Of what value chains is your Accelerator project part? How might you expand the existing ecosystem of your Accelerator?
What parties from other value chains can you identify that may join, add value, complement, or potentially overtake your ecosystem?
“Supercompetitors” are a new kind of market leader, gaining competitive advantage through the things they do better than anyone else—even amid the fierce competition and turbulence of many industries today. Learn more about how they do it: http://strat.bz/yhGHUWN
Of what value chains is your Accelerator project part? How might you expand the existing ecosystem of your Accelerator?
What parties from other value chains can you identify that may join, add value, complement, or potentially overtake your ecosystem?
“Supercompetitors” are a new kind of market leader, gaining competitive advantage through the things they do better than anyone else—even amid the fierce competition and turbulence of many industries today. Learn more about how they do it: http://strat.bz/yhGHUWN
In “Decoding Omnichannel,” the report delves into the intricacies of this retail revolution, drawing insights from trailblazing companies like Caratlane, Lenskart, and Mamaearth. By offering actionable strategies and insights, we aim to empower entrepreneurs and brands to navigate this dynamic landscape with confidence. As India’s retail market hurtles towards a projected $2.2 trillion by 2030, the convergence of offline and online influences presents a transformative opportunity for consumer engagement. Embracing this fusion not only as a necessity but as a strategic imperative, businesses can position themselves at the forefront of innovation, driving sustainable growth and resonating deeply with the diverse needs of the Indian consumer
For an in-depth exploration, download the full report now!
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Our relationships with brands have changed as a result. We increasingly demand responsive, engaging brands and authentic brand experiences.
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• How to apply this to your own business
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Fast change, lasting impact
The digital revolution changes everything. It’s the force driving shifts in markets, customers and organisations. To survive and thrive, businesses face a dual challenge: staying ahead of the competition while transforming their own organisation.
We’re a digital strategy agency. We create fast change with lasting impact in four critical, connected areas: experience, brand, content and culture.
We do this through strategy and a bias for action.
For more questions or information, please contact Isabelle at Brilliant Noise.
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• The three elements of a resilient brand
• The strategic models needed to create a resilient brand
• How to apply this to your own business
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In “Decoding Omnichannel,” the report delves into the intricacies of this retail revolution, drawing insights from trailblazing companies like Caratlane, Lenskart, and Mamaearth. By offering actionable strategies and insights, we aim to empower entrepreneurs and brands to navigate this dynamic landscape with confidence. As India’s retail market hurtles towards a projected $2.2 trillion by 2030, the convergence of offline and online influences presents a transformative opportunity for consumer engagement. Embracing this fusion not only as a necessity but as a strategic imperative, businesses can position themselves at the forefront of innovation, driving sustainable growth and resonating deeply with the diverse needs of the Indian consumer
For an in-depth exploration, download the full report now!
The Age of Relevance - Accenture Customer Innovation Network MilanAccenture Italia
All’interno del mutevole panorama contemporaneo, in cui il lavoro e i ruoli sono in continua evoluzione, dove l’uso della robotica è in forte crescita, lo sviluppo di nuove capacità è diventato un fattore fondamentale.
L'Accenture Customer Innovation Network (ACIN) è il laboratorio dove è possibile riconfigurare la percezione del proprio brand per massimizzarne la rilevanza. ACIN lavora con i clienti per connetterli con l'ecosistema circostante, per ispirarli e per aiutarli a scoprire insight sui loro clienti.
Le sue risorse, le sue strutture e il suo know-how aiutano a posizionare i brand in uno spazio più rilevante per i loro clienti, co-creando innovazione e realizzando la loro nuova brand purpose e creando scalabilità durante il processo di trasformazione.
The rules of branding are changing. Born and raised on image, message and surface, they look at the new winners in the digital age and try to copy surface, when they need to copy substance.
We are living through a time of radical change. Digital technologies have transformed the way we communicate, learn and shop. They are disrupting the way we consume news and media.
Our relationships with brands have changed as a result. We increasingly demand responsive, engaging brands and authentic brand experiences.
How do we build brands that are relevant and resilient in a time of rapid change?
This book explores this question and outlines:
• The three elements of a resilient brand
• The strategic models needed to create a resilient brand
• How to apply this to your own business
About Brilliant Noise
Fast change, lasting impact
The digital revolution changes everything. It’s the force driving shifts in markets, customers and organisations. To survive and thrive, businesses face a dual challenge: staying ahead of the competition while transforming their own organisation.
We’re a digital strategy agency. We create fast change with lasting impact in four critical, connected areas: experience, brand, content and culture.
We do this through strategy and a bias for action.
For more questions or information, please contact Isabelle at Brilliant Noise.
Resilient Brands: A framework for brand building in the digital ageBrilliant Noise
The rules of branding are changing radically. Established brands are taking too long to adapt. Born and raised on image, message and surface, they look at the new winners in the digital age and try to copy surface, when they need to copy substance.
This book explores how to build brands that are resilient and relevant in a time of rapid change. We outline:
• The three elements of a resilient brand
• The strategic models needed to create a resilient brand
• How to apply this to your own business
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Consumers’ rising expectations, disruptive new entrants and new possibilities with consumer data are only some of the trends currently transforming the financial services industry.
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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4. 4
THE ECOSYSTEM IS A SELF-DEVELOPED,
LIVING HOME OF VARIOUS CREATURES
DYNAMIC AND CO-EVOLVING COMMUNITIES OF DIVERSE ACTORS
THAT CREATE AND CAPTURE NEW VALUE
THROUGH BOTH COLLABORATION AND COMPETITION
5. SPECIALISTS
Where could/should you outsource tospecializedactors todeliveraspecific function?
Perform onespecificfunctionandallowlargerentitiestooutsourceit
6. 6
SPECIALISTS
Where could/should you builda specializedoutsource thatdelivers a specificfunction?
ENTERPRISE NATURE
Smallenterprises that perform one specific function extremely well and allowa large
corporate tooutsource a particularfunction. As aresult, “virtualcompanies”
emerge, consistingentirely of specialists.
Dunnhumby provides CRManalyticsfor big
retailers,earning theirloyalty, anduncovering
new retailopportunities.
Cleanerfishremove dead skinand
ectoparasitesfrom otherfish, benefiting both
species.
8. 8
COOPETITORS
Which direct competitorwouldyou liketocollaborate with?
Philips and Sony jointly set new industry
standards when developing the first CD-player.
Also, the open source movement is aform of
coopetition.
ENTERPRISE
NATURE
In the animal kingdom, different species sometimes
hunt together (e.g., coyotes &badgers) to form
unlikely but mutually beneficial partnerships.
Directcompetitorsworking together to share the costof development, set
standards, develop anew market, whilemaintainingtheir competitive offers in
the market.
10. 10
CROSS FEEDERS
Which institution’ssuccesswould benefit you, without you sellingtothem?
ENTERPRISE NATURE
“Wintel”, a partnership betweenMicrosoft
andIntel, toproduce micro-processors for
Windows PCs
Beespollinatingflowers enabling
fertilizationand reproduction of both
parties,and resultinginnuts and fruits.
Companies that pursuetheir owninterests and benefit from each other’s success, e.g.,
because one company’s product creates demand for the other company’s product. Or
twocompanies can stimulateeach other togo tohigher levels ofperformance.
12. 12
SYSTEM DEVELOPERS
Which initiativeswouldqualify,promote, cleanseyour sector?
Industry associations,
audit firms, guilds,and comparisonsites.
ENTERPRISE NATURE
Institutionsthatprovide marketinformation, quality audits, industrypromotion,
lobbying,standard setting, etc. – i.e., activities thatadvance the healthof a industry.
Bushfires allowcertainplantsto
reproduce andevolve.
13. INFOMEDIARIES
What type of information would improve ecosystem functioning?
Gatherandlinkinformationonbehalfoftheirenvironmentanditsusers
14. 14
INFOMEDIARIES
A special breed of systemdevelopers, infomediaries gather and linkinformationon
particular subjectson behalf of commercial organizationsand their potential customers.
It alsoworks tohelp them take control over informationgathered about them.
ENTERPRISE NATURE
What type of information would improve ecosystem functioning?
Skyscanneraggregates the most up-to-date
flight prices from different travel websites;
HumanRights Watchresearches andmonitors
human rights compliancearound the world.
Vervet monkeys have adistinct alarmcallfor
leopard predators; flockingbirds serve as
warning signforapproaching lions.
16. 16
SYSTEM SERVICE PROVIDERS
Which serviceswouldempower sectorgrowth?
MailChimpoffers customersupport services;
HyperIslandoffers techeducation.
ENTERPRISE NATURE
Institutionsthatprovide resources and services thatempower the growthof asector,
e.g., educational institutions,technology providers, supportservice providers
(administration,logistics,consulting,etc.).
Soil nutrients, “circle of life”,
insects.
17. SECTOR SHAPERS
Identify the orchestrator inyour ecosystem.
What is your ecosystempositioning? Canand shouldyou assumeanorchestrating role?
Shapinganindustryby defining itsstructures, incentives,rules
18. 18
SECTOR SHAPERS
Identify the orchestrator inyour ecosystem.
What is your positioning? Canandshould you assumeanorchestrating role?
Apple, Google, Microsoft, Salesforce,
Tesla,Nike
ENTERPRISE NATURE
Beavers,HomoSapiens
Companies that attempttoshape an industry byredefining itsstructure,incentives,
rulesof conduct in order to develop the entiremarket (and itsshare init).
19. AGGREGATORS
Would your service be more valuable whencombined withothers?
Bundling products or services to provide an integrated service, rich in variety
20. 20
AGGREGATORS
Would your service be more valuable whencombined withothers?
Virgin, Amazon
ENTERPRISE NATURE
Companies that bundle productsor services (produced by others)to provide an
integrated service, a richvariety of choice or buyer assurance
The Amazon rainforest, grasslands
21. OPEN PLATFORMS
Where coulddemand andsupply meetinyour industry?
An open market place forbuyers and sellers to convene and develop
22. 22
OPEN PLATFORMS
Where coulddemand andsupply meetinyour industry?
EXAMPLES NATURE
Marketplaces, exchanges, catalogues, libraries,trade markets: opportunitiesfor buyers
and sellersto convene, connect, trade, compare and settleprices.
eBay,Force.com, NYStock Exchange Waterpools
23. INTERMEDIARIES
Where isyour industry off balance,inturmoil, confused, muddled– and whatopportunity does this provide?
Companiesthatworkasintermediatesbetweenbuyers andsellers
24. 24
INTERMEDIARIES
Where isyour industry off balance,inturmoil, confused, muddled– what opportunity does thisprovide?
EXAMPLE NATURE
.Companies that exploitmarket inefficiencies and lower transactioncosts and tend to
be marginalizedinstable ecosystems asplayers “godirect”.They become the
intermediates between buyersand sellers, either indistributionand access (retailers)
or in deal making and price setting(re-sellers,market makers, brokers).
Scavengers, likevultures andrats, feedon
deadanimal andplant material.
Consultants,real estatebrokers
25. SECTORS
If you are ina sector,not anindustry, canyou articulateyour systemcontribution?
Industries thatconsist of arichvariety of playersservicingeach other ina system
26. 26
SECTORS
If you are ina sector-not anindustry- canyou articulateyour systemcontribution?
ENTERPRISE NATURE
Industries thatconsist of arichvariety of playerscooperating, competing, servicing
each other in asystem instead ofa chain.
Coral reefs bring together innumerable
amounts of species forco-existenceand
evolution.
The complexityof medicaldevices
forces/incentivizes the healthcare sectortojointly
produce innovative products.
27. CLUSTERS
How might you group withcross-sectoractorstojointly promote your interests?
Sub-groupsworkingtogether withother sectors togrow and promotetheir interests
28. 28
CLUSTERS
EXAMPLES NATURE
Clustersare sub-groupsof actorsoperating ina particularsector thatwork together
withuniversities and publicsector togrowtheir sector and promote itsinterests(e.g.,
throughpublicfinancing, favorable treatments).
How might you group withcross-sectoractorstojointly promote your interests?
Frenchdefense industry Seagullscirclingaround fisher’s boats
toget accesstofish.
29. GEOGRAPHIC HUBS
Canyou identify hubs that willhelp you gainenhanced accesstoresources, knowledge and expertise?
A physical concentration of research and development ina particular industry
30. 30
GEOGRAPHIC HUBS
EXAMPLES NATURE
Geographic areas, e.g., a city or district,typicallywitha leading educational institution
and a leading corporate inthe middlethat concentrate on research and development
ina particular industryand includespecialist firms,startups,conferences, venture
capital.
Canyou identify geographic hub(s)that willhelp you gainenhanced accesstoresources,
knowledge and expertise?
Anting, Shanghai’s carindustry hub Anoasis inthe desert
31. ADAPTORS
How does your offering adapt withchanging needs of our customers overtime?
Value is createdbytheevolutionandadaptationtoconditionsandneeds
32. 32
ADAPTORS
How does your offering adapt withchanging needs of our customers overtime?
EXAMPLE NATURE
Rather than offering a staticproduct or service, businesses are offering value that
evolves withchanging conditions and needs over time.
Hibernation: chipmunks andbears go
intoa a deepsleepduring
wintertime.
Zara business model isdesigned around rapid
marketadaptation, chasinglatesttrends by
creatingshort turn-over cycles(from initial
design tosales).
34. 34
COMMUNITIES
EXAMPLE ANIMAL KINGDOM
Is your enterprise part of acommunity?
Groupsof consumers, producers or suppliersthat combine efforts toprotect or
further their interests.
Herds, i.e.,large groups of animalsthat
live andmove together for joint survival.
Buyergroups, cooperatives.
35. 35
ECOSYSTEM POSITIONING
• What kindof actor(s) / ”species” are you? What is your ecosystem positioning?
• Using these levers, visually map thedifferent actors that make up your ecosystem.
1. SPECIALISTS
Small enterprises that performonespecific functionextremely well andallowa largecorporate to outsource aparticularfunction
2. COOPETITORS
Direct competitors working together to share the costof development,setstandards,developannewmarket,while maintainingtheir competitiveoffers inthemarket.
3. CROSS FEEDERS
Companies that pursue their owninterests andbenefitfrom each other’s success. E.g.,because one company’s productcreates demandfor theother company’s product.
5. INFOMEDIARIES
A special breed ofsystem developers,infomediaries gather andlink informationonparticular subjects onbehalf ofcommercialorganizations andtheir potential customers.
6. SYSTEM SERVICE PROVIDERS
Institutions thatprovideresources and services thatempower the growthof asector,e.g.,educationalinstitutions, technology providers,supportserviceproviders (administration,logitistics,
consulting).
7. SECTOR SHAPERS
Companies that attempttoshape anindustrybytryingtodefineits structure,incentives,rules of conductinorder todevelopthe entire market(andits own share init).
4. SYSTEM DEVELOPERS
Institutions thatprovidemarketinformation,qualityaudits,industry promotion,lobbying, standardsetting,etc.– i.e.,activities thatadvance thehealth of anindustry.
36. 36
9. OPEN PLATFORMS
Market places, exchanges,catalogues, libraries,trade markets: opportunities for buyers andsellers toconvene,connect,trade,compareandsettle prices.
10. INTERMEDIARIES
Companies that intermediatebetweenbuyers andsellers, either indistribution andaccess (retailers) orin deal making and price setting(re-sellers, marketmakers, brokers).They exploitmarket
inefficiencies and lower transactioncosts,so tedtobemarginalizedin stable ecosystems asplayers “godirect”.
11. SECTORS
Industries that consist of arich varietyof players, cooperating,competing,and servicing eachother ina systeminsteadof a chain.
13. GEOGRAPHIC HUBS
Geographic areas (cities,districts), typically witha leadingeducationalinstitutionanda leading corporatethatconcentrateonR&Din aparticular industryandincludespecialist firms, startups,
conferences, andventurecapital.
14. ADAPTORS
Rather than offering astaticproductor service, business are offering value thatevolves withchangingconditions and changes over time.
15. COMMUNITIES
Groups of consumers,producers,or suppliers thatcombineefforts toprotectorfurther their interests.
12. CLUSTERS
Sub-groups of actors operating inaparticularsector thatwork together withuniversities andthe public secor togrowtheir sector andpromoteits interests (e.g., throughpublicfinancing,favourable
treatments).
8. AGGREGATORS
Companies that bundleproducts or services (produced by others) toprovideanintegratedservicea richvariety of choice of buyer assurance.