A multinational company had identified the potential to achieve several competitive and cost-saving advantages for their business by licensing and deploying a new disruptive technology, offered by a SME.
Both parties wanted to understand what additional value might be created, and to explore the implications for the multinational’s current business model, partnerships, cost base etc. Together, they used the Cambridge Value Generation Tools to identify new ways of considering the value they might be able to create, both individually and when working collaboratively.
The outcomes included a new basis for core elements of the licensing agreement – which in turn enabled implementation of new technology three times faster than had been anticipated, with associated cost benefits and market growth. It also identified where and how to drive the competitive advantage to open new markets.
“We are now using these tools as a default in the early stages of all new product development.”
Head of Innovation
Multinational Chemical company
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