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
Surfing the S-curves
Time or engineering effort
Prod
uct p
erfo
rman
ce
1st technology
2nd technology
3nd technology
WITHIN A VALUE NETWORK, EACH FIRM’S PAST CHOICES OF MARKETS DETERMINES ITS PERCEPTIONS OF THE ECONOMIC VALUE OF A NEW TECHNOLOGY.
CEOs consider technology the single most important external force shaping their organization’s 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
Macro-perspective: Technology paradigms
Source: Technological Revolutions and Financial Capital: The Dynamics of Bubbles and Golden Ages, Carlota Perez, 2002
The major transformation results, not from one technology or a set of them, but from all industries innovating in convergent directions. That’s what creates the synergies and the self-reinforcing loops that make demand dynamic for all.
Carlota Perez, The New Technological Revolution, 2013
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
It’s 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
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
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
1 IN 3 SHOPPERS USE THEIR SMARTPHONES TO FIND INFORMATION INSTEAD OF ASKING EMPLOYEES.
Source: Mobile In-Store Research, Google 2013
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
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
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 it’s not a smaller version of the desktop experience.
• Seek for mobile to transform business models both in cost structure and revenue generation.
Now, you can just take out your smartphone and shop straight from the fitting room, browse customer reviews or just jump online for fun. It’s now easier to access with free customer Wifi.
GAP press release, 2014
If you don’t cannibalize your own business, someone else will do it for you. If you do not serve new consumer needs, your competitors will.
We are going to unveil the Tesla home battery, the consumer battery that would be for use in people’s houses or businesses fairly soon.
Elon Musk, Tesla CEO, 2015
Beautiful new user interfaces – aided by data-generating consumers – helping make data useful and challenging non-cloud business models.
Prerequisites include..
• Data • Identification • Consent! • Consolidated systems • Customer journey • Experience strategy • Consolidated channel views • Re-humanization of touch points
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