Holding Customers To Ransom

What if the business that services your needs could hold you to ransom?

Think about that for a minute. There are many business firms that enjoy a monopoly in their particular industry or geography. Yes, we clamp down on the monopolistic practices of giants like Google and Microsoft, every now and then. But, for every Google, there are hundreds of thousands of businesses that operate as a monopoly, and go virtually undetected or unfazed by anti-trust settlements upheld by the European Union. And, by virtue of the disproportionate power they enjoy, they get away with things any other business would not dream of.

Let me take a hyperlocal example of a newspaper distributor. In most major cities in the India, the newspaper distribution is virtually a monopoly. Every little nook and corner of the city is carved up in such a manner that at most one newspaper agent “services” the region, free of any competition. On the face of it, most of these agents seem to belong to just a few communities, and seem to respect each other’s boundaries as if they are conforming to some unwritten law. And most of the time, the system works. You get your newspapers and magazines delivered as per your preference, each morning, at your doorstep. And the service comes to you at no extra cost – the distribution fee is built into the cost of the publication.

But, what happens when the service standards falter? What happens if you get the wrong stuff delivered each day? Or if your favorite morning daily is delivered to you after you’ve left home for work? Yes, you can call and complain to your agent, but if his processes are broken or his staff inept, or worse, he couldn’t care less – most customers have no recourse to switch to a better alternative. In short, if shoddy services are meted out to them, they will just have to stick with it, or go out of their way each day to buy a copy from the local news stand.

Take another example of your Accountant. Once again, I speak of this in the Indian context, where prevalent Tax laws are so convoluted and ever-changing that there are very real exit barriers involved. Your “accountant” – the one who maintains your books of account and helps you file your tax returns – is not only well-versed with the regulations, but also an expert in your peculiarities and how things work specifically for you. And he/she is a vital component of the system, ensuring compliance with the law and advising you on making prudent investments, as you go through various life stages and business maturity cycles.

But, what happens if there are missed deadlines and constant reminders involved (from you to your accountant, and not vice versa)? What happens if you discover that you could have saved more tax under current provisions, but you were not informed of it in time? If the service delivery is short of expectations in this department, most of us would simply grin and bear it, because it’s not that easy to change your accountant mid-stream. I should know, since I’ve successfully attempted it on more than one occasion!

Which brings me back to my original question. But, now that we’ve understood the context in more detail, let us try and examine the issue in a new light: What if it was your business that enjoyed such a disproportionate power as a monopoly, or operated in an industry with high exit barriers?

Would you use such an opportunity to improve or lower your service standards? Would you invest any more in automation or new technology than you absolutely needed to? Would you make it easier for your customers to reach you, or avoid dealing with the extra hassle and costs involved? Would you want to listen to your customers and respond to their needs, or ignore them knowing that most are in a helpless situation anyway?

I know that most of us are part of organizations and businesses that do not enjoy such monopolistic protections. But the questions I have raised apply equally to us. In fact, even more so, considering that most businesses operate in fiercely competitive environments, where the other guy (competition) may be willing to bend over backwards to take a larger share of the market from us.

Are we doing enough to keep our customers close, respond to their needs, set and meet service benchmarks and invest in a consistent, brand experience for them? And if not, what are we waiting for?

Design Thinking and Innovation

Having spent more than twenty years (as an internal or external consultant) addressing a variety of business problems for both clients and employers, I do know a thing or two about “Design Thinking”. In fact, my consulting outfit – ThinkShop.in – regularly works with clients across industries on a range of business/technology/marketing solutions, including organizing custom boot camps on topics that include Digital Strategy, Design Thinking and Customer Engagement.

But even Teachers can become Students, and there is no limit to the learning one can assimilate. So, when the opportunity arose a few months ago, to attend a workshop on the subject of ‘Design Thinking‘, I looked up the profile of the coach, and realized this was an opportunity not to be missed!

The workshop was being conducted by Prof. Srikant M. Datar – the Arthur Lowes Dickinson Professor of Business Administration, Faculty Chair of the Harvard Innovation Lab, HBS One Harvard Faculty Fellow, and Senior Associate Dean for University Affairs at Harvard Business School. A Chartered Accountant by training and a gold medalist from IIM (A), Prof. Datar holds two masters degrees and a Ph.D. from Stanford University, and brings decades of experience working with leading Fortune 500 companies as a consultant.

Though no single post can capture the depth of this subject, if you are just starting off on your journey, here are some key learnings you may find useful:

Innovation can be a breakthrough or even incremental change at a product, process or business-model level

Innovation ultimately depends on the quality of observation and insight, how we frame the problem, and quality & quantity of ideation

‘Breaking Fixedness’ – our fixed ways of thinking that help us in our day to day life, our hard-wiring – is the key to Innovation

The risks of not innovating are even greater than the risks involved in innovating

Most of us spend most of our lives in the “operational” world defined by rules, routines and rationality, while Design Thinking requires skillsets that include connection making, curiosity and experimentation

‘Status Quo Bias’ is a real thing that adversely impacts the pursuit of Innovation in any field

Techniques like multiplication, division, rapid prototyping, etc. can be used to overcome prevalent cognitive biases, when it comes to designing a relevant solution

Of course, if you are serious about building an Innovation practice, you will need to do a whole lot more, including equipping your team members with the skills they will need to make a dent.

‘Design Thinking’ matters, and investments (of time and money) made in building a strong foundation will surely reap rich rewards for your organization, when it starts impacting the Customer Experience positively. As an added bonus, you will find that it also ingrains in you a new, refreshing way to look at the world.

Did I mention, ThinkShop can help?!

Startup India: Taking Stock

Last month, Mint did a feature on Hits and Misses in the Indian Startup universe. It was a great opportunity to take stock of reality, since most of what we read about in the mainstream media is a function of “survivorship bias”. Here are some interesting statistics from that story…

  • The E-commerce sector alone has raised over $11 billion over the past decade – roughly 75% of the funds that have been raised by Indian start-ups during that period
  • Of the $11 billion, Flipkart Internet Pvt. Ltd has raised more than $4.5 billion, and is now India’s most valuable Internet company at $11.6 billion
  • The top five most-funded start-ups in E-commerce to have shut down had raised $51.1 million in total, which doesn’t include the distress sales of companies such as Letsbuy and SherSingh
  • $3.1 billion (including debt) was raised by Digital Payment startups, making Paytm – now valued at $7 billion – India’s second-most valuable Internet company
  • Of the 192 companies founded in the Cab Hailing category since 2007, 76 have shut shop; Ola is currently valued at $3.5 billion
  • Nearly 310 start-ups in Healthcare, of 2,678 founded since 2007, have shut shop; Practo, 1MG, Portea are the top startups in this segment
  • As many as 2,460 ventures in the Edu-tech / Education space incorporated since 2007; about 224 have shut down
  • Of the 2,420 start-ups founded in Hyperlocal (home services+food tech+delivery) since 2007, 780 have shut shop
  • As many as 514 ventures tried group buying model one way or the other, but at least 221 shut shop

Think about those statistics for a moment; There are plenty of lessons to learn from. Here are some of my personal takeaways…

  1. A healthy dose of funding was available to those who ventured out and attempted to create an organization of value
  2. The best known in each segment typically finds it a bit easier to gain preferred access to investors, markets and customers, simply by virtue of their size and brand salience
  3. Path-breaking, innovative ideas executed well are not the only recipe for success; Addressing a customer gap with great execution at a profitable price point can work wonders too!
  4. Despite significant resources at their disposal, and addressing a real customer need, countless startups did not survive the past decade

For some of you dreaming of launching a startup, posts like these may signify doom and gloom. For others, it will probably provide the inspiration to soldier through.

The fact is, not every venture is meant to succeed and not every startup will fail. “There is nothing in a caterpillar that tells you it’s going to be a butterfly“, said R. Buckminster Fuller. For me, the biggest lesson buried in these statistics is that building a successful organization takes decades, not years. There is simply no shortcut to it.

Crystal Gazing: 2018

We are almost at the halfway mark of 2017, and I thought it would be a good idea to capture some emerging trends, and explore how business will be impacted in the coming months…

Trend #1 – Chatbots

Bots seem to be everywhere these days. And, cutting-edge organizations are rushing to deploy them. Bots today are kind of what Apps were like, just a few years ago – it sounds like every one should have one. Surely, bots offer some real advantages, and chief among them is the ability to automate repeated tasks at a fraction of the cost (of a human/manual alternative). That’s a great use case for organizations that are in scale-up mode.

What role, if any, will bots play in your organization? How can your business leverage this emerging technology to reduce operational costs or improve responsiveness? How will that impact the team?

Trend #2 – Sinking Data Costs

Intuitively, we all know that data costs are significantly lower than they used to be. In India, disruptive players like Reliance Jio have already upset the apple-cart and eroded market share (and profits) of the established telcos. Worldwide, voice and messaging is rapidly being replaced by VoIP/VoLTE and web-based messaging, with data now being the primary use of a mobile phone. Broadband Data costs inside the home are also more affordable than ever.

What will this do to Internet and Mobile penetration in emerging markets? How will customer behavior change? Will users go beyond chat and e-commerce? Is your organization ready for the next phase of evolution?

Trend #3 – Aadhaar, Everywhere

In the India context, we are witnessing no less than a revolution in terms of data linkages and availability. 1 Billion+ users have already registered for an Aadhaar id, with 93%+ coverage among adults. This, naturally, establishes a strong foundation for payments via financial inclusion, but that’s not all there is to it. Increasingly, services like filing IT returns and booking air tickets are being linked to Aadhaar. The IndiaStack APIs already offer a robust platform comprising Aadhaar + eKYC + eSign + Digital Locker, reducing Customer Onboarding time from days to hours, and we have only just begun.

How will this ever-connected universe of data impact privacy and consumer protection? What will it to to service levels? How will customer expectations evolve over time? What is your organization doing to stay ahead of the curve, or keep up with the changing dynamics?

The answers will not be easy to come by, and may differ for each one of us. As we head into these winds of change, here’s hoping we ask the right questions… and embrace Change.

Social Absurdities

When someone we know is admitted into a hospital, social norms dictate that we visit them while they are hospitalised. If unable to do so during that window, those of us who are closely related to the patient, are expected to pay a visit to them in their home, after they have been discharged. That’s the norm, isn’t it?

But, what happens if you’ve already paid a visit once, found that the patient was recovering well, and after a few days find out that he/she has taken a turn for the worse? Should you go again?

What happens if, after your visit, the patient has been sent home, only to be rushed back to the hospital after a day’s rest? Are you expected to re-visit?

What happens if the event in question is not an illness, but the birth of a child? As a mother, you may think that the last thing you want with a newborn is to attend to visitors. Should you extend that kindness to the mother currently in the hospital, and spare her your visit? By doing so, will you be remembered for your generosity of spirit, or for the fact that you did not bother to show up, despite being a close friend or relative?

If the event is, in fact, an illness, should the severity of the illness determine how many times you are expected to visit? Should a recurrence qualify in severity as much as the original ailment? How many visits are adequate?

Yes, there are those among us who are genuinely concerned about the patient in recovery, and would like to show up just to let them know that they are not alone, and that help is at hand. But, the bulk of visitors in any given hospital are there as a social formality, is it not?

Like the ‘hospital dilemma’, I find that many of the social norms we religiously follow, border on sheer absurdity!

We all do it, because every one else is doing it, and because every one expects us to.

Like complimenting the host for a yummy meal. If some do it as a social nicety, and others do it only when they really like the food, how does the host know which is which? Of what use is the compliment to you, if you yourself say such things all the time, without meaning it?

Are we becoming a society that almost never means what it says, or says what it means? What will the world look like if more and more of us head down that path? What will Truth mean in such a world?

I wonder.

Building a Personal Brand

Last month, I had the pleasure of addressing a bunch of entrepreneurs at a conference called “Breaking Barriers” on ‘Building a Personal Brand’. It’s a topic that is relevant not just to entrepreneurs, but also to owners of small-medium organizations and key executives in any large enterprise.

Here are some of the key lessons shared in my slide deck, if you are looking for a primer on How to Build a Personal Brand…

 

Step 1 – Online Presence

If you are in business, you probably have a domain name booked already. If not, get one today. Then figure out how to host a basic page about what you are with relevant contact info. Then deploy an email service that maps your domain name to your mailbox so you can send/receive emails from your own domain e.g. yourname@yourdomain.com. In terms of building an online brand, there is no comparison between this and using a free email service like GMail. So, if you don’t know how to do this, seek help. But get it done.

Step 2 – LinkedIn

The minimum expected of an online presence for your professional self or your business is to have an active profile on LinkedIn – the most popular business social network today. That means including a professional-looking profile Picture, an appropriate Headline that captures what you do, a Summary paragraph of your current role and a short description of relevant Past Roles you may have experience with. Don’t start sending out LinkedIn invites to others before you get this going – it’s just unprofessional. Have a look at others’ LI profiles to get a sense of what’s good and what’s not.

Step 3 – Marketing

When you’re an entrepreneur, “Marketing” is not the name of a department. It refers to creating a basic set of collateral which captures your credentials plus describes the product/service you offer. If you are an executive (not a business), this means having an updated CV, an active LinkedIn profile, recommendations from others, etc. in place. Create templates from this material so that you are ready to respond to any requests for information in a professional, timely manner.

Step 4 – Sales

Again, entrepreneurs shouldn’t mistake “Sales” as a label or a person. If you are in business, you are in Sales. Create a system to respond to leads or prospects, and follow it religiously. Use social media to research what your customers and competitors are up to, so you can reach out to relevant folks with information that they will value, instead of simply sending out a standard note. Who should you target in an organization? Who do you know already in play? What conversations are already happening? You will need to invest time and effort in an ongoing manner to make this work.

Bonus Tip – Get Productive

The more efficiently you manage your time, the more you will be able to do what’s important (but not always urgent) to make your personal brand a success.

 

Do remember that brand reputations take years to build and seconds to destroy. Keep at it, and you will see results.

The IndiaStack Framework

Typically, when we think of government-run initiatives in India, a certain image comes to mind – one that leaves a lot to be desired. But, India is changing. And, changing fast. Yes, most of us know about initiatives like Aadhaar. But, that’s not all there is to it.

A few months ago, I wrote about India’s Digital Divide in a post that covered my visit to some Community Information Resource Centers (CIRCs) that were empanelled with the National Digital Literacy Mission. In it, I captured my experience of interacting with the Digital Empowerment Foundation (DEFIndia.org), and with the fine folks that work at the grassroot level, ensuring that underprivileged communities in semi-urban and rural India get access to Information Technology and to the essentials skills needed to make it work.

As it turns out, there is lot more where that came from. While leading dailies are busy covering Karan Johar’s adoption on their front pages, the government – yes, the government! – has been quietly working on a digital framework over the past several years, to enable a variety of “digital services” for its citizens.

The “IndiaStack“, as it is now known, is a collection of APIs that “allows governments, businesses, startups and developers to utilise a unique digital Infrastructure to solve problems towards presence-less, paperless, and cashless service delivery”. The seeds were sown way back in 2009 with the creation of UIDAI (Aadhaar), but the form it takes today is a robust, interoperable framework that works across devices and service providers. The IndiaStack APIs include Aadhaar, eSign, eKYC, Digital Locker, Unified Payment Interface and a host of other services ranging from Electronic Toll Collection to Bharat Bill Payment System – all designed to make it easier for the common man to go about their business. It even includes a specification for Electronic Consent that puts the user at the center of the data flow as well as content flow. Imagine, a government initiative doing all this!

The benefits of adopting such a framework are immense for the urban as well as rural masses. To take an example, a large bank can use a combination of Aadhaar + eKYC + eSign + Digital Locker to reduce Customer Onboarding time from days to hours, thereby reducing drop-offs, minimizing branch operation costs and practically eliminating the need for a backoffice. Reliance Jio used such a setup recently to onboard 100 Mn+ customers in less than 3 months, with less than 10 minutes per customer (vs 1 day or more for other telcos), and at a cost of less than Rs. 3 per new customer (vs Rs. 40 or more for other telcos). “Walk Out Working” is the new benchmark for the user journey, and it’s great news for all customers.

The technology is not just for the mass affluent customers in Top 10 metros, though. As more and more service providers build services around these APIs, the unbanked and underserved communities of India will be able to use elements of the IndiaStack to push & pull payments (UPI), share their own data (e.g. prepaid recharge history) with relevant entities, and access lending credit (e.g. a one-day or one-month loan) that was unavailable to them until now.

Aadhaar is not just another identity card – it offers a platform that can verify more than 100 Mn transactions a day, in real-time. UPI is not just a fun way to build a virtual payment address – it can enable push/pull transactions from any stored value account to any other store value account. And, Digital Locker is not just another storage service – it is a full-fledged data exchange platform to offer secure access to users in a multi-provider ecosystem. Finally, many of these tools work across devices, not just on smartphones- making them available to the audiences they were designed for.

If understood correctly, and used efficiently, this digital framework has the power to transform lives at the grassroot level, bringing hundreds of millions of people within the ecosystem, and offering them the tools they need to improve their socio-economic reality. And, the technology is available today, in the form of interoperable, scalable APIs, ready to plug-and-play.

After all, India is more than a tony suburb in Mumbai or a startup hotspot in Koramangala. India does not always speak English or get 24×7 electricity. But, India is eager to learn… hungry to grow. And thankfully, these new tools are a step in the right direction, in making India data-rich and well-connected.

Is Digital a Mindset or a Skillset?

I recently attended the AWS re:Invent 2016 event online, which offered some fascinating insights into the world of Technology by folks who manage business (in the cloud) on an enviable scale. One such insight was: “Software is a mindset, not a skillset.” That got me thinking about how the same truth applies to Digital as well.

ThinkShop works with clients that need help in translating their business vision into reality, through the design and delivery of Technology-based initiatives. However, the challenges we most often encounter are rarely “technical” in nature. More often than not, an organisation struggles to bridge the gap between the “old way” of doing things and the “new way” it wants to so keenly embrace.

Its constituents – its people – who are often said to be its biggest asset, are the ones who are at the frontline of various functions, be it Sales, Operations or Customer Service. And, it is human nature that we humans find it difficult to accept change. That’s what the struggle is really about. That’s why we end up with a less-than-optimal Customer Experience. That’s why customers take to social media to warn their friends and family about their unpleasant experiences, so that they may not suffer the same fate. That’s why we have returns, and refunds and complaints, and all the costs that come with it.

Yes, modern Technology has made it all easier than it has ever been. We are no longer confined to our city, region or country – the world is our playground. We no longer have limited choices – the options are infinite. We no longer need to silently suffer a bad product/service – we can shout out our message to millions in the online world through the megaphone of our social networks. And this has significant implications for Business, regardless of the industry in which you operate – make no mistake about it.

Imagine you are shopping online for a gift. Your budget is about five thousand bucks, so you don’t mind signing up on a new website that specializes in that category (say, jewellery), if it means a better product range to choose from. You register on the site after finding one that seems well-designed, and has the funky designs you were looking for. Then, you zone in on a specific product, and are delighted to find that it even offers some options to choose from. Finally, you select the variant options you really want, hit the Buy Now button and proceed to the payment page… Transaction error!

What?! You entered your credit card details correctly. It was a valid card. Must be a website issue. Hey, there’s a chat window? A few minutes and chat messages later, the Support team says they will look into it and call you back in a few minutes, since there is no apparent error at the site’s end. 30 minutes later, you get a call from the Support team that informs you that the product you had chosen is out of stock, but can be sourced and sent in 10 days. They have no clue that you’re awaiting a call-back on the failed payment, nor do they seem to know anything about the variant choices you had made. You try for a few minutes to explain the problem, but they respond by saying they can email you a link for payment if you’d so like. To which product? What about the variants? Never mind…

What’s going on, here? Does this e-commerce enabled business inspire confidence in you? Does it seem like they have processes that actually work? Is there a probability you will land up with no product or the wrong product or one that comes in too late? Would you do business with such an enterprise again? I’ll tell you what I did – I cancelled my order and asked them to delete my account. Turns out that needed Tech Support intervention too, since there was no easy way for a customer to delete their own account. I’m still awaiting a call back on that. Sigh.

Today’s business enterprise needs to operate on the assumption that its customers know what global standards mean, when it comes to Design and Quality. Today’s business enterprise needs to acknowledge that its customers have the means to easily compare its product with that of its competitors, and therefore can cut through all the Marketing propaganda it puts out. Today’s business enterprise needs to understand that the always-on tribe it calls its customer is now part of a community that talks to each other – through reviews and ratings, by voting a thumbs up or down, by sharing relevant insights with others on your product/service. Finally, today’s business enterprise needs to embrace this world as the new world order, instead of resisting its tools and devices, pretending that they won’t talk about you if you don’t have an official Twitter channel.

Digital is a mindset, not a skillset. And this mindset needs to permeate down from the very top – the leadership of the organisation – all the way down to its foot soldiers. And I do mean, the foot soldier in every function. Yes, Legal & Compliance included! Only then will the enterprise truly be able to serve its customers in a world-class way, and compete with a sustainable advantage.

Let me end with another AWS insight for perspective – “You no longer get points for using servers, you only get points for serving users.”

Why Most Projects Fail

Do most projects really fail?

I know, I’m starting with a bold assertion that is probably not in sync with the positive write-ups you see all around you, as you resolve to adopt a few healthy resolutions at the beginning of the New Year. But, the fact is that most new projects either fail to meet the original objectives laid out for them, or at best, see only a partial degree of success, especially in the Services context. These “projects” may take a variety of shape and form – re-designing your online presence, creating an automated sales-tool for your field force, or designing a communication plan to engage with your customers through their lifecycle – though, they share common challenges.

So, let’s try and understand why most projects fail…

 

New and Strange

When an organisation first heads down the path of a new initiative – a project – it has little experience to bank on. Yes, it knows its own business, understands the industry in which it operates, and often has the advantage of trained resources which it can deploy. But, the project itself is a “new” initiative. And, as such, the team has to contend with the discovery and management of a plethora of issues and obstacles which it will encounter along the way, fixing them one by one as it proceeds towards the finish line. This includes known unknowns, as well as unknown unknowns.

 

Reinventing the Wheel

An obvious but surprising fact to contend with is that new projects may be new to the team working on it, but are not “new” to the world at large. Of course, “moonshot” projects like the ones undertaken by SpaceX are the exception that proves the rule. In most organisations, the Project Team will often try and “figure out” a lot of the stuff along the way, including basics of Project Management, User Experience, Customer Engagement and Communication Design. Each of these sub-specialities is an art and a science, and its mastery requires experience and training. Naturally, the Project Team’s first brush with these disciplines will not always include the best way to go about it. In essence, many new projects have a dimension of “reinventing the wheel” that is completely avoidable and provides a significant obstacle to success.

 

Limits of Specialisation

The world is probably divided into those who value specialisation (the majority) and those who value the merits of taking an integrative, holistic approach that transcends domains (the minority). Even if we don’t agree on which side we align with, in most organisations, projects are (rightfully) undertaken by a cross-functional team that includes representation from various functions like Sales, Operations, Marketing and Business Strategy. This necessarily means that the project should benefit tremendously by an integrative, multi-disciplinary approach. But, most organisations hire specialists for specific roles, and then map them to respective departments that work in silos for the most part of the year. Therefore, structurally, most organisations are ill-equipped to address the unique requirements of a cross-functional project, and the project suffers as a result.

 

Is there a way out?

There is no substitute for experience and training, when it comes to addressing complex challenges. However, there are a few things organisations can do to accelerate the Learning Curve, avoid foreseeable problems and improve the chances of success of the projects it undertakes:

  1. Identify the Gaps – Map out the needs of your project and map out your resources to assess where the gaps are
  2. Foundation of Training – Train your resources in the disciplines they are weak in before the project begins
  3. External Support – Supplement your internal teams with consultants and vendors that have the experience you need, either in specific domains or to integrate the effort
  4. Internalise the Solution – Create a plan to strengthen your organisation with the skill sets needed to manage future endeavours
  5. Learning from Mistakes – Despite all this, mistakes will happen. Don’t forget to review the process at the end, and learn from the mistakes made

It goes without saying that much of the above can only be done if the organisation provides the right culture and context in which its employees can grow and thrive. If you don’t have such a culture, start building it today. After all, your success will depend on it!

Just The Beginning

ThinkShop completed 3 eventful years, last month. In that time, we have been fortunate to work with a number of clients on a variety of interesting projects, through solutions that spanned Technology, Business and Marketing.

We helped design the User Experience of a multi-device Trading Platform, and developed a Career Portal for a Life Insurance major that integrates with their Recruitment Engine and call-centres. We performed a Need Gap analysis for a Sales Mobility tool in Health Insurance, and helped define the Project Scope for an Online Securities platform. We conducted a Boot Camp on Understanding Social Media for the senior executives of a leading pharmaceutical firm, and helped develop Marketing Strategy for a startup in Education services.

If there was a common theme running through them, it was that every solution was focused on improving Customer Engagement, with Technology serving the role of an enabler.

These past three years, we have also seen many of you face some common challenges while trying to make sense of an ever-changing world. The Think! blog was meant, in part, to help you gain relevant insights into the Digital world, understand key trends, and figure out viable ways to meet your business needs.

Yes, Mobile has gained significant ground, and Machine Learning is all the rage, but RoI on Digital initiatives continues to elude many, while Business tries to figure out what is the best way to engage in a multi-screen, multi-format, always-on world.

So, what can you do? How can you make sense of an ever changing dynamic and engage with customers despite their ever-decreasing attention span?

If you are new to the Online world, and are looking for the essentials involved in creating a digital footprint for your product or service, the Digital RoadMap offers a quick guide to get you off the ground. In it, you will learn about what constitutes success in the Digital arena, how you can be more customer-centric, and how much is too much. While you’re at it, if you would also like to improve your chances of success when working with external vendors and service providers, here are some good insights on How To Be A Great Client!

All the Technology in world can only help you do a few key things well: Amplify the reach of your message, reduce the Response times involved, improve the Relevance of a product/service fitment or achieve exponential Scale. What’s important to keep in mind is that business is, and has always been, about defining a target Customer, understanding their specific need, and meeting it in a profitable way. If you are able to provide exceptional value to your customer, at a sustainable cost, you will succeed in your objectives. No two ways about it.

As you go about your own journey of leveraging the Power of Digital  to engage with your Customer, don’t be afraid to seek help from those who have walked the path before you. If there is anything we can do to help, it will be our pleasure…