Company B is a semiconductor company that was disrupted by the introduction of new technology by competitors that can greatly reduce the cost of production. Despite the reduction of cost, the quality of service is often neglected. In order to disengage Company B from the price war, the company seeks for solutions to differentiate itself from the other competitors while launching in a new market (Southeast Asia) that is predominantly price sensitive.
Structured a new business model by offering Designer-as-a-Service instead of relying on the traditional manufacturing model
Built a network of implementers in Southeast Asia with a strategic sequence to minimise the capital risk
The new business model allowed the company to reduce business development cost and effort while fulfilling the objectives set by the clients
Increased the reliance of the clients, resulting in more repeated clients