Disruption is the talk of the town - breakthrough technologies are, well, breaking through everywhere and everyday. What can firms do to mitigate the risk of being disrupted? By disruption! It's no easy task to 'eat oneself' and often there will be serious barriers (culture, technology etc.) for doing so. As we are moving fast from industrial production and economies of scale, economies of experience and service design become the critical assets: The customer experience! The customer experience must seek to integrate the digital with the physical. Your customers already swaps seamlessly between the two, so should you! With mobile as more than just another channel, customer experience must also focus on creating 'mobile moments' (of truth) where customer needs are foreseen and fulfilled across the omnichannel. Key is to provide a platform on which users can interact and co-create. Providing the winning platform will position you as the gatekeeper, 'owning' the customer (as the saying goes) and safe guard against new entrants and disruption. Enable collaboration to take this digital transformation the last steps.

1. DISRUPT OR BE DISRUPTED

2. Mark Lewis
Senior Advisor
!
Blog: blog.valtech.dk
Twitter: @mmark!

5. “The iPhone is a niche
product”
Olli-Pekka Kallasvuo, CEO Nokia, 2008

6. DID THEY NOT KNOW – OR
CARE – ENOUGH ABOUT WHAT
WAS HAPPENING AROUND
THEM?

7. 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

8. = THE EXTENDED VALUE
CHAIN.

9. IT’S (ALMOST) ALL ABOUT
CUSTOMER CENTRICITY.

10. BUT WITH PERIPHERAL VISION.

11. SO WE NEED TO STAY AHEAD
OF THE S-CURVE.

12. Technology life cycle: The S-curve
Time or engineering effort
Productperformance

13. “Think of yourself like a
consumer technology
company”
Curt Garner, CIO Starbucks, 2013

14. TOO LITTLE, TOO LATE

15. Surfing the S-curves
Time or engineering effort
Productperformance
1st technology
2nd technology
3nd technology

16. WITHIN A VALUE NETWORK,
EACH FIRM’S PAST CHOICES
OF MARKETS DETERMINES ITS
PERCEPTIONS OF THE
ECONOMIC VALUE OF A NEW
TECHNOLOGY.

17. 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

18. Macro-perspective: Technology paradigms
Source: Technological Revolutions and Financial Capital: The Dynamics of Bubbles and Golden Ages, Carlota Perez, 2002

19. 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

20. TECHNOLOGY TRENDS

21. Source: Hype cycle, Gartner 2014

22. WEARABLES

23. CONNECTED
HOME

24. 3D PRINTING

25. NEAR FIELD
COMMUNICATION

26. CONNECTED CARS

27. MOBILE HEALTH

28. INTERNET OF
EVERYTHING

29. 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

30. ALL THOSE NEW TECHNOLOGIES
CONNECT THE BUSINESS WITH THE
CUSTOMER.

31. JUST AS THEY CONNECT THE
PHYSICAL WITH THE DIGITAL.

32. DIGITAL IS COMING FULL
CIRCLE.

33. AND THE KEY DRIVER IS THE
CUSTOMER EXPERIENCE.

34. IT’S THE DESIGN AND THE
INTERACTION.

35. THIS INVOLVES TRUE
OMNICHANNEL.

36. 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

37. WEBROOMING: 69%
SHOWROOMING: 46%

38. 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

39. MOBILE IS THE KEY

41. 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

42. MOBILE HAS CHANGED HOW
CONSUMERS INTERACT WITH
RETAIL.

43. 1 IN 3 SHOPPERS USE THEIR
SMARTPHONES TO FIND
INFORMATION INSTEAD OF
ASKING EMPLOYEES.
Source: Mobile In-Store Research, Google 2013

44. 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

47. 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

48. Source: Digital Impact on In-Store Shopping, Google/Ipsos MediaCT/Sterling Brands, 2014

49. #latergram?

50. 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.

51. 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

53. MOBILE WINE MOMENT

54. 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.

55. DISRUPTING VALUE CHAINS

68. 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

69. Across the value chain
DISRUPTION OF
EVERYTHING
Single point in value chain

70. Beautiful new user interfaces –
aided by data-generating
consumers – helping make data
useful and challenging non-
cloud business models.

71. PROVIDE THE PLATFORM, OWN
THE CUSTOMER EXPERIENCE.

72. Economies of Scale
(production)
Economies of Experience
(consumption)

73. Industrial Design
(static)
Service Design
(dynamic)

74. ORCHESTRATE THE CUSTOMER
EXPERIENCE.

75. Prerequisites include..
• Data
• Identification
• Consent!
• Consolidated systems
• Customer journey
• Experience strategy
• Consolidated channel views
• Re-humanization of touch points

76. THE AUDI EXPERIENCE

77. BUT WHO’S GONNA MAKE A
CONFIGURATION PLATFORM
FOR ALL CAR MAKES?

78. KEEP YOUR FRIENDS CLOSE,
BUT YOUR ENEMIES EVEN
CLOSER.

79. IS YOUR VALUE CHAIN IN
DANGER OF BECOMING PART
OF AN ALTERNATIVE VALUE
NETWORK?

80. ENTER THE COLLABORATIVE
ECONOMY.

81. COMPANY AS A SERVICE
MOTIVATE A MARKETPLACE
PROVIDE A PLATFORM

82. FREE PATENTS

83. Source: Collaborative Economy Honeycomb, 2014

84. COLLABORATION IS THE
FINAL STAGE IN A DIGITAL
TRANSFORMATION.
OR MAYBE JUST THE NEXT
S-CURVE?

85. Thank youThank you