Digital Disruption - Disrupt or be Disrupted

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<ol><li> 1. Mark Lewis Senior Advisor Blog: Twitter: @mmark </li><li> 2. The iPhone is a niche product Olli-Pekka Kallasvuo, CEO Nokia, 2008 </li><li> 3. DID THEY NOT KNOW OR CARE ENOUGH ABOUT WHAT WAS HAPPENING AROUND THEM? </li><li> 4. The key considerations are whether the performance attributes implicit in the innovation will be valued within the networks already served; whether other networks must be addressed or new ones created in order to realize value for the innovation. Clayton Christensen, The Innovators Dilemma, 1997 </li><li> 5. = THE EXTENDED VALUE CHAIN. </li><li> 6. ITS (ALMOST) ALL ABOUT CUSTOMER CENTRICITY. </li><li> 7. SO WE NEED TO STAY AHEAD OF THE S-CURVE. </li><li> 8. Technology life cycle: The S-curve Time or engineering effort Productperformance </li><li> 9. Think of yourself like a consumer technology company Curt Garner, CIO Starbucks, 2013 </li><li> 10. TOO LITTLE, TOO LATE </li><li> 11. Surfing the S-curves Time or engineering effort Productperformance 1st technology 2nd technology 3nd technology </li><li> 12. WITHIN A VALUE NETWORK, EACH FIRMS PAST CHOICES OF MARKETS DETERMINES ITS PERCEPTIONS OF THE ECONOMIC VALUE OF A NEW TECHNOLOGY. </li><li> 13. CEOs consider technology the single most important external force shaping their organizations future. Likewise, the most common barrier to agility and change is legacy technology and systems. Source: The Customer-activated Enterprise Insights from the Global C-suite Study, IBM 2013 </li><li> 14. Macro-perspective: Technology paradigms Source: Technological Revolutions and Financial Capital: The Dynamics of Bubbles and Golden Ages, Carlota Perez, 2002 </li><li> 15. The major transformation results, not from one technology or a set of them, but from all industries innovating in convergent directions. Thats what creates the synergies and the self-reinforcing loops that make demand dynamic for all. Carlota Perez, The New Technological Revolution, 2013 </li><li> 16. TECHNOLOGY TRENDS </li><li> 17. Source: Hype cycle, Gartner 2014 </li><li> 18. WEARABLES </li><li> 19. CONNECTED HOME </li><li> 20. 3D PRINTING </li><li> 21. NEAR FIELD COMMUNICATION </li><li> 22. CONNECTED CARS </li><li> 23. MOBILE HEALTH </li><li> 24. INTERNET OF EVERYTHING </li><li> 25. 50 billion connected things Fixed Computing (You go to the device) Mobility / BYOD (Device goes with you) Internet of Things (Golden age of device) Internet of Everything (People, Process, Data, Things) 1995 2020 200M 10B 50B things </li><li> 26. ALL THOSE NEW TECHNOLOGIES CONNECT THE BUSINESS WITH THE CUSTOMER. </li><li> 27. JUST AS THEY CONNECT THE PHYSICAL WITH THE DIGITAL. </li><li> 28. DIGITAL IS COMING FULL CIRCLE. </li><li> 29. AND THE KEY DRIVER IS THE CUSTOMER EXPERIENCE. </li><li> 30. ITS THE DESIGN AND THE INTERACTION. </li><li> 31. THIS INVOLVES TRUE OMNICHANNEL. </li><li> 32. Its all about the synergies 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% Often research items online, but prefer to buy in-store Often look at items in-store, but usually purchase online Have researched an item online, then viewed it in-store, and purchased online Source: Statista, 2013 Share of respondents </li><li> 33. WEBROOMING: 69% SHOWROOMING: 46% </li><li> 34. Reasons to webroom 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 50.0% Don't want to wait for delivery Will ask the store to price match Like the option of being able to return the item to the store if needed Want to check an item's availability online before purchasing in-store Like to go to store to touch and feel a product before buying Don't want to pay for shipping Source: Merchant Warehouse, 2014 Share of respondents </li><li> 35. MOBILE IS THE KEY </li><li> 36. Mobile share of internet traffic is surging 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 2010 2011 2012 2013 2014 2015E Global Mobile Traffic as % af Total Internet Traffic Source: StatCounter Global Stats, 2014 </li><li> 37. MOBILE HAS CHANGED HOW CONSUMERS INTERACT WITH RETAIL. </li><li> 38. 1 IN 3 SHOPPERS USE THEIR SMARTPHONES TO FIND INFORMATION INSTEAD OF ASKING EMPLOYEES. Source: Mobile In-Store Research, Google 2013 </li><li> 39. In-store mobile use 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% Search engine Store websites Brand websites Store apps Deal websites Source: Mobile In-Store Research, Google 2013 </li><li> 40. In 2015 the gap will increase between marketing leaders and ebusiness professionals who will re-engineer their business to deliver valuable mobile moments and the majority of executives who will continue to consider mobile as just another digital channel. Source: Predictions 2015: Most Brands Will Underinvest In Mobile, Forrester 2014 </li><li> 41. Source: Digital Impact on In-Store Shopping, Google/Ipsos MediaCT/Sterling Brands, 2014 </li><li> 42. #latergram? </li><li> 43. In other words.. Use mobile to transform the Customer Experience. Anticipate the needs and engage at the right moment the mobile moment. Mobile is not a destination but an always-on experience. And its not a smaller version of the desktop experience. Seek for mobile to transform business models both in cost structure and revenue generation. </li><li> 44. Now, you can just take out your smartphone and shop straight from the fitting room, browse customer reviews or just jump online for fun. Its now easier to access with free customer Wifi. GAP press release, 2014 </li><li> 45. MOBILE WINE MOMENT </li><li> 46. If you dont cannibalize your own business, someone else will do it for you. If you do not serve new consumer needs, your competitors will. </li><li> 47. DISRUPTING VALUE CHAINS </li><li> 48. We are going to unveil the Tesla home battery, the consumer battery that would be for use in peoples houses or businesses fairly soon. Elon Musk, Tesla CEO, 2015 </li><li> 49. Across the value chain DISRUPTION OF EVERYTHING Single point in value chain </li><li> 50. Beautiful new user interfaces aided by data-generating consumers helping make data useful and challenging non- cloud business models. </li><li> 51. PROVIDE THE PLATFORM, OWN THE CUSTOMER EXPERIENCE. </li><li> 52. Economies of Scale (production) Economies of Experience (consumption) </li><li> 53. Industrial Design (static) Service Design (dynamic) </li><li> 54. ORCHESTRATE THE CUSTOMER EXPERIENCE. </li><li> 55. Prerequisites include.. Data Identification Consent! Consolidated systems Customer journey Experience strategy Consolidated channel views Re-humanization of touch points </li><li> 56. THE AUDI EXPERIENCE </li><li> 57. KEEP YOUR FRIENDS CLOSE, BUT YOUR ENEMIES EVEN CLOSER. </li><li> 58. IS YOUR VALUE CHAIN IN DANGER OF BECOMING PART OF AN ALTERNATIVE VALUE NETWORK? </li><li> 59. ENTER THE COLLABORATIVE ECONOMY. </li><li> 60. COMPANY AS A SERVICE MOTIVATE A MARKETPLACE PROVIDE A PLATFORM </li><li> 61. FREE PATENTS </li><li> 62. Source: Collaborative Economy Honeycomb, 2014 </li><li> 63. COLLABORATION IS THE FINAL STAGE IN A DIGITAL TRANSFORMATION. OR MAYBE JUST THE NEXT S-CURVE? </li><li> 64. Thank youThank you </li></ol>


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