New economy vs. old economy CRM BI technology service economy transformation experience technology information technology whats app face book acquisition merger customer satisfaction value creation entrepreneurship economic development university tfetimes new trends One size fits all strategy!

1. ‫به‬ ‫سنتی‬ ‫اقتصاد‬ ‫از‬ ‫گذار‬
‫جدید‬ ‫اقتصاد‬
Welcome to new world
By: Dr. Gharakhani

5. LIST OF MERGERS AND
ACQUISITIONS BY FACEBOOK
46
February
19, 2014
WhatsA
pp
Mobile instant
messaging
USA,
Moun
tain
View,
Calif
ornia
$19,000,000,000
Co-founder
and CEO Jan
Koum

6. $19,000,000,000?
‫ارزش‬ ‫مورد‬
3‫میلیون‬ ‫بل‬ ‫کوپتر‬ ‫هلی‬
30‫میلیون‬ ‫ایرباس‬ ‫هواپیما‬
200‫میلیون‬ ‫میالد‬ ‫برج‬
800‫میلیون‬ ‫ماه‬ ‫یک‬ ‫یارانه‬
2‫دالر‬ ‫ملیارد‬ ‫های‬ ‫فاز‬ ‫قرارداد‬ ‫ارزش‬
‫جنوبی‬ ‫پارس‬

7. WhatsApp Messenger is a freeware and cross-platform instant
messaging service for smartphones.[10] It uses the Internet to make
voice calls, one to one video calls; send text messages, images, GIF,
videos, documents, user location, audio files, phone contacts and voice
notes[11][12] to other users using standard cellular mobile numbers. All
data are end-to-end encrypted. It also incorporates a feature called
Status, which allows users to upload photos and videos to a 24-hours-
lifetime feed that, by default, are visible to all contacts, similar to
Snapchat, Facebook and Instagram Stories. The client was created by
WhatsApp Inc., based in Mountain View, California, which was
acquired by Facebook in February 2014 for approximately US$19.3
billion.[13][14] By February 2016, WhatsApp had a user base of over
one billion,[15][16] making it the most popular messaging application at
the time.[16][17]

8. 2009–2014
WhatsApp, was incorporated in 2009 by Brian Acton and Jan Koum,
both former employees of Yahoo! . After Koum and Acton left Yahoo!
in September 2007, the duo traveled to South America as a break
from work.[18] At one point they applied for jobs at Facebook but
were rejected.[18] For the rest of the following years Koum relied on
his $400,000 savings from Yahoo!.
In October 2009, Acton persuaded five former friends in Yahoo! to
invest $250,000 in seed funding, and Acton became a co-founder and
was given a stake. He officially joined on November 1.[18] After
months at beta stage, the application eventually launched in
November 2009 exclusively on the App Store for the iPhone. Koum
then hired a friend who lived in Los Angeles, Chris Peiffer, to develop
the BlackBerry version, which arrived two months later.[18]
WhatsApp was switched from a free to paid service to avoid growing
too fast, mainly because the primary cost was sending verification

9. FACEBOOK ACQUISITION (2014–2015)
On February 19, 2014, months after a venture capital financing round
at a $1.5 billion valuation,[27] Facebook announced it was acquiring
WhatsApp for US$19 billion, its largest acquisition to date.[14] At the
time, the acquisition was the largest purchase of a venture-backed
company in history.[13] Sequoia Capital received an approximate 50x
return on its initial investment.[28] Facebook, which was advised by
Allen & Co, paid $4 billion in cash, $12 billion in Facebook shares,
and (advised by Morgan Stanley) an additional $3 billion in restricted
stock units granted to WhatsApp's founders, Koum and Acton.[29]
Employee stock was scheduled to vest over four years subsequent to
closing.[14] Days after the announcement, WhatsApp users experienced
a loss of service, leading to anger across social media.[30]
The acquisition caused a considerable number of users to move, or try
out other message services as well. Telegram claimed to have seen 8
million additional downloads of its app.[31] Line claimed to have seen
2 million new users for its service.[32]

10. RECENT (2016-PRESENT)
On January 18, 2016, WhatsApp's founder Jan Koum announced that
the service would no longer charge their users a $1 annual
subscription fee in an effort to remove a barrier faced by some users
who do not have a credit card to pay for the service.[46][47] He also
explained that the app would not display any third party
advertisement and instead would bring new features such as the
ability to communicate with business organizations.[

11. ‫سنتی‬ ‫اقتصاد‬

12. OLD VS. NEW PARADIGM

13. ONE SIZE FITS ALL STRATEGY!

15. ‫جدید‬ ‫اقتصاد‬=‫دیجیتال‬

16. CUSTOMER PREFERENCES

17. WORLD WAR III: TRADITIONAL VS NEW

18. NEW ECONOMY FEATURES

19. MANUFACTURING

20. TRANSACTION MODEL

21. MARKETING ORGANIZATION
Overpromise=to promise more than can be delivered
Underdeliver=To deliver less, or at an inferior level, than promised or
expected.

22. SOCIETY

23. INTERNET OF THINGS

25. THE WORLD'S MOST VALUABLE
BRANDS

26. ROLE OF SERVICES IN AN ECONOMY

27. COMMODITIZATION VS CUSTOMIZATION

28. WHAT IS SERVICE?

29. SERVICE

30. SERVICE

31. SERVICE

32. SERVICE

33. SERVICE

34. SERVICE DEFINITIONS
Services are deeds, processes, and performances.
Valarie Zeithaml & Mary Jo Bitner
A service is a time-perishable, intangible experience
performed for a customer acting in the role of a co-
producer.
James Fitzsimmons

35. DEFINITION OF SERVICE FIRMS
Service enterprises are organizations that
facilitate the production and distribution of goods,
support other firms in meeting their goals, and
add value to our personal lives.
James Fitzsimmons

36. DEPENDENCY OF MANUFACTURING ON
SERVICES

37. STAGES OF ECONOMIC ACTIVITY

38. PERCENT SERVICE EMPLOYMENT FOR SELECTED NATIONS
Country 1980 1987 1993 2000
United States 67.1 71.0 74.3 74.2
Canada 67.2 70.8 74.8 74.1
Israel 63.3 66.0 68.0 73.9
Japan 54.5 58.8 59.9 72.7
France 56.9 63.6 66.4 70.8
Italy 48.7 57.7 60.2 62.8
Brazil 46.2 50.0 51.9 56.5
China 13.1 17.8 21.2 40.6

39. TRENDS IN U.S. EMPLOYMENT BY SECTOR
0
10
20
30
40
50
60
70
80
90
Proportationoftotalemployement
Year
Service
Manufacturing
Agriculture

40. STAGES OF ECONOMIC DEVELOPMENT DANIEL
BELL, HARVARD UNIVERSITY
Society Game Predominant
activity
Use of
human labor
Unit of
social life
Standard of
living
measure
Structure Technology
Pre-
Industrial
Against
Nature
Agriculture
Mining
Raw muscle
power
Extended
household
Sub-sistence Routine
Traditional
Authoritative
Simple hand
tools
Industrial Against
fabricated
nature
Goods
production
Machine
tending
Individual Quantity of
goods
Bureaucratic
Hierarchical
Machines
Post-
industrial
Among
Persons
Services Artistic
Creative
Intellectual
Community Quality of
life in terms
of health,
education,
recreation
Inter-
dependent
Global
Information

46. THE NEW EXPERIENCE ECONOMY
Economy Agrarian Industrial Service Experience
Function Extract Make Deliver Stage
Nature Fungible Tangible Intangible Memorable
Attribute Natural Standardized Customized Personal
Method of
supply
Stored in
bulk
Inventoried Delivered
on demand
Revealed
over time
Seller Trader Manufacturer Provider Stager
Buyer Market User Client Guest

47. 2009

48. 2011

49. TRANSFORMATION ECONOMY
Pine and Gilmore experience may not be the last step of what
they call as “Progression of Economic Value”.
They speculated further into the future, by identifying the
“Transformation Economy” as the likely next phase.
In their view, while experiences are essentially memorable
events which stimulate the sensorial and emotional levels,
transformations go much further in that they are the result
of a series of experiences staged by companies to guide
customers learning, taking action and eventually achieving
their aspirations and goals.

51. EXPERIENCE DESIGN PRINCIPLES
Theme the Experience (Forum shops Los Vegas)
Harmonize Impressions with Positive Cues
(O’Hare airport parking garage with music)
Eliminate Negative Cues
(Cinemark talking trash containers)
Mix in Memorabilia (Hard Rock T-shirts)
Engage all Five Senses (Mist in Rainforest)

54. ‫ممنوع‬ ‫منفی‬ ‫تفکر‬

55. ‫مجاز‬ ‫مثبت‬ ‫تفکر‬=‫خاطره‬

56. JUNGLE MIST + SOUND + CAFE

57. NEW ECONOMY EXAMPLES
Tech + everything=
New economy

58. AMAZON

59. TECH + RESTAURANT

60. EDTECH=TECH +EDUCATION

61. EDTECH

62. INSURETECH=INSURANCE+TECH

63. FINTECH=FINANCE + TECH

64. TOOLS FOR NEW ECONOMY
•MBA
•BRAND
•CRM
•BI
•MBA
•‫مالی‬ ‫سواد‬

67. PIPELINE ANALYSIS

70. BUSINESS INTELLIGENCE (BI)
Business intelligence (BI) is a technology-driven process for analyzing
data and presenting actionable information to help corporate
executives, business managers and other end users make more
informed business decisions.

73. COMPETITIVE ADVANTAGES

74. DEFINITION: SUSTAINABLE COMPETITIVE
ADVANTAGE
Sustainable competitive
advantage is a lasting ability to
outperform all competition in a
particular area or industry.

76. EXAMPLES OF SUSTAINABLE
COMPETITIVE ADVANTAGE
1. People
The knowledge and abilities of your people is the source of most
competitive advantage.
If you hire a modern day Thomas Edison who pumps out ground
shaking innovation after ground shaking innovation (as long as you
hold unto the employee) that's a sustainable competitive advantage.
This scales to organizations big and small. Your people are typically
your greatest competitive asset. Products come and go — a team that
can repeatedly design products that wow your customers is
sustainable.

77. 2. CULTURE
Sustainable competitive advantage is all about your ability to
innovate and change.
You may have a highly talented team. However, if they don't work
together towards a common mission that's unlikely to translate to a
sustainable competitive advantage.
Negative office politics and resistance to change will cause your
competitive advantage to rapidly decay.
Your culture is the way your team works together to focus their
energies towards common goals.
Firms that enjoy a culture of aggressive change, positive teamwork
and innovative spirit tend to maintain and build upon competitive
advantages.

78. 3. PROCESSES
If you can manufacture shiny-blue-widgets faster and cheaper than
anyone else — this may represent a sustainable competitive
advantage.
Superior processes can be difficult for your competitors to emulate.
In some cases, this is because processes happen behind closed doors.
However, even public facing processes such as customer service are
difficult for firms to copy.
Some firms have good relationships with customers that continue
decade after decade. Other firms have combative relationships with
customer that continue until the firm goes bankrupt.

79. 4. KNOWLEDGE
The secret of business is to know something that nobody else knows.
~ Aristotle Onassis
General knowledge is widely available on the internet. However,
much of the world's industry specific knowledge is locked up in the
knowledge management systems of firms.
You can't read on the internet how to design, produce and sell aircraft.
It requires a great deal of knowledge that's difficult to obtain. In
many industries, know-how is a big barrier to entry. There's no public
manual for how to start an investment bank or robotics company.
The great thing about knowledge is that it helps you change. It's
sustainable as long as you continuously improve it.

80. 5. TECHNOLOGY
Firms weave together technologies to support innovation, production,
processes and customer relationships. In large firms, these technologies
stacks become extremely complex.
Firms that effectively architect and govern technology may enjoy a
significant competitive advantage over firms that struggle to develop
technology capabilities and efficiencies.

81. 6. CAPITAL
Capital investments can represent a sustainable competitive if you own
unique capital that no one else can buy.
If you own a railway that cuts across hundreds of kilometers of
urbanized land — it's almost impossible for anyone to build a
competing route. This represents a competitive advantage that's so
strong that it may be considered a monopoly in certain cases.
On a less grand scale, retail or hotel locations can represent
sustainable competitive advantages. If you buy land next to the most
popular beach on an island — you may be able to consistently
outperform hotels located near less attractive beaches.

82. 7. SUSTAINABILITY & SUSTAINABLE
COMPETITIVE ADVANTAGE
Business change isn't always predictable. However, once in a while a
giant trend comes along that makes or breaks everyone. Sustainability
is one such trend.
Sustainability is the capacity for humans to endure given the growth
rate of population and economic activity.
Governments and markets have begun a complex process of aligning
sustainability goals with economic goals.
If you create shiny-blue-widgets and sell them for $1 that may be
sustainable. However, if your production process does $40 damage to
the environment per widget, that's not sustainable.
The future will favor firms that have a neutral or positive impact on the
sustainability of the planet.

83. ‫ها‬‫آپ‬‫استارت‬ ‫قبرستان‬!
‫سایتی‬‫خورده‬ ‫شکست‬ ‫های‬‫آپ‬‫استارت‬ ‫آن‬ ‫در‬ ‫که‬
‫شما‬ ‫به‬ ‫شکستشان‬ ‫علت‬ ‫از‬ ‫و‬ ‫بینید‬ ‫می‬ ‫را‬ ‫جهان‬
‫میکند‬ ‫ارائه‬ ‫تاملی‬ ‫قابل‬ ‫و‬ ‫خوب‬ ‫بسیار‬ ‫اطالعات‬:
http://startupgraveyard.io/

88. ‫ایرانیان‬ ‫فناوری‬ ‫و‬ ‫علم‬ ‫مجله‬

91. HTTP://WWW.STARTUPRANKING.COM/

93. ‫ما‬ ‫با‬ ‫تماس‬
‫مجله‬ ‫آدرس‬
www.TFEtimes.ir
‫تلگرام‬ ‫کانال‬
@TFEtimes_ir