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jerryking : underutilization   3

Max Levchin talks about data, sensors and the plan for his new startup(s) — Tech News and Analysis
Jan. 30, 2013 | GigaOm |By Om Malik.

“The world of real things is very inefficient: slack resources are abundant, so are the companies trying to rationalize their use. Über, AirBnB, Exec, GetAround, PostMates, ZipCar, Cherry, Housefed, Skyara, ToolSpinner, Snapgoods, Vayable, Swifto…it’s an explosion! What enabled this? Why now? It’s not like we suddenly have a larger surplus of black cars than ever before.

Examine the DNA of these businesses: resource availability and demand requests — highly analog, as this is about cars, drivers, and passengers — is captured at the edge, automatically where possible, then transmitted and stored, then processed centrally. Requests are queued at the smart center, and a marketplace/auction is used to allocate them, matches are made and feedback is given in real time.

A key revolutionary insight here is not that the market-based distribution of resources is a great idea — it is the digitalization of analog data, and its management in a centralized queue to create amazing new efficiencies.”
massive_data_sets  data  Max_Levchin  radical_ideas  sensors  start_ups  incubators  San_Francisco  sharing_economy  analog  efficiencies  meat_space  data_coordination  match-making  platforms  Om_Malik  resource_management  underutilization  resource_allocation  auctions  SMAC_stack  algorithms  digitalization 
february 2013 by jerryking
Using data to enhance customer experience
: January 24, 2006 | | By Ian Limbach. "“Call
centres are often seen as a way to manage costs rather than enhancing
the quality of [customer] service,” warns Wes Hayden, CEO of Alcatel’s
Genesys subsidiary. This has discouraged investments in new technology
and led management to measure efficiency with metrics such as throughput
and call duration, rather than customer-centric measures. “There needs
to be a change in C-level executives’ view of call centres,” he says.
This narrow focus has led to call centres being one of the most
under-used corporate assets today, says McKinsey. Beyond fielding
customer complaints, the call centre should be closely integrated with
other company functions such as sales & marketing.

Some leading companies are focusing on ways to turn calls from customers
into new selling opportunities, and finding that callers are more
receptive to buying after a positive service experience than they are
when reached by outbound telemarketing campaigns. "
call_centres  contact_centres  customer_experience  McKinsey  customer_centricity  CRM  data  upselling  cross-selling  unstructured_data  churn  predictive_modeling  metrics  mismanagement  underutilization  assets  cost_centers  C-suite 
august 2010 by jerryking
Googling Growth -
APRIL 9, 2007 | Wall Street Journal | by CHRIS ZOOK. Rapid
shifts in markets and technologies are forcing companies of all sorts to
change direction faster than ever. Many management teams are tempted
by "big bang" solutions: dramatic, transformative mergers or aggressive
leaps into sexy new markets. The success rate for major, life-changing
mergers is only about one in 10. For most companies, reinvention of a
core business doesn't have to involve such high levels of risk. The
solution lies in mining hidden assets -- assets already possessed but
not being tapped for maximum growth potential.
One way to open management's eyes to hidden assets is to identify the
richest hunting grounds, usually camouflaged as hidden business
platforms, untapped customer insights, and underused capabilities.
accelerated_lifecycles  Apple  assets  Bain  big_bang  business_models  Chris_Zook  core_businesses  customer_insights  GE  growth  hidden  high-risk  iPODs  latent  life-changing  M&A  mergers_&_acquisitions  moonshots  Nestlé  Novozymes  rapid_change  reinvention  resource_management  Samsung  success_rates  transformational  underutilization 
february 2010 by jerryking

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