Multinational corporations need strategies to deliver seamless omnichannel experiences for customers. Key strategies include understanding customers through data-driven techniques, adopting new online channels, piloting new business models like subscriptions, and incubating startups to develop new channels. Recommendations include adopting a portfolio approach to channels, investing in design thinking, and making decisions based on data analysis rather than experience. The document discusses themes like complementarity between channels, failing fast with channels that don't work, personalization, connecting data sources, and partnering through ecosystems.
Omnichannel marketing readiness in India – a Resulticks Research ReportSocial Samosa
This research by Resulticks and conducted by Valuvox presents key insights on challenges faced by Indian marketers in embracing omnichannel marketing to improve their business
Forrester: CPG Consumer Engagement in a Digital Worldaccenture
Accenture commissioned Forrester Consulting to evaluate the opportunity for CPG marketing leaders to market and sell directly to consumers.
For more information view us on www.accenture.com/ConsumerGoods
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
GfM Research Series: Successful Marketing in a Digital WorldChristoph Spengler
How can we control and target our marketing
during the digital transformation based on a firm
foundation for planning and decision-making?
Traditional methods and measurement tools run up
against their limits when trying to create a comprehensive
picture of customer behavior in a multichannel
world. At most they only show a small slice
of reality – and they are unable to capture very much
of new developments. Questions like: “What touchpoints
do customers really use?” and “How important
are these?”, remain unanswered.
Measurable and comparable touchpoint
management helps managers maintain an
overview and take decisions faster.
Omnichannel marketing readiness in India – a Resulticks Research ReportSocial Samosa
This research by Resulticks and conducted by Valuvox presents key insights on challenges faced by Indian marketers in embracing omnichannel marketing to improve their business
Forrester: CPG Consumer Engagement in a Digital Worldaccenture
Accenture commissioned Forrester Consulting to evaluate the opportunity for CPG marketing leaders to market and sell directly to consumers.
For more information view us on www.accenture.com/ConsumerGoods
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
GfM Research Series: Successful Marketing in a Digital WorldChristoph Spengler
How can we control and target our marketing
during the digital transformation based on a firm
foundation for planning and decision-making?
Traditional methods and measurement tools run up
against their limits when trying to create a comprehensive
picture of customer behavior in a multichannel
world. At most they only show a small slice
of reality – and they are unable to capture very much
of new developments. Questions like: “What touchpoints
do customers really use?” and “How important
are these?”, remain unanswered.
Measurable and comparable touchpoint
management helps managers maintain an
overview and take decisions faster.
Successful Marketing in a Digital World - GfM Research SeriesChristoph Spengler
GfM Research Series: Successful Marketing in a Digital World
If they want to offer customers a consistent, brandtypical experience and excellent service in future, successful companies will have to restructure every area of market development: marketing, sales and communication.
Accenture: Commercial analytics insights CPG Companies 27-7-12 Brian Crotty
A fully integrated analytics operating model can help consumer packaged goods (CPG) companies focus commercial analytics resources on high-value processes to grow market share and sustain profit margins.
Market and economic uncertainty is making it difficult for CPG companies to achieve sustainable growth. Value-driven consumers are more demanding than ever before, and retailers are increasingly pushing private labels and looking for ways to control the consumer relationship. Additionally, “big data” has left many marketing and sales organizations with an information overload, yielding little insight into how to win consumer loyalty. This uncertain environment requires CPG companies to make faster, better-informed commercial decisions and take concrete action to improve market performance.
In this point of view, Accenture outlines an approach that can help CPG companies improve their commercial analytics capability to generate significant value.
June 27, 2012
Collaborate with customer. Engage the consumer.Mindtree Ltd.
The industrial revolution of the 18th century brought in automation in manufacturing processes, leading to a spectacular climb in productivity. Over the next two centuries, manufacturing processes advanced at a phenomenal pace that prompted improvement in the speed and efficiency of other processes down the value chain. At the end of the 20th century, exploding competition coupled with IT innovations opened up multiple avenues for consumers to make informed decisions.
Five Ways Media Companies Can Generate Value from AICognizant
With some up-front thinking, tight alignment with business objectives, strong data hygiene and careful project governance, content organizations can move AI from the sideline to the business core and deliver on the lofty expectations set for this still-maturing technology.
All across Asia, Latin America and Africa, sales channels are proliferating and demographics are changing. Could collaboration between brands and retailers transform the fragmented landscape?
In “Brands and Retailers Should Team Up in Emerging Markets,” Strategy& retail experts Nikhil Bhandare, Pali Tripathi, and Aparajita Kapoor say collaboration provides both short and long-term benefits. And they recommend several ways companies can partner, including: data-driven collaboration, co-branded advertisements and the use of real-time POS data.
Insights Throughout the CPG Brand LifecycleNM Incite
NM Incite’s social media research and analytics offer brands insight into real-time, authentic consumer expression that can transform how marketers build strong brands, create passionate and engaged communities and ultimately achieve superior sales outcomes. Learn how NM Incite’s solutions can be layered with other Nielsen assets to produce powerful insights, providing a valuable competitive advantage.
This document brings together a set
of latest data points and publicly
available information relevant for
Telecommunication & Media
Industry. We are very excited to share
this content and believe that readers
will benefit from this periodic
publication immensely
Digital Transformation Company of the FutureRids Vazi
Digital transformation has rewritten the rules of competition across industries. Now, the consumer products sector is in digital’s crosshairs as web-connected digitized products deployed at massive scale become a major competitive force.
Download this white paper to learn about the role your products play as the central pillar of digital transformation.
Digitization affects almost everything in today's organizations, which makes capturing its benefits uniquely complex. However
1. Getting the engine in place to digitize at scale is uniquely complex as digital touches so many parts of an organization requiring unprecedented coordination of
People,
Processes, and
Technologies.
2. A strategy to increase revenue which generates the most value requires
A clear vision and plan for how to capture that value, and
Technologies and tools to digitize interactions with customers.
New capabilities and teams to manage and coordinate the delivery of those journeys across the organization.
3. With the average corporate life span falling for more than half a century(Standard & Poor’s data show it was 61 years in 1958, 25 years in 1980, and just 18 years in 2011) digitization is placing unprecedented pressure on organizations to evolve. That means digitally driven business model is crucial to survival.
Stepping Up to the Challenges of Digital MarketingCognizant
"The advent of digital has dramatically impacted how CMOs run their marketing operations. By identifying and employing the processes, business models and technologies required in today's digitally intensive business environment, companies can strengthen their brand, enrich their relationships with customers, and manage an increasingly complex mix of partners, processes, and technologies.
DEFINING THE FUTURE READY ORGANISATION
Shopping is potentially the area of human behaviour that has been most widely changed by digital technology. Today’s shopper expects their experience to be invisibly shaped around them, at any time, at their fingertips. This report explores how.
Successful Marketing in a Digital World - GfM Research SeriesChristoph Spengler
GfM Research Series: Successful Marketing in a Digital World
If they want to offer customers a consistent, brandtypical experience and excellent service in future, successful companies will have to restructure every area of market development: marketing, sales and communication.
Accenture: Commercial analytics insights CPG Companies 27-7-12 Brian Crotty
A fully integrated analytics operating model can help consumer packaged goods (CPG) companies focus commercial analytics resources on high-value processes to grow market share and sustain profit margins.
Market and economic uncertainty is making it difficult for CPG companies to achieve sustainable growth. Value-driven consumers are more demanding than ever before, and retailers are increasingly pushing private labels and looking for ways to control the consumer relationship. Additionally, “big data” has left many marketing and sales organizations with an information overload, yielding little insight into how to win consumer loyalty. This uncertain environment requires CPG companies to make faster, better-informed commercial decisions and take concrete action to improve market performance.
In this point of view, Accenture outlines an approach that can help CPG companies improve their commercial analytics capability to generate significant value.
June 27, 2012
Collaborate with customer. Engage the consumer.Mindtree Ltd.
The industrial revolution of the 18th century brought in automation in manufacturing processes, leading to a spectacular climb in productivity. Over the next two centuries, manufacturing processes advanced at a phenomenal pace that prompted improvement in the speed and efficiency of other processes down the value chain. At the end of the 20th century, exploding competition coupled with IT innovations opened up multiple avenues for consumers to make informed decisions.
Five Ways Media Companies Can Generate Value from AICognizant
With some up-front thinking, tight alignment with business objectives, strong data hygiene and careful project governance, content organizations can move AI from the sideline to the business core and deliver on the lofty expectations set for this still-maturing technology.
All across Asia, Latin America and Africa, sales channels are proliferating and demographics are changing. Could collaboration between brands and retailers transform the fragmented landscape?
In “Brands and Retailers Should Team Up in Emerging Markets,” Strategy& retail experts Nikhil Bhandare, Pali Tripathi, and Aparajita Kapoor say collaboration provides both short and long-term benefits. And they recommend several ways companies can partner, including: data-driven collaboration, co-branded advertisements and the use of real-time POS data.
Insights Throughout the CPG Brand LifecycleNM Incite
NM Incite’s social media research and analytics offer brands insight into real-time, authentic consumer expression that can transform how marketers build strong brands, create passionate and engaged communities and ultimately achieve superior sales outcomes. Learn how NM Incite’s solutions can be layered with other Nielsen assets to produce powerful insights, providing a valuable competitive advantage.
This document brings together a set
of latest data points and publicly
available information relevant for
Telecommunication & Media
Industry. We are very excited to share
this content and believe that readers
will benefit from this periodic
publication immensely
Digital Transformation Company of the FutureRids Vazi
Digital transformation has rewritten the rules of competition across industries. Now, the consumer products sector is in digital’s crosshairs as web-connected digitized products deployed at massive scale become a major competitive force.
Download this white paper to learn about the role your products play as the central pillar of digital transformation.
Digitization affects almost everything in today's organizations, which makes capturing its benefits uniquely complex. However
1. Getting the engine in place to digitize at scale is uniquely complex as digital touches so many parts of an organization requiring unprecedented coordination of
People,
Processes, and
Technologies.
2. A strategy to increase revenue which generates the most value requires
A clear vision and plan for how to capture that value, and
Technologies and tools to digitize interactions with customers.
New capabilities and teams to manage and coordinate the delivery of those journeys across the organization.
3. With the average corporate life span falling for more than half a century(Standard & Poor’s data show it was 61 years in 1958, 25 years in 1980, and just 18 years in 2011) digitization is placing unprecedented pressure on organizations to evolve. That means digitally driven business model is crucial to survival.
Stepping Up to the Challenges of Digital MarketingCognizant
"The advent of digital has dramatically impacted how CMOs run their marketing operations. By identifying and employing the processes, business models and technologies required in today's digitally intensive business environment, companies can strengthen their brand, enrich their relationships with customers, and manage an increasingly complex mix of partners, processes, and technologies.
DEFINING THE FUTURE READY ORGANISATION
Shopping is potentially the area of human behaviour that has been most widely changed by digital technology. Today’s shopper expects their experience to be invisibly shaped around them, at any time, at their fingertips. This report explores how.
Navigating the multi-channel and marketing technology landscape is an ongoing challenge. This presentation provides a unique perspective for considering the issues and navigating the market.
2019 Predictions: What CMOs Demand From MarTech This YearMapp Digital
The digital transformation movement was supposed to improve the customer experience. But data and technology gaps are still holding CMOs back from fulfilling their tech-enabled brands promises. Heading into 2019, the role of CMO needs to be prepared to answer these questions:
• What data and technology skills does their marketing team lack to deliver the perfect customer experience?
• How should the CMO evolve to accelerate their company’s digital transformation and data-driven initiatives?
• Why do companies need to invest in the right balance of mature marketing technology with emerging tech like AI and conversational interfaces?
This webinar is hosted by Steve Warren, CEO of Mapp, and feature guest speaker, Thomas Husson, VP & Principal Analyst from Forrester Research, Inc.
Electronics social marketing_digital strategyMarcel Baron
Two-thirds of electronics companies either have a
limited strategy, or no strategy at all, for integrating
digital in their businesses – despite the fact that the
number of social network users around the world is
now rapidly approaching the two billion mark.1
To make the most of the digital opportunity,
marketing organisations urgently need to embrace
new approaches, new processes, new skills, new
technologies and agile organisation structures.
Is your business ready to engage?
Inside this Issue
1. Crafting a Digital Strategy: A Primer for Indian Pharma by Manish Bajaj
Steps and mantras for digital transformation of the pharma organization
2. Effective Management begins with Role Clarity by K. Hariram
Role clarity and the importance of coaching for successful frontline management
3. Digital Transformation in Pharma Begins with a Mindset Change by Sandeep Narula
The biggest challenge is not technology adoption but mindset change
4. Who Moved my Visual Aid? by Vivek Hattangadi
A story of how digital technology made the Visual Aid obsolete – inspired by Dr. Spencer Johnson. Download here.
5. AIOCD Market Highlights by Ameesh Masurekar
Market highlights for the month of January 2018
eMarketer Webinar: Marketing Technology—Nine Important Trends for Brands and ...eMarketer
Technologies to create, manage and measure marketing and advertising have become essential tools to reach and engage increasingly connected audiences. Topics in this webinar include: Why marketing technology is becoming a strategic core competency for brands; How marketers are becoming smarter at buying technology; Why the idea of the marketing cloud is so attractive; How marketers are working with IT to deal with data and security issues.
The Age Of New Reality Marketing V5.1 FinalTony Mooney
It\'s been a bug-bear of mine for many years that the average marketing skill set has not moved on very much from the 1960\'s model of 4 \'P\'s (Product, Price, Promotion, Place). Or that marketing is still largely synonomous with advertising - and spam advertising at that. This is a presentation I did to a marketing forum out in Singapore, where I\'ve tried to outline the new capabilities of the marketer of the 21st century. I also postulate the (controversial) perspective that a chunk of this new capability - especially around data and decisioning - might be better out sourced, leaving the internal marketing skills to be concentrated on strategy and proposition. See what you think. [Sorry you won\'t have my spoken narrative just yet but the slides are reasonably self explanatory]
E-commerce for Small and Medium Enterprises (SMEs)Unilog Corp
Small and Medium Enterprises (SMEs) are incubators for the growth of innovation and of employment. They not only play an important role in the United States where they account for 99% of all business establishments, and have generated 9.8 Million jobs between 1993 and 2009, but also contribute a chunk of profit to the global economy. In spite of this, SMEs face umpteen challenges like non-availability of suitable technologies, small production capacities, non-availability of skilled labour at affordable costs, and inability to compete with the marketing muscle of larger organizations.
AMA_Corporate Attitudes and Adoption Trends of Multi-Channel and Omni-Channel...Scott Valentine, MBA, CSPO
Recognizing the need for insights into multi-channel use and OCM adoption,
Platt Retail Institute (PRI), in cooperation with the American Marketing
Association (AMA), and with the generous support of hybris software, decided
to undertake a survey of a portion of the AMA audience in January 2013. In
general, the purpose for conducting this research was:
1. To understand current and future marketing channel usage. As most
firms use various methods to reach their customers, we desire to gain
insights into current and future utilization, budget allocation, and
perceived channel ROI.
2. As organizations are being driven to adopt a more integrated marketing
approach, we desire to learn whether OCM strategies are being
implemented, or if there are plans to implement them within the next
three years. Underlying factors that are driving these plans, as well as
budgets allocated to implement these programs, were also considered.
The study also identifies the most significant business challenges faced
when implementing an OCM strategy, as well as who is primarily
responsible for making the decision to implement an OCM solution.
Introduction:Artificial Intelligence (AI) is revolutionizing modern business strategies, offering growth, innovation, and progress for companies of all sizes. my recent keynote, "Unleashing the Power of AI for Growth," addressed AI's potential and the opportunities it presents for businesses and individuals alike. This LinkedIn article summarizes the crucial insights from the keynote, providing you with an overview of the transformative power of AI.
Understanding AI's First and Second-Order Effects:AI's influence goes beyond automating tasks and enhancing customer experiences. The keynote emphasized the importance of recognizing AI's first-order effects—such as productivity enhancements and cost reductions—and second-order effects, like transforming industries and generating new business models. A comprehensive understanding of AI's impact is essential for unlocking its full potential in business.
Navigating AI's Impact on Jobs and the Workforce:The advent of AI has raised concerns about job displacement and workforce evolution. The keynote explored the positive and negative effects of AI on employment, highlighting the importance of upskilling, reskilling, and creating new opportunities in an AI-driven future.
The AI Revolution: Implications for Startups and Corporates:AI's transformative power affects startups and established organizations alike, altering their operations and innovation processes. The keynote discussed strategies for startups to capitalize on AI's capabilities and seize emerging opportunities. Additionally, it delved into ways large enterprises can drive innovation through AI adoption and collaboration.
Preparing for a Future Driven by AI:Proactive thinking and strategic planning are essential for navigating an AI-powered future. The keynote offered actionable steps for businesses to assess their readiness for AI adoption, build diverse AI teams, collaborate with AI experts, and invest in AI research and development.
Adopting a Strategic Approach to AI:Implementing AI in business is a nuanced process that varies across organizations. The keynote encouraged listeners to adopt a strategic mindset when integrating AI, ensuring alignment with their organization's goals and objectives and a well-planned, successful implementation.
AI's Pivotal Role in Medical Discoveries:One of AI's most promising applications is in the realm of medicine. The keynote highlighted how AI is revolutionizing drug discovery, leading to groundbreaking developments in new treatments and therapies for various illnesses, ultimately enhancing global healthcare.
Conclusion
The "Unleashing the Power of AI for Growth" keynote provided invaluable insights into AI's potential to transform industries, create new opportunities, and drive innovation. Harnessing the power of AI for growth in your business is vital for staying competitive in today's rapidly changing landscape. Watch the full keynote video on https://nchandrakumar.com/ai-for-growth-keynote/
Publishers are grappling with the Digital tsunami. A handful of vendors have risen up to this challenge. This case study details how Pure Storage helps Boston Globe in their Digital journey
1. May 18, 2015 [OMNICHANNEL STRATEGIES 2015]
1 This research note is the sole copyright of Chandrakumar Natarajan|
Key Strategies for Delivering a Seamless
OmniChannel Experience
Published: 18 May 2015
Analyst(s): Chandrakumar Natarajan
Multinational Corporations(MNCs) in an increasingly Omnichannel
driven buying world need to take deliberate actions to embrace, adopt
and innovate Online and Offline Channels enabling Customer Buying
Behavior.
Key Findings
■ Understanding your customers through better Data Driven techniques is key to formulating the right
Omnichannel Strategies. In 2015, marketers have access to precision technologies in the form of Big
Data Lakes, Real time Analytics, Click Through Behavior modelling and Social Media Buying preferences.
■ Ongoing organizational Support to understanding and adopting evolving Online Channels is critical to
maintain competitive advantage. E.g. Pinterest has become a formidable Channel in targeting female
buying categories in fashion and lifestyle.
■ Newer Business models need to be piloted to support such Omnichannel initiatives than just a blind
adoption of technologies and metrics. MNC managers need to reorient channels towards Subscription
business models which are seeing a big uptake in categories like Food and Groceries.
■ Startup incubation or acceleration needs to be significantly adopted as an Innovation approach as it
reduces the time to develop, launch, continue or terminate newer Channels while minimizing upfront
investments and risks.
Recommendations for MNCs
■ Adopt a Portfolio Cluster approach while deciding on Channels to reach to current or potential
customers. This would improve complementarity across Channels leading to a significant impact.
■ Invest in Design thinking to relook at existing processes and systems than just blindly adopt new
channels
■ Reorient Managerial Decisions to Real time, Data Based, Scientific analyses than experience, gut
based by investing in Data Science technologies using Hadoop type platforms.
2. May 18, 2015 [OMNICHANNEL STRATEGIES 2015]
2 This research note is the sole copyright of Chandrakumar Natarajan|
Introduction
With Omnichannels becoming an all-pervasive force in business, MNCs need to implement Strategies
which position them for long term growth and provide flexibility to adopt newer channels for customers to
reach out while making buying decisions.
This research note provides insights into winning strategies, those which have been implemented or are
in the process of getting rolled-out with some initial success.
In particular, we focus on the business models they are using, the organizational and delivery models
they are adopting, and their go-to-market strategies. We analyze the chosen approaches along the
concept of Themes and provide recommendations for MNCs who have a clear mandate to go the
Omnichannel route.
For the purpose of this research, we have grouped the broad diversity of Omnichannels under these main
categories:
■ Social media — Twitter, Facebook, LinkedIn
■ Online – e-commerce and m-commerce modes
■ Multidevice – Apps ecosystem
■ Traditional — Physical Stores, Catalog, Mail Order, Vending machines
■ Legacy – Telephone, Chat
■ Disruptors – Video Buying, Inline Buying(Buy buttons in Search), 3D Printing
Themes - MNCs Adopt New approaches towards an Omnichannel future
Current thinking for Omnichannel revolves around pure adoption of channels as they arise along with key
consumption metrics. However, this is bound to create a Silo-ed approach with lesser meaningful impact
over the long term. ROI tends to become negative with too spread out investments across too many
technologies. The bigger problem is of Sprawl, whereby multiple approaches add to higher levels of
complexity and growing legacy of systems to maintain leading to spiraling costs. Building on the lessons
learnt, we suggest MNCs adopt a fresh thinking along the lines of Themes. Themes allow for better
Visibility and Transparency, management control on spend, flexibility as new channels emerge. MNC
decision makers can adopt one or more of Themes as appropriate to their market needs.
Complementarity
Given the proliferation of channels, MNCs would be well advised to select and adopt channels based on
complementarity of channels in aiding each other towards better business success. This strategy is
especially suitable when there are existing investments into channels and organizations need to leverage
them for better ROI.
3. May 18, 2015 [OMNICHANNEL STRATEGIES 2015]
3 This research note is the sole copyright of Chandrakumar Natarajan|
Research shows that Queueing in Stores results in more shopper dropouts and decreasing customer
perception on quality. With Metrics of less than 5 minutes for stores in UK, Queues tend to be a stubborn
problem in the physical world. Marrying the experience of the physical store and millisecond Response
times in the online world, successful organizations have developed Apps which allow for Shoppers to
arrive at the right times at the right counters, thus minimizing wait times.
Fail Fast
Organizations would do well to adopt the Fail Fast culture of Silicon Valley given the continued rise and
fall (think MySpace) of Channels. MNCs would be well advised to relook at channels across categories
listed above and not necessarily only online channels. Disruption tends to happen across the board –
Chat would well be replaced by Instant Messenger systems like WhatsApp. This is now extending to
Telephony as well with Free Voice calls. Pop-up Stores have become more Ubiquitous as opposed to a
decline in physical store openings.
Personalization – Market of One
Long the holy grail of marketers, Omnichannel initiatives enable organizations to deliver a highly
customized buying experience for their customers. Going a step further, such initiatives can also allow
customers to design and build their own products in the future. 3D Printing and Internet of Things are
technologies which can enable and provide mass customization at global level. Leading manufacturers
like GE are planning for such a future with a 2020 vision of such 3D Manufacturing and plan to bring
down costs as much by 20%.
Connect the Dots
Data based decision making is on the verge of a bigger comeback with Big data technologies. MNCs
would like Data Science capabilities hereto only available to Tech pioneers like Google and Uber. The
first step is to collect data emanating from an organization’s internal systems as well as unstructured data
from sources like Social Media. Thus an organizations presence in such channels becomes too important
to ignore in the job of listening to customers. Add to this upcoming technologies like Machine2Machine
which enable organizations to collect otherwise ignored data. A leading Airplane engine manufacturer
plans to collect data streaming from sensors in its engines to create new sophisticated warranty
programs.
Ecosystems, not partnerships
MNCs need to embrace ecosystems of vendors, partners, even customers and competitors to provide a
seamless experience. They can well learn from Startups who participate in the API economy and
interconnect their core products and systems greatly benefitting their customers. As MNCs invest in a
Software Defined Infrastructure, this greatly enhance their capabilities to connect directly into the Global
Supply and Demand chains, allowing new customers to discover their products and existing customers to
avoid manual processes. Payments is becoming a classic case of organizations allowing for automated,
fast processes and adopting disruptive technologies like Bitcoin.
4. May 18, 2015 [OMNICHANNEL STRATEGIES 2015]
4 This research note is the sole copyright of Chandrakumar Natarajan|
Table 1 presents a non-exhaustive list of the types of participants in Ecosystems globally.
Table 1. Global Players in Evolving Omnichannel Ecosystems
Summary of Other Key Findings
Digital services require different metrics and KPIs As would be evident by now, traditional
financial tools don’t fit well into the Omnichannel Themes listed in this research report. Furthermore, the
goals and KPIs for employees working in such an organization have to be different. For example, the
employees of Telefonica Digital are measured on KPIs such as customer acquisition, customer
engagement with a particular service, customer sentiment on social media relating to a particular service
and so on.
Omnichannel initiatives need support at the highest level of the organization, Bold
measures need time to grow and mature as also the financial wherewithal during times of failure. Senior
management needs to protect such initiatives from time tested processes and circumspect systems. They
also need to educate themselves on evolving business models like Subscription Services before turning
the heat on the rest of the organization.
New Omnichannel services enable MNCs to expand their horizons. MNCs can successfully
export concepts from key markets to their other markets including core markets. Amazon is exporting
concepts like Cash on Delivery which are successful in its India Market to its core US Market. MNCs also
seem to be choosing select markets as Test beds or Pilots over other markets for specific Channels.
Talent Acquistion and Management is vital in Omnichannel Universe Talent makes a big
comeback as a focus area for MNC Boards as Omnichannel Strategies require Talent across a wide
swath of Technologies, Logistics, Finance to implement. Traditional channels of in-house promotions and
Job Boards are a sure fire way to frustrate Gen Y talent and move them to your competition. HR
measures need to radically change to fit into employee aspirations and their ever widening knowledge on
5. May 18, 2015 [OMNICHANNEL STRATEGIES 2015]
5 This research note is the sole copyright of Chandrakumar Natarajan|
societal impact. Gender Stereotyping, Preference to Ivy League backgrounds, insensitivity to work life
balance aspirations are some HR practices which need to be curbed if an MNC aspires to Global Talent
capable of aligning to its own growth. Hackathons provide a pointer to how recruitment practices are fast
changing.
Evidence
The Analyst relied on primary research via discussions with key stakeholders and secondary research
available through Secondary Research Services.
All rights reserved. This publication may not be reproduced or distributed in any form without Chandrakumar’s prior written
permission. Pls contact him on nckumar@hotmail.com. The information contained in this publication has been obtained from
industry reliable sources. The Author disclaims all warranties as to the accuracy,completeness or adequacy of such information and
shall have no liability for errors, omissions or inadequacies in such information. This publication consists of the Author’s opinions
and should not be construed as statements of fact. The opinions expressed herein are subject to change without notice. This
research should not be construed or used as legal advice or service.