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We must be able to discern what role we are expecting digital technology to play within the business. It is only with this understanding that we can establish the necessary linkages required to inform digital technology direction-setting. Indeed, it is not enough to have a vivid and compelling business strategy.
The culprit was the myopic view of leadership driven by a “make the numbers” through operational excellence not customerintimacy. The irony was their technological prowess failed to keep the copper fitting bin flush with inventory.
At its 100-year milestone, IBM shows us what it takes to outlast depression, war, and intense competition in order to remain a market leader in the midst of ongoing technological innovation. Know your customers intimately. Newly appointed CEO Lou Gerstner logged thousands of hours visiting customers, industry experts and analysts.
Operational excellence, customerintimacy, or product leadership — successful companies excel in one dimension and perform well in the others. Read more from DXC Technology: Digital Transformation Is Racing Ahead and No Industry Is Immune. Internal departments and employees were once seen as the CIO’s customers.
Recent research conducted by IBM among global boardroom and C-suite executives in 28 countries found that better cybersecurity is among their top technology priorities. Online security and customerintimacy go hand in hand. And this customerintimacy can be leveraged to protect your customers.
We have shifted from a competitive landscape in which companies are more exclusively focused on external forces affecting their industries and sectors, to one that has become significantly more customer-centric. Consider the battle waged by IBM’s software development teams between competing methods for getting closer to customers.
Third, new easy-to-use online webinar and videoconferencing technologies make it possible for inside salespeople to create customerintimacy without field interaction. For field salespeople, this means developing new technology and communication competencies. What kind of results can companies expect?
The key lies in developing and exploiting "proprietary data" — data that you and you alone possess. There, he introduced the contrasting notions of "infrastructure" and "proprietary" technologies. An infrastructure technology diffuses throughout the economy in support of numerous industries and, in time, becomes available to all.
India has numerous small retailers and service providers who are shining examples of scrappy entrepreneurship at its best, but the information technology startups that are my primary interest typically require outside funding. India has done well in the last twenty odd years to build its technology industry through services.
New technology promises to allow retailers to beat online players at their own game, transforming the customer experience and dramatically improving their positioning. One of the most exciting areas of development is the marrying of mobile apps, location sensing technologies (e.g.,
The question really is: Can digital natives develop software-enabled solutions that siphon off significant value from industrial hardware? Mastery of hard science is a pre-requisite to develop software-based solutions on the hardware. Customerintimacy. The answer is “yes.” ” But it won’t be easy.
Today, however, by exploiting new digital technologies, firms like Apple, Lending Club, and AirBnB have made customer co-creation of value central to their business models and in doing so now rank among the world’s most innovative and valuable firms. It starts by understanding customers’ affinity with the brands.
The biggest changes, not surprisingly, are in the marketing function, itself — the source of these new, more detailed customer insights. Clicking on these pages shows a company that is educating customers, not hawking products. Companies know far more about their customers by analyzing all the data they collect on them.
Initially, the company relied entirely on services to get close to customers, understand and address their problems, and in the process generate revenues. Much of what the company learned about its customers in the services mode has been developed into its product, although a good percentage of revenues still comes from services.
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