Date post: | 15-Jul-2015 |
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Making sense of the new market contextMartha Bennett, Forrester !Bryan Kirschner, Apigee !!
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200 > $500M
“Mastering a fast feedback loop wi l l be a key different iator. Companies that quickly deliver digitally instrumented products or services, harvest data from market interactions, and use insights to rapidly iterate and optimize their value chain will gain compet i t i ve advantage that continuously builds on itself.”
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“Mastering a fast feedback loop wi l l be a key different iator. Companies that quickly deliver digitally instrumented products or services, harvest data from market interactions, and use insights to rapidly iterate and optimize their value chain will gain compet i t i ve advantage that continuously builds on itself.”
4
How relevant is this to your company’s competitive position
over then next five years?
5 extremely …
1 not at all
“Mastering a fast feedback loop wi l l be a key different iator. Companies that quickly deliver digitally instrumented products or services, harvest data from market interactions, and use insights to rapidly iterate and optimize their value chain will gain compet i t i ve advantage that continuously builds on itself.”
5
50
40
0 25 50
1 (not at all)
2
3
4
5 (extremely)
How to Succeed in the New Market Context Martha Bennett, Principal Analyst
London March 24th, 2015
© 2015 Forrester Research, Inc. Reproduction Prohibited 8
Agenda
› Setting the scene: key trends no business can ignore › The importance of right data, right
place, right time › Key success factors for thriving in the
digital economy
© 2015 Forrester Research, Inc. Reproduction Prohibited 9
© 2015 Forrester Research, Inc. Reproduction Prohibited 10
Guess which car service continues to be widely used? › Cheaper
› More convenient
› Better service
“Uber-isation of all industries…”
© 2015 Forrester Research, Inc. Reproduction Prohibited 11
Key business trend: selling an outcome Used to sell: › Aero engines › Air conditioning units › Lifts/Elevators › Cars › Agricultural machinery › Medical testing devices › Health insurance › Toothbrush
Now sell, or may in future: › Units of propulsion › The right temperature › Moving people/goods up/down › Ability to get from A to B › Optimum yields › Number of tests › Wellness program › Healthy mouth and teeth
© 2015 Forrester Research, Inc. Reproduction Prohibited 12
Digital dysfunction at executive level
Source: Forrester/Russell Reynolds 2014 Digital Business Survey
93% • Believe that digital technologies will disrupt their business over the next 12
months
74% • Claim the company has a “digital” strategy
33% • Think it’s the right “digital” strategy
15% • Believe they have the right people and skills to execute the strategy
© 2015 Forrester Research, Inc. Reproduction Prohibited 13
Data matters more than ever. Getting it right …
Massive Win!
© 2015 Forrester Research, Inc. Reproduction Prohibited 14
… can be a challenge. Even for the best.
Epic Fail!
© 2015 Forrester Research, Inc. Reproduction Prohibited 15
Liberating key insights from the desktop
Mobile BI adopters either: • Really ‘get’ the
transformational potential of mobile BI, or
• Think they should make it available because it’s the right thing to do, or
• Are counting the cost of a failed implementation
© 2015 Forrester Research, Inc. Reproduction Prohibited 16
Transformation can happen at all levels
Source: October 2013 “Market Overview: Mobile Business Intelligence”
If you’re not intending to implement any form of mobile BI or analytics, make sure you’ve considered carefully why not
© 2015 Forrester Research, Inc. Reproduction Prohibited 17
Measuring mobile apps: many dimensions
The same framework can be applied to any other app analytics, whether B2C, B2B or B2E
© 2015 Forrester Research, Inc. Reproduction Prohibited 18
Leaders strive to excel in all of these
Age of the customer
Turn big data into business
insights
Embrace the mobile mind shift
Transform the customer experience
Accelerate your digital business
forrester.com
Thank you Martha Bennett +44 7768 896 540 [email protected] @martha_bennett Blog: http://blogs.forrester.com/martha_bennett
Prediction & the “next best action”
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Prediction & the “next best action”�Opportunities & risks�
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Prediction & the “next best action”�Opportunities & risks�“To Dos”
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Q&A
Better Together: �Great experiences that combine digital and physical Craig Smith - REPL Group !Ben Salama - Accenture !Mark Rattley - SAP !Nick Katsivelos - Apigee !
Pervasive�Connected�Ubiquitous
Ben Salama �Accenture
Craig Smith�REPL Group
RETAIL INNOVATION AT MARKS & SPENCER
With & Without APIs
ABOUT ME
About Me • I’m REPL’s Digital Director. I joined in October.
• Famous for putting digital in store at M&S.
• Programme Manager on £180m M&S.com multichannel re-platform.
• I run retail-innovation.com. 450 visits per day.
• Regular speaker.
About me
Retail is in my blood..
About me
But I was the geek in the family..
REWIND TO 2010 Innovating without APIs
The digital landscape at M&S at the start of 2010
• We had one digital channel – the desktop site
• Amazon were running M&S.com.
• We were seeing unprecedented growth in mobile and we wanted to start investing in showcasing the best of M&S in store.
• It was hard to build differentiated
experiences for our customers.
We had to transcode
Mobile
In Store Kiosk
In Store Assisted Selling Tablet
We needed more flexibility
Agile web services were born…
THE NEW ERA Innovating with APIs
2013 – The New International Platform
Native APIs at last
Virtual Rail
2014 – The New UK Platform
Native APIs at last
M&S UK Kiosk
END
Mark Rattley�SAP
Bringing strategy and technology, �bits and atoms, together creating experiences with business impact.
53
Thank you
LUNCH��
General Hall / Main Concourse�(Sessions resume at 14:00)
We're all software companies now: �Make digital part of your organization's DNAPaul Clark - ITV !Alberto Prado - Philips !Nick Katsivelos - Apigee !
Digital Organization DNA
• Out of your comfort zone �Transformation is strange
• Platforms are not Projects �It is more than mindset
• People are Fundamental�Finding the T-Shaped, Unicorn LAWYERS
• Money Matters�To run like a startup, you need to get funded like a startup
• Appropriate Measurements�The traditional metrics don’t apply
57
Thank you
We’re all CDOs now: Becoming the digital leaders every organization needsSienne Veit, John Lewis !Tom Pikethly, John Lewis !Bryan Kirschner, Apigee !!
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1,321 > $500M
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Measures of business performance1 Bringing new products & services to market
2 Customer or partner satisfaction
3 Market share
4 Revenue
5 Margin
Digital capabilities
1 Operating APIs to make systems and data available for self-service access or mash-ups
2 Deploying apps such as mobile or tablet applications to employees, customers, or partners
3 Using ‘big data’ and analytics to enhance internal processes, existing products/services, or new offers
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Bringing New Products & Services to Market
Market Share
Gross Revenue
Customer or partner satisfaction
Margin
LeadersTop 50% using
Apps, APIs, data analytics
LaggardsBottom 50% using Apps, APIs, data
analytics
0 25 50 75 100
Leaders 1.5X more likely to report outperforming others in their sector
63
Bringing New Products & Services to Market
Market Share
Gross Revenue
Customer or partner satisfaction
Margin
LeadersTop 50% using
Apps, APIs, data analytics
LaggardsBottom 50% using Apps, APIs, data
analytics
Leaders almost 2.5X more likely to report strongly outperforming others in their sector
0 25 50
How?
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How?�The secret isn’t a CDO
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66
LeadersTop 50% using
Apps, APIs, data analytics
LaggardsBottom 50% using Apps, APIs, data
analytics
Companies with strong Marketing & IT
alignment are 7.5X more likely to be Digital
Leaders Companies behind their competitors on digital are twice as
likely to say “the way Marketing & IT typically
work together” is a liability
Case Study: Marketing & IT alignment
Afternoon Break��
General Hall / Main Concourse�(Sessions resume at 16:00)
Mastering Bits, Platforms & EcosystemsDr. Annabelle Gawer, Imperial College London !Daniel Staub, Swisscom !Chris Laws, Dun & Bradstreet !Bryan Kirschner, Apigee !!
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200 > $500M
“The dynamics that drive winner take-all results in the technology sector will come into play in many industries. Turning products into p l a t f o r m s t h a t s u s t a i n a n ecosystem of developers or partners will become a way to seize a dominant market position and a disproportionate share of a sector's profit.”
72
“The dynamics that drive winner take-all results in the technology sector will come into play in many industries. Turning products into p l a t f o r m s t h a t s u s t a i n a n ecosystem of developers or partners will become a way to seize a dominant market position and a disproportionate share of a sector's profit.”
73
How relevant is this to your company’s competitive position
over then next five years?
5 extremely …
1 not at all
“The dynamics that drive winner take-all results in the technology sector will come into play in many industries. Turning products into p l a t f o r m s t h a t s u s t a i n a n ecosystem of developers or partners will become a way to seize a dominant market position and a disproportionate share of a sector's profit.”
74
44
31
0 25 50
1 (not at all)
2
3
4
5 (extremely)
Annabelle Gawer
Daniel Staub
I love APIs Europe Daniel Staub - MD Swisscom Wholesale 25th March, 2015
Swisscom is the market leader in Switzerland
Everything always on
Internet- based
Global competition
Building the best infrastructure Fast, secure network access, available everywhere at all times Offering the best experiences Innovative, inspiring services with professional support for our customers Realising the best growth opportunities Innovation and sustainable growth in the core business and associated fields
trusted, simple,
inspiring
> Integrated operator
> Revenue – USD12 B
> EBITDA – USD 4 B
> Market Share – 65%
> 6.5 million mobile
customers
> 1 million 4G customers
> 2 million broadband customers
> 1.3 million TV customers
3/25
/201
5 D
anie
l Sta
ub -
MD
Sw
issc
om W
hole
sale
78
Strategy
Swisscom Wholesale 2.0 Swisscom Wholesale 1.0
– Traditional Wholesale – Focus on lean operations to optimize CM
New revenue streams creating value for SC: – API based enablement business – External exposure
of SC assets for wholesale (incl. OTT) customers
Challenges > -90% Voice Interconnection > -55% Inbound Roaming > -40% Access
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Swisscom’s transformation story Traditional Wholesale business has been declining over 10% YoY API based services drive transformation providing new revenue streams with exponential growth potential
-5%
-9%
393
566
886 Roaming Access MVNO
Infrastructure Voice Interconnection Data OTT
Wholesale revenues, MCHF Wholesale, MCHF
2
1
570
-9%
0%
566
886
Add. Potential - Upper Add. Potential - Lower
800
…
'09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19 '20 '21 ‘30
3/25
/201
5 D
anie
l Sta
ub -
MD
Sw
issc
om W
hole
sale
Old revenue streams are disappearing at a staggering pace
Dan
iel S
taub
- M
D S
wis
scom
Who
lesa
le
80
3/25
/201
5
APIs give us the flexibility to implement Internet business models on Telco assets
Scalable
Open
Agile
Profitable
Impact of API Effect
• Easily adapt to market trends • Launch new releases quickly
• Self service set-up and usage • Adherence to global best practices
• Platform usable for partners of all sizes • Set up and use / no integration project
• Minimal entry barriers (cost, skills) • High exit barriers
In sync with market trends
“Easy to do business with”
Drive innovation
Low entry risk
Goals
Our Vision: Become a platform beyond access Position Swisscom within the growing ecosystem of digital business
Dan
iel S
taub
- M
D S
wis
scom
Who
lesa
le
81
3/25
/201
5
API Portfolio Carrier Billing & Identity are the leading use cases; Meaningful engagement with big internet partners has already been established on both topics
• Carrier billing for frictionless payments
Payment Targeting Identity
• Telco identity for account creation and fraud prevention
• Telco «big data» for targeted advertising
Service Description
Customers*
Opportunity
Timelines
• C10m USD • 100% growth y/y
• C5m USD • 200% growth y/y
• C15m USD • 70% growth y/y
• Live since 2012 • Launch in 6 months • Potential launch in 2016
*examples
• Content platforms like Google, apple
• Online merchants like Amazon, Zalando, …
• Advertisers like Goldbach, Appnexus
Lessons learnt from API transformation Be disruptive, take calculated risks and reap tremendous rewards!
• Grow a user base
• Execute fast
• Decouple legacy from future
• Fail cheap and early
• Combine right skill sets
3/25
/201
5 D
anie
l Sta
ub -
MD
Sw
issc
om W
hole
sale
82
83 I love new business models enabled by APIs
3/25
/201
5 D
anie
l Sta
ub -
MD
Sw
issc
om W
hole
sale
Chris Laws
Discussion
If IT is from Mars and Marketers are from Venus, are Developers from Alpha Centauri?Stuart Hughes - Laterooms !Jon Billings - BBC !Sienne Veit - John Lewis !Nick Katsivelos - Apigee !
Beyond Alignment to Unification
• People• Place• Purpose• Process
88
Thank you
Closing Keynote�Great Hall�