Want FREE Templates on Strategy & Transformation? Download our FREE compilation of 50+ slides. This is an exclusive promotion being run on LinkedIn.







Flevy Management Insights Case Study
Customer Experience Strategy for Automation Service Provider in Industrials


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Process Analysis and Design to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

Reading time: 9 minutes

Consider this scenario: A leading automation service provider in the industrials sector is facing significant challenges in maintaining its market position due to inadequate process analysis and design.

Experiencing a 20% drop in customer satisfaction scores over the last quarter, the company struggles with internal inefficiencies and a lack of innovation, while externally, it contends with the rapid advancement of technology and increased competition. The primary strategic objective of the organization is to enhance customer experience and operational efficiency to regain its competitive edge and market share.



The automation industry is currently undergoing a significant transformation, driven by the integration of AI and machine learning technologies. This evolution presents both unprecedented opportunities and challenges for traditional service providers.

To navigate this landscape:

We begin by evaluating the competitive forces shaping the industry:

  • Internal Rivalry: Intense, due to a surge in tech startups entering the market with innovative solutions.
  • Supplier Power: Moderate, with a few key suppliers dominating the market for high-tech components.
  • Buyer Power: High, as customers have more choices and are demanding more customized solutions.
  • Threat of New Entrants: High, facilitated by lower barriers to entry in the digital domain.
  • Threat of Substitutes: Moderate, but growing as alternative technologies emerge.

Emergent trends include the rise of IoT (Internet of Things) in industrial applications, increasing demand for sustainable and energy-efficient solutions, and the shift towards service-oriented business models. These trends indicate major changes in industry dynamics:

  • Increasing integration of IoT in industrial automation, offering opportunities to develop new services but also risking obsolescence of traditional offerings.
  • Growing emphasis on sustainability, presenting the chance to innovate in green technologies but also adding pressure to adapt existing solutions.
  • Shift towards as-a-service models, allowing for recurring revenue streams but requiring a transformation of current sales and support structures.

The organization is recognized for its technical expertise and strong customer relationships but is hampered by outdated processes and a slow pace of innovation.

The company's strengths lie in its established market presence and technical expertise in industrial automation. However, it faces weaknesses in agility and customer-centric innovation, with opportunities to leverage emerging technologies and industry trends. The threats include intensifying competition and technological obsolescence.

In terms of VRIO, the company's brand reputation and customer base are valuable and rare but not fully exploited due to operational inefficiencies and a lack of innovation. Enhancing these areas can create a sustainable competitive advantage.

Success in the evolving automation market requires core competencies in innovation, customer experience, and digital transformation. Currently, the company's capabilities in these areas are lacking, highlighting a need for strategic development and investment.

Strategic Planning

Based on the analysis, the following strategic initiatives have been identified for the next 24 months :

  • Digital Transformation for Enhanced Customer Experience: Implementing a digital transformation strategy aimed at streamlining operations and improving customer engagement. This initiative will leverage technology to create value by enhancing service delivery and customer satisfaction. It requires investment in digital platforms, training, and change management.
  • Innovation in Sustainable Automation Solutions: Developing a new line of sustainable automation solutions to meet the growing demand for energy efficiency. This initiative seeks to position the company as a leader in green technology within the industrials sector, generating new revenue streams. Resources needed include R&D, marketing, and strategic partnerships.
  • Transition to Service-oriented Business Model: Transforming the business model to offer automation solutions as a service. This shift is expected to generate recurring revenue and strengthen customer relationships. It necessitates restructuring of sales and support teams, as well as the development of new pricing and service delivery models.

Learn more about Digital Transformation Change Management Customer Experience Strategic Planning

For a deeper analysis, take a look at these Strategic Planning best practices:

Strategic Planning: Process, Key Frameworks, and Tools (79-slide PowerPoint deck)
Market Analysis and Competitive Positioning Assessment (45-slide PowerPoint deck)
Strategic Planning Checklist (44-slide PowerPoint deck)
Strategic Planning: Hoshin Kanri (Hoshin Planning) (153-slide PowerPoint deck)
Complete Strategic Management Consulting Guide and Toolkit (178-slide PowerPoint deck)
View additional Process Analysis and Design best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Process Analysis and Design Implementation KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


Efficiency is doing better what is already being done.
     – Peter Drucker

  • Customer Satisfaction Score: Critical for measuring the impact of digital transformation on the customer experience.
  • Revenue from Sustainable Solutions: Important for assessing the financial success of the innovation initiative.
  • Recurring Revenue Percentage: Essential for evaluating the effectiveness of the transition to a service-oriented business model.

These KPIs provide insights into the effectiveness of strategic initiatives, guiding adjustments to ensure alignment with overall objectives and market demands.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Process Analysis and Design Deliverables

These deliverables represent the outputs across all the strategic initiatives.
  • Digital Transformation Roadmap (PPT)
  • Sustainable Solutions Development Plan (PPT)
  • Service Model Transformation Framework (PPT)
  • Financial Impact Model (Excel)

Explore more Process Analysis and Design deliverables

Process Analysis and Design Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Process Analysis and Design. These resources below were developed by management consulting firms and Process Analysis and Design subject matter experts.

Digital Transformation for Enhanced Customer Experience

The organization utilized the Customer Journey Mapping framework to deeply understand and enhance the customer experience through digital transformation. Customer Journey Mapping is a holistic approach that outlines every step a customer goes through when interacting with a company, from initial contact to long-term loyalty. This framework was instrumental in identifying pain points and opportunities for digital enhancements across all customer touchpoints. The process included:

  • Mapping out all existing customer interactions across various channels to identify critical touchpoints.
  • Conducting customer interviews and surveys to gather feedback on their experience at each touchpoint.
  • Identifying digital solutions to streamline and enhance the customer experience at identified pain points.

Additionally, the Value Proposition Canvas was employed to ensure that the digital transformation initiatives were closely aligned with customer needs and expectations. This framework helped in understanding what customers value and designing digital solutions that address these needs effectively. The team executed this framework by:

  • Listing out customer jobs, pains, and gains to get a clear picture of customer expectations.
  • Matching digital transformation efforts with customer jobs to be done, alleviating pains, and creating gains.

The implementation of these frameworks led to a significant improvement in customer satisfaction scores and streamlined operations. The digital transformation initiative, guided by Customer Journey Mapping and the Value Proposition Canvas, enabled the organization to offer more personalized and efficient services, resulting in enhanced customer loyalty and operational efficiency.

Learn more about Value Proposition Customer Loyalty Customer Satisfaction

Innovation in Sustainable Automation Solutions

For the strategic initiative focusing on sustainable automation solutions, the organization applied the Blue Ocean Strategy framework. The Blue Ocean Strategy encourages companies to create new demand in an uncontested market space, or a "Blue Ocean", rather than competing head-to-head with other suppliers in an existing industry. This approach was pivotal in guiding the company towards innovative and sustainable solutions that opened up new market segments. The steps taken included:

  • Conducting a comprehensive analysis of the current market to identify overserved and underserved needs in the automation industry.
  • Brainstorming sessions to ideate on innovative sustainable solutions that could address these gaps without direct competition.
  • Developing prototypes of sustainable automation solutions and testing them in select markets to gauge customer response.

The Theory of Constraints (TOC) was also utilized to identify and address any potential bottlenecks in the R&D and production processes that could hinder the roll-out of new sustainable solutions. The organization:

  • Identified critical constraints within the R&D and production processes that could impede innovation.
  • Reorganized workflows and allocated resources to address these constraints, focusing on accelerating the development cycle of sustainable solutions.

The application of the Blue Ocean Strategy and the Theory of Constraints enabled the organization to successfully introduce innovative sustainable automation solutions to the market. These initiatives not only differentiated the company from its competitors but also established it as a leader in sustainable automation, leading to increased market share and revenue from new product lines.

Learn more about Theory of Constraints

Transition to Service-oriented Business Model

The Service-Dominant Logic (SDL) framework was pivotal in the organization's shift towards a service-oriented business model. SDL posits that the provision of services, rather than goods, is the fundamental basis of economic exchange. This perspective was crucial in reorienting the company's approach from selling products to offering comprehensive solutions as a service. The implementation steps included:

  • Reevaluating the company's value proposition to emphasize service and solutions over products.
  • Training sales and customer support teams to adopt a consultative approach focused on solving customer problems.
  • Developing new pricing models that reflect the value of comprehensive solutions rather than individual products.

Furthermore, the Lean Startup methodology was applied to rapidly prototype, test, and refine the new service offerings. This approach allowed the organization to:

  • Identify minimum viable products (MVPs) for the service-oriented offerings and test them in the market.
  • Collect feedback from early adopters and iterate on the service offerings based on this feedback.
  • Scale successful service models across different market segments and geographies.

The successful deployment of the Service-Dominant Logic and Lean Startup frameworks facilitated the organization's smooth transition to a service-oriented business model. This strategic shift not only resulted in a more sustainable revenue model but also strengthened customer relationships by focusing on delivering comprehensive, problem-solving solutions.

Learn more about Lean Startup

Additional Resources Relevant to Process Analysis and Design

Here are additional best practices relevant to Process Analysis and Design from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

Here is a summary of the key results of this case study:

  • Customer satisfaction scores increased by 25% following the digital transformation initiative, surpassing initial targets.
  • Introduced five new sustainable automation solutions, capturing a 15% increase in market share within this segment.
  • Transitioned 40% of the business model to service-oriented offerings, resulting in a 30% increase in recurring revenue.
  • Streamlined operations reduced process inefficiencies by 20%, enhancing overall operational efficiency.
  • Developed and tested 10 MVPs for service-oriented offerings, with 3 scaling successfully across markets.

The strategic initiatives undertaken by the organization have yielded significant positive outcomes, notably in customer satisfaction, market share expansion, revenue growth, and operational efficiency. The increase in customer satisfaction scores is a direct result of the focused digital transformation efforts, which effectively addressed customer pain points and enhanced service delivery. The successful introduction of sustainable automation solutions demonstrates the company's ability to innovate and capture new market opportunities, leveraging the Blue Ocean Strategy to differentiate itself in a competitive landscape. The transition to a service-oriented business model has not only diversified the revenue stream but also fostered stronger customer relationships through value-added services. However, while the transition to service-oriented offerings shows promise, the full potential of this shift is yet to be realized, as only a portion of the offerings have successfully scaled. This suggests a need for further refinement and adaptation of the service model to meet market demands more effectively.

Given the mixed results in scaling service-oriented offerings, it is recommended that the company continues to iterate on its service model, applying feedback from early adopters to refine and enhance its offerings. Additionally, further investment in R&D for sustainable solutions should be considered to maintain the momentum of innovation and market share growth in this segment. To bolster operational efficiency, adopting advanced analytics and AI for predictive maintenance and process optimization could provide additional gains. Lastly, fostering a culture of continuous innovation and customer-centricity will be crucial for sustaining long-term competitive advantage in the rapidly evolving automation industry.

Source: Customer Experience Strategy for Automation Service Provider in Industrials, Flevy Management Insights, 2024

Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials




Additional Flevy Management Insights

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.