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Monetizing Value-Added Services

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  • 71 Pages
  • April 2018
  • Region: Global
  • FrontierView
  • ID: 4522776

Use Your Value-Added Services to Drive Profitable Growth

Multinationals operating in emerging markets have a significant opportunity to combat pressures on commercial performance from heightened competition, more demanding customers, and slower economic growth by improving the overall management of their value-added service (VAS) provision.

Companies that track the right VAS metrics, identify and optimize the components of customer value from their VAS, and manage VAS strategically to sustain differentiation across time tend to see higher gains in wallet share, profitability, and top-line growth.

This report combines survey results from more than 200 multinational executives with extensive primary and secondary research to deliver data-driven recommendations on how to more effectively monetize value-added services in emerging markets.

What you will learn

  • Why now is the time for companies to pay attention to Value-Added Services
  • What are best practices to commercialize Value-Added Services
  • How can multinational companies launch new Value-Added Services and effectively manage their lifecycle

What you will receive

  • Immediate access to the 71-page PDF report
  • Exclusive email updates covering emerging markets business topics

Table of Contents

Executive SummaryValue-added Service DefinedAbout This ReportHow to Use This Report
I. Importance of VAS
Multiple Factors are Driving the Use of VAS
Multinationals Offer a Wide Array of VAS
Success With VAS is Not Guaranteed
Many VAS are Only a Ticket to Play
II. Rethinking VAS Commercialization
Rethinking VAS Commercialization
VAS Management Maturity Levels Will Differ

Component 1:
Use the right value-added service metrics
Value-Added Services Metrics: Pitfalls
MNCs Aim at Many Targets With Their VAS
VAS Present Several Profit-Driving Levers
Measure the Right Metrics to Drive Growth
Ad-Hoc Metric Tracking is not Enough
MNCs Can Improve VAS Metric Tracking
Questions to Consider Before Continuing

Component 2:
Optimize competitive differentiation
Optimizing Differentiation: Pitfalls
Review the Customer Satisfaction Formula
Review the Customer Loyalty Formula
Driving Satisfaction and Loyalty is Hard
Take a Broad View on Customer Value
Consider Customer Benefit Components
Consider Customer Sacrifice Components
Perform an Initial Value Assessment
Questions to Consider Before Continuing

Component 3:
Manage dynamically to maintain competitive differentiation over time
Managing VAS Dynamically: Pitfalls
External Factors Constrain Success
Manage for Differentiation in Phases
Prioritize Resource Allocation
Questions to Consider Before Continuing
III. Value-added services lifecycle management
Phase 1: VAS inception and market launch
Get it Right From the Beginning
Charge Customers for VAS
Set Price According to Value Created
Use Internal Organization to Deliver VAS
Brand Value-Added Services
Launch a Latent Value-Added Service
Conduct Local Market Testing With VAS
Segment Customers by Ability to Pay for VAS
Conduct ROI Analysis for VAS
III. Value-Added Services Lifecycle Management
Phase 2: VAS delivery
Maximize Value Creation Through Delivery
Identify Drivers of Customer Value
Define Key Front-Line Capabilities
Identify Your Biggest Capability Gaps
Track Partner Capability Development
Track Internal Capability Development
Improve Service Employee Job Satisfaction
Install a Value-Added Services Manager
III. Value-Added Services Lifecycle Management
Phase 3: VAS maintenance and renewal
Adapt and Stay Ahead With VAS Innovation
Install a Process to Innovative With VAS
Alter Existing VAS Concepts
Create Pricing Flexibility With Your VAS
Appendix I: VAS Management Phases Self-Evaluation
Brazil Outlook
Appendix II: research methodology and survey respondent demographics
Respondent Demographics
Time Providing Value-Added Services




The author’s strengths include global management topics and country level analysis tailored for a senior executive audience. The research focuses on cross-industry implications of macroeconomic, geopolitical risk, and emerging trends that impact the strategic decisions of business decisionmakers.


Research analysts:

Almost all have advanced degrees in economics, international affairs, or political science, and are multilingual. Researchers have lived and worked in the markets they cover and are based in regional hubs close to market

  • Analysts cover:
  • Economic trends and indicators (near-term volatility, long-term forecasts); political developments (election results, post-election policy, regulations, spending, monetary policy), outlook for market demand and cost of doing business, upside and downside scenarios, MNC investment sentiment, business practices
  • Quality control:

    • Research workflows supported by standard, proprietary process maps, tools and templates for analysis and writing, forecast admin tool, and content management system
    • Research managers pressure-test quality, consistency and usefulness of outlooks, scenarios, and suggested actions
    • Analyst interactions with clients (>1500/year) provide ongoing feedback loops from on-the-ground operators to c-suite
  • Research inputs include:

    • Primary: Multinational and local executives (interviews, surveys, analyst consultations), international and local experts (NGO officials, academics, consultants), international and local government officials
    • Secondary: Local-language news and international media, public/official data sources, government/association reports, Bloomberg
  • Research outputs include:
  • Forecast economic data, country/region outlooks and scenarios, market intelligence reports (monthly/quarterly for key countries as well as occasional Market Spotlights), as-needed analyst commentary alerts