Contemporary entrepreneurs need to constantly refresh their knowldedge and competences to be successful in their businesses. Otherwise they limit their chances to grow. I write about topics which I consider to be crucial for contemporary business: about the tansformation of marketing, sales and the entire business models.

 

Scalable business model in the research industry

The executive team from RealEye, a fast-growing, tech-based startup in the research industry was among the participants of the second edition of Business Model Mastering at Google Campus for Startups Warsaw. In my interview with Adam Cellary, Founder and CEO of RealEye we discuss his experience with building a scalable business model based on digital technology.

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Value proposition on a B2B currency market

Designing value proposition on B2B currency market

Radek Wierzbicki, recent participant of Business Model Mastering at Google Campus Warsaw is the Founder and CEO of Trefix, a promising fintech in B2B sector, which provides currency risk management application. The reason why I have asked Radek for this interview is twofold. First – because Radek and his team are experts in currency management risk and taking into consideration highly volatile economic environment we are currently witnessing I wanted to hear from Radek his predictions for 2020. Second reason for this interview is because Trefix is a great example of designing new value proposition based on the observation of Customers’ unsolved problems and pain points.  Therefore I wanted Radek to share his experience in designing value proposition with other startup founders. ……

segmentation

What the CEO in SME company should know about segmentation to profitably manage sales and offer?

In my last article I was referring to a typical situation, when a sales representative comes to his boss asking for his permission to lower the price in the offer in order to overcome client’s barriers and thus to increase sales. I was emphasizing that the reasons for company’s sales deciline may lie outside the pricing area. The reason for sales decline may be the lack of proper value proposition – discussed in my previous article or lack of adequate segmentation – which I address in this post.

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renatability of the value proposition

What should the CEO of an SME company know about value proposition to make it profitable?

A sales representative comes to his boss and asks for his approval to lower the price in the offer, because sales slowed down and market is “demanding”. This situation is known to many CEOs in the SME sector, whether they are a production company, a service company or a distributor. However a slow down of our sales may happen for many different reasons and does not necessarily mean that our prices are too high.

If the company doesn’t verify the actual reasons for declining sales and immediately cuts its’ prices, it may unnecessarily lower the profits.

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4 lessons from pricing conference by Simon Kucher & Partners

I was recently invited to be one of the speakers at Simon Kucher & Partners conference held in Warsaw on the 28th of September. The conference focused on the importance of pricing and innovation in the organization. One of the highlights of the event was Georg Tacke’s speech on innovation. Georg presented striking numbers from the recent study by Simon Kucher & Partners.

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