Digital Players who would influence future business

1. Digital Strategy
Next Generation Business
Presented by :-
Ashish Bhasin
ashbhasin@gmail.com
1

2. Introduction
Agile
IOT, Wearables
SDN/NFV
Cloud Computing
Natural Language
Processing
Digital Enablers for
Digital footprint of
the Organization
A digital strategy, is a plan for
maximizing the business benefits of data
assets and technology-focused initiatives.
A successful digital strategy requires a
cross-functional team with executive
leadership, marketing and information
technology (IT) members.
Pillars for Digital Strategy
2
Disruption

3. Technology Timelines
Convergence Automation
2000-10 2010-20 2020-Beyond
Convergence
Convergence Automation
Automation
E-chaupal
Web 2.0
2G/3G 4G 5G
IoT Devices
Driverless
vehicles
AI/BI
WiFi
Wallets
BitCoins
Web 3.0
3

4. T0
Traditional Ways of Product Development
Team is identified and
complete roadmap is made.
Marketing Team is given a task to prepare a task of creating buzzzz in
possible customer or try to create a demand
Sales team starts working on possible customer list through
Market survey and product scale cycle.
Demo are conducted to possible customer and Feedback
on feature are started pouring to make product usable at
their end customer and Sales cycle starts
time
Products is conceived by
PLM with list of feature.
Additional investment for
implementing required features
Budget
4

5. 5
CHANGING PRODUCT DEVELOPMENT STRATEGIES
Moved from slow and steady
development life cycle into
agile and fast development
life cycle
1
Moved from closed
and proprietary to
open and
collaborative
3
Moved from
standards to
community open
source projects
4
Moved from “All at Once”
development life cycle into
“Incremental” and fast
development life cycle
2
How to build a minimum viable
product
    


6. 6
Stakeholder of Digital World
Demandsof
scalable
business
Who would pay for Services
Who can steal your business
Who are new potential customer
How would you differentiate
• What Technology to use
• Market your product
Collaborate your business
Digital Playbook

7. Actors in Digital Strategy
Customers
Competitors
Innovation
Data
Partnership
Customers
• Harness Customer
Network
• Customer as
source of
competence
• Managing
Personalized
experience
Competitors
• Competitive
landscape
• Customer as
Competitors
• Redefine Existing
Industry
• Products to
Platform
Data
• Data as an Asset
• Data Source
• Data information
• Visualization
• Decision
Innovation
• Minimum Viable
Product (MVP)
• Discover next Big
Idea
• Ideate
• Validate
Partnership
• Android/Apple
Ecosystem
• Rules of
partnership
7

8. Actors in Digital Strategy
Customers
Competitors
Innovation
Data
Partnership
Customers
• Harness Customer
Network
• Customer as
source of
competence
• Managing
Personalized
experience
Competitors
• Competitive
landscape
• Customer as
Competitors
• Redefine Existing
Industry
• Products to
Platform
Data
• Data as an Asset
• Data Source
• Data information
• Visualization
• Decision
Innovation
• Minimum Viable
Product (MVP)
• Discover next Big
Idea
• Ideate
• Validate
Partnership
• Android/Apple
Ecosystem
• Rules of
partnership
8

9. Customers as a
Source of
Competence
Managing the
personalized
Experience
• Harness Customer Network (Co-opting Customer
Competence)
Learning along with the
customer 9

10. Customers as a Source of Competence
Sharing
information
Early testing
reports
Software
Telecom
Beta Testers
Customer
forum
Reliable
Networks
Customer as a Co-
creator
Customer act as a
Co-Developers
Customer look for a
personalized experience
Customer are partners in the ecosystem to extract value
and drive roadmap for future release
10

11. How to Engage Customer
Encouraging Active Dialogue1
Managing Customer Diversity3
Co-Creating Personalized Experience4
Mobilizing Customer Communities2
11

12. Encouraging Active Dialogue
a.1
Customer Dialogue of Equals
Analyze early wants of the customer with Beta introduction
Recommendation based on the behavior
12

13. Mobilizing Customer Communities
a.2
Discuss on various use case of the product
Source of latest information of the product across customer/geographies
Companies need to ensure tight usage policy as this can make/break decision by
prospective customer
http://www.accessforums.net/
Linkedin Product groups
Facebook Community groups
Etc……….
13

14. Managing Customer Diversity
a.3
GenderSkillsCulture
Consumers’ experience of a technology product/service will vary according to the
skills of the user
A user’s sophistication determine the tolerance of the problem
Consumer concerns about the privacy and security can also accentuate the diversity
among users.
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15. Co-Creating Personalized Experience
a.4
Customers are not looking for experience by companies. Increasing, customer wants
to shape those experience themselves.
Personalization is different from customization. Personalization is customer part of
being creator of the product.
Autocarmaker (Continental) providing customized dashboards / Museum providing
personalized multimedia tour.
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16. Actors in Digital Strategy
Customers
Competitors
Innovation
Data
Partnership
Customers
• Harness Customer
Network
• Customer as
source of
competence
• Managing
Personalized
experience
Competitors
• Competitive
landscape
• Customer as
Competitors
• Redefine Existing
Industry
• Products to
Platform
Data
• Data as an Asset
• Data Source
• Data information
• Visualization
• Decision
Innovation
• Minimum Viable
Product (MVP)
• Discover next Big
Idea
• Ideate
• Validate
Partnership
• Android/Apple
Ecosystem
• Rules of
partnership
16

17. Competitor Landscape
Potential Entrants :-
Threat of new Entrant
Bargaining power of
Supplier
Threat of substitute
Bargaining power of
Buyers
Traditional Approach
Buyer/Supplier increasing the
horizon and integrating Vertically
in the Value chain
New/existing Industry redefining
and replacing the significance of
the products/ Service
Products are transformed to
platform which support
competitor products
Digital Market Approach
Industry
Competitor
1
2
3
b
17

18. Customer as Competitors
b.1
Customers can extract value in ways that were unimaginable even 2-3 years ago.
With internet highway, commodity products information are available to both
customers/ managers. So managers need to be price takers as well as price maker
With changing time, customer are getting into domain of the seller.
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19. Redefine Existing Industry
Relevance of the product/Industry of some of the traditional
industries could be obsolete. Business Travel are reducing
because of adoption of Video conferencing for meetings.
Music industry is facing challenges as people stopped buying
CD etc. As all the songs are avaible free within days of release
of the album.
b.2
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20. Products to Platform
b.3
Business Analytics (Reports)
Business Logic
APIs for external Application
APIs internal Application
Various DB calls to Data base
Platform should have bundle of products
Customers are moving away from Capex to operation model.
Customized/Extensible to adapt their ecosystem
Product as a Service and pay
as they use the product
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21. Actors in Digital Strategy
Customers
Competitors
Innovation
Data
Partnership
Customers
• Harness Customer
Network
• Customer as
source of
competence
• Managing
Personalized
experience
Competitors
• Competitive
landscape
• Customer as
Competitors
• Redefine Existing
Industry
• Products to
Platform
Data
• Data as an Asset
• Data Source
• Data information
• Visualization
• Decision
Innovation
• Minimum Viable
Product (MVP)
• Discover next Big
Idea
• Ideate
• Validate
Partnership
• Android/Apple
Ecosystem
• Rules of
partnership
21

22. Data as an Asset
c
Data
information
Visualization
Decision
Source of Data. Company focus on putting
Technology to collect data.
Read Data to convert meaningful information
for organization to analyze
Visualization of the report which help
streamline information
Decision making for next move for customer.
4
3
2
1
22

23. Data Source
Various Sources Depending upon Business requirement
• Social media data such as Facebook, Twitter, YouTube, blogs, etc.
• Machine generated data such as sensors, smart grid, RFID and network logs.
• Location-based information data such as GPS and mobile logins.
• Contact center data such as audio conversations, text chats and customer emails.
• Staff data such as internal emails, calendars and instant messaging.
• Open data released by governments.
• Syndicated data such as market report and weather data.
Database
- Oracle
- Hadoop (Data structure)
c.1
23

24. Data to Information
• Export the data from your system and load it into Excel. Use Excel's
pivot table tool to analyze data and convert it into information. You can
use other software or enterprise systems that are designed
for data analysis as well.
Simple Exercise
c.2
24

25. Visualization
c.3
Data visualization :
• Identify areas that need attention or improvement.
• Clarify which factors influence customer behavior.
• Help you understand which products to place where.
• Predict sales volumes.
25

26. Actors in Digital Strategy
Customers
Competitors
Innovation
Data
Partnership
Customers
• Harness Customer
Network
• Customer as
source of
competence
• Managing
Personalized
experience
Competitors
• Competitive
landscape
• Customer as
Competitors
• Redefine Existing
Industry
• Products to
Platform
Data
• Data as an Asset
• Data Source
• Data information
• Visualization
• Decision
Innovation
• Minimum Viable
Product (MVP)
• Discover next Big
Idea
• Ideate
• Validate
Partnership
• Android/Apple
Ecosystem
• Rules of
partnership
26

27. Minimum Viable Product (MVP)
1. Discover
• Industry research
• Web traffic analysis
• Competitive analysis
•Customer needs
analysis
2. Ideate
•Future-state
prototypes
3. Validate
• Customer and
stakeholder validation
testing
4. Execute
• Innovation Roadmap
Road to innovation
d
27

28. Discover the NeXt Big Idea
Customer interviews and focus groups
Surveys and questionnaires
Social media monitoring:
Web analytics data:
Customer service logs:
Customer feedback forms:
Third-party research:
Competitive Benchmarking:
d.1
28

29. Ideate
Future-state prototypes
Prototyping
• Prototyping involves creating mockups to
demonstrate how the experience works and
to allow users and stakeholders to evaluate
them.
• Paper prototypes can range from a simple
pen and paper creation, through to those
created in graphic design packages or
prototyping software.
d.2
29

30. Validate
Test your ideas with real customers
Design Walkthrough
• Validate early in the design process
• Walkthrough involves taking a group of experts/founder/
probable customer participants using real-life user scenarios or
tasks
• Results are documented and recommendations for improvement
are made
d.3
30

31. Actors in Digital Strategy
Customers
Competitors
Innovation
Data
Partnership
Customers
• Harness Customer
Network
• Customer as
source of
competence
• Managing
Personalized
experience
Competitors
• Competitive
landscape
• Customer as
Competitors
• Redefine Existing
Industry
• Products to
Platform
Data
• Data as an Asset
• Data Source
• Data information
• Visualization
• Decision
Innovation
• Minimum Viable
Product (MVP)
• Discover next Big
Idea
• Ideate
• Validate
Partnership
• Android/Apple
Ecosystem
• Rules of
partnership
31

32. Partnership To be
completed
32

33. Strategic Partnerships in a Digital World
Never Innovate
alone
Understand
that no single
company has a
lock on user
preferences
Focus first on a
great user
experience,
not the value
exchange
Strike the right
balance
between scale
and
customization.
Treat your
partnership
like your
business
33

34. Digital Ecosystem – Befikr.in <Startup in Home
Services>
Befikr Website
http://www.befikr.in/
- Ability to raise and track Service request for household fikr’s
- Seamless experience from placing a service request to
getting the service at the Doorstep
- Enhanced Safety and Feedback Mechanism
- Also Available as Mobile App on Google store and Apple
Store
- Cloud Hosted Scalable and extensible software
- Database :- MySQL hosted on cloud
- Currently handling 100 k subscriber and extensible to handle 1 million + subscriber
across Befikr cluster*
- Salient Features
- Customer management
- Real time invoicing tracking
- Befikr Brother /Sister management
- Attendance
- Skill mapping
- Extensible for adding new Service and Material information
Bifkr App on
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35. 5 Domains of Digital Transformation (The
Conclusion)
Customer
Competitor
Data
Innovation
Partnership
Passive Active
Across Fluid Industry
Data is everywhere and
extract information
Decision based on
validation of product
Partner Ecosystem
Within Industry
Expensive to Generate
and use the same
Decision was based on
intuition/experience
Complete Product
ownership
From To
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