I help robot companies commercialize and grow

Dr. Claus Risager, CEO & Founder @ REGASIR ApS
M.Sc., Ph.D. in Robotics & AI (Artificial Intelligence)

9 out of 10 robot companies do not survive – not because their idea isn’t right or their technical inventions aren’t great – but because they underestimate and lack the necessary experience and knowhow to commercially develop their business. In the end they run out of money before being profitable or even showing a proof-of-business.

Over 37 years I have been working with most aspects of commercializing and growing robotics businesses. All of it has been packaged into an advisory service in REGASIR and made available to selected robotics companies.

What I do

Successful commercialization and growth of a robot company highly depends on a number of underlying and interdependent factors. For each factor the right understanding, the right direction to go in and the right recipe to achieve customer success needs to be developed as fast and cost efficient as possible. While some of these factors are naturally sequential, most are actually executed in parallel. Experience has shown that a successful outcome often belongs to those who in fast, cheap and easy ways are good at testing their ideas and assumptions against the real world through interactions with customers, competitors and others in a fast failing process with a steep learning curve. It’s all about continuing these fast learning cycles until a mature and stable level has been reached where our understanding of our business and the recipes we have developed are well established and well executed by our organization. From there on we can scale on a more solid ground of know-how, competence and experience. And this is what I do. I help your company reach that level of maturity from where you can scale.

While some of these factors are naturally sequential, most are actually executed in parallel. Experience has shown that a successful outcome often belongs to those who in fast, cheap and easy ways are good at testing their ideas and assumptions against the real world through interactions with customers, competitors and others in a fast failing process with a steep learning curve. It’s all about continuing these fast learning cycles until a mature and stable level has been reached where our understanding of our business and the recipes we have developed are well established and well executed by our organization. From there on we can scale on a more solid ground of know-how, competence and experience. And this is what I do. I help your company reach that level of maturity from where you can scale.

Markets and Regions

Identify how key macro factors influence the business and understand how the market is expected to develop over the coming 2-3 years and beyond. Factors include government regulation, KOLs, projected growth, geography, demography, and much more

Customer Segments

Group customers according to key characteristics that differentiate the customers and which later on will have an influence on our prioritization of sales and marketing efforts. Some characteristics data can be found in advance, others during sales meetings.

Customer Key Stakeholders

Identify which roles at the customer that are key during a sales process and during the subsequent servicing process. For each role the important agenda and priorities are identified such that sales presentations, -materials and -arguments can be well prepared.

Customer Purchase Process

Map out the steps to be taken from reaching out and having the first contact all the way to receiving a purchase order (PO) and subsequently delivering a proactive service. In each step the logic behind the execution is defined and also linked to key stakeholders.

Customer Business Cases

Understand the economics of the customer, in particular where the budget comes from, who (key stakeholders) makes the decision and what their rationale is for a positive decision. Identify if our product and service has a 1’st, 2’nd or 3’rd order economic effect.

Competitors

Map out all main competitors and all competitive technologies. Identify what their products and services create of value to their customers, which customers they have and what their offerings are. Understand how we overlap and how we can differentiate.

Customer Service

Understand what it takes to make a customer successful after our product has been delivered. Design a customer service function which delivers value to the customers and ensures they will buy more, extend services and become good ambassadors for us.

Pricing

Combine the customer economics with our financial capabilities and design the right packages of prices and terms on purchase, subscription, service, consumables and more in order to minimize the entry barrier. Consider various phases in our life cycle.

Marketing

Clarify from where key stakeholder customer entry points get their information and inspiration. Find out if we should go direct with a cold calling approach or we create a pull effect with promotions at relevant platforms or events, how to blend it and the timing of it

Sales Channels

Identify potential distributors and dealers in the market and match their customer base and competences with what is required to be successful. Estimate the costs and benefits of going direct versus having distributors. Consider timing and stepwise approach

Product-Market-Fit

Match our understanding of how our customers are organized and how their needs, processes and economics works with our offerings and check out if there is a good match which makes it easy, fast and as cost efficient as possible to create successful customers

Product Roadmaps

Markets and Regions

Customer Segments

Customer Key Stakeholders

Customer Purchase Process

Customer Business Cases

Competitors

Map out all main competitors and all competing technologies. Identify what their products and services create of value to their customers, which customers they have and what their offerings are. Understand how we overlap and how we can differentiate.

Customer Service

Pricing

Marketing

Sales Channels

Product-Market-Fit

Product Roadmaps

Design an efficient way in which the organization can process various requirements to the technical teams including maturing of existing products, developing new features to support our services and new features to meet customer requests. It’s a balancing act.