Post by account_disabled on Dec 20, 2023 4:36:08 GMT
Insurers, telecom operators, car sellers, etc. I could almost have a single audit report, which I would present from one company to another, changing the names and numbers, but the substance is almost always the same. There is a kind of unique, universal thought, applied by everyone. It is quite rare to see a player who seeks to have a different strategy to try to disrupt a market and find a place for itself. It is more the new concepts that have disrupted their markets via digital than attempts to differentiate via strategy or marketing. Online markets are not a reflection of the same offline markets Another very common observation is that many managers do not integrate the specificities of online markets.
Probably due to lack of culture or training, they think that it is the same rules, the same competitors Email Data online and offline and that online markets are only transpositions on the Internet of what they know offline. They have the same benchmarks, the same references. They think the same way and they transpose onto online markets what they know from 10/15/20 years of offline experience, cognitive biases included. It is essential to understand that the Internet is not a mirror of reality. They are not the same speakers. They are not the same rules. But above all, the behavior of consumers and buyers is not the same as what we know offline. It is therefore very logical that many companies have little or no results.
If we approach a market (online) with inappropriate codes, references and reflexes (from what we do offline), we cannot achieve results. Or mediocre. It is essential to adapt, to evolve your vision, to modify your approach if you want to perform. Blue ocean and digital strategy I think that the concept of a blue ocean, or the search for a blue ocean, adapts perfectly to digital. Perhaps not necessarily in the way the authors presented it in their book: innovation and new markets, but at least in the way of defining the strategy to put in place to position oneself in a market. My experience shows that it is possible, whatever the market (even with hyper competition from powerful platforms), to develop a “blue ocean” approach, consisting of identifying market niches in which online competition is less strong while by having a satisfactory level of demand.
Probably due to lack of culture or training, they think that it is the same rules, the same competitors Email Data online and offline and that online markets are only transpositions on the Internet of what they know offline. They have the same benchmarks, the same references. They think the same way and they transpose onto online markets what they know from 10/15/20 years of offline experience, cognitive biases included. It is essential to understand that the Internet is not a mirror of reality. They are not the same speakers. They are not the same rules. But above all, the behavior of consumers and buyers is not the same as what we know offline. It is therefore very logical that many companies have little or no results.
If we approach a market (online) with inappropriate codes, references and reflexes (from what we do offline), we cannot achieve results. Or mediocre. It is essential to adapt, to evolve your vision, to modify your approach if you want to perform. Blue ocean and digital strategy I think that the concept of a blue ocean, or the search for a blue ocean, adapts perfectly to digital. Perhaps not necessarily in the way the authors presented it in their book: innovation and new markets, but at least in the way of defining the strategy to put in place to position oneself in a market. My experience shows that it is possible, whatever the market (even with hyper competition from powerful platforms), to develop a “blue ocean” approach, consisting of identifying market niches in which online competition is less strong while by having a satisfactory level of demand.