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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.

Mobile Strategy- what Mobile Strategy?

In a recent study published CIO’s have ranked Mobility as a priority No 2 in 2017. I find it slightly disturbing only 54% of companies have a mobile strategy in place yet only 34 % have any in-house mobile development skills. in a connected world I would have expected the figures to be higher and of more importance to organisations today. Especially as the consumer usage is on the up see below;

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.

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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

Mobile Strategy- what Mobile Strategy?

In a recent study published CIO’s have ranked Mobility as a priority No 2 in 2017. I find it slightly disturbing only 54% of companies have a mobile strategy in place yet only 34 % have any in-house mobile development skills. in a connected world I would have expected the figures to be higher and of more importance to organisations today. Especially as the consumer usage is on the up see below;

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?

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Customer Lifetime Value is still a valuable metric (LTV)

Customer Engagement is about understanding who your customers really are and the value they bring to the organisation.

Net Promoter Score or traditional LTV models using predictive analysis are one of the ways to look at LTV.

As a practitioner I still prefer the traditional LTV model for customer acquisition to estimate retention (“LTV”) of a customer.

Roughly defined, LTV is the projected revenue that a customer will generate during their lifetime to determine true value and worth.

Below is an interesting example in an Infographic.

How To Calculate Customer Lifetime Value

Managing Customer Experience is about knowing who your customers are and the value they represent to you.

Retail purchases via mobile phones will increase to $689 Billion by 2016. http://wp.me/p3aCAV-2o

Mobile is a great influencing factor in retailing trends and a key preference for consumers.

Mobile helps provide real data targeting opportunities 33% of smartphone owners have shared their location details with favoured Retailers to make themselves available to promotional messages and personalised communications.
Loyalty coupons are in growth mode with 18% of consumers having redeemed a mobile coupon within their chosen Retail outlet.

Watch this space.

What do you think-your comments welcome as always.