Major Disruption! (Report)
Cloud computing is disrupting more than our technological norms. It is also creating new business models and new ways of working together.
KEY MESSAGES
• Cloud computing is disrupting more than our technological norms. It is completely transforming the way businesses interact, people collaborate, and business models are designed.
• Both within and outside the IT sector, companies are capitalising on the changing landscape by using and offering cloud services. This allows them to meet customer expectations, operate in a more agile fashion,
and develop new revenue streams.
• As a result of these changes, companies are becoming both consumers and providers, sometimes simultaneously.
• New business models and changing customer expectations will lead to increased competition and declining revenue and profit opportunities
unless companies proactively change—and continue to change—their understanding of the market and their role in it.
• Survival—not to mention profitability and long-term viability—depends on a company's ability to transform its business models and go-to-market structures.
• Unfortunately, the majority of companies continue to pursue their traditional approaches, failing to satisfy customers and therefore missing out on revenue opportunities.
E-business is transforming the global marketplace and how business is conducted. It impacts all aspects of business from customer interactions to internal operations to supplier relationships. While moving to a fully digital business model is complicated by existing assets, market survival depends on effectively leveraging e-business. Companies must assess the business impact, identify strategic response options that may include offensive and defensive plays, manage their business portfolios accordingly, develop new capabilities, change their organizations, and understand the new economics of both short-term investments and long-term industry redefinition. Failure to adequately respond to these challenges risks losing value to more adaptive competitors.
In our latest piece, we share unique perspectives on how artificial intelligence is amplifying human potential and reshaping business. This article explore 3 fundamental questions:
How will AI shift the expectations of my customers?
How will AI transform the way my competitors run their businesses?
How should my company respond to AI?
This document provides an overview of e-business and recent trends in marketing. It defines e-business as utilizing information and communication technologies to support all business activities. Key benefits of e-business include lower startup costs, broader customer reach, and new revenue streams through online sales. The document also outlines various e-business models and terms, including sources of revenue, required business activities and resources, and drivers of the growing Indian e-commerce market. Overall, the document discusses how e-business can help companies expand their customer base, become more competitive, and create new online business opportunities.
This document discusses the evolution and capabilities of electronic commerce. It has evolved from electronic data interchange over private value added networks to utilizing the public internet. The internet allows smaller companies and customers to access electronic commerce networks at a lower cost. It also enables real-time transactions instead of daily batches. Electronic commerce can be used for online shopping, payments, communication products, and business to business applications by integrating purchase orders. The capabilities of the internet for electronic commerce include speedier transactions through customer self-service, broader reach and larger customer bases, and providing richer information to businesses and customers. The document provides examples of how Lucent Technologies and In Focus use electronic commerce through websites. It also discusses how Chrysler links to suppliers through a web
European Communications (Next Generartion Commerce)Peter Conquest
Hybris provides a next generation commerce solution called the Telco Accelerator to help telecommunications companies exploit new digital opportunities. The Telco Accelerator enables a seamless omni-channel customer experience across all devices and brings Hybris' e-commerce expertise to telecom companies moving into e-commerce. It allows flexibility across channels and is technology neutral so it can be adapted as new technologies emerge. Hybris works with partners to implement the solution for telcos to help them offer personalized deals and bundles to customers based on analyzing customer data from multiple sources and channels.
The results of our latest study on ‘Smart data transformation,’ carried out with Fraunhofer FIT, are here. In this special research report, we wanted to understand the business benefits, challenges and success factors around this topic, as well as identify key needs to facilitate the effective implementation of smart data transformation.
In our latest white paper, our expert authors share insights on why an integrated, real-time approach is key to business planning in the digital age. This special report is the great work of our supply chain experts, who are leading some of our firm’s most innovative thinking and solutions with top global clients.
Learn About:
The evolution of planning capabilities in the enterprise
Why an integrated business planning (IBP) framework should include end-to-end business processes across the organization
A view into the different maturity levels an organization can achieve and strategies for developing a digital-driven IBP framework
How companies can get started and accelerate their journey to advanced business planning
E business and the it revolution-how to benefitSKALI Group
The document discusses the history and development of the internet and e-business. It explains that the internet started as a research project funded by the US Department of Defense. It then outlines how the internet was adopted rapidly once opened to the public, surpassing other technologies. The document also discusses how e-business has changed how businesses operate and consumers live, through more online interactions, mobile access, and digital transactions. Finally, it provides some examples of e-business models and strategies for companies to utilize e-business.
E-business is transforming the global marketplace and how business is conducted. It impacts all aspects of business from customer interactions to internal operations to supplier relationships. While moving to a fully digital business model is complicated by existing assets, market survival depends on effectively leveraging e-business. Companies must assess the business impact, identify strategic response options that may include offensive and defensive plays, manage their business portfolios accordingly, develop new capabilities, change their organizations, and understand the new economics of both short-term investments and long-term industry redefinition. Failure to adequately respond to these challenges risks losing value to more adaptive competitors.
In our latest piece, we share unique perspectives on how artificial intelligence is amplifying human potential and reshaping business. This article explore 3 fundamental questions:
How will AI shift the expectations of my customers?
How will AI transform the way my competitors run their businesses?
How should my company respond to AI?
This document provides an overview of e-business and recent trends in marketing. It defines e-business as utilizing information and communication technologies to support all business activities. Key benefits of e-business include lower startup costs, broader customer reach, and new revenue streams through online sales. The document also outlines various e-business models and terms, including sources of revenue, required business activities and resources, and drivers of the growing Indian e-commerce market. Overall, the document discusses how e-business can help companies expand their customer base, become more competitive, and create new online business opportunities.
This document discusses the evolution and capabilities of electronic commerce. It has evolved from electronic data interchange over private value added networks to utilizing the public internet. The internet allows smaller companies and customers to access electronic commerce networks at a lower cost. It also enables real-time transactions instead of daily batches. Electronic commerce can be used for online shopping, payments, communication products, and business to business applications by integrating purchase orders. The capabilities of the internet for electronic commerce include speedier transactions through customer self-service, broader reach and larger customer bases, and providing richer information to businesses and customers. The document provides examples of how Lucent Technologies and In Focus use electronic commerce through websites. It also discusses how Chrysler links to suppliers through a web
European Communications (Next Generartion Commerce)Peter Conquest
Hybris provides a next generation commerce solution called the Telco Accelerator to help telecommunications companies exploit new digital opportunities. The Telco Accelerator enables a seamless omni-channel customer experience across all devices and brings Hybris' e-commerce expertise to telecom companies moving into e-commerce. It allows flexibility across channels and is technology neutral so it can be adapted as new technologies emerge. Hybris works with partners to implement the solution for telcos to help them offer personalized deals and bundles to customers based on analyzing customer data from multiple sources and channels.
The results of our latest study on ‘Smart data transformation,’ carried out with Fraunhofer FIT, are here. In this special research report, we wanted to understand the business benefits, challenges and success factors around this topic, as well as identify key needs to facilitate the effective implementation of smart data transformation.
In our latest white paper, our expert authors share insights on why an integrated, real-time approach is key to business planning in the digital age. This special report is the great work of our supply chain experts, who are leading some of our firm’s most innovative thinking and solutions with top global clients.
Learn About:
The evolution of planning capabilities in the enterprise
Why an integrated business planning (IBP) framework should include end-to-end business processes across the organization
A view into the different maturity levels an organization can achieve and strategies for developing a digital-driven IBP framework
How companies can get started and accelerate their journey to advanced business planning
E business and the it revolution-how to benefitSKALI Group
The document discusses the history and development of the internet and e-business. It explains that the internet started as a research project funded by the US Department of Defense. It then outlines how the internet was adopted rapidly once opened to the public, surpassing other technologies. The document also discusses how e-business has changed how businesses operate and consumers live, through more online interactions, mobile access, and digital transactions. Finally, it provides some examples of e-business models and strategies for companies to utilize e-business.
Senior managers from hundreds of enterprises around the globe, in multiple industries, with a range of titles, were asked about their mobile strategies and current level of success. From this survey, only the top 14% were ranked as leaders. The complete IBM Institute for Business Value study will share with you the use of mobile by industry and highlight what the leaders have done to rise to the top.
The document discusses the architectural framework for electronic commerce. It proposes that the framework consists of six layers of functionality: 1) application services, 2) brokerage services, 3) interface and support layers, 4) secure messaging and document interchange, 5) middleware and structured document interchange, and 6) network infrastructure and communication services. These layers work together to integrate information access and exchange across applications, enabling a seamless transition between current and future computing resources.
1. The document discusses technology trends and predictions for the year 2016. It focuses on four main drivers of change: the evolving customer experience, increased mobile commerce, real-time analytics, and intelligent machine-to-machine execution.
2. Ten key technology trends are predicted for 2016, including opportunities for digital transformation, increased security threats, advanced machine learning, greater use of analytics and business intelligence, the rise of the Internet of Things, and continued mobile transformation.
3. Companies that embrace digital transformation and leverage new technologies like analytics, IoT and mobile commerce will be able to differentiate themselves and redefine their value propositions in 2016. Security threats also remain a top concern as businesses move more operations online and
DIGITAL LEADERSHIP: An interview with Caspar de Bono, Financial TimesCapgemini
Caspar de Bono is the Managing Director, B2B at the Financial Times (FT).
The FT is one of the world’s leading business news organizations, providing news, comment, data and analysis for the global business community. In
2014, the FT’s total circulation reached an all-time high with 700,000 subscriptions and sales across print and online. Significantly, digital subscriptions increased 23% yearon-year and now constitute nearly two-thirds of the FT’s total paying audience. Further, the FT has seen sustained mobile growth - mobile now accounts for almost 50% of the FT’s total traffic and 20% of new digital subscriptions. In an industry that has been swept by digital disruptions in the last decade, the FT stands out as one of the few incumbents that have successfully managed these disruptions. Capgemini Consulting spoke with Caspar de Bono, Managing Director, B2B at the FT, to discuss the impactof digital on the news media industry and the response of the organization to that tidal
wave of change.
The document discusses the topic of electronic commerce and is structured as a project report submitted by a student named Mohit Bairwa. It contains 8 chapters that cover introductions to e-commerce concepts, the relationship between e-commerce and the world wide web, the architectural framework for e-commerce applications, technologies that power the web, network security and firewalls, examples of e-commerce companies, and a pictorial representation and conclusion of e-commerce. The student acknowledges help from their college and professor in completing the project report.
This white paper is intended to stimulate thought and discussion for measuring the return on intranet and corporate portal investment.
It also documents different benchmarks and success stories of leading enterprises that successfully measure such value.
To download a PDF version of the report, please visit: http://www.prescientdigital.com/articles/finding-roi-white-paper?searchterm=finding+roi
This document provides an overview of electronic commerce and discusses its various components. It describes the six layers that make up the architectural framework for electronic commerce: 1) applications services, 2) brokerage and data management, 3) interface and support layers, 4) secure messaging and document interchange, 5) middleware services, and 6) network infrastructure. Each layer is discussed in one to two paragraphs to explain its purpose and role in enabling electronic commerce.
Knowing where the safe zone is ovum october 22 2013 Mark Skilton
2nd Annual Identity and Access Management Conference - Ovum Forum 22 October 2013 , London. Dissuccing concepts and examples of Identity management perimeterization.
This document discusses how on-demand solutions are revolutionizing business-to-business (B2B) collaboration. It notes that while B2B integration has been used for decades, traditional point-to-point electronic data interchange (EDI) systems were costly to establish and maintain. Newer cloud-based on-demand solutions simplify B2B integration by eliminating the need for separate interfaces with each partner. Such solutions standardize interfaces and processes across a partner network. The document highlights SAP Information Interchange OnDemand as an example of an on-demand solution that uses a centralized content repository and canonical messaging to streamline B2B transactions and collaboration.
The document discusses electronic business (e-business) and electronic commerce (e-commerce), defining them and differentiating the two. It then lists three successful e-commerce companies (Amazon, Dell, Apple) and three failed ones (MVP.com, Thought Inc., Channel A), providing brief explanations for each. Finally, it discusses factors driving and inhibiting e-commerce growth in India, and provides statistics on e-commerce usage and growth in the country from 2006-2011.
Digital Business Whitepaper_ Digitizing the ESC_finalRichard Howells
The document discusses how companies must transform their extended supply chains to thrive in today's digital economy. It outlines a digital business framework with five key pillars: customer-centricity, individualized products, a sharing economy, optimizing scarce resources, and real-time visibility across core processes. The framework is built on SAP's digital platform including SAP HANA, which allows for real-time analytics and transactions. The document argues that companies must reimagine their business models, processes, and work to capture opportunities in the digital economy through greater connectivity, data-driven insights, and flexibility.
E Marketer - Optimizing The E-commerce ExperienceLiveXtension
Not surprisingly, online purveyors are upgrading their e-commerce platforms and making investments in nextgeneration
technologies to enable cross-channel selling,
segmentation and personalization, better search and navigation, and more. While platform upgrades occur every few years as new technology comes to market, online businesses also recognize the importance of optimizing what they have today with add-on services that do not require major overhauls.
This document discusses implementing self-service predictive analytics in the telecom sector. It examines the role of self-service predictive analytics for communications service providers (CSPs) facing challenges from declining revenues. CSPs are increasingly turning to advanced analytics to better understand customers and maximize revenue. Tech Mahindra's PRISM platform enables self-service predictive analytics using automated data preparation, algorithms, model configuration and execution to provide business insights. While PRISM offers benefits, advanced analytics is a crowded space and CSP priorities remain diverse, representing opportunities to better communicate analytics benefits.
This thought-piece discusses how established companies can manage the duality dilemma triggered by the coexistence of new digital offerings and legacy products, and provides expert insights into how a common set of core capabilities can accelerate the digital transformation journey ahead.
DIGITAL LEADERSHIP: An interview with Saul Klein Partner with Index VenturesCapgemini
Saul Klein, Partner with Index Ventures
Saul Klein is a Partner with Index Ventures, one of the largest venture capital firms specializing in technology investments. Saul has 20 years of experience in building tech companies in both the US and Europe. He is the co-founder of Kano and Seedcamp; he also co-founded and was the original CEO of Lovefilm International, which was acquired by Amazon; and part of the original executive team at Skype, which was acquired by eBay. Capgemini Consulting spoke to Saul Klein to examine the disruptive impacts of startups and their implications for traditional incumbents.
SMACology i.e. SMAC Technology is the new buzzword reforming the IT industries as well as the skills of technical aspirants. Learn how.
PDF courtesy: KPMG
Ariba was an early pioneer in e-commerce business-to-business software. It went public in 1999 at the height of the dot-com bubble but saw its stock plummet 95% in 2001 during the economic downturn. To survive, Ariba cut costs and adapted its software to focus on enterprise spending management rather than just e-procurement. It made strategic acquisitions and emphasized customer satisfaction to remain competitive as the B2B market evolved. Ariba has endured as a leader in spend management solutions despite facing many challenges.
The Sharing Economy: Implications for Property & Casualty InsurersCognizant
The document discusses how the sharing economy poses risks and opportunities for property and casualty insurers. It is growing exponentially, projected to reach $335 billion by 2025. Insurers must rethink their products, underwriting, and processes to capitalize on the new risks and revenue potential presented by the sharing economy, as personal assets are now sometimes used for commercial purposes. Failure to adapt could be detrimental to insurers.
While initially many businesses turned to multiple cloud computing vendors to address infrastructure needs, this approach is not conducive to long-term success as it can create complex cloud environments that hinder business agility. The research found that three-quarters of decision makers want a single cloud provider, yet most have used three vendors. It also found that hybrid cloud approaches combining public and private clouds are becoming more popular, with 45% having adopted infrastructure as a service and 42% planning to in the near future. Businesses want cloud providers that can offer hybrid cloud services from a single vendor to meet all their global and local cloud needs.
This document discusses how cloud capabilities enable adaptive case management for the age of the customer. It describes how customers now expect seamless, personalized experiences across channels and how legacy systems must transform. Cloud technologies like social/collaboration tools, the internet of things, and artificial intelligence can provide dynamic, flexible processes to meet customer needs. Adaptive case management allows organizations to integrate customer data and feedback to quickly resolve issues.
Maybe you can already recite the sales pitch for cloud computing in your sleep—how it’s faster, more flexible, and economical than amassing your own servers on site. But, as Joe Weinman argues in “Rethinking the Benefits of Cloud,” that’s just scratching the surface. In this exclusive white paper, Weinman, author of Cloudonomics: The Business Value of Cloud Computing, explores some of the overlooked—and more nuanced—business benefits of moving workloads to the cloud, such as faster innovation, global expansion, and customer satisfaction.
The rapidly shifting technology environment raises serious questions on how to help their companies capitalize on the transformation under way. Advancing technologies and their swift adoption are upending traditional business models. So, today we bring you Five Hottest Tech-Enabled Business Trends in 2017.
Senior managers from hundreds of enterprises around the globe, in multiple industries, with a range of titles, were asked about their mobile strategies and current level of success. From this survey, only the top 14% were ranked as leaders. The complete IBM Institute for Business Value study will share with you the use of mobile by industry and highlight what the leaders have done to rise to the top.
The document discusses the architectural framework for electronic commerce. It proposes that the framework consists of six layers of functionality: 1) application services, 2) brokerage services, 3) interface and support layers, 4) secure messaging and document interchange, 5) middleware and structured document interchange, and 6) network infrastructure and communication services. These layers work together to integrate information access and exchange across applications, enabling a seamless transition between current and future computing resources.
1. The document discusses technology trends and predictions for the year 2016. It focuses on four main drivers of change: the evolving customer experience, increased mobile commerce, real-time analytics, and intelligent machine-to-machine execution.
2. Ten key technology trends are predicted for 2016, including opportunities for digital transformation, increased security threats, advanced machine learning, greater use of analytics and business intelligence, the rise of the Internet of Things, and continued mobile transformation.
3. Companies that embrace digital transformation and leverage new technologies like analytics, IoT and mobile commerce will be able to differentiate themselves and redefine their value propositions in 2016. Security threats also remain a top concern as businesses move more operations online and
DIGITAL LEADERSHIP: An interview with Caspar de Bono, Financial TimesCapgemini
Caspar de Bono is the Managing Director, B2B at the Financial Times (FT).
The FT is one of the world’s leading business news organizations, providing news, comment, data and analysis for the global business community. In
2014, the FT’s total circulation reached an all-time high with 700,000 subscriptions and sales across print and online. Significantly, digital subscriptions increased 23% yearon-year and now constitute nearly two-thirds of the FT’s total paying audience. Further, the FT has seen sustained mobile growth - mobile now accounts for almost 50% of the FT’s total traffic and 20% of new digital subscriptions. In an industry that has been swept by digital disruptions in the last decade, the FT stands out as one of the few incumbents that have successfully managed these disruptions. Capgemini Consulting spoke with Caspar de Bono, Managing Director, B2B at the FT, to discuss the impactof digital on the news media industry and the response of the organization to that tidal
wave of change.
The document discusses the topic of electronic commerce and is structured as a project report submitted by a student named Mohit Bairwa. It contains 8 chapters that cover introductions to e-commerce concepts, the relationship between e-commerce and the world wide web, the architectural framework for e-commerce applications, technologies that power the web, network security and firewalls, examples of e-commerce companies, and a pictorial representation and conclusion of e-commerce. The student acknowledges help from their college and professor in completing the project report.
This white paper is intended to stimulate thought and discussion for measuring the return on intranet and corporate portal investment.
It also documents different benchmarks and success stories of leading enterprises that successfully measure such value.
To download a PDF version of the report, please visit: http://www.prescientdigital.com/articles/finding-roi-white-paper?searchterm=finding+roi
This document provides an overview of electronic commerce and discusses its various components. It describes the six layers that make up the architectural framework for electronic commerce: 1) applications services, 2) brokerage and data management, 3) interface and support layers, 4) secure messaging and document interchange, 5) middleware services, and 6) network infrastructure. Each layer is discussed in one to two paragraphs to explain its purpose and role in enabling electronic commerce.
Knowing where the safe zone is ovum october 22 2013 Mark Skilton
2nd Annual Identity and Access Management Conference - Ovum Forum 22 October 2013 , London. Dissuccing concepts and examples of Identity management perimeterization.
This document discusses how on-demand solutions are revolutionizing business-to-business (B2B) collaboration. It notes that while B2B integration has been used for decades, traditional point-to-point electronic data interchange (EDI) systems were costly to establish and maintain. Newer cloud-based on-demand solutions simplify B2B integration by eliminating the need for separate interfaces with each partner. Such solutions standardize interfaces and processes across a partner network. The document highlights SAP Information Interchange OnDemand as an example of an on-demand solution that uses a centralized content repository and canonical messaging to streamline B2B transactions and collaboration.
The document discusses electronic business (e-business) and electronic commerce (e-commerce), defining them and differentiating the two. It then lists three successful e-commerce companies (Amazon, Dell, Apple) and three failed ones (MVP.com, Thought Inc., Channel A), providing brief explanations for each. Finally, it discusses factors driving and inhibiting e-commerce growth in India, and provides statistics on e-commerce usage and growth in the country from 2006-2011.
Digital Business Whitepaper_ Digitizing the ESC_finalRichard Howells
The document discusses how companies must transform their extended supply chains to thrive in today's digital economy. It outlines a digital business framework with five key pillars: customer-centricity, individualized products, a sharing economy, optimizing scarce resources, and real-time visibility across core processes. The framework is built on SAP's digital platform including SAP HANA, which allows for real-time analytics and transactions. The document argues that companies must reimagine their business models, processes, and work to capture opportunities in the digital economy through greater connectivity, data-driven insights, and flexibility.
E Marketer - Optimizing The E-commerce ExperienceLiveXtension
Not surprisingly, online purveyors are upgrading their e-commerce platforms and making investments in nextgeneration
technologies to enable cross-channel selling,
segmentation and personalization, better search and navigation, and more. While platform upgrades occur every few years as new technology comes to market, online businesses also recognize the importance of optimizing what they have today with add-on services that do not require major overhauls.
This document discusses implementing self-service predictive analytics in the telecom sector. It examines the role of self-service predictive analytics for communications service providers (CSPs) facing challenges from declining revenues. CSPs are increasingly turning to advanced analytics to better understand customers and maximize revenue. Tech Mahindra's PRISM platform enables self-service predictive analytics using automated data preparation, algorithms, model configuration and execution to provide business insights. While PRISM offers benefits, advanced analytics is a crowded space and CSP priorities remain diverse, representing opportunities to better communicate analytics benefits.
This thought-piece discusses how established companies can manage the duality dilemma triggered by the coexistence of new digital offerings and legacy products, and provides expert insights into how a common set of core capabilities can accelerate the digital transformation journey ahead.
DIGITAL LEADERSHIP: An interview with Saul Klein Partner with Index VenturesCapgemini
Saul Klein, Partner with Index Ventures
Saul Klein is a Partner with Index Ventures, one of the largest venture capital firms specializing in technology investments. Saul has 20 years of experience in building tech companies in both the US and Europe. He is the co-founder of Kano and Seedcamp; he also co-founded and was the original CEO of Lovefilm International, which was acquired by Amazon; and part of the original executive team at Skype, which was acquired by eBay. Capgemini Consulting spoke to Saul Klein to examine the disruptive impacts of startups and their implications for traditional incumbents.
SMACology i.e. SMAC Technology is the new buzzword reforming the IT industries as well as the skills of technical aspirants. Learn how.
PDF courtesy: KPMG
Ariba was an early pioneer in e-commerce business-to-business software. It went public in 1999 at the height of the dot-com bubble but saw its stock plummet 95% in 2001 during the economic downturn. To survive, Ariba cut costs and adapted its software to focus on enterprise spending management rather than just e-procurement. It made strategic acquisitions and emphasized customer satisfaction to remain competitive as the B2B market evolved. Ariba has endured as a leader in spend management solutions despite facing many challenges.
The Sharing Economy: Implications for Property & Casualty InsurersCognizant
The document discusses how the sharing economy poses risks and opportunities for property and casualty insurers. It is growing exponentially, projected to reach $335 billion by 2025. Insurers must rethink their products, underwriting, and processes to capitalize on the new risks and revenue potential presented by the sharing economy, as personal assets are now sometimes used for commercial purposes. Failure to adapt could be detrimental to insurers.
While initially many businesses turned to multiple cloud computing vendors to address infrastructure needs, this approach is not conducive to long-term success as it can create complex cloud environments that hinder business agility. The research found that three-quarters of decision makers want a single cloud provider, yet most have used three vendors. It also found that hybrid cloud approaches combining public and private clouds are becoming more popular, with 45% having adopted infrastructure as a service and 42% planning to in the near future. Businesses want cloud providers that can offer hybrid cloud services from a single vendor to meet all their global and local cloud needs.
This document discusses how cloud capabilities enable adaptive case management for the age of the customer. It describes how customers now expect seamless, personalized experiences across channels and how legacy systems must transform. Cloud technologies like social/collaboration tools, the internet of things, and artificial intelligence can provide dynamic, flexible processes to meet customer needs. Adaptive case management allows organizations to integrate customer data and feedback to quickly resolve issues.
Maybe you can already recite the sales pitch for cloud computing in your sleep—how it’s faster, more flexible, and economical than amassing your own servers on site. But, as Joe Weinman argues in “Rethinking the Benefits of Cloud,” that’s just scratching the surface. In this exclusive white paper, Weinman, author of Cloudonomics: The Business Value of Cloud Computing, explores some of the overlooked—and more nuanced—business benefits of moving workloads to the cloud, such as faster innovation, global expansion, and customer satisfaction.
The rapidly shifting technology environment raises serious questions on how to help their companies capitalize on the transformation under way. Advancing technologies and their swift adoption are upending traditional business models. So, today we bring you Five Hottest Tech-Enabled Business Trends in 2017.
The purpose of this first edition of the Market Trends Report is to shed light on the way digital technologies reshape trade finance, a sector which often does not get as much publicity as B2C financial services.
Given that disruption often comes from adjacent sectors or from the application of an existing technology to a new field, we found it essential to begin with a broad analysis of the latest trends before zooming in progressively on financial services and on trade finance specifically.
The report is structured around four chapters, starting from the general core techno trends, and converging towards the changes impacting the trade finance ecosystem:
1- Core techno trends, business model and social changes
2- Disrupted industries, changes in the way we live and work
3- FinTech disrupt (and partner with) banking and insurance
4- Conclusion: Trade Finance is also ripe for disruptive innovations
We really hope that you will like this Market Trends Report and that you will find it useful. When you read it, please keep in mind that it is still being refined. We welcome your feedbacks, insights and suggestions.
This document discusses how cloud computing has influenced e-commerce businesses. It defines cloud computing and notes that it allows organizations to conduct business without developing their own IT infrastructure. E-commerce gives flexibility to sell products online without a physical storefront. There are five elements involved in e-commerce activities in cloud computing: customers, suppliers, banks, e-commerce companies, and cloud service providers. Cloud computing benefits e-commerce by making infrastructure and software accessible in a pay-as-you-go model, reducing costs and allowing businesses to focus on their core operations.
AppDirect Cloud Service Commerce 101 White PaperMadeline Titcomb
This document discusses the opportunity for service providers to offer cloud services to customers. It notes that while 74% of SMBs want cloud services from their primary provider, only 45% currently receive them. Offering cloud services allows providers to generate new recurring revenue streams, deepen customer relationships, and move up the value chain. However, historically providers faced barriers to entry like high costs and risks of developing marketplaces in-house. The document recommends using a cloud commerce platform to reduce barriers and make it easier for providers to offer cloud services.
Company Name aims to capitalize on growing demand for cloud computing solutions by acquiring new cloud customers and solidifying its market share. It is well positioned due to its market presence, offerings, and technical expertise. However, additional financing of $500k is needed to fund aggressive customer acquisition efforts through investments in online marketing, sales resources, and processes tailored for cloud sales. This will drive 15 months of negative cash flow but recoup costs within 26 months, maximizing the company's potential in the lucrative cloud market.
This document summarizes challenges facing cloud service providers as customers increasingly demand "need-based" solutions that shift operating risks to providers. It discusses how disappearing upfront fees, shrinking top lines, and shorter purchase cycles force providers to bear more capital and operating expenses. It recommends that providers diversify their business, manage geo-distribution of infrastructure, avoid long-term support commitments, and strive to create longer-term contracts to maintain profitability in this changing landscape.
Using the Cloud to Attract, Engage & Retain Your CustomersWainhouse Research
The document discusses how companies can use digital engagement and cloud communications to attract, engage, and retain customers. It provides examples of how government, higher education, transportation, and healthcare organizations are using digital tools like messaging, video, location services, and analytics via the cloud to improve customer experiences. Overall the document promotes the idea that the evolving needs of today's digital customers require companies to adopt new cloud-based communications technologies and services to effectively engage with their diverse customer bases.
Communications advances are touching every industry and enabling new ways of connecting people. Video is becoming more integral to daily life as people interact in richer ways. Businesses are using real-time analytics of customer conversations and social media to fine-tune customer experiences. Organizations also face decisions around public versus private clouds and whether to use managed communications services. The integration of unified communications and mobility is expected to further boost productivity.
The power of Cloud - Driving business model innovationIBM Software India
This document discusses how cloud computing can drive business model innovation. It provides an overview of key findings from a survey of 572 business and technology executives. The survey found that while cloud is widely recognized as an important technology, few organizations currently use it to drive major business model changes. However, many expect to leverage cloud's potential over the next three years to transform operations, customer relationships and industry value chains. The document identifies six "business enablers" that cloud provides: cost flexibility, business scalability, market adaptability, masked complexity, context-driven variability, and ecosystem connectivity. It provides examples of companies innovating their business models around these enablers. The document concludes that cloud has significant untapped potential to power
The document discusses how cloud computing can help transform the banking industry. It notes that customers now demand more convenience and control, and banks face challenges like increased competition and regulatory pressures. Cloud computing offers banks opportunities to develop new customer experiences, enable collaboration, improve speed to market, and increase efficiency. Examples are provided of how cloud solutions have helped a mortgage company improve customer satisfaction while reducing costs and increasing revenues. The document argues that cloud computing allows banks to reinvent their business models and operations in order to better serve customers and drive growth.
This document discusses how cloud computing can help transform the banking industry. It notes that customers now have more control and are driving new business models. Banks face challenges like increased competition and changing regulations. Cloud computing offers benefits like improved customer experiences, collaboration, speed to market, and IT efficiency. The document discusses how cloud models like private, public and hybrid clouds can help banks reduce costs, increase flexibility, improve analytics and more to adapt to changes in banking. Overall it argues that cloud computing is a paradigm shift that can help banks transform their business and operating models.
To prosper in this new environment insurance companies can look to the cloud, in conjunction with other technologies, to help drive reinvention of their business model to offer new services and create direct, multi-channel relationships with customers
The document discusses how digitization is reshaping competition by lowering barriers to entry and allowing new competitors to emerge. It summarizes the key points as follows:
1) A large European insurer was facing pressure from a new online competitor that was undercutting premiums without agents by using new technologies and its strong online brand. The board decided to accelerate the company's digital transformation in response.
2) Digitization is rewriting the rules of competition by lowering entry barriers, disaggregating value chains, and allowing new entrants to scale up rapidly. This poses strategic challenges for incumbent companies.
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1. September 2013
Contact: Leahanne.Hobson@Alinea-Partners.com
Major Disruption
Cloud computing is disrupting more than our technological norms.
It is also creating new business models and new ways of working
together.
KEY MESSAGES
• Cloud computing is disrupting more than our technological norms. It is
completely transforming the way businesses interact, people
collaborate, and business models are designed.
• Both within and outside the IT sector, companies are capitalising on the
changing landscape by using and offering cloud services. This allows
them to meet customer expectations, operate in a more agile fashion,
and develop new revenue streams.
• As a result of these changes, companies are becoming both consumers
and providers, sometimes simultaneously.
• New business models and changing customer expectations will lead to
increased competition and declining revenue and profit opportunities
unless companies proactively change—and continue to change—their
understanding of the market and their role in it.
• Survival—not to mention profitability and long-term viability—depends
on a company's ability to transform its business models and go-to-
market structures.
• Unfortunately, the majority of companies continue to pursue their
traditional approaches, failing to satisfy customers and therefore
missing out on revenue opportunities.
2. INTRODUCTION
In recent years, the widespread availability of fast Internet access and mobile devices
has changed the way consumers expect to engage with companies as well as the way
employees expect to collaborate. People demand more immediate service and
support, more powerful social and interactive tools, and a more customised
experience. They want to make purchases, obtain services, and get support in real
time, around the clock. They also want to interact more robustly and personally with
companies—on their terms and with their choice of technologies.
Today’s buyer is also more empowered, and his or her decision-making process is
faster and more self-service-oriented than ever before. On average, buyers are
reported to conduct 50 to 70 per cent of their purchase process online, either alone or
with input from a trusted advisor—before wanting any interaction with a company.
Essentially, their minds are already made up by the time they think about a
conversation.
Cloud computing has the potential to help companies meet these new expectations
and adapt to these new behaviours by becoming more flexible, nimble, and
responsive. Instead of expensive, self-administered servers and on-premise software
requiring installation and maintenance, companies can rely on virtual servers and
subscription-based applications. By capitalising on this new technology, companies
have the potential to increase profit, develop new revenue streams, and provide
increased dialogue opportunities and better service to their customers.
But cloud computing’s disruptive force affects more than just technology and the way
we use it. It is reaching into the very core of business ideals and norms. It is
transforming the way businesses interact, people collaborate, and business models
are designed. Today, change is not an option. Companies can only survive and test
the edges of competitiveness if they deviate from their traditional approaches and
radically change their business models and go-to-market structures. Many companies
have not yet adapted to the disruption unleashed by cloud computing, and many of
them have not even begun to envision strategies for thriving in this new business
landscape.
This report explores some of the new business models that are emerging as a result of
this disruption.
1. NON-IT COMPANIES CAPITALISE ON THE CLOUD
Traditionally, strong walls have separated the worlds of IT and non-IT. Now, however,
non-IT companies are embracing new technologies to improve the customer
experience and adapt to a new type of buyer's behaviours and expectations. With
more and more people using cloud services, companies outside the IT sector are
taking advantage of this growing trend to develop new revenue streams, increase
customer satisfaction, learn more about their client base, and operate in a more agile
fashion. Several examples of this strategy are described below.
But first, what forces are breaking down these walls? Increasingly, the line is blurring
between companies and consumers. The consumerisation of IT, combined with
employees' desire to have technology autonomy and BYOD (Bring Your Own Device),
have toppled barriers between work and personal life. As a result, a new generation of
workers and customers expect agile collaborative tools, faster communication, more
3. accurate information, round-the-clock access, engagement via social networks, and
more customised services.
Example: Airlines
For quite a few years now, we have seen the airline industry enhance its customer
proposition by offering new services such as in-flight Wi-Fi access to travellers. Just
recently, Norwegian Air Shuttle became the first airline to offer high-speed broadband
on flights within Europe. The company described Wi-Fi as a "huge competitive
advantage." In the United States, 38 per cent of domestic flights offer Internet
connectivity.
Airlines are providing Wi-Fi to capture a new source of revenue while meeting their
customers' growing demand for uninterrupted connectivity, no matter where they are
or what they're doing. This type of service also gives airlines a competitive edge and a
way to stand out. As cloud technologies evolve, airlines will have the opportunity to
offer passengers even more Internet-based tools and services, satisfying their
customers' desire for convenience and up-to-date information.
Airport kiosks, for instance, currently run off local servers, so they are simple and
limited. Cloud-powered kiosks, by contrast, would be more flexible, allowing airlines
to control the interface and pursue partnerships enabling customers to check in, book
hotels, rent cars, and access other services from the same place. Airports may also
transition their IT operations from data centres to the cloud, a shift London Gatwick—
which also has a BYOD strategy—is already making.
Example: Walmart
Another non-IT company is also developing new business models that take advantage
of cloud technologies. That company is Walmart, which not only is the world's largest
retailer but also boasts the world's largest database, estimated in 2004 at more than
500 terabytes. In May 2013, WalmartLabs, the technology arm of Walmart's global e-
commerce division, announced the acquisition of two cloud computing start-ups,
OneOps and Tasty Labs.
While further details have yet to emerge, it is likely that the retail giant will rely on
OneOps' expertise to rapidly develop, test, and deploy new cloud-based applications
onto its e-commerce sites. Tasty Labs is known for launching Jig.com and Human.io,
where Internet users could crowdsource help with obtaining items and accomplishing
small tasks. Again, details have yet to emerge, but the acquisition may help Walmart
engage with its customers, build communities, encourage social networking, or even
assign work to freelancers.
The success of these initiatives remains to be seen. Still, it is significant that a
company of Walmart's size is seizing new opportunities in the cloud space and
developing a cloud strategy. It is adapting its business model in order to give
customers better service, constant access, opportunities for engagement and
dialogue with the company and each other, an easier shopping experience, and more
information about products.
Example: Virgin Media Business
Also in May 2013, the UK-based Virgin Media Business, a business Internet and
telecommunications provider, announced a three-year deal to resell a suite of cloud
services from Outsourcery, a provider of cloud-based IT and communications services
to large companies and small and medium businesses. Virgin Media Business clients
4. will now have the option of using cloud-based business applications such as
Microsoft Office 365, conducting cloud-based video conferences, and securely storing
their data in the cloud.
This is a growing trend among non-IT companies, to enter the cloud business by
subscribing to cloud computing services such as Amazon Web Services, Rackspace
or others, then passing on those capabilities to their own customers. This business
model is expected to become more common as companies respond to their clients'
needs and expectations. Another way companies could profit from the cloud is to rent
out cycles within their own data centres to cloud services providers.
2. CLOUD PROVIDERS ARE ADDING NEW SERVICES
Cloud computing services are sold on a subscription or pay-per-use basis. Customers
are more comfortable with these pricing models than with fee-based plans because
upfront costs are limited and the level of investment reflects actual usage.
For cloud providers, however, these pricing models necessitate gaining many new
customers in order to balance the revenue stream previously provided by set, fee-
based projects throughout the year. Rather than showing large sums earned and
spent at distinct moments, the business profit and loss statement would reflect a
small but recurring revenue stream that increases over time.
Eventually, once cloud providers achieve significant scale, the recurring revenue
stream from subscription-based services can provide substantial cash flow. But
successful companies in this space will not rely exclusively on selling subscriptions.
Instead, they will actively seek out sources of value-added revenue. These may be in
the form of managed services or "bought, leased, or built" consultancies. (In other
words, companies will acquire or partner with a company that already has the desired
capability, or they will build the services internally.)
Example: Prediki
This strategy is exemplified by Prediki, a company that developed a cloud-based
opinion research service that employs advanced prediction market technology proven
to outperform opinion polls. The company has begun to generate additional revenue
by partnering with business and marketing consultancy firms that recommend or refer
to Prediki, then offer post-sales consulting to its clients.
In a similar fashion, bookkeeping firms can expand their portfolio by reselling cloud-
based financial applications, as Synergy Business Solutions does with Intacct. And
marketing companies can resell social media and lead generation tools, as Haystak
Digital Marketing does with HootSuite Pro.
Example: Miratech
Another example is that of Miratech, a leading IT outsourcing provider included in the
Global Outsourcing 100 list of the world's best outsourcing service providers by the
International Association of Outsourcing Professionals. Rather than partnering with or
acquiring another company, Miratech opted to build value-added services internally.
In June 2013 it unveiled a full set of services designed to help clients benefit from
enterprise mobility solutions.
5. 3. TRADITIONAL COMMUNICATIONS OPERATORS AND IT SERVICE PROVIDERS
CONVERGE
Today, people appreciate the convenience of paying all their bills online, completing
multiple tasks on their mobile devices, and filling the same virtual shopping basket
with diverse items. It is no surprise, then, that customers and buyers want to purchase
or access all of their services from as few providers as possible and through a trusted
source. Their goal is to create a "one-stop shop" experience.
Cloud services providers now have the opportunity to join forces with
telecommunications companies that boast established positions and longstanding
relationships with customers. They can build strong partnerships based on a united
sales and marketing strategy as well as shared revenue goals and targets.
This type of partnership benefits both parties, allowing cloud services providers to
gain access to new markets while granting telecommunications companies more
revenue opportunities and a way to continue meeting their customers' needs. It also
benefits customers, who can take advantage of the latest technology while enjoying
the comfort of buying it from a trusted provider.
Example: Deutsche Telekom’s Business Application Marketplace
A compelling example is Deutsche Telekom’s Business Application Marketplace,
which was announced in March 2012. The company saw the opportunity to offer
additional value to its 8 million-plus customers—2.8 million of which are business
customers—while generating more revenue. Along with more than 20 professional
business application vendors such as Microsoft Office 365, Box, and Symantec,
Deutsche Telekom offers professional business applications to small and medium-
sized companies. Through the Business Application Marketplace, professional
business application vendors can tap into the German market. Meanwhile, Deutsche
Telekom gains an additional revenue source and keeps its customers happy by
offering new and relevant services.
4. CROWDSOURCING AND CROWDFUNDING, MEET CROWD LABOUR
These days, it's all about the crowd. Crowdsourcing is radically altering the way ideas
for innovation are gathered, assessed, and put into action. Crowdfunding has opened
up new avenues of investment and venture funding, allowing new businesses and
projects to see the light of day.
And then there is the potentially revolutionary trend of crowd labour. Already, throngs
of telecommuters and virtual workers log in each day from their homes, subway cars,
Starbucks locations, and remote offices around the world. Crowd labour has the
power to transform the way we work, collaborate, and conduct business. Once
technological and organisational barriers to this new approach are surmounted,
companies can reap the benefits of an inexpensive, on-demand, elastic, and agile
workforce.
Some businesses have already harnessed the power of crowd labour to quickly,
efficiently, and cost-effectively divide up work across the Internet. For instance, in
2011 the online shoe retailer Zappos.com used Amazon's Mechanical Turk, an online
marketplace for "human intelligence tasks," to hire remote workers to edit millions of
product reviews. Mechanical Turk, CrowdFlower, ShortTask, and a host of other sites
6. allow companies and individuals to farm out online "micro-tasks" to people around the
world.
5. ALTERNATIVE EMPLOYMENT MODELS THROUGH THE CLOUD
Global unemployment rose by 4 million in 2012 to reach 197 million, or 6 per cent of
the population, according to the International Labour Organization. Underemployment,
another pervasive problem, affected 17 per cent of the world in 2012, according to
Gallup. These dismal job rates, combined with reduced pensions and rising costs of
living, are inspiring people to take charge of their own futures and consider non-
traditional employment solutions.
Cloud computing has opened up alternative avenues for starting new companies,
conducting business, and recruiting talent. Some innovative entrepreneurs are taking
cloud labour and virtual commuting to the extreme, founding nimble, lightweight start-
ups with limited office space or even none at all. Instead, everything is in the cloud,
allowing employees in disparate locations to work together over the Internet. Tools
and applications are optimised for real-time collaboration across teams and
organisational boundaries.
Example: Nexeda
An example of this new type of business is Nexeda, an independent information,
competence, and resource hub for executives and organisations, which brings
together experienced executives and specialists who collaborate and provide
business solutions through a cloud platform. Using open innovation tools and crowd
collaboration techniques, the company provides a framework for the exchange and
co-creation of knowledge and the mobilisation of collective intelligence in and across
companies.
Example: IBM's Liquid Challenge
The cloud has also enabled large, established companies to experiment with
alternative models for running their business, as IBM's Liquid Challenge
demonstrates. A crowd-based software design and development initiative, this pilot
project invites professionals to develop small components of the technology giant's
applications on an open markets basis. Participants work from anywhere and are paid
for what they deliver. This elastic approach allows the company to access a global
pool of talent while creating a more flexible organisation.
6. KEEPING CUSTOMERS SATISFIED
As cloud computing continues to disrupt traditional business models, it is crucial to
keep the end goal in mind: satisfied customers. Today's customers and buyers are
more digitally connected than ever before, and, as discussed previously, they have
high expectations in terms of speed, reliability, access, service, and customisation.
They interact with companies through multiple channels, including social networking.
As a result, the relationship between consumers and companies has fundamentally
changed, and business success requires both adaptability and insight into the
customer's changing context.
According to a report by Ovum entitled "The Customer-Adaptive Future," today's
environment presents major opportunities for companies willing to become CAEs, or
customer-adaptive enterprises. A CAE "has highly acute peripheral vision and is
driven by a desire and strategic intent to create and deliver value and be persistently
7. relevant to its customers." Companies can achieve this by delivering a superior
customer experience, creating value, and using continuous innovation to remain
relevant to their customers.
Successful CAEs boast core ethical values, a customer-centric vision, empowered
employees, optimised mission-critical processes, an optimised and engaged
workforce, and a culture that promotes collaboration across organisational
boundaries. They must be able to act quickly, agilely, and collaboratively, whether it's
to make a decision, deploy an application, engage with a customer, or respond to
changing needs and expectations.
To keep customers happy and loyal, companies must remember that their storefront—
whether it's virtual or physical—is a critical showcase for their brand and a crucial
point of client interaction. Along with implementing the necessary organisational
changes to become a CAE, companies should continue to optimise the customer
experience from the frontend (their website, customer relationship management,
marketing, etc.) and the backend (data collection, enterprise resource planning, etc.).
A negative interaction can result in a customer taking their business elsewhere and
publicly airing their grievances via social media.
The example of banks provides a cautionary tale of what can happen when
companies fail to remain relevant to their customers. According to the World Retail
Banking Report 2013, banks are at risk of losing more than 50 per cent of their
customers as they struggle to provide more personalised customer experiences.
Within the next six months, 10 per cent of retail banking customers surveyed globally
will likely leave their bank, and an additional 41 per cent of customers say they are
unsure if they will stay or go. The report found that the quality of mobile service
significantly influenced young customers' decisions to choose or leave a bank,
providing more evidence that successful companies adapt to new technologies and
understand their customers' behaviour.
7. CONCLUSION
Companies tend to operate in two different ways. There are those that focus on the
past, analysing their successes and preserving traditional business models that have
historically proven valuable. Then there are those that focus on the future, observing
and anticipating emerging trends and technologies in order to fully capitalise on them.
Established companies excel at maintaining value through greater efficiency and
effectiveness. Over time, however, these businesses run the risk of growing irrelevant.
Start-up companies, on the other hand, are great at spotting unmet needs, operating
nimbly, and pursuing unconventional paths to powerful results. But they often wind up
discovering their business model lacks sustainability.
During this time of disruption, as cloud computing and other new technologies
transform the way we do business, companies need to embody qualities of both these
archetypes. They must adapt in response to changing needs and expectations while
respecting the core missions that have historically driven them, not least to achieve
high customer satisfaction.
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