Post by account_disabled on Dec 20, 2023 4:36:05 GMT
I have been involved in digital strategy issues since 2005. Certainly, this is the main part of my activity since 2009, but from 2005, I managed the development and launch of the BtoB platform of my employer (a BtoB wholesaler ). I then managed various CRM projects, application development, dematerialization or development of new services for our clients internally. Since 2009, this has been the heart of my activity. I read a lot, listened to many conferences, but I also carried out many audits and strategic recommendations. Indeed, if my interventions have had operational variations, they have always been initiated by managers (DG, Marketing Directors, Sales Directors, HR Directors) therefore essentially on strategic questions at the base.
In addition, during each client case, I had to analyze the strategies of several competitors to draw Email Data up an overview. I also had fun, in certain cases, doing sectoral studies, more out of curiosity than to try to make products to sell: professional real estate, private banking, insurance, telecoms, energy, sale of new cars, banks of network, ESN…. I was very surprised by a few observations: In many cases, businesses are more concerned about their competitors than their customers. I don't know if the customer is king, but the customer is clearly not a subject. Very often, in the same industry, we observe the same strategies. No speaker tries to differentiate themselves. This is quite obvious in the new car sales market, for example.
I analyzed the digital strategies of the top 15 new car sellers in France: all have the same strategy and beyond that, all have the same ratios. Even foreign brands that one might say would have implemented different strategies from local brands have not done so. The only difference and only impact in the results: the notoriety and power of the brand. I therefore analyzed the strategies of agents, whose clear objective is to take market share from automobile brands. Here again, big surprise: their digital strategies are the same as those of car brands. I made the same observation in the other sectors that I analyzed. Beyond the similarity of strategies in the same industry, we find (in broad terms) the same approaches from one sector to another.
In addition, during each client case, I had to analyze the strategies of several competitors to draw Email Data up an overview. I also had fun, in certain cases, doing sectoral studies, more out of curiosity than to try to make products to sell: professional real estate, private banking, insurance, telecoms, energy, sale of new cars, banks of network, ESN…. I was very surprised by a few observations: In many cases, businesses are more concerned about their competitors than their customers. I don't know if the customer is king, but the customer is clearly not a subject. Very often, in the same industry, we observe the same strategies. No speaker tries to differentiate themselves. This is quite obvious in the new car sales market, for example.
I analyzed the digital strategies of the top 15 new car sellers in France: all have the same strategy and beyond that, all have the same ratios. Even foreign brands that one might say would have implemented different strategies from local brands have not done so. The only difference and only impact in the results: the notoriety and power of the brand. I therefore analyzed the strategies of agents, whose clear objective is to take market share from automobile brands. Here again, big surprise: their digital strategies are the same as those of car brands. I made the same observation in the other sectors that I analyzed. Beyond the similarity of strategies in the same industry, we find (in broad terms) the same approaches from one sector to another.