digital strategies for international markets | niall mckeown | ionology
TRANSCRIPT
Digital Transformation Framework
Prof. Niall McKeown
Digital Strategies for International Markets
23 March 2017
1
www.ionology.com
© All slides are copyright and may not be reproduced without the written consent of Ionology
DISCUSS
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2017 ISSUE OUT NOW!
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WHAT IS DISRUPTION?
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Xerox Canon
Sustaining Innovation Disruptive Innovation
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WHAT IS DIGITAL DISRUPTION?
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WHAT IS STRATEGY?
DIGITISING SERVICES 2017DIGITALLY
TRANSFORMED SERVICES
2020
‘DOING DIGITAL’ 0
The word “digital” is a synonym for the pace of change
that’s occurring in today’s world, driven by the rapid
adoption of technology.
“Transformation” in this context is: How an organisation is
built to change, innovate and reinvent rather than simply
enhance and support the traditional methods.
WHAT IS DIGITAL TRANSFORMATION?
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WHAT IS INNOVATION?
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COLLABORATIVE
OPEN
CLOSED
Strategy creates a competitive advantage
People and a culture of innovation sustains it
Technology & Communications is the means by which it is delivered
WHAT WE BELIEVE
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MYTH #1 IMPROVING IT LEADS TO DIGITAL TRANSFORMATION
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MYTH #1 IMPROVING IT SYSTEMS CREATES DIGITAL TRANSFORMATION
“Digital transformation is fundamentally not about technology but about strategy. Although it may
require upgrading your IT architecture, the more important upgrade is to your strategic thinking.”
The Digital Transformation Playbook: Rethink Your Business for the Digital Age (Columbia Business School Publishing)
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MYTH #2 IMPROVING OPERATIONS IS STRATEGIC DIGITAL TRANSFORMATION
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MYTH #2 IMPROVING OPERATIONS IS STRATEGIC DIGITAL TRANSFORMATION
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MYTH #2 IMPROVING OPERATIONS (WHAT WE DO) CREATES COMPETITIVE ADVANTAGE
“Strategy is about organisational change”
The opening line of “What is strategy” Published HBR 1996
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MYTH #2 IMPROVING OPERATIONS IS STRATEGIC
MYTH #3 IMPROVING DIGITAL MARKETING IS THE BEST WAY TO
DIGITALLY TRANSFORM
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DIGITALTRANSFORMATION
SALES & MARKETING
Communications Leadership
TECHNOLOGY
Rapid Solution Builders
LEA
DE
RS
HIP
Leading Step Change
MYTH #3 IMPROVING DIGITAL MARKETING IS THE BEST WAY TO DIGITALLY TRANSFORM
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MYTH #4 ALL DIGITAL TRANSFORMATION
STRATEGIES ARE GOOD STRATEGIES
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MYTH #4 ALL DIGITAL TRANSFORMATION STRATEGIES ARE GOOD STRATEGIES
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“Strategy comes from identifying one or two critical issues in the situation – the pivotal points that can multiply the effectiveness of effort – then focusing and concentrating action and resources on them”
MYTH #4 ALL DIGITAL TRANSFORMATION STRATEGIES ARE GOOD STRATEGIES
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Strategy Kernel
DiagnosisCoherent
Action
Guiding Policy
Incoherent Action
MYTH #4 ALL DIGITAL TRANSFORMATION STRATEGIES ARE GOOD STRATEGIES
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ORGANISATIONAL STRATEGY
So, you want me to do what?
ACTION GAP
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CAPABILITY
!
TECHNOLOGY
"
INNOVATION
#
STRATEGY
$
Wrong Way
MYTH #4 ALL DIGITAL TRANSFORMATION STRATEGIES ARE GOOD STRATEGIES
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CAPABILITY
!
TECHNOLOGY
"
INNOVATION
#
STRATEGY
$
Right Way
MYTH #4 ALL DIGITAL TRANSFORMATION STRATEGIES ARE GOOD STRATEGIES
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Data Driven Decision Making
Market
Competitors
Proposition
Force=ma
3Customer
Volume
2
Task
Intent
FREE DIGITAL TRANSFORMATION TRAINING
HOW DID APPLE DIGITALLY TRANSFORM AND
COMPETE BETTER IN INTERNATIONAL MARKETS?
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ExclusiveNiche
or limited Audience Mass MarketMainstream
Warm(Comforted)
Mild(Informed)
Cold (Rational)
Customer Volume
How Customer Perceives Your Business
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5 7
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2 4
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PrimeAuthority
AttentionAdvocacy
All Media
Bought MediaOwned Media
Earned Media
Hot(Passionate)
IONOLOGY STRATEGY QUADRANT
Inno
vatio
n
ExclusiveNiche
or limited Audience Mass MarketMainstream
Warm(Comforted)
Mild(Informed)
Cold (Rational)
Customer Volume
How Customer Perceives Your Business
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5 7
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2 4
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PrimeAuthority
AttentionAdvocacy
All Media
Bought MediaOwned Media
Earned Media
Hot(Passionate)
IONOLOGY STRATEGY QUADRANT
ExclusiveNiche
or limited Audience Mass MarketMainstream
Warm(Comforted)
Mild(Informed)
Cold (Rational)
Customer Volume
How Customer Perceives Your Business
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5 7
31
2 4
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PrimeAuthority
AttentionAdvocacy
All Media
Bought MediaOwned Media
Earned Media
Hot(Passionate)
IONOLOGY STRATEGY QUADRANT
ExclusiveNiche
or limited Audience Mass MarketMainstream
Warm(Comforted)
Mild(Informed)
Cold (Rational)
Customer Volume
How Customer Perceives Your Business
6
5 7
31
2 4
8
PrimeAuthority
AttentionAdvocacy
All Media
Bought MediaOwned Media
Earned Media
Hot(Passionate)
IONOLOGY STRATEGY QUADRANT
ExclusiveNiche
or limited Audience Mass MarketMainstream
Warm(Comforted)
Mild(Informed)
Cold (Rational)
Customer Volume
How Customer Perceives Your Business
6
5 7
31
2 4
8
PrimeAuthority
AttentionAdvocacy
All Media
Bought MediaOwned Media
Earned Media
Hot(Passionate)
IONOLOGY STRATEGY QUADRANT
IONOLOGY STRATEGY QUADRANT
ExclusiveNiche
or limited Audience Mass MarketMainstream
Warm(Comforted)
Mild(Informed)
Cold (Rational)
Customer Volume
How Customer Perceives Your Business
6
5 7
31
2 4
8
PrimeAuthority
AttentionAdvocacy
All Media
Bought MediaOwned Media
Earned Media
Hot(Passionate)
LENS LOCK [ ]
Apple (AAPL) and Samsung continue to soak up all the industry's profits, McCourt says. Apple claimed 87.4% of phone earnings before interest and taxes in the fourth quarter, he said. Samsung took in 32.2% of industry profits. Because their combined earnings were higher than the industry's total earnings as a result of many vendors losing money in Q4, Apple and Samsung mathematically accounted for more than 100% of the industry's earnings.
A year ago, Apple accounted for 77.8% of mobile phone industry profits, followed by Samsung with 26.1%, McCourt said.
http://www.slate.com/blogs/moneybox/2014/02/12/smartphone_profits_apple_and_samsung_drink_all_your_milkshake.html
Strategy creates a competitive advantage
People and a culture of innovation sustains it
Technology & Communications is the means by which it is delivered
WHAT WE BELIEVE
37
Digital Transformation Framework
Prof. Niall McKeown
Digital Strategies for International Markets
23 March 2017
38
www.ionology.com