Value proposition

A player in the pharmaceutical industry was looking to transition to a new value proposition that could lead to profound changes in its business functions.

We supported them to broaden and challenge his current vision by exploring the models of other companies, through benchmarking and experience sharing, and by analyzing the needs and expectations of his customers.

Our team organized several workshops with our client’s teams in order to come up with a complete set of specifications for future business lines and the associated roadmap for the upcoming transition.

The “specialty medicine” branch of a pharmaceutical laboratory, which includes all the products intended for hospitals, wanted to develop its “beyond the pill” service offer for doctors.

We interviewed a panel of potential customers to understand their expectations of the services being considered, prioritized them to select the three most relevant in terms of value to customers but also in terms of the legitimacy of the pharmaceutical company.

For each selected service, we defined a strong value proposition, which allowed us to align the development of the new service with our client’s product and to give meaning to its field teams.

We worked with an aeronautics leader who wanted to develop a digital platform (services and apps) for the aircraft cockpit, both for pilots and flight crew via a single platform.

Our team challenged the value proposition established by our client, tested it with a large panel of ecosystem players (airlines, service providers, data providers, aircraft manufacturers…) to gather their needs and expectations, as well as their level of interest in this platform.

Finally, we have defined the key functional bricks needed, the services and apps to be developed, the partners and beta testers to rely on and the priority activities to target. This work allowed our client to orient the development of its platform in line with market needs.

We worked in immersion within the Brazilian subsidiary of a leading agribusiness company which, for two years, had been successfully developing the market for industrial soybean seed treatment.

At the end of these 2 years, it proved necessary to revisit its business model: new value proposition to differentiate itself more from the competition, new margin sharing model with partners, implementation of new KPIs, and formalization of an action plan for operational deployment.

Through a market study combining benchmarks and field exchanges, and several workshops with our client’s teams, the Alcimed team has enabled the reinvention of the business model and the associated value proposition, and thus the preservation of a leading market position for the years to come.