Transformação Digital
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O novo paradigma de fazer negócios. O poder da economia em rede.
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Transformação Digital
- 3. 19% da população global Mercado de Trabalho 30% Idade: 25-34 Urbanos 80% vivem nas cidades Early Adopters de Tecnologia Previsão: Este segmento vai crescer 37% até 2025 Cumulativamente, nos próximos 10 anos, irão despender $260T (46% do consumo mundial) Mercados Maduros: Consumo anual médio do “Connected Spender” = $40 000 USD
- 4. 4 Número total de pessoas, “coisas” e processos com ligação persistente com a internet por cada unidade de atividade social (mercado, país ou mundo) Ligação Persistente capta o conceito da ubiquidade do digital . Dilui o mundo tangível (Átomos) e mundo digital (BITS) Consequência: Novos Modelos de Negócio
- 5. 5 Showrooming Fontes tradicionais de criação de valor para o cliente Customer-Centric Repensar as propostas de valor
- 6. Definir a real necessidade do cliente. A densidade digital cria mais autonomia, capacidade criativa e iniciativa por parte do cliente. Connect+Develop (P&G) 50% das inovações da organização Lego FlightQuest ($250K: melhor algoritmo) Organizações Mistas: Descentralização da Tomada de Decisão
- 7. 7 JHONDOE WEPARTNERWITHCOMPETITORS. WEKNOWTHERE’STONSOFTHINGSWELEARNANDSHAREORGIVEAWAY…. YOUAREOPENINGUPPANDORA’SBOX. Jeff Immelt, GE Caradigm: 50/50 JV GE Healthcare e Microsoft Taleris: GE Aviation e Accenture Quirky: Plataforma de crowdsourcing (774k membros) Intel, Cisco, Amazon Web Services Evolução do Modelo da GE TRANSACIONAL CONTRATUAL OUTCOMES Venda e manutenção Partilha de risco, CSAs Dados que suportam a tomada de decisão ValorparaoCliente 1980 201X Modelo de Parcerias da GE
- 8. 8 Novas Estruturas com Novos Riscos Modelos de Negócio dependentes e outcomes criam mais interdependências As empresas ficam dependentes da capacidade operacional do cliente e ficam sensíveis às tendências económicas que afetam os seus clientes.
- 9. Maior Densidade Digital Mais interdependência Maior partilha de Risco Mais ligações Economia Interligada e Conectada
- 10. 10 UNICORNSARETOBUSINESSJOURNALISTSWHATKIM KARDASHIANISTOINSTAGRAMUSERS Harvard Business Review 184 363 37 35 27 VENDAS (US$ B) China EUA India Europa Outros Valor de Mercado dos 179 Unicórnios: $646 B (2016) Unicórnios EUA: 56% do total Menos do que 2% da S&P 500 ($19,9T) Está a decrescer: S2 2015: 38 unicórnios S1 2016: 19 unicórnios Menos atividade empreendedora: Menos 700k novas empresas criadas entre 2005- 2014 face a 1985-94. Desde 2000, menos startups transformacionais (criam emprego)
- 11. 2/3 dos sectores económicos concentraram entre 1997-2012 Em média, as 4 maior empresas representam 26-32% da atividade do sector. Em 2015, a atividade total de M&A chegou aos $5T. Tendência: Comodotização e Consolidação (vs. Cauda Longa) Paradoxo: The Lexus and the Olive Tree (Thomas L. Friedman)
- 12. Retalhista? Nativo Digital? Empresa de Logística? Preço Conveniência Sortido
- 14. A Amazon tornou-se numa “fábrica” de novos negócios. A inovação é um “jogo de números” de acordo com o CEO, Jeff Bezos. Pretendem transformar a Amazon num maior laboratório do mundo. Plataforma Empreendedora Divididos em 4000 “microempresas”. Unidades de negócio autónomas. Amazon Web Services Prime Now Restaurant Delivery Amazon Fresh Grocery Delivery Amazon Video Amazon Tickets
- 15. OURFOCUSISON CUSTOMER OBSESSIONRATHER THANCOMPETITOR OBSESSION. Jeff Bezos A experiência do consumidor é baseada nas relações humanas (criação de empatia). As experiências únicas são providenciadas por pessoas, não algoritmos.
- 17. Fonte: McKinsey, Grau de digitalização nos últimos 3 anos medida em 5 dimensões (produto, marketing e distribuição, processos, cadeia de valor e novas entradas no mercado)
- 18. A experiência do consumidor é baseada nas relações humanas (criação de empatia). As experiências únicas são providenciadas por pessoas, não algoritmos.
Notas do Editor
- Mais concentração. De acordo com the Economist, 2/3 dos sectores de atividade ecónómica dos EUA ficaram mais concentrados entre 1997-2012. Em média, as 4 maior empresas representam 26-32% da atividade do sector. The long tail of the web vs. Consolidação e commoditzação Esta crescente consolidação reflecte a crescente atividade de M&A. Em 2015, a atividade total de M&A chegou aos $5T. Em suma, o empreendedorismo está a descrecer e a conglomeração está a aumentar
- The products which Amazon built its reputation on – books, CDs, videos (in 1999 it was mainly VHS) and computer software – were introduced within the first three years. Indeed some people still think of Amazon as a retailer of just these categories. These products were low risk for early internet shoppers, easy to ship, easy to fit through mail boxes, and stocks relatively easy to manage. Consumers generally knew their price points on the high street, so the low price message was easy to communicate. There were no issues around getting the right size or specification. Also returns were less likely. In all they were great products to start the internet retail revolution with. In the next phase of expansion, Amazon focused on household items that were relatively high value for their size: toys, kitchenwares, powertools, perfumes and cosmetics. They had to overcome the shipping and delivery challenges that these items now posed because unlike slim standard sized CDs and Books, they became more bulky to handle through the supply and generally couldn’t fit through letter boxes. Phase 3: Complex Durables – 3 years Between 2006 and 2009 Amazon UK became a complete department store as it added the complexities of product sizings and specifications. Selling and stocking the right shoe sizes, sports equipment specification and ultimately clothing sizes, as well as dealing with the higher rates of returns that happen when the product doesn’t match the customer’s expectations were worked through. Phase 4: Consumables and Virtual Media Since 2010 Amazon has been taking on Tesco and the grocers in their core market. Shipping lower value, bulky groceries at first, and more recently fresh meats and dairy products means that its range of categories now matches any department store or hypermarket. It has also of course been switching its sales of physical media into virtual media through its Kindle e-books, and more recently music streaming and apps.
- Alexa the voice server that powers Amazon’s Echo On-demand, personalized, signature experience that we will be talking about for years With Prime, Echo and its ever-bordening web srvices business, Amazon is slowy but surley becming the world leader in delivering on its brand promise: being the Earth’s biggest selection and being the Erath’s most customer-centrc cmpany
- Amazon is betting that Alexa and Echo will be the catalysys that drive consumers to interact with and utlimately purchase more with Amazon and Prime than ever before. Tecnology can enable game-changing innnovation but not every company has to create its own version of Echo. Sephora’s Beauty insider (reward and loyalty) helped transform Sephora into one of the most relevant reatils brands today. Zappos (Amazon.owned) built its customer experience on human interactions laced with emathy. Lastly, as Amazon continues to do, innovate at a pace that far outstrips your core competitors, and embrace failure as part of your journey. Jeff Bezos appropriately brags about the number of failures Amazon has had over time. Remember Auctions and zShops? They are great examples of failing fast but learning along the way. (They eventually led to Marketplace, one of Amazon’s hallmark offerings.) While Amazon’s epic success seems to put it in a category all its own, there are lessons every company can learn from the way it approaches customer experience. The smarter Alexa ecomes at knowing your needs, preferences and behaviours, the bteer she is at delivering a seamless experiece. The better the experience, the more indispensabe she will becme to consumers’ lives Amazon Prime has 63M US members at the ned of June 2016. (52% of al Amazon ustomers. Vital to the bottom line because they spend on average $1200 per year compared to $50 for non members
- Alexa the vice server that powers Amazon’s Echo On-demand, personalized, signature experience that we will be talking about for years With Prime, Echo and its ever-bordening web srvices business, Amazon is slowy but surley becming the world leader in delivering on its brand promise: being the Earth’s biggest selection and being the Erath’s most customer-centrc cmpany
- McKinsey, The case for digital reinvention According to our research, digitization has only begun to transform many industries (Exhibit 1). Its impact on the economic performance of companies, while already significant, is far from complete. This finding confirms what many executives may already suspect: by reducing economic friction, digitization enables competition that pressures revenue and profit growth. Current levels of digitization have already taken out, on average, up to six points of annual revenue and 4.5 points of growth in earnings before interest and taxes (EBIT).