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Disrupt or be Disrupted

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Disrupt or be Disrupted

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Disruption is the talk of the town - breakthrough technologies are, well, breaking through everywhere and everyday. What can firms do to mitigate the risk of being disrupted? By disruption! It's no easy task to 'eat oneself' and often there will be serious barriers (culture, technology etc.) for doing so. As we are moving fast from industrial production and economies of scale, economies of experience and service design become the critical assets: The customer experience! The customer experience must seek to integrate the digital with the physical. Your customers already swaps seamlessly between the two, so should you! With mobile as more than just another channel, customer experience must also focus on creating 'mobile moments' (of truth) where customer needs are foreseen and fulfilled across the omnichannel. Key is to provide a platform on which users can interact and co-create. Providing the winning platform will position you as the gatekeeper, 'owning' the customer (as the saying goes) and safe guard against new entrants and disruption. Enable collaboration to take this digital transformation the last steps.

Disruption is the talk of the town - breakthrough technologies are, well, breaking through everywhere and everyday. What can firms do to mitigate the risk of being disrupted? By disruption! It's no easy task to 'eat oneself' and often there will be serious barriers (culture, technology etc.) for doing so. As we are moving fast from industrial production and economies of scale, economies of experience and service design become the critical assets: The customer experience! The customer experience must seek to integrate the digital with the physical. Your customers already swaps seamlessly between the two, so should you! With mobile as more than just another channel, customer experience must also focus on creating 'mobile moments' (of truth) where customer needs are foreseen and fulfilled across the omnichannel. Key is to provide a platform on which users can interact and co-create. Providing the winning platform will position you as the gatekeeper, 'owning' the customer (as the saying goes) and safe guard against new entrants and disruption. Enable collaboration to take this digital transformation the last steps.

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Disrupt or be Disrupted

  1. 1. DISRUPT OR BE DISRUPTED
  2. 2. Mark Lewis Senior Advisor ! Blog: blog.valtech.dk Twitter: @mmark!
  3. 3. “The iPhone is a niche product” Olli-Pekka Kallasvuo, CEO Nokia, 2008
  4. 4. DID THEY NOT KNOW – OR CARE – ENOUGH ABOUT WHAT WAS HAPPENING AROUND THEM?
  5. 5. The key considerations are whether the performance attributes implicit in the innovation will be valued within the networks already served; whether other networks must be addressed or new ones created in order to realize value for the innovation. Clayton Christensen, The Innovators Dilemma, 1997
  6. 6. = THE EXTENDED VALUE CHAIN.
  7. 7. IT’S (ALMOST) ALL ABOUT CUSTOMER CENTRICITY.
  8. 8. BUT WITH PERIPHERAL VISION.
  9. 9. SO WE NEED TO STAY AHEAD OF THE S-CURVE.
  10. 10. Technology life cycle: The S-curve Time or engineering effort Productperformance
  11. 11. “Think of yourself like a consumer technology company”
 Curt Garner, CIO Starbucks, 2013
  12. 12. TOO LITTLE, TOO LATE
  13. 13. Surfing the S-curves Time or engineering effort Productperformance 1st technology 2nd technology 3nd technology
  14. 14. WITHIN A VALUE NETWORK, EACH FIRM’S PAST CHOICES OF MARKETS DETERMINES ITS PERCEPTIONS OF THE ECONOMIC VALUE OF A NEW TECHNOLOGY.
  15. 15. CEOs consider technology the single most important external force shaping their organization’s future. Likewise, the most common barrier to agility and change is legacy technology and systems. Source: The Customer-activated Enterprise – Insights from the Global C-suite Study, IBM 2013
  16. 16. Macro-perspective: Technology paradigms Source: Technological Revolutions and Financial Capital: The Dynamics of Bubbles and Golden Ages, Carlota Perez, 2002
  17. 17. The major transformation results, not from one technology or a set of them, but from all industries innovating in convergent directions. That’s what creates the synergies and the self-reinforcing loops that make demand dynamic for all. Carlota Perez, The New Technological Revolution, 2013
  18. 18. TECHNOLOGY TRENDS
  19. 19. Source: Hype cycle, Gartner 2014
  20. 20. WEARABLES
  21. 21. CONNECTED HOME
  22. 22. 3D PRINTING
  23. 23. NEAR FIELD COMMUNICATION
  24. 24. CONNECTED CARS
  25. 25. MOBILE HEALTH
  26. 26. INTERNET OF EVERYTHING
  27. 27. 50 billion connected things “Fixed” Computing (You go to the device) Mobility / BYOD (Device goes with you) Internet of Things (Golden age of device) Internet of Everything (People, Process, Data, Things) 1995 2020 200M 10B 50B things
  28. 28. ALL THOSE NEW TECHNOLOGIES CONNECT THE BUSINESS WITH THE CUSTOMER.
  29. 29. JUST AS THEY CONNECT THE PHYSICAL WITH THE DIGITAL.
  30. 30. DIGITAL IS COMING FULL CIRCLE.
  31. 31. AND THE KEY DRIVER IS THE CUSTOMER EXPERIENCE.
  32. 32. IT’S THE DESIGN AND THE INTERACTION.
  33. 33. THIS INVOLVES TRUE OMNICHANNEL.
  34. 34. It’s all about the synergies 0,0% 10,0% 20,0% 30,0% 40,0% 50,0% 60,0% 70,0% Often research items online, but prefer to buy in-store Often look at items in-store, but usually purchase online Have researched an item online, then viewed it in-store, and purchased online Source: Statista, 2013 Share of respondents
  35. 35. WEBROOMING: 69% SHOWROOMING: 46%
  36. 36. Reasons to ‘webroom’ 0,0% 5,0% 10,0% 15,0% 20,0% 25,0% 30,0% 35,0% 40,0% 45,0% 50,0% Don't want to wait for delivery Will ask the store to price match Like the option of being able to return the item to the store if needed Want to check an item's availability online before purchasing in-store Like to go to store to touch and feel a product before buying Don't want to pay for shipping Source: Merchant Warehouse, 2014 Share of respondents
  37. 37. MOBILE IS THE KEY
  38. 38. Mobile share of internet traffic is surging 0,0% 5,0% 10,0% 15,0% 20,0% 25,0% 30,0% 35,0% 40,0% 45,0% 2010 2011 2012 2013 2014 2015E Global Mobile Traffic as % af Total Internet Traffic Source: StatCounter Global Stats, 2014
  39. 39. MOBILE HAS CHANGED HOW CONSUMERS INTERACT WITH RETAIL.
  40. 40. 1 IN 3 SHOPPERS USE THEIR SMARTPHONES TO FIND INFORMATION INSTEAD OF ASKING EMPLOYEES. Source: Mobile In-Store Research, Google 2013
  41. 41. In-store mobile use 0,0% 10,0% 20,0% 30,0% 40,0% 50,0% 60,0% 70,0% 80,0% 90,0% Search engine Store websites Brand websites Store apps Deal websites Source: Mobile In-Store Research, Google 2013
  42. 42. In 2015 the gap will increase between marketing leaders and ebusiness professionals who will re-engineer their business to deliver valuable mobile moments and the majority of executives who will continue to consider mobile as just another digital channel. Source: Predictions 2015: Most Brands Will Underinvest In Mobile, Forrester 2014
  43. 43. Source: Digital Impact on In-Store Shopping, Google/Ipsos MediaCT/Sterling Brands, 2014
  44. 44. #latergram?
  45. 45. In other words.. •  Use mobile to transform the Customer Experience. •  Anticipate the needs and engage at the right moment – the mobile moment. •  Mobile is not a destination but an always-on experience. And it’s not a smaller version of the desktop experience. •  Seek for mobile to transform business models both in cost structure and revenue generation.
  46. 46. Now, you can just take out your smartphone and shop straight from the fitting room, browse customer reviews or just jump online for fun. It’s now easier to access with free customer Wifi. GAP press release, 2014
  47. 47. MOBILE WINE MOMENT
  48. 48. If you don’t cannibalize your own business, someone else will do it for you. If you do not serve new consumer needs, your competitors will.
  49. 49. DISRUPTING VALUE CHAINS
  50. 50. We are going to unveil the Tesla home battery, the consumer battery that would be for use in people’s houses or businesses fairly soon. Elon Musk, Tesla CEO, 2015
  51. 51. Across the value chain DISRUPTION OF EVERYTHING Single point in value chain
  52. 52. Beautiful new user interfaces – aided by data-generating consumers – helping make data useful and challenging non- cloud business models.
  53. 53. PROVIDE THE PLATFORM, OWN THE CUSTOMER EXPERIENCE.
  54. 54. Economies of Scale (production) Economies of Experience (consumption)
  55. 55. Industrial Design (static) Service Design (dynamic)
  56. 56. ORCHESTRATE THE CUSTOMER EXPERIENCE.
  57. 57. Prerequisites include.. •  Data •  Identification •  Consent! •  Consolidated systems •  Customer journey •  Experience strategy •  Consolidated channel views •  Re-humanization of touch points
  58. 58. THE AUDI EXPERIENCE
  59. 59. BUT WHO’S GONNA MAKE A CONFIGURATION PLATFORM FOR ALL CAR MAKES?
  60. 60. KEEP YOUR FRIENDS CLOSE, BUT YOUR ENEMIES EVEN CLOSER.
  61. 61. IS YOUR VALUE CHAIN IN DANGER OF BECOMING PART OF AN ALTERNATIVE VALUE NETWORK?
  62. 62. ENTER THE COLLABORATIVE ECONOMY.
  63. 63. COMPANY AS A SERVICE MOTIVATE A MARKETPLACE PROVIDE A PLATFORM
  64. 64. FREE PATENTS
  65. 65. Source: Collaborative Economy Honeycomb, 2014
  66. 66. COLLABORATION IS THE FINAL STAGE IN A DIGITAL TRANSFORMATION. OR MAYBE JUST THE NEXT S-CURVE?
  67. 67. Thank youThank you

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