Closed Data Exchange for Leading Music Service

As part of the business takeover, the client ceded all customer contracts. Nonetheless, after years of exclusion the company aims to re-enter the market based on the legacy version of its original platform technology. As a matter of fact, certain things has developed since then: naturally technology itself, but also the market which is dominated now by numerous, highly competitive players. Beside the technological modernization of the software, the main focus is put on adapting the business model.

Our consultants analyzed the direct and related markets firstly at the strategic level and identified a new market. From this point on the corporate strategy was realigned, the relevant target groups identified, and their purchasing power evaluated. The entire business model was subjected to a stress test and then reformed: from a fee-based vendor to a software-as-a-service provider. For this purpose, KÖNIGSWEG developed appropriate pricing, roll-out and growth strategies. As well, we assumed agile project management of product adaptation and further development with a user-centricity approach.

Innovative business models are often outside a clear framework. Existing legal regulations do not apply, suitable ones still have to be created. The disputes in cases such as Uber and Lieferando are just two of the consequences of this uncertainty. We support our clients in implementing innovative business models effectively and legally, for example according to the new GDPR (General Data Protection Regulation) or Payment Services Supervision Act.

Furthermore, we are at your disposal as a competent partner in project and development management of applications and software. In doing so, we rely on an agile development environment in which user-centric approaches can be implemented in the best possible way. In cooperation with our network partners, we can also develop user experiences and interface designs.