Blog
Generation Y: Embracing A Positive Business Model
By ideba | April 22, 2014
A new wave of businesses are starting to pop up as individuals in the Y-generation begin to contribute more to today’s economic growth, trends and dynamics. Twenty and thirty year olds have stepped out of college and lower wage service positions into a world of entrepreneurship. As a result we are seeing what can only be called an innovative transformation in consumerism. New products are designed every day by this unique group of business men and women embracing renewability, sustainability and giving back.
I have included a few of my favorite brands below to illustrate the success companies are having leveraging a sustainable and/or charitable business model.
TOMS: This designer’s business and giving model is very simple – for every pair of shoes sold, the company donates a pair to someone in need. So far the company has given 10 million pairs of new shoes away globally. This generosity helped put the shoe company on the map and enabled Blake Mycoskie (TOMS’s CEO) to make fortune magazine’s “40 under 40” list, recognizing him as one of the top young businessmen in the world.
Roozt: Roozt is a fashion company that also integrates various components of global relief into its business model. A popular and powerful product sold on their website is the FallingWhistles necklace which symbolizes the company and customer’s desire to bring awareness and support to citizens suffering from the turmoil and unrest occurring in the Democratic Republic of Congo. The company and product was highlighted in an Inc.com article called, “5 Great Companies That Make Money and Do Good” and at the time the article was posted, Roozt toted that it had already sold 50,000 whistles.
Work
Drive revenue
through new
channel partners
Partner’s current
product portfolio
lacking
Demonstrate
committment
and product
solution portfolio
Personalized
high engagement
partner outreach with
measurable intent
Nexus 7 tablet
Executive video
FedEx
1:1 follow-up
2000% ROI
5 new partners
@ $1.5m each
15 meetings
Drive revenue
through new
birthing models
Cost of birthing
increasingly
prohibitive
Expectant moms
open to new
model
based
on mid-wife
and home-births
1:1 interviews
with new and
expectant moms
segmenting by
income and socio-
economic factors to
monitor attitudes to
new model
Develop new,
more affordable
model
for
child-birth with
extended appeal
Increased
revenue
driven by
extended appeal
Share leadership
around the impact
of mobile business
Low awareness
of leadership in
mobile space
Design
speaks
louder than words
High engagement
content design
drives consumption
Created
infographics
that
support topical
mobile content
Significant increase
in readership,
social exposure
and sharing
Create net new
revenue opportunities
through Envisioning
Workshops
Pipeline leads
not maturing
as quickly as
desired
Misalignment
between sales
presentation and
the customer’s
perception of
the solution
Revamp Sales
materials with
customer-centric
voice and
thought leadership
relevant to
customer challenges
Promote real
world examples
to Sales as proof
point to drive
engagement
$3.2m in revenue
opportunities
from first 3 deals
Additional pipeline
revenue from
pull-through sales
Drive
increased
revenue
for
customer from
website
No existing
processes
to
monitor and track
efficacy of
web content
Customer web
content lacks
customer benefits
and
clear path
for visitors that
want to engage
Competitive web
SWOT and
detailed action
plan
to update
and refine website
Update
navigation and
content
deliver strong
value proposition
and CTA
to
Increase in
page views
Decrease in
drop-off rates
Increased
revenue from
web sign-ups
Win market share
from auto dealers,
lube shops and
brake shops
Competitors trying
to instill
commodity
mindset
competing
exclusively on price
Majority of auto
maintenance and
repair
decisions
made by women
Restructure
marketing, sales
and operations
efforts to
prioritize
female customers
Redesign interior
Training for
customer facing
personnel
Ladies nights
New website
Record revenues
in 40-year
history of
the business
Use learning from
lost deals to
optimize and
improve
sales efficacy
Deals lost
to
young, up and
coming energy
service providers
selling aggressively
Customers selecting
competitors who
promote
client’s
weaknesses as
their strengths
Establish prioritized
list of
areas that
require attention
and address
weaknesses
Monitor areas
targeted for
improvement
Sales training
Closing higher
percentage of
deals
More motivated
and efficient
sales team
Drive higher sales
conversion rates
Client consistently
losing customers
to #1 competitor
Primary competitor
over-selling
capabilities
and
using disruptive
pricing to win deals
Conduct win/loss
interviews
to
glean key
competitive insights
Adjust sales
pitch to
arm
customers with
the right
questions to ask
when conducting
research
Increase in
conversion rates
after adjusting
sales approach
Revisiting
previous “lost”
opportunities
Increase customer
retention and drive
repeat investment
Customer
redemptions
inhibiting future
investment
opportunities
Customers
want more
communication
and increased
visibility
into the
company and its
investments
Proactive
communication
effort to
increase
transparency and
educate investors
Significant web
enhancements
Increased
emphasis on
education to
drive trust
Additional 1:1
communications
Increase in
number of
investors adding
to their original
investment
Drive increased
revenues from
long-term client
relationships
Inconsistency
in execution of
engagements
Clients under
intense pressure
to make
accurate
decisions quickly
Custom C-SAT
program providing
real-time feedback
on engagements
Refine and
optimize
operations based
on real-time
results
Increase in
repeat business
Increase in
revenue
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- Audi
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- Cisco
- Clinicient
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- DTI
- EAI
- Fortis BC
- Huxley Construction
- Iovation
- Island Floor Centre
- Learning.com
- Microsoft
- NECI
- Porsche
- Portland Opera
- Providence
- SAP
- Symantec
- Tom Harris
- Watchguard
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President
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Rice
Digital Experience
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Jawl
Consulting
Aaron
Baldwin
Design
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Salow
Consulting
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Sumner
Research
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