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Growth Strategies for a Digital World
Growth Strategies
for a Digital World
By any measure, the world is increasingly digital.
So the most fundamental questions for business leaders
are these: how will digital technology deliver growth?
And what must we do to ensure that we become
a truly digital business? To properly answer those
questions, executives must confront the challenges
that connect digital technologies to business growth.
If being digital were as simple as having For proof of that, look at the steps being
a mobile app, then every business taken by Tesco, the global supermarket
could easily be a digital success. chain. In just the last two years, Tesco
created interactive grocery stores in airports
Being a digital business is more than
and subway stations. At the same time,
equipping the field sales force with iPads
it expanded into new industries, offering
or striving for “Likes” on Facebook or even
movie streaming, e-books, and even its
putting more of the organization’s data
own 7-inch tablet priced as low as $91.
in the cloud. Although those kinds of
Why? Because Tesco wants to establish its
moves can be crucial steps on the road to
presence everywhere its customers go—and
becoming digital, the challenge is that they
more and more of its customers are digital.
may make business leaders feel that their
More than 20 percent of Tesco’s online
organizations are digital, when they are not.
sales now come through smartphones, and
Such basic initiatives can be part of a more than 10 percent of all orders on Tesco
project to improve discrete business Direct come through its mobile website.
processes, but they will not, by themselves,
Digital is also entirely relevant to business-
propel growth and they will certainly not
to-business (B2B) industries. For instance,
confer lasting strategic advantage. (See
General Electric is betting on the industrial
sidebar: “Five myths about digital business.”)
Internet, connecting machines via remote
It’s easy to conceive of digital technology sensors, mobile communications and
as just another technology and a force analytics. The digital information flow
for efficiency and cost reduction. It is not feeds advanced products and services
easy to envision what is needed to be that lead to higher performance in major
a digital business. Customers are at the industries such as energy and aviation.
center of digital business, requiring leaders
Tesco and GE are leaders in this wave of big
to adopt an “outside-in” perspective on
companies using technology as a driving
their business. Adopting this perspective
force for growth and innovation. Leaders
requires adapting current approaches to
see the disruption generated by digital-first
business strategies to new growth-oriented
companies such as Twitter, Zipcar, Uber,
digital business strategies. These issues
GoPro and Airbnb and they are thinking
are among the key challenges to and
ahead to envision what will happen in
context for success in a digital world.
their industries, to their customers and
their revenues. But rather than preparing
The digital race is to fight disruption when it happens, those
already underway leading organizations are better positioning
themselves as disruptors in their own right
Digital business leaders seek new sources of
by becoming digital businesses. One recent
growth and results from using technology
example: General Motors raising anxiety
to extend the potential of products and
in the car rental business by partnering
services, resulting in higher performance
with RelayRides, a start-up whose use of
through new combinations that can
mobile phones makes ride-sharing easy.
benefit the organization’s customers,
its workforce and its trading partners.
2
Five myths about digital business
Myth Reality
Digital applies only to B2C companies. Digital is fundamentally personal. This makes it easier to see digital’s B2C
It matters less for B2B companies. opportunities. However, digital changes how organizations use information and
communications to create value. This is how B2B companies such as GE and
Caterpillar among others are executing digital strategies to create value.
Digital business is just for online companies. Digital is transforming traditional sectors like banking, energy, mining and
We sell physical products and services. manufacturing by changing customer experiences, products, services and
processes. Digital opportunity comes from how you use digital to create new
combinations of digital and physical resources to help drive growth and results.
The more digital we become, the This may be true when digital applies exclusively to marketing and sales channels.
less our customers are willing to pay A digital business strategy finds new connections between customer value and
for our products and services. company revenue that create pricing power and avoid commoditization. Digital
customer experiences, digital supply chain performance and digital innovation
will create a premium that combats the tendency for commoditization.
My customer demographic is more established. Baby boomers and older consumers are among the most avid digital
It’s only Generation X and Millennials users. They regularly use financial and health services online and on
who care about digital experience. their phones, and they shop extensively online, including comparison
shopping. Digital opportunities exist across customer demographics.
Digital is relevant only in developed markets. Many emerging markets are digitally sophisticated; some are creating mobile
banking and advertising business models and platforms that are now being
implemented in advanced economies. IDC predicts that by 2020, 62 percent
of the digital universe (a measure of all the digital data created, replicated
and consumed in a single year) will be attributable to emerging markets.1
3
Figure 1: New dynamics of today’s customers
The Traditional Funnel The Accenture Nonstop-Customer Experience Model
Discover
Discover Purchase
Consider
Evaluate Promise Evaluate Delivery
Purchase
Consider Use
Use
Open content/channels
Brand-controlled content/channels
Source: Digital Customer: It’s time to play to win and stop playing not to lose. 2013 Global Consumer Pulse Research, Accenture.
Digital is real. Over the last decade, industrial Customers drive the Digital technologies drive change from the
powerhouses such as GE, Tesco, Disney, outside in. Technologies such as mobility,
Proctor & Gamble, Walmart and Shell have
digital world analytics, social media and cloud are
invested in a myriad of digital experiments. Customers and their expectations make intrinsically customer-focused, giving
Being a digital business represents a way the digital realm different. The fact is that customers the information and connections
for leaders to leverage their significant markets are already digital. According to change the meaning at every moment
revenues and market positions today while to Oxford Economics, online sales are of truth. (See sidebar: “Moments of truth
being in control of their digital future. projected to reach $20.4 trillion in 2013, in the digital world.”) Growth is no longer
They can now see the contours of what representing 14 percent of the global a matter of creating new products and
constitutes a true digital business. economy and growing faster than sales marketing playbooks that move customers
(See sidebar: “Digital business defined.”) in traditional channels.3 Of the world’s 7 through linear purchasing processes.
billion people there are more than 6 billion
The business case for digital business Creating smarter, seamless and secure
mobile subscriptions and 3 billion active
is clear and real. A Gartner/MIT CISR experiences at every moment of truth
users of the Internet. Consumerization and
study of 2,014 companies found that on defines expectations in the digital
digital technology have transformed the
an industry adjusted basis, those with world. Customers in turn expect their
travel, advertising, publishing, automobile
above-average levels of digital revenue experiences to be constant, continuous,
insurance and music industries, and
outperformed their below-average peers, customized and cross-channel. Growth
companies across communications, media,
growing 1.5 percent faster than the no longer depends solely on pushing
financial services, health and retail—to name
industry mean, on average. At the same customers through the funnel; increasingly,
a few—are actively seeking to understand
time, below-average companies saw their it is tied to delivery of continuous
how digital will impact their customers.
revenues fall by 4.7 percent. Above-average customer experiences. (see Figure 1.)
There is a person behind every digital
organizations also experienced lower
device, every tweet, “Like”, text, search, and
costs and higher capital productivity.2
one-click purchase. Even when machines
For business leaders everywhere, then, the talk to other machines, the dialogue is
next few years will be about determining in service of a customer, stakeholder,
their organizations’ pace in this digital employee, manager or other person.
race—and their place in the new world
of digital. To succeed with this, they will
have to confront the challenges—customer,
business and strategic challenges—
that influence the link between digital
technologies and business growth. Let’s
look at each of those challenges in turn:
4
Digital business defined
Definition: A digital business delivers
growth and results by creating unique
customer experiences through new
combinations of information, business
resources and digital technologies that
produce innovative outcomes designed to
meet the new expectations of the digital
world. It executes a unique digital strategy
that looks beyond what technology makes
possible to what digital business models
can make profitable.
Moments of truth in the digital world
1: G
enerate demand – building
awareness and brand interest
2: S earch and selection – being where
customers can easily find you
3: P urchase – creating clear,
seamless and secure ways
to purchase or acquire
4: E xperience – realizing customers’
expectations through their
ongoing engagement with you,
your products and services
5
Disney, for example, is introducing a Growth in a digital world can require that
wireless-tracking wristband to create an executives continually think from the
entirely new personalized and enriched customer’s perspective—that is, outside-in
experience for visitors to its amusement rather than from the company outward.
parks. With visitors wearing the MagicBand, Every growth plan may require this shift
Disney can offer a better guest experience because the reign of consumers has colored
with much less waiting, such as giving markets in fundamental ways. Accenture’s
preferential places in queues. But the latest customer study reveals several stark
technology goes beyond just that: For specifics about markets today.4 They are:
example, it allows Disney to transform
• Dynamic in the sense that 80 percent
its supply chain such that parkgoers can
of consumers who responded find
buy products with a swipe and have them
it frustrating when promises that
delivered to their hotel room rather than
companies make are not fulfilled, and
carrying them through the park. The
are more likely to switch providers.
technology has also transformed dining,
enabling patrons to preorder food, which • Accessible, in that customers want
is then prepared and served as they walk you to reach everyone, every time and
into a restaurant. And of course, Disney everywhere. For example, 80 percent of
captures a comprehensive digital record the customers who responded say it is
(or storybook) of its customers’ activities. important to be able to obtain customer
service and support at any time, using
Customers set the pace in the digital world.
preferred interaction channels.
Their expectations and actions are nonstop,
requiring executives to develop new • Continuous, because about 70 percent
answers to such fundamental questions of consumer respondents reevaluate
as: Who are my real customers? Or, more their purchasing decisions more
importantly, who will be my customers in frequently than two years ago.
the future? What do they really value?
Experience is everything in a digital
And what will they value in the future?
world. Already, about 7 out of 10
These questions are more urgent than ever customers switch because of a poor
because the global economy is increasingly customer service experience in at least
a “switching” economy. Accenture one industry.4 Experience equates to
estimates that up to $5.9 trillion in revenue growth, which demands that business
is in play globally as customers switch models change from inside-out to
out their product and service providers.4 outside-in. That shift is the essence of
adopting a digital business model.
6
Digital business is the goal
Every business must consider becoming actually being digital. When processes
a digital business. But each business will are simply digitized, all that happens is
become digital in its own way and by that technologies are applied without
following its own unique strategy. Its changing the business model or its growth
growth prospects in the digital world potential. For instance, mobilizing the sales
will be shaped by the reasons why its force by replicating existing processes on
executives adopt digital technology and new technology may improve efficiency
how adoption changes the organization’s but does not necessarily change growth
business model. Growth requires becoming prospects. Deploying customer mobile
an innovative digital business, which is apps that increase transaction activity
different from digitizing the business by without growing revenues is another
substituting new technology for old without indicator of an inadequate digitization
changing the way the business works. approach. In this case, customers continue
old behaviors using the new channel,
As noted earlier, it is easy for some
but the company has not given them a
leadership teams to feel that their
good reason to expand the relationship.
organizations are digital without them
7
Figure 2: Digital business value tree
Value levers Objectives Metrics improved
New • Customers acquisition/churn
customers • Sales conversion
• Customer profitability
New and • Cross-sell and up-sell
optimized • Decrease time to market A digital business strategy
Growth products and • Revenue per customer
Through services • Product development provides a guide for growth
Digitalization • Portfolio management costs
(Revenue Levers) Conventional business strategy is not
New and the best fit for meeting the demands of
optimized • Cross-sell and up-sell
• Revenue per customer
digital growth. Given the rate and extent
channels of digital change, traditional annual
• Customer satisfaction
strategy and planning cycles are challenged
New pricing when required to assess the new needs
and earnings • Customer profitability
and appropriately redeploy resources.
Value of models • Cross-sell and up-sell
Digital Yet business leaders are demanding
Business capabilities that are much more responsive
Process • Customer satisfaction to shifting market conditions. That does
efficiency • Process efficiency not happen by requiring existing business
processes to go faster and produce different
• Production costs results. Just as a digital business changes
Asset
utilization • Inventory costs its business model for growth, so too does
Efficiency strategy need to change to better realize
Through • Employee productivity the objectives of a digital business.
Digitization • Customer support costs
(Cost Optimization) Agility • Training costs An effective digital business strategy uses
new approaches to increasing strategic
• Decrease % of the time spent agility by generating early experience
New cost on non-selling activities and reincorporating such experience into
models • % handled by self-service learning through the strategy process.
A digital strategy is an outcome-based
Source: Accenture 2013
framework for working from the outside-
in—from the customer’s experience inward
A digital business can create revenue A digital business, as defined here,
to the company’s operations—to iteratively
and results by using innovative provides a way to find new answers to
explore options and generate the experience
strategies, products, processes and the question of how digital technology
and information central to strategic agility.
experiences. Being digital involves can drive growth and cultivates a broader
“living” the following principles: set of value opportunities (see Figure 2). Digital strategy is outcome-based in
the sense that it starts with identifying
• Growth tends to come through customer Digital business is a “both-and” proposition:
customer and business outcomes that
experiences and relationships that It is about both growth and efficiency,
provide the focus for the strategy process.
adapt to their dynamics and demands. and combining existing products and
A good outcome defines a change in
services with digital technologies. It is
• Operational results can be the market that can be readily observed
also about going beyond the confines of
delivered via new combinations of and measured, often using new business
traditional industry, product and customer
information, processes, channels analytics. A tangible outside-in outcome
segmentations to find new customer value
and workforce abilities that biases the digital strategy process toward
opportunities. Consequently, different
leverage new high-performance action rather than endless study.
industries will require different digital
business and operating models.
business approaches (see Figure 3).
• Information is at the center of the
Executives setting their organizations’
business model. It is usually the basis for
digital agendas now recognize that it calls
differentiating customer experiences and
for more than a “be digital!” imperative
the fuel for more efficient operations
and more than augmented investments in
that deliver these experiences.
new technology. Growth in a digital world
• IT infrastructures become digital is a strategic choice, with implications
platforms. Companies may not be able throughout the value chain. How the
to realize digital ambitions if they leadership team navigates those choices
continue to be shackled by the cost, to set a digital direction depends on a new
complexity and limited capacity of their type of strategy—a digital business strategy.
legacy infrastructures. A digital business
platform supports a diverse set of
customer and operational requirements
with a single set of resources.
8
Figure 3: Digital examples by industry
Industries Digital Revenue Growth Cost-Efficiency Through Digital Business
Digitization
Resources Chemical company Energy companies Chemicals extend their portfolio
provides online portal for apply analytical methods to with solutions combining
partners to manage orders improve asset maintenance, classical products with value-
for a fee resulting in reduced number adding services
of unplanned downtimes
Communications Telco partners with Media companies digitize Telcos extend their business
and Media retailers (for a fee) to push their operational value chain, model by integrating mobile
offers to shoppers who resulting in time improvement payment solutions
opt in and reduced costs
Banking Retail banks offer Retail banks optimize their Crowd-funding-based loan
additional services process and leverage customer options, allowing retail banks to
like mobile payment self-service opportunities reduce their risk exposure
or advanced wealth
management for
normal customers
Retail and Office supply company Inventory optimization Individually customized products
Consumer Goods sells its products through due to analytical-driven instead of mass production
its e-commerce platform demand forecast and supplier
integration in value chain
Pharmaceuticals, Pharmaceutical company Public services reduces Life sciences extends
Life Sciences and uses analytics to process costs by digitization business into lifestyle
Public Services customize products of administrative nutrition supplies based on
processes and customer individual analytical results
self-service options
Source: Accenture 2013
9Figure 4: Digital strategy process
Vision
Business
Model
Opportunity Pilot
Simulation Solution
Technology Emerging
Model Outcome Solutions Direction
Proof of Minimum
Concept Viable
Solution
Operating
Model
Capability
Source: Accenture 2013
Outcomes provide the unifying theme Digital business strategies lead to An effective digital business strategy goes
that brings together combinations of enhanced or new business models that beyond a marketing plan or increasing
business, technology and operations. require executives to make decisions in technology spend. Executives need the
Creating new business combinations is a response to trade-off questions such as: capacity and capability to formulate,
complex process and one facilitated by evaluate, learn from, and scale their
• What is possible versus what could
a progression of business model builds, digital business decisions. That type of
be profitable? This is a foundational
ranging from opportunity simulations strategic ability comes from creating a
question, given the wide range of
to a minimal viable solution as part of strategy that helps guide growth decisions
possibilities created by mobility, social
the strategy process. (see Figure 4.) based on customers, outcomes, internal
media, analytics, and cloud. The range of
resources and ecosystem capabilities.
In effect, the outcomes and iterations are what is possible is significantly broader
the pistons in the agility engine. Strategy and deeper than what will be profitable Many companies will find that they
teams use both during testing and when for the digital business. The road to the cannot realize their digital ambitions on
learning from experience rather than digital future is paved with world-class top of their existing infrastructures. Some
just through simulation. The result is an demos that failed as business initiatives. companies find that it is more economical
approach that adapts based on facts rather to rent dynamic combinations of digital
• How will digital change transaction
than one that accommodates opinions platforms rather than buy and operate
volumes and the average value of those
and corporate compromise, which can their own, further improving capital
transactions? Each business model
lead to watered-down value propositions performance. Netflix has emerged as a
implies a relationship between those
or strategies that cannot be executed. formidable media competitor while running
two factors, with many models based
on Amazon Web Services, and Amazon,
The strategy for a digital business is a on a mix of high-value and low-volume
in turn, does not build new infrastructure
strategy for a changing business model. transactions. Digital technology moves
for each of its markets or clients.
Business model considerations in digital businesses toward a high volume of
Organizations without a digital platform
strategy reflect a different relationship relatively low-value transactions. This
may quickly find that the complexity, cost
between business and technology. Until disrupts the operational economics of
and fragility of their infrastructure limits
recently, the business and technology the organization, particularly when
their options, growth and operations.
relationship has been linear, with the digital marketing consumerizes product
business side providing requirements for margins and channels without raising Furthermore, digital business requires
technology implementation and business the efficiency of back-office operations. new digital capabilities and skills as the
enablement. That one-way relationship customer experience is deeply connected
• What are the sources of customer value
reflected the nature of enterprise-centric IT to a company’s workforce. Leaders must
and how will that value translate into
technologies. But the dialogue is different also define a digital capability strategy
revenues? Digital businesses models
in a digital business: It is iterative, with that describes these new capabilities,
can go beyond directly charging
technology presenting both opportunities potentially refocusing existing resources
customers for the value they receive.
and implementation solutions for new on high-priority digital outcome delivery,
Digital business models may use
business models. (See Figure 5). and incorporating digital responsibilities
information and connections to create
throughout their executive team. (See
new connections between value and
sidebar: “Business and technology leaders
revenue that are less susceptible to
must collaborate on the digital agenda.”)
comparison and commoditization.
Figure 5: Business and technology
B
Requirements Enabling
B T B Opportunities Imperatives
Source: Accenture 2013 T
10Business and technology leaders must collaborate
on the digital agenda
Chief Executive • W
hat should we do about digital disruptions in my industry?
Officer (CEO)
• H
ow does digital help us grow the business, enter new markets or strengthen
our position?
• H
ow does it threaten our value chain of customers, suppliers and
business partners?
Chief Financial • H
ow can digital help us to improve financial performance?
Officer (CFO)
• W
here is the profitability of our products/services threatened by digital—for
example, by new market entrants with much lower cost structures?
• How can we better control the business using real-time information?
Chief Operating • H
ow do we use digital to align the organization for increased speed to market and
Officer (COO) more flexibility?
• How can we deploy digital solutions to improve business process efficiency?
• D
oes digital change the level of vertical and horizontal integration in our
business—and across our industry?
Chief Marketing • D
oes our marketing strategy exploit the opportunities of new technologies to
Officer (CMO) improve our digital consumer value proposition?
• D
o we have sufficient insights into how customers use digital technologies?
• H
ow does digital facilitate customer retention?
Chief Digital • W
hat are the most important roles and responsibilities of the CDO in the new era?
Officer (CDO)
• How does digital strategy integrate with business and IT strategies?
• How can digital opportunities be used to innovate the business model and increase
market share?
Chief • In what ways does IT help to create new business models and opportunities?
Information
• D
oes the IT organization have the capabilities needed to facilitate innovation and
Officer (CIO)
enable the business strategy?
• W
here do we need to invest in order to be ahead of the technology curve?
Chief Human • What new capabilities and organizational structures are required to design and
Resources deliver new digital outcomes?
Officer (CHRO)
• How does digital help us to attract and retain the best talent?
• What will the future of work look like in our organization?
11What has to happen now? Figure 6: Paths to a digital business
So what are the next steps? Action is
Digitize Marketing
needed now: Executives should start
building a digital business as soon as Digital Business
Revenue
they see the potential beyond simply Digitize
digitizing current operations, products Channels
and processes. The challenge is in knowing
where to start the digital journey.
Digitalize
Accenture’s analysis has determined that Business Models
External
there are three paths to a single digital
Focus
business destination (See Figure 6).
Business leaders can digitize marketing Digitize Operations
and customer channels, taking an external
focus on revenue. Alternatively, they can
look to grow margins and earnings by Digitize Processes
digitizing operations and processes. The
third path is to digitalize the business
model through combinations of both Internal Focus Margin
revenue and margin enhancement. Source: Accenture 2013
Each path is perfectly viable to start
Regardless of the initial path—marketing or
with. But being a digital business calls
operational efficiency—the most important
for a sharp focus on both internal and
thing is to make a start because much
external dimensions. As a company
of any organization’s digital advantage
progresses, it should begin incorporating
comes from testing and learning by
more and more of the elements
engaging digital customers and building
needed to traverse the other paths.
digital capabilities. This creates a simple
Putting it another way: Continued approach for initiating a digital strategy:
digitizing of either marketing or operations
• Start with a defined “outside-in”
in isolation eventually can create real
outcome. The outcome defines the
difficulties. For instance, digital marketing
tangible difference based on the
without digital operations can cause
customer’s perception of value; it
companies to rely on old or duplicate
describes the results you want to create
operations to support new revenues.
with your customers. For instance,
Consider a bank’s mobile app that is
Tesco wanted to be everywhere that
supported by a branch network, call
its customers needed its services—in
center and customer service personnel.
airports as well as underground stations,
The bank’s revenues grow, but so too
etc. And GE is leveraging the industrial
does its operational complexity.
Internet to give its airline customers
Likewise, digitizing operations without higher equipment up-time rather than
doing the same with marketing can create just selling after-market services. A strong
the potential for higher margins through outcome orientation results in the shared
increased efficiency, but companies focus and enterprise-wide collaboration
need the top-line revenue expansion required to build a digital business.
marketing can deliver to turn that capacity
into cash. Without new customers,
an emphasis on digital operational
efficiency alone will eventually shrink
the company when it should be using
its efficiency to grow market share.
12• Identify the challenges between Together, a clear view of the required Digital businesses operate differently and
“as is” and outcome. What needs to be outcomes, a realistic appraisal of the run at a different pace. They emphasize
different in terms of serving the customer, challenges and the right combinations speed and agility at all times, piloting new
in conceiving, developing and making of technologies, operations, capabilities ideas, iterating, improving and delivering.
the product, or when selecting the right and data add up to a simple and practical They realize that their business and
mix of distribution channels? What new formula for digital success. These technology agendas are one and the same.
skills, abilities and capacities should combinations are the cornerstones of They understand the linkage between
exist in your workforce in order to deliver defining a digital strategy that embodies digital opportunity and growth
digital business performance? Who the idea of starting small, scaling fast opportunity. Their digital strategies
are the right partners in the ecosystem, and learning “as you go.” This is an describe new business models and
given that you are only as strong as your accretive approach to building a digital focus on profitable outcomes.
weakest digital link? Such questions business strategy—one that imbues
are not exclusive to digital solutions, the leadership team with the mindset
of course, but they take on heightened of implementing digital initiatives
importance in the digital realm. rather than painstakingly studying
enterprise issues with no execution.
• Define the combinations of digital and
traditional technologies, operations, These days, nobody is a stranger to the
new capabilities and information term “digital.” But translating it into an
required to resolve the challenges and effective, practical business strategy is
realize the outcome. Digital leaders not intuitive. Just as it was not enough,
know that strength comes from the 15 years ago, to call your organization
appropriate combinations. Successful an “e-business” because it had a website,
examples of this approach have enabled today a business is not truly digital just
firms to achieve target outcomes because it has a mobile app, uses analytical
that were previously impossible or reports, or has a page on Facebook.
uneconomical. For example, technology
products distributor CDW has blended
digital omni-channel management
technologies with deeply skilled account
executives in order to help deliver high-
touch service despite operating in a
highly commoditized business sector.
13The digital highway is paved with technology experiments that couldn’t make the business case. And there is no shortage of stories about new digital competitors bringing some companies to their knees. It is encouraging that many large companies are striding back into the digital game. They have experimented extensively with digital technology—and continue to do so. There have been stumbles, of course. But there has also been a wealth of learning and results—giving leadership teams the confidence to commit to a firmly digital course. In turn, the experiences of those trailblazers demonstrate that the digital journey is practical as well as possible. They show that there are ways to understand and harness the new principles of digital business, and new ways of thinking about the relationship between business and technology in order to grow with their customers and succeed in the digital world. 14
Sources: About the authors:
1.The Digital Universe in 2020: Big Data, Mark McDonald is a managing director
Bigger Digital Shadows, and Biggest and the Digital Business Strategy lead
Growth in the Far East,” IDC, in Accenture Strategy. Mark is based in
December 2012. Chicago.
http://www.emc.com/leadership/digital- mark.p.mcdonald@accenture.com
universe/iview/executive-summary-a-
universe-of.htm Ryan McManus is a senior manager in
Digital Business Strategy in Accenture
2.“Companies with Better Digital Strategy. He is based in New York.
Business Models Have Higher Financial
ryan.mcmanus@accenture.com
Performance,” Center for Information
Systems Research, MIT Sloan The authors would like to thank Daniel
Management, Research Briefing Volume Benton, Bruno Berthon, Emrullah Beyazit,
XIII, Number 7, July 2013. Frédéric Calcio Gaudino, Reza Firouzbakht,
Wolfgang Halb, Benjamin Hargarten,
3. http://www.oxfordeconomics.com/my-
Laurie Henneborn, Mervyn Maistry, Robin
oxford/projects/232584
Murdoch, Christian Neumann, Aniruddha
4. Digital Customer: It’s time to play to win Ray, Christian J. Schäfer, Olivier Schunck,
and stop playing not to lose. 2013 Global Francois Spies, and Robert Wollan.
Consumer Pulse Research, Accenture.
15About Accenture
Accenture is a global management
consulting, technology services and
outsourcing company, with approximately
293,000 people serving clients in
more than 120 countries. Combining
unparalleled experience, comprehensive
capabilities across all industries and
business functions, and extensive research
on the world’s most successful companies,
Accenture collaborates with clients to
help them become high-performance
businesses and governments. The company
generated net revenues of US$28.6 billion
for the fiscal year ended Aug. 31, 2013.
Its home page is www.accenture.com.
Visit our site to learn more:
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