Improve sales by thinking like a customer – acting like an owner

Publicerat 20 October 2017

“Think like a customer – act like an owner.”

Sales and pricing are two of the most important questions in a business. Anders Rehnberg our “sales professor” explains how this can revolutionize your offering and pricing.

Anders Rehnberg from Privilegium Group in London, is a pricing and sales expert that revolutionize many peoples views on sales and pricing. He has gotten Chines companies to stop reducing prices and often receives  the comment such as “The best training I have ever attended” from the participants. He provides new tools and increase your courage to take your company to the next level and open up opportunities.

Most companies are great at developing their product or services, but rarely develop their pricing strategy.

Four critical issues that drive the need and urgency to improve your pricing strategy:

  1. How much money do we lose due to outdated pricing principles?
  2. How can we get out of the cost-plusprice-per-unit way of thinking?
  3. How can we get paid for the additional value we deliver?
  4. How do we design the offerings, the revenue models andthe pricing when we integrate forward and start to deliver services, often based on the installed base and with applications of embedded systems, sensors, M2M, IoT, Big Data, and the internet?

What you need to learn:

  • Formulate unique offerings and value propositions
  • Developing prices – an unconventional take on how to change the price levels customers are willing to pay
  • Identifying value: improve both margins and customer satisfaction
  • Target customer profiles to improve hit-rates and reduce quotation/sales costs
  • The business process and how to ‘marry’ product development and sales
  • Marketing and communicating your value message, including quotations
  • Negotiation and contracts – commercial best practises

For more insights

What: Take the course Value-Based Offering, Pricing and Sales,
When: November 23-24 by Anders Holmström and Anders Rehnberg.
Info: Read more and apply here!

Höstens kurs i Innovation Leadership – Ansök nu!

Publicerat 6 October 2017

Innovation är en av de största utmaningarna för svenska bolag. För att möta detta behov har KTH Executive School har samlat det bästa från akademi och näringsliv för att skräddarsy en kurs till dig som kombinerar teorier och konkreta metoder för att öka innovationskraften i ditt bolag.

Kursen är den 29/11, 30/11 och 14/12 i Stockholm. Ansökan är öppen och du hittar den här.

Max 25 deltagare
Max 25 deltagare

Kursen berör:
– Design av innovationsprocessen.
– Implementation och ledarskap över innovationsprocesser.
– Hur kursdeltagarna kan bedriva innovation i just sin organisation.

Mer information om kursen Innovation Leadership kan du hitta här!


Lean start-up in mature companies

Publicerat 3 October 2017

New innovative idea starts with assumptions. But how do we move from assumptions to facts and business as fast as possible? Today we discuss Lean Start-up in mayor companies together with Andy Cars.

“If the rate of change on the outside exceeds the rate of change on the inside, the end is near.”

Jack Welch

Most companies aware of that they need to stay or try to become innovative. In that search some of them fail because they use the same tools that the start-ups is using. The intention is not wrong but all tools used by start-ups are not applicable in mature organisations. In todays course the participants listed to one of the leading experts regarding Lean in mature companies.

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Andy Cars, serial entrepreneur and expert in Lean

Andy Cars is a serial entrepreneur that turned to be an advisor. He started his career by building and selling three companies. His first company was sold to Bertelsmann Music Group (BMG) in 1995.

In 2006 he shifted focus to work with other entrepreneurs to take their ideas to market. After eight years coaching and mentoring over 200 startup teams on fundraising, business modeling, lean startup and go-to-market strategies, he decided to shift his target market.

In 2014 Andy founded Lean Ventures. There focus is on providing large mature companies proven tools and methods to develop their innovation capabilities, or as some may say, become more like startups.

The death or the rebirth of universities in a time of disruption?

Publicerat 26 September 2017

The higher education system is facing a time of disruption. The rapid development of Massive Open Online Courses, MOOCs, has generated a lively debate. The effect on the existing higher education is in focus. Can MOOCs really be an alternative to face to face classroom teaching? Despite this legitimate scepticism, the number of universities offering MOOCs increase at a rapid pace. As MOOCs went from an experimental phase to become well established in 2012, more and more universities jumped on the bandwagon. Some clearly see an opportunity, while others seem to join without a clearly formulated strategy. Jumping or not, all universities are today expected to have an answer to the question: What are your plans within the MOOC area?

Ny bild (26)

The disruptive innovation theory indicates that we can expect dramatic changes

So far, the phenomenon follows the disruptive innovation theory by Clayton Christensen: incumbents regard the new service to be of a much lower quality; the new innovation target underserved or new customer segments; the service is offered at much lower price levels; the offer is less complete but holds the potential to develop fast meeting demands of present customers, “ordinary students” in this case. The disruptive innovation theory indicates that we can expect dramatic changes within the higher education industry. The core of the disruptive nature of MOOCs is, compared to ordinary face to face higher education, the very limited incremental cost to add one additional student along with that the service is ubiquitous. These two characteristics combined, lay the foundation for a very fast penetration. This pattern has earlier been seen for other internet based business models challenging established industries.

Consolidation and a shake out

The MOOC development can the coming years be expected to go through a number of distinct phases. We are still in a “proof of concept” phase and the business model is still not set. Distance learning courses do not significantly affect existing traditional universities, their funding or enrolment. The next phase may be triggered by MOOCs offering real exams, starting to cannibalize on the existing traditional university education. This may still have a limited effect until MOOC exams and degrees become accepted by employers as a substitute to ordinary degrees. First at this stage the existing education will have significant issues with the competition, most probably resulting in a massive shakeout. Good or bad may be discussed, but this scenario trigger the immune system of most university organizations, fearing decreasing demand for university education as we know it today. Focusing the debate on the potential cannibalism on today’s university education does however seem misdirected.

A democratization of higher education

When analyzing the university education of today, we tend to forget that it is “inaccessible” to huge groups of potential students. Statistics from courses given reveal that MOOCs attract a much broader spectrum of students. Not only do the students come from all over the world, the age distribution is much more evenly distributed across all ages. Even if not revealed directly by the information given about enrolled students, we can guess that: quite poor students manage to take courses; courses are to a much higher extent taken in parallel to work; there may be a more equal gender distribution in specific geographies; etc. MOOCs remove critical barriers for taking university level courses making them accessible anytime, anywhere and to all (with access to internet services). High quality education is made available to the masses with no limits in terms of classroom sizes, geographical proximity or financial situation. No one needs to feel misplaced due to gender, nationality, race, religion or age. Higher education seems finally to become truly democratized. However, there are costs.

Impact on the quality when the number of students rise from 100 to 100.000 students per class

The likely university shakeout and increasing class size for 100 students to 100.000 students have to affect the overall supply of high quality courses. Decreasing the number of generic basic courses, in subjects such as algebra, economics or IT, may not be a bad idea but we risk also significantly reducing the number and supply of niche courses targeting very limited groups. The MOOC debate needs to expand from just considering the present education scope targeting 18-25 year old students to fully grasp the true potential making higher education available to all. Are universities fighting this development? Isn’t democratization of higher education the foundation for our modern society? Protectionism, defending the monopoly of education seems misguided. Instead of discussing how to save universities with limited value add, support this democratization process and focus on developing mechanisms and incentives to maintain educational diversity in terms of niche subjects, local culture and languages.

/Dr. Martin Vendel, digitalization expert

Gamla lösningar matchar inte nya problem

Publicerat 22 September 2017


stock-photo-nobody-close-up-selective-focus-studio-shot-direction-number-close-up-guidance-star-b03a218e-70b4-4a5f-a02a-18f0f5dc136aHur hittar ni lösningar till era utmaningar? Vilka beslut man fattar (eller inte) i en organisation är det som avgör företagets framtid, vilka möjligheter man tillvara tar och vilka man missar. Det finns en beslutsmodell som kallas för soptunnemodellen (garbage can model for decisionmaking). Den beskriver att
det är vanligt i företag att beslut ofta inträffar utan förvarning. I många fall kan det redan finnas en lösning i företaget (men som saknar problem) och sedan när ett lämpligt problem dyker upp så matchar man problem och lösning. Absolut en smidig approach men inte helt oproblematisk i detta förändrade affärslandskap vi står inför.

Att bestämma sig för lösningar innan man formulerat problem

I den omvälvande tiden vi nu lever i när utvecklingen går snabbare än någonsin. Digitaliseringen innebär både nya möjligheter och hot, och då kan vi inte lösa problem på samma sätt som vi alltid har gjort. Vi kan framförallt inte omedvetet matcha nuvarande lösningar med framtida problem. Har du och ditt företag de strategier, metoder och verktyg som behövs för att ni ska kunna hantera den digitala utvecklingen?

Vi kan vara ert stöd på vägen

På KTH Executive School kombinerar vi den senaste forskningen med det bästa från näringslivet för att stötta våra deltagare och företag för att lyckas i det förändrade affärslandskapet. Ni utvecklas till att kunna utvärdera er position på marknaden och överväga nya affärsmöjligheter utifrån de nuvarande och framtida förutsättningarna.

sewing-needle-thread-mend-eye-of-needle-39548Vi går igenom digitala möjligheter för hela ditt företag, allt från interna processer till hur ni utvecklar framtidens affärsmöjligheter i ett digitalt landskap. Gemensamt är att digital transformation kräver att alla involverade förstår vilken affärspåverkan olika digitala lösningar har – och här ger vi dig verktygen för detta.
Vi skräddarsy program utifrån de specifika behoven i en bransch, exempelvis Consulting, Infra Service, Industrial och Sustainable Urban Systems. Vi sätter även ihop utvalda Challange-grupper som adresserar specifika affärsutmaningar. Vill du få mer koll på digitaliseringen och vad det kommer innebära för din bransch så kan vi tipsa om kursen Digital Transformation.

Professor Ruth Chang från Rutgers University kommenterar vilken lösning man väljer till svåra problem enligt följande ”It is here, in the space of hard choices, that we have the power to create reasons for ourselves to become the distinctive people that we are. And that’s why hard choices are not a curse but a godsend.”

Chinas top business school discussing a Sweden in Transition

Publicerat 19 September 2017

Today 50 alumni from the highest ranked business school in China, Antai College (connected to Shanghai Jiao Tong University), visited KTH Executive School to learn more about “Sweden in Transition”. Professor emeritus Staffan Laestadius talked about Industrial Transformation in Sweden, Associate Professor Niklas Arvidsson adressed the topic of “When will Sweden stop using cash?” and professor Associate Professor Henrik Blomgren and Dr. Martin Vendel spoke of Digitalization.

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Teambuildings är bortkastade i 5 av 9 fall

Publicerat 19 September 2017

Nu i början av hösten är det högsäsong för kickoffs och teambuildings. Korvstoppning och att byta bullarna mot ”energy shots” sägs vara den senaste trenden. Vi har alla deltagit i hel-, halv eller flerdagars utbildningar och kickoffer som fokuserar på ledarskap, gruppdynamik och teambuilding. De kostar oerhört mycket för företagen i tid, pengar och energi men förhoppningen är att de ska ge mer tillbaks. Frågan är dock. Gör de det?

Forskning (1) visar föga förvånande att healthy-person-woman-sportorganisationer som tränar och utbildar sina medarbetare för att höja deras kompetens inom sitt fält och göra dem till mer effektiva gruppdeltagare ökar också chansen för att de ska få högpresterande team.

De flesta organisationer är ganska bra på att anställa människor med rätt kompetens samt att ge dem fortbildning i detta, men när det gäller att främja deltagandet i grupper och i organisationen är de inte lika duktiga.

I en forskningsstudie (2) kunde forskarna konstatera att i fyra av de nio fallen av teambuilding hade utbildningen en positiv inverkan. Det innebär alltså att i fem av nio (!) fall var resultaten oförändrade.

People Looking Choosing at Colleagues Photo
Vad skapar värde för grupper på er kickoff?

I en annan studie (3) kom man fram till att teambuildings och kickoffer som inkluderade målformulering, feedback och grupputveckling hade de största positiva effekterna på gruppernas produktivitet. En nyckel verkar vara att gruppmedlemmarna själva sätter upp mål och är med och bestämmer strategierna för hur man ska bli bättre inom ett utvalt område.

Kanske onödigt att tillägga, men det saknas belägg för att forsränning, yoga, promenader med förbundna ögon eller basketmatcher på åsnor skulle öka produktiviteten i något avseende. Dessa aktiviteter tycker vissa är roliga och andra avskyr.

Fyra frågor alla ska ställa

Innan man väljer vad man ska göra för teambuilding så bör man ställa fyra frågor till den/dem som ska leverera teambuildingen.

  1. Vilka antaganden ligger till grund för aktiviteten? Hur kommer med andra ord aktiviteten förändra gruppens dynamik?
  2. Grundar sig aktiviteten på något bevis eller forskning?
  3. Kan konsulten ge samhällsvetenskapliga referenser som stöder aktivitetens påstådda effekt?
  4. Fungerar aktiviteten? Är det så att arbetsgrupper som deltar i denna typ av intervention faktiskt blir mer effektiva och produktiva?

P.s Vill ni höra mer om de senaste kick-off trenderna lyssna på ett reportage från Godmorgon världen (börjar 1.34.15 in i avsnittet)

(1) Wheelan, S. Creating effective teams: A guide for members and leaders

(2) Sundstrom, E., DeMeuse, K. P. & Futrell,D. (1990). Work teams: Applications and effectiveness. American Psychologist, 45(2), 120-133

(3) Guzzo, R.A., Jett, R.D. & Katzell, R.A. The effects of psychologically based intervention programs on worker productivity: A meta –analysis. Personnel Psychology, 38, 275-291

Du har förmodligen fel angående AI

Publicerat 15 September 2017

AIAI och AI-teknik är ett av de mest hypade orden just nu. Men vad är det egentligen, och en ännu viktigare fråga vad innebär det för din bransch? De flesta har idag paradoxalt nog antingen en övertro eller en undertro till hur långt AI-teknologin har kommit. Vissa tror att den redan kan lösa alla våra problem och andra tror att den inte är implementerad i affärsverksamheter än. Båda har fel.

AI används i “roliga” applikationer så som att spela spel, klippa film trailers eller skriva låtar. Men AI används också för att köra bilar, köpa aktier, och ersätter till och med poliserjurister och läkares jobb genom att bland annat ge sjukdomsdiagnoser till cancerpatienter.

Men AI är inte en plug-and-play teknologi. Rätt frågeställningar måste skapas, algoritmer skrivas och framförallt tränas med enorma mängder data. Detta kan vi bland annat se med några av uppköpen som de stora bolagen gjort de senaste åren, exempelvis IBM´s köp av The Weather Company eller Amazons köp av Whole Foods.

Hur tillvaratar ni de nya tekniska möjligheterna i ditt bolag?

Vill du lära dig mer om AI?

Anmäl dig till kursen Digital transformation
Mycket sevärt youtube klipp på ämnet, Humans need not apply
Följ denna podcast (avsnitten ligger på 25 min)
Prenumera på detta AI nyhetsbrev, “The wild week in AI”
/Theresia Silander Hagström

The two most important keys to the future!

Publicerat 12 September 2017

Amazon began with a young Jeff Bezos who, through his job at the time, learned that Internet usage grew strongly. He then made his analytical homework and decided that he would start a website for selling books. Here’s an interesting clip from 1997 where you can hear Jeff Bezos himself describe his process.


It would be easy to say that “the rest is history”, but instead we are going to stop and think about it. Being small, on the right market, at right time and growing is one thing, being big and continuing to develop is a completely different challenge. The two are very often confused. The question for established actors is not if, but when their conventional ways of doing business are going to become outdated. Many companies hold on to obsolete business models far too long… and eventually die. But there are ways to go forward – and like everything else it takes decision making and commitment.

Amazons competitors at the time was called Barnes & Noble and in Sweden Akademibokhandeln. Today, the list can be made considerably longer – way too long to post here, but have a look at this link. Firms like DHL, Volvo and Scania is going to be challenged in smart deliveries, transports with self-driving drones. With regard to data analysis and data storage, Amazon today competes with both Google and IBM. And with the acquisition of Whole Foods, Swedish food actors like Martin & Servera and ICA will also have to think about what their real challenges will be in the future.

Is your organization equipped to meet Amazon? Who will be the future leader of your industry?

Amazon has succeeded in systematic innovation and a sustained entrepreneurial spirit within the company, even when it grew large. What can you learn from this? For established companies it is about continuously develop two abilities:

  1. Develop intrapreneurs and the company’s intrapreneurial awareness!
    Intrapreneurs are employees who take responsibility for, and drive, develop and change within the company or organization in which they work. Unlike the entrepreneur, an intrapreneur must not only be knowledgeable and driven, but also learn how to navigate and challenge status que within an existing organizational structure. That means challenging already established ways of doing and thinking, break down established silos, deal with internal policies, etc. Companies like Kinnevik (owner of Zalando, Millicom, Tele2, Rocket Internet, Global Fashion Group and MTG), IBM, Microsoft, or the industrial company Sandvik had not been what they are today without their successful intrapreneurs.
  1. Systematic innovation
    Systematic Innovation is a prerequisite for survival for all companies. Global competition requires the ability to successfully develop and introduce new processes, services products and methods that result in significant improvements in quality, efficiency, utility and new markets. In order to compete, companies need to build a strong foundation based on a proactive and systematic way of working around their innovation strategy. Innovation must start to be seen as a critical activity. On a practical leveval this is all about acquiring the right tools and knowing how and when to innovate – but also when not to do it.

Do you want to equip yourself and your company with the right tools already this autumn? Read more about KTH Executive Schools two courses Executive Training in Intrapreneurship and Leading Innovation.

/Niklas Gustafsson
Business Developer Expert and Program Director KTH Executive School

Learn more about how Amazon started the Food Revolution.
Learn about what Amazon can mean to you and your industry.


Dags att ta steget in i den digitala världen

Publicerat 17 July 2017

Sommarfunderingar? Dags att ta steget in i den digitala världen. Allt vi tror idag kommer att digitaliseras – och så en hoper saker till vi inte har tänkt på. I den här kursen tittar vi tillbaka på vad som hänt, får perspektiv på var vi är och en förmåga att titta framåt. Det är väldigt tankeväckande när man tittar på sin egen organisation och bransch. Det säger Stefan Vlachos, verksamhetschef på Karolinska sjukhusets Center for Innovation om KTH Executive Schools kurs i Digital Transformation.