ServCo. has a history and is well known for commodity back office services. But the contribution of these services to profitability was below the industry averages. Additionally, revenue growth had slowed sufficiently that new growth options had to be created. ServCo. commitment to increase the value it created for its customers was unquestionable. But how? It was decided that higher value services must be part of ServCo's growth strategy. Therefore, after several internal working sessions, a portfolio of new services were proposed that were differentiated from those that already existed. But the ServCo's team knew they still had many outstanding questions before finalizing its investment decision. Vaxa was engaged to help address several of these issues, including but not limited to: What is the level of market need for the new services? To be successful, what key capabilities are necessary for success? Where will customers see these services relative to those of ServCo's main competitors? Who are the most attractive customers for these services? Which market entry option(s) is best relative to ServCo's current position?
		Vaxa designed the research to ensure we incorporated the views and perspectives of all those who are directly and indirectly involved in the buying or influencing the purchase of the type of services ServCo. plans to offer, including but not limited to: Geographic coverage of North America, Europe, and Asia/Pacific. Enterprise level companies including those who are ServCo's preferred customers. A balance of Industries including where ServCo. has a strong presence and where it needed to increase marketshare. Decision-makers and Influencers including CxOs and and mid-level management. top
		WIthin six (6) months, ServCo. made a $300M acquisition to accelerate its plans to increase the value it delivers to its customers. top