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Smart Services: Creating Sustainable Customer Value in Automotive and Industrial Equipment

Smart Services: Creating Sustainable Customer Value in Automotive and Industrial Equipment

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Smart services challenge automotive and industrial equipment organizations to completely re-think their product development processes, which now hinge on successfully digesting a mass of new data sources.

Smart services challenge automotive and industrial equipment organizations to completely re-think their product development processes, which now hinge on successfully digesting a mass of new data sources.

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Smart Services: Creating Sustainable Customer Value in Automotive and Industrial Equipment

  1. 1. Creating Sustainable Customer Value in Automotive and Industrial Equipment SMART SERVICES
  2. 2. What’s needed is a more comprehensive view of value creation: one that leverages the power of smart services as the backbone of the end-to- end digital value chain described by Industry X.0. Industry X.0 encompasses a universe of “living” products and services: software- intelligent and closely aligned with their users and ecosystems. At its heart are the smart, interconnected devices and appliances that constitute Industry 4.0.
  3. 3. 80% Copyright 2017 Accenture. All rights reserved. 3 80%84%recognize that technology is changing exponentially recognize that innovation must accelerate recognize that delivering differentiated customer experiences fuels new revenue streams and strengthens competitive advantage Source: Accenture Technology Vision 2017 Source: Accenture Strategy 2015 B2B Customer Experience Survey-Industrial Companies Source: Accenture Technology Vision 2017
  4. 4. 31% 42% 23% 40% 31% 24% 14% 38% 32% 22% Smart Services Create New Value in New Places Copyright 2017 Accenture. All rights reserved. 4 Global Automotive Profit Pool Development [Bn Euro] 20252015 2030 2030 100% 3% 2015 546331 2025 474 Shift In Global Automotive Profit Pool Shares [% Of Total Profit Pool] 43% 15% Source: Source: Accenture, Digital Value Creation Analysis 2016 Notes: OEM=automotive manufacturer, OES=automotive supplier, MSP=mobility service provider, ISP=infrastructure service provider MSP OES ISP OEM 331 474 546 +3% 0%
  5. 5. Hence Industrial Companies Need to Transform to Service Driven Business Models based on Smart Products & Services Copyright 2017 Accenture. All rights reserved. 5 95%believe that business models must support a products-as-a-service strategy (smart products & smart services) IMMEDIATE TO NEAR TERM Operational Efficiency Smart Products & Smart Services Outcome-based Economy Autonomous Pull Economy LONGER TERM From Product Service Outcome Pull Source – Innovation Driven Growth survey, Accenture 2016
  6. 6. Ecosystem Partnering and Technologies are Key Foundations for New Operating Models Copyright 2017 Accenture. All rights reserved. 6 In 5 years, 91% of Automotive and 67% of Industrial Equipment executives expect to act as a unified ecosystem TheTop3benefits: Unified Ecosystems AI Technology enabled Operating Models of leaders build platform-based business models on foundational ecosystems of digital partners believe AI will transform them in the next 3 years 50%80%+ productivity improvements data analysis & insights cost savings Source – Innovation Driven Growth survey, Accenture 2016
  7. 7. Copyright 2017 Accenture. All rights reserved. 7 END-TO-END SERVICE LIFECYCLE Ideation Incubation Provide end-to-end support throughout new services. Use design thinking approach Data - Analytics – Cybersecurity Implement Analytics academy, catalogue of algorithms available to the BUs, data repository, end-to-end cyber security Change Management & Digital Transformation Develop IoT culture across the organization and develop service catalogue to accelerate BUs/organizations IoT innovation, run & talent as-a-service Value Creation Office/Program Driven Monitor value creation and foster IoT adoption/innovations OT/IT Platforms Vertical Solutions Manage end-to-end technical integration components to accelerate industrialized offerings and synergies Run & Operate Industrialization (Business and Technology) CUSTOMERS BUSINESSOUTCOMES GO-TO-MARKET/OPERATING MODEL Define the right model per new service and global operating to develop customer satisfaction BUSINESS OFFERINGS STRATEGY Set business offerings aligned with extensive customer interaction, customer journey mapping and business model definition SMART SERVICE FACTORY CONCEPT The industrial value chains of the future will be E2E ecosystems, from product design through to ongoing use by the end consumer. Achieving them will be challenging - but a digital services “factory” concept, customized to the specific needs of each organization would allow organizations to address customer needs predictively and enable the personalized, contextual services that drive recurring revenues.
  8. 8. Copyright 2017 Accenture. All rights reserved. EarlyInnovators alreadyhave… successfully integrated digital, including smart services, into the customer experience 8 75%Early Innovators Followers 25% 5-7%higher revenues 1.5 – 2.4% Higher operating margin AND VS. $ Outcomes
  9. 9. Copyright 2017 Accenture. All rights reserved. 9 Innovation Driven Growth Survey, 2016 Accenture Technology Vision, 2017 Industry X.0: Realizing Digital Value in Industrial Sectors, 2017

Notes de l'éditeur

  • We began by analyzing the digital disruption that is driving the development of Smart Services:
    Industrial consumerism (fueled, of course, by the exponential pace of technology change) is turning B2B into B2C players
    As product cycle times decrease, innovation must accelerate
    What’s more, the definition of innovation is changing: delivering E2E, personalized and differentiated customer experiences is the key to new revenue streams and thus competitive advantage in a digitally disrupted world
  • Smart Services move value to new places/parties:
    From incumbents (OEM and OES) to more agile new entrants (MSPs and ISPs)
    What’s more, industry value and societal value are not always aligned. Consider Auto telematics, which will deliver $240 billion in cost savings to drivers and $15 billion to insurers (thanks to fewer accidents), but only $1.2 billion to OEMs

    Mobility Service Provider (MSP):
    MSPs control the direct relationship with the customer: financing, leasing, flat rates for public transportation, etc.
    They use network effects from a vast customer base, added by intelligence, algorithms, and customized platform

    Infrastructure Service Provider (ISP):
    ISPs are operators for physical and virtual infrastructures like charging stations, toll systems, parking garages
    Infrastructure players are relevant business partners for MSPs

  • All of which means that incumbents’ business models must evolve to support products-as-a-service:
    A partner-based relationship that builds customer intimacy, and thus loyalty and revenue growth, by providing individual customers with the tailored, consumer-like solutions and outcomes that more of them now seek.

    Industrial equipment providers started by supplying mining companies with trucks and other equipment
    This evolved into providing value added smart products and services such as (1) equipment and job-site monitory and (2) safety features that recognize when a driver is drowsy
    The ultimate evolution of this may become an outcome based model similar to power-by-the-hour, where mining operators pay for productivity driven by autonomous equipment rather than the equipment or upkeep itself.

  • Since few organizations can capture the new value created by such models alone, open, transparent and multi-dimensional ecosystems of digital partners are essential.
    Despite ongoing concerns about cyber security, industrial organizations recognize that unified ecosystems will increase the pace and agility of innovation
    These ecosystems should include software vendors, connected device makers, Cloud and other infrastructure providers, as well as Big Data and machine-learning players

    The organizational impact of Smart Services will be huge, especially on product development processes, and new technologies are key enablers of the new operating model:
    Software platforms, APIs, connectivity and user experience roadmaps all need to be integrated with traditional product roadmaps
    While future product development choices hinge on successfully digesting a mass of new data sources
    Hence the critical importance of such new technologies as AI, which at least half of industrial organizations recognize as the key to productivity improvements, data insights and cost savings

    Cyber security is the No. 1 concern for 64% of Automotive and 33% of Industrial Equipment executives

  • Accenture research shows that leading innovators are already focused on the Smart Services transformation—and delivering significant higher growth and margin as a result. Those that hope to emulate them should remember that:
    Value is being created in new places and they must pivot to the new or risk displacement by new entrants
    Smart services go beyond operational efficiency to create new customer experiences and build the new business models that generate new revenue streams
    The new operating model depends on ecosystem partnerships, analytics, software and new technologies that enable new product development capabilities
  • Accenture leveraged 3 pieces of research to develop our Smart Services point of view:
    Beyond the Product: Re-writing the Innovation Playbook analyzed the innovation practices and value performance of 351 businesses from the Global 2000 across eight industries and nine geographies by interviewing Chief Technology Officers, Division Presidents and Division Vice Presidents of engineering and innovation, or their equivalent.
    -> https://www.accenture.com/t20160425T050852__w__/us-en/_acnmedia/PDF-10/Accenture-Innovation-Driven-Growth-Product-Lifecycle-Management-April-2016.pdf#zoom=50
    Accenture Technology Vision 2017, an annual investigation into the emerging IT developments likely to have the greatest impact over the next 3 years, leveraged the expertise of more than 2 dozen experienced individuals from the public and private sectors, academia, venture capital, and entrepreneurial companies, as well as technology luminaries and industry experts, nearly 100 of our own business leaders, and dozens of our professionals: nearly 3,000 people in all.
    Industry X.0: Realizing Digital Value in Industrial Sectors, authored by Accenture Senior MD Eric Schaeffer, leveraged both our in-house expertise and the input of more than 40 industrial executives [OK??]