tag:econsultancy.com,2008:/topics/digital-transformation Latest Digital Transformation content from Econsultancy 2017-04-27T14:00:00+01:00 tag:econsultancy.com,2008:BlogPost/69024 2017-04-27T14:00:00+01:00 2017-04-27T14:00:00+01:00 Three ways the Internet of Things will improve business efficiency by harnessing big data Nicholas Chowdrey <p>Indeed, in <a href="http://www.iotindustryreport.com/" target="_blank">a recent study</a> by Dresner Advisory services, most industries rated IoT as not important.</p> <p>However, advocates of IoT say there’s huge potential for the technology to transform business intelligence, especially when coupled with big data. They see IoT as a core justification for businesses to implement big data analytics, ranking it in the top three use cases, alongside customer analysis and data warehouse optimisation.</p> <p>To get a better understanding of the potential business impact, let’s take a look at three current and future IoT business uses that harness big data.</p> <h4>1. Visualising data insights</h4> <p>When most people think of data visualisation they imagine charts, graphs and tables of numbers. Although fairly easy to understand, these simple formats fall short of today’s needs.</p> <p>With more and more data being collected, the way we represent and communicate findings has become increasingly important. We’re no longer looking at simple, single purpose databases with a binary purpose, but rather complex and nuanced datasets combining all kinds of insights, requiring us to analyse the relationships between many variables.</p> <p><img src="https://assets.econsultancy.com/images/0008/5763/LEDs.jpg" alt="" width="640" height="360"></p> <p>This means that business intelligence analysts of tomorrow are tasked with communicating these complex relationships in a way that the less scientifically minded among us can understand and react to as fast as possible.</p> <p>One way to do this is to bring data back into the ‘real world’ by using IoT devices. One company that’s pioneering this idea is data analytics service Sisense, which offers a business intelligence package that combines big data with intelligent voice interfaces, chatbots and IoT devices.</p> <p>This <a href="https://www.sisense.com/everywhere/bulb/" target="_blank">includes a bulb</a> that connects to the Sisense data analytics platform and can be programmed to change colour to reflect performance on certain metrics. For example, if daily sales are tracking below target the bulb can be set to light up red, changing to green when the target is met.</p> <p>Skullcandy, a headphone manufacturer, has begun using this 'sales bulb' to alert its teams to their progress. Brent Allen, director of infrastructure and web operations, <a href="https://vimeo.com/176176897">said</a>:</p> <blockquote> <p>We’ve seen a big change with the sales team. At first they smiled and thought the product was funny. I think that these physical manifestations of data bring about that reaction — it's just too new.</p> <p>But now it’s a big part of their day-to-day — they love it. It’s important enough and it’s simple enough, easy enough to use, and it’s been so thoroughly engrained into the sales team and IT at this point that it’s something we’re going to stick with.</p> </blockquote> <p>Although certainly in the early stages, with more devices able to sync up via the internet to real time data analytics platforms, it’s easy to see a whole industry develop out of visualising data not just in real time, but in real life.</p> <h4>2. Enhancing human resources</h4> <p>The biotechnology industry is especially keen on IoT, with 100% of survey respondents in the Dresner study rating IoT as important to the industry today.</p> <p>It’s easy to see how biotechnology products such as wearable tech could have HR applications. It’s a technology already embraced by many, with <a href="http://www.gartner.com/newsroom/id/3198018" target="_blank">forecasts predicting</a> 322m units to be sold worldwide in 2017, meaning a short leap for businesses to introduce wearables to the workplace.</p> <p><img src="https://assets.econsultancy.com/images/0008/5764/smartwatch.jpg" alt="" width="640" height="426"></p> <p>There are multiple uses, from improving safety through ‘smart helmets’ that monitor worker alertness, to enhancing operational efficiency through GPS tracking.</p> <p>One of the most promising uses is to encourage employee wellness by offering rewards to those who reach certain fitness goals. Some companies have already adopted such policies as part of their benefits package.</p> <p>Hannah Dempsey, associate director of social media at digital marketing agency Jellyfish, said:</p> <blockquote> <p>Our private healthcare offers extra benefits for those who are active and monitoring their health. Staff are given a corporate discount on a popular fitness tracker and can cash in their steps to accumulate points and earn rewards, such as free coffee or cinema trips.</p> <p>In the past we’ve also had a fitness leader board and challenges, where staff members could compete with each other on the number of steps they were taking, which brought out the competitive side of a lot of people – myself included!</p> </blockquote> <h4>3. Networking machinery</h4> <p>IoT means basically any object can be connected: from a bouncy ball up to a skyscraper. Indeed, <a href="http://www.cisco.com/c/dam/en_us/about/ac79/docs/innov/IoT_IBSG_0411FINAL.pdf" target="_blank">Cisco estimates</a> that 50m objects will be IoT enabled by 2020, and that there might be as many as 1.5trn networkable objects across the globe.</p> <p>IoT advocates say that by connecting machinery to the internet, businesses can benefit from enhanced communication and control, resulting in time and cost savings. How exactly does this play out?</p> <p><img src="https://assets.econsultancy.com/images/0008/5766/internet_of_things.jpg" alt="" width="640" height="421"></p> <p>In terms of communication, IoT-enabled air conditioning units could be fitted with sensors that report whether its filter is functioning properly. Likewise, GPS-enabled objects such as wheelchairs can be more easily tracked, helping hospitals to better organise their resources.</p> <p>Cost savings come from greater control and automation. Remote control will allow engineers to adjust and optimise machine functions from anywhere in the world, with many of these processes being potentially automated, removing the need for human involvement altogether.</p> <p>Meanwhile, sensors can be fitted to machinery to monitor performance data, allowing potential faults to be detected before they happen. This lets businesses minimise equipment failure and more efficiently plan scheduled maintenance.</p> <h4>A final word...</h4> <p>With the Internet of Things still in its infancy it’s already clear that this new technology will revolutionise not only our home lives, but work as well.</p> <p>Crucially, businesses that will benefit most from connected machines will be those that intelligently define which data should be monitored, efficiently collect and analyse as much data as possible and effectively use these insights to improve business function.</p> tag:econsultancy.com,2008:ConferenceEvent/869 2017-04-26T11:19:43+01:00 2017-04-26T11:19:43+01:00 Digital Transformation Annual Conference: Talent and Culture <p>As digital impacts ever more broadly across every area of your business, fostering an environment where digital culture and talent can thrive is key. </p> <p>Join us for an exclusive senior leaders’ conference, focusing on two of the key pillars of <strong>Digital Transformation: Talent and Culture</strong>. </p> <h3>On the agenda:</h3> <ul> <li>Find out how the customer experience revolution is impacting every area of your business </li> <li>The importance of HR in supporting your people and change </li> <li>Understand how best to bring your people on the Digital Transformation journey  </li> <li>How to manage the challenge of attracting and retaining digital talent </li> <li>An overview of how best to support the right culture for agility </li> </ul> <h3>Benefit from:</h3> <ul> <li>Insight from those at the forefront of transformation</li> <li>Learnings from speakers from some of the world's leading brands</li> <li>Networking and discussions with your peers </li> </ul> tag:econsultancy.com,2008:BlogPost/69001 2017-04-20T14:06:00+01:00 2017-04-20T14:06:00+01:00 Digital leadership: why change management is key to ecommerce success James Hammersley <p>Ecommerce is far less of a technology challenge than an organisational one. Whether it's cultures that drive unhelpful behaviours; processes (IT and management ones) that make it difficult to respond to the customer; ways of working in digital teams that don’t reflect good practice and waste resources; or structures that create silos and encourage trench warfare, the single biggest growth area in many businesses is experiencing the growing pains of a channel in its teens.</p> <p>Fixing this is one of the biggest leadership challenges in modern business. Get it wrong and you may not be around to compete in the 2020s. </p> <p>Trying to fix it using what worked in the past, however, may not deliver the change you are looking for.</p> <p>In the 20th century, leadership success came from knowing the answer. Experience, knowledge and critical analysis were prized above all other skills. In the 21st century leadership success comes from knowing how to get to the answer: in today’s business world your experience and what you know could even be a significant barrier to achieving your goals.</p> <h4>The big ideas about leadership suggest that the nature of the problem has changed</h4> <p>In the 1990s the Harvard Business Review <a href="http://www4.ncsu.edu/unity/users/p/padilla/www/435-Leadership/Heifetz%20and%20Laurie%20The%20work%20of%20leadership.pdf">introduced the idea of adaptive challenges</a>. Defined as murky, systemic problems with no easy answers, solving them requires the involvement of people throughout the organisation. Adaptive work, the authors argued, was counter-intuitive for leaders as rather than providing solutions they had to ask tough questions and use the collective intelligence of the organisation. Fundamentally it required leaders to challenge the way 'we do business’.</p> <p>In the mid 2000s this was refined further by a suggestion that we faced three types of problems, each of which required different strategies to resolve them: <a href="http://journals.sagepub.com/doi/abs/10.1177/0018726705061314">tame, critical and wicked</a>. A wicked problem, being complex rather than just complicated, is often intractable, with no obvious solution; moreover, there is no ‘stopping’ point. </p> <p><a href="https://www.flickr.com/photos/tom-margie/3088666200"><img src="https://assets.econsultancy.com/images/0008/5603/the_wicked_witch.jpg" alt="" width="500" height="333"></a></p> <p><em>A wicked problem</em></p> <h4>The automatic response is less likely to work</h4> <p>Leaders have a tendency to take charge and move rapidly to ‘command’ when faced with a crisis or a major issue. They move rapidly to decisions and as a consequence can treat complex problems as simple problems thus compounding the issue. However, those most ready to command may be those that are most unsuited to leadership in times of complexity.</p> <p>An example of the fallibility of the command response is illustrated by Donald Rumsfeld’s famous response in February 2002, when attempting to explain how the US involvement in the Iraq conflict was not progressing to public and media expectation.</p> <p>His reply, initially derided widely by media commentators, was in fact a very clever assessment of the challenges of leading in ambiguity: "The message is that there are known knowns. There are things we know that we know. There are known unknowns. That is to say there are things that we now know we don't know. But there are also unknown unknowns. There are things we don't know we don't know."</p> <p><iframe src="https://www.youtube.com/embed/GiPe1OiKQuk?wmode=transparent" width="560" height="315"></iframe></p> <p>In modern organisations it is the unknown unknowns that form the graveyard of leadership intentions and achievements. This is particularly so in digital.</p> <p>Working out how to work to deliver success in ecommerce for most businesses is a wicked or adaptive problem. The leader’s role with a wicked problem is to ask the right questions rather than provide the right answers because the answers may not be self-evident and will require a collaborative process to make any kind of progress.</p> <h4>The context in which we lead is itself transformed</h4> <p>You may have come across <a href="https://www.amazon.com/New-Rules-World-Cautionary-Manager/dp/1900961156">‘the world after midnight’ thinking</a> that argues we are living in a new world where just about everything you ever thought was right, is in fact wrong. It suggests that the impact of digital technology on the pace of change in the social and business environments, the scale of connectivity and sheer numbers of people on the planet have combined to create a world that is changing faster than we can learn.</p> <p>It begs the question: ‘why is it that when we do the same things today that used to work in the past, they no longer work?’ </p> <p>Its proponents argue that organisations need to develop new ways of approaching both old problems and new ones – primarily starting with key stakeholders (consumers and customers) and using insights into their actions and behaviours to generate solutions where the implementation strategy is ‘test and learn’ as opposed to the ‘big bang’ thinking that once dominated engineering, IT and other project-oriented functions.  </p> <p>If you are unfamiliar with this then you may have encountered the US military descriptor ‘VUCA’: a world that is volatile, uncertain, complex and ambiguous.  Its relevance for leaders is in how they view the conditions under which they make decisions, plan forward, manage risks, foster change and solve problems.</p> <p>The use of VUCA in business organisations is often in a strategic process that helps leaders anticipate the issues that can shape competitive conditions, understand the potential consequences of issues and actions, recognise interdependences, prepare for alternative scenarios and interpret events.</p> <p>With both of these approaches the point is clear: the context has changed and that makes past assumptions questionable, and old ways of doing things potentially less likely to deliver results. This means that change is dangerous territory for leaders.</p> <h4>So we need a different mind-set to achieve results</h4> <p>We argue that the key to delivering performance under these circumstances is to shift the organisation mind-set from leadership driven by theses <a href="https://www.amazon.co.uk/Leading-Digital-Strategy-Effective-E-commerce-x/dp/0749473096">to leadership driven by hypotheses</a>. In a world that is changing faster than we can learn, where problems are adaptive rather than technical, business leaders have to build the capability to understand the difference between a thesis and a hypothesis and build the processes and skills to develop hypotheses collaboratively with their customers.</p> <p>A thesis is a theory put forward as a premise to be maintained or proved whilst a hypothesis is a proposed explanation made on the basis of limited evidence as a starting point for further investigation. The ‘old world’ model of arguing a thesis to justify investment is no longer tenable – given that there are no longer right answers that are clear and obvious. If test and learn is the best way forward, then organisations have to be able to test against hypotheses that are informed by ‘deep data’ about customers and the market.</p> <p>These hypotheses can be used to test solutions that can be rapidly adopted as ‘business as usual’ should they be successful. Organisations who continue to look for theses where all the data and thinking is aimed at justifying a single (and often costly) solution are far less likely to succeed.</p> <p>This thinking underpins our approach to improving ecommerce performance in both optimisation and digital marketing. The biggest challenge our clients face is shifting how their organisations think about and respond to the customer. But we need to understand that the organisation can conspire to thwart our ambitions. </p> <p>In our book we introduced the idea of ‘mis-organisation’. Mis-organisation is not mismanagement. This is a malaise of modern organisations that don’t understand the need for adaptive responses and try to treat wicked problems using approaches that are only suitable for technical ones.  </p> <p>You can spot mis-organisation where, despite a well-thought out strategy, people coalesce around processes, policies and practices that conspire to undermine its ability to achieve its goals. Once spotted, fixing it requires people to change behaviour as well as capabilities to improve performance.</p> <p>In ecommerce, mis-organisation results in significant investment in capital and resources in order to achieve commercial goals being fed into platforms, web design, sales execution and performance analytics that fail to deliver.  </p> <p>In traditional channels, organisations would have acted swiftly to change activity, processes or people at the first sign of persistent under-delivery; in digital channels we seem to be more willing to make the same mistakes again and repeat the cycle with the same inevitable outcome.</p> <p>Expertise only takes us so far. What differentiates the superior performers is that they have realised that their digital channel is the same as any other. </p> <h4>The drivers of mis-organisation</h4> <p><img src="https://assets.econsultancy.com/images/0008/5610/the_drivers_of_mis-organisation.png" alt="" width="541" height="541"></p> <p>There are five drivers of mis-organisation:</p> <p><strong>1. Failure to engage the customer:</strong> we use the word engage here carefully. Many businesses ask their customers to rate them, like them, follow them and give them feedback. Far fewer engage them in a way where they can understand what they are saying and why.  </p> <p>What this leads to is the establishment of a ‘customer agenda’ that isn’t really a customer-set agenda, but one that is established internally on information of variable quality.</p> <p><strong>2. Constant changes to sales execution:</strong> changes to sales executions are in themselves neither good nor bad, they can however be costly, time consuming and they definitely will have a commercial impact. Many ecommerce teams seem to make changes against an internal agenda or even as a response to competitor activity.  </p> <p>Though once in a while these might get lucky and deliver a commercial improvement, many will have no impact on the top line and some may well accompany a decline in revenue. </p> <p><strong>3. Failure to test and learn:</strong> not having the right insight is unfortunate, not testing proposed changes to see if there is or is not a positive impact is downright careless. And just because someone tells you they are testing does not mean that they are testing effectively.  </p> <p>We have come across all sorts of testing strategies, few of them really effective. Testing internal ideas is better than nothing, but unless you are testing against real customer insight then it will not drive your business forward to its full capability.</p> <p><strong>4. Inflexible and slow IT change processes:</strong> it would be unfair to single out IT here as a blocker to ecommerce effectiveness, however some of the processes and structures the function has adopted to help deliver a stable and 99.9% reliable systems platform do not necessarily help an organisation that needs to respond rapidly to changes in the marketplace.  </p> <p>LEAN and ‘Agile’ and other standards have their place, but ensuring you have as much flexibility and responsiveness for small changes and a way of fast tracking successful testing outcomes into full operation are critical for success.</p> <p><strong>5. Poor returns on investment:</strong> you might initially think this as an outcome from the four above and in one sense it is. It is the consequence of not having an effective ecommerce operation, but once it exists as an outcome it becomes a driver of mis-organisation in itself.  </p> <p>Frustrated commercial senior leaders faced with continuing under-performance will do what they always do under these circumstances and push for greater and faster change. This puts the system under pressure and encourages shortcuts which mean that the responses are less likely to be based in deep customer insight and even less likely to be tested.</p> <h4>In summary...</h4> <p>These five drivers work in combination to create a vicious circle in many ecommerce organisations that damages morale in the team and confidence in the business.</p> <p>For example, the longer the sales execution fails to deliver expected revenue, the more business leaders want to see it changed. If IT change processes are restrictive and inflexible so pressure builds up and when changes are finally made (no doubt at some cost) and they still fail, so the pressure for change increases even further.  </p> <p>These changes fail because they in turn are not being driven by insight into customer interactions at point of transaction, or by poor quality insight, and they have not been put through a rigourous process of testing prior to implementation.  </p> <p>In our experience, the answer to the question ‘how can we improve performance’ that is least likely to deliver improved performance is one containing the words: website, rebuilding, re-skinning and new platform.</p> <p><em><strong>For more on this topic, check out these Econsultancy resources:</strong></em></p> <ul> <li><a href="https://econsultancy.com/reports/effective-leadership-in-the-digital-age/"><em>Effective Leadership in the Digital Age</em></a></li> <li><a href="https://econsultancy.com/training/digital-transformation/"><em>Digital Transformation Hub</em></a></li> </ul> tag:econsultancy.com,2008:BlogPost/68965 2017-04-11T11:00:00+01:00 2017-04-11T11:00:00+01:00 SME case study: How an auction house added Facebook Live to its digital strategy Nikki Gilliland <p>Its use of <a href="https://econsultancy.com/blog/67808-10-pioneering-examples-of-brands-using-facebook-live/" target="_blank">Facebook Live</a> is particularly interesting, contributing to a 43.2% increase in new registered users to the Simon Charles website from February 2016 to February 2017.</p> <p>So, how exactly has it done it? Here’s a bit more on the story.</p> <h4>A change in mindset</h4> <p>Up until last year, Simon Charles mainly invested in offline marketing. It typically took out regular double-page spreads in industry and general publications including the Manchester Evening News – a local newspaper for the Stockport-based company.</p> <p>However, with offline activity limiting reach to the surrounding area, it unsurprisingly produced limited results.</p> <p>With guidance from digital marketing agency, Cube3, Simon Charles began a journey towards digital transformation, with a change in mindset from offline to online. In fact, the company took the decision to completely forgo offline activity for an online-only approach to marketing.</p> <h4>Multi-channel brand refresh</h4> <p>As well as implementing a foundation of <a href="https://econsultancy.com/blog/68594-seo-trends-in-2017-what-do-the-experts-predict/" target="_blank">SEO</a> and PPC, Simon Charles undertook a brand refresh in order to create a consistent user experience across all digital channels. This meant a greater focus on its online auctions, complemented by a streamlined new site and overall brand image.</p> <p>To give this a bit of context, below is a screenshot of the website from 2014. While there is a clear promotion of the brand’s social channels, the site itself looks rather clunky and dated in terms of design.</p> <p><img src="https://assets.econsultancy.com/images/0008/5217/Simon_Charles.JPG" alt="" width="740" height="852"></p> <p><em>Simon Charles' previous website</em></p> <p>In contrast, the <a href="https://www.simoncharles-auctioneers.co.uk/" target="_blank">Simon Charles website</a> is now a much slicker affair, with the site-wide banner hinting at the company’s newly found focus on video.</p> <p><img src="https://assets.econsultancy.com/images/0008/5218/Simon_Charles_2.JPG" alt="" width="740" height="570"></p> <h4>Adopting new technologies</h4> <p>Speaking of video, Simon Charles’ recent success has been in part due to the introduction of new marketing technology and techniques – namely Facebook Live.</p> <p>While we’ve seen many big ecommerce brands experiment with the technology, streaming everything from product reviews to interviews, it is less commonplace to see smaller or regional brands do the same. </p> <p>Possible reluctance might stem from a lack of resource, reliance on less-risky planned social activity, as well as the question of whether or not it is indeed worth the time and effort. </p> <p>Simon Charles’ has demonstrated that it can be worth both, mainly due to the fact that it uses live video to offer something of real value. If consumers are unable to attend auctions in person, Facebook Live enables them to experience it in real time, making viewers feel like they are a part of the action. What’s more, it gives potential consumers – i.e. people who might never be able to or even have the inclination to attend an auction – the opportunity to do just that.</p> <p><iframe src="https://www.facebook.com/plugins/video.php?href=https%3A%2F%2Fwww.facebook.com%2FSimonCharlesAuctioneers%2Fvideos%2F1477136862359905%2F&amp;show_text=0&amp;width=560" width="560" height="315"></iframe></p> <p>This just goes to show that video, especially on social, does not necessarily have to be flashy or even particularly impressive in terms of content if it is truly functional.</p> <h4>Targeting a specific demographic</h4> <p>The adoption of Facebook Live has proven successful for Simon Charles, demonstrated by a growth in footfall and a general increase in social engagement. While previous videos would garner around 15,000 views over the course of multiple days, the live element has seen views reach 25,000 over the course of a single broadcast. While Live video streaming offers users a sense of real immediacy, it is not the only use of the medium, instead serving as part as a wider video strategy. Other pre-recorded examples includes in-depth explanations about items for auction as well as looks behind the scenes. With some short videos generating around 9,000 views, there's clearly an appetite for non-live elements too.</p> <p>Alongside this, the company has been able to finally leave behind its ‘catch all’ approach to marketing, moving into a much more targeted strategy. </p> <p>By using technology such as video, it has been able to serve the right kind of content to the right people at the right time. As well as honing in on those who would be most likely to engage, it has effectively used other social channels like Twitter to reach out to them.</p> <p>With a 72.40% increase in new registered users over the past year, it’s clear that digital investment is paying off.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Another week, another chance to snap up some great deals. Explore what's on offer at Simon Charles this week: <a href="https://t.co/G49zd6v2qS">https://t.co/G49zd6v2qS</a> <a href="https://t.co/XjTpWJKHMH">pic.twitter.com/XjTpWJKHMH</a></p> — Simon Charles (@SimonCharlesUK) <a href="https://twitter.com/SimonCharlesUK/status/848584571000160257">April 2, 2017</a> </blockquote> <p><em><strong>Related reading:</strong></em></p> <ul> <li><a href="https://econsultancy.com/blog/68864-myvouchercodes-experiments-with-six-hour-facebook-live-event-did-it-work/" target="_blank">MyVoucherCodes experiments with six-hour Facebook Live event: Did it work?</a></li> </ul> tag:econsultancy.com,2008:BlogPost/68969 2017-04-07T12:00:00+01:00 2017-04-07T12:00:00+01:00 Four ways technology could impact restaurants in the future Nikki Gilliland <p>Today, <a href="https://pos.toasttab.com/restaurant-technology-industry-report" target="_blank">57% of consumers</a> agree that technology in restaurants improves their guest experience. And while we’ve already seen the introduction of apps and <a href="https://econsultancy.com/blog/68800-pizza-express-launches-booking-chatbot-is-it-any-good/" target="_blank">bots from restaurant chains</a>, this only marks the start of how technology might further impact the hospitality industry in years to come.</p> <p>Of course, it might not be such a smooth transition. Oracle’s <a href="https://www.traveldailynews.com/post/consumer-attitudes-on-emerging-technologies-and-their-impact-on-future-hospitality-experiences" target="_blank">Restaurant 2025</a> report suggests that consumers could find some tech a step too far, with 40% saying that being served by a robotic machine would feel invasive or strange.</p> <p>With this in mind, here’s a run down of a few examples of innovative restaurant technology that has already arrived, as well as how it could evolve in future.</p> <h3>Voice for payments and billing</h3> <p>According to Barclaycard, <a href="https://www.thecaterer.com/articles/369040/impatient-diners-want-fast-service-and-better-payment-technology-in-restaurants" target="_blank">37% of diners</a> prioritise quick service in restaurants over menu or value for money, meaning that convenient payment options are becoming increasingly popular.</p> <p>With many restaurants introducing apps that allow customers to order and pay without the need for a waiter, this demand is being met.</p> <p>Take <a href="https://econsultancy.com/blog/68889-wetherspoons-launches-order-and-pay-app-is-it-any-good" target="_blank">Wetherspoons’ Order and Pay</a>. This is a particularly interesting example, however, as it changes more than just the payment experience. Taking away the need for any social interaction at all, some have suggested it spells the end of traditional pub culture. A rather dramatic view, perhaps, especially when you consider how many other well-known chains, like Wahaca and Jamie’s Italian, are using similar technology.</p> <p>Meanwhile, other London restaurants like Rum Kitchen and Salt Yard are also incorporating bill-splitting apps, making payment even easier for big groups.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Click here to download our Order &amp; Pay app, available for iPhone and Android<a href="https://twitter.com/hashtag/OrderAndPay?src=hash">#OrderAndPay</a><a href="https://t.co/sN3tSWoS6s">https://t.co/sN3tSWoS6s</a></p> — J D Wetherspoon (@jdwtweet) <a href="https://twitter.com/jdwtweet/status/842013848987148290">March 15, 2017</a> </blockquote> <p>So how will this develop in future?</p> <p><a href="http://www.restaurantbusinessonline.com/news/starbucks-adopt-voice-recognition-ordering" target="_blank">Restaurant Business says</a> that voice could be the next step, reporting that several San Francisco-based eateries are already experimenting with a Google-supported system involving voice and facial recognition. Instead of asking for the bill and manually paying, all diners will need to say is “I’ll pay with Google” before being automatically charged. </p> <p>With suggestions that Starbucks and McDonalds are also introducing voice recognition into their apps in 2017, it could be here before you can say ‘happy meal’.</p> <h3>Staff using wearable technology</h3> <p>While smartwatches are most commonly used by consumers to track diet and fitness, we could see more restaurants utilising wearable tech in order to facilitate better customer service.</p> <p>Recently, Danny Meyer, the founder of Shake Shack, announced a partnership with Apple Watch that will integrate the technology into front-of-house service in a New York restaurant. Managers and sommeliers will constantly be alerted and informed via the watch, with information being sent about VIP guests, menu changes and complaints. </p> <p>In future, Oracle suggests that we could also see this technology infiltrating kitchens, with the Internet of Things enabling staff to ‘talk’ to appliances while they work.</p> <p><img src="https://assets.econsultancy.com/images/0008/5257/wearable.jpg" alt="" width="720" height="480"></p> <h3>Robot service</h3> <p>Robots taking over the world was once the storyline for every mediocre sci-fi movie, but it could now be the reality for the modern service industry at the very least.</p> <p>Self-service machines have overtaken humans in many restaurant chains, however this could also extend to the preparation and creation of food itself.</p> <p>Last year, Momentum Machines – a tech startup behind a fully autonomous burger-making machine - applied for a permit, indicating that it is to open a robot-only restaurant. While it’s hard to find any details on its progress or even if it's going ahead, this example shows that robots have the potential to replace both servers and chefs.</p> <p>With the prediction that <a href="http://uk.businessinsider.com/machines-may-replace-half-of-human-jobs-2016-2?r=US&amp;IR=T" target="_blank">50% of jobs</a> could be at risk from robots, it could also be a scary glimpse into the future.</p> <p><img src="https://assets.econsultancy.com/images/0008/5258/robot_waiters.JPG" alt="" width="760" height="560"></p> <h3>Virtual reality experiences</h3> <p>Lastly, while the likes of Heston Blumenthal has been experimenting with dining as a sensory experience for years, it’s now going beyond what’s on the actual plate, with virtual reality being used to transport diners to another place entirely.</p> <p>Samsung is one of the first tech brands to get on board, rolling out its Gear VR glasses to restaurants that want to create more than just a bog-standard meal.</p> <p><img src="https://assets.econsultancy.com/images/0008/5259/Samsung_VR.JPG" alt="" width="760" height="339"></p> <p>Even more mind-bending is Project Nourished, a New York-based tech company which builds solutions for ‘fine dining without concern for caloric intake or other health-related issue’. In other words, it uses tech to trick us into thinking we’re eating foods we're not.</p> <p>It’s as bonkers as it sounds. But what’s even crazier is that we can do this, yet we can’t make aeroplane food taste nice. </p> tag:econsultancy.com,2008:BlogPost/68962 2017-04-06T11:03:00+01:00 2017-04-06T11:03:00+01:00 How HR professionals are adapting to the digital age Nikki Gilliland <p>Econsultancy’s <a href="https://econsultancy.com/reports/the-future-of-hr-in-the-digital-age/" target="_blank">Future of HR in the Digital Age</a> report delves into this topic, drawing on insight and knowledge from people within the industry as well as wider research.</p> <p>Here are a few key takeaways, highlighting how HR professionals are adapting to digital change.</p> <h3>Being proactive rather than reactive</h3> <p>While HR professionals are increasingly using data to gain a clearer picture of employees across organisations, it appears that this is still being done at quite a basic level – usually for diagnostic purposes such as measuring output. </p> <p>In future, it is predicted that data will play a more proactive role in HR practice, ultimately being used in predictive ways to develop greater understanding and impact for the HR function overall.</p> <h3>Following the focus on CX</h3> <p>The below chart shows that customer experience is still seen as the biggest opportunity for businesses – above and beyond other factors such as creating compelling content or data-driven marketing.</p> <p><img src="https://assets.econsultancy.com/images/0008/5200/CX.JPG" alt="" width="624" height="592"></p> <p>In turn, CX is also driving change in the processes, structures and practices across organisations as a whole – including HR. </p> <p>Whether it is finding ways to reinforce a collaborative culture or breaking down department barriers, the implications for HR are essentially a greater need to support cross-company collaboration and to facilitate change.</p> <h3>Improving digital literacy </h3> <p>Despite 71% of respondents in a survey saying that it is very important for business leaders to be technology-literate, just 28% said that they believe that is the case within their current organisation.</p> <p><img src="https://assets.econsultancy.com/images/0008/5201/Tech_literate.JPG" alt="" width="600" height="453"></p> <p>This is clearly one area that senior professionals need to work on, however it’s not just about improving technology knowledge in an operational sense.</p> <p>Rather, senior professionals need to understand the potential, integration and application of technologies, with the separation and clear distinction of these three contexts being key.</p> <h3>Recognising the employee experience</h3> <p>While CX is often cited as the main catalyst for <a href="https://econsultancy.com/blog/68216-six-iconic-retailers-and-their-digital-transformation-journeys/" target="_blank">digital transformation</a>, many professionals are beginning to recognise that employee engagement is also a core component.</p> <p>In other words, true transformation is about more than just technical expertise and channels, or indeed marketing and CX. It is about how organisations respond appropriately to the challenges and opportunities that the digital world creates, or in other words, how they reshape the way in which teams work, collaborate and behave. </p> <h3>Evolving leadership qualities </h3> <p>Finally, HR professionals are increasingly focusing on ‘softer skills’, with a change in the perception of leadership qualities seen overall. Rather than traditional leadership qualities such as being inspirational, highly commercial and action-oriented – skills such as adaptability, flexibility, curiosity and the ability to embrace change are growing in importance.</p> <p>Of course, a mix of both soft and traditional skills remain the ideal, with knowledge and empathetic emotional intelligence truly driving organisational change. For HR professionals, the greatest challenge remains being able to find it.</p> <p><em><strong>Related reading:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/68873-what-exactly-is-company-culture-and-how-can-hr-change-it/" target="_blank">What exactly is company culture? And how can HR change it?</a></em></li> <li><a href="https://econsultancy.com/blog/67976-this-is-how-you-explain-to-hr-what-digital-means/" target="_blank"><em>This is how you explain to HR what 'digital' means</em></a></li> </ul> <p><em><strong>Econsultancy subscribers can also download the full <a href="https://econsultancy.com/reports/the-future-of-hr-in-the-digital-age/" target="_blank">Future of HR in the Digital Age</a> report.</strong></em></p> tag:econsultancy.com,2008:BlogPost/68938 2017-03-28T14:47:26+01:00 2017-03-28T14:47:26+01:00 How smartphone apps & personal data might reduce the cost of healthcare products Charles Wade <p>Sports brands, like <a href="http://www.nike.com/us/en_us/c/nike-plus/running-app-gps">Nike</a>, moved into the ‘wellness’ tech space early, as they quickly recognized the opportunity inherent within smartphones, utilising native functionality – such as GPS – to provide (often free) apps that offer users exercise regimes or maps to track their morning runs. </p> <p>Alongside goal-setting, fitness apps looked to enhance the experience by partnering with their home screen neighbors, such as Spotify, to combine their features, for example adding ‘Power Songs’ that play when performance dips. </p> <p>Only this month <a href="https://www.engadget.com/2017/03/12/adidas-new-open-digital-fitness-products/">adidas announced</a> that it plans to make its ‘Runtastic’ app an open platform, allowing third-parties to utilize its capabilities in their own apps to further personalize the user’s experience.</p> <p><img src="https://assets.econsultancy.com/images/0008/5083/adidas_runtastic.png" alt="" width="587" height="294"></p> <p>The reason for investing in technology is clear for the aforementioned sports apparel and footwear manufacturers – they hope to remain front of mind for their target market, namely ‘athleisure’ buyers, a segment <a href="http://digiday.com/uk/stretching-global-athleisure-boom-5-charts/">thought to be worth</a> $270bn globally last year. </p> <p>Not only is it a lucrative space, it is an increasingly competitive one where the ‘traditional’ players are under pressure from relative newcomers like Under Armour and lululemon, as well as Topshop (Ivy Park), H&amp;M, and American Eagle Outfitters, all of whom have developed ranges in an attempt to muscle in.</p> <p>At the same time the healthcare industry is spending heavily on apps as it looks to maximise the relationship that people have with their phone (<a href="https://insights.samsung.com/2016/02/24/do-patients-rely-on-mobile-healthcare-apps-more-than-their-doctors/">32% of US consumers</a> had at least one healthcare app on their phone in 2016). As an example: <a href="https://carezone.com/features">CareZone</a> acts as a journal, reminding you when to take medication; <a href="http://www.uptodate.com/home">UpToDate</a> helps students stay informed with medical developments; and the <a href="http://www.redcross.org/get-help/prepare-for-emergencies/mobile-apps">Red Cross</a> offers first aid advice.</p> <p>Incredibly, <a href="https://suite.face2gene.com/technology-facial-recognition-feature-detection-phenotype-analysis/">Face2Gene</a> allows the user to take a photo of their face (via their phone’s camera) and then uses an algorithm to scan it to identify any genetic syndromes.</p> <p>Aside from selling clothes or taking a fee for download or ‘Premium’ services, what <em>is</em> slightly unclear is what developers are doing with the most important aspect, namely the data that they collect. Looking further afield, Uber recently released ‘<a href="https://newsroom.uber.com/introducing-uber-movement/">Movements</a>’, a service which aggregates the information that the company has learnt about riders and their journeys, which it then offers to cities for better town planning. (Was that in the privacy settings?)</p> <p>It does not take a huge leap of the imagination to hypothesize that app developers might pass on the information that has been clocked up by users to insurers or pharmaceutical companies. If so, not only should consumers be alerted to this fact, but there might be an opportunity for them to demand more from this value exchange, above and beyond receiving information without having to wait at the Emergency Room.</p> <p>There are myriad apps that <a href="http://www.apppicker.com/applists/3414/the-best-health-insurance-apps-for-iphone">store insurance personal data</a>, and subsequently let users ‘compare the market’: why not take this a stage further? For example, a 40-year-old woman might share her Nike Run+ app data with her life insurance provider to show that she runs on average 25-miles a week, possibly along with her associated heart rate (and average time). This could be combined with the step counter on their iPhone, used to further detail the level of her fitness by assessing her mobility.</p> <p>Interestingly, <a href="https://www.healthiq.com/affinity/runspeed8minmile">Health IQ</a>, an insurer, has spent heavily recently on programmatic ads, stating: “Special rate life insurance for runners. Runners who can complete an 8-minute mile have a 35% lower risk of all-cause mortality and a 41% lower risk of death from heart disease.” </p> <p>Furthermore, <a href="http://www.runnersworld.com/general-interest/can-runners-save-on-life-insurance">in an article</a> from July 2016 (which also cites HealthIQ) Runner’s World explains how the US insurance provider <a href="http://www.johnhancock.com/">John Hancock</a> introduced a plan with discounts “of up to 15%” to those customers who meet exercise targets “measured by fitness trackers”. This is a good start for those people who workout.</p> <p><img src="https://assets.econsultancy.com/images/0008/5084/lifeinsurancead.jpg" alt="" width="578" height="368"></p> <p>Alongside the data above, could our runner submit her weekly online grocery order – that contains fruit and vegetables and low sugar items – evidence of a healthy diet that could also be used as a bargaining chip to reduce insurance costs. </p> <p>Again, John Hancock has implemented this, to a degree, through its ‘<a href="https://www.jhrewardslife.com/">Vitality Program</a>’, which rewards policy holders with points, redeemable at Whole Foods, Hyatt, and others if they can show a history of prudent eating. </p> <p>This is certainly commendable, but it does require the individual to have a relationship with that provider and the perks are only available at pre-determined vendors; those who remain fit and healthy might <em>possibly </em>prefer to use the information to reduce their premiums and buy whatever they like (such as new sneakers). </p> <p>Tech alone cannot determine the exact state of someone’s health. Indeed, people would need to continue to have medicals and routine check-ups to assess their overall state (until, that is, there’s an app for that too): however everyday activities should be seen as a tool for consumers to obtain services that are befitting of the condition they keep themselves in.</p> <p>This is timely for US consumers, given the long-term uncertainty around the <a href="https://www.healthcare.gov/glossary/affordable-care-act/">Affordable Care Act</a> (recent climb-down notwithstanding). Millions of Americans pay significant sums for insurance coverage; above and beyond the impact on their health, the invaluable mine of data that apps contain should be used to positively influence their wallets too.</p> <p><em>For more on this topic, read:</em></p> <ul> <li><a href="https://econsultancy.com/blog/68851-six-ways-digital-is-changing-the-pharma-healthcare-industry/"><em>Six ways digital is changing the pharma &amp; healthcare industry</em></a></li> <li><a href="https://econsultancy.com/blog/68346-new-data-shows-why-digital-is-now-critical-to-pharma/"><em>New data shows why digital is now critical to pharma</em></a></li> </ul> tag:econsultancy.com,2008:BlogPost/68930 2017-03-24T10:00:16+00:00 2017-03-24T10:00:16+00:00 10 amazing digital marketing stats from this week Nikki Gilliland <p>If that’s not enough to tickle your fancy, you can check out the <a href="https://econsultancy.com/reports/internet-statistics-compendium" target="_blank">Internet Statistics Compendium</a> for more.</p> <h3>Online retail sales are up 15% while smartphone growth slows</h3> <p>According to the <a href="https://www.imrg.org/data-and-reports/imrg-capgemini-sales-indexes/sales-index-march-2017/" target="_blank">latest figures</a> from the IMRG Capgemini e-Retail Sales Index, UK online retail sales were up 15% year-on-year in February. </p> <p>However, the rate of growth for sales through smartphone devices has roughly halved year-on-year, going from 96% in February 2016 to just 57% in February 2017.</p> <p>With tablet growth also remaining low at 3.5%, a sustained slowdown through this channel could potentially impact growth rates for online retail overall.</p> <h3>Instagram has more than 1m monthly active advertisers</h3> <p>Instagram has <a href="https://business.instagram.com/blog/welcoming-1-million-advertisers">just announced</a> that it has more than doubled its amount of monthly active advertisers in the past six months. Growing from 500,000 last September, it now with an advertiser base of 1m.</p> <p>Furthermore, there are now more than 8m businesses using a business profile on Instagram, with the greatest adoption coming from the US, Brazil, Indonesia, Russia and the UK.</p> <p><img src="https://assets.econsultancy.com/images/0008/4980/Instagram.jpg" alt="" width="275" height="548"></p> <h3>74% of shoppers will abandon purchases after adding items to their cart</h3> <p>Survey data from <a href="https://blog.salecycle.com/featured/infographic-people-abandon-shopping-carts/" target="_blank">SaleCycle</a> has revealed that 74% of online retail visitors who add something to their cart will leave without following through on the purchase.</p> <p>In terms of retail categories, health and beauty currently has the lowest abandonment rates of 68.2%. In contrast, consumer electronics has the highest with a rate of 78.8%.</p> <p>Overall, 34% of people are said to abandon their baskets because they are ‘just browsing’, while 23% might have an issue with shipping.</p> <p><img src="https://assets.econsultancy.com/images/0008/4975/SaleCycle.JPG" alt="" width="670" height="464"></p> <h3>8 out of 10 online shoppers avoid retailers after a bad returns experience </h3> <p>New data from Klarna has revealed that retailers who fail to provide consumers with a quick and easy returns service risk losing a large proportion of their customer base. </p> <p>In a survey of 2,000 UK consumers, <a href="https://www.theretailbulletin.com/news/past_the_point_of_no_return_22-03-17/" target="_blank">83% of online shoppers</a> said that they would never shop with a retailer they have had a bad returns experience with in the past. Similarly, 77% believe UK retailers need to improve their returns capabilities, while 28% said they have been put off returning items due to foreseen hassle. </p> <p>With online shoppers reportedly returning 10% of goods they buy online, and 40% deliberately ordering multiple items to send back what they don’t want, it is vital for retailers to improve returns processes in order to capture long-term loyalty.</p> <h3>Total video content views rose by 26% in 2016</h3> <p>The <a href="http://freewheel.tv/insights/#video-monetization-report" target="_blank">Video Monetisation Report</a> by FreeWheel has revealed that 2016 was a pivotal year for premium video consumption.</p> <p>The report states that content views rose by 26% from the previous year, with ad views up by 24%. Similarly, huge global events like the Rio Olympics and the Presidential election boosted video views, contributing to the general growth of popularity in live video content in the US.</p> <p>Meanwhile, as news and sport content enjoyed major growth across the pond, entertainment reigned supreme in Europe, with 93% of ad views being based on this content, as opposed to 46% in the US.</p> <h3>90% of UK agencies expect to increase turnover in 2017 </h3> <p>New findings from BenchPress suggest that, despite uncertainties over Brexit, a massive 90% of creative and digital agencies in the UK expect to increase their turnover in 2017.</p> <p>While 84% of agency owners were against Brexit, 52% have yet to notice any knock-on effect on their businesses following the referendum in June 2016.</p> <p>29% have experienced clients cancelling projects because of uncertainty around Brexit, while 11% have instead recorded increases in overseas work as a result of the devaluing of the Pound.</p> <p><img src="https://assets.econsultancy.com/images/0008/4976/Brexit.JPG" alt="" width="637" height="302"></p> <h3>78% of older shoppers fear a robot-run high street</h3> <p>A new <a href="http://possible.mindtree.com/SixthSenseofRetail.html" target="_blank">report by Mindtree</a> suggests that 78% of shoppers over the age of 55 are apprehensive about new retail technologies like automation, artificial intelligence and robotics infiltrating the high street.</p> <p>In contrast, 51% of shoppers between the ages of 16 and 24 are comfortable with the idea of automated technologies in stores.</p> <p>Additionally, the study – which involved a survey of 2,000 consumers in the UK – found there are differing opinions between genders, with 44% of men happy with a robotic shopping experience compared with just 30% of women. </p> <h3>Only a half of charities have a digital strategy in place</h3> <p>The <a href="https://www.skillsplatform.org/content/charity-digital-skills-report" target="_blank">Charity Digital Skills Report</a> has revealed that many UK charities are still struggling to get to grips with digital transformation. </p> <p>From a survey of 500 charity professionals, 50% said they do not have a digital strategy currently in place, and only 9% said they have been through digital transformation. When it comes to the biggest barriers, 57% of charities cite a lack of the right skills and 52% say a lack of funding. </p> <p>It’s not a case of disinterest, however, as 75% of charities think growing their digital skills would help them increase fundraising.</p> <p><img src="https://assets.econsultancy.com/images/0008/4977/Charities_digital.JPG" alt="" width="690" height="264"></p> <h3>26% of UK shoppers plan to spend more this Mother’s Day than 2016</h3> <p>From a survey of 1,000 shoppers, Savvy found that 66% of respondents will be getting involved with Mother’s Day this year, with 26% planning to spend more than they did in 2016.</p> <p>Despite spending more, there seems to be some negativity surrounding the type of gifts on offer. 54% of shoppers agree that Mother’s Day products presented in retail stores are ‘boring and lack inspiration’. Consequently, 45% of shoppers plan to purchase presents online – an increase of 7% on last year.</p> <p>Finally, 36% desire a wider range of gifts to suit different budgets, while 38% of shoppers want more gift ideas and inspiration from retailers.</p> <p><img src="https://assets.econsultancy.com/images/0008/4978/Mother_s_Day.jpg" alt="" width="665" height="583"></p> <h3>44% of advertisers are considering in-house solutions</h3> <p>ISBA and Oliver have conducted the first-ever UK survey on advertisers’ use of in-house and on-site agencies.</p> <p>The findings show that advertisers are now seeking closer relationships with fewer suppliers, as just under half of brands are now considering establishing an on-site or in-house capability.</p> <p>Lack of speed appears to be one of the main reasons for this, with 68% of marketers expressing frustration over the time it takes external agencies to make decisions or turn around briefs. In contrast, this figure drops to 8% for on-site and 20% for in-house agencies.</p> <p>Other advantages cited for in-house include improved brand expertise, collaboration, operational control and creative expertise.</p> tag:econsultancy.com,2008:BlogPost/68927 2017-03-23T10:14:35+00:00 2017-03-23T10:14:35+00:00 Childline launches app to offer counselling direct to mobiles Nikki Gilliland <p>Luckily, digital technology now means that it’s easier than ever for young people to seek confidential advice and support. Last year, 1.8m sessions on the Childline website originated on mobile devices, and 71% of counselling sessions were delivered online via email and one-to-one chat.</p> <p>Taking this into consideration, Childline has decided to take its digital efforts one step further, creating a dedicated app so that children can access its online services direct from their smartphones.</p> <p>It’s said to be the first ever app of its kind in the UK – here’s a bit of a run down on its features.</p> <h3>Discreet installation</h3> <p>Free to download, Childline has deliberately avoided using any branding in its design.</p> <p>By using the name ‘For Me’ and an ambiguous logo, it ensures that if anyone happens to see the app on a child’s phone, they would not know that it was a Childline service.</p> <p><img src="https://assets.econsultancy.com/images/0008/4951/home_screen.PNG" alt="" width="250"> <img src="https://assets.econsultancy.com/images/0008/4952/pin.PNG" alt="" width="250"></p> <p>Even better, the app requires a pin in order to log in, meaning that nobody but the child can access it – a great way to instil confidence and reassure young users that the service is safe and secure.</p> <h3>Comprehensive help and advice</h3> <p>While the Childline website is a great resource, it might prove difficult for youngsters without direct access to their own computer, or who are worried about others looking at their search history.</p> <p>With many young people now having their own smartphone, the app provides a direct and instant link to Childline’s comprehensive counselling services.</p> <p>There is a tonne of information included on the app, ranging from general tips on exam stress through to practical advice like how to make a doctor’s appointment if you're under 16.</p> <p>I particularly like how the app can be tailored to a specific state of mind. Users can set their mood to ‘depressed’ or ‘stressed’ etc. and it will offer up articles that might be of help in this instance. </p> <p><img src="https://assets.econsultancy.com/images/0008/4953/mood.PNG" alt="" width="250"> <img src="https://assets.econsultancy.com/images/0008/4954/what_is_making_you_feel_bad.PNG" alt="" width="250"></p> <p>This is perhaps useful if a child does not necessarily know why they are feeling a certain way. For example, while they might be able to articulate that they are feeling depressed, seeing an article titled ‘worries about the world’ or ‘isolation’ might prompt them to further explore the reasons why.</p> <h3>Creative toolbox</h3> <p>Another thing I like is that the app is not merely a one-sided resource – it has plenty of interactive features to encourage children to actively express their feelings. </p> <p>The Toolbox section has a whole host of creative features, including integrated videos and an ‘art box’, which allows the user to create digital drawings and paintings. These images can be saved to the user’s ‘locker’, where they can also safely keep a mood journal and various other private documents.</p> <p><img src="https://assets.econsultancy.com/images/0008/4955/toolbox.PNG" alt="" width="250"> <img src="https://assets.econsultancy.com/images/0008/4956/Locker.PNG" alt="" width="250"></p> <p>This means that if a child does not actively seek further help and support, the app is still likely to act as an aid – even if it’s just as an outlet or a place to store thoughts and feelings.</p> <h3>Message boards and support</h3> <p>If a child does want to seek out help there are continuous prompts to do so, providing users with phone numbers and contact details for a range of support networks.</p> <p>What’s more, the app also has an in-built message board, where users can ask questions about whatever it is that’s worrying them. This is also likely to be effective for children who don’t want to ask a professional or even an adult – here they can talk to youngsters in similar situations.</p> <p><img src="https://assets.econsultancy.com/images/0008/4957/message_boards.PNG" alt="" width="250"> <img src="https://assets.econsultancy.com/images/0008/4958/get_support.PNG" alt="" width="250"></p> <p>Childline’s app cleverly taps into the idea that children today are glued to their smartphones. By opening up a direct link, it offers kids an easy and accessible way to seek help and advice whenever it’s needed.</p> <p><em><strong>Related articles:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/66592-why-charities-need-true-digital-transformation/" target="_blank">Why charities need true digital transformation</a></em></li> <li><em><a href="https://econsultancy.com/blog/67451-the-smartest-experiential-charity-marketing-campaign-you-ll-see-this-year/" target="_blank">The smartest experiential &amp; charity marketing campaign you'll see this year</a></em></li> <li><em><a href="https://econsultancy.com/blog/68091-how-five-charities-are-innovating-with-contactless-payment-technology/" target="_blank">How five charities are innovating with contactless payment technology</a></em></li> </ul> tag:econsultancy.com,2008:TrainingDate/3157 2017-03-21T11:04:14+00:00 2017-03-21T11:04:14+00:00 Digital Transformation in Practice <p>Digital Transformation. The buzzword of the moment. Everybody from IBM to the British Government claim to be in the throes of digital transformation. But what is it and what does it mean in practice?</p> <p>This course will cut through the hype and answer a simple question. What does digital mean for how you do business? You will learn how digital has changed consumer behaviour. You will discover what steps you will need to take if your organisation is going to survive in this new business reality.</p>