Helter Skelter: Competing on Experiences

The race for the best technology' is shifting toward 'the race for the best experience'. Or in other words: what software left when it ate the world...

Transcript

1. HELTER-SKELTER WHEN S FTWARE ATE THE W RLD
2. SOFTWARE IS EATING THE WORLD Every major industry is becoming software-driven
3. ATE THE WORLD. SOFTWARE INTERNET MOBILE
4. DIGITALISATION
5. DIGITALISATION IS EATING THE WORLD.
7. EXPERIENTIAL COMPETING ON EXPERIENCES DIRECT COMPETITORS PayPal Apple Pay TransferWise Sell Products that compete with yours Sell Experiences that replace yours
9. EXPERIENTIAL COMPETING ON EXPERIENCES DIRECT COMPETITORS PayPal TransferWise Apple Pay #fintech Sell Products that compete with yours Sell Experiences that replace yours
12. PERCEPTUAL EXPERIENTIAL COMPETING ON EXPERIENCES DIRECT COMPETITORS Sell Products that compete with yours Sell Experiences that replace yours Change Expectations your customers have PayPal TransferWise Apple Pay Amazon Uber AirBnB #fintech
13. PERCEPTUAL EXPERIENTIAL LIQUID EXPECTATIONS DIRECT COMPETITORS Sell Products that compete with yours Sell Experiences that replace yours Change Expectations your customers have PayPal TransferWise Apple Pay Amazon Uber AirBnB #fintech
14. PERCEPTUAL EXPERIENTIAL COMPETING ON EXPERIENCES DIRECT COMPETITORS Sell Products that compete with ours Sell Experiences that replace ours Change Expectations our customers have EXPERIENCE GAP
15. EXPERIENCE GAP LIQUID EXPECTATIONS A cultural shift of everything competing with everything and expectations transcending traditional boundaries.
16. EXPERIENCE GAP LIQUID EXPECTATIONS 1. IWIWIWIIWIN I Want It When I Want It, and I Want It Now
18. EXPERIENCE GAP LIQUID EXPECTATIONS 2. ATOMISATION What matters is not the means of delivery, but the service and its relevance to the job-in-the-moment.
24. fully grown business model COMPETING ON EXPERIENCES ARENAS. NOT INDUSTRIES
25. A B C newly launched business model sun-setting business model COMPETING ON EXPERIENCES ARENAS. NOT INDUSTRIES
26. COMPETING IN ARENAS Material Growth Not Material High Growth Low Growth Mature Emerging Declining
27. COMPETING IN ARENAS A B C 1.Shape the definition of ‘value’ 2.Deliver on that promise at a global scale 3.Raise the bar on the expectation of ‘value’ 4.Repeat
28. COMPETING IN ARENAS A B C 1.Shape the definition of ‘value’ 2.Deliver on that promise at a global scale 3.Raise the bar on the expectation of ‘value’ 4.Repeat
29. COMPETING IN ARENAS A B C 1.Shape the definition of ‘value’ 2.Deliver on that promise at a global scale 3.Raise the bar on the expectation of ‘value’
30. COMPETING IN ARENAS A B C Platform at Scale Standardised, commoditised Low variety, high reusability Business ‘R&D’ High variety, low reusability
31. Published 2016 by 0xD in Amsterdam. Brand Category Brand Value 2015 $M Brand Contribution Brand Value % change 2015 vs 2014 Rank change 1 Technology 246,992 4 67% 1 2 Technology 173,652 4 9% -1 3 Technology 115,500 4 28% 1 4 Technology 93,987 4 -13% -1 5 Payments 91,962 4 16% 2 6 Telecom Providers 89,492 3 15% 2 7 Telecom Providers 86,009 3 36% 4 8 Soft Drinks 83,841 5 4% -2 9 Fast Food 81,162 4 -5% -4 10 Tobacco 80,352 3 19% -1 11 Technology 76,572 5 43% 3 12 Technology 71,121 4 99% 9 13 Retail 66,375 2 NEW ENTRY 14 Retail 62,292 4 -3% -4 15 Telecom Providers 59,895 4 20% 0 16 Regional Banks 59,310 3 9% -3 TOP 100 MOST VALUABLE GLOBAL BRANDS 2015
32. Published 2016 by 0xD in Amsterdam. Brand Category Brand Value 2015 $M Brand Contribution Brand Value % change 2015 vs 2014 Rank change 1 Technology 246,992 4 67% 1 2 Technology 173,652 4 9% -1 3 Technology 115,500 4 28% 1 4 Technology 93,987 4 -13% -1 5 Payments 91,962 4 16% 2 6 Telecom Providers 89,492 3 15% 2 7 Telecom Providers 86,009 3 36% 4 8 Soft Drinks 83,841 5 4% -2 9 Fast Food 81,162 4 -5% -4 10 Tobacco 80,352 3 19% -1 11 Technology 76,572 5 43% 3 12 Technology 71,121 4 99% 9 13 Retail 66,375 2 NEW ENTRY 14 Retail 62,292 4 -3% -4 15 Telecom Providers 59,895 4 20% 0 16 Regional Banks 59,310 3 9% -3 TOP 100 MOST VALUABLE GLOBAL BRANDS 2015
33. Published 2016 by 0xD in Amsterdam. Brand Category Brand Value 2015 $M Brand Contribution Brand Value % change 2015 vs 2014 Rank change 1 Technology 246,992 4 67% 1 2 Technology 173,652 4 9% -1 3 Technology 115,500 4 28% 1 4 Technology 93,987 4 -13% -1 5 Payments 91,962 4 16% 2 6 Telecom Providers 89,492 3 15% 2 7 Telecom Providers 86,009 3 36% 4 8 Soft Drinks 83,841 5 4% -2 9 Fast Food 81,162 4 -5% -4 10 Tobacco 80,352 3 19% -1 11 Technology 76,572 5 43% 3 12 Technology 71,121 4 99% 9 13 Retail 66,375 2 NEW ENTRY 14 Retail 62,292 4 -3% -4 15 Telecom Providers 59,895 4 20% 0 16 Regional Banks 59,310 3 9% -3 TOP 100 MOST VALUABLE GLOBAL BRANDS 2015
34. Published 2016 by 0xD in Amsterdam. Brand Category Brand Value 2015 $M Brand Contribution Brand Value % change 2015 vs 2014 Rank change 1 Technology 246,992 4 67% 1 2 Technology 173,652 4 9% -1 3 Technology 115,500 4 28% 1 4 Technology 93,987 4 -13% -1 5 Payments 91,962 4 16% 2 6 Telecom Providers 89,492 3 15% 2 7 Telecom Providers 86,009 3 36% 4 8 Soft Drinks 83,841 5 4% -2 9 Fast Food 81,162 4 -5% -4 10 Tobacco 80,352 3 19% -1 11 Technology 76,572 5 43% 3 12 Technology 71,121 4 99% 9 13 Retail 66,375 2 NEW ENTRY 14 Retail 62,292 4 -3% -4 15 Telecom Providers 59,895 4 20% 0 16 Regional Banks 59,310 3 9% -3 TOP 100 MOST VALUABLE GLOBAL BRANDS 2015 Technology Technology Technology
35. Published 2016 by 0xD in Amsterdam. Brand Category Brand Value 2015 $M Brand Contribution Brand Value % change 2015 vs 2014 Rank change 1 Technology 246,992 4 67% 1 2 Technology 173,652 4 9% -1 3 Technology 115,500 4 28% 1 4 Technology 93,987 4 -13% -1 5 Payments 91,962 4 16% 2 6 Telecom Providers 89,492 3 15% 2 7 Telecom Providers 86,009 3 36% 4 8 Soft Drinks 83,841 5 4% -2 9 Fast Food 81,162 4 -5% -4 10 Tobacco 80,352 3 19% -1 11 Technology 76,572 5 43% 3 12 Technology 71,121 4 99% 9 13 Retail 66,375 2 NEW ENTRY 14 Retail 62,292 4 -3% -4 15 Telecom Providers 59,895 4 20% 0 16 Regional Banks 59,310 3 9% -3 TOP 100 MOST VALUABLE GLOBAL BRANDS 2015 Platform Platform Platform Platform Platform Platform Platform Platform Platform
36. DESIGN IN TECH
37. DESIGN THINKING IN TECH STRATEGY AND VISION EXECUTION DESIGN EXECUTES STRATEGY
38. DESIGN THINKING IN TECH DESIGN EXECUTES STRATEGY SILO ONE SILO TWO SILO THREE STRATEGY AND VISION EXECUTION DESIGN BRIDGES SILOS
39. DESIGN THINKING IN TECH DESIGN EXECUTES STRATEGY SILO ONE SILO TWO SILO THREE STRATEGY AND VISION EXECUTION DESIGN SHAPES STRATEGY ERIC ROSCAM ABBING
41. ron.kersic@gmail.com @absynthmind