The pervasiveness of digital technologies is reshaping aftermarket. e-tailing is gnawing away the market for spare parts as more people are buying online, social media is influencing the consumption of aftermarket services and customers are demanding deeper 24*7 experiences. In this article Browne & Mohan consultants showcase the drivers of digital transformation and adoption for aftermarket.
23 principles of successful product companiesBrowne & Mohan
In this paper, we present 23 principles of successful software product companies. These principles cover product development, organizational design, sales and other process that propel product companies to grow and excel in their domain both in domestic and international markets
CRM adoption in many companies do not yield intended benefits as it is managed as a IT roll out and not as a transformational project involving changes in process, procedures, ownership and measures. This paper presents MACE framework to manage this transformation and achieve the intended goals.
Companies of all sizes (SMB to large ones) are finding the current economic environment challenging. Business growth is slow or almost stagnated, new customer gains are far and few, customer spend has become very unpredictable and hence managing capacities is posing a big challenges. Browne & Mohan consultants based on their experience of guiding companies have compiled strategies that can be adopted to successfully maneuver the low tides. We suggest product or service offering changes, organizational changes, employee engagement changes, partner and ecosystem changes, sales and marketing structure changes that are appropriate to most companies.
Sales is an area where many companies find the outcomes belie investments and outcomes. Many companies attempt sales transformation in a piece-meal fashion. In this paper, we discuss the framework for sales transformation and five fundamental levers of sales transformation.
Performance measurement system for startups and scaling upBrowne & Mohan
what measures should startups and scaling up firms use to direct and align their multi-functional activities. In this paper, Browne & Mohan consultants present a comprehensive performance system that not only guides startups and scale ups, but bind several functions within the organization towards common objective.
Is your company reaping ecosystem advantages??Browne & Mohan
Companies are increasing realizing there is a limit to which internal investments and resources can contribute to their sustainable competitive advantage and innovation. Companies need to build capabilities, systems and process not only to generate ideas and paths from internal sources, they also need approaches to identify, integrate and exploit their ecosystem partners. In this paper, Browne & Mohan consultants share what values can each of the player in the ecosystem bring to the company and how they can be systematically harnessed.
Stratgic imitation-Road to business growthBrowne & Mohan
Strategic imitation is a low cost, low risk strategy many companies adopt to challenge pioneers and often succeed in gaining higher market share and growth than pioneers. In this paper we describe elements that strategic imitators must pursue to succeed in legitimate copy, learn and improve program.
23 principles of successful product companiesBrowne & Mohan
In this paper, we present 23 principles of successful software product companies. These principles cover product development, organizational design, sales and other process that propel product companies to grow and excel in their domain both in domestic and international markets
CRM adoption in many companies do not yield intended benefits as it is managed as a IT roll out and not as a transformational project involving changes in process, procedures, ownership and measures. This paper presents MACE framework to manage this transformation and achieve the intended goals.
Companies of all sizes (SMB to large ones) are finding the current economic environment challenging. Business growth is slow or almost stagnated, new customer gains are far and few, customer spend has become very unpredictable and hence managing capacities is posing a big challenges. Browne & Mohan consultants based on their experience of guiding companies have compiled strategies that can be adopted to successfully maneuver the low tides. We suggest product or service offering changes, organizational changes, employee engagement changes, partner and ecosystem changes, sales and marketing structure changes that are appropriate to most companies.
Sales is an area where many companies find the outcomes belie investments and outcomes. Many companies attempt sales transformation in a piece-meal fashion. In this paper, we discuss the framework for sales transformation and five fundamental levers of sales transformation.
Performance measurement system for startups and scaling upBrowne & Mohan
what measures should startups and scaling up firms use to direct and align their multi-functional activities. In this paper, Browne & Mohan consultants present a comprehensive performance system that not only guides startups and scale ups, but bind several functions within the organization towards common objective.
Is your company reaping ecosystem advantages??Browne & Mohan
Companies are increasing realizing there is a limit to which internal investments and resources can contribute to their sustainable competitive advantage and innovation. Companies need to build capabilities, systems and process not only to generate ideas and paths from internal sources, they also need approaches to identify, integrate and exploit their ecosystem partners. In this paper, Browne & Mohan consultants share what values can each of the player in the ecosystem bring to the company and how they can be systematically harnessed.
Stratgic imitation-Road to business growthBrowne & Mohan
Strategic imitation is a low cost, low risk strategy many companies adopt to challenge pioneers and often succeed in gaining higher market share and growth than pioneers. In this paper we describe elements that strategic imitators must pursue to succeed in legitimate copy, learn and improve program.
360 Degree Marketing: How to benefit from online and offline marketing commun...Browne & Mohan
With advent of online and mobile platforms, marketing managers now have both offline and online marketing assets to increase their brand reach and customer engagement. However, many companies do not plan and execute a marketing strategy that meshes assets available on different media. Moreover, companies do not use an extensive embellished strategy to keep in continuous touch with customers. In this white paper, Browne & Mohan consultants show how to integrate offline and online marketing assets systematically and build a strong extensive content strategy to develop from low cost low information intensive assets to costly high information intensive assets.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Aftermarket audit to Gain Competitive leadership Browne & Mohan
Industry experts opine that OEM’s and their dealers may be losing $9-15 Billion unqualified sales annually to competitors. Return after repair is a grouse which happens with the iconic brands at dealer level and OEM’s do not have complete visibility. OEM’s and dealers can bill billions of dollars more only if they knew how to constantly manage revenue leakages and manage cost of operations. In this paper, Browne & Mohan management consultants share aftermarket audit framework that can be used to assess current costs of service and operations and identify areas of improvement.
How to use annual plan to set your company for Win !!!Browne & Mohan
At the end of the financial year, everyone makes business plans for the next financial year. The process consumes resources, time, and yet often remains a just another ritual to be followed. This paper discusses why annual plans fail to yield results, and what should be done to make it a guiding document for the coming FY.
Manufacturing is a major contributor to GDP and employment provider in many countries. Both large and MSME are facing effects of global downturn which has made survival a test for many. With customer gains becoming far and few many companies worried about growth and profitability. Browne & Mohan consultants in this paper present the approach manufacturing companies should use to turn around profitability and survival.
Trading companies add value by bringing suppliers and buyers together. To build a successful and growing trading company, there is much to be learnt by bench marking with successful ones, and working on some drivers that will enable the company to unleash growth. This paper discusses some of the drivers for improvement.
Superseva: Building a successful service businessBrowne & Mohan
Superseva is an enterprise services company offering concierge, Rewards & recognition, employee engagement services to corporates. It also offers personalised services to employees of client organizations. This case presents the evolution of the company under the dynamic leadership of its CEO, Ms Kumud Sharma.
13 lessons for sme business transformationBrowne & Mohan
Browne & Mohan has had the privilege to work with Small and medium companies that pursued business transformation to improve their market relevance and financial sustainability. In this paper, we share 13 lessons gained from successful SME business transformation.
Browne & Mohan consultants conducted a survey on what factors constitutes the best workplace or a place where employees would love to work. Findings show three aspects which influence an organisation to move towards being a 'lovable workplace'.
Many brands become stale and loose their sheen over years if they can't connect and keep pace with changing customer preferences and market dynamics. Many iconic brands lose their market share and relevance. In this presentation, Browne & Mohan consultants share what is required to resurrect a stale service brand. Resurrecting a service brand must go beyond logo change and consider a complete rehaul of service design, customer experiences, product/service mix and consumption environment.
Mpower: An action-learning approach to leadership development in SMB companiesBrowne & Mohan
Leadership development, unlike management development, is preparing the next line to embrace complex tasks and decision making and build process that enshrine the team to work and deliver higher productivity. In this article, Browne & Mohan consultants share Mpower progragm, an action learning leadership development program that can be effectively deployed in learning by doing and resource considerate SMB environments.
Family businesses account for significant part of the UAE economy. Family businesses dominate automotive, retail, fashion, real estate and manufacturing sectors. Family owned enterprises represent 90% of the businesses community in UAE and they contribute about 75-90% of the $500 billion plus trading activity. However, they face challenges on business continuity, succession, diversification, and professionalization front. In this paper, Browne & Mohan consultants present the approach to transforming UAE family businesses.
Slide share British Quality Foundation UK - Customer Relationship ExcellenceDr. Ted Marra
Here is 'an oldie but goodie' I wrote for the British Quality Foundation in London - keeper of the EFQM Business Excellence framework. You will be able to see how things have evolved by comparing to recent materials on this subject - but still lots of nuggets! Enjoy
W2O Group Function Optimization 2014 reportW2O Group
Over the course of our existence, W2O Group has been working with global organizations, specifically Chief Communications Officers (CCOs), to better organize, structure and fully develop corporate communications as a function, a system, and a set of capabilities to better align with strategic priorities. The report is a compilation of lessons learned, insights gleaned and recommendations for companies of all sizes.
Srishti Software Pvt Ltd has evolved an unique approach to identify and develop lateral transfer of employees. In this paper we capture the framework adopted for identifying stars and performers, how they are supported in their job transfers and their apprehensions managed. Normative do and don't of lateral transfer of employees is presented.
Scaling up a business is not easy. Many start-ups, family business or professional run firms fail to scale to next level of operations. In this white paper, Browne & Mohan consultants share a framework that is successfully employed by companies to guide their scaling up process.
Unlock your content, FirstSpirit, CMS, e-Spirit AG, Best-of-Breed, Internet, Intranet, Extranet, Management, CIO, CEO, CMO, Digital Marketing, Integration of third part technology, SEO, Analytics, Strategy, Customer Experience
Business transformation - Building the company to SellBrowne & Mohan
Small companies though faster and nimbler than larger companies and MNCs, do experience headwinds, hit a growth plateau and face uncertainties. Small companies are faster because of the founder mentality, which is a sense of mission and a passion for front line customers. They have a deep understanding of what their customers want. This is what makes them successful. However, smaller companies tend to be very dependent on a few customers. They find it difficult to sustain their effort in the long run. The owners of these companies usually depend on preferential access to clients, capital and talent to achieve initial success. Replicating this pattern in the long run is difficult. To be sustainable in the long term needs an ability to scale. At this stage, founders are faced with two options – grow and transform the company so that it can be sustainable. Or, they often think of exiting the business due to challenges in succession, lack of ability to invest etc. Even if they need to sell the business, there still is a runway to grow and transform the business for sale. Though the two options involve undergoing a transformation of sorts, the agenda and goals will be a different in each.
It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
India prison reforms 2020 & State Industry Jail Board Browne & Mohan
Reformation and rehabilitation of jail inmates is a principle laid down in the UN Standard Minimum Rules, 1955, and is the corner-stone of the correctional policy of the Government of India. Most Jails in India offer skill development, work, entrepreneurship and empowerment programmes to the inmates. Most of these initiatives are targeted at creating small manufacturing or agri-based programs with majority of produce for self consumption. In this paper we analyse current programs and suggest setting up of a state level industry Board. The paper desrcibes the structural arrangements and how scale and sustainability can be achieved.
360 Degree Marketing: How to benefit from online and offline marketing commun...Browne & Mohan
With advent of online and mobile platforms, marketing managers now have both offline and online marketing assets to increase their brand reach and customer engagement. However, many companies do not plan and execute a marketing strategy that meshes assets available on different media. Moreover, companies do not use an extensive embellished strategy to keep in continuous touch with customers. In this white paper, Browne & Mohan consultants show how to integrate offline and online marketing assets systematically and build a strong extensive content strategy to develop from low cost low information intensive assets to costly high information intensive assets.
Building an outcome driven high ownership companyBrowne & Mohan
What does it take a build company where every employee owns the quality of their outcomes and productivity , every act is purpose driven. What elements of a workplace make an employee to willingly own and contribute more to her job?. In this paper Browne & Mohan consultants presents the mechanisms that can be used to build an high ownership and outcome driven company
Aftermarket audit to Gain Competitive leadership Browne & Mohan
Industry experts opine that OEM’s and their dealers may be losing $9-15 Billion unqualified sales annually to competitors. Return after repair is a grouse which happens with the iconic brands at dealer level and OEM’s do not have complete visibility. OEM’s and dealers can bill billions of dollars more only if they knew how to constantly manage revenue leakages and manage cost of operations. In this paper, Browne & Mohan management consultants share aftermarket audit framework that can be used to assess current costs of service and operations and identify areas of improvement.
How to use annual plan to set your company for Win !!!Browne & Mohan
At the end of the financial year, everyone makes business plans for the next financial year. The process consumes resources, time, and yet often remains a just another ritual to be followed. This paper discusses why annual plans fail to yield results, and what should be done to make it a guiding document for the coming FY.
Manufacturing is a major contributor to GDP and employment provider in many countries. Both large and MSME are facing effects of global downturn which has made survival a test for many. With customer gains becoming far and few many companies worried about growth and profitability. Browne & Mohan consultants in this paper present the approach manufacturing companies should use to turn around profitability and survival.
Trading companies add value by bringing suppliers and buyers together. To build a successful and growing trading company, there is much to be learnt by bench marking with successful ones, and working on some drivers that will enable the company to unleash growth. This paper discusses some of the drivers for improvement.
Superseva: Building a successful service businessBrowne & Mohan
Superseva is an enterprise services company offering concierge, Rewards & recognition, employee engagement services to corporates. It also offers personalised services to employees of client organizations. This case presents the evolution of the company under the dynamic leadership of its CEO, Ms Kumud Sharma.
13 lessons for sme business transformationBrowne & Mohan
Browne & Mohan has had the privilege to work with Small and medium companies that pursued business transformation to improve their market relevance and financial sustainability. In this paper, we share 13 lessons gained from successful SME business transformation.
Browne & Mohan consultants conducted a survey on what factors constitutes the best workplace or a place where employees would love to work. Findings show three aspects which influence an organisation to move towards being a 'lovable workplace'.
Many brands become stale and loose their sheen over years if they can't connect and keep pace with changing customer preferences and market dynamics. Many iconic brands lose their market share and relevance. In this presentation, Browne & Mohan consultants share what is required to resurrect a stale service brand. Resurrecting a service brand must go beyond logo change and consider a complete rehaul of service design, customer experiences, product/service mix and consumption environment.
Mpower: An action-learning approach to leadership development in SMB companiesBrowne & Mohan
Leadership development, unlike management development, is preparing the next line to embrace complex tasks and decision making and build process that enshrine the team to work and deliver higher productivity. In this article, Browne & Mohan consultants share Mpower progragm, an action learning leadership development program that can be effectively deployed in learning by doing and resource considerate SMB environments.
Family businesses account for significant part of the UAE economy. Family businesses dominate automotive, retail, fashion, real estate and manufacturing sectors. Family owned enterprises represent 90% of the businesses community in UAE and they contribute about 75-90% of the $500 billion plus trading activity. However, they face challenges on business continuity, succession, diversification, and professionalization front. In this paper, Browne & Mohan consultants present the approach to transforming UAE family businesses.
Slide share British Quality Foundation UK - Customer Relationship ExcellenceDr. Ted Marra
Here is 'an oldie but goodie' I wrote for the British Quality Foundation in London - keeper of the EFQM Business Excellence framework. You will be able to see how things have evolved by comparing to recent materials on this subject - but still lots of nuggets! Enjoy
W2O Group Function Optimization 2014 reportW2O Group
Over the course of our existence, W2O Group has been working with global organizations, specifically Chief Communications Officers (CCOs), to better organize, structure and fully develop corporate communications as a function, a system, and a set of capabilities to better align with strategic priorities. The report is a compilation of lessons learned, insights gleaned and recommendations for companies of all sizes.
Srishti Software Pvt Ltd has evolved an unique approach to identify and develop lateral transfer of employees. In this paper we capture the framework adopted for identifying stars and performers, how they are supported in their job transfers and their apprehensions managed. Normative do and don't of lateral transfer of employees is presented.
Scaling up a business is not easy. Many start-ups, family business or professional run firms fail to scale to next level of operations. In this white paper, Browne & Mohan consultants share a framework that is successfully employed by companies to guide their scaling up process.
Unlock your content, FirstSpirit, CMS, e-Spirit AG, Best-of-Breed, Internet, Intranet, Extranet, Management, CIO, CEO, CMO, Digital Marketing, Integration of third part technology, SEO, Analytics, Strategy, Customer Experience
Business transformation - Building the company to SellBrowne & Mohan
Small companies though faster and nimbler than larger companies and MNCs, do experience headwinds, hit a growth plateau and face uncertainties. Small companies are faster because of the founder mentality, which is a sense of mission and a passion for front line customers. They have a deep understanding of what their customers want. This is what makes them successful. However, smaller companies tend to be very dependent on a few customers. They find it difficult to sustain their effort in the long run. The owners of these companies usually depend on preferential access to clients, capital and talent to achieve initial success. Replicating this pattern in the long run is difficult. To be sustainable in the long term needs an ability to scale. At this stage, founders are faced with two options – grow and transform the company so that it can be sustainable. Or, they often think of exiting the business due to challenges in succession, lack of ability to invest etc. Even if they need to sell the business, there still is a runway to grow and transform the business for sale. Though the two options involve undergoing a transformation of sorts, the agenda and goals will be a different in each.
It is clear that companies, whether old economy or start-ups, need to work on a few areas before they sell out. All of these companies seem to be adding value somewhere which is what makes them attractive to buyers. Start ups in Israel take 4 years to sell out and on an average make 7 times their Return on Investment. In France they take 7 years to sell out and the ROI is less than 4. German companies too an average of 4 years to sell out, and their return was 2.5 times their initial investment. For most start ups, it is new technology which others think will be the next big thing. But there are lot of investors like Warren Buffet and large corporations, which make strategic investments to park their cash safely, especially given the uncertainty in the global economy. For them, old economy companies that can deliver regular dividends and has a self sustaining business will always remain attractive. Hence the question is what companies need to do to transform themselves to sell. Asian paints for example bought out the brand and entire front end sales of Ess Ess bathroom products, because of the capability Ess Ess had developed in this area. French company Lactalis acquired Tirumala Milk products for its niche products and infrastructure that it built over the years. Be it chemicals, pharma or engineering, M&A of small companies have been happening for various reasons like the people and skills possessed, functional competencies, benefits of integration to the buyer, regulatory clearances available or strong presence in the value chain.
India prison reforms 2020 & State Industry Jail Board Browne & Mohan
Reformation and rehabilitation of jail inmates is a principle laid down in the UN Standard Minimum Rules, 1955, and is the corner-stone of the correctional policy of the Government of India. Most Jails in India offer skill development, work, entrepreneurship and empowerment programmes to the inmates. Most of these initiatives are targeted at creating small manufacturing or agri-based programs with majority of produce for self consumption. In this paper we analyse current programs and suggest setting up of a state level industry Board. The paper desrcibes the structural arrangements and how scale and sustainability can be achieved.
Companies realize without emotional commitment, even the most brilliant strategies will fail. To attain any change, people must not only accept and agree with the strategy, they must buy into it. In this paper, Browne & Mohan consultant share a six stage empirical model of commitment buy-in.
Family business transformation is complex and messy affair. Family businesses must not only untangle the tightly intertwined family from business, but also bring business focus into the family. Successful family business transformation requires thorough planning and diligent execution. In this paper, Browne & Mohan consultants share the steps a family business must pursue to remain competitive, sustain their relevance and grow over coming generations.
Indian government promulgated a scheme (brain child of Dr Abdul Kalam, then President Government of India) to bring urban infrastructure to rural areas under a scheme titled Provision of Urban amenities for Rural areas (PURA). This paper presents the financial assessment of PURA scheme based on data from two states in south India.
Social media compared to other known forms of media primarily differs on the interactivity and engagement process. This paper presents the process of building a successful social brand.A detailed understanding about what are the steps to be followed from the vision statement to the review has been provided.A list of recommendations has also been enlisted.
Indian government has announced several measures to promote on-grid solar and thermal PV projects. This study presents the financial attractiveness of solar and thermal projects considering the central & state incentives and tax regime.
FY2008-09 has been a challenging year for Indian software product industry. In this report we capture India based software products growth challenges, factors that distinguish between gazelles (fast growth companies) and laggards and policy recommendations
Governance mechanisms that work in a family businessBrowne & Mohan
Adoption of good corporate governance practices and professionalization help business continuity of family business. This paper presents both formal and informal mechanisms that Indian family businesses of various sizes deploy to improve corporate governance. Formal mechanisms include family assembly, family office, board of directors for each business and independent directors. Informal mechanisms include shareholders assembly, and family outings etc..
A Study of National Innovation Systems of GCC countriesBrowne & Mohan
A robust NIS system is a prerequisite for building a successful nation. With huge amount of wealth at their disposal, GCC countries are taking initiatives to transform themselves into knowledge based economies from oil based economies. This paper evaluates the current NIS of GCC countries, shows where they stand when compared to other countries, and how they can learn from countries like Singapore, Brazil, Malaysia, USA and Norway to make their NIS more effective.
Delivering outcome based Business TransformationBrowne & Mohan
In this paper we present an empirical framework of business transformation based on our experience of implementing business changes across several organization. The paper covers the PSPD Framework, drivers of integration framework used and some DOs and Don'ts of Organizational Transformation.
Align HR with Evolution of Company: An SME PerspectiveBrowne & Mohan
In this paper Ms. Indupriya S brings her insights on how to align your Human resources as your company grows and transforms from a SME to a larger company.
Reincarnating traditional infrastructure outsourcingNIIT Technologies
Ever since Traditional Outsourcing has gone almost extinct, enterprises are focusing on investing more in next-generation service providers that can provide them flexibility and agility to match the ever changing dynamics of business. This paper highlights how and why traditional infrastructure outsourcing market is shrinking dramatically. It also explains how the new age vendors can adapt to new technology to provide benefits to Gen 2.0 clients.
Industry 4.0 is the name of the next industrial revolution which is fueled by the advancement of digital technologies. It
is dramatically changing how companies engage in business activities. As a result, the disruptive nature of Industry 4.0
demands a reassessment of the requirements for IT. On the one hand, there is the possibility that the responsibilities of Chief Information Officers (CIOs) could be taken over by other executives such as the Chief Digital Officer (CDO) or the Chief Technology Officer (CTO). On the other hand, this
recent development creates entirely new perspectives for positioning themselves and their IT departments
within the business.
The impact of digital technologies is reaching a magnitude at which IT is considered a substantial
business driver, potentially placing CIOs in the driver’s seat.
Lessons from Long Tail: Delivering on the Semiconductor Digital Engagement Ma...Infosys
Traditional customer engagement methods and information infrastructures are no longer sufficient. Success in the semiconductor marketplace will belong to those who are prepared for comprehensive digital and social interactions and commerce across the sales and support cycle with traditional and new prospects and customers who are “engineers” by day and “digital consumers” after hours. The industry is realizing the power of Web 2.0 technologies to reach untapped emerging markets of product developers and engineers across the globe, while increasing customer satisfaction, productivity, and profitability.
To survive and thrive in the age of the customer,
businesses must become digital. While many
firms believe they have a digital strategy, few
are thinking about truly digitizing their business
strategy. Yet the pioneers of the digital revolution,
be they B2B or B2C firms, are driving increased
revenues through a superior digital customer
experience and are increasing efficiency and agility
through digital operational excellence. This report
outlines the driving forces behind digital business.
This is an update of a previously published report;
Forrester reviews and updates it periodically for
continued relevance and accuracy. We revised
this edition to factor in new ideas and data.
The Four Essential Pillars of Digital TransformationIan Thomas
Based on years of practical experience this whitepaper distils four key pillars we have observed time and again in successful digital initiatives, providing a structured foundation for an orderly, end-to-end digital transformation of the enterprise.
Transforming Customer Engagement in UtilitiesRNayak3
Most utilities don't have to compete to gain and keep their customers, each utility company must design a customer engagement model that works best for it
Building Next-Gen Enterprise Using Digital TransformationNIIT Technologies
This paper encapsulates the importance of Digital Strategy in building a brand and providing the fuel to fire growth in enterprise businesses. Gone are the days when online channels were used as mere travel booking tools. As we move into an era of the hyper connected world, businesses can no longer see technology in isolation. High expectations of ‘digitally aware’ travelers and the large amount of information available pose a unique challenge. Enterprises need to analyze if they have really been able to derive maximum potential from this digital surge, and turn it into a competitive advantage in their favor.
Rewiring HR for WFH, Hybrid work & Future of workBrowne & Mohan
Humans working in tandem with automated robots on shopfloors is increasing. Covid 19 induced WFH is here to stay as an economic and resource strategy for many companies. Human resource (HR) departments must therefore rewire themselves to balance work between digital and human associates. HR systems will be driven by intelligence, own change management and design systems for boundary-spanning workflows, collegial support.
Studies indicate that 9 out of 10 businesses have shut down within 5 years after the death of the founder and only about 3 out of 10 survive in second generation. Most family business are designed to fail as they do not address successor planning and training, have poor risk management practices and suffer from interdependencies between the family, the business and ownership. In this paper, Browne and Mohan consultants share how successful family businesses have built resilience to stay relevant and stay resilient in challenging times.
Internal controls maturity and SME corporate governananceBrowne & Mohan
Good Corporate governance is a key factor in ensuring sound financial reporting and deterring misappropriations of capital and resources. Internal control and corporate governance go hand in hand. Many SME
have an ambitious goal of reaching a
reliable, continuous and integrated internal
control state. However, many SME’s are
still grappling to build a comprehensive
control process. In this paper, we present an
internal maturity framework that SME can use to benchmark and know how they can discourage frauds, improve compliance and adoption of standards.
How to transform a family business: insights from the trenches Browne & Mohan
Working with many family businesses across industries, we realize they face a high rate of failure because of their inability to distinguish between family and business issues and build structures and process that protect value across generations. In this paper, we share governance process and systems that are a must for family businesses to preserve and sustain economic and social values across multiple generations.
AI solutions are the most important component of the digital transformation of many companies. AI Startups are racing ahead to address the needs of industries. In this paper, we present the broad strategies AI startups can employ to be successful.
Government of India’s ambitious Skill India program created National Skill development council (NSDC) to create a powerful network of training ecosystem to address employment skills and support gainful entrepreneurship. Despite the best efforts of the government, partners and other agencies involved in the outcomes of Skill India program have fallen short of objectives. The problem of skilling India can’t be solved by increasing expenditure and bringing in more training partners alone. We present here the reasons for the shortfall and approaches to overcome each pain area.
In recent years, many companies are turning their back on “brand investment” and aggressively pursuing what is known as "no branding principles". In this paper, Browne and Mohan consultants recommend approaches to use "no branding" principles for their products and services
Heroes give people a character to aspire, root for and relate to in a campaign story line. Brands have realized ordinary people as hero's can be effective to promote many products/services.
Common man hero may not possess any heroic abilities or strengths but their stories as underdogs winning against many odds, and acting selflessly with a strong moral company inspires and connects with consumers across many segments. In this paper Browne and Mohan consultants share the principles underlying successful common hero branding campaigns.
Many CEO complain they do not see the value in marketing efforts. For them we suggest to use a simple and practical framework, PCCDIO, that has worked wonders for our clients,
Is lack of SEDEX/ WRAP/SA 8000 certification hurting your business?Browne & Mohan
As global trade has expanded, companies have realized a need to implement systems to eradicate human exploitation including bonded labor, safer working conditions and right wages. Several standards have been created to support institutionaization of safer, healthy and inclusive work environment. Standards like SMETA (by SEDEX-Supplier Ethical Data Exchange), SA8000 (by Social Accountability International), WRAP (by Worldwide Responsible Accredited Production), FLA Accreditation (by Fair labour Association), etc have been pushed by the demand side of various industries. In this paper, Browne & Mohan consultants present the advantages of social compliance, how companies must prepare themselves for these standards and how they must sustain their efforts.
Happy Juice principles: How to create a marketing organization that informs a...Browne & Mohan
Many companies spend lot of marketing without realizing the expected benefits. This happens because they simply lack a coherent approach. In this white paper, Browne & Mohan consultants share a proven empirical approach that makes sure your marketing efforts do perform.
Sales operations centre (SOC) is the heart of sales operations. Many companies do not realize the benefits of sales transformation because they under invest in SOC or do not plan & roll it out like a project. The result inconsistent sales reviews, inefficient controls and unrealized outcomes. In this white paper, Browne & Mohan consultants share the best practice approach to build a strong sales operations centre
Many companies attempt internal branding in an ad hoc and unstructured way. Most believe some great quotes, bright decors and greens thrown in makes for internal branding. In this white paper, Browne & Mohan consultants share an approach that can be used to roll out impact making internal branding exercise.
Rewiring marketing: a practice based approachBrowne & Mohan
Many marketing managers are not aware if they are leveraging marketing efforts correctly or getting the returns that they anticipated. Often people believe transforming marketing is all about creating some digital assets. Marketing transformation is not piece meal improvement. The primary purpose of a marketing transformation is to increase the ROI of marketing your company. In this white paper, Browne & Mohan consultants share a practice based approach to marketing transformation.
Influence marketing: dynamics of influencer-brand engagement Browne & Mohan
Influencer marketing is emerging as a strategic approach to inform and influence online consumers. In this paper, Browne & Mohan consultants share the life-stages evolution of influencer and brand engagement. Right from identification to nurturing and reinforcing their relationships, brands need to invest time and efforts to realize the returns from influencer marketing
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Aftermarket Digital Transformation
Dr T R Madan Mohan*, Rudresh S Basavarajappa** and R. Ganapathy***
*Dr TR Madan Mohan is managing partner, Browne & Mohan, **Rudresh Basavarajappa is the CEO and
Chairman of Quest Informatics Pvt Ltd and ***R.Ganapathy is the Director, Browne & Mohan.
Authors acknowledge valuable support of Sai Vinoth, Junior Consultant, Browne & Mohan. All Images are owned by
respective copyright owners.
2. Page 2 of 8
Introduction
Recent SEC filings and press briefs by senior staff of Fortune 500 heavy equipment and automotive
majors indicate some common challenges. Companies like Caterpillar, Terex, John Deere, Walter
surface and others indicate they have challenges a) tapping into wealth of real time customer data,
b) sharing of information at various levels, c) inconsistent service, d) service parts inventory carrying
costs and e) increasing revenue streams from installed base. Industry experts opine that OEM’s and
their dealers may be losing $9-15 Billion unqualified sales annually to competitors. Even best in class
companies, including the European and Japanese have challenges on complete visibility of repair
(VOR). Return after repair is a grouse which happens with the iconic brands at dealer level and OEM’s
do not have complete visibility. OEM’s and dealers can bill billions of dollars more only if they knew
how to constantly ping the installed machines for sales and service opportunities.
Auto Care association study highlights the growing clout of e–tailing. Online sale for parts replacement
touched $6 Billion in 2015 and expected to reach $12 by 2018. U.S. Census Bureau data shows in-store
sales ended down 1.5%. Importantly, most purchases are made by service providers than consumers.
70% of Business buyers will purchase from an online catalogue rather than through another channel.
OEM’s have less than 20% of visibility into their parts retail market and their genuine parts program
revenue growth may be at jeopardy.
UPS Online shoppers survey shows online buyers are diligent about research, extensively use online
reviews, ratings and social media. While they may have invested in social media vehicles like Facebook
or Linkedin or Twitter they lack a comprehensive platform to push and hear chatter. OEM’s also miss
out user led innovations that happen on their products in a particular region and opportunity to adopt
the improvisations across markets to outcompete competition. OEM’s also suffer from limited remote
equipment connectivity leading to incomplete and inaccurate installed base management.
Unscheduled downtimes, high service delivery variance and suboptimal data analysis leads to lower
efficiencies and effectiveness. Counterfeit parts and accessories is a major challenge that affects global
OEMs.
United State Federal Trade Commission estimated of the $12 Billion international trade in spurious
parts. Many of the counterfeits are manufactured, packaged or represented in such a way to mislead
consumers. Fragmented aftermarket processes and incomplete IT systems hamper complete visibility
of operations. Lack of comprehensive process affect issue resolution and first call fix rate. Inadequate
delays may happen in field because of wrong technician attending machine, or unavailability of parts
with technician. Many OEMs also do not enforce common policies across regions, especially on
remanufacturing and recycling policies. Hence cannibalizations and brand value dilution does occur.
OEM’s and their dealers can emerge out of this conundrum if only they could capture and manage
both machine-chatter and consumer chatter in a unified platform. Companies recognize a need to
quickly automate service and parts management process (parts planning, demand forecasting &
planning) and increase collaboration amongst various functions (logistics, Operations, sales,
marketing). Digital technologies help in alleviating pain areas related to poor customer experience,
revenue leakages, and operational inefficiencies. High smartphone adoption, millions of connected
devices using IoT and other technologies and ubiquitous connectivity are creating new opportunities at
multiple levels for OEM’s. These technologies are reorganizing and redefining internal and external
structure and process of companies.
After market Digital Transformation
Digital transformation pushes business strategies to evolve from selling a product or service to a
customer experience-centric value proposition. Digital technologies allow company and its ecosystem
3. Page 3 of 8
benefit from transformation, not just piece meal improvement. Digital technologies open up new
opportunities for aftermarket services in six main areas, viz., Technology, Channels, Customer, Business
Process, Business innovation, and Employee enablement, as shown in Figure 1.
Figure 1: Aftermarket Digital Transformation levers
Digital technologies enable products or services to be always connected, intelligent and self-managing.
By using a combination of IoT, Telematics and predictive intelligence services can truly become “sense
and respond”. Remote diagnostics enabled by telematics dramatically reduces critical, unanticipated
failures and reduces frequency and severity of recall. Digital transformation interconnects supply chain
thus lowering costs and accelerates supply chain transparency by end-to-end process integration.
Cloud based tools provide visibility for every party in supply chain look at same data and analytics
would arrest defects are detected and corrected early in the chain. On customer front, digital
transformation leads to better understanding of customer, personalize responses, and improve
revenue by serving manifested and latent demands. By using social media and analytical tools
customer touch points can be made comfortable and value adding. Unwanted waiting and reneging
could be eliminated. Digital technologies allow companies to derive total life cycle value of their
incumbent customer base. Digital transformation includes advanced algorithms for managing
workflows and optimized service call effectiveness. Digital technologies connect ecosystem wide
processes so that assets are efficiently managed using predictive analysis of potential errors and initiate
4. Page 4 of 8
corrective measures to prevent the same. Digital technologies such as mobile, cloud, Virtual assistants
and native bots optimize business process by enabling predictive maintenance, Omni-channel support,
driverless communication.
Digital technologies by enabling unified, experience rich and many-to-many collaborations provide
opportunities for business to experiment novel business models. They help companies design “service-
friendly” products, optimize their business processes and business model innovation. Business can gain
efficiencies by digital modification or adopting new digital business model. Digital transformation helps
improve visibility and management control process, support companies to pursue “outcome based”
engagements as risks can be easily quantified and hence manageable. Finally, on employee front,
digital technologies bring transparency at all levels, and drive ownership in a collaborative
environment. They help achieve high productivity by maximizing first call effectiveness. This is achieved
through integrating knowledge, tools and support procedures.
Impact of Digital transformation
What changes happen with digital transformation of Aftermarket?. Without digital technologies the
customer interaction with dealer or OEM is limited by time and geographic reach. Cloud and IoT
enabled infrastructure enables a highly cost-effective, rapidly responsive and elastic IT, better aligned
with the business needs. Cloud enables business to innovate faster while leveraging existing systems
and capabilities. With legacy and disjointed systems, aftermarket processes suffer from high latency
and lagged response. This may be because of restrictive technologies and interfaces or high cost of
wrap up solutions. For example, waiting time for a service ticket is so high that it may dissuade
customer from reaching out to OEM or their dealers. Moreover, legacy systems may not be enabling
customer to do self-service. Management reporting and control without real-time automation only
provides lag information, while the management needs lead information. Hence, management may
not find data objective and relevant to take current decisions.
Digitization enables organization to quickly sense and respond at earliest so that value of information
remains high and managerial decisions effective. With mobile and other devices, aftermarket processes
are always available. Digital transformation enhances availability and reach of aftermarket touchpoints.
Digitization also eliminates the vagaries that creep into a service experience due to human
intervention. Services focus shift from meeting SLA with permissible failure rates to proactive care.
OEMs also need to clearly define remanufacturing and recycling policies so that cannibalization is
minimized, brand value dilution does not occur and segmentation strategies can be attained. Enabling
mobile interfaces will improve execution efficiency and productivity of field staff and after-market sales.
AR/VR enabled sales experiences bring context rich experience to customer pre-purchase interactions
and training sessions. Mobile platforms help receive work packages, service order request, collect and
collate performance data of men and machines, workforce management and feedback survey
collection at site. Digital transformation enables organization to only codify and manage knowledge
within, but also with its ecosystem. With digital transformation, organization can build a rich repository
of products specialists, influencers and domain consultants. It helps organization to connect at will,
access resource and reuse knowledge effectively. Key outcome of aftermarket digital transformation is
the reach, richness and personalization insights OEM and its partners gain about end customers. Voice
of customers becomes louder and sharper at all levels, helping OEM to scent the last mile happenings,
keep a tab on the directions of tides and respond immediately to arrest spread of –WOM. Aftermarket
engagement moves from subjective, reactive and people-led process with its limitations and
idiosyncrasies. Service contract, spare parts planning, forecasting, equipment diagnostics and field
force optimizations benefit from predictive data-driven analysis. Figure 2 presents the outcomes that
OEM’s and their partners derive through digital transformation program.
5. Page 5 of 8
Figure 2: Outcomes of Aftermarket Digital Transformation
Aftermarket digitization program: Planning & Roll out
Aftermarket digital transformation starts with a vision, what is that needs to be achieved. Identify
current status of your aftermarket process. Your aftermarket maturity may be 1) Rudimentary, 2)
Internally evolved, or 3) externally focussed. In rudimentary stage no formal aftermarket processes
exist. Part planning is either weak or completely reactive; support and service are completely reactive.
Customer engagement is mostly transactional, limited to purchase and use philosophy. At internally
stage OEMs in this stage would have defined service standards; planned CM, PM processes and dealer
sales and service SOP are defined and will be in place across OEM’s network chain. OEMs in this stage
have defined key performance criteria and customer engagement process. However, these OEMs
suffer from incomplete, inconsistent, islands of process, systems and controls. OEMs in stage 3 of
maturity are more externally focussed with aftermarket. They exhibit more data driven planning,
control and measurement of parts, spares and services. While these OEMs have evolved to plan,
predict and manage service failures, there is room for improvement in incidence management,
information integration and partner management.
Setting a clearly defined scope and context is the key for digital transformation. Goals, both short term
and long term, how the activities at each stage are connected and lead to the next broader goals
needs explicit enunciation. Assessing current organizational capabilities, customer pain areas, and
benchmarking of competition is critical to define value levers of digital transformation. Brainstorm to
6. Page 6 of 8
derive priorities of investment and impact. Define max 2-3 objectives of transformation and define
what short term and long term goals would be. Look for a unified theme that would make increase
relevance of their company to its market in terms of customer engagements, revenue metrics, etc.
Identify key capabilities that may have to be harnessed further with investment and capabilities that
may have to move towards mooing phase. Derive short-term focus areas and detailed the activities
and outcomes required to transform to meet new pole position.
Spell put capability improvement roadmaps that would be targeted in this year detailing the initiatives,
investments and ownership. It is neither desirable nor practical to completely overhaul existing IT
systems and procedures to implement aftermarket digitization. While considering digital
transformation think of a bimodal mode: one to sustain current operational requirement of the
business and other that brings agility for future business requirement.
Use cross functional governance structures to balance company priorities with individual business
area’s priorities. Cross-functional units are not only involved in pre-planning, but also in consolidation
and definition of common interest areas. Define overreaching governance mechanisms so that
changes could happen with little micromanagement, but with high sense of ownership and outcome.
Roll out digital transformation in a limited zone or with few distributors. Perfect the system by
removing bugs and standardizing reports and inputs.
Figure 3: Aftermarket Digital Transformation Roll out
Finally, digitization programs need to be scaled up across enterprise to make desired impact. Scaling
up requires careful assessment of options and plan for manageable risks. Scaling up must not only
assess scale of operations, but also non-linear inhibitors in systems, process and skills that may hold
7. Page 7 of 8
back outcome. For desired scale of operations, function-wise do a stretch map indicting how flexible
are department’s resources (people, infrastructure and process). Identify what activities can be
automated or eliminated, what may be bundled and or outsourced. Measurement that improves
managerial effectiveness, ownership and accountability in achieving results is needed to drive a scaling
up program.
Our aftermarket digital transformation experience has taught us few do’s and don’ts which are
presented below.
Do’s
Phased manner digitization, with priority on capturing retail side pays huge dividends
Digital transformation that deepen end customer visibility and VOR have high payoff
Create process, product and change owners at all levels
All process must be redesigned from customer perspective
Top management team has to consistently create the sense of urgency
Keep challenging the assumptions, ask for data
Prioritize key pains, invest wisely on 2 fronts only
There is no need to pursue state of art technology, mature technologies and low cost also
work
Set your dealers, service and sales teams to enjoy “smaller wins”
Communicate the changes to the employees and let it percolate to various levels
Digital transformation need not be complex, simple solutions yield quick & significant impact
Hold weekly reviews with the heads of departments, and other decision makers.
First objective is to achieve working solutions
Improvisation is a continuous process and sometimes it is necessary to tweak certain areas
after the implementation has been done.
Some don’ts
Never thwart innovation and initiative while transforming
While digital transforming opens new business channels, do not neglect Business as usual,
sustain them
Conclusion:
Aftermarket services and support do influence customer relationships to a significant level. OEMs must
begin an active assessment of where their aftermarket future lies and that discussion must at earliest.
There is no time to waste or prolong their decision on focus towards aftermarket. Hence, an effective
aftermarket strategy with right operational model is a strategic arsenal for every future-oriented OEM
to drive superior customer value and higher revenues. Digital transformation is panacea for challenges
OEM’s and their dealers face on aftermarket front. Digital transformation is not just an IT project but a
change management process. OEMs must begin an active assessment of where their aftermarket
future lies and that discussion must at earliest. There is no time to waste or prolong their decision on
focus towards aftermarket. Hence, an effective aftermarket strategy with the right digital roadmap is a
strategic arsenal for every future-oriented OEM to drive superior customer value and higher revenues.