Keynote Brian Curran - oowBR 2016

  • View
    84

  • Download
    0

Embed Size (px)

Transcript

How to Use the PowerPoint Template

Digital Disruption: Its Still About People & Business FundamentalsBrian J. CurranVice PresidentCustomer Experience Strategy & Design

Digital DisruptionWhat is it?How do I disrupt?How do I build disruption into my organizations DNA?

resultsfinancial value for the businessneedsfunctional & emotional motivatorsexperiencesperception of the engagement( useful, usable and meaningful )

attitudeswhat I am thinkingbehaviorswhat I am doingexpectationsbeliefs about impending engagement(before, during, next)

DRIVE

DELIVER

engagementsinteractions along the journey

INFLUENCE

FRAME

SHAPE

4

Useful ExperiencesAppropriateTimelyConsistentEffectiveAccurateWhat a product, service & engagement offers customers functionallyUseable ExperiencesConvenientEasyIntuitiveStreamlinedTailoredHow much effort is needed to engage an organization and its offeringsMeaningful ExperiencesPersonalEmotionalStylishTrustedMemorableHow meaningful experiences are at an emotional level

Useful ExperiencesAppropriateTimelyConsistentEffectiveAccurateWhat a product, service & engagement offers customers functionallyUseable ExperiencesConvenientEasyIntuitiveStreamlinedTailoredHow much effort is needed to engage an organization and its offeringsMeaningful ExperiencesPersonalEmotionalStylishTrustedMemorableHow meaningful experiences are at an emotional levelEMOTIONAL NEEDS

The motivation behind the functional needs

FUNCTIONAL NEEDS

The most basic requirements for completing a journey

6

7

P.E.S.T.L.E.SITUATIONAL CONTEXTPREVIOUS ENGAGEMENTGEO DEMOGRAPHICS

Macro factors that are generally outside the control of an organizationPoliticalEconomicSocialTechnicalLegalEnvironmental

The group of conditions that exist where and when something happensTime of DayDate SignificanceLocationSurrounding NoiseDevice StatusAmbient Temperature

Historical interactions with the organization, its partners, or competitorsRecencyFrequencyAdoptionStickinessAdvocacyLifetime Value

Regional, generational, and other demographic influencesPopulation DistributionIncomeAgeCultureEmploymentEducationFactors Influencing Customer Expectations

Leaps & Bounds Story:

Leaps & Bounds has been in the business of making baby monitors, but is now in the business of designing products & services intended to nurture children from cradle to their 1st professional job (insights driven business).

Through Voice of Customer (VOC) programs, social listening, 3rd-party data sources, etc., Leaps & Bounds understands the best & worst of parenthood. They have applied their insights and extended their business beyond baby monitors, to now include solutions such as children nutrition monitors, homework coaching, kinesiology for varsity sports, and home 2nd language immersion solutions (64 languages).

Leaps & Bounds wants to embed itself into the lives of parents raising young children who will, with their help, become independent young adults.

Using Central Utility Life & Power is a new go-to-market strategy for Leaps & Bounds

Central Utility Light & Powers Story:

Confronted with a rapidly changing energy market (plunging gas prices, rise of roof-top solar, consumer home automation, green tech, etc.), Central Utility has adjusted its business model so that they can directly help consumers manage their energy consumption, and thereby benefit from helping the consumer manage their surplus energy and associated savings.

Central Utility has re-tooled their engagement strategy through the creation of a sub-brand: LifeLight. This sub-brand represents a shift from being a supplier of essentials (e.g. electricity, oil and gas), to meeting higher-level needs (e.g. higher on Maslows hierarchy). Cant remain in a commoditized industry, need to move up the value ladder.

LifeLight sells and services Leaps & Bounds line of parenting solutions including their Nursery Nanny Home Automation Hub.

7

DisruptionA radical change that creates a new market and value network and eventually upsets an existing market and value network, displacing established market leaders and alliances.

~ Clayton M. Christensen

noun| /disrpSH()n/

8

InnovationAn idea executed to meet a neednoun| /invSH()n/

9

Types of Innovation

SUSTAINING INNOVATIONCurrent SegmentsKnown NeedsMature Trends & Accelerators

BREAK-THROUGH INNOVATION

Current SegmentsKnown NeedsImmature Trends & Accelerators

Underserved SegmentsUnknown & Unmet NeedsMature Trends & Accelerators

DISRUPTIVE INNOVATION

Environment

PoliticalEconomic

Legal

Data PrivacyPESTLEmacro trends & acceleratorsTechnology

MessagingSocial

Selfies

We know the examples, but what exactly is disruptive about them?

UberSpotifyNetflixAirBnBFacebookAmazonWhatsAppGoogle MapsDJI DronesZillowSquareAlibabaFitbitTesla

We hear stories about disruption daily, if not hourly. We recognize it when we see it, but what EXACTLY is disruptive about these examples?13

Key PartnersKey ActivitiesValue PropositionsCustomer RelationshipsCustomer SegmentsKey ResourcesChannels

Cost StructureRevenue Streams

The Business Model CanvasDesigned by: Strategyzer AG

This work is licensed under the Creative Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, PO Box 1866, Mountain View, CA 94042, USA.

Key PartnersKey ActivitiesValue PropositionsCustomer RelationshipsCustomer SegmentsKey ResourcesChannels

Cost StructureRevenue Streams

The Business Model CanvasDesigned by: Strategyzer AG

This work is licensed under the Creative Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, PO Box 1866, Mountain View, CA 94042, USA.

For whom are we creating value?Who are our most important customers?What are the customer archetypes?

Key PartnersKey ActivitiesValue PropositionsCustomer RelationshipsCustomer SegmentsKey ResourcesChannels

Cost StructureRevenue Streams

The Business Model CanvasDesigned by: Strategyzer AG

This work is licensed under the Creative Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, PO Box 1866, Mountain View, CA 94042, USA.

What value do we deliver to the customer?Which one of our customers problems are we helping to solve?What bundles of products and services are we offering to each segment?Which customers needs are we satisfying?What is the minimal viable experience?

Key PartnersKey ActivitiesValue PropositionsCustomer RelationshipsCustomer SegmentsKey ResourcesChannels

Cost StructureRevenue Streams

The Business Model CanvasDesigned by: Strategyzer AG

This work is licensed under the Creative Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, PO Box 1866, Mountain View, CA 94042, USA.

Through which channels do our customer segments want to be reached?How do other companies reach them now?Which ones work best?Which ones are most costefficient?How are we integrating them with customer routines?

Key PartnersKey ActivitiesValue PropositionsCustomer RelationshipsCustomer SegmentsKey ResourcesChannels

Cost StructureRevenue Streams

The Business Model CanvasDesigned by: Strategyzer AG

This work is licensed under the Creative Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, PO Box 1866, Mountain View, CA 94042, USA.

How do we get, keep, and grow customers?Which customer relationships have we established?How are they integrated with the rest of our business model?How costly are they?

Key PartnersKey ActivitiesValue PropositionsCustomer RelationshipsCustomer SegmentsKey ResourcesChannels

Cost StructureRevenue Streams

The Business Model CanvasDesigned by: Strategyzer AG

This work is licensed under the Creative Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, PO Box 1866, Mountain View, CA 94042, USA.

For what value are our customers really willing to pay?For what do they currently pay?What is the revenue model?What are the pricing tactics?

Key PartnersKey ActivitiesValue PropositionsCustomer RelationshipsCustomer SegmentsKey ResourcesChannels

Cost StructureRevenue Streams

The Business Model CanvasDesigned by: Strategyzer AG

This work is licensed under the Creative Commons Attribution-ShareAlike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, PO Box 1866, Mountain View, CA 94042, USA.

What key resources do our value propositions require?What key resources do our distribution channels require?What key resources do our customer relationships require?What key resources do our revenue streams require?

Key PartnersKey ActivitiesValue PropositionsCustomer RelationshipsCustomer SegmentsKey ResourcesChannels

C