Imagine if Disney had its very own version of Netflix, complete with movies, TV shows, music and books. This little piece of Disney magic is now a reality if you live in the UK.
DisneyLife is a subscription based app, where for £9.99 a month, subscribers will get access to personalized profiles for up to six family members. The app is compatible with both iOS and Android devices and includes parental controls to ensure that little eyes are only seeing what you want them to see. Movies, books and TV shows are also available in English, French, German, Italian and Spanish.
Once you log-in, there will be no annoying in-app purchases. Your subscription fee covers so much that even Elsa won’t want to let it go:
Disney is embracing digital transformation in a big way with this subscription based model where you can carry the magic of Disney in your pocket, your car or in your own living room.
The company has not ruled out bringing this service to the U.S., but currently has a lot of it’s content tied up in other deals with providers such as Netflix.
With such a strong, loyal fanbase, I’ll be excited to see how well this is embraced. For £120 a year for unlimited access to Disney and Pixar content, DisneyLife could make your mobile device the happiest place on earth.
The 44-year-old retailer and cultural touchstone that turned ordering a latte into a social statement grew fastest between 1987 and 2007, when it averaged two new stores daily. Then the Great Recession hit, people started cutting cappuccinos from their budgets as a first line of fiscal defense, and the Starbucks mermaid logo seemed destined to sink down to where other mermaids live.
But a funny thing happened: it didn’t. In fact, during fiscal 2015, Starbucks expanded by 7 percent in the United States, and global revenue surged 17 percent to $19.2 billion.
So, what happened?
According to a recent article in ZDNet, the green mermaid kept swimming due to its commitment to digital transformation.
“By anticipating and beginning to invest many years ahead of the mobile technology curve, Starbucks today is defining … mobile and retail experiences of the future,” Starbucks CEO Howard Schultz said during the company’s fourth-quarter earnings conference call.
ZDNet reviewed Starbucks’ recent transformation efforts and compiled a brief list of key takeaways every company should consider in their own digital transformations. Among them: Read the rest of this post »
I’m at the Argyle Executive CMO Forum in Atlanta. They focus on best practices in B2B marketing and have some great topics and content. This session focused on strategic marketing and cultural change. Jones Lang LaSalle speakers had some great success thinking strategically:
Ray Bouley, Executive Vice President of Marketing and Communications was interviewed about changes at Jones Lang LaSalle (JLL).
Mike Sivewright, marketing director and president of the Atlanta region, participated.
Question: What were you looking for at JLL for your change?
Answer: We had just brought in a $650M acquisition. The Atlanta office lacked a local identity and cultural. Historically, JLL hasn’t done a lot of advertising or external branding. The marketing department was a production shop with almost no PR, communication, etc. JLL needed to create a vision to unite everyone to move forward. Finally, we needed to create a local culture and communicate it.
Note: Coming to a large global organization meant running a company within a company. It was progress over perfection. Ray was used to trying for perfection.
Question: What did you do to set yourselves up for success?
Answer: First, I had to get to know key leadership. Then we needed to figure out the global goals. Then take the things we needed to accomplish over a three-year cycle. You had to figure out the core objectives when it comes to localization of the brand. I didn’t know how to identify the culture because of my limited time at JLL. But in a short period of time, we realized there was a lack of articulation about the brand.
Mike: We spent a lot of time figure out what we wanted, to be the preeminent business realty firm in the southeast
Ray: The brand existed. That was a given. We just didn’t define and articulate it internally. We weren’t in a good place at that point. We took some time to talk to a lot of people and defined the goals. This was great because it helped drive the marketing strategy. We were doing all of this before we went to the external market. Read the rest of this post »
I want to focus on the culture component. Many times I’ve been at a client and talking about what we could do to truly make a difference in a great customer experience, more productive employees, well positioned partners, etc. More than once, I’ve received the following as an answer:
We can’t do that. Our leadership/employees/culture won’t allow it.
In other words, if you want to do anything that includes the word, “transformation,” then you absolutely must focus on the culture. You must focus on creating institutions and structures that allow for change to happen. Think of common activities that will happen in a a typical digital transformation roadmap. Read the rest of this post »
I attended a great session at Dreamforce where GE Money and Webster Bank talked about their digital transformations. It’s a good view into how our digital world and ever-increasing expectations impact every industry.
Banks must adapt or die in a digital world – Financial Times August 2015
The whole banking model is changing beneath our feet. Banks must take the valued knowledge of a customer 30-40 years ago in a branch model and translate it to digital.
What’s interesting is that for a long time, when I heard banking and digital, the focus was on transactions. While I wouldn’t mind seeing my bank balance, paying bills, and transferring money; that left a lot to be desired. What these guys got was that expectations are rising and businesses need to keep up. It’s worth visiting.
As you think about your digital transformation, it’s good take a step back and review what other companies are thinking about or doing in their quest to “go digital.” McKinsey released a survey of 987 global executives and their thoughts on this. I like both the insights in the data and McKinsey’s take on the fact that right now, it’s more hope than reality. That means many companies still have time to engage in their digital strategy.
The results suggest that digital’s promise seems more of a hope than a reality. Issues of scale remain a challenge, as they have in previous years.2 Few executives say that their companies’ business activities are more digital than not or that their companies have captured a meaningful share of the potential value that digital could bring their business. The most common hurdle to meeting digital priorities, executives say, is insufficient talent or leadership, which tops a longer list of complex challenges. The companies that are succeeding at digital (our “high performers”) have a more active digital agenda than others, are more effective at attracting and retaining digital talent, and offer other lessons for success
In his Are Your Silos Showing? post at our Spark blog, David points out how the digital age has brought upon new expectations from customers and how organizations must adapt in order to deliver the best possible customer service:
At one time, it didn’t matter much if a company’s departments varied in how they did business with customers. Rarely would a customer interact with a company through multiple channels and departments. But the digital revolution has given us greater operational transparency, elevating customers’ expectations where consistency and seamlessness are concerned.
David then delivers three types of silos (departmental, data, and channel), and the means to master them, to help ensure customer experience success. Read the rest of this post »
I believe that is also true with RFPs.
One of my responsibilities within the Strategic Advisory Team is to respond to RFPs. I am a contributor and in some cases coordinate the responses. When coordinating, I need to understand the entire RFP and ensure that the individual sections roll up into a comprehensive response that addresses the customer’s questions. I’ve had the opportunity to be involved with a number of responses, which prompted this post.
Companies invest time in creating and evaluating RFPs, vendors invest time in analyzing and responding. All involved parties have a lot riding on a good RFP. To be clear, a good RFP doesn’t mean one that Perficient wins. A good RFP is one where Perficient understand the customer’s requirements and expectations and determine we are a fit. Also a point on my background, I spent my formative career years in a large international company, eventually leading international teams of technologists. I understand structure and process and see the value of a well-crafted RFP and have been involved now on both creating and responding.
Below I have categorized some challenges I have seen: Read the rest of this post »
Our Consumer Markets team recently launched a series on how digital transformation principles apply specifically for retailers – especially retailers who feel that their digital transformations are complete, or worse yet, not needed.
In the first of five posts, Jim Hertzfeld, Perficient Practice Director, Consumer Markets, wrote about why now is the time for retailers to become “particularly deliberate about their own digital transformations.”
… in the past several years, the connected consumer has been forcing retailers to not just have a digital option, but to use these options to transform the business itself. Retailers are not alone in this latest wave of customer-centricity. Many of Perficient’s customers are adopting a position of digital transformation …
A common question among clients is, “Why do I need a Data Lake? “The first step to answering this question is to understand what a Data Lake is and what it is not.
According to Gartner, “Data lakes are enterprise-wide data management platforms for analyzing disparate sources of data in its native format” – Nick Heudecker.
A Data Lake is a powerful architecture which has a potential to transform the business by providing a singular repository for all of the organizations data (Structured, Semi-Structured and Unstructured, Internal and External). It enables your data scientists and business analysts to mine all organizational data that is scattered across data warehouses, data marts, operational systems, transactional systems and other unconventional data sources.
The value of Data Lake is realized by its power of sharing data from traditional line-of-business silos and support for rapid exploration and discovery process, which data science team uses to uncover variables and metrics that better predict their business performance and support decision making. Data Lake enables building predictive and prescriptive analytics necessary to support business use cases and initiatives.
Data Lake’s Analytics “Hub and Spoke” Service Architecture:
The “hub” of the “Hub and Spoke” architecture is a Data Lake. Data Lake has the following characteristics: Read the rest of this post »