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How can service remain manageable with tech?How can service remain manageable with tech?

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Your manufacturing company a tech company? That sounds unrealistic, almost science fiction. Or not?

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How can you increase the distinctive character of your products?

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Do you want to distinguish yourself with your products by connecting them to the internet? Do you want to innovate in technology to beat your competitors? Do you really think technology is the solution to all your business problems?

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Is your business being overtaken by service providers?

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Start-ups eat the bread, because they successfully market service subscriptions, without any legacy and without their own products. How do they do that?

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Will your product continue to sell so well?

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Do you remember why you became an entrepreneur? You saw an opportunity, you felt that you could do better, you took the plunge and went for it! You did that on your own, so why would you change that approach?

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New low-risk business model

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Do you ever dream of a sustainable revenue model that makes your customers happy, so that they no longer turn around every cent? Services as a business is such a revenue model.
But why would you start something new right now? Isn't that risk too high?

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Are you the cheapest or the best?

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"That horticultural sector is really penniless. That has always been the case. If I am not the sharpest, my competitor is and I lose trade. So don't come up with great stories about new revenue models, because that just doesn't work for us! "

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Your mindset is key

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Tesla's value has risen to over a thousand dollars per share in corona times, as car sales collapse. Because although Tesla makes cars, it is valued as a tech company. If that is possible in the automotive sector, why not in your sector?

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New life in an industry that has almost come to a standstill: the bottle and the label

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The question is not whether your company is affected by corona, but when, how violently and for how long. Is your core business, which has been your formula for success, under pressure for a long time or is it no longer viable at all? Then think about the label of your business.

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Sustainable business models: from a blazing fire to a flaming success

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How did it happen that a sustainable revenue model like services got bogged down in the organization after an enthusiastic reception by the entrepreneur?

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Your ego says "grow" but your purpose says "bloom"

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Growth in turnover, employees and business space is tangible. It caresses your ego, because what could be better than being visibly successful, right?

However, the happiness of growth is fleeting. Is your revenue model in line with your purpose?

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Service as a selling point for your product?

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"Discussions about services only distract the customer and raise too much resistance in the sales process, right?"


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Service, an earnings model?

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Ask ten entrepreneurs about service and they all say it is extremely important to keep their customers satisfied.

"But what do you mean by 'keeping satisfied'?"


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Do you have difficult customers? You are to blame.

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Difficult customers do not exist, they are created. By you. Because how difficult do you become if your suppliers do not adequately respond to your questions?

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“My staff should do exactly what I ask them to do...”

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Do you have any idea how much you invest annually to recruit people? And how effective is that? Could you approach it in another way? 

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Free service is inflation for your company

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Your Service department grows with your company. However, if you continue to provide services free of charge, you will suffer losses. Should you create an additional earnings model?

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Is it true that your customer does not want to pay for services?

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“My customer wants only my product and nothing more.” Does your customer really want nothing more than your product, or is this the image you have created?

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Free service? Don’t set your customer on the wrong track!

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Do you also provide a free service in addition to your product? Is the fee included in the price of the product? Are you, as an entrepreneur, constantly busy in keeping your customers satisfied?

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Are you a supplier or expert?

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Once your customers have bought your products you’d rather not have anything to do with it anymore. Each of their questions is a bother and costs money. You can only benefit if you sell your products to them. Right?

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Scalable revenue model?

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“The entire world wants something from me but my production company has a linear growth model. That has always been the case and will remain so”, the entrepreneur comments with slight frustration.

“Why do you think that is?” 

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