To drive real business value, to make an impact and to support our clients on their transformation journey, it is imperative that IT providers “understand their clients” and have a view who their client’s customers are.
Many years ago the IT Industry created the construct of B2B (Business 2 Business) and B2C (Business to Consumer / Client) – it was an attempt to find a way to connect business and IT, ensuring that IT solutions are driving real and tangible business outcomes.
Nothing really has changed – apart from the model. In addition to B2C we now also talking about B2C2C –Business to Client to Client(s)/Customer(s).
Many of our Clients have Clients themselves, and in order to drive value we, as an IT Partner, have to understand this construct. Many organisations deliver capabilities to intermediate organisations, who then add new services to the product(s) and engage then with the consumer.
Take a large manufacturer for instance – let’s call the company OURT. OURT manufactures and sells smart meters / sensors for housing and have been producing these for many years now. Previously OURT mainly engaged with companies in the building trade and all of OURT’s sales, marketing and products structure incl after sales and support, were focused on delivering B2B services and products. However, with the advent of 3rd Platform capabilities – like app stores, web native apps, consumerisation, customers like you and I are now able to buy OURT’s products online – say via Amazon or other available online marketplaces – as well as other companies are able to construct new products and services – like a 2-man company called TRUO who created a fab iphone app interfacing into OURTs sensors.
If I, as an IT Partner to OURT want to add real value to OURT, I do need to understand that OURT is selling products in a B2B as well as a B2C2C model. If not, I will fail to spot new innovative opportunities. But it does not mean that I will have to understand the exact engagement details between OURT and TRUO.
Now, that is fine from a conceptual perspective, but how do you, as an IT Partner to OURT set yourself up to ensure you are driving value in a B2C2C context?
There are a number of key aspects to understand value for money in the scenario outlined above:
- All IT partner’s staff understand the products and services being delivered
- There is an effective innovation process setup – covering OURT and its IT Partner
- Ensure that there is both clear “content” (see here our TechnoVison 2015) and a “value add framework”.
At Capgemini we use Technovision as well as this “value add framework” as a tool set that defines the connections between an organisation’s transformation journey, the organisation’s customer engagements (referred to as customer journeys) the business services provided, using applications to access data that are being supported by IT capabilities. To understand how OURT can increase their revenue it is important to connect these “component”.
As this these are all moving parts the IT Partner will need to add a time dimension as well – “the today”, an “interim” and a “future view”.
What is key is that the we understand the construct of B2C2C and that the people working for the IT Partner have the ability (time and opportunity) to get acquainted with OURT’s products and services.
Thanks for Reading.
This article was written by Gunnar Menzel from CapGemini: Capping IT Off and was legally licensed through the NewsCred publisher network.