Diffusion of Innovation Analysis—Creating the Environment

Leaders do not just embrace analytics and actionable insights; they offer innovation of new developments that exceed the customers’ needs. It is the data foresight of how the company wants the future to be by promoting excellent data quality and accessibility lab to build a qualitative and quantitative innovation culture by embedding innovation and analytics as part of every role. Moreover, decisions based on data-driven techniques and models for NPD were analytics information that is delivered in a variety of formats evident from departmental and individual dashboards by creating a variety of databases such as charts, spreadsheets, alerts via emails or text messages, audio complaint recordings, and many more.

Analytics could be challenging because the specialized nature of tools and approaches makes the business value less accessible to business users. Therefore, business analysis skills are required to design, deliver, and interpret data. Providing data analytics training in the increasing complexity of the technology and the increasing data sources with new approaches for leveraging data is crucial. Leaders need to equip employees with the analytics knowledge and skills to reap the innovative rewards of big data.

Business intelligence and analytics dashboards need to be open source for employees with friendly tools that are set up for analysis and decision-making of the most significant business need. Include analytics and innovation in every role. New opportunities will open up after the exploit of data and analytics technologies to improve and transform the businesses to innovate across all levels. Leaders analyze and interpret data to transform strategies into actionable insights and foresight to succeed from customer-generated data. Use big data more aggressively across all the organizations.

Enable more extensive use of big data and analytics. Managers leverage big data and analytics more effectively over a broader range of organizational processes and functions throughout the innovation process, from new ideas to creating new business models and developing new products and services.

Infuse analytical capabilities throughout the organization to spark innovation by focusing on end-user analytic tools. Embrace customer insight and opinion. Collect and analyze customer-generated data, and create customer interaction environments.

Build skills, cross-train, and co-locate analytics and innovation teams to create networks of trust and shared objectives, and cross-pollinate points of view and discoveries and share a common trait: the ability to employ data and analytics to support innovation successfully.

It is setting ethical standards for data scientists. It assures base-level data scientist competency supported with core values and policy of use. It includes trusted, structured sources for repeatable, relatively slow, and expensive descriptive reporting processes.

Set a data science lab, which caters to advanced predictive and prescriptive analytics that are often detailed, complex, and unique. The process can be somewhat slow and laborious, but can ultimately result in high-impact results.

Define a business challenge to solve. This can be exploratory (for example, determining what factors contribute to a consumer’s default on a bank loan) or predictive (for example, predicting when the next natural gas leak will occur and what factors will drive the next failure). Start small and build in stages. Do not “boil the ocean” on your initial attempts. Evolve your approach over time.

Partner with the data science team. Work with this team to deliver a data and processing environment for the data needed to address the defined business challenge. Enable a platform that will scale to execute the required models and algorithms. This environment might be cloud-based.

Finally, data and analytics technical professionals must keep the end goal in mind. It is easy to become enamored of new technology choices, but the business value must be front and center in every decision. It is essential to maintain open channels of communication with constituents, both internal and external—and to explain any industrial actions or concepts that one can understand, support, and champion. This is an exciting time for data and analytics professionals, in which they can play an increasingly critical role in helping the organization achieve business.

The Cases of Transformation for the Digital Future

Netflix Innovation Analytics

Netflix is one of the leading digital streaming service providers within the entertainment industry, co-founded by Marc Randolph and Reed Hastings in 1997 (Netflix), who later forewent the DVD delivering service. This business first establishes the concept that innovations are not restricted in the format of a product but also as a service.

Second, the subscribing fee introduces the commercialization of Netflix’s new approach in delivering entertainment. The traditional management textbook theories would have predicted that Netflix should have now failed, while it showed a successful growth in its business after starting the video streaming in 2007 and reaching 94 million members globally by the end of 2016. Their success was driven from its focus on the power of data and analytics, as an example, the development of Cinematch, which better predicts the pattern of the request of DVD titles by subscribers in addition to establishing an open competition (Netflix Prize) that enables anyone to win $1 million prizes for improving its algorithms. Netflix is a data-driven company before data and analytics drive the current market (Venkatraman, Explorer, 2016).

Netflix’s innovation was focused on two dimensions: logistics and analytics; also, its digital business transformation appeared in technology and data and analytics. Through technology, Netflix worked with Amazon to develop a world-class back-end infrastructure. Through Amazon Web Services, Netflix could quickly deploy thousands of servers and terabytes of storage within a short time; it collected the most detailed data possible to be the best at knowing their customers on an individual basis. Everything that Netflix provides today to their customers is a recommendation. Based on its strategic relationship with Facebook, Netflix has been able to add more useful data to make its recommendation even more powerful. So, everything Netflix offers to an individual is personal but supported by compelling data and analytics. Netflix has been able to take its information advantage with big data and analytics to a further step, at capitalizing on technology developments and taking advantage of information-driven data to continually refine its business model (Venkatraman, Netflix: A Case of Transformation for the Digital Future, 2017).

Big data is robust, but big data plus big ideas are convertible. Netflix is a technology juggernaut; it built a platform that shapes what customers watch, not just how they watch, through its analytics, algorithms, and digital-streaming innovations that changed how customers watch movies and TV shows. However, this technology has always been in service of a unique point-of-view building (Taylor, 2018). This powerful data system creates a wealthy social system that influences the movies and shows members see, based in part on which shows they have liked in the past and what other subscribers see and like.

Every industry is facing a digital future; past rules will no longer apply. The future competitors will be those with digital capabilities, much as what Netflix has mastered over the last two decades to redefine entertainment.

Emirates Airlines Innovation Analytics (Marketing Techniques)

Emirates is a global airline, serving 154 airports in 82 countries from its hub in Dubai, United Arab Emirates. Emirates has been able to gain a competitive position and advantage in the marketplace since it started in 1985- Implementation of appropriate strategies has led to the exceptional performance, profitability, and success of Emirate Airlines. The reasons behind Emirates’ success have been defined by their competitive advantages within the airline industry. These advantages are low labor costs, fuel-efficient and customer service-tailored aircraft fleet, avoidance of corporate alliances, aggressive sports marketing, and dedication to premier inflight customer service. Their most prominent advantage is their lower labor costs that allow Emirates to lower their ticket prices and invest more money in aircraft upgrades and marketing. Emirates Airlines is a significant competitor for many global companies, and it is now the world’s fourth-largest airline by international traffic. Emirates disrupts a market before they are disrupted through many factors; they use “Design Thinking” for complex problems and finding optimal solutions. They focus on velocity, the speed at which a plan comes to completion. They use their own business models. The co-creation factor is to develop solutions jointly with customers. The transparency involves operating in a way to make it easy for other stakeholders to see what is planned and the actions performed. The platform which Emirates takes as an approach to digitization enables it to control changes better and makes future initiatives more comfortable by having the ability to predict how customers will react to changes to the experience. Emirates does a significant number of surveys and focus groups on understanding what reduces the traveling experience. It helps with the accuracy of the ability to predict how changes will be perceived (Kerravala, 2015). The airline has developed an international reputation based on their excellent customer service, loyalty, value, and luxury, and has been awarded Best Airline in the World by Skytrax four times (Skytrax, 2016). In the current era, digital innovation is disrupting markets with extraordinary speed.

Efforts are made by Emirates to achieve these accolades concerning their competitive advantages in marketing and business strategy: concerning growth, the airline is the fastest in the world and has posted an average annual net profit progression of 20% (Jammoul, 2013)- Emirates Airlines claim their rapid growth is mainly in the ability of their employees to understand how the social world is related. They expand on this theory in their belief that adjusting to customers’ needs is structured around outside factors such as global economics, trade and politics, shifting populations, diversity, and sustainability. The advantages that make Emirates globally competitive are their central hubs located in Dubai, which are an ideal halfway point that connects the Western world (United States, Europe) to the Eastern world (India, China, Australia). Emirates uses objectives to avoid corporate alliances to reduce decision-making delays: their quick and aggressive responses to global financial market trends, in addition to their constant attentiveness and technological evolution concerning customer service, loyalty programs, and in-flight amenities.

Company image is identified by luxury, top-class customer service, efficiency, and value to provide consistently low prices by taking advantage of the UAE’s strong economy and low labor prices. That image generates internationally recognized marketing campaigns through large sports teams and clever adverts. Overall, it has a very recognizable and consistent brand image that is attractive to all types of consumers. Emirates has become a globally well-known brand for many reasons; one of the most recognizable reasons is their aggressive marketing campaigns throughout the sports and entertainment world. Emirates company considers itself the most recognized airline in the sports world (Emirates Group, 2016). They are currently heavily involved with European Football through FA Cup and benefice sponsorship, PGA Tour golf, Formula 1 racing, Americas Cup sailing, horse racing, and significant sports leagues. Emirates’ deals demonstrate polarizing marketing strategy and are only possible because of its ability to create massive revenues continuously and its independent business philosophy.

Strategically, Emirates sees growth potential in every facet of their business plan. They have broken things down to the basics and understood that customer satisfaction is derived from a straightforward aspect: customer service. Emirates has worked tirelessly to create influential customer service-related business culture while also actively investing in customer service technology to ensure widespread consistency. In respect to customer service technology, Emirates has invested in Knowledge- driven In-flight Service (KIS), which monitors the personal qualities of passengers on board. KIS uses server-based tablets to store passenger information, and analyze the data to develop a strong understanding of an individual’s travel expectations, thus allowing the flight cabin-crew to provide more focused and personalized service. Emirates’ excellent customer service reputation has ranked Emirates the top airline in the world for customer service with a score of 92.3% (Skytrax, 2016).

With respect to marketing strategies used by Emirates Airlines, Emirates Skywards members and their travel companions are enabled to access the awardwinning lounges via a “pay-to-access” program and give families and group travelers the option to pay for advanced seat selection. They also revamped Emirates Business Rewards, the loyalty program for corporate customers. Future business for Emirate Airlines will be digitally integrated into the ecosystem of partners, suppliers, and with Dubai, offer more personalized customer experiences, and be enabled by a new suite of the latest technologies, including automation, robotics, and biometrics.

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