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Copyright © 2016 Accenture All rights reserved. 2
Accenture Digital Strategy Framework
Three Value - Chain Potentials
Source: Accenture Strategy
Value Chain Areas
Digital
Enterprise
Internal Focus
Exte
rnal F
ocus
Digitize the
Business
Digitize the
Customer
Experience
Digital
CustomerDigital
Business
Disrupt Existing
(Sub-) Markets1. Digital Customer:
Use digital technologies for better customer intimacy,
to increase Net Revenue and Profitability
2. Digital Enterprise:
Reduce existing value - chain costs
3. Digital Business:
Redesign of the business models or innovation of a
new models
Copyright © 2016 Accenture All rights reserved. 3
15 different topics with over 60 indicators
First survey about digitalization among
the Swiss population
More than 100 people involved
digital.swiss Indexwww.digital.ictswitzerland.ch
digital.swiss –
Monitoring Digitalization in Switzerland
Copyright © 2016 Accenture All rights reserved. 4
Digital Index 2016 – Accenture & Google Monitor the
Digital Readiness of Industries and Firms
Google industry research
combined with detailed evaluation of
the 100 biggest companies in
Switzerland along 130 tailored
digital benchmarks
Accenture’s Digital Index
Copyright © 2016 Accenture All rights reserved. 6
Revenues (in CHF mn)
44 of the Swiss Top500 are Growth Champions
They achieved an average annual growth rate of 6.1% in 2010–2014.
Data source: Bisnode/Dun & Bradstreet, S&P Capital IQ, Annual Reports
Note: Chart excludes financial service companies
3177 33663710 3851 3967
50544799 4990 4963 4993
2010 2011 2012 2013 2014
+5,7%
-0,3%
2015 Growth Champions Other Companies
Compared with their
peers, the Growth
Champions are
consistent
outperformers.
Copyright © 2016 Accenture All rights reserved. 7
Return on Sales (%)
44 of the Swiss Top500 are Growth Champions
They achieved an average annual growth rate of 6.1% in 2010–2014.
Data source: Bisnode/Dun & Bradstreet, S&P Capital IQ, Annual Reports
Note: Chart excludes financial service companies
2015 Growth Champions Other Companies
Avg:
4,4%
Compared with their
peers, the Growth
Champions are
consistent
outperformers. Avg:
10,7%10.5%10.0% 9.9%
11.1%11.7%
4.7%3.9%
3.4%4.5%
5.5%
2010 2011 2012 2013 2014
Copyright © 2016 Accenture All rights reserved. 1010
Are Switzerland’s
best-performing
businesses also
better at being
digital?
Yes
Digital strategies
Digital activities
Better governance
Copyright © 2016 Accenture All rights reserved. 12
Ten Key Findings
The C-level shapes the digital strategy of
Growth Champions
New competitors increase pressure to transform
Growth Champions have more ambitious targets
for digital revenues
Digital products and services are on the rise
Entry barriers erode
Industry clockspeeds increase as product
innovation cycles become shorter
Several industries feel digital pressures to
“rightsize”
Growth Champions make digital an essential
part of their business strategy
More Growth Champions are disruptors
Value-creation strategies are revised along digital
lines in all industries
Copyright © 2016 Accenture All rights reserved. 13
Industry-level Findings (All)
IT
Automotive
RetailUtilities
Banking
Services
Insurance
Consumer
GoodsEnergy
Pharma & Healthcare
Other Industry
Construction
Engineering & Machinery
Logistics &
TransportChemicals
Electronics & High Tech
Resources/Raw materials (incl. trade of those goods)
Impact of new competitors
Communications
Truly
disruptive
Little to
none
Major
None ManySome
Media & Entertainment
Number of new competitors
External pressure to transform high medium low
Industry clockspeeds increase as
product innovation cycles
become shorter
Entry barriers erode
Several industries feel digital
pressures to “rightsize”
Value-creation strategies are
revised along digital lines in
all industries
New competitors increase
pressure to transform
Digital products and services are
on the rise
Copyright © 2016 Accenture All rights reserved. 14
Industry-level Findings (#1)
IT
Automotive
RetailUtilities
Banking
Services
Insurance
Consumer
GoodsEnergy
Pharma & Healthcare
Other Industry
Construction
Engineering & Machinery
Logistics &
TransportChemicals
Electronics & High Tech
Resources/Raw materials (incl. trade of those goods)
Impact of new competitors
Communications
Truly
disruptive
Little to
none
Major
None ManySome
Media & Entertainment
Number of new competitors
External pressure to transform high medium low
Digital products and services are
on the rise
IT
Automotive
RetailUtilities
Banking
Services
Insurance
Consumer
GoodsEnergy
Pharma & Healthcare
Other Industry
Construction
Engineering & Machinery
Logistics &
TransportChemicals
Electronics & High Tech
Resources/Raw materials (incl. trade of those goods)
Impact of new competitors
Communications
Truly
disruptive
Little to
none
Major
None ManySome
Media & Entertainment
Number of new competitors
Copyright © 2016 Accenture All rights reserved. 15
Industry-level Findings (#2)
IT
Automotive
RetailUtilities
Banking
Services
Insurance
Consumer
GoodsEnergy
Pharma & Healthcare
Other Industry
Construction
Engineering & Machinery
Logistics &
TransportChemicals
Electronics & High Tech
Resources/Raw materials (incl. trade of those goods)
Impact of new competitors
Communications
Truly
disruptive
Little to
none
Major
None ManySome
Media & Entertainment
Number of new competitors
External pressure to transform high medium low
Industry clockspeeds increase as
product innovation cycles
become shorter
IT
Automotive
RetailUtilities
Banking
Services
Insurance
Consumer
GoodsEnergy
Pharma & Healthcare
Other Industry
Construction
Engineering & Machinery
Logistics &
TransportChemicals
Electronics & High Tech
Resources/Raw materials (incl. trade of those goods)
Impact of new competitors
Communications
Truly
disruptive
Little to
none
Major
None ManySome
Media & Entertainment
Number of new competitors
Copyright © 2016 Accenture All rights reserved. 16
Industry-level Findings (#3)
IT
Automotive
RetailUtilities
Banking
Services
Insurance
Consumer
GoodsEnergy
Pharma & Healthcare
Other Industry
Construction
Engineering & Machinery
Logistics &
TransportChemicals
Electronics & High Tech
Resources/Raw materials (incl. trade of those goods)
Impact of new competitors
Communications
Truly
disruptive
Little to
none
Major
None ManySome
Media & Entertainment
Number of new competitors
External pressure to transform high medium low
Entry barriers erode
IT
Automotive
RetailUtilities
Banking
Services
Insurance
Consumer
GoodsEnergy
Pharma & Healthcare
Other Industry
Construction
Engineering & Machinery
Logistics &
TransportChemicals
Electronics & High Tech
Resources/Raw materials (incl. trade of those goods)
Impact of new competitors
Communications
Truly
disruptive
Little to
none
Major
None ManySome
Media & Entertainment
Number of new competitors
Copyright © 2016 Accenture All rights reserved. 17
Industry-level Findings (#4)
IT
Automotive
RetailUtilities
Banking
Services
Insurance
Consumer
GoodsEnergy
Pharma & Healthcare
Other Industry
Construction
Engineering & Machinery
Logistics &
TransportChemicals
Electronics & High Tech
Resources/Raw materials (incl. trade of those goods)
Impact of new competitors
Communications
Truly
disruptive
Little to
none
Major
None ManySome
Media & Entertainment
Number of new competitors
External pressure to transform high medium low
Several industries feel digital
pressures to “rightsize”
IT
Automotive
RetailUtilities
Banking
Services
Insurance
Consumer
GoodsEnergy
Pharma & Healthcare
Other Industry
Construction
Engineering & Machinery
Logistics &
TransportChemicals
Electronics & High Tech
Resources/Raw materials (incl. trade of those goods)
Impact of new competitors
Communications
Truly
disruptive
Little to
none
Major
None ManySome
Media & Entertainment
Number of new competitors
Copyright © 2016 Accenture All rights reserved. 18
Industry-level Findings (#5)
IT
Automotive
RetailUtilities
Banking
Services
Insurance
Consumer
GoodsEnergy
Pharma & Healthcare
Other Industry
Construction
Engineering & Machinery
Logistics &
TransportChemicals
Electronics & High Tech
Resources/Raw materials (incl. trade of those goods)
Impact of new competitors
Communications
Truly
disruptive
Little to
none
Major
None ManySome
Media & Entertainment
Number of new competitors
External pressure to transform high medium low
Value-creation strategies are
revised along digital lines in
all industries
IT
Automotive
RetailUtilities
Banking
Services
Insurance
Consumer
GoodsEnergy
Pharma & Healthcare
Other Industry
Construction
Engineering & Machinery
Logistics &
TransportChemicals
Electronics & High Tech
Resources/Raw materials (incl. trade of those goods)
Impact of new competitors
Communications
Truly
disruptive
Little to
none
Major
None ManySome
Media & Entertainment
Number of new competitors
Copyright © 2016 Accenture All rights reserved. 19
Industry-level Findings (#6)
IT
Automotive
RetailUtilities
Banking
Services
Insurance
Consumer
GoodsEnergy
Pharma & Healthcare
Other Industry
Construction
Engineering & Machinery
Logistics &
TransportChemicals
Electronics & High Tech
Resources/Raw materials (incl. trade of those goods)
Impact of new competitors
Communications
Truly
disruptive
Little to
none
Major
None ManySome
Media & Entertainment
Number of new competitors
External pressure to transform high medium low
New competitors increase
pressure to transform
IT
Automotive
RetailUtilities
Banking
Services
Insurance
Consumer
GoodsEnergy
Pharma & Healthcare
Other Industry
Construction
Engineering & Machinery
Logistics &
TransportChemicals
Electronics & High Tech
Resources/Raw materials (incl. trade of those goods)
Impact of new competitors
Communications
Truly
disruptive
Little to
none
Major
None ManySome
Media & Entertainment
Number of new competitors
Copyright © 2016 Accenture All rights reserved. 20
Company-Specific Findings
More GrowthChampionsare disruptors
The C-Levelshapes the digital
strategy of Growth
Champions
Growth Champions
make digitalan essential part of
their business strategy
Growth Champions set
ambitious digitalnet revenue targets –
and invest more in digitalthan their peers
Copyright © 2016 Accenture All rights reserved. 22
Becoming a Truly Digital Business
Digitize operations
Develop more
holistic customer-
value propositions
Think beyond the
organization
Do not shy away
from cannibalizing
Ground initiatives
in the advancing
digital technologies
Copyright © 2016 Accenture All rights reserved. 2323
Contacts
Thomas D. Meyer
Frederic Brunier
Markus Schimmer
Christine Wetli
Copyright © 2016 Accenture All rights reserved. 25
Digitization of products Industry transformation New Player
Industry
Digital products
and services
Increased product
complexity
Shorter
innovation cycles
Lower entry
barriers
Lower costs and
market prices
Industry
rightsizing
Revision of value
creation logic
Convergence with
other industry
Ecosystems
center/ platform to
others
External pressure
to transform
Automotive 1 2 5 6
Banking 1 4 5 6
Chemicals
Communications 1 2 3 5 6
Construction
Consumer Goods
Electronic & High Tech
Energy 4
Engineerings &
Machinery
Insurance 1 5
IT
Logistics & Transport 5
Media & Entertainment 2 3 5
Pharma & Healthcare
Resources / Raw
materials (incl. trade of
those goods)
Retails 1 3 5 6
Services
Utilities 6
Other Industry
Industry-level Findings
Note: A cell is marked black if more than 66% of the respondents checked the industry effect in
the survey, dark grey if the rate was between 33% and 66%, and light grey if the rate was below
33%; N = 396. For indicating the “external pressure to transform” a different approach was
applied: Cells are marked black if many new competitors with major or disruptive impact entered
an industry, dark grey if some new competitors arrived with major impact, and light grey if only
few competitors entered the industry with little to no impact.
Digital products and services are on the rise
4
3
Product innovation cycles become shorter
1
2
Entry barriers erode
Digital pressures to “rightsize” arise
5
6
Value creation logics become revised
New competitors increase pressure to transform
High
Medium
Low
Copyright © 2016 Accenture All rights reserved. 26
Company-specific Finding #1
More Growth Champions are disruptors.
Copyright © 2016 Accenture All rights reserved. 27
Company-specific Finding #2
Growth Champions make digital an essential part of their business strategy.
86% of Growth Champions see digitization as a more prevalent component of their business
strategies than other companies (75%). Accenture Strategy research
has found that digital leaders
develop strategies that:
• Aim for revenue growth and
new business models
• Actively involve customers
and other stakeholders
• Are supported by an
organizational structure
geared for speed and
adaptability.
Copyright © 2016 Accenture All rights reserved. 28
Company-specific Finding #3
The C-level shapes the digital strategy of Growth Champions.
Accenture research and
experience has shown
that building a digital
culture starts at the top of an
organization by leaders
who serve as digital role
models and promote a
digital mind-set within the
company.
Copyright © 2016 Accenture All rights reserved. 29
Company-specific Finding #4
Growth Champions set ambitious digital net revenue targets —
and invest more in digital than their peers.
Copyright © 2016 Accenture All rights reserved. 30
Digital Showcases
Certain Swiss companies show what digital leadership looks like.
• Axa Winterthur
• SIKA
• SIX GroupAs Switzerland’s largest all-
lines insurer, we consider
digitization to be an opportunity
to learn even more about our
customers’ requirements and
to put them at the center of all
that we do.
- Antimo Perretta,
CEO of AXA Winterthur