¿Cómo definir el roadmap de transformación digital? En Paradigma llevamos más de 20 años ayudando a grandes compañías en su camino hacia la digitalización.
3. “Si quieres construir un barco, no empieces por buscar
madera, cortar tablas o distribuir el trabajo. Inspira
primero en los hombres y mujeres el anhelo por el ancho
y libre mar.”
Antoine de Saint-Exupéry
Libertad y responsabilidad
Organización sin jerarquías
Y sin procedimientos
16. Imagen Dragon
What are the digital challenges faced by our business?
WHY?:
NEW AND CHANGING COMPETITION
17. BANKING RETAILTELCO MEDIA LEISURE INDUSTRY ENERGYTRAVEL
THE BIG DIGITAL DRAGONS LIKE GOOGLE, AMAZON, FACEBOOK…
ARE CHALLENGING ALL SECTORS.
18. BIGGEST THREAT
Big Digital companies
Fintechs
Startups
Neobanks of existing players
Traditional competitors partnering
Companies from other sectors
Others
19. Transparency, a key principe. You can
not hide anything from customers
TransferWise aggressively pushing its
alternative in London, UK
FINTECHS AGGRESSIVENESS
23. 20% of your customers give you 80% of your revenue
10% of your customers give you 90% of your profit
98% of dissatisfied customers never complain, they just
leave
65% of lost customers are due to negative experiences
75% of negative experiences are not related to the
product
It costs 3 times more to acquire than to retain a custome
12 times more to win back a dissatisfied customer.
Over 5 years a company retains 20% of customers
5% increase in retention increase profits by 25 to 55%
A very satisfied customer will tell 3 people.
A dissatisfied customer will tell 12
A very dissatisfied customer will tell 20
CUSTOMERS ARE IN CONTROL
24. THIS GAP BETWEEN DIGITAL CUSTOMERS IN THE CUSTOMER AGE AND
PHISICAL COMPANIES IS THE REASON FOR DIGITAL TRANSFORMATION
CUSTOMERS ARE MORE
DIGITAL THAN PHYSICAL
COMPANIES….
AND ADVANCE FASTER
42. More than 500 million Jobs will be lost
And other 100s of millions
will be created
43. Drones cost per unit:
3D printing cost averages
for equivalent functionality Industrial robots: Costs for DNA sequencing:
Solar power cost per kWh: Sensors:
Cost of smartphone
with similar specifications:
- 2007: $100k
- 2013: $700
- 2007: $40k
- 2014: $100
- 2007: $550k
- 2014: $20k
- 2000: $2.7bn
- 2007: $10mn
- 2014: $1k
- 1984: $30
- 2014: $0.16
- 2009: $30k
- 2014: $80
- 2007: $499
- 2015: $10
TECHNOLOGY EVOLUTION IS EXPONENTIAL
TECHNOLOGY COST IS ALSO DECREASING EXPONENTIALLY
In the next 20 years the technology advancement will be equal to all previous technology advancement until now
45. The company that moves more people?
THE NEW LEADERS HAVE CERO PHISICAL ASSETS, ONLY DIGITAL ASSETS
(Cars = 0)
(Hotels = 0)
(Music Studios = 0)
(Movie Studios = 0)
The company that reserves more rooms?
The company that sells more music?
The company that sells more movies?
SOFTWARE IS EATING THE WORLD
THE WORLD HAS CHANGED
THE WORLD IS CHANGING
46. FROM NECESSITY COMES THE DECISION OF DIGITAL TRANSFORMATION
AND ONCE YOU HAVE MADE THE DECISION YOU WILL NEED THE WILL AND
PERSEVERANCE TO EXECUTE IN A TRY-AND-LEARN APPROACH
48. WHAT TO BECOME IS A LOGICAL
CONSEQUENCE OF THE DIGITAL AND
GLOBAL WORLD
THE CUSTOMER AGE
THE BEGINNING OF THE MACHINE AGE
49. 1st VECTOR FOR DIGITAL TRANSFORMATION:
CUSTOMER CENTRICITY OBSESSION
Customers are the new bosses, adapt to them as fast as they required, or
you will loose your competitive advantage to become a laggard.
51. DIGITAL LEADERS DELIVER 10 TIMES MORE CONVENIENCE
CUSTOMER EXPERIENCE
HOW TO BECOME THE 10 TIMES MORE CONVENIENCE COMPANY?
52. NICE INTERFACES DON’T DELIVER 10 TIMES
MORE CONVENIENCE CUSTOMER EXPERIENCE
10 TIMES REQUIRES A COMPLETE NEW SET OF
TECHNOLOGIES
(and mindset)
53. I HAVE TO KNOW MY CUSTOMERS BETTER
THAN THEIR FAMILIES
54. DIGITAL CHANNELS ARE THE CHANNELS THAT WILL HAVE MORE CONTACT
MOBILE CHANNELS ARE ALREADY THE CHANNEL WITH MORE CONTACT OR
THE ONES GROWING MORE
2ND VECTOR FOR THE DIGITAL
TRANSFORMATION:
DIGITAL CHANNELS
PRIORIZING MOBILE
55. CUSTOMERS SHOULD BE ABLE TO BUY AND MANAGE ALL PRODUCTS
AND SERVICES
IN ANY CHANNEL, PHISICAL AND DIGITAL
JUMPING IN BETWEEN SEAMLESSLY