microsoft blitzkrieg
Answer 1.
The new business model is about best in class service to enterprises through its unified and innovative suite of enterprise service offerings.
1. Mode of Sale:
Transition from a sales team to a consulting team, to provide best – in- class solution
The above would thus improve DSL’s market knowledge in terms of product requirements and Sector Expertise, thus creating depth in solution categories.
2. Product To Service: Instead of different SBUs selling their existing products to the clients, DSL as one entity would offer solutions to the business problems (ERP requirements) as consultants: An Existing Software Application tailored to client requirement.
Build new Software Application to create a business value proposition after an organization diagnostic.
Financial Implications:
For clients who would require one of the existing products as a solution, DSL would charge the price of the product and the consulting fees.
In cases where a new product is to be developed, DSL would charge a the product development fee and consulting fees. 3. Build Capability Through Collaboration: In areas such as cloud computing where DSL does not have expertise it would collaborate with one of the start-ups of the ERP market, and would offer their products as a solution.
Collaboration with the new company would also help build capability over time. DSL’s new partner brand to sell all its products under the new collaborated brand.
Financial Implications:
The above setup would include sharing of profits, where the start-up company would get paid for the software, whereas DSL would charge for consulting.
Thus, DSL even without a product offering would generate profits through consulting.
It will also create a relationship with clients across sectors, building channels for new business.
4. Creation of Sector Specific Solutions: A Newly Created Solution so offered to a client would in most cases work for another client in the same industry,
The new business model is about best in class service to enterprises through its unified and innovative suite of enterprise service offerings.
1. Mode of Sale:
Transition from a sales team to a consulting team, to provide best – in- class solution
The above would thus improve DSL’s market knowledge in terms of product requirements and Sector Expertise, thus creating depth in solution categories.
2. Product To Service: Instead of different SBUs selling their existing products to the clients, DSL as one entity would offer solutions to the business problems (ERP requirements) as consultants: An Existing Software Application tailored to client requirement.
Build new Software Application to create a business value proposition after an organization diagnostic.
Financial Implications:
For clients who would require one of the existing products as a solution, DSL would charge the price of the product and the consulting fees.
In cases where a new product is to be developed, DSL would charge a the product development fee and consulting fees. 3. Build Capability Through Collaboration: In areas such as cloud computing where DSL does not have expertise it would collaborate with one of the start-ups of the ERP market, and would offer their products as a solution.
Collaboration with the new company would also help build capability over time. DSL’s new partner brand to sell all its products under the new collaborated brand.
Financial Implications:
The above setup would include sharing of profits, where the start-up company would get paid for the software, whereas DSL would charge for consulting.
Thus, DSL even without a product offering would generate profits through consulting.
It will also create a relationship with clients across sectors, building channels for new business.
4. Creation of Sector Specific Solutions: A Newly Created Solution so offered to a client would in most cases work for another client in the same industry,