Good - But good enough?

Testing assumptions and opening new paths The approach resulted in a number of diverse solutions. This is a part of the process that can be challenging to complete internally, as executives are often too close to their own operations to gain the perspective they need to identify a set of criteria that encompasses the requirements of all stakeholders. Leveraging their rigorous training in this matter, project teams gathered opinions from Agathon, pressure-tested these internally and with the executives, and offered revised sets of weighted criteria that aligned with Agathon’s priorities. This included speed and ease of implementation, revenue generation, cost, and level of risk-reduction.

§ One of the most promising solutions is for Agathon to evolve from just providing machines, services, and parts to strengthening its customer journey. Striving to be more customer- centric could include intense mapping of every stage of the customer journey and noting what improvements could be made, as well as identifying large revenue opportunities and building competitive advantage.

§ A further example of this is the suggestion to upgrade Agathon’s website, creating an advanced digital platform to provide for all customer needs and inquiries. § Recruitment of new personnel in key locations could also boost customer interaction as well as sales.

§ Another viable solution consists of

integrating more innovative technology in the parts that Agathon produces. This could facilitate interactions with customers and reduce production time.

Accelerating out of the COVID-19 Crisis

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