Within the next five years, scalable artificial intelligence in the cloud – Brand AI – could potentially transform how retailers use personalisation to make every store visit a memorable, exclusive customer experience distinct from anything a competing digital disruptor could offer. Continue reading
Digital can pose a range of risks for a bricks and mortar (B&M) retailer including: Continue reading
Many high street retailers in the UK are experiencing falling footfall in their physical stores as customers increasingly switch to online competitors for better convenience, choice and prices. Continue reading
Liquid Big Data is when competitors use Cloud technology and ways of working to openly share and analyse large volumes of data together for their mutual benefit. Yet an organisation engaging in this form of co-opetition risks losing competitive advantage over its peers and increases the threat of new entrants stealing market share. But could the strategic value of such a move outweigh these risks? Here are some ideas… Continue reading
Many organisations across different sectors today face increasingly aggressive environments as digital ways of working and technology reduce barriers of entry for competitors and transform the customer experience. Continue reading
Companies across different sectors are searching for the right ways to exploit digital ways of working and technology to sustain and grow their profitability.
But is the key to maximising the strategic potential of digital actually about subverting this traditional view of company performance? Here are some ideas… Continue reading
Digital Transformation is changing how businesses interact with customers and each other. Continue reading
Despite the intense debate about digital on social media there appears to be limited insight about the practical, tangible application of these new ways of working and technology on our personal working lives
And ways of turning them into opportunities for growth.
With all the hype surrounding digital it’s easy to forget that the value such transformation creates for an organisation also poses strategic risks. This can be felt acutely in terms of its non-current assets; the fixed or intangible resources owned by an organisation that it uses to generate revenues.