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Marc Parrish, Vice President, Retention & Loyalty Marketing, Barnes & Noble, presents at the 2012 Big Analytics Roadshow. Big Data is moving too fast for Big Brands. They don't have the ability to technically pivot, to move quickly enough to take advantage of the astounding amount of customer information that's available, and make it part of their everyday practices. This poses a great risk to the world’s great retailers. Well-managed companies often fail because the very same management practices that made them industry leaders also make it difficult to assimilate the disruptive technologies that in the end allow others to steal their market. With Big Data, the gap between merely sustaining your operations, and adopting disruptive technologies, is the difference between progress, or perish.
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Big Brands Meet Big Data. The Newest Innovator’s Dilemma.
Marc Parrish VP, Customer Retention & Loyalty Marketing, Barnes & Noble
Big Data is moving too fast for Big Brands.
Source: Google Insights News Search This poses a great risk to the world’s great retailers.
They don't pivot…
…or move quickly enough to take advantage of the astounding amount of customer information that's becoming available. Most brands are sticking with their everyday practices of data management and consumption.
Meanwhile, Data is exploding
Source, IDC
Percent Generated By Consumers (making it incredibly valuable)
Amount of Data captured, stored and replicated
The Innovator’s Dilemma Well-managed companies often fail…
…. because the same management practices that made them industry leaders also make it difficult to assimilate the disruptive technologies. In the end it allows others to steal their market from below.
0
5
10
15
20
1 2 3 4 5 6 7 8 9 10
Sale
s
Time
High Margin
Medium Margin
Low Margin
Disruptor
Two Types of Innovations Sustaining
• Improve performance of established products
• Meet demands of mainstream customers in major markets
• Products vary in difficulty, cost, time to market, etc.
• Established firms
Disruptive • Generally underperform
established products in mainstream markets
• Have new features that fringe or new customers value
• Cheaper, simpler, smaller, more convenient to use
• Entrant firms
Example (1910)
Sustaining Disruptive
If I had asked people what they wanted, they would have said faster horses. -- Henry Ford? } }
ford cars manufactured 10,000 1908 472,350 1915 933,720 1920
Newer Example (1955)
Sustaining Disruptive
Living Room Stereo $299
Transistor Radio $80
($1999 today) ($699 today)
Newest Example(s) (2000)
Sustaining Disruptive
Newest Example(s) (2005)
Sustaining Disruptive
The Yellow Pages Response
Unsustainable….
Clearly, manipulating data well can reap benefits, and avoid the grim reaper.
So…..what to do in this scenario?
• Huge Amounts of Data
• Dramatically falling prices – Cost to store data in
2011 is 88% cheaper than in 2005.
….. Spend less, get more?
No! Spend more, and get greedy!
Source, IDC, EMC
Why is Big Data so difficult for Big Brands (and others) to consume?
• No skill set to get inside it, absorb it, analyze it, mold it
• No democratization of data across the company that allows business owners to incorporate the data into their plans
• They don't full grasp how Big Data can be a competitive advantage!
What is the Risk? • As storage prices drive to a commodity -- the
inevitable consequence of technology -- retailers will increasingly need to compete on knowledge of their customers, which Big Data provides.
• Open APIs & Social Media makes customer preferences open to all, so disruptive competitors who can offer better customer insights will emerge (quickly!) and steal your customers….
• This is “personality-based disintermediation”.
The math that creates innovators (with anxiety)….
Source, IDC, EMC
Source, IDC, EMC
Source, IDC, EMC
Source, IDC, EMC
It will be the difference between merely sustaining, and adopting disruptive innovation.
The Big Data Gap …
It’s common to all retailers, and easy to overlook. The faster you close it, the more opportunity you find.
It’s progress or bone pile.
Thank You
Marc Parrish linkedin.com/marcparrish mparrish@book.com
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