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TrÅv: A New Business Strategy
內容大綱
By the end of 2019, TrÅv, Inc. (TrÅv) had ceased to sell its flagship direct-to-consumer single-item coverage insurance product. Going forward, TrÅv would no longer compete as an insurance company, but would instead focus on expanding its technology in order to equip established insurance companies, financial institutions, and technology companies with the modern, all-digital insurance apps required to remain competitive and/or gain market share. In doing so, TrÅv offloaded the enormous financial burden associated with customer acquisition. Heading into 2020, TrÅv's business was divided into two main units-TrÅv Enterprise and TrÅv Mobility. As a result of this strategic shift from a business-to-consumer (B2C) strategy to a business-to-business (B2B) strategy, TrÅv's leaders were faced with a new set of questions. Should they implement a fee structure that would allow TrÅv to achieve profitability as a B2B technology provider? Were TrÅv's new products designed to respond to its clients' desired customer segmentation? How should TrÅv allocate resources between its Enterprise and Mobility businesses?