e-store

Precise. Relevant. Essential.

Monetizing Value-Added Services

Joel Backaler, March 15, 2018

$ 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

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 72-page PDF report
  • Exclusive email updates covering emerging markets business topics
  • Special discounts on future report purchases

Table of Contents

  • Executive Summary4
  • Value-added Service Defined5
  • About This Report6
  • How to Use This Report7
  • I. Importance of VAS8
  •   Multiple Factors are Driving the Use of VAS9
  •   Multinationals Offer a Wide Array of VAS10
  •   Success With VAS is Not Guaranteed11
  •   Many VAS are Only a Ticket to Play12
  • II. Rethinking VAS Commercialization 13
  •   Rethinking VAS Commercialization14
  •   VAS Management Maturity Levels Will Differ15
  • II. Rethinking VAS Commercialization
    Component 1: Use the right value-added service metrics
    16
  •   Value-Added Services Metrics: Pitfalls17
  •   MNCs Aim at Many Targets With Their VAS18
  •   VAS Present Several Profit-Driving Levers19
  •   Measure the Right Metrics to Drive Growth20
  •   Ad-Hoc Metric Tracking is not Enough21
  •   MNCs Can Improve VAS Metric Tracking22
  •   Questions to Consider Before Continuing23
  • II. Rethinking VAS Commercialization
    Component 2: Optimize competitive differentiation
    24
  •   Optimizing Differentiation: Pitfalls25
  •   Review the Customer Satisfaction Formula26
  •   Review the Customer Loyalty Formula27
  •   Driving Satisfaction and Loyality is Hard28
  •   Take a Broad View on Customer Value29
  •   Consider Customer Benefit Components30
  •   Consider Customer Sacrifice Components31
  •   Perform an Initial Value Assessment32
  •   Questions to Consider Before Continuing33
  • II. Rethinking VAS Commercialization
    Component 3: Manage dynamically to maintain competitive differentiation over time
    34
  •   Managing VAS Dynamically: Pitfalls35
  •   External Factors Constrain Success36
  •   Manage for Differentiation in Phases 37-38
  •   Prioritize Resource Allocation39
  •   Questions to Consider Before Continuing40
  • III. Value-Added Services Lifecycle Management41
  • III. Value-added services lifecycle management
    Phase 1: VAS inception and market launch
    42
  •   Get it Rght From the Beginning43
  •   Charge Customers for VAS44
  •   Set Price According to Value Created45
  •   Use Internal Organization to Deliver VAS46
  •   Brand Value-Added Services47
  •   Launch a Latent Value-Added Service48
  •   Conduct Local Market Testing With VAS49
  •   Segment Customers by Ability to Pay for VAS50
  •   Conduct ROI Analysis for VAS51
  • III. Value-Added Services Lifecycle Management
    Phase 2: VAS delivery
    52
  •   Maximize Value Creation Through Delivery53
  •   Identify Drivers of Customer Value54
  •   Define Key Front-Line Capabilities55
  •   Identify Your Biggest Capability Gaps56
  •   Track Partner Capability Development57
  •   Track Internal Capability Development58
  •   Improve Service Employee Job Satisfaction59
  •   Install a Value-Added Services Manager60
  • III. Value-Added Services Lifecycle Management
    Phase 3: VAS maintenance and renewal
    61
  •   Adapt and Stay Ahead With VAS Innovation62
  •   Install a Process to Innovative With VAS63
  •   Alter Existing VAS Concepts64
  •   Create Pricing Flexibility With Your VAS65
  • Appendix I: VAS Management Phases Self-Evaluation66
  •   Brazil Outlook67
  • Appendix II: research methodology and survey respondent demographics68
  •   Respondent Demographics69-70
  •   Time Providing Value-Added Services71
  • About DuckerFrontier72

Sample Pages

Perform an initial value assessment

Manage Differentiation in Phases

DuckerFrontier is a market intelligence and consulting firm that provides tailored solutions to drive growth for clients across the B2B, healthcare, consumer, and technology sectors. Our dedicated teams serve as advisers to clients, delivering the market and industry knowledge they need to succeed at all points in the business cycle. Continuous research & insights, custom solutions, and transaction support services provide clients with timely, actionable insights to adapt and win in changing markets. The company is headquartered in Washington, DC, with offices in Troy, Mich., New York, London, Paris, Berlin, Singapore, Shanghai, and Bangalore. For more information, please visit www.duckerfrontier.com.

Work With DuckerFrontier

Ready to deliver better outcomes for your business with us by your side?

Get Started