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In 1970, futurist Alvin Toffler wrote Future Shock, a
powerful and controversial look at how the speed and
volume of change affects individuals and societies. The
book and subsequent intellectual movement explored
how a majority of social problems are symptoms of
“future shock,” where people, populations, industries, and
governments experience too much rapid technological
change in too brief a time. Businesses once too big to fail
have become chapters in the history books of business
evolution. This could be part of the reason why only 71
companies remain from the original 1955 Fortune 500
list. Future shock leads to complacency or paralysis, which
inhibits progress or even triggers regression. Today that’s
exactly what’s happening in retail and other commerce.
Strategists seem paralyzed, unable to move quickly or
notably enough to stave off disruption. They still sell
and market the same old way, while expecting differ-
ent outcomes. Almost every major department store,
including Macy’s, Kohl’s, Wal-Mart and Sears, have
closed hundreds of stores recently, trying to propel
themselves out of future shock. In the first quarter of
2017 alone, 19 retail brands including Sears, Macy’s
and Staples closed a combined 3,507 stores(1).
Introduction
But traditional commerce brands are not the only ones
in disruption’s path. E-commerce companies disrupt-
ing traditional retailers now face disruption from
modern commerce companies, such as Dollar Shave
Club, Gilt, Uber, Airbnb, and others. Disruption is a
constant. Anyone believing modern commerce ends
with today’s most popular start-ups and progres-
sive brands risks the blows of future shock.
What’s new eventually becomes old replaced by the
new-new players who inevitably discover different ways to
innovate and deliver new value to connected customers.
The next innovators are premised on what I call the human
quotient. They build on emerging technology trends to
offer new service and engagement models, which cater
to the ever-changing preferences and expectations of
connected customers. At its core, the human quotient
serves as the guiding ethos of how a company operates
and innovates. Marketing, sales, customer-relationship
management, and product development are based on
integrating new technologies and services to keep up with
people’s changing values, behaviors, and preferences.
Beyond driving for revenues, modern businesses must
consider the human quotient in all they do. This means
a human-centered engagement infrastructure that
builds relationships with customers digitally through
meaningful value, connections, and communications.
Smart technology engagement platforms combined with
customer-first mindsets can re-imagine customer journeys
not only to compete for the future, but also relevance
in every moment that matters to customers. That’s the
important aspect about the human quotient—it plugs
brands into the exact moments that matter to custom-
ers. Highly personal touch points are instrumental in
guiding the next steps of customers closer to, or further
away from, a brand now and forever. These meaningful
moments require modern forms of engagement that
prioritize one-to-one personalization, context consider-
ation, cross-channel communication, and right time/right
place/right message delivery at scale. Just because your
brand is winning today doesn’t mean that future shock
isn’t on the horizon. Plan for it. The clock is ticking.
(1)
http://uk.businessinsider.com/the-retail-apocalypse-has-officially-descended-on-america-2017-3

Publié dans : Marketing
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