Driving Unconventional Growth through the Industrial Internet of Thingsaccenture
The emerging Industrial Internet will unleash new energy into the world of industrial products and services. To be a desirable supplier as well as partner in the digitally contestable future—and thus generate new revenues—companies will need to make the necessary changes. The time to push is now.
Digital Transformation: Re-imagine from the outside Inaccenture
In today’s digital work, business success requires more customer-focused digital transformation. This presentation from Accenture Interactive looks at why and how businesses can act.
Read more: http://www.accenture.com/us-en/Pages/insight-digital-transformation.aspx
Deep dive into the Trend 1 of the Technology Vision 2015 - the Internet of Me - and discover how new frontiers of personalization centered on the individual open up as everyday objects and experiences become digitized.
Rapid technological advancements are opening up new possibilities for innovation, intelligence and automation. Intelligent Automation is being used across multiple industries to create new value for businesses and society alike.
Driving Unconventional Growth through the Industrial Internet of Thingsaccenture
The emerging Industrial Internet will unleash new energy into the world of industrial products and services. To be a desirable supplier as well as partner in the digitally contestable future—and thus generate new revenues—companies will need to make the necessary changes. The time to push is now.
Digital Transformation: Re-imagine from the outside Inaccenture
In today’s digital work, business success requires more customer-focused digital transformation. This presentation from Accenture Interactive looks at why and how businesses can act.
Read more: http://www.accenture.com/us-en/Pages/insight-digital-transformation.aspx
Deep dive into the Trend 1 of the Technology Vision 2015 - the Internet of Me - and discover how new frontiers of personalization centered on the individual open up as everyday objects and experiences become digitized.
Rapid technological advancements are opening up new possibilities for innovation, intelligence and automation. Intelligent Automation is being used across multiple industries to create new value for businesses and society alike.
Profit and market value is migrating away from hardware, but few product companies are prepared and executing the required digital transformation. High tech companies need to invest in digital growth strategies, reinvigorate business models and create new revenue streams. Find out how to harness disruption to grow your business.
A data monetization framework from Accenture Interactive. Three questions your company should answer to start realizing revenue opportunities from your data.
Overview of the Accenture Technology Vision 2016 for South AfricaLee Naik
Overview of the key trends from the Accenture Technology Vision 2016 report. Includes a perspective from over 300 stakeholders engaged during the development of the report
Deep dive into the Trend 5 of the Technology Vision 2015 - Workforce Reimagined - and discover as the digital revolution gains momentum, humans and machines must do more together.
Driving Business Innovation through Technology Innovationaccenture
Speed matters in a digital economy. Customers expect products and services to be instantly available through whatever channel they choose. New competitors are springing up with a different mind-set and path to seize market share and turn the value chain of an established company, or industry, on its head.
If agility accelerates growth, innovation is the driving force to achieve it. Business innovation is digital innovation driven by new ideas and advances in technology. As technology leaders, CIOs have a tremendous opportunity to be relentlessly proactive in identifying how technology can create new value for the business.
Accenture Tech Vision 2019 for Consumer Goods and Servicesaccenture
Each year, Accenture assesses the IT landscape to identify trends that will have the greatest impact on organizations in the years ahead. Here's what Accenture's 2019 Technology Vision study, found.
The Accenture Technology Vision 2016 identifies five technology trends fueled by the people first principle that are essential to business success in the digital economy.
Disruptions in supply chains during the pandemic meant procurement leaders needed to be more innovative
identifying and contracting with approved, sustainable
and reliable suppliers.
Reinventing the Last Mile: Win the Race to the Top (AU)accenture
A pivotal moment has arrived for traditional postal organisations. As retailers race to the top to win customer loyalty and market share, they are transforming their supply chains to enable the fast and free shipping that customers not only want, but expect. However, traditional postal organisations have not responded accordingly, and are now putting their future survival at risk. But by joining the race to the top—and taking advantage of their enviable position to offer the solutions retailers are looking for—they can transform their networks and win the last mile for decades to come.
The pace of cloud adoption and innovation is rapidly accelerating bringing compelling new opportunities as well as greater complexity and risk. What are the market forces driving change in cloud management and adoption both today and beyond?
Digital Transformation in Automotive Industry Chinese-German CAR Symposiumaccenture
China has now the world’s largest netizen population and the largest e-commerce market. With a large population of “always on” consumers, the digital eco-system is evolving rapidly in China and is drastically redefining customer experience management in all key dimensions. Fast development of connected car technology and its new applications have created a new biz platform. What does this mean for car manufacturers?
Retail fulfillment—thinking local, acting local | Accentureaccenture
Discover how retailers serve customers and control costs by resetting traditional supply chain strategies to focus on fulfillment at the local level. Learn more: https://accntu.re/3hKnRDp
Realising Digital’s Full Potential in the Value ChainCognizant
When we spoke with executives across Europe who lead digitising efforts, they described a diverse range of deployments, but digital can, and must, deliver far more than it has so far. In this ebook, we explore how businesses can explore digital's full potential across their value chain.
Profit and market value is migrating away from hardware, but few product companies are prepared and executing the required digital transformation. High tech companies need to invest in digital growth strategies, reinvigorate business models and create new revenue streams. Find out how to harness disruption to grow your business.
A data monetization framework from Accenture Interactive. Three questions your company should answer to start realizing revenue opportunities from your data.
Overview of the Accenture Technology Vision 2016 for South AfricaLee Naik
Overview of the key trends from the Accenture Technology Vision 2016 report. Includes a perspective from over 300 stakeholders engaged during the development of the report
Deep dive into the Trend 5 of the Technology Vision 2015 - Workforce Reimagined - and discover as the digital revolution gains momentum, humans and machines must do more together.
Driving Business Innovation through Technology Innovationaccenture
Speed matters in a digital economy. Customers expect products and services to be instantly available through whatever channel they choose. New competitors are springing up with a different mind-set and path to seize market share and turn the value chain of an established company, or industry, on its head.
If agility accelerates growth, innovation is the driving force to achieve it. Business innovation is digital innovation driven by new ideas and advances in technology. As technology leaders, CIOs have a tremendous opportunity to be relentlessly proactive in identifying how technology can create new value for the business.
Accenture Tech Vision 2019 for Consumer Goods and Servicesaccenture
Each year, Accenture assesses the IT landscape to identify trends that will have the greatest impact on organizations in the years ahead. Here's what Accenture's 2019 Technology Vision study, found.
The Accenture Technology Vision 2016 identifies five technology trends fueled by the people first principle that are essential to business success in the digital economy.
Disruptions in supply chains during the pandemic meant procurement leaders needed to be more innovative
identifying and contracting with approved, sustainable
and reliable suppliers.
Reinventing the Last Mile: Win the Race to the Top (AU)accenture
A pivotal moment has arrived for traditional postal organisations. As retailers race to the top to win customer loyalty and market share, they are transforming their supply chains to enable the fast and free shipping that customers not only want, but expect. However, traditional postal organisations have not responded accordingly, and are now putting their future survival at risk. But by joining the race to the top—and taking advantage of their enviable position to offer the solutions retailers are looking for—they can transform their networks and win the last mile for decades to come.
The pace of cloud adoption and innovation is rapidly accelerating bringing compelling new opportunities as well as greater complexity and risk. What are the market forces driving change in cloud management and adoption both today and beyond?
Digital Transformation in Automotive Industry Chinese-German CAR Symposiumaccenture
China has now the world’s largest netizen population and the largest e-commerce market. With a large population of “always on” consumers, the digital eco-system is evolving rapidly in China and is drastically redefining customer experience management in all key dimensions. Fast development of connected car technology and its new applications have created a new biz platform. What does this mean for car manufacturers?
Retail fulfillment—thinking local, acting local | Accentureaccenture
Discover how retailers serve customers and control costs by resetting traditional supply chain strategies to focus on fulfillment at the local level. Learn more: https://accntu.re/3hKnRDp
Realising Digital’s Full Potential in the Value ChainCognizant
When we spoke with executives across Europe who lead digitising efforts, they described a diverse range of deployments, but digital can, and must, deliver far more than it has so far. In this ebook, we explore how businesses can explore digital's full potential across their value chain.
In a multi-sided platform business model, Communications Service Providers need to lead – or lose. Become an essential part of your customers’ daily digital routine by using data and AI-powered cognitive intelligence to build a Brain at the core of your business.
In a multi-sided platform business model, Communications Service Providers need to lead – or lose. Become an essential part of your customers’ daily digital routine by using data and AI-powered cognitive intelligence to build a Brain at the core of your business.
Industry X.0 - Realizing Digital Value in Industrial Sectorsaccenture
Industry X.0 is a new way for manufacturing to operate. At its heart are highly intelligent, interconnected products and ecosystems that create a fully digital value chain, supplemented by new core innovation competences and deep cultural change. Learn more: https://accntu.re/2wKLK4m
What to look for in a Digital Experience Platform?Ruud Kluivers
Preparing for Digital Transformation? Make sure you have the right platform to support you organisations needs and ambition. now and in the future! Checkout this presentation presented at Digital First 2016 Brussels.
Presented on September 16th, 2015 at Microsoft Hosting Summit in Brussels:
- The power of the Hybrid Cloud
- Microsoft Cloud OS Network (COSN) partnership
- On-premise Private Cloud with WAP-in-a-Box
How to turn 9 retail IT challenges into 9 business opportunitiesOpenbravo
This eBook brings to light the challenges retailers face in IT. Adopting Cloud technologies, being able to serve customers from a Cross Channel perspective and mobility, are IT challenges, but also business opportunities.
Engineering Services: con gli ingegneri per creare valore sostenibileaccenture
Collaboriamo con gli ingegneri di aziende capital intensive per combinare tecnologie innovative con un approccio pragmatico che aiuti a raggiungere risultati aziendali migliori.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
A world of hyper-customization, in which every product or service is customized to address the requirements of billions of individual consumers. Cloud makes it possible for companies to process enormous volumes of data that pinpoint the requirements of individual customers.
A world of clairvoyance, in which companies can predict—with remarkable accuracy—the products consumers want, where (and how) they will buy, and how much they will spend. Again, cloud allows companies to perform the analytics that pinpoint sales opportunities like never before.
A world of engagement, in which “middle-men” like retailers and distributors no longer stand in the way of a direct manufacturer-consumer relationship. Cloud makes it possible for consumer goods companies to sell directly to their consumers. Investments in traditional distribution channels can be used to establish home-grown logistics capabilities.
A world of enchantment, in which consumer goods companies offer not only the goods and services customers want, but unexpected experiences that can make their lives easier, richer, better. Cloud underpins entirely new types of services, such as geo-spatial mapping, with which companies can delight their customers with customized offers, based on where they are in a given moment.
Several years ago, Accenture identified 4 trends we believed would shape cloud adoption in the industry. Specifically, we envisioned cloud helping CPG companies:
Serve their digital customers by supercharging customer-facing processes
Win the “war in the store” by master analytics
Drive growth in emerging markets
Boost performance of their core processes
These trends still hold, but have not yet brought about the changes we expected.
At the time, Accenture also proposed a cloud maturity model for CPG companies.
Level 1 Maturity: companies use cloud as a cheaper source for IT solutions, particularly in terms of storage, e-mail and collaboration.
Level 2 Maturity: companies migrate functional applications to the cloud… things like analytics, customer support, and mobile infrastructures.
Level 3 Maturity: companies use the cloud to re-imagine their core business applications—from social CRM to finance.
It was our contention at the time that companies would, by now, have moved to the third stage of maturity. We assumed their cloud objectives would mature in lock-step—moving from a focus on cost containment to true strategic enablement.
That has not happened—despite the fact that CPG companies are now focused on investing in growth and agility. They fail to recognize that cloud can play an integral role in driving the growth and agility they claim to now need.
Industry trends are transforming CPG operations. These trends include:
The rise of the connected, digitally enabled consumers. With more information and access channels at their disposal, consumers are less loyal than they used to be. In response, companies need to personalize the consumer experience and operate in a more flexible, responsive and engaging manner. Innovation has taken on new importance.
Growing channel complexity. In today’s “always-connected” environment, multi-channel consumer interactions are required. These multi-channel interactions must be seamless. Mobility is a big driver of change.
Information security. With unprecedented volumes of data at their disposal, CPG companies are recognizing the need to improve their data management and security.
Increasing margin and cost pressures. Cost reduction is a driver of change (although less important than in recent years). Moving from a Capex to an Opex service model is an attractive option.
Increasing competition. Competition now comes from all directions (particularly via more nimble online channels).
Supply chain volatility. Speed-to-market is becoming a priority. This calls for highly efficient and resilient supply chains and partner networks.
The need for resilient IT. Large CPG companies tend to have reactive IT infrastructures, which is no longer adequate. They require agile solutions that allow them to respond more effectively (and quickly) to changing markets and volumes. Risk mitigation is key.
The rise of emerging markets. In the coming years, emerging markets will dominate. CPG companies need to scale quickly to address the needs of local consumers. But they must balance that growth with the requirements of their developed market consumers.
SaaS-based CRM and HR systems are particularly attractive. As an industry, CPG is one of the biggest spenders on such solutions. As CPG companies refresh their technologies, they now consider cloud as their first option (especially in HR and CRM).
Reports from Forbes show that, in 2012, 40% of all CRM software sold worldwide was SaaS-based. Communications, media and IT services were the biggest spenders on CRM due to their call center requirements. Manufacturing (including Consumer Packaged Goods) was second, and banking & securities were third. (Source: Louis Columbus, "2013 CRM Market Share Update: 40% Of CRM Systems Sold Are SaaS-Based," Forbes, April 26, 2013. Retrieved on February 15, 2015 from http://www.forbes.com/sites/louiscolumbus/2015/02/08/glassdoors-25-best-jobs-in-america-for-2015-includes-data-scientists-and-software-engineers/
Cloud strategies are increasingly business-driven, indicating that executives in both front- and back-office areas are more confident in the cloud’s ability to drive growth and help optimize operations. They are particularly drawn to the speed with which cloud solutions can be implemented (e.g., 2 months versus 10x as long for on-premise solution), the flexibility cloud provides, and the cost advantage (Opex vs Capex).
Unplanned network shutdowns have impacted customer service and loyalty. Executives realize that having an enterprise running on a single on-premise system poses risk (They now want something more agile.
Volumes of data available to CG&S companies is growing, and moving to the cloud is becoming more necessary (cloud can accommodate data fluctuations and reduces the need to accurately predict data flows).
Accenture sees acceleration of cloud uptake occurring in two main areas:
IaaS (larger clients are moving portions of their infrastructure to hybrid clouds; many are now considering what portions of their infrastructure they are comfortable sending to public clouds)
SaaS and PaaS (dramatic change here; the expectation is now that providers will offer these solutions via the cloud; providers are responding by making changes to their software layers to accommodate multi-tenant solutions).
Imagine the possibilities that forward-thinking CG&S companies could pursue across the value chain:
New product/process innovation: A company could use the cloud:
As an “innovation management” platform that helps to underpins a new (and faster and cheaper) product-testing environment
To build a differentiating “test and learn” culture across an ecosystem of players—all focused on building a direct consumer relationship.
Forecasting & planning: A company could use the cloud to:
Host granular levels of store intelligence that pinpoint the nature of variances in sales and consumer preferences.
Combine data from the enterprise, business partners and social media to create a fuller understanding of customer preferences and behaviors than ever thought possible.
Manufacturing & supply chain: A company could use the cloud to:
Automate field-manufacturing processes or build mobile solutions for distribution.
Capture and manage social media and online feedback to not only capture trends, but to help customize products to the individual level.
Build new logistics capabilities that would, in effect, eliminate middlemen (e.g., retailers). This gets to the heart of engaging more directly with consumers.
Sales, marketing & advertising: A company could use cloud to:
Build geo-spatial capabilities, with which it could deliver targeted offers based on an individual user’s location at any time.
Achieve true “many-to-many” connectivity—thereby enabling seamless, omni-channel customer experiences. Consumers could order online and pick up at the store, or order in the store and have delivered home. All boundaries would fall. When consumer touch points, sales force apps and CRM all interact and share data in real-time, a completely different consumer experience would emerge.
Sources:
Accenture interviews
Gigwalk press release, “Retail Solutions partners with Gigwalk To Bring Real-Time Actionable Intelligence To In-Store Execution,” June 14, 2014. Retrieved on February 4, 2015 from http://gigwalk.com/press/retail-solutions-partners-with-gigwalk.php
buzz Solutions (website), “Retail Execution for the Consumer Goods Industry.” Undated. Retrieved on February 15, 2015 from http://buzzsolutions.com/industries/consumer-products
Cloud enables transformation of innovative ideas into reality, overcoming scalability challenges. Examples of cloud used in new product & process innovation include:
As part of “The World’s Cup” campaign, Coca-Cola invited fans from around the world to share photos that would be used to create the Happiness Flag. Leveraging the Google Cloud platform, Coca-Cola had a scalable architecture capable of managing millions of images. The result? Coca-Cola was able to create the world’s largest mosaic flag out of thousands of crowd sourced images submitted by people in more than 200 countries. (Source: David ViVeiros, “CI&T uses Google Cloud Platform to power the Coca-Cola ‘Happiness Flag’ unveiled on the pitch at the opening match of the 2014 FIFA World Cup™,” Google Cloud Platform Blog, June 14, 2014. Retrieved on February 15, 2015 from http://googlecloudplatform.blogspot.in/2014/06/cit-uses-google-cloud-platform-to-power-the-coca-cola-happiness-flag-unveiled-on-the-pitch-at-the-opening-match-of-the-2014-fifa-world-cup.html )
In recognition of Father’s Day, Diageo assigned individual codes that created unique identities for its whiskey brands in Brazil. Consumers scanned the code on the bottle using a smartphone, which allowed them to personalize a film template to their dads. In delivering this personalized campaign, Diageo only paid for the cloud service and the ongoing management of the data collected. (Source: Emma Hall, “Diageo Personalizes Whiskeys With Videos From Gift-Givers,” Advertising Age, October 29, 2012. Retrieved on February 15, 2015 from http://adage.com/article/global-news/diageo-personalizes-whiskeys-videos-gift-givers/238015/ )
Cloud-based solutions can enable customer forecasting and demand analysis, and drive increased insights into emerging markets. Examples include:
To be more responsive to customer and supply chain changes, Bayer Healthcare deployed NeoGrid’s newly developed NeoTPM (Trade Promotion Management) and NeoS&OP (Sales & Operations Planning), along with other NeoGrid’s cloud-based solutions for VMI and Retail Intelligence. Now, within the single NeoTPM system, Bayer can not only manage its complete trade promotion process, but also make its TPM data available for S&OP. NeoS&OP, which utilizes actual demand signals and more granular data analysis, provides greater forecasting accuracy for short- and long-term planning horizons. Data from NeoTPM and NeoS&OP is made available to Bayer via NeoGrid’s integrated cloud-based platform to enable functions such as marketing, sales, finance and demand planning to work with the same information. "We no longer have to implement different solutions for different customer needs. NeoGrid allows us significant flexibility across the Bayer enterprise globally.” (Source: (No author listed) “Bayer HealthCare Enhances Demand Planning,” Consumer Goods Technology, May 20, 2014. Retrieved on February 15, 2015 from http://consumergoods.edgl.com/news/Bayer-HealthCare-Enhances-Demand-Planning92885 )
CG&S companies are just beginning to realize the value of cloud in manufacturing.
Leading companies such as P&G have entered into multi-year agreements with cloud providers to develop and maintain private-cloud operating models that simplify a number of processes, from product manufacturing to shelf placement. (Source: (No author listed), “P&G signs HP cloud infrastructure deal,” Retail Technology, June 19, 2012. Retrieved on February 15, 2015 from http://www.retailtechnology.co.uk/news/3677/pg-signs-hp-cloud-infrastructure-deal/ )
The majority of cloud solutions in the manufacturing & supply chain segment are designed to improve supply chain . Supply chain management is, in fact, the second most cloud-enabled segment of the value chain among CPG companies..
Abercrombie & Fitch has expanded its cloud supply chain strategy by using GT Nexus. The solution also helps Abercrombie & Fitch transact more efficiently with suppliers around the world, freeing up resources to focus on strategic initiatives to support its growth. Since its launch, the platform has allowed the retailer to grow its number of stores overseas without adding new staff or resources to its supplier-facing team. (Source: (No author listed), “Abercrombie & Fitch Expands Cloud Supply Chain,” Consumer Goods Technology, September 12, 2013. Retrieved on February 15, 2015 from http://consumergoods.edgl.com/news/Abercrombie---Fitch-Expands-Cloud-Supply-Chain88296 )
L’Oréal wanted to achieve complete end-to-end supply chain visibility (from its factories to its end users) and also enable real-time collaboration with its partners. To meet these goals, L’Oreal expanded its relationship with E2open, a provider of cloud-based solutions for collaborative execution across global trading networks. With E2open technologies, L’Oréal integrated and automated its supply chain planning and execution strategies in North America, while also improving its responsiveness and service levels with supply-side segmentation and cost control. L’Oréal and its trading partners gained a consolidated (and shared) view of global operations, plus the ability to collaboratively make decisions and resolve disruptions. (Source: Bridget McCrea, “L’Oréal: Cultivating Operational Excellence Across the Supply Chain,” In Centers of Excellence: Driving Supply Chain Innovation, Michael A. Levans (ed), E2open, undated. Retrieved on February 15, 2015 from http://www.e2open.com/assets/pdf/papers-and-reports/E2open_Centers_of_Excellence_Driving_Supply_Chain_Innovation_Report.pdf )
Cloud use in the areas of sales, marketing & advertising is most mature. Accenture’s 2014 CMO Insights survey indicates that digital is a marketing priority for CG&S companies. 45% of CG&S CMOs surveyed say their digital budgets will account for more than 75 percent of their marketing budget in the next five years. Yet, 26% of CMOs think their company lacks the technology or tools to transform into a digital business. (Source: Baiju Shah, Glen Hartman and Brian Whipple, “CMOs: Time for digital transformation,” Accenture, 2014. Retrieved on February 15, 2015 from http://www.accenture.com/SiteCollectionDocuments/us-en/insight-cmo-digital-transformation-summary/Accenture-CMO-Insights-2014-pdf.pdf#zoom=50 )
Examples of how CPG companies are using cloud include:
P&G partnered with Samsung and the Samsung Wallet app to enable searches for P&G BrandSaver coupons. With this solution, consumers can pick the offers that they want to add to their digital wallet and store them to be used at the point-of-sale inside stores. (Source: Lauren Johnson, “Procter & Gamble drives mobile wallet adoption via print ad,” Mobile Commerce Daily, January 2, 2014. Retrieved on February 15, 2015 from http://www.mobilecommercedaily.com/procter-gamble-drives-mobile-wallet-adoption-via-print-ad )
Chocolatier Lindt & Sprungli has used cloud to create a personalized connection with its consumers. Specifically, it introduced a new commerce site, built on IBM WebSphere Commerce platform and CrossView’s Aurora Plus Commerce on Cloud offering, as a premium storefront where consumers could experience the Lindt brand. Through the solution’s microsites, Lindt quickly built and executed highly personalized seasonal promotions and highly targeted offerings. For mobile device users, Lindt saw conversion rates increase 200 percent and revenues grow by 300 percent. (Source: Alliston Ackerman, “Lindt & Sprungli Masters Personalized E-Commerce,” Consumer Goods Technology, May 9, 2014. Retrieved on February 15, 2015 from http://consumergoods.edgl.com/news/Lindt---Sprungli-Masters-Personalized-E-Commerce92569 )
Accenture helped a major grocery chain establish a “personalization platform” that made its customer data more relevant and specific to a customer’s context and needs at any given time. The new solution recognizes customers no matter what channel they use—and adjusts its offers to meet their requirements at that time. This allows entirely new capabilities in 1-to-1 personalization and the launch of full-blown loyalty and digital marketing programs. The pilot, while only active in 12 stores has reached 152,000 active cards and 64000 registered users in only a few months. Accenture designed and deployed this solution in four months. Without the cloud, deployment of such a solution could conceivably have taken longer than 18 months.
CG&S companies are much more likely to move their non-core, back-office applications to the cloud. HR and information management are moving quickly to the cloud, as more and more providers offer such solutions in the cloud.
ERP systems are also being sourced from the cloud. Cloud-based ERPs have many advantages beyond cost and scalability. They, for example, eliminate the role of location. CG&S companies can run cloud-based systems from anywhere—and serve customers anywhere else.
Examples of CPG companies using cloud to drive back-office transformations include:
Abercrombie & Fitch has leveraged GT Nexus to gain complete visibility into the movement of orders, payments and goods. Since implementing the new solution, the company automated its procure-to-pay process in the cloud and created a transparent workflow environment for purchase orders, invoices, amendments and settlements. (Source: (No author listed), “Abercrombie & Fitch Expands Cloud Supply Chain,” Consumer Goods Technology, September 12, 2013. Retrieved on February 15, 2015 from http://consumergoods.edgl.com/news/Abercrombie---Fitch-Expands-Cloud-Supply-Chain88296 )
For the purposes of a cloud discussion, it makes sense to focus on two sets of emerging markets. They differ in terms of the maturity of their consumer markets and, most notably, in the extent to which the Internet and digital technologies are available.
Set 1: Brazil, Russia, India and China (BRIC) have Internet infrastructures in place to support cloud solutions. China, in particular, has a strong digital consumer base.
Set 2: Mexico, Indonesia, Nigeria and Turkey (MINT) are the “new” emerging markets (despite the fact that they have been strong regional players already). All but Nigeria are members of the G-20. And all but Turkey are commodity producers, with strong trade partnerships with developed markets. Goldman Sachs and the World Bank both note that all four are in the top 40 countries based on 2012 GDP numbers. Both further estimate that, barring sweeping changes in the economic landscape, all four will be in the top 15 by 2050 (with further growth expected after that). This means large multinationals and leading local companies will invest to participate in this growth. Given that there are minimal infrastructures in place today, they will look to adopt cloud capabilities that offer the best cost of ownership. That means technology companies will develop capabilities to support this demand.
Sources:
(No author listed), “GDP Ranking-2013.” World Bank. Retrieved on February 15, 2015 from http://data.worldbank.org/data-catalog/GDP-ranking-table
(No author listed) “The World order in 2050,” Carnegie Endowment for International Peace, April 2010. Retrieved on February 15, 2015 from http://carnegieendowment.org/files/World_Order_in_2050.pdf
(No author listed), “Goldman's world GDP projection for 2050,” SoberLook, November 9, 2012. Retrieved on February 15, 2015 fromhttp://soberlook.com/2012/11/goldmans-gdp-projection-for-2050.html
According to Gartner, the Indian e-commerce market will reach $6 billion in 2015, a 70% increase over 2014 revenue of $3.5 billion. Though digital commerce is at a nascent stage in India, it is one of the fastest-growing e-commerce markets in Asia/Pacific.
Unilever has begun selling online via eCommerce portals in Pakistan, recognizing that: “Globally there has been a clear shift from a brick and mortar store to a click store and consumers are now shopping anywhere and anytime for anything. They want variety and they are also looking for discounts . . . We have to move with the moving consumer; as an FMCG organisation we cannot live in the past.” -- Amir Paracha, VP – Customer Development, Unilever Pakistan, http://aurora.dawn.com/2014/09/23/as-an-fmcg-organisation-we-cannot-live-in-the-past/
Sources:
Arvind Singhal, “E-commerce boom: Why it is increasingly important for physical retailers to upgrade themselves,” The Economic Times, November 2, 2014. Retrieved on February 15, 2015 from http://articles.economictimes.indiatimes.com/2014-11-02/news/55682514_1_urban-india-retail-spending-rural-india
Gartner press release, “Gartner Says India eCommerce Market To Reach $6 Billion in 2015,” October 16, 2014. Retrieved on February 15, 2015 from http://www.gartner.com/newsroom/id/2876517 )
Examples of CG&S companies taking advantage of cloud to build their brands in emerging markets include:
In India, SAP Labs has developed “Ganges,” a solution designed to generate business intelligence across the value chain. Based on the SAP HANA Cloud Platform, Ganges’ in-memory cloud platform enables CG&S companies to perform real-time analytics, and develop and deploy real-time applications. Since its launch, SAP has connected 12 large Indian CG&S companies (including P&G, Hindustan Unilever, Nestle, Marico) to its Ganges network. (Source: Ivor Soans, “SAP aims to transform $37 bn Indian FMCG biz with Ganges,” FirstPost, December 11, 2013. Retrieved on February 15, 2015 from http://www.firstpost.com/business/sap-aims-to-transform-36-8-bn-indian-fmcg-biz-with-ganges-1282095.html)
In India, P&G is using the cloud to generate insights across its global brand portfolio and across the demand chain, from distributors to consumers. The new TradeEdge platform is expected to deliver insights that will assist brands in accurately sensing and fulfilling consumer demands in emerging markets. (Source: Dan Berthiaume, “Infosys, P&G co-develop brand sales platform,” Chain Store Age, December 9, 2013. Retrieved on February 15, 2015 from http://www.chainstoreage.com/article/infosys-pg-co-develop-brand-sales-platform# )
eBay uses the cloud for a robust, scalable, agile infrastructure that can support the IT demands of all its brands, including its payment gateways and eBay websites. With the OpenStack private cloud platform, eBay has the in-house multi-tenant, multi-region, self-service cloud solution that helps to hosts the company’s customer-facing business-critical applications and the platforms its developers use. Approximately 95% of eBay marketplace traffic is powered by its OpenStack cloud. The transition to the cloud brought down eBay’s app-provisioning time from 4 weeks to 30 minutes. It helped reduce lowered rack onboarding time from 45 days to just 3. And it has delivered operational efficiencies that have allowed eBay to save double-digit million dollars on hardware expenses. (Source: Archana Venkatraman, “Case study: How eBay uses its own OpenStack private cloud,” ComputerWeekly.com, June 18, 2014. Retrieved on February 15, 2015 from http://www.computerweekly.com/news/2240222899/Case-study-How-eBay-uses-its-own-OpenStack-private-cloud )
Divestiture management. When a company plans to divest certain brands, it often wants to stand up services (HR, finance, IT, etc.) for those brands to make those assets more attractive. BPaaS could help those companies by enabling the fast set-up of these business processes.
Greenfield startup support (joint ventures). Two Accenture clients are in the process of spinning off parts of the business into new, stand-alone companies. Both of these are effectively “green-field” technology opportunities that seek to run on cloud based technologies.
Application management/Cloud brokerage. At Accenture, we believe the need for cloud brokerage will rise as the adoption of cloud solutions rises.
Big data compilation/data discovery. Pulling terabytes of data is hard for most to envision. It can be stored in an unstructured way, but pulling it out in a usable format is very difficult. CPG companies can follow the lead of Amazon and travel sites with cloud-enabled data discovery platforms that enable data to be staged very quickly.
Crowdsourcing business activities. Mobility can transform how work is carried out. A cloud-enabled crowdsourcing model will compete with the ERP model, which precisely defines how things are done. Mobility fragments everything and may ultimately lead to more creative ways of working.
Brand asset management. A multi-brand company spends huge amounts creating and managing assets (e.g., imagery) that are often not shared across brand lines. By leveraging cloud, the company could create, store and manage its thousands of brand assets/images. It could therefore consistently leverage what it has—and not need to recreate imagery from scratch.
We have seen the following factors hamper cloud adoption:
Reluctance on the part of companies to give up control of data (or have it housed offsite)
A lack of understanding regarding which services or functions can benefit most from a move to the cloud. Additionally, while many CG&S companies appreciate the need to build their digital capabilities, they fail to understand that cloud computing is the platform upon which digital exists.
Resistance to the complexity involved in integrating on-premise systems with cloud (especially when high data volumes are present)
A desire to secure more benefits from the years (and millions) invested in on-premise solutions
The perception of risk associated with transitioning huge data loads to the cloud
A shortage of cloud talent (particularly data scientists)
The inability of existing networks (or processes) to accommodate cloud integration
A lack of willingness of brand “owners” to consolidate data and systems
In emerging markets, a lack of standardized marketing data sets from which to glean insights.
Security (while still an issue, it’s no longer the barrier it once was)
Most of the cloud solutions adopted thus far in the CG&S industry are focused on improving operational efficiencies; only modest solutions have been envisioned to help drive growth and agility. While certainly worthwhile, the solutions implemented to date are delivering incremental improvements. It is time for CG&S companies to think more boldly about how cloud can deliver the step-change transformations that would will create competitive advantage.
The decision to move to the cloud in exciting new ways is not an “all or nothing” decision. The beauty of the cloud is that it allows CPG companies to experiment with new ideas and new ways of working—with reduced risk and upfront investment.
In our opinion, CPG companies have a lot to gain by taking a bold step now.