Our book with Wiley on AI

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Showing posts with label Digital Strategy. Show all posts
Showing posts with label Digital Strategy. Show all posts

Tuesday, September 10, 2019

A look at Cipla’s tech innovations as it embarks on digital transformation, IT News, ET CIO


Cipla's digital transformation journey started with the merger of corporate and digital strategies. After this merger, IT steadily moved to the front-end of the business.

Building a digital culture was the next step. We decided to reskill and upskill the organisation. We have completed digitization of several processes in HR, manufacturing, supply chain, product development and sales/marketing.

Digital is embedded in business planning and executions. For instance, we have a target of moving the entire field-force to a digital detailing platform in the next 12 to 15 months. We also intend to reduce down-time at Cipla's global manufacturing units by 20-30%. These are some of the goals of our digital journey.



https://cio.economictimes.indiatimes.com/news/business-analytics/a-look-at-ciplas-tech-innovations-as-it-embarks-on-digital-transformation/71051298

Sunday, August 18, 2019

How China became AI Superpower - Sheshagiri Hegde

China's entrance as an AI superpower is a  thriller economics. No economy ever changed on such a grand-scale so fast in bleeding edge technology. China began primitive in AI ecosystem and ended  up as world leader all in a decade. A recent Wall Street Journal article says, as of 2016, China had invested $46 billion  in various Silicon Valley startups. Almost every other AI startup in the world is funded by Chinese capital. China's this change shames even the best of corporate change history be it IBM learning to dance or GE shedding fat. Above all, it proves an inspiring point. With a war strategy to outsmart and rigor in pursuit - even a large economy can master rocket science in just over a decade. That should be  great news for the c-suite of billion dollar legacy enterprises. Many of them out-maneuvered by Silicon Valley startups - are now  injecting digital into their bloodstream.


How did China do it all so fast? How did a country with 90 percent of its population below poverty a few decades ago, a country that had every conceivable economic problem - turned everything on its head  and sat on top of the supreme tech game in the world?


Many leading AI researchers like Kaifu Lee have a theory to explain this phenomenon. What escapes every liberal economist, and management guru alike in search of such a theory is - the surprise swung by the Chinese government. 


China didn't just throw a bunch of liberated entrepreneurs and waited for an AI miracle fingers crossed. Nor did it open-up freely its economy to American Gods of AI. It crafted cleverer policies and adopted sharper practices. Sure, a lot of it were learnt with experience and evolved overtime yet, policies were more premeditated strategies than piecemeal ensemble of disjointed rules. 


Government played a supporting role


China played the godfather for its AI startups. Anyone who has had a slight  brush with  bureaucracy knows, government playing the benefactor can turn soon sinister at the point of action. Well intended policies can entangle the entrepreneur in a bureaucratic net of approvals, clearances, of access to key resources and so on. 


China is the AI superpower that is at the edge of overpowering the US supremacy, says Kaifu Lee. Lee is one of the leading exponents of AI in the world. He saw AI evolve very closely as a student of scientist Dr.Raj Reddy, and then as head of Google operations in China.  Lee later left Google to found his own venture capital for Chinese AI startups.  He is not the only one. Research by MIT Technology Review showed that China published more and also wrote higher quality papers in world leading scientific journals such as Nature etc in the last five years. Chinese research talent is writing a whole lot of cutting edge algorithms.


China unlike the US didn't come up the AI ladder the linear way. In the US, AI was logical extension of emergence of e-platforms and smartphone revolution which followed widespread adoption of software, laptops, desktops and some form of mainframe industrial computing. China from  industrial computing  went straight to smart phones and mobile commerce to platform economy.  Chinese consumer was too poor to buy the desktop and laptops. Most Chinese users didn't transition from laptop to smart phone. He started  with smartphone straight. This had, selective disadvantage as classic strategy guru Dr.Michael Porter puts it. This disadvantage made China look at situations differently. Sometimes certain victory can confine the thinking. For instance Microsoft had lost smartphone, mobile platform and cloud due to its glorious victory at desktop operating system. Not having such obsession was advantage for Amazon. Similarly China missed whole wave of this desktop and laptop computing and that became a huge advantage when it came to adopting mobile technology in a way. The entire energy that was not invested in that, now was available for adopting smartphones. Whole generation of hungry for success entrepreneurs plunged into this new field called artificial intelligence.


It is different with Chinese 


Well there is an interesting twist to this Chinese AI entrepreneurship. Conventional wisdom says that innovation is bottom up, it is driven by free market forces. For AI in China it was reverse. China's AI innovations and widespread adoption was driven top down. It was initiated majorly by the government says Zen Soo one of China's top tech researchers and journalists. Kaifu Lee agrees, he says Chinese government played a powerful role. It established critical ecosystem that helped the AI startups spring up and thrive. First it provided start-ups the physical infrastructure. And second, it also gave easy access to large funds. Government specially designated physical infrastructure for hi tech startups which had internet bandwidth and other pre approved facilities. Hundreds of cities in China  had all these facilities and these were made available at  highly subsidized costs. Also government simplified and quickened the dragonic processes of availing these facilities.


Government of China itself created huge funds for investing in AI startups says Kaifu Lee in his book - AI superpowers. The government formed agencies and invested billions of USD in risky ventures through private VC funds as their partner sharing larger risk in case of loss and making it doubly profitable in case of success. This was one of the most innovative economics ever tried. In their book on Secrets of software success, authors Detlev Hoch and Cyriac trace early American government funding for software in the form of large software development contracts to private software service providers. In his massive research Harvard strategy professor Michael Porter found that governments across the world played a key role by way of giving funds and shaping policies in building competitive advantage in select industries. Chinese government invested billions of USD even directly, partnering with private venture funds in a massive way.


Another part of this economic metamorphosis is the role of former Chinese students from American Ivy League universities like Stanford, MIT etc where the AI technology is brewed. Many current day China AI fast growth have US Ivy League connection. As China opened its economy for private capital. Many such Ivy League Chinese toppers came back to their country and started dabbling with IT ecosystem. For example meitu, bitman, mobike, etc have 100 mio USD valuation. They were all started by former stanford and other Ivy League students from China. Lee himself is a PhD from Carnegie Mellon University and was a part of Microsoft and Google at senior level. His VC firm Sinovation ventures funds the early AI startup in China and has a portfolio of  billion USD plus .  Wang Xing serial copycat is a student from the University of Delaware. Wang took some of American hottest startups like Facebook and made xiaonei for Chinese users.


Chinese VCs in Silicon Valley


Yet another key part of the success story is Chinese venture capital in Silicon Valley startups. Today, Chinese private capital is as liberated as any other in the world and many have started investing in cutting edge tech startup around the globe, especially in silicon Valley. In fact China is one of the top investors in the Silicon Valley ventures. It appears that long history of communism has doubled its appetite for  AI venture capital. In 2018 Chinese silicon Valley tech investment peaked at USD 3 billion. Once such investments crossed the threshold these board level connections gave key insight into technology that could be customized and implemented in Chinese ecosystems. Kaifu Lee, in his book says 48% of the world’s funding in AI startups came from China in 2017.


Also three big China tech companies alone accounted for 44% of equity investments in US AI startups between 2014–2018. In five years every other billion dollar AI company in the world would be making money for China, making it and unconquerable AI Gladiator. That's not a mere entertaining hypothesis at the water cooler. For instance, in India, Flipkart, Byjus, Ola, Paytm,  TikTok, Swiggy, etc have been hugely successful and are mainly controlled by Chinese funds. Though founded by an Indian, large controlling stake, about 40% at Paytm is with China. According to an article in The Hindu, China invested about 5.6 billion dollars as of 2018 in many Indian startups. Alibaba, Shunwei Capital, Fosun Tencent and Xiaomi were among the first to invest in India and lot of them are pure AI or essentially AI driven. With all these investments China has distinctive advantage over Indian data and Indian talent. According to some experts, these startups have attracted the best of Indian AI talents as against the India Google and big four Indian IT employers, Infosys,  TCS etc.


Most large scale AI engines - AI that can transcribe Hindi or Chinese, recognize face for the bank enquiry, read the chest x-ray, detect a cancer etc - have three parts. First part is the essence, the know-how, the algorithms behind the AI.  This is the original newness in the software, innovation in the methodology, different models of AI.The second part of the AI is the data. Data plays a huge role in making AI useful. Without the data the algorithm alone is toothless. In a crude sense, algorithms are like spreadsheets. Without the data spreadsheet  is of no use. It has capabilities to analyse, do maths, filter tables, and draw the charts. But without data what charts will you draw what tables can one make. Data  makes the spreadsheet useful. Same is true for the AI algorithms, without data they are not of much use. Third part is the cost, feasibility of computing. The physical infrastructure of computing, the processor, the internet bandwidth, the hard drive to be precise. The lesser the cost of computing the more affordable its adoption.


 When it comes to part one,  algorithms and new methods, the US  has a thin  advantage over China.  Research and academic infrastructure in the United States are definitely far superior. AI researchers in the US are lot more in number and slightly better in quality. Though China is fast closing this gap, as of now US leads this part. Interestingly enough China has not invested much in original research. Most of the algorithms used in today's AI world were discovered in the US universities. For instance the Holy Grail of AI, deep neural net was first discovered in a Canadian university. Canadian government had funded this research for very long. These funds helped British professor Geoffrey Hinton, currently director at Google AI discovered practical deep neural net that could recognize speech. According to many research reports available the research was carried on over two decades, about a hundred million  or so was spent on writing many unsuccessful AI codes and collecting data.


It is in part two and three, in data and cost of computing China has gained unsurpassable advantage over the US. This partly also explains the apprehension of the the US journalists  hi tech press.

As explained earlier the AI advantage, for organisation or economy comes from the AI  know-how the methodology,  algorithm and  models. However, thanks to America's global economy and open academic University environment, China has the same access to AI Technology as American companies. Because of free access America has no special advantage over these than China.


AI engine, especially the deep neural net, the poster-boy of AI innovation, requires a lot of data to learn and become practically applicable.  For instance, Chinese companies developed very early in the game, face recognition system. This was made possible by easy access to millions of face images of people and use of such technology. Government was first to use these services. This early access to profitable customer gave Chinese firms big advantage. In the US and Europe privacy laws, culture and sheer access hindered AI companies attempting training the face recognition engine, while in China because of the Government support people could easily access face data a large amount of a state was used to train a engine that became more and more accurate. Faceplusplus for instance was one of the first companies which had the first mover advantage over all the other companies in face recognition system.  Megvii, Beijing based startup was entrenched in banks, trains, and offices in just two years. Another start-up, faceapp like AI engine that helps photo editing and beautification - has about a billion users prospered on a similar advantage of China's policy. In terms of algorithms and computing machine the west also has same resources but without the data those would be of no use. Take another  startup in k12 space,which clearly owes its success to China government and the policy. Squirrel which teaches primary school students is valued at 1 billion US dollar in little about 5 years. According to an article in MIT Technology review it has 20 million students being trained on its AI driven platform at 3000 plus training centers across China. About a billion usd has been invested so far. This was possible only in China. The government was more non- interfering in  deploying such AI in traditionally very controlled area like primary teaching. Eminent educationists and researchers in the West have been talking about it for very long but they were restrained by the convention.


There is also an emotional factor playing in favor of China, according to Lee. Chinese entrepreneur is more hungry for success than his US counterparts. They compete far more fiercely than his Silicon Valley opponents. Chinese startup founder carries on his back, the generation of dreams of his grandparents who have lived in poverty all their lives. He is not just a businessman, he's a gladiator. As against this Silicon Valley is driven by passion, innovation and led by rich kids with safety nets in case of failure.


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References

Book by Kaifu Lee - AI Superpowers - https://www.amazon.in/AI-Superpowers-China-Silicon-Valley/dp/132854639X

https://www.wsj.com/articles/chinese-cash-is-suddenly-toxic-in-silicon-valley-following-u-s-pressure-campaign-11560263302

https://www.scmp.com/business/companies/article/2152935/hangzhou-chinas-answer-silicon-valley-hit-returning-graduates

Book - https://www.amazon.in/Secrets-Software-Success-Management-Insights/dp/1578511054

Book -https://www.amazon.in/Competitive-Advantage-Nations-Michael-Porter/dp/0684841479




Tuesday, August 6, 2019

Don’t Put a Digital Expert in Charge of Your Digital Transformation


By contrast, insiders with little digital experience who are placed at the head of digital initiatives succeeded about 80% of the time (of the 50 cases we studied). Why? Because ultimately digital transformation is as much about organization change as it is about technology. Insiders who are willing to learn have an advantage because they understand how the business works, they have the relationships to get things done, and most importantly, they understand what they don't know. They also understand when they need help: smart insiders hire digital expertise into their team and then lead them to success based on their understanding of how to use digital to serve the business.







Thursday, July 25, 2019

CX - Customer Experience at the heart of strategy - Mckinsey article


A successful improvement effort begins not by taking an existing portfolio and digitizing it wholesale, but by radically simplifying both the customer experience and the product or service at its heart. One telecom provider reduced its product portfolio by 80 percent before streamlining its digital experience and supporting platform. After rationalizing its offerings, eliminating some process steps, and using readily available tools to automate others, it managed to cut its sign-up time for new customers by two-thirds.

Resolving problems is an area that many customer-facing businesses struggle to get right. Given self-serve options and simple guidance, customers can often fix problems for themselves, but companies don’t always provide enough of this support, or communicate it clearly enough when they do. Another stumbling block is having customer care that mimics a company’s broader organizational set-up, complete with product silos. Customers dealing with a credit-card issue and a mortgage issue can often experience two entirely different processes at the same bank, and find themselves being transferred from one function to another because each group can help with only one aspect of their problem.




Customer experience transformation using bots- MIT sloan article


The latest technology for service is virtual agents: Automated systems, trained on service transcripts, that can use AI to recognize and respond to customer requests whether by phone or chat.

Experience in customer strategy making and running a company that helps build virtual agent systems has demonstrated two fundamental — and counterintuitive — facts about customer service and automation.

First, the most significant gains from virtual customer service agents are from improvements in customer experience, not cost savings.

And second, successful virtual agent systems depend on bots working with humans, not replacing them. How customer service agents and bots work together. 

Human customer service agents easily recognize when someone is frustrated and can respond with empathy. Some virtual agent systems are actually designed to collect information, such as the customer’s name or account number and a description of the problem, and suggest resolutions as they hand off the call to a human representative.

For example, at the marketing service company HubSpot, a chatbot qualifies leads, delivers content, and connects potential customers with HubSpot’s (human) sales staff — all through Facebook Messenger.

ABIE, a customer service bot at Allstate Business Insurance, was designed to help salespeople. When it comes to customer service through online chat, a human agent can efficiently manage eight or 10 conversations between chatbots and customers — a far higher level of productivity than if the agent were answering the questions herself.

IHG used machine learning to review chat transcripts from customers contacting the help desk and constructed a virtual agent that could answer common questions. The virtual agent system is able to collect basic information from the worker, regardless of whether it’s answering the question itself or handing it off to a help desk staffer.




Read more here

Thursday, July 4, 2019

Digital transformation is about the business model - not so much about the tech - HBR

Digital transformation brings tremendous value to the oragnization

For an example take digitally-enabled business model transformation, consider Domino’s Pizza, which has experienced a massive turnaround since 2010. Forbes hailed it as a veritable case study “on how digital transformation leads to business value.” That Dominos has undergone a transformation cannot be disputed — an investor who bought $1,000 worth of Dominos shares in 2008, when it was on the brink of bankruptcy, would be able to sell them for more than $80,000 today. By comparison, $1,000 of Chipotle stock purchased the same year and sold at its peak in 2015, before the e-coli scare, would have only been worth about $5,000.

Read more here



Wednesday, June 19, 2019

Loreal acquires Modiface - Forbes article


Loreal acquired Modiface, which became defacto go to AR platform for the beauty industry.

 This marks a tide change for the incumbents of the beauty world, showing that big brands are willing to cash out for fast, flexible startups and the talent and fresh ideas they bring. Here, Rochet says, L’Oréal isn’t just supporting technology, but building up new brands like The Experimental Perfume Club. 

In 2016, the business announced its ongoing involvement with London-based digital accelerator Founders Factory (launched by serial entrepreneur Brent Hoberman of MADE.com and Lastminute.com), and this brought about partnerships with startups like Tailify (a Norwegian leader in influencer marketing), Cosmose (a Polish digital ad service), Alegra (the Turkey-based content and eCommerce platform) and Veleza (a Lithuania-built beauty community). 

Rochet also credits digital innovation with L’Oréal’s e-commerce boon: It’s now passed the 2 billion euro mark, with online sales representing 8% of the Group’s revenues. Modiface might have been L’Oréal’s first tech acquisition, but it’s doubtful it will be its last.

Read more here


Thursday, June 13, 2019

VR shrinking the showroom - ET article


Automobile showrooms are getting shrunk and going virtual, as automakers and dealers look for workarounds to exorbitant real estate cost and ballooning salaries. 

Opening a conventional dealership in a metro city could cost upwards of Rs 30 crore, including the cost of interior design, inventory, demo cars, furniture, branding and setting up the workshop. Real estate and salary come on top of this. Dealers say the high cost had made their low-margin business unviable when the market is a .. 

Tuesday, June 4, 2019

Customer focus in digital age - MIT Sloan article


AI is real. Now with help of algorithms organizations are able to achieve greater focus and customer centricity.

With the help of AI, companies collect as much data as they can about their customers’ wants, needs, and preferences, and then apply it to customize their offerings, create personalized shopping experiences, and make the purchase process simpler and more convenient. This helps companies differentiate between their most loyal, revenue-driving customers (high value) and those who tend to buy the least expensive products or products with the smallest margins (low value), and then create targeted approaches for each. Asos, the U.K.-based online fashion and cosmetics retailer, applies a machine learning algorithm to predict a customer’s future worth. Asos, for instance, might nurture the high-value customers by targeting them with increased advertising or promotions, and spend less time and marketing resources on the low-value customers. Chatbots, simple AI-powered apps that interact with users via text, are some of the most ubiquitous forms of AI in retail marketing.


Read more here


Twitter buys AI startup to control fake news


Twitter has acquired Fabula AI, a London-based startup that uses machine learning (ML) to help detect the spread of misinformation online. Terms of the deal were not disclosed, but the acquisition will underpin a research group at Twitter led by Sandeep Pandey that will work toward finding new ways to leverage machine learning across natural language processing (NLP), recommendations systems, reinforcement learning, and graph deep learning. “Fake news” has become an umbrella buzzword to describe the deliberate spread of misinformation, but Fabula AI is really about helping identify the authenticity of any information that circulates on social media — regardless of intent. This is what Fabula focuses on: detecting differences in how content is spreading on social media and allocating an authenticity score. As with most of the major social media platforms, Twitter has faced its share of criticism for the way it is used to spread misinformation.

Read more here


Thursday, May 23, 2019

Us is setting up a 2.5 billion usd AI strategy fund

US senators are proposing a 2.5 billion USD AI strategy fund. Aggressive funding is the key to success whether it is state or business. China is surpassing US in AI, says Kai Fu-Lee for one simple reason. China invested aggressively in AI, period. 
read more here




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Wednesday, May 22, 2019

Building AI Powered company - HBR lead artickle



Artificial intelligence seems to be on the brink of a boom. It’s now guiding decisions on everything from crop harvests to bank loans, and uses like totally automated customer service are on the horizon. This HBR article explores the organization practices many leading companies have adopted to deploy AI successfully..


Often leaders simply ask, “What organizational model works best?” and then, after hearing what succeeded at other companies, do one of three things: consolidate the majority of AI and analytics capabilities within a central “hub”; decentralize them and embed them mostly in the business units (“the spokes”); or distribute them across both, using a hybrid (“hub-and-spoke”) model. 

Key tasks—setting the direction for AI projects, analyzing the problems they’ll solve, building the algorithms, designing the tools, testing them with end users, managing the change, and creating the supporting IT infrastructure—can be owned by either the hub or the spoke, shared by both, or shared with IT. 

When a company is early in its AI journey, it often makes sense for analytics executives, data scientists, data engineers, user interface designers, visualization specialists who graphically interpret analytics findings, and the like to sit within a hub and be deployed as needed to the spokes. When they need to innovate rapidly, some companies put more gray-area strategy and capability building in the hub, so they can monitor industry and technology changes better and quickly deploy AI resources to head off competitive challenges. 

By concentrating its data scientists, engineers, and many other gray-area experts within the hub, the company ensured that all business units and functions could rapidly access essential know-how when needed. 









Monday, May 20, 2019

Microsoft has open sourced - Bing vector search algorithm

Microsoft  today announced that it has open-sourced a key piece of what makes its Bing search services able to quickly return search results to its users. By making this technology open, the company hopes that developers will be able to build similar experiences for their users in other domains where users search through vast data troves, including in retail, though in this age of abundant data, chances are developers will find plenty of other enterprise and consumer use cases, too.
The piece of software the company open-sourced today is a library Microsoft developed to make better use of all the data it collected and AI models it built for Bing .


Tuesday, May 14, 2019

Cornerstones of digital transformation - Mckinsey


One global designer and maker of electronics products demonstrated a sound approach to creating road maps when it plotted the transformation of its manufacturing operations, as part of a broader effort to continue leading the industry on cost, quality, and lead time. The leader of each major unit in its value chain—inbound supply and logistics, circuit-board fabrication, assembly, and outbound logistics—began by assembling a cross-functional team of people to analyze the unit’s business processes from end to end, paying close attention to customer or user pain points and sources of waste.

Next, the team articulated potential improvements (such as greater output from circuit-board fabrication, lower assembly labor costs, and shorter production lead times) and identified suitable technology applications. In all, the teams defined more than 100 applications. Only 32 of those were selected for development, based on the maturity of the underlying technologies and the potential returns on investment.

Unit leaders grouped the 32 solutions into three waves to roll out over two years, starting with low-cost options. In inbound supply and logistics, for example, the first wave of solutions focused on using robots and AI to automate in-plant logistics or the movement of materials and components within factories. The second wave called for automating warehouses in a similar fashion, and the third wave anticipated the use of emerging technologies, such as augmented reality, that would improve the accuracy and efficiency of manual labor. Each unit prepared its road map independently, making connections with other units where necessary. This way, each unit could focus on building and implementing the solutions it needed to transform its area of operations.

Read more -




Monday, May 6, 2019

Friday, April 26, 2019

esports is big industry - Washington Post article





Large-scale esports tournaments are happening all the time on the Internet with players competing from home. Platforms such as FaceitBattlefy and World Gaming Network allow users to join matchups as independent players or go in as teams. Although many gamers play just for the thrill, online tournaments frequently award cash prizes.
If teens are part of an esports team at school, the games are played using the school’s Internet link, and there is no traveling — except for, possibly, playoff games and state championships. A growing number of colleges also offer esports as varsity-level sports. Then there’s the live, professional circuit, where players compete in venues that accommodate hundreds — if not thousands — of fans. Pro games are broadcast on video channels, including YouTube Gaming and Twitch, and are televised on channels including ESPN and DisneyXD.

Wednesday, April 24, 2019

Digital Transformation is not about Tech- HBR




Lesson 3: Design customer experience from the outside in. If the goal of DT is to improve customer satisfaction and intimacy, then any effort must be preceded by a diagnostic phase with in-depth input from customers. The staff of Santa Clara County’s Department of Planning and Development conducted more than ninety individual interviews with customers in which they asked each customer to describe the department’s strengths and weaknesses. In addition, the department held focus groups during which they asked various stakeholders – including agents, developers, builders, agriculturalists and crucial local institutions like Stanford University – to identify their needs, establish their priorities, and grade the department’s performance. The department then built the input into their transformation. To respond to customer requests for greater transparency about the permit approval process, the department broke down the process into phases and altered the customer portal; customers can now track the progress of their applications as they move from one phase to the next. To shorten processing time, the department configured staff software so that it would automatically identify stalled applications

Read more

Monday, April 8, 2019

Personalized pricing - HBR



That’s odd, I thought, realizing that the package on my laptop — identical flights, hotel, room type — was $117 more (6.5% more) than the price on Orbitz’s app. A quick scan found that prices of identical vacation packages often differ between Orbitz’s app and website. When I shared my results with Expedia (the parent company of Orbitz), its spokeswoman explained that the pricing differences I found between the app and website can be due to the fact that its suppliers allow different prices to be offered to mobile customers as well as members (no fee to join) who are logged in. 

The bottom line, though, is that based on a few characteristics (app or web, signed in as a member or not), a rudimentary type of personalized pricing is occurring: Some customers are receiving different prices than others. The result is a more profitable customer base, with some shoppers paying more than others. Much like car salespeople, web retailers can electronically evaluate the characteristics and actions of each shopper to create a profile that generates a personalized price. Retailers first “negotiate” with each customer by personalizing prices based on their profile.

Read more here




Sunday, April 7, 2019

Platform Strategy - MIT Prof

A great webinar from MIT Sloan.

Prof.Marcshall Van shows how old companies can possibly implement
platform strategy like the Apples of the world.
He says traditional strategies are focused on product. That could be okay. But there could a hidden great opportunity in the digital world and that needs different kind of strategy.