We read a lot about new companies who use digital platforms to disrupt an industry and create immense value (and wealth for themselves in the meantime). What can the traditional players in these industries to protect themselves from these "uberisers"?
- Tesco created a mobile app using PowaTag technology to allow customers to pay for meal deals quicker through their smartphones.
- T-Mobile added 14 new music streaming services like Google Play Music and SoundCloud to their Music Freedom program which allows unlimited streaming without using data.
- Facebook introduced Privacy Basics to provide interactive guides answering common questions about privacy settings and controls on Facebook.
CES 2015: 5 Future Implications for Marketers (Performics)Performics
1) The document discusses 5 emerging technology trends from CES 2015: the Internet of Everything, evolution of wearables, semi-unbundled TV, auto tech innovation in safety, and practical uses of virtual reality.
2) Key implications for marketers from these trends include using connected devices to optimize experiences, access new data sources for advertising and personalization, and create immersive brand experiences through technologies like virtual reality.
3) Virtual reality in particular showed potential for practical applications like Lowe's using an Oculus Rift headset to let customers design and preview remodeled rooms in virtual reality.
Disrupting the Car Industry and Driver Experience with APIs - API Days San Fr...Fabernovel
Announcing API Days San Francisco 2014, focused on APIs for Connected Cars and Driver Experience.
This edition will focus on how APIs are disrupting the Car Industry and the Driver Experience, paving the way towards the connected car of the future.
According to Mark O'Neill, VP Innovation at Axway, "Soon we will see apis as being just as fundamental to cars as fuel or tires".
Come join us at API Days San Francisco 2014, from June 13th to June 15th at PARISOMA (169 11th Street).
More info: http://sf.apidays.io
This lecture describes the Platform model or Two-sided Markets. Platforms serve multiple customer groups and benefit from network effects that take place with and between those groups. Businesses based on Platforms are able to adopt innovative pricing structures in which one side subsidizes another. When the marginal costs are near zero it can be practical to drop the subsidized price all the way to zero.
Mobile Applications in East Africa by Moses KemibaroMoses Kemibaro
The document summarizes the state of mobile applications in East Africa. It notes that over 550 million people in Africa now own mobile phones, with East Africa having over 50 million subscribers. It outlines how mobile applications are being used for services like banking, entertainment, education and more. It also discusses the growing developer community in East Africa and initiatives to support the mobile app sector. The document concludes that while the mobile app industry is still emerging in East Africa, services like M-Pesa demonstrate there is huge potential if applications meet local needs and contexts.
The document discusses various business models for online companies, including brokerage, advertising, infomediary, merchant, manufacture, freemium, community, subscription, and utility models. It provides examples for each model like eBay and PayPal for brokerage, Google AdWords and Yahoo for advertising, Nielsen and NetRatings as infomediaries, Amazon and Apple for merchant, Dell and Sony Vaio for manufacture, Zynga and Crippleware for freemium, GeoCities and Wikipedia for community, The Economic Times and Scribd for subscription, and describes the utility model as paying for usage.
Talk at LBi "What's next in UX design",February 2012
In the past designers made products useful, usable and delightful. If we adhered to these principles we believed products would sell. The business factors were mostly external to the product. Now the business model is an integral requirement that shapes digital design.
The consumer electronic products we used to own were the embodiment of access to entertainment, personal media and communication. The past decade witnessed the demise of products we own to the explosion of services, enabled by the internet, we use. Value perceptions are shifting from ownership towards seamless accessibility and habitual choice. Technology convergence affords ever new interactions between context, content and social relationships and consequently value perceptions are in perpetual flux. We've become aware, in retrospect, that business models driven by the internet and reacting to this flux seem to follow evolutionary tendencies.
- A look at a brief history of business models on the internet affected by evolutionary forces.
- Is it all about the survival of the fittest? And are there successful niche opportunities?
- Although evolution is inherently non-deterministic it doesn't harm to ask the question: what lies ahead and where are we going? Can products and services be designed to become more adaptive to evolutionary requirements?
- Tesco created a mobile app using PowaTag technology to allow customers to pay for meal deals quicker through their smartphones.
- T-Mobile added 14 new music streaming services like Google Play Music and SoundCloud to their Music Freedom program which allows unlimited streaming without using data.
- Facebook introduced Privacy Basics to provide interactive guides answering common questions about privacy settings and controls on Facebook.
CES 2015: 5 Future Implications for Marketers (Performics)Performics
1) The document discusses 5 emerging technology trends from CES 2015: the Internet of Everything, evolution of wearables, semi-unbundled TV, auto tech innovation in safety, and practical uses of virtual reality.
2) Key implications for marketers from these trends include using connected devices to optimize experiences, access new data sources for advertising and personalization, and create immersive brand experiences through technologies like virtual reality.
3) Virtual reality in particular showed potential for practical applications like Lowe's using an Oculus Rift headset to let customers design and preview remodeled rooms in virtual reality.
Disrupting the Car Industry and Driver Experience with APIs - API Days San Fr...Fabernovel
Announcing API Days San Francisco 2014, focused on APIs for Connected Cars and Driver Experience.
This edition will focus on how APIs are disrupting the Car Industry and the Driver Experience, paving the way towards the connected car of the future.
According to Mark O'Neill, VP Innovation at Axway, "Soon we will see apis as being just as fundamental to cars as fuel or tires".
Come join us at API Days San Francisco 2014, from June 13th to June 15th at PARISOMA (169 11th Street).
More info: http://sf.apidays.io
This lecture describes the Platform model or Two-sided Markets. Platforms serve multiple customer groups and benefit from network effects that take place with and between those groups. Businesses based on Platforms are able to adopt innovative pricing structures in which one side subsidizes another. When the marginal costs are near zero it can be practical to drop the subsidized price all the way to zero.
Mobile Applications in East Africa by Moses KemibaroMoses Kemibaro
The document summarizes the state of mobile applications in East Africa. It notes that over 550 million people in Africa now own mobile phones, with East Africa having over 50 million subscribers. It outlines how mobile applications are being used for services like banking, entertainment, education and more. It also discusses the growing developer community in East Africa and initiatives to support the mobile app sector. The document concludes that while the mobile app industry is still emerging in East Africa, services like M-Pesa demonstrate there is huge potential if applications meet local needs and contexts.
The document discusses various business models for online companies, including brokerage, advertising, infomediary, merchant, manufacture, freemium, community, subscription, and utility models. It provides examples for each model like eBay and PayPal for brokerage, Google AdWords and Yahoo for advertising, Nielsen and NetRatings as infomediaries, Amazon and Apple for merchant, Dell and Sony Vaio for manufacture, Zynga and Crippleware for freemium, GeoCities and Wikipedia for community, The Economic Times and Scribd for subscription, and describes the utility model as paying for usage.
Talk at LBi "What's next in UX design",February 2012
In the past designers made products useful, usable and delightful. If we adhered to these principles we believed products would sell. The business factors were mostly external to the product. Now the business model is an integral requirement that shapes digital design.
The consumer electronic products we used to own were the embodiment of access to entertainment, personal media and communication. The past decade witnessed the demise of products we own to the explosion of services, enabled by the internet, we use. Value perceptions are shifting from ownership towards seamless accessibility and habitual choice. Technology convergence affords ever new interactions between context, content and social relationships and consequently value perceptions are in perpetual flux. We've become aware, in retrospect, that business models driven by the internet and reacting to this flux seem to follow evolutionary tendencies.
- A look at a brief history of business models on the internet affected by evolutionary forces.
- Is it all about the survival of the fittest? And are there successful niche opportunities?
- Although evolution is inherently non-deterministic it doesn't harm to ask the question: what lies ahead and where are we going? Can products and services be designed to become more adaptive to evolutionary requirements?
The document discusses several technology trends for 2015, including big data, connectivity, wearables, cloud computing, mobile payments, and augmented reality. It focuses on two trends in particular:
Connectivity and wearables are projected to continue growing significantly in 2015. Over 79 million wearable devices are expected to be purchased worldwide. Companies are finding practical applications for wearables in fields like healthcare.
Fast-laneing, dead time, and mobile payments are also areas that will see increased adoption in 2015. Examples mentioned include apps that let customers customize food orders before reaching the counter at restaurants and games that let airline passengers upgrade their seats. Mobile payments are forecasted to increase over 50% in the UK.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
One Year of Mobile Marketing operations - CarrefourWilliam Belle
Carrefour is the largest retailer in France. It launched a mobile marketing campaign featuring a virtual store displayed in subway stations that allows customers to scan QR codes of products and have them delivered or pick them up at a store. The multi-channel campaign utilized various advertising methods including TV, print, digital, and partnerships with the transit authority. Effectiveness would be measured through surveys, app downloads and usage, and impact on overall sales. Risks included connectivity issues and concerns over mobile payment security. Recommendations included improving integration across Carrefour apps and addressing trust in mobile payments.
OOH media is known to be ubiquitous, accountable and bold, however the medium continues to evolve further as we see convergence across all media. This means we need to redefine what we mean by OOH and use new language to reflect the capabilities and effect of OOH.
With "Why OOH?" Martin Porter, VP Director, Marketing and Integrated Planning explains how OOH fits into the larger convergent ecosystem and why it is important that the medium be included in the media mix to help reach the constantly connected audience.
Start-ups: DSP-Partner's Highlights from Dublin Websummit 2015DSP-Partners
An Overview about the most interesting and innovative Start-ups from Ireland's Dublin Websummit 2015
A subjective Collection of Companies across
– Advertising, Publishing, Jobs, Social, Education
– Apps, Tools, SaaS, Software
– Communication
– Devices, Drones, Energy, iOT, Smart Home
– eCommerce & Payment
– FinTech
– Travel, Mobility
The “uberization” phenomenon and its application to Airbnb and the hotel indu...Maxence Poulpiquet
This document provides an analysis of the "Uberization" trend and its impact on the hotel industry through the specific case of Airbnb. It begins with defining Uberization as introducing a cheap and efficient alternative that modifies markets. It then examines Airbnb's history and business model, noting it offers more rooms than major hotel chains despite launching in 2008. While Airbnb provides a lower-cost option that appeals to cost-conscious leisure travelers, it also poses threats to the hotel industry and existing regulations. The document discusses problems both companies face in co-existing and proposes potential regulatory and strategic solutions to address these issues.
1. The RIM executive meeting discussed the need to shift their focus to the consumer market and data services as smartphone users are increasingly using data and applications.
2. They proposed developing a new handset designed for consumer needs and data usage rather than mimicking competitors.
3. The team also suggested partnering with carriers to provide an efficient data service for consumers and launching an advertising campaign to change perceptions of RIM as an enterprise-focused company.
This document discusses mobility and mobile applications. It begins with defining mobility and its focus on context and embeddedness. It then discusses the large and growing market scope for mobile devices and applications. Examples are given of large mobile application stores and the size of the app economy in terms of jobs and revenue. Common mobile phone functions and usage are shown, as well as differences in mobile shopping behaviors between smartphone and tablet users. Several mobile application examples are described, including for social customer relationship management, location-based promotions, business analytics, peer-to-peer marketplace, and payment processing. Issues around organizational integration, technical implications, and development environments for mobile applications are covered. The document concludes with discussions of metrics, funnel analysis, social stickiness
Mobile World Congress 2014 - Key TakeawaysHavas Media
This year at the MWC, manufacturers, telcos and content providers all seemed to share a common goal: to bring technology and Internet access to every corner in the world. Beyond the bigger and better screens, faster processors, and integration of new functionalities in mobile devices, there was a notable shift in focus from high-end devices to less expensive and more accessible technology.
This document contains the five key areas of focus for 2014 in the mobile industry.
[ See live footage from Mobile World Congress at http://www.youtube.com/watch?v=_dyLKbZxMNo ]
Location-based Marketing (LBM) - Global Media Trends Havas Media
Creating Meaningful Connections through Location Based Marketing. How can we reach consumers at the right time and place with the right message and experiences? We know today’s average consumer is constantly changing location, device, and changing the media type with which they interact. To be relevant to these consumers, we need to keep up with them, adapting and changing marketing content to their realities and environments. The presentation provides an overview of the technology, media and strategy fueling the opportunities of location-based marketing for global and regional brands.
Location-based marketing video: http://youtu.be/-Nv1d9Lylzg
Havas Global Media trends series also includes other reports on slideshare such as: Progressive Screens (multi-screens), Social Shopping and Life Tracking.
http://www.theventurecatalyst.co.uk for a mobile marketing strategy 2013 and other help guidance and support for generating leads, signups, downloads, sales and referrals.
The document discusses disruptive businesses and how they differ from sustaining innovations. Disruptive businesses create new markets and value networks that disrupt existing ones by lowering prices and expanding access. Examples provided include Uber and Airbnb, which created new transportation and accommodation options using smartphone apps, and Amazon, which increased access to products online. WhatsApp also increased access to mobile messaging by lowering costs. Xiaomi disrupted the smartphone market by selling inexpensive phones online directly to consumers.
Essentials of a platform business modelValueCoders
A platform business model connects buyers and suppliers who can then transact with ease. This model is being seen as the latest trend in businesses of today.
The document discusses business ecosystems and value network mapping. It provides an example of mapping Apple's business ecosystem, showing the core value proposition and how various stakeholders in complementary offerings, supply and enabling networks, and other stakeholders contribute to and benefit from the ecosystem through different value flows including goods, services, money, information, and intangible value. The mapping is used to illustrate how value network analysis can provide a dynamic view of how financial and non-financial assets are converted into value within a business ecosystem.
This document thanks various individuals and organizations involved in the AUBG HackBlagoevgrad event. It provides a short personal introduction from the author, who has 25 years of experience in ICT and is responsible for the eHub e-commerce cloud platform. The author discusses innovations over the past 50 years that required integration, such as remote controls, microwaves, digital music storage, and smartphones. The document promotes eHub as an integration platform that can help connect e-commerce sites and retailers through tools like augmented reality.
O Futuro da Internet, Bandara Udana / Cientista Chefe da Rakuten JapãoRakuten Brasil
1) O2O commerce aims to provide a seamless shopping experience that bridges the gap between online and offline commerce through mobility, personalization, and integration of digital and physical shopping channels.
2) Key driving forces of O2O include mobility, sensing technologies, electronic payment methods, and novel business models that combine online and offline elements.
3) Case studies of companies like Apple, Rakuten, Landmark and Ubira demonstrate how O2O can be implemented through features like in-store pickup, proximity-based promotions, and mobile apps that connect online and brick-and-mortar shopping.
What’s in this presentation:
Different methods of getting your web site ready for consumption on tablets and smartphones
Pros and cons of each
Development cost
New markets served (Mobile Web, App Store, etc.)
Best for / caveats
etc.
Havas Media Global Trends: Location-based marketing Havas Media
In the past few years, there has been significant worldwide growth in the number of people using location-based services and corresponding marketer investment in geo targeted advertising and media. We expect this trend to increase exponentially as the ability to deliver on the promise of highly relevant, real-time personal connections between brands, people and communities becomes further realized. In this POV, we explore the technology, media and strategy fueling the opportunities of location-based marketing.
Location-based marketing video: http://youtu.be/-Nv1d9Lylzg
Open Data … Open Wallonia. The road toOpen Government in Wallonia. Présentation de l'AWT à l'occasion du Séminaire "données publiques" à l'Université de Namur (7 mai 2014)
UNLOCK YOUR DIGITAL VALUE POTENTIAL - BOOZ DIGITAL AMSTERDAM 2013Femke-Anna van Zanten
Most players see digital as incremental instead of transformative. Digital is not just an add-on, and as such, incremental steps will not be enough. Re-imagining in a broader context is key. Learn here how to Re-imagine your business, and create Digital Value: new insights, frameworks and case examples.
The document discusses several technology trends for 2015, including big data, connectivity, wearables, cloud computing, mobile payments, and augmented reality. It focuses on two trends in particular:
Connectivity and wearables are projected to continue growing significantly in 2015. Over 79 million wearable devices are expected to be purchased worldwide. Companies are finding practical applications for wearables in fields like healthcare.
Fast-laneing, dead time, and mobile payments are also areas that will see increased adoption in 2015. Examples mentioned include apps that let customers customize food orders before reaching the counter at restaurants and games that let airline passengers upgrade their seats. Mobile payments are forecasted to increase over 50% in the UK.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
One Year of Mobile Marketing operations - CarrefourWilliam Belle
Carrefour is the largest retailer in France. It launched a mobile marketing campaign featuring a virtual store displayed in subway stations that allows customers to scan QR codes of products and have them delivered or pick them up at a store. The multi-channel campaign utilized various advertising methods including TV, print, digital, and partnerships with the transit authority. Effectiveness would be measured through surveys, app downloads and usage, and impact on overall sales. Risks included connectivity issues and concerns over mobile payment security. Recommendations included improving integration across Carrefour apps and addressing trust in mobile payments.
OOH media is known to be ubiquitous, accountable and bold, however the medium continues to evolve further as we see convergence across all media. This means we need to redefine what we mean by OOH and use new language to reflect the capabilities and effect of OOH.
With "Why OOH?" Martin Porter, VP Director, Marketing and Integrated Planning explains how OOH fits into the larger convergent ecosystem and why it is important that the medium be included in the media mix to help reach the constantly connected audience.
Start-ups: DSP-Partner's Highlights from Dublin Websummit 2015DSP-Partners
An Overview about the most interesting and innovative Start-ups from Ireland's Dublin Websummit 2015
A subjective Collection of Companies across
– Advertising, Publishing, Jobs, Social, Education
– Apps, Tools, SaaS, Software
– Communication
– Devices, Drones, Energy, iOT, Smart Home
– eCommerce & Payment
– FinTech
– Travel, Mobility
The “uberization” phenomenon and its application to Airbnb and the hotel indu...Maxence Poulpiquet
This document provides an analysis of the "Uberization" trend and its impact on the hotel industry through the specific case of Airbnb. It begins with defining Uberization as introducing a cheap and efficient alternative that modifies markets. It then examines Airbnb's history and business model, noting it offers more rooms than major hotel chains despite launching in 2008. While Airbnb provides a lower-cost option that appeals to cost-conscious leisure travelers, it also poses threats to the hotel industry and existing regulations. The document discusses problems both companies face in co-existing and proposes potential regulatory and strategic solutions to address these issues.
1. The RIM executive meeting discussed the need to shift their focus to the consumer market and data services as smartphone users are increasingly using data and applications.
2. They proposed developing a new handset designed for consumer needs and data usage rather than mimicking competitors.
3. The team also suggested partnering with carriers to provide an efficient data service for consumers and launching an advertising campaign to change perceptions of RIM as an enterprise-focused company.
This document discusses mobility and mobile applications. It begins with defining mobility and its focus on context and embeddedness. It then discusses the large and growing market scope for mobile devices and applications. Examples are given of large mobile application stores and the size of the app economy in terms of jobs and revenue. Common mobile phone functions and usage are shown, as well as differences in mobile shopping behaviors between smartphone and tablet users. Several mobile application examples are described, including for social customer relationship management, location-based promotions, business analytics, peer-to-peer marketplace, and payment processing. Issues around organizational integration, technical implications, and development environments for mobile applications are covered. The document concludes with discussions of metrics, funnel analysis, social stickiness
Mobile World Congress 2014 - Key TakeawaysHavas Media
This year at the MWC, manufacturers, telcos and content providers all seemed to share a common goal: to bring technology and Internet access to every corner in the world. Beyond the bigger and better screens, faster processors, and integration of new functionalities in mobile devices, there was a notable shift in focus from high-end devices to less expensive and more accessible technology.
This document contains the five key areas of focus for 2014 in the mobile industry.
[ See live footage from Mobile World Congress at http://www.youtube.com/watch?v=_dyLKbZxMNo ]
Location-based Marketing (LBM) - Global Media Trends Havas Media
Creating Meaningful Connections through Location Based Marketing. How can we reach consumers at the right time and place with the right message and experiences? We know today’s average consumer is constantly changing location, device, and changing the media type with which they interact. To be relevant to these consumers, we need to keep up with them, adapting and changing marketing content to their realities and environments. The presentation provides an overview of the technology, media and strategy fueling the opportunities of location-based marketing for global and regional brands.
Location-based marketing video: http://youtu.be/-Nv1d9Lylzg
Havas Global Media trends series also includes other reports on slideshare such as: Progressive Screens (multi-screens), Social Shopping and Life Tracking.
http://www.theventurecatalyst.co.uk for a mobile marketing strategy 2013 and other help guidance and support for generating leads, signups, downloads, sales and referrals.
The document discusses disruptive businesses and how they differ from sustaining innovations. Disruptive businesses create new markets and value networks that disrupt existing ones by lowering prices and expanding access. Examples provided include Uber and Airbnb, which created new transportation and accommodation options using smartphone apps, and Amazon, which increased access to products online. WhatsApp also increased access to mobile messaging by lowering costs. Xiaomi disrupted the smartphone market by selling inexpensive phones online directly to consumers.
Essentials of a platform business modelValueCoders
A platform business model connects buyers and suppliers who can then transact with ease. This model is being seen as the latest trend in businesses of today.
The document discusses business ecosystems and value network mapping. It provides an example of mapping Apple's business ecosystem, showing the core value proposition and how various stakeholders in complementary offerings, supply and enabling networks, and other stakeholders contribute to and benefit from the ecosystem through different value flows including goods, services, money, information, and intangible value. The mapping is used to illustrate how value network analysis can provide a dynamic view of how financial and non-financial assets are converted into value within a business ecosystem.
This document thanks various individuals and organizations involved in the AUBG HackBlagoevgrad event. It provides a short personal introduction from the author, who has 25 years of experience in ICT and is responsible for the eHub e-commerce cloud platform. The author discusses innovations over the past 50 years that required integration, such as remote controls, microwaves, digital music storage, and smartphones. The document promotes eHub as an integration platform that can help connect e-commerce sites and retailers through tools like augmented reality.
O Futuro da Internet, Bandara Udana / Cientista Chefe da Rakuten JapãoRakuten Brasil
1) O2O commerce aims to provide a seamless shopping experience that bridges the gap between online and offline commerce through mobility, personalization, and integration of digital and physical shopping channels.
2) Key driving forces of O2O include mobility, sensing technologies, electronic payment methods, and novel business models that combine online and offline elements.
3) Case studies of companies like Apple, Rakuten, Landmark and Ubira demonstrate how O2O can be implemented through features like in-store pickup, proximity-based promotions, and mobile apps that connect online and brick-and-mortar shopping.
What’s in this presentation:
Different methods of getting your web site ready for consumption on tablets and smartphones
Pros and cons of each
Development cost
New markets served (Mobile Web, App Store, etc.)
Best for / caveats
etc.
Havas Media Global Trends: Location-based marketing Havas Media
In the past few years, there has been significant worldwide growth in the number of people using location-based services and corresponding marketer investment in geo targeted advertising and media. We expect this trend to increase exponentially as the ability to deliver on the promise of highly relevant, real-time personal connections between brands, people and communities becomes further realized. In this POV, we explore the technology, media and strategy fueling the opportunities of location-based marketing.
Location-based marketing video: http://youtu.be/-Nv1d9Lylzg
Open Data … Open Wallonia. The road toOpen Government in Wallonia. Présentation de l'AWT à l'occasion du Séminaire "données publiques" à l'Université de Namur (7 mai 2014)
UNLOCK YOUR DIGITAL VALUE POTENTIAL - BOOZ DIGITAL AMSTERDAM 2013Femke-Anna van Zanten
Most players see digital as incremental instead of transformative. Digital is not just an add-on, and as such, incremental steps will not be enough. Re-imagining in a broader context is key. Learn here how to Re-imagine your business, and create Digital Value: new insights, frameworks and case examples.
This document summarizes key trends in digital strategy and platforms according to a 2010 report. It discusses the importance of user experience and online storytelling. It notes that banner ads are less effective now. Emerging trends include cloud computing, mobile computing, and information consumption on multiple platforms. Content is increasingly shared by consumers. The principles of gaming are changing conversations. Technologies like augmented reality are merging online and offline experiences. The report also notes that 40% of opportunities will shift to mobile and that social media, measurement, and transparency are critical to digital strategy evolution. Producer, advertiser and audience roles are also evolving.
This document summarizes key topics from a 2010 digital marketing outlook report, including:
- Trends in user experience, online storytelling, and the decline of banner ads.
- Emerging platforms like mobile, cloud computing, and new forms of digital content consumption.
- The evolution of digital strategies, including the shift to mobile, importance of social media measurement, and changing roles of producers, advertisers and audiences.
- How brands can integrate into customers' lives through digital platforms and new forms of interaction like augmented reality.
The global economy is consolidating around a few large digital platforms that control competitive bottlenecks and access to users. Known as "hub firms", companies like Google and Facebook have transformed industries by plugging adjacent sectors into their existing networks. To remain competitive, traditional companies must identify defendable areas and become hubs themselves, ensuring multi-homing and supporting alternative hubs through collective action. Responsible network leadership will also be important to balance value creation across the digital ecosystem.
Priming Your Enterprise for Digital TransformationWSO2
The role of digital technology is rapidly shifting, from being a driver of marginal efficiency to an enabler of fundamental innovation and disruption, according to a white paper on digital enterprises by the World Economic Forum. The digital economy has changed the world of business, levelling the playground for newer entrants to compete head on with larger traditional enterprises.
In order to be competitive in today’s digital economy, organizations need to take steps to become digitally mature. This can be done both through internal and external digital innovations and transformations including
Transforming existing legacy systems via an integration layer
Building a macro or micro-services layer coupled with leaner devops for faster time-to-market
Enabling API driven stakeholder-inclusive businesses
Identifying new business insights via analytics
Living in a Connected, Collaborative but “Dis-integrated” Society - Simone Ci...Simone Cicero
How is digital transformation impacting the potential of collaborative businesses? What does it really mean "collaborative economy"? This is just an expression of the transition towards a post industrial society!
This presentation was given as an opening of the first OuiShare Forum - OuiShare semestrial event for the corporates that want to understand how to transform to cope with the collaborative transformation and become players of change.
1. The document discusses how companies can mobilize their enterprise and move from outdated 1990s infrastructure to a more cloud-centric and consumer-friendly mobile environment.
2. It provides examples of how Symbio, a technology services company, has helped other companies like Airbiquity, RF Swedish Sports, and Orbit GMT develop mobile solutions to enhance their businesses and operations.
3. Symbio serves as an outsourced development center for these companies, helping them build cloud-based backends, mobile apps, and video streaming capabilities to enable remote access and monitoring.
This document provides an overview of e-marketing, including its past, present, and future. In the past (Web 1.0), organizations created content that users consumed. Today (Web 2.0), users are also content producers through social media and user-generated content. The future (Web 3.0) may include artificial intelligence and seamless social networking. E-marketing strategies have shifted power from sellers to buyers and require engaging users through content marketing, social media, and other inbound tactics. The internet provides opportunities for global reach, personalization, and measurable results but also challenges like media fragmentation.
This document provides an overview of e-marketing, including its past, present, and future. In the past (Web 1.0), the internet was used to create and distribute content to consumers. Today (Web 2.0), the power has shifted to consumers, who produce and share content via social media. The future (Web 3.0) may include artificial intelligence and seamless social networking. The document also discusses e-marketing strategies, models, metrics and provides examples to illustrate concepts like balanced scorecards. It outlines the e-marketing planning process and types of plans like napkin plans and venture capital plans.
This document discusses how enterprise technologies can improve apprenticeship through mobility. It provides examples of mobile apps and case studies that leverage context, networks, and mobility to create value. Metrics for measuring the impact of mobile technologies on organizations are proposed, including use patterns, funnels, and social graphs to analyze customer behavior and business opportunities.
This document discusses several topics related to digital customer experience, including mobile design, the Internet of Things, virtual and augmented reality, online retail, and evaluating service quality. It describes various mobile design approaches like responsive design and adaptive design. It also discusses how the Internet of Things can be used for marketing through connected products. Virtual and augmented reality are compared, and content design techniques like content mapping and audits are outlined. Online retail merchandising strategies like faceted navigation and bundling are also summarized. Finally, frameworks for evaluating service quality and its impact on customer loyalty are presented.
The document discusses conversational commerce, which involves users interacting with businesses through messaging apps using AI. It notes that the fourth industrial revolution is characterized by a fusion of technologies blurring physical, digital and biological spheres. Conversational commerce uses messaging platforms and bots to make interactions meaningful. Popular platforms discussed include Facebook Messenger, WeChat, and others. The document outlines how major companies are using these conversational platforms and bots to enable shopping and customer service.
The document discusses the digital revolution that is transforming commerce. Key points include:
- Shopping has shifted from local merchants to global chains to the current digital revolution in e-commerce.
- Digital technologies are ubiquitous and changing how people shop through online and mobile channels. Commerce is happening across many touchpoints.
- Mobile devices like smartphones are driving major changes, with m-commerce expected to grow 500% by 2016. Stores are transforming into digital showrooms.
- The future of commerce is mobile-driven and personalized for individual consumers, who are also social beings influencing each other. The ecosystem of related technologies and services creates the shopping experience.
- Building loyalty requires deep understanding of customers gained through analytics
The Coming Fourth Digital Revolution In The Travel EcosystemRafat Ali
The smart mobility actors will continue to mesh territories and deploy their technology and services in each major cities of the world, before connecting them through a unified offer. That's the revolution happening right in front of our eyes right now.
This document discusses the importance and impact of mobility and mobile applications. It covers several topics:
- Mobility is different than mobile as it refers to the context in which mobile devices are used rather than just the devices themselves.
- Mobile applications and ecosystems are driving major changes in businesses, industries and skills needed. They are also generating billions in revenue.
- Mobility is shifting how organizations think about processes, control, productivity and defining business value. The focus is more on context, interactions and relationships rather than just products and features.
- Metrics like usage patterns, social graphs and behavior can provide insights into how mobile applications are influencing users and how businesses can improve. Case studies on applications like Giffgaff and
Rethinking publishing in the content marketing eraMatthew Buckland
The internet has instigated a dramatic fall in the economics of media. Competition for both revenue & reader attention. Media & advertisers need to figure out a new paradigm: platforms, ad formats, content types, distribution & business models
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2. Uberisation
Platforms such as Uber, Booking, Airbnb, Apple and Google have
upset entire economic sectors.
The elements of uberisation:
• The transformation of usage
• The « Wow » Effect
• Disruptive innovation
• Rethinking the technical and economic fondamentals of a sector
At the head of this battle, digital platforms, firmly place the client in
the center.
3. What are the issues companies face?
Passive consumer >>> active client >>> producer
Product , Service, Experience
• Rolls Royce moved from selling aircraft motors to
selling available flying hours
• From service to “client experience“ (smartphone,
Google,…)
• The consumer’s role changes: he is now connected,
better informed, active, changes easily between the
role of consumer and producer, and expects to be
listened to.
• The economy of sharing 2.0 (BlablaCar, Uber,
AirBnB)
Ource image:https://datafloq.com/read/rolls-
royce-shifts-higher-gear-big-data/514
4. New values ?
• Sleep in the bedroom of a stranger?
• Share a car with someone you don’t know?
• Borrow money from private individuals?
• Share, exchange, make bargains.
New behavior for a new economy:
22 % of French people have already tested a service in the sharing
economy and 30% think they will try it within the next 12 months. 13%
are ready to propose their services.
Source: OpinionWay « EcoScope – Baromètre OpinionWay pour Axys Consultants – Le Figaro –
BFM Business » sur l’adoption de l’économie du partage
5. The Wow Effect
• The Wow Effect: The surprise of
discovering a service or product which
saves time or money or offers an
extraordinary simplicity of use.
• The Wow Effect is key to acquiring new
clients and developing their loyalty to
the platform.
• The repetition of this positive
experience transforms the client into an
ambassador.
• The Wow Effect pushes the exponential
growth of this kind of platform.
Source image : www.usine-digitale.fr
6. Disruptive Innovation
• Disruptive innovation– or “technological rupture“ – is a new technology
which is radically different from those existing and which ends up replacing
the the older technology. A disruptive innovation is not limited to digital
technologies; nylon disrupted silk stockings, Gutenberg disrupted
monestary copyists.
• The dilema for established companies is how to allocate resources and
manage their financial priorities.
• The management of investments in R & D tends to target established
markets and those market segments which are the most profitable.
• Although companies avoid markets which are too small or market sectors
which they do not know, these are the markets which are targeted by
disruptive innovation. Ex: Amazon, Uber, Netflix
• The references on the subject: Clayton Christensen
8. The Network Effect
• The reason for the remarkable speed
which with markets are penetrated:
• Uber has become a dominant actor in the
market of taxis in three years;
• Instagram, in only six months in the
crowded market of photo-sharing sites,
gained 400 milliion users and 75% market
share.
• The Network Effect and its hyper-growth
create value for all the participants of
the platform (producers and
consumers).
Mettre un schema
Source: PARKER, Geoffrey G., VAN ALSTYNE,
Marshall W., CHOUDARY, Sangeet Paul “The
platform revolution” Norton & Company, 2016
9. The client in the center
• Reviews from other users help users make their choice and
also reassure those who give their opinion that the platform
cares about them. A new form of customer service.
• Clients’ reviews allow suppliers to know what the user thinks about
them and helps them improve their service
• In the information era, the consumer is connected, informed and
active.
• Companies and brands must
• listen to the client when he expresses himself on social
networks,
• understand him, accompany him, and capture new trends
Source
www.marketing-professionnel.fr
10. Creating value via a digital platform
Often the company who manages the platform does not manufacture
the products nor furnish the services exchanged on his platform. His
value consists of:
• the breadth and depth of his catalog,
• quality control (curation),
• clients’ reviews and critiques,
• the exclusion of bad suppliers… and also bad clients.
12. Key technologies for uberisation
• A mobile application requires geolocalisation capabilities, as the main
support to numberous interactions.
• The cloud allows web and mobile platforms rapid growth, globally, at
a lower price.
• Application Programming Interfaces (APIs) are used to connect and
build a network of partners.
• Big data and artificial intelligence allow the platform to make relevant
propositions to consumers.
• The internet of objects helps to build new
value-added services.
Source IBM
13. The
importance of
the business
model….
Les géants numériques vs l'économie traditionnelle
Capitalisation Economie Capitalisation
Economie nouvelle Région (milliards), 2016 Secteur traditionnelle Région2 (milliards), 20162
Apple USA $583 éléctronique Sony JPN $45
Google USA $516
Facebook USA $340 publicité Publicis USA $13
Baidu CHN $281
Microsoft USA $439 logiciel Oracle USA $170
Salesforce USA $50
Amazon USA $281
Alibaba CHN $192 commerce Walmart USA $221
Priceline USA $65
eBay USA $27
Yahoo! USA $36 actualités News Corp USA $7.6
Uber USA $40 taxi Medallion Corp USA $220m
Taxi G7 France
LinkedIn USA $15 recruitement Manpower USA $6
Netflix USA $45 média Vivendi France $24
14. Business model and two-sided business platforms
A meeting place where some economic actors come to consume a
service or product and other actors come to propose their services.
Often, the latter group subsidizes the platform.
Exemples of two-sided business platforms:
• In a newspaper or TV service, the readers / viewers come looking for news and distraction.
Advertisers pay for the opportunity to expose the readers/viewers to their brand, product or
service.
• Google’s search engine: searches are free for users, but here, too, advertising subsidzes the
service. Google had over $50 billion in revenues in 2015.
• Apple goes even further: everybody pays. The user pays to have a terminal (iPhone, iPad,
Mac, iPod) and pays to see content (Apps, music, books). Suppliers of content pay an average
commission of 30% to Apple (in its role as marketplace).
15. Uberisation of the future
• Above and beyond digital applications and mobile apps, platforms
will be built around 3D printers (additive manufacturing)
• With 3D printers, the manufacturer can listen to his clientèle to
improve and develop his product more often (the customer in the
center).
• Products can be built by consumers:
• FabLabs are being created in France and throughout the world.
• Service providers and users, who in turn become suppliers of this
service to their neighbors
• New plateforms will also be built around robots
and drones
16. Transportation and hotellery
• Hotellery is the most active sector among digital platforms: Expedia,
Trivago, Booking, and TripAdvisor.
• The SNCF (French national railway company) started its e-commerce
very early on. It has developed web and mobile apps to improve
customer experience and an internet of objects to help make the
trains run on time.
• Transdev is on the front lines against Uber for its taxi activities in the
U.S. It has created Digital Factory to spearhead innovation.
• The group AccorHotels has reacted to Booking and Expedia by
creating its own reservation platform, open to outside partners.
AccorHotels has also puts its focus on superb customer experience.
17. Transdev
• Transdev is in the process of inventing a layer of integration for “Mobility as
a Service“, thus moving from the role of public transport to mobility.
• Moblity as a service: an agregator of all modes of transportation
• Physical plateform: the train lines, the bus network, shuttle buses, taxis and VTC
• Plateform of data, to help the user choose the best combination of transportation
modes.
• A monthly mobility plan, just like cell phone/data.
• The data platform will be accessible to all transport companies, local authorities, as
well as developers and programmers who wish to create applications for mobility
solutions.
• Transdev started this project in
Finland: maas.global
A platform can hide another… and another... And another
18. E-commerce
• E-commerce was one of the first activities to be
developed when internet was opened to
commercial activities in 1992. Despite this long
history, it represents only 6% of commerce in
France and has not had the destructive effect
once feared.
• The large majority of actors in e-commerce in
France are French companies who have
succeeded in transforming themselves, growing
their sales via a web site, bettering their
profitibility, and increasing customer loyalty.
19. • Carrefour has a digital program to increase its sales in stores via
mobile applications. Carrefour has purchased Rue du Commerce to
strengthen its e-commerce.
• Click and collect vs. home delivery. Having a home delivery includes
certain constraints, which makes “click and collect“ attractive. The
client purchases his products on-line then goes to the store to pick
them up, at a time which is convenient for him. This allows the store
to take advantage of the client being on site to increase the amount
of his purchases.
Carrefour
20. Retency: transforming in-store visits to
purchases
• Retency uses new technologies such as beacons and big data to analyse
customers’ behaviors within the departments of the retail store
transforming a simple visit into a purchase.
• To win the battle on the shop level, Retency analyses in real time the
percentage of sales per department. The result can be advice on
restocking or reorganising the department’s displays, special sales
promotions or targeted marketing to clients who
went to that department without purchasing
product.
• The shop shelves become a plateform.
21. The service sector
• Uberisation of energy? Private individuals invest in mini-generators and
high capacity batteries, for only ten or twenty thousand euros. Science
fiction? Elon Musk’s companies are already proposing full solutions.
• On-line banking, with 4 % market-share in France, is a practical service but
not revolutionary. Uberisation is coming from new platforms for
payments, cooperative loans, and the re-invention of the accounting
ledger (blockchain).
• Insurance companies are reinventing themselves with policies linked to a
behavior: a connected car can deliver data on driving style which then
allows the insurer to propose individualised pricing.
22. E.on
• E.on is working as an agregator, mastering the technologies of smart
grids, smart meters, and on-site energy production.
• The electrical network becomes a platform with a two-sided market
which links producers of energy with consumers.
• A consumer can decide to install solar panels on the roof of his house or
a wind turbine in his garden and become a producer.
• E.on has to manage the impact of these new producers on the totality
of the network.
• When we know that high-tension electricity lines lose 40% of the energy
they carry, we better understand the need for a revolution of energy
platforms.
Source http://www.eon.com/en/business-areas/energy-networks.html
23. The role of Fintechs
• Payments with PayPal. Google is
entering the fray with Google
Wallet. Apple already has credit
card information for 800 million
clients.
• Other FinTechs are entering the
loan industry such as Lending Club
or Amazon who offers loans with
low interest rates to small
companies.
Blockchain:
24. Public Service
• Post offices worldwide were among the first to confront a profound
transformation of their sector: the development of emails, digital
advertising, dematerialised invoicing, a move from printed to digital
press.
• Education is seeing a rapid digitalisation with the popularity of
MOOCs (Massive Open On-line Courses).
• For the medical sector, several platforms such as Doctolib.fr offer a
list of doctors with additional information and allow the client to
make an appointment on-line. Doctissimo.fr allows for auto-
diagnosis, while Deuxiemeavis.fr in France and the Cleveland Clinic
aux Etats-Unis offer services for long-distance diagnoses.
25. Education
• MOOCs have received a lot of attention since Harvard and MIT announced
their attention to reach 1 billion students. MOOCs will represent 10% of all
classes given worldwide by 2020. 70 % of students enrolled in a MOOC do not
reside in the same country as the platform.
• The inversed classroom:
• Ecole 42 rejects the traditional notion of lectures and bases its classes on
peer-to-peer learning. Instead of a professor giving a lecture, students
complete projects which vary in size and difficulty, leading the
“learner“ to take initiative and be ingenious and creative
in order to achieve his goals.
Source http://www.lepetitjournaldesprofs.com/blog/2013/04/16/classe-inversee/
26. Healthcare
• The platform Honestica targets doctors allowing them to share
patient medical information among healthcare professionals and to
participate in public health research projects (via data analysis).
• Platforms of connected objects via watches and bracelets with
sophisticated captors which can follow physical activity but also
conditions such as diabetes.
• 3D printers are also going to transform the healthcare sector, from
dental implants to prosthetics (hands, legs), medication and even
body parts created from human tissue.
27. Manufacturing industries
• The uberisation of manufacturing industries comes to play in two
aspects: distribution channels and the transformation of products
into services. As platforms gain more traction in distributing products
in a market, the manufacturer must be careful to retain direct contact
with his client base.
• Industry 4.0 is a transformation of the factory in which the value
chain is completely digitised, from supply, production, delivery… all
the way to the clients.
28. Michelin
• “Michelin Man-as-a-Service“ : Instead of buying his
tires, a transporter can now lease them. Michelin
remains the owner of the tires and handles
installation, inspection, and maintenance, and
intervenes in the event of damage or breakage.
• Michelin purchased Tyredating, BlackCircles.com
and Allopneus. The manufacturer now has direct
access to client data. It can study users’ searches on
the web sites and buying trends in order to improve
customer experience and anticipate market
evolution.
Source http://blogpneu.com/puce-rfid/
29. Trumpf, industry 4.0
• Trumpf has already integrated smart
technology into its machine tools, thus
allowing data capture which can be
agregated from a distance to develop new
services (maintenance, inventory
management) or to optimize factory
planning and production.
• This platform is based on an internet of
things, the “things“ being machine tools
from Trumps and other companies, both
partners and competitors. Source : Trumpf
30. Societal impact
• France has become a host country to the new economy. As such, she
must navigate the issues before other European nations, since the
impact of this change will be felt more quickly and stronger here.
• What is the impact on work and the status of workers?
• What is the impact on governmental finances and social programs?
• What are the risks related to the monopoly that certain platforms
succeed in creating in certain markets?
31. France is a host country to uberisation
Sociovision – “French society is a mirror to Uber“. Uberisation develops following five
basic trends in society:
• Gain time and simply one’s life : 54% of French people want to save time and 70% look
for the means to simply their lives.
• Wheeling and dealing : Crossing the line is not a problem for the French, where
government is seen as as a stickler for details, wanting to regulate everything. Public
tolerance for undeclared work has increased from 42% in 1997 to 61% in 2015.
• “Respect“ is a word dear to French people’s heart (62%), in front of “freedom“ at 46%
and “trust“ at 43%. The French want to buy products at a fair price.
• Short supply chain: 46 % of the French already use short distribution channels (a more
positive term than desintermediation!) and 56% are ready to use them in the near
future.
• A world of entrepreneurs: 71 % of the French are favorable to a society in which people
create their own companies or their own employment. 50% are ready to take the plunge
themselves.
http://www.sociovision.com/sites/default/files/note_sociovision_uberisation_juillet_2015.pd
32. The status of the worker in the new economy as seen by…
Thibaud Simphal, General Manager of Uber France:
In the mondialisation of the 21st century, which is fluid and agile, what matters is to protect the rights of the
individual person, not to attach those rights to a contract.
David Ménascé, author of the report “La France du Bon Coin“:
The question is more about what form an intervention by public powers should take to regulate the new
economy. This intervention must be subtle, since breaking the dynamic of collaborative platforms, under the
illusion of eliminating abusive situations, risks marginalising even more the fragile populations who have no
other way out (of poverty), and pushing them to the informal economy.
Gaspard Koenig, founder of the think thank Génération Libre:
We want to prepare for the emergence of a post-salarial digital economy. This implies a reform of the labor
laws, with the creation of a status of worker which includes a certain number of rights, for example the right to
paid vacation, for this new form of workers who are neither salaried nor entrepreneurs, like the drivers of cars
(for Uber). Another major reform concerns the insurance system in its globality ; we should create a unique
social account which would allow each person to manage his time and fusion the different systems of
unemployment insurance, continued education and retirement benefits.
http://www.usine-digitale.fr/editorial/exclusif-rencontre-avec-le-patron-d-uber-france-qui-prone-un-debat-national-sur-l-economie-a-la-demande.N398012
Ménascé, David, Synthèse du rapport, « La France du Bon Coin », Institut de l’entreprise.
Lemarchand, Jean-Louis, « Pour l’abolition des privilèges », GenerationLibre.
33. Government’s role as a regulator
• The report by Pascal Terrasse gives many interesting ideas
• Bridge the gap between the status of self-employed or “autoentrepreneurs” with that
of salaried worker: disability benefits and complementary pension, access to renting and
bank loans. It is better to protect the person, by ensuring that this type of employment
also gives access to continued education and allows the validation of diplomas and
certification by gaining experience
• Terrasse proposes that platforms automatically transmit information concerning revenue
earned to a centralized platform which will transmit this information once a year to the
government (ie, tax offices)
• Manage the risk of a natural monopoly. The network effect leads to hyper-growth in a
platform, creating a large risk for a natural monopoly. When one platform becomes too
powerful, it can impose conditions which harm the producers or the consumers on the
platform.
• Manage the risk of exclusion. A platform/monopoly can fix high costs and over-exploit
its dominant position. It can benefit from margins which are higher and higher
compared to other actors in the industry or even threaten to exclude certain producers.
34. How can a company manage the
uberisation of its market sector?
• Capture the « weak signals », the needs and desires
of the client, which are indicators of opportunity.
• The company must master the network effect, those positive trends
which attract client and suppliers, and minimize the negative forces
related to an imbalance between these groups.
• The company must learn to use external ressources.
• Accept the risk and error related to new projects and be prepared to
abandon some of them.
• Stay receptive to happy accidents.