CRM Archive

Deloitte: platformy handlu elektronicznego B2B przyczyniają się do wzrostu wydajności i efektywności przedsiębiorstwa

Posted in: Branże, CRM, Firmy, Informatyka w Firmie, Marketing, Nowe Technologie

GŁÓWNE WNIOSKI Z BADANIA

Wszystko wskazuje na to, że platformy handlu elektronicznego B2B przyczyniają się do wzrostu wydajności i efektywności w wielu przedsiębiorstwach działających w obszarze B2B.

Mimo wielu zalet, wykorzystanie platformy handlu elektronicznego B2B wiąże się z pewnymi wyzwaniami występującymi na etapie planowania i wdrażania.
Przede wszystkim należy świadomie projektować wskaźnik ROI, należycie uwzględniać czynnik ludzki i przygotować się na problemy występujące w toku wdrożenia. Każdy nowy proces wymaga bowiem odpowiedniego przygotowania i czasu potrzebnego na realizację. Warto zdobyć się na cierpliwość i wypracować podejście systemowe.

Tego rodzaju rozwiązania znacząco zwiększają możliwości całego procesu sprzedaży, a także obsługi promocji i cross-sellingu. Przynoszą korzyści zarówno działom handlowym, jak i konsumentom. Ponadto przynoszą realne zyski – zarówno finansowe, jak i w formie oszczędności czasu, co znajduje odbicie w wartościach procentowych, zwłaszcza jeśli porównamy firmy korzystające z platform z firmami, które na wprowadzenie takich rozwiązań się nie zdecydowały.Więcej: Deloitte Pl

McKinsey – Tech highlights from 2022 — in eight charts

Posted in: Branże, CRM, Firmy, Informatyka w Firmie, Inkubator Menedżerów, Zarządzanie Firmą

From metaverse mania to eye-popping breakthroughs in generative AI, it has been quite a year for technology. We present some of the stories that helped shape the last twelve months, as told through eight charts—with a smattering of insights to go along with them.

At first glance, our latest AI survey shows adoption leveling off over the past few years, though it has more than doubled since 2017, and applied AI continually ranks high in our annual tech trends analyses.

Large enterprises aspire to have 60 percent of their tech environment living in the cloud by 2025. We applied our 2021 cloud valuation model to the Forbes Global 2000 and found that cloud adoption could generate $3 trillion off the back of 700 use cases for this group of companies by 2030. Use cases largely fall into three areas:

• Rejuvenation, which includes value from IT savings, operational cost savings, and digital risk reduction

• Innovation, which includes value that is mostly revenue related, accounts for the bulk of potential cloud value, and includes using technology like AI and IoT to optimize business operations and improving time to market

• Pioneering, which covers the range of emerging technologies, such as quantum computing, which are too young to accurately value

Quantum computing progress brings high expectations—and a little fear

Speaking of quantum computing, advances in the field continued this year, and, with them, excitement rose for the technology’s potential to fuel breakthroughs in important areas such as drug discovery and climate change. On the flip side, the technology’s power poses a significant cybersecurity risk: fully error-corrected quantum computers (which can provide highly accurate results) will be capable of overpowering today’s most common encryption protocols. Organizations in sectors where data has a long shelf life and systems have extended development cycles, such as in the public sector, are beginning to prepare now.

In technology, we (must) trust

We learned that digital trust truly matters to consumers when we conducted our first global survey on the topic. For example, consumers actively seek out businesses that protect customer data …

… and many will take their business elsewhere when companies fail to do so.

However, most companies aren’t putting themselves in a position to live up to consumers’ expectations. Less than a quarter of executives report that their organizations are actively mitigating a variety of digital risks across most of their organizations, such as those posed by AI models, data retention and quality, and lack of talent diversity. Companies should look to shore up their data ethics frameworks and practices, double down on cybersecurity, and de-risk AI by design, among other strategies, to ensure customer trust—and unlock a new vector of growth.

More: McKinsey – Tech highlights from 2022

McKinsey Global Industrial Robotics Survey

Posted in: Branże, CRM, Nowe Technologie, Opinie

By Femi Ajewole is a consultant in McKinsey’s New York office; Ani Kelkar is an associate partner in the Houston office; Dylan Moore is a consultant in the Bay Area office, where Emily Shao is a partner; and Manju Thirtha is a consultant in the Dallas office.

Results from the 2022 McKinsey Global Industrial Robotics Survey reveal that industrial companies are set to spend heavily on robotics and automation. However, many will need help to complete the journey.

Across the industrial world, companies are betting big on robotics and automation. For many, automated systems will account for 25 percent of capital spending over the next five years, results from the 2022 McKinsey Global Industrial Robotics Survey show.¹ Industrial-company executives expect to see benefits in output quality, efficiency, and uptime. However, many remain wary of the challenge, with the cost of hardware and a lack of internal experience at the top of their list of concerns.

Among the industrial sectors surveyed, the biggest spender on automation over the next five years is set to be retail and consumer goods, with 23 percent of respondents from that sector planning to spent more than $500 million (Exhibit 1). That compares with 15 percent in food and beverage and 8 percent in automotive. For logistics and fulfillment players, automation will represent 30 percent or more of their capital spending in the next five years—the highest share among industrial segments surveyed.

More: McKinsey Global Industrial Robotics Survey

BCG – When Innovation Has No Borders, Culture Is Key

Posted in: Anti-equilibrium, CRM, Marketing, Menedżerowie, Nowe Technologie, Opinie, Raport z Rynku

By Johann D. Harnoss, Anna Schwarz, François Candelon, Martin Reeves, Ashley Grice, Ryoji Kimura, and Nikolaus Lang

Where do new ideas come from? Innovations that propel our societies forward often come from people who look at the familiar with fresh eyes, connecting and combining what’s previously been separate. For such innovators, crossing boundaries—not only mental boundaries, but sometimes actual physical borders—is the key to imagining new possibilities.

Talented, creative people can be found in every part of the world. Bringing together that diversity of talent enables companies and countries to see things in a new way and, our research shows, ignites the much-needed innovative spark that drives sustainable growth.

A Moral Cause with a Business Case

Reducing the obstacles to global migration, and building bridges to opportunity for talented people regardless of where they were born or what their circumstances might be, is a moral cause that also has a strong business case. The war in Ukraine, along with ongoing conflicts in Afghanistan, Syria, and elsewhere, reminds us that not all migration is voluntary—which only makes the moral cause that much more urgent.

In this “Innovation Without Borders” report, we lay out a pragmatic way forward for business executives who intend to drive creativity and innovation through global diversity. The report is based on a first-of-its-kind survey of executives in 20 industries and 10 countries, the personal beliefs that guide them, and the operational tactics they use. The report also includes the in-depth perspectives of four executives who have seen how rewarding the journey to global diversity can be for an organization—and the struggles that can occur along the way. Here are a few of their insights:

From Aspiration to Action

Our survey found that, while 95% of executives plan to embrace globally diverse teams, only 5% have fully scaled such teams across their organizations. This gap between ambition and execution is mostly a result of one thing: culture. Senior executives, especially in large, established firms, told us they worry about the significant cultural change a globally diverse workforce brings with it. Leaders of large companies who express a strong intent to pursue global diversity (and many who already are) also voice a healthy skepticism that they can get thousands of employees to follow them without ruffling some feathers.

Four Clusters of Maturity

We found that the firms in our survey fall into four distinct clusters of global diversity: companies we refer to as question marks, companies that see diversity as a tool, those who see diversity as a celebration, and those for whom diversity is a part of their DNA. Identifying the cluster a company occupies is a prerequisite for ambitious executive teams to drive action.

Managing Three Moments of Culture Shock

The four clusters above serve as beacons in the journey to global diversity, with higher creativity, growth, and innovation output the ultimate rewards. Each step on this journey offers benefits from a value creation perspective: firms that start as question marks can significantly increase their chances of becoming world class innovators by taking one or two steps in the journey to global diversity.

More: The BCG Henderson Institute is Boston Consulting Group’s strategy think tank, dedicated to exploring and developing valuable new insights from business, technology, and science by embracing the powerful technology of ideas. The Institute engages leaders in provocative discussion and experimentation to expand the boundaries of business theory and practice and to translate innovative ideas from within and beyond business. For more ideas and inspiration from the Institute, please visit our Latest Thinking page and follow us on LinkedIn and Twitter.