitive differentiation over time    33
  •   Managing VAS Dynamically: Pitfalls34
  •   External Factors Constrain Success35
  •   Manage for Differentiation in Phases 36-37
  •   Prioritize Resource Allocation38
  •   Questions to Consider Before Continuing39
  • III. Value-Added Services Lifecycle Management40
  • III. Value-added services lifecycle management
    Phase 1: VAS inception and market launch    41
  •   Get it Rght From the Beginning42
  •   Charge Customers for VAS43
  •   Set Price According to Value Created44
  •   Use Internal Organization to Deliver VAS45
  •   Brand Value-Added Services46
  •   Launch a Latent Value-Added Service47
  •   Conduct Local Market Testing With VAS48
  •   Segment Customers by Ability to Pay for VAS49
  •   Conduct ROI Analysis for VAS50
  • III. Value-Added Services Lifecycle Management
    Phase 2: VAS delivery    51
  •   Maximize Value Creation Through Delivery52
  •   Identify Drivers of Customer Value53
  •   Define Key Front-Line Capabilities54
  •   Identify Your Biggest Capability Gaps55
  •   Track Partner Capability Development56
  •   Track Internal Capability Development57
  •   Improve Service Employee Job Satisfaction58
  •   Install a Value-Added Services Manager59
  • III. Value-Added Services Lifecycle Management
    Phase 3: VAS maintenance and renewal    60
  •   Adapt and Stay Ahead With VAS Innovation61
  •   Install a Process to Innovative With VAS62
  •   Alter Existing VAS Concepts63
  •   Create Pricing Flexibility With Your VAS64
  • Appendix I: VAS Management Phases Self-Evaluation65
  •   Brazil Outlook66
  • Appendix II: research methodology and survey respondent demographics67
  •   Respondent Demographics68-69
  •   Time Providing Value-Added Services70
  • About Frontier Strategy Group71

Sample Pages

Perform an initial value assessment

Manage Differentiation in Phases

Frontier Strategy Group is a leading information and advisory services firm that works with over 200 multinational clients operating in emerging markets globally. Our analysts and commentary are regularly featured in outlets such as the Harvard Business Review, Financial Times, CNBC, Bloomberg and The Wall Street Journal.

Unlike most research providers, our reports and analysis focus on the issues that matter most for international business. Rather than  cover high-level macroeconomic analysis, our reports interpret how geopolitical and economic trends impact key business activities at a global, regional, national, and sub-national level.

Our unparalleled access to 5,000+ client executives leading businesses around the globe fuels our research agenda, surfacing hot topics and trend analysis that leads the curve, rather than follows it

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