Redesigning the strategy for implementing change in business activities

Most of the start-up fails in generating the value. There are many reasons associate with it, sometimes due to the complexity of implementing the ideas into the reality make harder to generate any value from it and/or when plateau is reached in very early years and if it is not turn to the growth then eventually the start-up ends with the burden its own operational costs. This thesis analyse the start-up company “Celebreak” which faces the issue of reaching the plateau in its earlies. The company was not able to generate any value for its customers and facing intensive decline in revenues. In the thesis we analyse the company’s overall performance and make changes in the marketing and services strategies to meet the planned goals. To make the strategic change in the marketing, we made some changes in the company’s daily bases activities to increase the marketing efforts. We fully understand that being a start-up, Company cannot finance marketing efforts therefore, we develop a strategy, which we called “value in return” for online and offline marketing. The new approach also encompasses of restructuring the Sale strategy, HR strategy and supplier relationship building strategy. Moreover, for the service strategy, we worked on the customer experience. We believe that the current services given by the Celebreak is enough but there’s a great need to work on leveraging the customer experience using the same services in different meaning therefore, to do so, we use “Innovation of meaning model”. This model is presented by the Politecnico di Milano’s Prof. Roberto Verganti. The reason of using this model is because it works on the meaning part in the approach of problem to solution. In the end, there’s a conclusion part that discuss the improvements, observations, and highlights the complication in development part of the new strategies. In addition, discussing of limitation, questionnaire for further study can be found as well.