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Visual Frameworks to stimulate innovation… a starting point when facilitating workshops.

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Consulting Frameworks are helpful when you are trying to stimulate innovation and you need to demonstrate measurable outcomes and results.
Participents new to facilitation and workshop exercices often respond better to visual prompts to facilitate a meaningful dialogue and drive rigour and metrics in the thought process.

Visual toolkit to stimulate innovation… a good starting point when facilitating workshops.

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Analogies that are helpful when you are trying to stimulate the innovation and you need to demonstrate measurable outcomes and results.
Participents new to facilitation and workshop exercices often respond better to visual prompts to facilitate a meaningful dialogue and drive rigour and metrics in the thought process.

Who are Millennials and do they matter?

I am afraid the answer is yes. They do make a difference and are the target of Retailers and Telco’s as well as other major industry sectors. There are 2.5 billion Millennials Worldwide demanding and exercising their right of choice and how they shop. Brands feature heavily in their core shopping habits and are part of their DNA.

New strategies are required to reach this unique technology savvy customer buying group. Marketers are relying heavily on omni channel environments and extensive use of targeted social media.

It is a whole new segment of the universe that from a retail perspective cannot be ignored. Embrace them, meet their demands and you will have their loyalty and wallets. Ignore them at your peril.

Views and comments welcome as usual.

Marketers are on a – Digital Beach Head

 

The Beach Head

Traditionally Marketers formulating Enterprise Marketing Strategy used to be based on Growth Market Identification, Market Positioning & Gaining Market Share – Customers were traditionally identified by; Type, Segment and Clusters, Transactions & Buying behaviour via Channel – share of voice and sentiment analysis and empathy mapping came later.

The Market Tactics deployed were based on the the ability to successfully traverse The Chasm to the Main Street. Where the ‘choice pickings’ were perceived to be.

Whilst still a valid approach today for most Organisations and Enterprises today and a valid strategy to gain Market Entry & Share. Things have changed. There is a new challenger in The Main Street.

tornado-bowling
Inside the Tornado

 

Digital Disruption & Digital Re-Invention.

Inside the Tornado

New Digital Disruptive companies are breaking all the business rules and models within the Tornado.

Companies such as Uber ( who doesn’t own a Taxi), Airbnb (doesn’t own any hotel real estate) and Amazon (doesn’t even own any inventory). Are changing the way consumers think and react and interface with brands, products and services.

Digital Disruption is changing the purchase propensity models daily, creating a unique relationship with the brand and the Enterprise – the business model is changing and is closely coupled with collaborative Cognitive Technology to devise Digital Strategies that work.

Main Street

Digital Transformation and Digital Re-Invention coupled with a collaborative Ecosystem is the new DNA that Enterprises are seeking to embrace.

As far as the economics go – in a recent study with a High Street Retail Bank it was reported on average that for every $1 spent on Digital initiatives the bank returned a $10 ROI – far more rewarding than traditional bank marketing methods initiatives.

It is understandable with this kind of ROI and the need to differentiate the consumer proposition Enterprises are prepared to be Disruptive and embrace Digital Strategies and Transformation to change the business – to achieve commercial success.

We will see more Disruption in the future I am sure……

Credits to: Geoffrey Moore Inside the Tornado

70% of businesses in Europe have failed to meet their CRM objectives. http://wp.me/p3aCAV-4K

70% of businesses have failed in Europe to meet their CRMs objectives according to D&B research.

Some of the key factors are;

  • Failure to plan for change -transformational barriers and issues
  • No clear defined objectives – not underpinned with rigour or metrics
  • Failure to align with the business – lack of user buy in
  • Poor Data and Information – lack of accurate, current  data
  • Over customisation – need for simplification of message and program structure

Take a look at some of the key factors behind the failings and the pointers to avoid being part of this statistic.

Comments welcome as usual please.

Marketers are on the Beach Head – Digital is in The Main Street

The Beach Head: Enterprise Marketing Strategy. Traditionally Enterprise Marketing Strategy used to be based on Market Identification, Positioning & gaining Market Share. Customers were identified by Type, Segment and Clusters, Transactional Behaviour and Channels of distribution,

The Market Tactics deployed were based on the the ability to successfully traverse The Chasm to the Main Street. Where the ‘choice pickings’ were perceived to be.

Whilst still a valid approach today for most Organisations and Enterprises it is a sound structured relatively easy approach to gain Market Entry & Share.

 

tornado-bowling
Inside the Tornado (courtesy of Geoffrey Moore)

Now bring in the Change Element driving business agenda’s today.

A new challenger is in The Main Street. Disruption and Digital Re-Invention.

New Disruptive companies are business models like Uber (doesn’t own a Taxi) , Airbnb (doesn’t own any hotel real estate) and Amazon ( doesn’t even own any inventory) Disruption is changing the Customer purchase propensity and his relationship with the brand and the Enterprise – the business model is changing and Digital Re-Invention.  Coupled with Cognitive and the IOT the Enterprise is able to devise Digital strategies that change the way Customers Interact, Communicate by channel & media of choice, Empathises with the Brand and becomes a true Customer Advocate.

Digital Transformation and Digitalisation coupled with a collaborative Ecosystem is the new DNA which Enterprises are embracing. In a recent study with a Bank it was reported on average that every $1 spent on Digital initiatives returned a $10 ROI.

It is understandable with this kind of ROI and the need to differentiate that Enterprises are prepared to be Disruptive and embrace Digital Strategies and Tactics to change the business to achieve commercial success.

As Robin Williams once said: Seize the day

Airline Cargo eBay – Fact or Fiction

Distressed Merchandise – Airline Belly Hold

The Airline Cargo Manager today has the responsibility to maximise the Aircraft belly hold and ensure maximum ULD Load and Profitability of Cargo per flight.

Without sophisticated Knowledge Management and Business Intelligence Systems how does he ensure his Cargo shipments are Optimised and Profitable. Despite all the experience and knowledge of the Cargo Manager there is always inventory left on the table and unsold capacity.

Thinking aloud, what if there was a Web Site similar to eBay that is purely focused on Airline Cargo?

  • Distressed Merchandise i.e. unsold Air Freight space could be sold by carrier to the highest bidder i.e. Shippers and Freight Forwarders community.
  • The benefits for the individual Shippers & Freight Air Freight, the Community Web Site would offer  at a discounted last minute at auction rates.
  • The benefits for the Airlines participating in the scheme they would be to maximise belly hold and increase profitability every time .

Fact or Fiction?

What price Airline Intelligence – Airlines can achieve an ROI of over 1,000% with $500 million in cost savings and revenue generation over typically over a five – six year period.

Airline Business Intelligence Trends

Business Intelligence and data analytics are becoming a buzzword in the Airline Industry board with the emphasis on Business Intelligence.

For us to understand the importance of this trend we need to be aware of the key trends driving the industry.

  • 56% of airlines will make R&D investments in passenger services via social media
  • 52% of airline companies will consider business intelligence as their major investment programmme in the next three years
  • 57% of airlines believe social media provides the greatest value as a marketing channel
  • 78% of airlines personalise service offers to their passengers though direct channels

But then we all understand this trending it is in every trade journal we read and every IT vendor collateral portfolio.

What is different though is the age old question of what do I do with all this data and how do I turn data into intelligence to enhance my business and in what BU areas will benefit most.

Here are a selected number of Business areas where BI and real-time analytics play a vital role within airlines;

Airline Cabin

  • Ancillary sales
  • Duty Free /On Board

Management of the seat factor and cabin shift

  • Overbooking capacity to ensure maximum seat factors with minimal off-loads and downgrades
  • Revenue mix/ Cabin mix via market segmentation 
  • Seat access and group acceptance
  • Pricing optimization
  • Partner code share/interline
  • Managing traffic flows (O&D) ƒ

Loyalty management

  • Identify the different clusters of customers/travellers by type /propensity
  • Target clusters with real time relevant messaging
  • Targeted promotions to ensure repeat revenue and reduced churn
  • Maximise Partner & Third Parties

Cargo management 
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  • Cargo capacity / demand planning ƒ
  • Cargo rate optimization
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  • Cargo load optimization
pallet management

Passenger business

  • Disruptive elements/Missed connections
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  • Lost or Misplaced baggage
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  • Premium Travellers upsell additional sell vacations/ancillary
  • Corporate Channel/customers
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  • Up sell, cross sell during the booking process ƒ
  • Self Service
  • Ancillary sales
  • Distribution Cost to Serve/Channel of Service

Flight operations

  • IROPS Aircraft re-routing
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  • Gate management
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  • Baggage management
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  • MRO Parts management
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  • Flight Planning/Forecasting
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  • Flight catering management ƒ
  • Ground handling services
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  • Rostering/Crewing Manpower planning
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  • Staffing levels /self certifcation

Others

  • Digital Channels
  • Corpoarte Sales
  • Web Channel LTB Ratio’s and Stickyness
  • Brand buzz analysis
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  • Sentiment analysis