Nova SBE Training
Executive Education

BOX promotes a new way to learn, apply and build solutions to face challenges of the future of business in the post-COVID-19 world.

It is the time to take risks, to rethink and redesign the business model, introduce changes in technology, processes, product, etc.

The new generation of future customers and employees can undoubtedly introduce an unbiased and experimental perspective on the companies' businesses.

During this event, we will challenge students from different backgrounds, with mentorship and facilitation from experts in innovation and entrepreneurship, to seek and design innovative solutions to today's new challenges posed by the participating companies.

Several Labs and Hubs of the Nova SBE ecosystem will also be involved, namely, the Co.Innovation Lab, the Digital Experience Lab, the Entrepreneurship Hub and SingularityU Portugal, and their multidisciplinary teams.

Nova SBE is thus committed to helping companies make up for lost time and quickly start up initiatives to transform their business: aligned with the company's strategy, customer-oriented, decisive, objective and actionable.

• 2nd edition - 17 to 21 January
  
• 3rd edition - 30 May to 3 June

• They are able to adjust the level of investment to the strategic relevance of each challenge;
• Quickly and cost-effectively generate and test new solutions with clear and actionable implementation alternatives to meet your business challenges;
• Quickly create an unbiased business perspective of what your post-COVID-19 business looks like;
• Approach and give voice to the new generation of future customers and employees;
• Incorporate expert insight into innovation, entrepreneurship, design and technology in finding solutions for your specific case.

WE RECOMMEND:
Strategic, open-ended, business-related, customer-centric challenges that rely heavily on external knowledge.

Examples:

• What new value propositions can we realize 100% remotely, at least for some customer segments?
• How can we generate more value to the customer segments that are less tied and more threatened with exit?
• How can we differentiate the revenue sources of different products / services / segments?
• What services / value propositions, complementary to our core, can we create?
• How can we improve communication with specific customer segments?
• How can we optimize our customer acquisition, retention and/or growth strategies?
• What other distribution / sales strategies can we use for new customer segments?
• What kind of billing or pricing models can we test, to align the price of our products with the moments of greatest perceived value by the customer?

WE DO NOT RECOMMEND:
Challenges that are highly dependent on internal structure, such as those related to processes and operations, or others that are significantly dependent on internal corporate culture, operating models, and technical infrastructure.

Examples:

• How can we internally implement a specific technology or process (e.g., data models)?
• How can we reduce waste in our production process?
• How can we reduce production time in our production process?
• How can we optimise internal systems (e.g. stock management)?
• How can I establish an agile culture in the company?

1) Thepost-COVID-19 customer
The pandemic has changed the predisposition of customers to accept totally remote value propositions. What implications might this have for the company?

• What segments are most available/sensitive to fully remote value propositions, and with what type of product/service?

2) The high value, low interaction customer
In a difficult context for significant investments in new customer acquisition, retaining customers with higher value in the long term but low loyalty/interaction in the short term becomes even more important. How can we think about the value proposition for these customers to, if possible, increase the level of interaction with us and reduce the probability of their loss?

• Which segments have both the highest long-term value add and the highest short-term exit probability, and what kind of value propositions can we create to increase their retention?

3) The non-customer
Consumer behavior is constantly changing, and this is never truer than at times of profound social change such as pandemic. Knowing the customer of the future requires an intense and unbiased exploration in the present.

• What characteristics will the customers of the future have? What products or services will they consume and how?

4) The strategic product customer
The strategic products that are now part of our development pipeline will assume, in the medium term, a determining role in the company's performance. Now is the time to mitigate the business risk associated with these products, through their exposure to external and non-envied factors that may test our main assumptions.

• Does the market confirm the key assumptions in the development of our strategic products? What aspects relevant to the strategic product had we not considered, and what impact does this have?

• 30 students (we believe this number will increase as we have already presented to the students at DW and they were very interested);
• 12 nationalities;
• 9 universities;
• 8 different backgrounds;
• 3 companies and 3 challenges;
• 9 teams;
• 3 teams per challenge.