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How Five European Brands are Winning Over U.S. Consumers

IKEA, LEGO, Dyson, Spotify and BMW keep finding new ways to gain relevance.

The Prophet Brand Relevance Index® ranks hundreds of brands on the characteristics that U.S consumers find most meaningful. And while many of the usual suspects rise to the top, a year of pandemic and political upheaval has caused dramatic shifts. People are embracing and rejecting brands in entirely different ways.

This is the sixth iteration of our ground-breaking research, based on the same core principles of relentless relevance. We measure whether a brand is customer-obsessed, ruthlessly pragmatic, pervasively innovative and distinctively inspired.

Five European brands have risen fast in the relevance stakes, offering lessons that transcend industry and category and apply to any brand trying to compete in the U.S.

LEGO: Providing creative escapes for all generations

Danish brand LEGO has shot up 23 spots into 5th place this year. And while competitive toy brands like Mattel, Fisher-Price and American Girl also saw their relevance scores increase as parents adapted to their unexpected role as home-schoolers,  yet LEGO was the brand with the highest marks for innovation. Consumers love that it “engages with [with them] in new and creative ways” and perceive that it has better products, services and experiences than competitors.

Much of LEGO’s purpose is built around its commitment to helping children flex their inner architect. However, it also understands that adults hunger for creative play too, launching such products as LEGO Botanical Collection, which allows grown-ups to build flower bouquets and bonsai trees from its bioplastic components.

Spotify: Hitting those personal sweet spots

Pandemic living is zapping some of the music streaming category’s relevance, with fewer people commuting to work. Yet Swedish music maestro Spotify (#12) sits at the top of all media and entertainment companies, outperforming Pixar and Netflix. It wows in the attributes that drive customer obsession, ranking fourth among all brands in both “connects with me emotionally” and “makes me happy.”

One way it does that is by offering intuitive, adaptive and highly personalized products. It then communicates those advantages with dialed-up marketing. To introduce Spotify Premium Duo, adorable puppets dramatized couples’ challenges in sharing music accounts. And as people scrambled to find productive ways to fill the downtime created by stay-at-home orders, it introduced a digital campaign called “Music, Meet Podcasts.”

Spotify’s real relevance comes from understanding its users’ deeper yearnings. “Listening is Everything,” for example, is a brand platform that continuously reminds people of everything they love about music, doped with personalization and inventive social-media interactions. A sharp marketing effort that truly reaches users’ emotional sweet spots.

Dyson: Limitless capabilities for the ‘Apple of Appliances’

Very few companies can inspire the same sort of brand loyalty and consumer confidence as British brand Dyson.  Jumping up to #30 in this year’s ranking, up from #51, its commitment to continuous innovation sees it disrupting markets and outpacing the competition. The brand reimagines mundane domestic appliances – such as vacuum cleaners, air purifiers and hair dryers – to spectacularly enhance their utility. And with more people spending time at home over the past year, appliance-buying has been on the rise.

Respondents rated Dyson highly for being modern and in touch, engineering technology to actively destroy harmful gases in the air and to dry our hands in rapid time – just in time for the world’s obsession with hand hygiene.

But good products alone are not enough to win consumer favor today. Nor is it about innovation for novelty’s sake. Consumers want products and services that align with their personal values and genuinely benefit the greater good too. As a brand built on ‘lean engineering,’ Dyson is devoted to making things more efficient while using less resources – putting sustainability is at the center of its business.  Whether they are better for the planet, for people – or both – purchasing a pricey but environmentally responsible Dyson product makes consumers feel good about their buying decisions.

IKEA: Offering initiatives that support a shared sense of purpose

With hundreds of millions of people staying safer-at-home, the living room couch became the center of the universe. So did the need to quickly turn laundry rooms into office nooks, kitchen tables into classrooms and bedrooms into a place to hide from the rest of the family. This was IKEA’s moment in the sun. It sailed into the #42 spot, up from #93, easily passing such companies as the Home Depot, Lowe’s and Wayfair.

For all its practicality and commitment to affordable, functional furniture, its strong suit in the U.S is an inspiration. And it earns its highest scores for “having a set of beliefs and values that align with my own.” IKEA has baked purpose into everything it does since the furniture maker was founded in Sweden in 1943. Initiatives such as #buybackFriday, where the company bought back unwanted IKEA items for Black Friday, demonstrates how the brand’s North Star goes well beyond kitchen cabinets. IKEA extends its trademark warmth to everyone: One advertising effort, “Be someone’s home,” encourages people to accept all sexual orientations and gender identities.

BMW: Linking heritage to innovation

Fastest-rising brand in the automotive category? Look no further than Germany’s very own BMW. Accelerating 45 places to #67 in the BRI, its growing relevance in the U.S. could answer why BMW beat Lexus and Mercedes-Benz as the best-selling luxury car brand in the country in 2020.

With more time to think about cars and road trips, BMW stands out from other brands by aggressively showcasing what it has always stood for: Well-designed vehicles that push the boundaries of what’s expected.

Autophiles are already drooling over the BMW iX, the electric sport utility vehicle that will compete with Tesla, due in the U.S. next year. And it’s making waves with its Remote Software Upgrades. No wonder people give it such high marks for “always finding new ways to meet my needs.”

At the massive U.S. Consumer Electronics Show, BMW released a short film that both mocks and brags about its innovative history, including a car fight between a 20-year-old “Grampa” model with a smart-mouthed all-electric “Whippersnapper.” An artful blend of safety and familiarity in its marketing strategy that builds trust with U.S. consumers while emphasizing design and innovation signals its commitment to continually improving.

“Consumers want products and services that align with their personal values and genuinely benefit the greater good too.”


FINAL THOUGHTS

Of course, we know that the brands that rank highest in the BRI aren’t doing one thing. Those leading relevant brands are pursuing multiple paths.

Here are four key areas on which to focus in order to connect better with customers:

Lead with purpose.

A compelling purpose is a roadmap for change and should drive everything a brand does.

Adopting a mindset of customer obsession.

Focusing on increasing customer understanding so they can invest in delivering products and services that truly meet an important need in their customers’ eyes.

Improving the customer experience.

Making bold steps to delight and drive loyalty. Driving more holistic, targeted and personalized omnichannel marketing efforts.

Innovation is critical.

Without innovation, organizations will not be able to grow and thrive. Many are moving at two speed, introducing products and services to address immediate needs, as well as driving a forward-thinking innovation strategy that paves the way for future business growth and success.

Want to learn more about the most relevant brands? Download the Prophet Brand Relevance Index® today. If you need help building and maintaining your brand relevance, then our expert team can help. Get in touch.

REPORT

Report: Benchmarking Digital Maturity in B2B Companies

Discover the main drivers of digital transformation investments and initiatives for B2B companies, based on 170 interviews.

B2B organizations have made drastic changes in response to COVID-19 – shifting to remote work, digitizing customer offerings and moving commerce online. Digitization planned to take years happened in months.

Based on conversations with 170 senior B2B transformation leaders and C-suite executives, this report reveals the main drivers of digital transformation investments and initiatives for B2B companies in 2020.

Here’s what you can expect to learn:

  • Substantial Operational Shifts Due to COVID-19
  • COVID-19 Exposed Significant Gaps in Digital Selling Capabilities
  • Marketing Transformation Continues Despite and Because of the Pandemic
  • Five Stages of Digital Transformation Maturity
  • Most Companies Continue Transformation Initiatives – Digitally Mature Are Accelerating
  • Application of Digital Tools Varies by Maturity Stage
  • Technology Priorities Reflect Level of Digital Transformation Maturity
  • Digital Transformation Sponsored Primarily by CIO/CTOs and CEOs

Download the full study to explore additional findings and examine detailed charts for each of the headlines provided above.

About the Authors

Fred Geyer and Joerg Niessing are co-authors of The Definitive Guide to B2B Digital Transformation, curators of B2BDigitalTransformation.com – an online resource center for B2B transformation leaders and facilitators of a monthly webinar series featuring senior B2B executives discussing the challenges of B2B digital transformation. For more information about the guide, the webinar series or to gain access to the online resources go to B2BDT.com. Fred is a Strategic Advisor at Prophet, a leading growth and transformation consultancy and Joerg is Senior Affiliate Professor of Marketing at INSEAD and director of INSEAD’s “B2B Marketing Strategies” and “Leading Digital Marketing” programs.

Download Benchmarking Digital Maturity in B2B Companies

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What Amazon Pharmacy Means for Organizations Looking for Post-COVID Growth Moves

This latest disruption is potentially enormous. It also exposes plenty of behavioral white spaces.

Amazon just announced its online pharmacy, news the healthcare world has long expected. And while much will be said about what Amazon Pharmacy means for the $1.2 trillion prescription drug business, we believe there’s something even bigger going on here. And it offers lessons to every company seeking growth in the post-COVID-19 world.

Amazon is proving once again that digital transformation isn’t just about technology. It’s about moving at “the speed of digital” and giving customers what they need. The e-commerce giant is merely acting on a template for growth that works in every industry and for every brand: When people begin to start moving through their lives differently, it creates upheaval, revealing new pockets of need. And the space between these changed behaviors offers abundant growth opportunities for every business willing to study them closely and act. We call these pockets of new opportunity behavioral white spaces.

Amazon’s timing offers an important lesson. This move has been brewing for years, even before its acquisition of PillPack in 2018. The company’s value proposition–getting people what they need, fast–made pharmacy an obvious extension. Who wouldn’t like to get routine prescriptions filled online, as quickly and seamlessly as every other Amazon Prime purchase?

But while it had been laying the groundwork for years, COVID-19 changed the way the world views healthcare. Consumers have always been eager for digital solutions to staying healthy and making their lives more convenient. The pandemic is clarifying, crystallizing and augmenting these new preferences, creating the perfect moment for Amazon’s launch.

Assessing the new playing field

Growth strategists should look beyond the inevitable “Amazon set to crush yet another industry” headlines. First, we are not sure it will prove to be true. Secondly, the news is more significant than that, highlighting an equal-opportunity growth moment. While there are multiple moves available, the best choices will differ depending on each company’s purpose and value proposition. Amazon is just following the universal rules of innovation and customer-centricity: What are the new customer needs, and how can we meet them in new and better ways?

There are many ways to win within today’s environment. Other companies have capitalized on the need for home care and the benefits and convenience of home delivery. Take Express Scripts Pharmacy as an example which relaunched its enhanced digital experience and consumer-centric brand earlier this summer. Unlike Amazon or new entrants in the pharmacy space, they’re building upon their deep clinical expertise, legacy in practicing pharmacy, ease and convenience of home delivery, coupled with 24/7 access to specially trained pharmacists.

“The space between these changed behaviors offers abundant growth opportunities for every business willing to study them closely and act.”

Express Scripts Pharmacy used key insights to understand that for many consumers, particularly those with multiple chronic conditions, pharmacist expertise matters more than convenience. And it’s worth pointing out that Americans have enormous trust and respect for their pharmacists, with Gallup reporting they are just behind nurses and doctors.

That’s just two players attacking the space from two different angles. There are certainly many other moves still available.

One way to analyze potential growth moves is to think about three different roles organizations can play as consumers continue to speed through these rapid changes in both needs and expectations. We like to use the “transformers, creators and invaders” framework when thinking about industry disruption. Healthcare provides some stellar examples.

Express Scripts Pharmacy is a transformer. It’s an example of a company reinventing itself and its offerings, using experience-first initiatives to reach its customers in new–and better–ways. Companies, like Teladoc, Oscar and Higi, are creators. And then there are invaders, like Amazon, moving from one category to another.


FINAL THOUGHTS

Whether one’s ambition is to be a transformer, creator or invader, the lesson is the same: For enterprises prepared to meet the moment, dive into these behavioral white spaces and listen to consumers, the opportunities for uncommon growth are there for the taking.

Wondering what behavioral white spaces are opening up for your organization and how to map out the best growth opportunities in the post-pandemic world? Contact us today.

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Digital Transformation in Southeast Asia: Three Key Aspects that Accelerate Growth

Our research shows that optimism, commitment and ambition are powering major regional gains.

With the backdrop of the COVID-19 crisis, there is more pressure for digital transformation to accelerate in many organizations. In our latest global study, Altimeter, a Prophet company surveyed more than 600 key executives, including 100 in Southeast Asia (SEA) across Singapore, Indonesia and Vietnam, about how they are pursuing digital transformation and the impact of the pandemic.

Our study reveals interesting differences between digital transformation efforts and sentiment in Southeast Asia versus the rest of the world. (Download the full SEA report here)

There are three distinct aspects that made Southeast Asia companies’ digital transformation journey stand out.

1. Optimism: Accelerating Digital Transformation Amid COVID-19 Crisis

While the rest of the world is becoming more risk-averse amid the crisis, SEA expresses optimism about the future. In fact, a significantly higher number of companies have accelerated their digital transformation initiatives and are focused on growth.

Figure 1: Digital Transformation Initiatives Shifted Amidst COVID-19
“How have your digital transformation initiatives shifted because of the spread of COVID-19”

Similar to the rest of the world, SEA companies have seen or are anticipating drop-offs of revenue as a result of COVID-19; however, the impact is less significant. Thanks to the massive and quick preventive measures enacted by the government at an early stage, Vietnam is suffering the least financially during COVID-19. Specifically, 27 percent of respondents stated that they have seen no impact on revenue or don’t anticipate any future impact, followed by Indonesia (15%) and Singapore (13%)

Figure 2: The Impact of COVID-19 on Financial Performance
“What impact has COVID-19 had on your financial performance?”

Vietnam’s commitment to transform digitally had already started before the pandemic with the launch of the National Public Service Portal and Resolution for Industry 4.0. It accelerated during the COVID-19 outbreak when offline economic activities slowed down because of strong government policies. In June 2020, the country launched a National Digital Transformation Roadmap to further advance digital transformation around three key pillars i.e. e-government, e-economy and e-society. The Singapore government also launched similar initiatives offering subsidies and grants to help companies embark or accelerate its digital transformation programs.

“While the rest of the world is becoming more risk-averse amid the crisis, SEA expresses optimism about the future.”

2. Commitment: Focused Executive Sponsorship to Carry out Change

There is stronger executive sponsorship on digital transformation in SEA. Here, digital transformation is primarily driven by the CEO (30% in SEA vs. 25% in rest of the world), and twice as likely to be owned by the CDO (27% in SEA vs. 13% in rest of the world) or Board of Directors (14% in SEA vs. 6% in rest of the world).

Figure 3: Executive Sponsorship for Digital Transformation
“Which executive officially owns or sponsors the digital transformation initiative”

Leaders in SEA not only sponsor digital transformation in spirit, but understand its importance and follow through with frequent and visible support. Seventy-two percent of the executives in SEA see digital transformation as one of their top three business priorities. Thirty-four percent say digital transformation is constantly connected to higher business strategy and a top priority (vs. 23% in the rest of the world).

Figure 4: Nature of Executive Leadership
“Which of these statements best describes the nature of executive leadership in your organization”

With strong leadership, digital transformation is optimistically embraced throughout organizations in SEA. When asked about their sentiment towards digital transformation, SEA companies appear to be more optimistic across multiple aspects — stronger culture, engaged workforce and stronger prospects. Leadership’s confidence in digital transformation is stronger than other global countries, with 90 percent leadership support vs. 76 percent in the rest of the world.

Figure 5: Overall Sentiment Towards Digital Transformation
“Please indicate how much you agree with each of the following statements, from 1 (strongly disagree) to 5 (strongly agree), T2B%”

3. Ambition: Investing in Technologies to Drive Exponential Growth

Comprising some of the world’s fastest-growing markets, digital transformation in SEA is about efficient market expansion and customer acquisition supported by agile and flexible operations, innovation and technologies.

The SEA market is highly diverse in terms of language, culture and behavior. Digital transformation ensures that the technology and data are in place to better support operations (48% in SEA vs. 32% in rest of the world), and allow agility and flexibility to quickly capture opportunities (36% in SEA vs. 30% in the rest of the world). With a more positive market outlook, SEA companies are less concerned about ‘playing defense’ with initiatives like creating a culture to handle disruption (8% in SEA vs. 15% in the rest of the world).

Figure 6: Top Drivers of Digital Transformation
“What are the key drivers of digital transformation within your organization?”

Thanks to higher proliferation of mobile devices and more affordable networks, internet users in SEA had exceeded 300M by 2019. In order to meet the growing demand of this community, technology investments in SEA are more about connectivity and social & consumer platforms.

E-commerce and ride-hailing are the most promising sectors in SEA, supported by investments from China and U.S. tech giants e.g. Alibaba, Tencent, Didi and Amazon. Relevant technologies are receiving higher attention than the rest of the world. Forty percent of respondents selected IoT as their investment priority (vs. 29% in the rest of the world), 26 percent selected e-commerce platform (vs. 19% in the rest of world), and 21 percent selected AR/VR (vs. 14% in the rest of world).

Figure 7: Prioritized Technology Investments
“What are your top priorities for technology investments in 2020”

While global companies are still at the testing or infancy stage of using AI, it is increasingly implemented on a regular basis and adopted in SEA. The majority of the respondents are leveraging AI extensively in driving new products, business models and customer experiences, much higher than the global (29% in SEA vs. 19% in rest of the world).

Figure 8: Use of Artificial Intelligence Within Organization
“To what extent do you use artificial intelligence (including machine learning, computer vision, natural language process, robotics, or deep learning) within your organization”

One major source of momentum is the booming of fintech and digital banking, the biggest adopters who use AI technology to enable mobile payment and fast lending services.

From a country perspective, Singapore is taking a substantial lead in AI development and adoption, fuelled by investments from the government on both software and physical infrastructure e.g., joint-innovation on intelligent robots, increased data storage capacity, open data and open government platforms, as well as high-speed network and advanced IT security.  Other countries such as the Philippines, Malaysia, Vietnam and Indonesia are lagging, but gradually catching up.

However, SEA is still catching up on developing more modern tech infrastructure e.g. cloud and cybersecurity (see Figure 7).


FINAL THOUGHTS

Regardless of financial challenges, COVID-19 has in fact presented more opportunities for companies in Southeast Asia to accelerate their digital transformation agendas. As the fourth largest trading and consuming region in the world, with one of the largest young and digitally savvy segments, companies in SEA should keep investing in building new digital capabilities and technologies to stay competitive, while conveying a strong strategic vision and executive leadership. Last but not least, it is important to increase efforts on modernizing IT infrastructure to catch up with other leading markets in the world.

Download the full PDF report, or get in touch to learn more about how to accelerate your digital transformation in SEA to drive uncommon growth.

REPORT

Reclaiming Interest: A Transformation Playbook for the Insurance Industry

Learn to transform your organization from the inside-out, adding the capabilities and talent needed right now.

While insurance companies have made much progress in reinventing themselves for today’s customers, the results are clear: there’s still some way to go. As many turn their attention toward planning and formulating their strategies for the year ahead, this playbook from our Financial Services practice outlines the different levers to pull in order to speed up digital transformation efforts and customer experience initiatives.

In this playbook you will learn:

  • How insurers can transform their organizations from the inside out by effecting culture change and equipping the business with the right talent and capabilities to succeed in 2021.
  • How a customer-centric approach can help your business, how to get started and how to measure you efforts.
  • What the state of transformation is in the industry today and the reasons to hit the gas now.

Download the full report below.

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Digital Transformation in China: Opportunities for Growth

Our research shows that while CEOs are great transformation leaders, they are less skillful communicators.

At the end of 2020, global companies know that digital transformation is a critical piece of moving their businesses forward. With the challenges brought by COVID-19 and other geopolitical factors, new opportunities and industry patterns have emerged. It is now imperative for companies in China to seize these opportunities and accelerate their digital transformation agendas.

“It is now imperative for companies in China to seize these opportunities and accelerate their digital transformation agendas.”

In our new report “The 2020 State of Digital Transformation,” Altimeter, a Prophet company. surveyed more than 600 executives, including 100 in China, about how they are pursuing digital transformation. The research revealed some distinct regional differences and highlighted the opportunities for companies in China to achieve uncommon growth. (Download the full China report here)

The State of Digital Transformation in China: Understanding the Driving Force

Digital transformation is a firm-wide agenda that requires a clear vision and commitment communicated from the top.

In China, digital transformation initiatives are mostly sponsored by the CEO, CMO and CIO/CTO. Together, these roles provide sponsorship for digital transformation in 83 percent of the Chinese companies. That differs from other regions, where a broader mix of leadership is typically in charge, including the Chief Digital or Chief Innovation Officer, as well as the Board of Directors.

Figure 1: Executive Sponsorship of Digital Transformation

“Which executive officially owns or sponsors the digital transformation initiative?”

Most notably, significantly more CEOs and CMOs in China are ultimately responsible for digital transformation, at 37 percent and 13 percent respectively, compared to 24 percent and 2 percent in the rest of the world.

But there’s a problem. While CEOs lead the charge and appreciate the strategic importance of digital transformation, they often fail to communicate those transformation initiatives are considered a top priority. And they don’t provide enough visible follow-through and strategic guidance.

Figure 2: How Digital Transformation is Driven by Leadership

“Which of these statements best describes the nature of executive leadership in your organization?”

Because they fail to articulate the vision adequately and don’t actively promote it, mixed signals can lead to confusion for employees and customers. Just 46 percent of the respondents in China say their executive leadership has made digital transformation a top-three priority, compared to 61 percent in the rest of the world. And 22 percent say their executive leadership doesn’t see digital transformation as a focus.

Top drivers of transformation in China: Building a more resilient and high-performance culture and operation.

The events of 2020 have changed the way the world looks at digital transformation. Instead of focusing on external drivers, such as finding new markets and customers, they are more driven by internal needs to focus on their operations.

Figure 3: The Top Drivers of Digital Transformation

“What are the key drivers of digital transformation within your organization? Select up to three.”

Chinese companies say that developing a better culture, with more collaboration and innovation, is now the leading digital transformation driver. It was named by 30 percent of Chinese executives, compared to 22 percent in the rest of the world. That is closely followed by increasing productivity (29%) and working in a more agile, flexible way (28%).

Companies here are also more sharply focused on building resilience to keep up with change and global disruption. Some 21 percent of Chinese executives say they are looking for an increased ability to comply with new regulatory standards, compared to 14 percent of the rest of the world. And 20 percent hope to become more resilient to disruption, versus 16 percent. Notably, more believe they can actively create a culture capable of handling that disruption, at 20 percent, versus 12 percent in other regions.

Advance the Transformation: Opportunities for Building Strength

We observed some distinct characteristics of how companies approach digital transformation and identified three opportunity areas they should focus on to move faster toward transformation goals:

Lean into the future by pursuing multiple technologies

Figure 4: Prioritized Technology Investments

“What are your top priorities for technology investments in 2020? Select up to five.”

Around the world, companies are heavily investing in the same five technologies: Cybersecurity, Cloud, Machine Learning and Artificial Intelligence, 5G and Internet of Things.

Although Chinese companies are investing in these technologies too, they are also more diversified, putting their eggs in far more baskets.

Continuing to invest in emerging technology – and hiring the talent that can best help leverage it – will build competitive advantages and enhance agility, enabling companies to move quickly into new directions.

Integrate more, collaborate better

Chinese companies are also behind other regions in their ability to get employees to collaborate.

Figure 5: Employee Collaboration and Engagement

“Which of these statements best describes how your organization is transforming employee collaboration and engagement?”

In China, just 24 percent of the respondents say their employees are connected throughout the organization, versus 32 percent in the rest of the world. And 38 percent of Chinese companies say that while workers frequently use employee platforms, digital engagement is still limited when working beyond the project team, compared to 27 percent of the rest of the world.

Figure 6: Success Metrics Across Functions

“How do you currently measure success across marketing, sales and service teams?”

Moreover, less than half (44%) of Chinese executives say their companies have aligned customer and revenue KPIs across marketing, sales and service teams. Yet 67 percent of those in the rest of the world have achieved this. As the report emphasizes, unifying metrics is an essential requirement for digital maturity.

Our experience substantiates that. While Chinese companies seem especially skillful at building and deploying highly effective project teams, they need broader collaboration across different functions to achieve maximum impact.

Double down on data

Chinese companies trail other regions in leveraging data as a core strategic component.

Figure 7: The Use of Data

“To what extent do you have clean and accessible data, clear processes, and organizational support for and discipline around data science in your organization?”

Only 38 percent say their company has succeeded in making data analytics a central capability, compared to more than half (51%) for the rest of the world. That means 62 percent still have the opportunity to expand and build their data capabilities.


FINAL THOUGHTS

Beyond digitizing marketing and sales, digital maturity is also about strengthening organizational operations and driving innovation to increase revenue. That requires a new kind of leadership. CEOs and other leaders must become cheerleaders for digital progress.

Digital leaders can’t afford to lose sight of the need to invest in digital transformation, even when budgets tighten. While no one can predict future moments of opportunity, they will continue to come, creating digital leaders’ chances to further outperform digital laggards.

Download the full PDF report, or get in touch to learn more about how to advance your digital transformation in China to grow better.

REPORT

The State of Digital Transformation in China: 2020 Report

CEOs here are more likely to have oversight of transformation. But they are worse at communicating about it.

Advancing Digital Transformation to Grow Better in China

With the challenges brought by COVID-19 and other geopolitical factors, new opportunities and industry patterns have emerged. It is now imperative for companies in China to seize these opportunities and accelerate their digital transformation agenda.

In our new report The 2020 State of Digital Transformation, Altimeter, a Prophet company, surveyed more than 600 executives, including 100 in China, about how they are pursuing digital transformation. The research revealed some distinct regional differences and highlighted the opportunities for companies in China to achieve uncommon growth.

What you will learn in this report:

  • Significantly more Chinese CEOs understand they are ultimately responsible for digital transformation compared to the rest of the world.
  • Yet CEOs in China often fail to communicate transformation as a top priority and don’t provide enough strategic guidance.
  • The top drivers of digital transformation in China are to build a more resilient and high-performance culture and operation.
  • Compliance concerns, resistance to change and budget are the top three challenges of digital transformation.
  • While the rest of the world is committed to five main technologies, Chinese companies are more diversified by placing smaller bets in more types of tech.
  • There is still much work to be done for Chinese companies to allow better collaboration across all departments and functions.
  • Chinese companies still trail other regions in making data use a core strategic component.

Download the full report below.

Download Advancing Digital Transformation to Grow Better in China

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Thank you for your interest in Altimeter’s research!

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Five DTC Growth Moves to Optimize Your Investments

These 10 real-world examples will show you how to optimize your investments in the rapidly shifting direct-to-consumer landscape.

For the right investors, the rapidly shifting direct-to-consumer (DTC) landscape presents plenty of possibilities. Many of these digital natives are just one cash infusion away from dominating their category–as long as they make the right strategic DTC growth moves.

“We find companies that have the potential for market disruptive growth and profitability, and the positioning to generate the most likely–and fastest–returns on investment.”

The pandemic-fueled surge in all things e-commerce is pushing many to record sales, with business booming at companies like Peloton, Quip and HelloFresh. But not all DTC companies have the same growth potential, and there have been plenty of notable flame-outs. In our work for funds looking to make DTC investments, whether it’s in due diligence or consulting on the use of funds post-transaction, we’re intent on optimizing investment. We find companies that have the potential for market disruptive growth and profitability, and the positioning to generate the most likely–and fastest–returns on investment.

Beyond assessing fundamentals, including how well possible targets have penetrated their customer base, brand staying power and competitive moats, we zero in on potential, based on specific growth moves. We’ve seen that companies with the ability to lean into these five strategies have the best chance to achieve uncommon growth.

We look for companies that are ….

1. Continually Tapping Unmet Needs

The most successful DTC brands started with an unmet need, filling some area of behavioral white space. Millennials, for example, wanted to start investing but felt ignored. Companies like E-Trade and Charles Schwab seemed like their parents’ tools. Robinhood, with its “investing for everyone” credo, stepped in to draw millions of new stock-market investors, with impressive (and occasionally controversial) results.

Lemonade

Our favorite example is Lemonade, which has used behavioral nudges and machine thinking to become the most disruptive force in homeowners, renters, condo and now pet insurance. In return for signing the honesty pledge, customers get transparent prices and lightning-fast service. While many Gen X and older customers may not have heard of it, young people love it. “I just bought insurance on Lemonade,” one of my young associates told me the other day. “And the user experience was freaking awesome.” Has anyone ever said that about insurance until Lemonade came along?


2. Ending Churn Through Customer Obsession

Given the massive spending needed to acquire customers, the strongest brands are those that maximize that investment. Strong retention requires a shift in focus from product obsession (the natural starting point for so many DTC companies) to true customer obsession.

Stitch Fix

Stitch Fix is continually updating its offer, finding new ways to please existing customers and new customers to please. Its core offer is a fashion fix with five carefully curated choices, and millions love how the personalization gets more accurate over time. But many don’t want to shop this way. So it recently introduced Direct Buy, enabling old and new customers to dive deep into single categories, boosting incremental sales.


3. Uncovering Value Through Deep Customer Analytics

The fastest-growing companies are those that do the most with their data.

Looking closely at questions of price elasticity, for example, can make all the difference in expansion, particularly in new territories. And while this has long been the promise of DTC companies, the reality is that the more data they collect, the less likely they are to use it. IDC estimates that about 90% of what businesses collect is “dark data,” and never used at all–let alone effectively.

Canoo

So we pay close attention to those that dig into data in every channel. Canoo, for example, is so expert at harnessing tech and innovation insights that it’s poised to launch its electric vehicles after 19 months, not five years. And based on analytics, it’s confident that higher-end consumers will love its subscription-only model, with as little as a one-month commitment.

MeUndies

Another data-savvy company is MeUndies, which has used what it’s learned from social media to sell more than 10 million pairs of underpants. Even rarer for DTC companies, it’s been profitable for three years.


4. Finding New Adjacencies

While many DTC brands build their business on a single product, they eventually need to expand to keep growing, either geographically or by adding new categories. This is a moment when many need more cash, new investors or the ability to acquire or partner with other companies.

Casper

Broadening offers while maintaining category credibility often comes down to the right messaging and positioning. Casper, for example, launched in 2014 and quickly became successful. But as competitors piled on, it’s needed to find new ways to expand. With a promise to become “the Nike of sleep,” it now sells pillows, sheets and weighted blankets. But more importantly, it positions itself as the expert on sleep wellness.

Airbnb

Similarly, Airbnb recognized that it could find growth by moving beyond lodging and selling experiences that make people want to travel. From sushi tours of downtown Tokyo to paddleboarding with sea lions, these adventures are adding millions in revenue. (When COVID-19 struck, they also provided a quick pivot to virtual experiences.)


5. Partnering Strategically to Scale the Ecosystem

Headspace and Spotify

Finding partners is a way to access new customers and stay relevant. Headspace, the popular meditation app, has increased its influence exponentially by partnering with Nike, Spotify and the NBA.

Everlane and Nordstrom

Retail is an obvious choice and can be a game-changer. Even non-digital consumers can discover brands like Native, Harry’s, Barkbox and Quip at Target, for instance, or find Everlane and Birdies at Nordstrom.

Alo and Animal Crossing

Others leverage pop culture. Alo, a yoga company, and Tatcha Beauty teamed up with Animal Crossing for product launches within the popular video game.

Allbirds and Adidas

The partnerships that we believe spark the most growth are those that combine scale and purpose. Allbirds, which has built its impressive valuation on sustainable fashion sneakers, recently partnered with Adidas, which has been trying to increase visibility for sustainability efforts. Interestingly, this unlikely partnership with competitive brands introduced a collaboration that pairs Allbirds’ innovative approach to materials with Adidas’ marketing and manufacturing might, and is set to produce the world’s first carbon-neutral performance shoe next year.



FINAL THOUGHTS

As they sift through DTC companies, investors should look for potential targets that can make some (or all) of these five growth moves. These are the nimble brands that can unlock the fastest returns for investors and find exceptional growth for themselves.

Prophet is obsessed with helping clients win with their customers and unlock uncommon growth in this digital age. Contact us to learn more about what we are doing in all things direct-to-consumer.

REPORT

Slingshot Your Organization Towards a More Resilient Future

To change quickly and build resiliency, organizations need to prioritize higher-impact cultural shifts.

Rarely have organizations been forced to tackle volatility in so many areas all at once until the global coronavirus pandemic, demanding many to evolve in ways they hadn’t previously considered plausible, or possible to accomplish in such short timeframes. With the right approach, however, the gravity of the current situation can become an opportunity, a slingshot to accelerate transformation and speed an organization’s course to a more resilient future.

From witnessing the lightspeed changes being made in organizations around the world over the past few months, the latest report from our Organization & Culture expertsThe Slingshot Effect – lays out the specific shifts organizations need to make now. With the right processes, commitment, workforce and mindset, others can learn how to ‘slingshot’ their organizations’ transformation, build the flexibility to thrive on change and the agility to respond to any future shocks faster.

In this report you will learn:

  • Why taking a human-centered approach remains a key element in any successful transformation
  • How to determine the most relevant shift in order to build resilience where your organization needs it most
  • Where to prioritize action and guidance on what to do next
  • Examples of how other companies are moving forward

Download the report below.

Download The Slingshot Effect: Accelerating Your Organization’s Journey to a Resilient World

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Customer-Centricity: Closing the Gap Between Digital and Human

As bots get better, brands are challenging their assumptions about effective machine communication.

The past few months have made it more apparent than ever that shifting to more virtual offerings and seamless interfaces are now the main way for businesses to survive and thrive in our online post-COVID world. These changes – accelerated but not triggered by the pandemic – have fundamentally validated one of Prophet’s core convictions: customer-centricity shouldn’t be determined by what companies think is technically feasible. It has to start with us human beings, putting the real needs of people at the center of every decision. It is clearly digitally driven, but at the core, customer-centricity is always a deeply human endeavor.

For too many companies for too long, the strategy has followed what is technically feasible instead of the other way around. But for the few that have been focused on a people-first approach, having their strategy informed from what humans need first before shifting to what is possible on the back end, the success is apparent.

“It is clearly digitally driven, but at the core, customer-centricity is always a deeply human endeavor.”

Companies like Amazon or Netflix – two highly relevant brands and businesses everyone would agree – are heralded as paragons of the digital age but these brands have become the powerhouses they are because they are human-focused. While there are billions of dollars of tech investments behind each, their unwavering focus on their customer and delivering an experience for them that is fast, simple and incredibly gratifying drives what they do and their bottom line.

Of course, for companies in manufacturing, life sciences or financial services, reinventing themselves as digital entities is more complicated than for say a company with a digitally native business model and their failures often show a similar pattern – namely that their strategies demonstrate a lack of clear thinking from the customer’s standpoint. They’re preoccupied with their products, their sales and their success. But now it’s time to look at everything through the lens of the customer, this is where it should start. Success starts with knowing the buyer. What is then required is a holistic view of the digital landscape with technical feasibilities assessed early on. That is how you bridge the often missed gap between a customer-centric digital strategy and a human-focused one.

Faux humans: The rise of bots

The reason we have opened our doors in such large numbers to tools like Siri and Alexa comes down to convenience, ease of use and the fact you speak to them as you would a human. They are customizable, often adapt to your preferences and deliver an experience you can consistently count on. And companies are eager to take advantage.

One of our favorite examples of the successful use of artificial-intelligence-driven empathy comes from the global insurance company, AXA. To help it successfully grow its business in Asia, AXA had the desire to develop a new digital customer engagement proposition, one that humanized the experience and provided a consistent customer journey and brand experience across the region. Emma was born – AXA’s first humanized user interface, which has become the core of the brand’s new digital customer experience, handling everything from claims to servicing, health content to symptom checks and helping individuals find the solutions and content most relevant to their needs. She’s not just efficient and accurate. She’s a friendly embodiment of a brand committed to assisting people as they strive for financial wellness, whilst successfully bridging the gap between digital engagement and financial advisor partners.

And recognizing the massive gap in helping people deal with the mental-health challenges posed by the pandemic, AXA expanded Emma’s skills to deftly field calls about mental-health questions. That’s a high-risk undertaking, but initial tests show customers don’t just appreciate the effort, they’re using the service extensively.

Challenge definitions: What does it mean to be human?

It’s easy to make assumptions, and companies often mistakenly believe they know everything there is to know about their customers. That’s seldom true, especially in a period of such massive upheaval. It’s critical that companies take this time to go deep as they gather insights, with an entirely rededicated sense of empathy and rigorous analytics. For us, that typically means finding out which drivers are the most essential, right now, for customers and prospects. What makes one brand relevant to them and another forgettable? Are they looking for inspiration or efficiency? Do they feel the brand is available to them when and where they need it? Do they sense it meshes with their own values?

With each new wave of technological development, the digital age shifts shapes and speeds up. And it’s vital that leaders focus on the potential of emerging technology. It’s critical that companies do not let themselves fall behind in efforts to continue to be as connected, nimble and data-driven as can be. They need to continually ask: What tools do we have? How digital is our go-to-market approach? How automated is our production?

But too often, we have seen companies spend tens of millions – and sometimes hundreds of millions – in tech investments before understanding how these initiatives might help customers and eventually drive growth. The critical decisions must always balance both: What do your customers need most right now and what is your company capable of providing?


FINAL THOUGHTS

Digital investments, like any other use of capital, should only be made when companies are clear on how they will serve the largest purpose. Addressing just the digital possibilities in a siloed view is a surefire way for a business to fall short in today’s reality. It is the combination of instilling a human-focused process with digital capabilities and prowess that sets up a business for customer-centric success.

If you’d like to learn more about how a customer-centric strategy can improve the growth of your business then reach out today. 

REPORT

2021 Growth Acceleration Playbook

To achieve uncommon growth, double down on cultural changes to equip your teams for the future.

For most business leaders, this is a pivotal time. The decisions being made are dictating whether you survive or thrive in these uncertain times and there is enormous pressure on leaders to step up and provide the structure, guidance and clear communication that people are looking for.

This playbook brings together some of the latest thinking from our experts to help with those decisions, from how to double down on your company culture and equip your teams for the future way of working, to understanding the new needs of your customer and making the digital go-to-market shift. It provides some actionable ideas to get your business back on track now as we move out of this crisis and for the growth opportunities beyond.

Download The Slingshot Effect: Accelerating Your Organization’s Journey to a Resilient World

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Thank you for your interest in Prophet’s research!

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David Aaker on COVID-19 & Its Implications for Brands

As consumers value the basics more, companies promising simplicity and reliability have a new advantage.

Branding expert David Aaker recently launched his 17th book, Owning Game-Changing Subcategories: Uncommon Growth in a Digital Age. Associate Partner Bernhard Schaar from Prophet’s Berlin office spoke to Prophet Vice Chairman David Aaker to discuss the background of his new book, his perspectives on COVID-19 and its implications for brands and branding.

Bernhard Schaar: Your latest book, “Owning Game-Changing Subcategories: Uncommon Growth in the Digital Age,” explores why growth is so important for companies. Could you explain briefly why that is and what you mean by the term “uncommon growth”?

David Aaker: Growth is healthy because it brings benefits to different stakeholders. For customers, it generates reassurance and credibility and often energy and excitement as well. For organizations, it represents momentum—growth creates growth. For employees, it represents opportunity, pride in the organization and even meaning in work-life—the absence of growth can be discouraging or even depressing and job-threatening.

Uncommon growth is growth that is substantially higher than the expected growth year-to-year. It is out of the ordinary.

BS: What are the key learnings you would like readers to get from your book?

DA: I would highlight four main learnings.

  • First, real growth comes from new subcategory creation defined by attributes that customers view as “must haves”, not from a “my brand is better than your brand” strategy. Competing only on incremental improvements is no longer enough.
  • Second, to grow you need to become the exemplar brand of the subcategory, to position, scale and build barriers.
  • Third, brand communities are an important way for customers to become involved in the subcategory and bond with the brand and others who share a common interest and/or activity.
  • Fourth, digital has put subcategory creation on steroids, with the rapid acceleration of e-commerce, social media, live streaming, O2O and Internet of Things (IoT).

BS: Let’s talk about each of these to better understand your perspective. What do you mean with subcategories and why are they important for growth?

DA: A key element to successful subcategory competition that is ignored in most innovation and strategy books is branding. I wanted to introduce brand into the arena of strategic innovation and market disruption. An exemplar brand has three jobs in addition to refining and testing the “must haves”:

  1. It needs to position the subcategory, making the “must haves” visible.
  2. It needs to be scaled to create the momentum of fast growth,
  3. It needs to create barriers, one way of doing that is storytelling – which, by the way, was treated in my previous book “Signature Stories” in great detail.

BS: You mentioned branded communities as one of the key insights of your book. What role do they play in helping brands to own a subcategory?

DA: Branded communities are groups of people that bond because of shared involvement in some activity or interest area connected to a brand. Brand communities create or enhance brand relationships, add energy and involvement, provide credibility and build barriers to competitors. It is hard to draw a customer away from a brand community they are engaged in to another. Nike, for example, has built a strong brand community of sports lovers who share the same passion and aspirations. It has been built in part by integrating its digital platforms to connect and engage. Its agility and creativity was shown when it rapidly launched its virtual workout classes via their Nike Training Club app.

BS: What has been the impact of digital on the creation of new subcategories?

DA: Creating new subcategories has always been, with rare exceptions, the only path to real growth. But the arrival of digital in the last two decades has put subcategory creation on steroids. They are now more frequent, they grow much faster and they have more upside, by a big margin. In the digital era, a huge number of subcategories have been generated or enabled by:

  • The Internet of Things (IoT) has created smart homes with products like the NEXT thermostat and forced manufacturers like Bosch to adapt by adding digital features to their product portfolio. Other technological advances such as GPS, which has enabled Uber and the expanded Internet, made the iPhone and thousands more products possible.
  • E-commerce. Entrepreneurs no longer face the barrier of getting into retail or creating a salesforce. Brands like AirBnB globally, or fashion brands like Zalando, or digital pioneers like eBay and online automotive retailer Mobile Dealer have enjoyed almost instant distribution and access to markets.
  • Social media. For some that are skilled and lucky in using social media and websites it can replace months of planning and a huge media budget with fast and sometimes very inexpensive communication. Dollar Shave Club started with a video that cost $5000 and attracted 12,000 members in two days starting a firm that was sold four years later for one billion dollars.

BS: What recommendations do you have for brand executives to achieve uncommon growth through owning game-changing subcategories?

DA: In the start-up world, this thinking is fundamental to their business – they are doing exactly that already. But large established firms need to prepare for this new reality by keeping up with technological development, adapting their distribution to include e-commerce and becoming good at communication in the digital age. Strategically, there needs to be a realization that the best path to growth is now owning new subcategories that change the customer experience or brand relationship.

BS: Your book was written pre-COVID-19 but as we are moving towards a New Normal, we can see changes happening and priorities shifting both on the consumer and brand side. What is your point of view on this? How have consumers and their expectations changed?

DAa: There are a host of changes in behavior caused by the crisis – among others, people are valuing the basics more. The search for simplicity and reliability is more pronounced. More fundamentally, peoples’ values and acknowledging what is really important to them have changed. Social contacts, trust, authenticity, higher purpose and keeping safe have all been dialed up. Some of these changes will represent opportunities for new ways of serving customers.

BS: What is keeping brands from doing this? What can, for example, companies do to create and own more of these game-changing subcategories you highlight?

DA: This is probably an organizational issue. Much of what we, at Prophet, talk about in management culture and digital transformation applies. The basic problem is that established businesses within big firms are generating strong profits and have financial and political control over budgets and strategies. They are really adept at operations, making incremental improvements in offerings and marketing and showing positive return for those improvements. They are also good at pointing out flaws in strategies that have not been fully developed and tested. As a result, moonshots get killed or starved.

“Uncommon growth is growth that is substantially higher than the expected growth year-to-year. It is out of the ordinary.”

A good way to move ahead is to protect the future efforts by creating a new subcategory and giving a separate budget, and perhaps even a separate organization, that physically is separated from the core organization. A flat organizational structure can also help. Additionally, a firm can work on its culture and decision-making process to allow the innovation around new subcategories to live or even thrive. The measurement of people needs to reflect a risky mission and should not be mainly geared to running the existing business well. Game-changing subcategories don’t create themselves; you need to find and promote them.

BS: Do you have any final thoughts you would like to share?

DA: In regular times, and even more so in challenging times such as today, those brands that disrupt the marketplace by creating new subcategories that are anchored on a set of “must haves” and effective exemplar brands are the ones that will continue to achieve uncommon growth. If a loyal brand community can be developed, then success will be assured.


FINAL THOUGHTS

In the future, the successful brands, in my view, will often be those that are agile and flexible, have employed digital effectively, are truly empathic and have a higher purpose and find ways to connect with customers in a meaningful and involving way.

Want to interview Dave or feature him on your next podcast? Please connect with David Aaker directly.

Explore how David Aaker and Prophet can help your business create game-changing brands that resonate with both your customers and employees.

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