Yoki&Co helps companies to design innovative business model, start from identifying companies core capabilities, creating values proposition, defining marketing strategy, and determining revenue stream.

Articulating the (existing) business model as a first step leads to exploring ways to add further value. Customers want to be served in increasingly different, more exciting ways that often need lower cost delivery, greater convenience or improved functionality or are genuinely novel to the world. Knowing these value points is vital.

The role of the business model is capturing that value from new innovative insight. Increasingly this is coming from articulating your purpose more than the product or service and discovering the value promise that will gain customers attention and then delivering on it through your redesigned business model.

A business model defines a broad competitive approach to business and you need to articulate this. A successful business model needs to ‘earn’ some sort of competitive advantage to the extent it changes the existing offerings available in worthwhile ways, for the consumer to ‘do something better’ than what is presently available. Having a comprehensive understanding on the focus of competition must also mean a greater focus on innovation, as the relentless changing conditions ensures any business and its model must evolve.

Yoki&Co helps companies to develop competitive business strategy, start from problem identification, understanding business challenges and opportunities, defining business goal, and creating corporate strategic planning.

Right now, companies often struggle with their strategic management and planning processes. They might find it challenging to reconcile short-term tactical moves with long-term strategic goals, or have difficulty building the capabilities needed to execute their strategies. Yoki&Co helps companies strengthen their strategy development processes, enhance overall strategic decision-making, and improve execution.

Yoki&Co also help clients determine who should be managing the strategic planning process. Although CEOs remain ultimately responsible for strategic decisions, in many organizations they are turning more and more to the Chief Strategy Officer to craft and implement successful strategies.