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Embedding Customer-centricity into Axicom to spark growth and strategic opportunities

THE CHALLENGE

Re-aligning the business for greater customer-centricity and growth

Axicom is Australia’s largest independent operator of wireless infrastructure, supporting over 2,000 telecommunications towers nationally. The increasing maturity of the Australian market and the rising expectations of connectivity amidst the COVID-19 pandemic encouraged Axicom to think about their future and how they could continue to flourish and become more customer-centric.

The Strategy Group partnered with Axicom to uncover customer needs, insights and opportunities in a rapidly changing market. The objective of the engagement was to help Axicom better improve their customer strategy, internal culture,  and products and services to fuel growth and achieve better customer-centricity.

THE APPROACH

Uncovering the ‘Voice of the Customer’ by utilising a triangulation of research methodologies

The Strategy Group embarked on a research journey which utilised both qualitative and quantitative methods to capture customers needs, insights and opportunity areas within a design-thinking framework. From face-to-face interviews with key clients and vendors to CSAT diagnostic tools, The Strategy Group was able to capture diverse forms of data to uncover deeper and more meaningful insights from both the inside-out and outside-in.

The Strategy Group ensured collaboration and co-design were key features of the engagement with Axicom. We ran and facilitated insights and ideation workshops with Axicom at critical stages in the project to not only leverage Axicoms’ technical expertise, but to also help them better align themselves to their customers needs and internally grow their customer-centric capability. The data captured from the research was used to inform Axicom of key customer and vendor insights, and an integrated customer and vendor journey map. These deliverables supported Axicom’s understanding of their current-state value and customer-centricity.

THE OUTCOME

A MARRIAGE OF DESIRABILITY, FEASIBILITY, AND VIABILITY TO PROVIDE A GO-TO-MARKET STRATEGY ACROSS TWO HORIZONS

The Strategy Group conducted significant research and agile experiments to assess desirability, viability and feasibility across a range of Shirohato products.

Using this evidence, we outlined a detailed step-by-step Australian Go-To-Market Strategy for Shirohato across two horizons. Each horizon comprises a detailed Business model canvas that builds upon each other and will allow Shirohato to scale when the organisation is ready.

This Strategy will serve as a guide to their first step to global expansion.

 

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