Digital Transformation. Heck, YES! But why?

by Thomas Wieberneit | Apr 27, 2016 | Blog |

Digital Transformation, much like customer journey mapping, customer engagement, customer experience management, is all the rage at the moment. Everybody – and their dog – talks about it. Including me … but then I think the term is widely overused. The other ones, too. Many companies strive to ‘digitally transform’ themselves. Because this is what one does. Everybody does it. But why? How? What does digital transformation deliver? Does it deliver? And what is digital transformation at all? Lets start with the last question. A transformation is a wholesales change of an organisation, e.g. a business. A transformation touches all departments of the business, its whole value chain. Digital, in its broadest sense, refers to anything computer. So, in combination ‘digital transformation’ means to change a business in order to take more advantage of computers and software, in all departments, along the whole value chain. It can even mean a change of the whole business model. Quite a tall order. Nothing that one just does just for the sake of it, one would think. This is an endeavour that an established business embarks on only if it faces the risk of failing, and one that usually takes quite some time. What are possible triggers? I see three, two of them relate to the market place, one to technology. Changing customer demands New or changed competition Technological advances OK, now we are talking. These days many businesses realise that all three of these triggers are set. Technology surely leapt forward in the past few years. E.g. the adaptation of mobiles on the consumer side is unprecedented. This got followed by drastically, and ever faster, changing...

Customer Experience and Design

by Thomas Wieberneit | Apr 18, 2016 | Blog |

A brief while ago I had a talk with Ian Hodge, a very established Australia based consultant. One of the topics we talked about was what customer experience is and how to measure it. This led to following brief conversation on LinkedIn. Hi Ian, you told me that you are thinking about what customer experience is about. Have a look at below article by Paul Greenberg. The main topic is something else but in the second half there are some very good thoughts. http://www.zdnet.com/article/adobe-doubles-down-but-it-cant-stay-in-vegas/ Cheers Thomas Thx Thomas – interesting. I like the “catch 22” problem that delighting a customer runs the risk of increasing expectations etc. An interesting challenge I perceive is the integration of data analysis with creativity in design. This was always an important aspect of “marketing” and now applies more intensively and broadly with designing “customer experiences”. Look forward to keeping in touch. Rgds Ian yes, this challenge is what I tried to voice. It is not always a technology approach. But then once could have the idea of using marketing approaches to it – at least in a B2C world something like the following could work in the digital world: Try different approaches (designs) and roll them out to different target groups. Let it run parallel to current state while gathering data. This can be usages, usage patterns, abandoned carts, changes to cross-, upselling behaviour, recommendations, endorsements, etc. Apparently this needs to be planned. bugger – hitting enter to send should be forbidden 😉 Combine this with sentiment analysis and all of the sudden you have an approach that can cover both: The consumable experience...

Public-, Private-, Hybrid Cloud – Quo Vadis?

by Thomas Wieberneit | Apr 11, 2016 | Blog |

Back in 2012 thought leader Esteban Kolsky went through the efforts of defining a pure, open cloud architecture with its three constituting layers: SaaS, PaaS, and IaaS, and samples of their interactions. A core focus lies on how an open cloud model solves the issues of security, scalability, and integration. Esteban also makes it abundantly clear that it can easily take 10 to 15 years to be widely adopted. First things first: He is right – at least to quite an extent. Personally I am of the opinion that any open cloud model necessarily includes private, and thus hybrid clouds. I say this while I agree that the panacea is the open model. Private and hybrid models are at least challenged in the security aspect and, to a lesser extent, in the integration challenge with the latter usually being mitigated by maintaining a white list of ‘approved’ applications, technologies, vendors, etc. Scalability shouldn’t be an issue for most companies, given that they work with a data center provider that is worth their salt. The bigger problem of security remains, but here one could argue that it is the same as for non-cloud, on-premise implementations. To a minimum, private and hybrid clouds have their value as transition steps. In reality it is more. Just take VW implementing a private cloud based upon OpenStack, delivered by Mirantis – which are, interestingly enough, not covered by Forrester Research in their Q1 2016 Wave on Private Cloud Software Suites. But I deviate … Cloud Adoption The recent RightScale report on the State of the Cloud tells us that nearly every company uses cloud...

Social CRM needs a CRM system, doesn't it?

by tz4rgp | Dec 3, 2012 | Blog |

Some days ago Bob Thompson interviewed Graham Hill about his take on Social CRM. The interview covered a lot of topics, most notably the future of Social CRM about which Graham has a particular view and led Bob to ask the question whether it is necessary to have a CRM system to have Social CRM. On a first glimpse this question sounds simple, but it really isn’t. From a business perspective it only matters that CRM is executed upon, if CRM is a topic. This is totally independent of systems, as are the possible paths into the future of Social CRM that Graham sees, which is a deviation from this post that I likely will look into in a later post. My answer to Bobs question is a clear No – but Yes! Sounds odd, doesn’t it? So let me explain. CRM is a business strategy; so is Social CRM. In an earlier blog titled CRM vs. Social CRM – what is the difference? I discussed differences as I do saw them at that time. My view has slightly evolved since, but this is another side track. Let’s have a look at good definitions of CRM and Social CRM. Wikipedia defines CRM as “a widely-implemented strategy for managing a company’s interactions with customers, clients and sales prospects. It involves using technology to organize, automate, and synchronize business processes—principally sales activities, but also those for marketing, customer service, and technical support. The overall goals are to find, attract, and win new clients, nurture and retain those the company already has, entice former clients back into the fold, and reduce the...

What is Key to the Success of (Social) CRM?

by tz4rgp | Sep 27, 2012 | Blog |

Inspired by a blog post by Dr. Harish Kotadia I started to rethink about what the real key success factors for a social CRM strategy are. Harish used Walmart as an example, based upon their introduction of the “local” Walmart on Facebook. Walmart, being a retailer with more than 3,500 stores is surely a company for which the concept of (physical) proximity is important. From the outset I contradicted him (how dare I 😉 ). My point was, and is, that companies like Amazon, Dell, even Apple, arguably have a social CRM strategy but are not exactly local (there is not even a single Apple Retail Store in NZ …). They all manage without being physically local. Some brick and mortar retailers are even able and willing to bring their store to their customers by various technical means (e.g. Tesco but also others). So, I argue that proximity is more defined by ease of access, availability, interaction, rather than physical distance. This, in turn, means that physical proximity is not necessarily a key concept. This is especially true as being close, physically or otherwise, but irrelevant doesn’t bring a company anywhere, except into bankruptcy. So, relevance seems to be key. What is relevance? Relevance is the ability and willingness of companies to create value together with their customers. This goes beyond the mere transaction – giving money in exchange for a product or a service. Value for the company is not created by a single transaction, nor does the product itself create value for a customer. Value for the company is created by sustainable business. Sustainable business is not...