tag:blogger.com,1999:blog-73816229834967374152024-03-21T06:17:44.443-07:00StrategyCorporate Strategy, M&A Strategy, Product Strategy, Digital MarketingSuranjan Dashttp://www.blogger.com/profile/08500940136248406917noreply@blogger.comBlogger191125tag:blogger.com,1999:blog-7381622983496737415.post-61959220664510557752017-05-02T03:34:00.004-07:002017-05-02T23:00:10.072-07:00Winning opposite Local Competitors in Emerging Market<div dir="ltr" style="text-align: left;" trbidi="on">
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In the era of globalization, Global Giants set shops in many countries to conquer the market and dominate them. These markets have different business environment than their home country yet, some tend ignore this fact and try to standardize the processes assuming that the same jacket will fit all ! and in the process fails to capture the imagination of the the customers and not able to enthuse them. As a result, customers continue to stick to the local competition for majority of their requirement and only for niche products approach these global companies.<br />
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Those who muster the strength to do business with the global companies soon realizes that they as a customer are unable to negotiate as the power tilts towards the supplier side. This also forces the customers to change sourcing strategy and shift to local suppliers who are flexible and able to customize their products and services as per the requirement quickly.<br />
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Most of the global companies show <i><b>Product leadership</b></i> and have <b><i>Operational Excellence</i></b> but lack <b><i>Customer Intimacy</i></b> and trust in terms of their ability to support in need of the hour. While the local companies are mostly owner driven where the command and control system lies with the owners. Therefore the response is decisive and quick in emergency. Further local owner based companies invest time and effort in developing and building effective relationship. This is also aided by <b>Contact, Connection, Culture & possible Family ties </b>which helps them to get an insight into the customer Growth Potential and possible entrance into the business.<br />
<a href="https://1.bp.blogspot.com/-GpMkLBjCKTs/WQhCWW9UKvI/AAAAAAAAEQc/QzRgWjHHDrE0rFeahLDG0YhD0OaUQea4ACLcB/s1600/Untitled%2Bpresentation%2B%25283%2529.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em; text-align: center;"><img border="0" height="360" src="https://1.bp.blogspot.com/-GpMkLBjCKTs/WQhCWW9UKvI/AAAAAAAAEQc/QzRgWjHHDrE0rFeahLDG0YhD0OaUQea4ACLcB/s640/Untitled%2Bpresentation%2B%25283%2529.jpg" width="640" /></a><br />
Differentiators<br />
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<li>Technology</li>
<li>Access to Market & Customers</li>
<li>Access to finances</li>
<li>People Management</li>
<li>Compliance</li>
<li>Health Environment & Safety Orientation</li>
<li>Intellectual Properties</li>
<li>Low or no Focus on Brand / Image</li>
<li>Commitment based on Personal Assurance</li>
<li>Unfair Means</li>
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Most of the local companies in India customize their product and services to meet the price target of the customers and run frugal / lean operations with minimal investment towards image building or brand building. Although this would depend on the industry and the nature of the business.</div>
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The owners don't hesitate to take risks and at times increase the internal inefficiencies and stress both on the organization and finances. However their sole objective is to keep the customers happy and continue and grow business for which they risk a hit.</div>
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There exist a vast difference between how a Multinational company respond to an event in comparison to the local owner based company that yield a completely different outcome. It can be also understood by using <a href="http://jackcanfield.com/blog/the-formula-that-puts-you-in-control-of-success/">Jack Canfield's E+R=O model</a>. </div>
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According to which we don't have any control over the event which are disruptive in nature however our response to that event usually shapes the outcome. Companies needs to Anticipate and Adapt through Preparedness. It is the quality of the response that usually determines whether the outcome is PAIN or GAIN.</div>
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As a leader it is critical to work with the team in a collaborative style, understanding the local cultural diversity and the underlying behavior influencers so that the beliefs can be modified through aligning corporate value system with the personal values of individual team members. This activity over time yields desired calibrated response and a desired outcome.</div>
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Therefore, in order to take on the local competition global companies needs to shed their EGO and perceived invincibility and </div>
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<ol style="text-align: left;">
<li>Be customer focused</li>
<li>Embrace Service Oriented Processes from a Product led Mindset.</li>
<li>Adapt to the market need than what we have is what it is mindset.</li>
<li>Needs to ask - The products are best in class but is it what the customer needs or is assumed ?</li>
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This in conclusion, it is necessary to create Interactive Relationship only them customers would be attracted and develop trust and improve understanding though quality of interaction. </div>
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Below are the three critical factors to succeed:</div>
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Suranjan Das</div>
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Suranjan Dashttp://www.blogger.com/profile/08500940136248406917noreply@blogger.com0tag:blogger.com,1999:blog-7381622983496737415.post-18690154487851289812017-04-26T23:47:00.001-07:002017-04-26T23:52:50.806-07:00The CHASM - Diffusion Model: Innovation Management<div dir="ltr" style="text-align: left;" trbidi="on">
According to Molony 16% rule once one have reached 16% absorption of any innovation, one must change the messaging and media strategy from one based on Scarcity to one based on Social Proof in order to accelerate through the CHASM.<br />
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I have been working with the plastics industry for many years focusing automotive sector. I have found that Innovation adaption takes a very long time as a rigorous COST- BENEFIT analysis of the idea takes place with the OEMs. There are very few OEMs who would take the risk and become the <b>Early Adapter</b>. Mostly in my experience are either <b>Early Majority</b> or <b>Late Majority. </b>The discussion generally starts with OEMs asking for proof of success in the form of either samples or in the form of reference or presentation. Many seek guarantee of success from the supplier.<br />
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Even after being successful in selling the idea and penetrate into the application, there always exist a fear of competition working with the OEM to reduce the overall cost through lower price offering for a me-too kind of a product.<br />
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Therefore once successful a supplier should make or create a considerable momentum to make the transition from across the CHASM. In order to make the journey across the CHASM a market penetration of 15 - 20% is generally required.<br />
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The messaging therefore needs to be adapted from Scarcity to Social Proof like - showing samples, Examples, Presentations , Tech Shows etc.<br />
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SOme of the pictures below illustrates the concept of CHASM which is explained in the book <a href="https://www.amazon.in/Crossing-Chasm-Marketing-Mainstream-Essentials-ebook/dp/B000FC119W?_encoding=UTF8&deviceType=desktop&tag=googinhydr18418-21">Crossing the CHASM by Geoffrey A Moore</a><br />
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Suranjan Dashttp://www.blogger.com/profile/08500940136248406917noreply@blogger.com1Gurugram, Haryana, India28.4594965 77.02663830000005928.236067 76.703914800000064 28.682926000000002 77.349361800000054tag:blogger.com,1999:blog-7381622983496737415.post-27758680694964325422017-04-26T21:25:00.001-07:002017-04-26T22:35:22.068-07:00Critical Component in Talent Development<div dir="ltr" style="text-align: left;" trbidi="on">
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In the corridors of a company or in canteen over a cup of coffee there are always murmurs about who would be the next boss or who would get the next promotion, who would be the next CEO etc. These discussions are generally perception based and to some extent a mix of perception and visible performance.</div>
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In reality, companies are continuously challenged to identify high performers within the organizations who would take the company to the next level.<br />
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The challenge for the organization is to <a href="http://www.ucop.edu/human-resources/management-development-program/2014/Donna%20Handout.pdf">identify the HI-PO within the organization</a>.<br />
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<b>Who are High Performers ?</b><br />
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High-Potential (HI-PO) talent is <a href="http://www.ccl.org/wp-content/uploads/2015/04/highPotentialTalent.pdf">defined as an employee who isassessed as having the ability, organizational commitment, and motivationto rise to and succeed in more senior positions in the organization.</a><br />
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<a href="https://static1.squarespace.com/static/5248dad5e4b0dcb066334568/t/528a9f75e4b029957baafcf6/1384816501015/People+Measures+-+High+Potential+Identification+Questionnaire.pdf">Defining and measuring high potential is extremely critical.</a><br />
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The <b>Ability-Aspiration-Engagement</b> model provides an understanding as to how to address some of these issues in identifying a high performer.</div>
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It is critical to understand the mix of the 3 components in an employee if the organization intent to retain and nurture talent within the organization. <a href="https://hbr.org/2010/05/how-to-keep-your-top-talent">Practically every organization have some form of program to nurture the rising stars</a>. These high achievers can have enormous impact on the business. It is therefore critical for the organization to identify the organizational needs and the high performer needs and align them to achieve maximum output.<br />
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Winning or losing in the market is dependent today on the leadership of the organization and leadership doesn't mean only handful of people at the top but rather each individual employee. It is therefore acutely necessary to <a href="file:///C:/Users/Abc/Downloads/Building-high-potential-leaders-an-intrgrated-road-map.pdf">build a hi performance organization and leaders</a>.<br />
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Suranjan Dashttp://www.blogger.com/profile/08500940136248406917noreply@blogger.com1Gurugram, Haryana, India28.4594965 77.02663830000005928.236067 76.703914800000064 28.682926000000002 77.349361800000054tag:blogger.com,1999:blog-7381622983496737415.post-30194387192291647052017-04-26T02:15:00.002-07:002017-04-26T02:20:31.247-07:00Leadership Skills in the Digital Era - Part 1<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="font-family: inherit;">Today, we all are facing challenges in keeping up with the younger generation. Parenting has become a challenge. The new generation which is ambitious, full of ideas, self motivated, carefree, and is able to acquire knowledge and skills much faster than one could imagine.</span><br />
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<span style="font-family: inherit;">How this could be made possible? Today the access to information at the click of a button has made learning interesting and exciting. It has made the younger generation more independent in learning and satisfying their curiosity. My 8 year old daughter is able to Google topics that are taught in the class and learn by herself using her tablet. The mind games she has downloaded on her tablet keeps her engaged and had sharpen her mind. This pattern of learning is observed more or less across all the kids of her age .</span><br />
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<span style="font-family: inherit;">Schools are designing new methods of teaching children by incorporating the newer technologies as teaching aids. They are not only preparing the children but also coaching the parents how to deal with the new generation kids. The challenges in front of the new age parents are -</span><br />
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<li><span style="font-family: inherit;">How to channel their children creativity in the right direction.</span></li>
<li><span style="font-family: inherit;">How to provide right kind of coaching to nurture and develop their talent</span></li>
<li><span style="font-family: inherit;">How to help and support them in their career selection.</span></li>
<li><span style="font-family: inherit;">And most importantly how to help them become independent by letting them go (leaving the nest) and not interfere thereafter.</span></li>
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<span style="font-family: inherit;">It is critical to strike a delicate balance between directing, coaching and supporting. Too much spoon feeding or directing would make the child irritating and incapable to making own decisions thereby look up to parents for the decision making at every stage and would harm their learning ability. Similarly, if the child at a formative stage is left alone without proper direction, guidance or coaching, then despite being amazingly brilliant would not be able to realize his or her full potential as they would grow with lack self-confidence and motivation.</span></div>
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<span style="font-family: inherit;">There is a similarity between how parents groom their children and how good companies develop people. Companies are made up of people and it is its people who run the business. In a company there are people who have different skill sets, motivation level, knowledge base, and age groups. In order to be successful, a company must have people with different skill sets and be more diverse in terms of age and experience. </span><br />
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<span style="font-family: inherit;">The challenge for the leader or leadership team compounds as they have to embrace new methods tailor made for individual employees or groups based on their skill and motivational level and design coaching and support system required to make them successful in their job. </span></div>
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<span style="font-family: inherit;">Paul Hersey and Ken Blanchard while working on <a href="https://www.amazon.com/Management-Organizational-Behavior-10th-Hersey/dp/0132556405">Management of Organizational Behavior</a> developed a model which is known as Situational Leadership Model. The fundamental underpinning of the Situational Leadership Model is that there is no single best style of leadership. </span><br />
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<span style="font-family: inherit;">Effective leadership is task-relevant and the most successful leaders are those who adapt their leadership style to the performance readiness (ability and willingness) of the individual or group they are attempting to lead or influence that varies not only with the person or group that is being influenced but also it depends on the task, job or function that needs to be accomplished (<a href="https://www.amazon.com/Management-Organizational-Behavior-Utilizing-Resources/dp/0132617692">book</a>).</span></div>
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<span style="font-family: inherit;">Just like Parenting or Teaching Leaders in a company find themselves surrounded by people in the organization with various maturity level which can be categorized as below.</span></div>
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<tr><th style="background-color: #eaecf0; border: 1px solid rgb(162, 169, 177); padding: 0.2em 0.4em; text-align: center;" width="80"><span style="font-family: inherit;">High</span></th><th colspan="2" style="background-color: #eaecf0; border: 1px solid rgb(162, 169, 177); padding: 0.2em 0.4em; text-align: center;" width="160"><span style="font-family: inherit;">Moderate</span></th><th style="background-color: #eaecf0; border: 1px solid rgb(162, 169, 177); padding: 0.2em 0.4em; text-align: center;" width="80"><span style="font-family: inherit;">Low</span></th></tr>
<tr><td align="center" style="border: 1px solid rgb(162, 169, 177); padding: 0.2em 0.4em;"><span style="font-family: inherit;">M4</span></td><td align="center" style="border: 1px solid rgb(162, 169, 177); padding: 0.2em 0.4em;" width="80"><span style="font-family: inherit;">M3</span></td><td align="center" style="border: 1px solid rgb(162, 169, 177); padding: 0.2em 0.4em;" width="80"><span style="font-family: inherit;">M2</span></td><td align="center" style="border: 1px solid rgb(162, 169, 177); padding: 0.2em 0.4em;"><span style="font-family: inherit;">M1</span></td></tr>
<tr><td style="border: 1px solid rgb(162, 169, 177); padding: 0.2em 0.4em;"><b><span style="font-family: inherit;">Very capable and confident</span></b></td><td style="border: 1px solid rgb(162, 169, 177); padding: 0.2em 0.4em;"><span style="font-family: inherit;">Capable but unwilling</span></td><td style="border: 1px solid rgb(162, 169, 177); padding: 0.2em 0.4em;"><span style="font-family: inherit;">Unable but confident</span></td><td style="border: 1px solid rgb(162, 169, 177); padding: 0.2em 0.4em;"><span style="font-family: inherit;">Unable and insecure</span></td></tr>
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<span style="font-family: inherit;"><br />The right leadership style will depend on the person or group being led. The Hersey-Blanchard Situational Leadership Theory identified four levels of maturity M1 through M4:</span></div>
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<li><span style="font-family: inherit;"><b>M1</b> – They lack the specific skills required for the job in hand and are unable and unwilling to take responsibility for this job or task.</span></li>
<li><span style="font-family: inherit;"><b>M2</b> – They are unable to take on responsibility for the task being done; however, they are willing to work at the task. They are novice but enthusiastic.</span></li>
<li><span style="font-family: inherit;"><b>M3</b> – They are experienced and able to do the task but lack the confidence or the willingness to take on responsibility.</span></li>
<li><span style="font-family: inherit;"><b>M4</b> – They are experienced at the task, and comfortable with their own ability to do it well. They are able and willing to not only do the task, but to take responsibility for the task.</span></li>
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<span style="font-family: inherit;">Maturity levels are also task-specific. A person might be generally skilled, confident and motivated in their job, but would still have a maturity level M1 when asked to perform a task requiring skills they don't possess.</span></div>
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<span style="font-family: inherit;">A good leader develops the competence and commitment of their people so that they are self-motivated rather than dependent on others for direction and guidance much like parents would groom their children. </span></div>
<span style="font-family: inherit;"><span style="background-color: white; color: #222222;">According to <a href="http://www.amazon.in/Situational-Leader-Pfeiffer/dp/0446513423">Hersey's book</a>,</span><span style="background-color: white; color: #222222; white-space: nowrap;"> </span><span style="background-color: white; color: #222222;">a leader’s high, realistic expectation causes high performance of followers; a leader’s low expectations lead to low performance of followers. According to <a href="https://www.amazon.com/Leadership-One-Minute-Manager-Blanchard/dp/0007103417">Ken Blanchard, "Four combinations of competence and commitment make up what we call 'development level.'"</a></span></span><br />
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<li style="margin-bottom: 0.1em;"><span style="font-family: inherit;"><b>D1</b> - Low competence and high commitment</span></li>
<li style="margin-bottom: 0.1em;"><span style="font-family: inherit;"><b>D2</b> - Low competence and low commitment</span></li>
<li style="margin-bottom: 0.1em;"><span style="font-family: inherit;"><b>D3</b> - High competence and low/variable commitment</span></li>
<li style="margin-bottom: 0.1em;"><span style="font-family: inherit;"><b>D4</b> - High competence and high commitment</span></li>
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<span style="font-family: inherit;">In order to make an effective cycle, a leader needs to motivate followers properly and become a role model much like a father to son.</span></div>
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<a href="https://3.bp.blogspot.com/-Yfgc8fd3KzI/WQA2PmUOoSI/AAAAAAAAEDQ/8v_8DL5iI3wT8iJ5BrxdhgX_VLXaiKUeQCLcB/s1600/HEr.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="" border="0" height="335" src="https://3.bp.blogspot.com/-Yfgc8fd3KzI/WQA2PmUOoSI/AAAAAAAAEDQ/8v_8DL5iI3wT8iJ5BrxdhgX_VLXaiKUeQCLcB/s400/HEr.png" title="Hersey Blanchard Situational Leadership" width="400" /></a></div>
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Suranjan Dashttp://www.blogger.com/profile/08500940136248406917noreply@blogger.com2tag:blogger.com,1999:blog-7381622983496737415.post-38398351775907099232016-11-19T05:55:00.000-08:002016-11-19T06:01:46.121-08:00Demonetize ke side effects<div dir="ltr" style="text-align: left;" trbidi="on">
Today I went out with my family with 2 credit cards, one debit card & only Rs 100 in my pocket. After few purchases we wanted to have Golgappas from a roadside shop. However, @ rs 40/plate we hesitated as we were 3. The guy of course didn't have the credit card machine and we didnot have enough cash. So while we were disappointed and were thinking alternate, politely the man said "Sir you can also pay by Paytm". Incredible I thought :-) Reason I didn't think it worthwhile to download the app and use it in the past LOL.I had been trying to avoid using Paytm without any reason for many months though many taxi drivers had talked high of the payment system. Maybe I was just lazy.<br />
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One shock of demonetization has indeed changed the way we transact. So I downloaded the App and within 15 min was up and running and we had our Golgappas.<br />
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The demonetization announced by our PM - Mr. Modi is a great example of disruptive innovation. Although it was primarily announced to bring a halt to corruption and pull out the money hidden in the form of cash stashed at home, it has its other positive side effects.<br />
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I was amazed to see the great Indian Jugad at play for the past 10 days. While the honest people were trying to innovate methods of transaction in order to survive and avoid the long que in front of the bank, the black money owners were trying to figure out ways to protect their cash and get it converted illegally with the help of few corrupt but intelligent people.<br />
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Anyway, the short point is while the opposition may be correct in their protest, no one can deny the impact it will have in coming future on how we do our daily shopping. I will not be surprised if we only have to carry our mobile phone and debit or credit card with us. I will also not be surprised if we use Paytm or any such digital wallet for a rickshaw ride or for paying a vegetable vendor.<br />
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This is really historical and for that one reason I will be thankful to our PM and wonder if he had already thought of the side benefits while he had announced the measures @ 8pm on 8th Nov 2016.<br />
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Demonetize ke side effects </div>
Suranjan Dashttp://www.blogger.com/profile/08500940136248406917noreply@blogger.com1tag:blogger.com,1999:blog-7381622983496737415.post-81974649759972050442015-10-26T09:14:00.000-07:002015-11-02T23:37:07.540-08:00Multi Sided Business Models<div dir="ltr" style="text-align: left;" trbidi="on">
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A Multi Sided Business Platform bring together two or more different but interdependent group of customers. These platforms are of value to one set of customers only of the other set of customer(s) are present. They facilitate interactions between the different set of customer groups. It grows only through networking effect.<br />
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<a href="http://4.bp.blogspot.com/-LdEYzJdZzrU/Vi5QB9_WTaI/AAAAAAAAC4M/tBxo_lo1QMA/s1600/Multi%2BSided%2B1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="640" src="http://4.bp.blogspot.com/-LdEYzJdZzrU/Vi5QB9_WTaI/AAAAAAAAC4M/tBxo_lo1QMA/s640/Multi%2BSided%2B1.jpg" width="433" /></a></div>
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<iframe allowfullscreen="" frameborder="0" height="270" src="https://www.youtube.com/embed/LGVijZLcQNY" width="480"></iframe><br />
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Above video explains the concept using Google business model<br />
For Further reading please refer to HBR article on Strategies for two sided market by following the link<br />
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<a href="https://hbr.org/2006/10/strategies-for-two-sided-markets">https://hbr.org/2006/10/strategies-for-two-sided-markets</a><br />
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Another video explaining the Multi Sided Business Model.<br />
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<iframe allowfullscreen="" frameborder="0" height="270" src="https://www.youtube.com/embed/dOWc2KQxios" width="480"></iframe><br />
Using Alex's business model canvas the multi sided business model can be drawn as below.<br />
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<a href="http://4.bp.blogspot.com/-dfKJzbhszfQ/Vi8Z8O9YwaI/AAAAAAAAC6A/L5WJ6s_-bSA/s1600/Picture2.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="140" src="http://4.bp.blogspot.com/-dfKJzbhszfQ/Vi8Z8O9YwaI/AAAAAAAAC6A/L5WJ6s_-bSA/s400/Picture2.png" width="400" /></a></div>
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Alternatively it can designed as below<br />
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<a href="http://2.bp.blogspot.com/-OxBW5jSU8Jk/Vi8c2OcBgJI/AAAAAAAAC6M/S6aC3XV8jZQ/s1600/Picture1%2B%25281%2529.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="223" src="http://2.bp.blogspot.com/-OxBW5jSU8Jk/Vi8c2OcBgJI/AAAAAAAAC6M/S6aC3XV8jZQ/s400/Picture1%2B%25281%2529.png" width="400" /></a></div>
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Some examples of multi-sided business models are<br />
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<li>Skype.com</li>
<li>A Credit Card Company</li>
<li>Facebook</li>
<li>Google</li>
<li>Linkedin</li>
<li>Amazon</li>
<li>News Paper Company.</li>
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<a href="http://4.bp.blogspot.com/-rNiVa8z927w/Vi8w-b9MxMI/AAAAAAAAC6c/H8q0Z1xRdag/s1600/Skype%2BBusiness%2BModel.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="285" src="http://4.bp.blogspot.com/-rNiVa8z927w/Vi8w-b9MxMI/AAAAAAAAC6c/H8q0Z1xRdag/s400/Skype%2BBusiness%2BModel.jpg" width="400" /></a></div>
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<a href="http://2.bp.blogspot.com/-OPE9DQUGeKM/Vi8XPbq2J7I/AAAAAAAAC5Y/3wFs8Zbj_Rg/s1600/visa-business-model.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="260" src="http://2.bp.blogspot.com/-OPE9DQUGeKM/Vi8XPbq2J7I/AAAAAAAAC5Y/3wFs8Zbj_Rg/s400/visa-business-model.png" width="400" /></a></div>
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<a href="http://4.bp.blogspot.com/-U6-QfrBCXiI/Vi8Xra1fiTI/AAAAAAAAC5o/brCZtwlFYRk/s1600/linkedin-business-model.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="265" src="http://4.bp.blogspot.com/-U6-QfrBCXiI/Vi8Xra1fiTI/AAAAAAAAC5o/brCZtwlFYRk/s400/linkedin-business-model.png" width="400" /></a></div>
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<a href="http://1.bp.blogspot.com/-hIlu1ldh0sY/Vi8Y3qTpDbI/AAAAAAAAC50/a_TjinCjpqI/s1600/BusinessModelCanvas_Amazon.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="315" src="http://1.bp.blogspot.com/-hIlu1ldh0sY/Vi8Y3qTpDbI/AAAAAAAAC50/a_TjinCjpqI/s400/BusinessModelCanvas_Amazon.jpg" width="400" /></a></div>
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Suranjan Dashttp://www.blogger.com/profile/08500940136248406917noreply@blogger.com0tag:blogger.com,1999:blog-7381622983496737415.post-81261313689812611292015-10-25T23:52:00.002-07:002017-04-26T23:12:55.213-07:00Driving Business Model Intelligently.<div dir="ltr" style="text-align: left;" trbidi="on">
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How often we see that in business people are constantly firefighting trying to fix problems. In my view it would be an understatement to say that in many organization the existence of entire managerial staff is to manage crisis created by an unthoughtful action across the organization. Am I too harsh here? <br />
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A business could be explained as solving a problem of a particular segment of customer by delivering an unique value using an appropriate channel and creating a long lasting relationship resulting in customer satisfaction and revenue generation. This of course would be the sell side or the front end of the business. The back end would be to generate that unique value utilizing key resources and activities with the help of key partners at a least cost structure.<br />
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These set of activities were captured as 9 building blocks of business in what is known as Business Model Canvas. It was created by Alex Osterwalder & <span style="background-color: white; line-height: 18px;"><span style="font-family: inherit;">Yves Pigneur</span></span><span style="background-color: white; color: #6e6b54; font-family: "arial"; font-size: 12px; line-height: 18px;"> </span>and is widely used today by many businesses to draw or map out their business strategies. The short video below would quickly take you through the idea behind this concept. Thereafter I would strongly recommend you read the book - Business Model Generation to understand this unique concept further.</div>
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<iframe allowfullscreen="" frameborder="0" height="270" src="https://www.youtube.com/embed/QoAOzMTLP5s?list=PLfVAEUC8dov85mx4QrZVZINx21nwOVVJ2" width="480"></iframe><br />
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Below is a template that could be used for business mapping and uncluttering the process.There are many other examples that you would find on search in google as image that can be downloaded and used as a template.<br />
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; margin-right: 1em; text-align: left;"><tbody>
<tr><td style="text-align: center;"><a href="http://3.bp.blogspot.com/-hke8ZHn8a6Q/Vi3LFsNjn6I/AAAAAAAAC20/iYTkLbSJTmc/s1600/_5650743_orig.png" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="376" src="https://3.bp.blogspot.com/-hke8ZHn8a6Q/Vi3LFsNjn6I/AAAAAAAAC20/iYTkLbSJTmc/s640/_5650743_orig.png" width="640" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Business Model Canvas</td></tr>
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However in case you need help the video below would help explain how to draw a business model canvas and use it intelligently.<br />
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<iframe allowfullscreen="" frameborder="0" height="270" src="https://www.youtube.com/embed/2tdpNKdH7sM" width="480"></iframe><br />
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You may try to make an attempt to map out your business and should you still have problem in understand the process below is yet another example which clarifies the process further.<br />
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<iframe allowfullscreen="" frameborder="0" height="270" src="https://www.youtube.com/embed/G1lHCP3gTQc" width="480"></iframe><br />
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I also present to you 2 videos below where Alex speaks about the Business Model Canvas and its significance and utility in today's new business challenges.<br />
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<iframe allowfullscreen="" frameborder="0" height="270" src="https://www.youtube.com/embed/8GIbCg8NpBw" width="480"></iframe><br />
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This is extremely useful and i would continue to update this article during the course. I would appreciate if you as a visitor can leave a comment or 2 about what you think about the article and what further you would like to read.<br />
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Suranjan Dashttp://www.blogger.com/profile/08500940136248406917noreply@blogger.com1tag:blogger.com,1999:blog-7381622983496737415.post-75192430457648281742015-08-13T22:36:00.001-07:002015-08-13T22:36:14.346-07:00Channel Sales - Taking Your Product to Market<iframe allowfullscreen="" frameborder="0" height="270" src="https://www.youtube.com/embed/0LW5cC4Rrks?list=PLA6As4Un47h8lXlhuwFVzUIzekMyEREQ-" width="480"></iframe>Suranjan Dashttp://www.blogger.com/profile/08500940136248406917noreply@blogger.com2tag:blogger.com,1999:blog-7381622983496737415.post-63622584416893773092015-08-13T22:33:00.001-07:002015-08-13T22:33:51.080-07:00Distribution Channel Strategy - Stanford Strategic Marketing of High Tec...<iframe allowfullscreen="" frameborder="0" height="270" src="https://www.youtube.com/embed/09FBdCa9Cl4" width="480"></iframe>Suranjan Dashttp://www.blogger.com/profile/08500940136248406917noreply@blogger.com0tag:blogger.com,1999:blog-7381622983496737415.post-52471592810402393472015-08-09T03:56:00.000-07:002015-08-09T03:58:07.422-07:00Watson to Gain Ability to “See”<div dir="ltr" style="text-align: left;" trbidi="on">
<strong>On 06 Aug 2015, </strong>IBM (NYSE: <a href="http://www.ibm.com/investor">IBM</a>) announced that Watson will gain the ability to “see” by bringing together Watson’s advanced image analytics and cognitive capabilities with data and images obtained from Merge Healthcare Incorporated’s (NASDAQ: MRGE) medical imaging management platform. IBM plans to acquire Merge, a leading provider of medical image handling and processing, interoperability and clinical systems designed to advance healthcare quality and efficiency, in an effort to unlock the value of medical images to help physicians make better patient care decisions
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<em>On August 6, 2015 IBM announced that Watson will to gain the ability to "see" by bringing together Watson’s advanced image analytics and cognitive capabilities with data and images obtained from Merge Healthcare Incorporated’s medical imaging management platform. The vision is that these organizations could use the Watson Health Cloud to surface new insights from a consolidated, patient-centric view of current and historical images, electronic health records, data from wearable devices and other related medical data, in a HIPAA-enabled environment. (Photo Credit: IBM)</em><br />
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Merge’s technology platforms are used at more than 7,500 U.S. healthcare sites, as well as most of the world’s leading clinical research institutes and pharmaceutical firms to manage a growing body of medical images. The vision is that these organizations could use the Watson Health Cloud to surface new insights from a consolidated, patient-centric view of current and historical images, electronic health records, data from wearable devices and other related medical data, in a HIPAA-enabled environment. <br />
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Under terms of the transaction, Merge shareholders would receive $7.13 per share in cash, for a total transaction value of $1 billion. The closing of the transaction is subject to regulatory review, Merge shareholder approval, and other customary closing conditions, and is anticipated to occur later this year. It is IBM’s third major health-related acquisition – and the largest – since launching its Watson Health unit in April, following Phytel (population health) and Explorys (cloud based healthcare intelligence). <br />
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“As a proven leader in delivering healthcare solutions for over 20 years, Merge is a tremendous addition to the Watson Health platform. Healthcare will be one of IBM’s biggest growth areas over the next 10 years, which is why we are making a major investment to drive industry transformation and to facilitate a higher quality of care,” said John Kelly, senior vice president, IBM Research and Solutions Portfolio. “Watson’s powerful cognitive and analytic capabilities, coupled with those from Merge and our other major strategic acquisitions, position IBM to partner with healthcare providers, research institutions, biomedical companies, insurers and other organizations committed to changing the very nature of health and healthcare in the 21<sup>st</sup> century. Giving Watson ‘eyes’ on medical images unlocks entirely new possibilities for the industry.”<br />
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<strong>Teaching Watson to “See” Medical Images</strong><br />
The planned acquisition bolsters IBM’s strategy to add rich image analytics with deep learning to the Watson Health platform – in effect, advancing Watson beyond natural language and giving it the ability to “see.” Medical images are by far the largest and fastest-growing data source in the healthcare industry and perhaps the world – IBM researchers estimate that they account for at least 90% of all medical data today – but they also present challenges that need to be addressed:<br />
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<li>The volume of medical images can be overwhelming to even the most sophisticated specialists – radiologists in some hospital emergency rooms are presented with as many as 100,000 images a day<sup>1</sup>. </li>
<li>Tools to help clinicians extract insights from medical images remain very limited, requiring most analysis to be done manually. </li>
<li>At a time when the most powerful insights come at the intersection of diverse data sets (medical records, lab tests, genomics, etc.), medical images remain largely disconnected from mainstream health information. </li>
</ul>
IBM plans to leverage the Watson Health Cloud to analyze and cross-reference medical images against a deep trove of lab results, electronic health records, genomic tests, clinical studies and other health-related data sources, already representing 315 billion data points and 90 million unique records. Merge’s clients could compare new medical images with a patient’s image history as well as populations of similar patients to detect changes and anomalies. Insights generated by Watson could then help healthcare providers in fields including radiology, cardiology, orthopedics and ophthalmology to pursue more personalized approaches to diagnosis, treatment and monitoring of patients. <br />
<br />
Cutting-edge image analytics projects underway in IBM Research’s global labs suggest additional areas where progress can be made. They include teaching Watson to filter clinical and diagnostic imaging information to help clinicians identify anomalies and form recommendations, which could help reduce physician viewing loads and increase physician effectiveness. <br />
<br />
“As Watson evolves, we are tackling more complex and meaningful problems by constantly evaluating bigger and more challenging data sets,” Kelly said. “Medical images are some of the most complicated data sets imaginable, and there is perhaps no more important area in which researchers can apply machine learning and cognitive computing. That’s the real promise of cognitive computing and its artificial intelligence components – helping to make us healthier and to improve the quality of our lives.”<br />
<strong></strong><br />
<strong>Watson Health and Merge Capabilities</strong><br />
<strong></strong><br />
<strong>Will Benefit Researchers, Clinicians and Individuals</strong><br />
IBM’s Watson Health unit plans to bring together Merge’s product and solution offerings with existing expertise in cognitive computing, population health, and cloud-based healthcare intelligence offerings to:<br />
<ul dir="ltr">
<li>Offer researchers insights to aid clinical trial design, monitoring and evaluation;</li>
<li>Help clinicians to efficiently identify options for the diagnosis, treatment and monitoring a broad array of health conditions such as cancer, stroke and heart disease;</li>
<li>Enable providers and payers to integrate and optimize patient engagement in alignment with meaningful use and value-based care guidelines; and </li>
<li>Support researchers and healthcare professionals as they advance the emerging discipline of population health, which aims to optimize an individual’s care by identifying trends in large numbers of people with similar health status.</li>
</ul>
“Merge is widely recognized for delivering market leading imaging workflow and electronic data capture solutions,” said Justin Dearborn, chief executive officer, Merge. “Today’s announcement is an exciting step forward for our employees and clients. Becoming a part of IBM will allow us to expand our global scale and deliver added value and insight to our clients through Watson’s advanced analytic and cognitive computing capabilities.”<br />
<br />
“Combining Merge’s leading medical imaging solutions with the world-class machine learning and analytics capabilities of IBM’s Watson Health is the future of healthcare technology,” said Michael W. Ferro, Jr., Merge’s chairman. “Merge’s leading technology and proven expertise represent a unique combination of assets that will deliver unparalleled value to Watson Health clients. Together, we will unlock unprecedented new opportunities to improve patient diagnostics and deliver enhanced care.”<br />
<strong></strong><br />
<strong>About Merge</strong><br />
Merge is a leading provider of innovative enterprise imaging, interoperability and clinical systems that seek to advance healthcare. Merge’s enterprise and cloud-based technologies for image intensive specialties provide access to any image, anywhere, any time. Merge also provides clinical trials software with end-to-end study support in a single platform and other intelligent health data and analytics solutions. With solutions that have been used by providers for more than 25 years, Merge is helping to reduce costs, improve efficiencies and enhance the quality of healthcare worldwide. For more information, visit merge.com and follow us @MergeHealthcare.<br />
<strong></strong><br />
<strong>IBM Watson: Pioneering a New Era of Computing</strong><br />
Watson is the first commercially available cognitive computing capability representing a new era in computing. The system, delivered through the cloud, analyzes high volumes of data, understands complex questions posed in natural language, and proposes evidence-based answers. Watson continuously learns, gaining in value and knowledge over time, from previous interactions.<br />
<br />
In January 2014, IBM launched the IBM Watson unit, a business dedicated to developing and commercializing cloud-delivered cognitive computing technologies. The move signified a strategic shift by IBM to deliver a new class of software, services and apps that improves by learning, and discovers insights from massive amounts of Big Data. As part of the unit, the company has increased the number and diversity of cognitive computing services delivered to its partners, adding new beta Watson services in February 2015, and scalable deep learning APIs with the acquisition of AlchemyAPI in March 2015. <br />
<br />
In April 2015, the company continued to build on its strengths in cognitive computing, analytics, security and cloud with the launch of IBM Watson Health and the Watson Health Cloud platform. The new unit will help improve the ability of doctors, researchers and insurers to innovate by surfacing new insights from the massive amount of personal health data being created daily. The Watson Health Cloud allows this information to be anonymized, shared and combined with a dynamic and constantly growing aggregated view of clinical, research and social health data. <br />
<strong></strong><br />
<strong>About IBM</strong><br />
For more information on IBM Watson, visit: ibm.com/watson. For more information on IBM Watson Health, visit: ibm.com/watsonhealth<br />
<br />
Check out the IBM Watson press kit at: <a href="http://www-03.ibm.com/press/us/en/presskit/27297.wss">http://www-03.ibm.com/press/us/en/presskit/27297.wss</a><br />
Join the conversation at #ibmwatson and #watsonhealth. Follow Watson on Facebook and see Watson on YouTube and Flickr. <br />
Learn more about this story at: <a href="http://asmarterplanet.com/blog/2015/08/seeing-believing-bringing-cognitive-image-analytics-healthcare.html">http://asmarterplanet.com/blog/2015/08/seeing-believing-bringing-cognitive-image-analytics-healthcare.html</a><br />
<br />
Footnote: 1 – IBM Research estimate<br />
###<br />
<strong></strong><br />
<div style="text-align: left;">
Cautionary Statement Regarding Forward-Looking Statements </div>
<div style="text-align: left;">
Certain statements in this communication regarding the proposed transaction between IBM and Merge, the expected timetable for completing the transaction, benefits and synergies of the transaction, future opportunities for the combined company and products and any other statements regarding IBM and Merge’s future expectations, beliefs, goals, or prospects constitute forward-looking statements made within the meaning of Section 21E of the Securities Exchange Act of 1934 and (collectively, forward-looking statements). Any statements that are not statements of historical fact (including statements containing the words “believes,” “plans,” “anticipates,” “expects,” “estimates” and similar expressions) should also be considered forward-looking statements. A number of important factors could cause actual results or events to differ materially from those indicated by such forward-looking statements, including the parties’ ability to consummate the transaction; the conditions to the completion of the transaction, including the receipt of stockholder approval, court approval or the regulatory approvals required for the transaction may not be obtained on the terms expected or on the anticipated schedule; the parties’ ability to meet expectations regarding the timing, completion and accounting and tax treatments of the transaction; the possibility that the parties may be unable to achieve expected synergies and operating efficiencies in the arrangement within the expected time-frames or at all and to successfully integrate Merge’s operations into those of IBM; such integration may be more difficult, time-consuming or costly than expected; operating costs, customer loss and business disruption (including, without limitation, difficulties in maintaining relationships with employees, customers, clients or suppliers) may be greater than expected following the transaction; the retention of certain key employees of Merge may be difficult; IBM and Merge are subject to intense competition and increased competition is expected in the future; fluctuations in foreign currencies could result in transaction losses and increased expenses; the volatility of the international marketplace; and the other factors described in IBM’s Annual Report on Form 10-K for the fiscal year ended December 31, 2014 and in its most recent quarterly report filed with the SEC, and Merge’s Annual Report on Form 10-K for the fiscal year ended December 31, 2014 and in its most recent quarterly report filed with the SEC. IBM and Merge assume no obligation to update the information in this communication, except as otherwise required by law. Readers are cautioned not to place undue reliance on these forward-looking statements that speak only as of the date hereof.</div>
<strong></strong><br />
<strong>Source: IBM website</strong></div>
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