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The term reengineering came into vogue during the 1990s when the first wave of computerization hit full on. Databases, PCs and automated systems overnight made work easier but complicated at the same time. Hordes of professionals now get engaged in noting historical trends so that processes could be revised. Managers would develop these business rules which the engineers would code. Now the present movement may be termed as machine-reengineering as instead of individuals having to keep track, it is machines that are tracking real time business intelligence. The algorithms developed by humans no longer need to remain static as machines are constantly improvising over them. The original reengineering movement stressed on changing too many things far too soon, but the machine based process is more of one step at a time. Machine reengineering processes can broadly be divided into different kinds of tasks- natural language, predicative analytics, visual sensing and anomaly detection. Studies have confirmed that these fields have helped manage five kinds of processes- customer service, enterprise risk or compliance, financial resources, business capabilities and marketing. This process of involving machine learning in improving business processes is called “Scientific Revenue Machine” or SRM. A consumer food company has implemented the same to substantially reduce accidents and delays. Its intelligent visions sensor warns of road problems long before actually encountering the same. Contrary to conventional thinking, machine learning actually creates new workflows and early adopters have proven how useful the concept can be.

Source:https://hbr.org/2016/02/companies-are-reimagining-business-processes-with-algorithms

 

Over a business research report submitted by Accenture, it has been understood that at difficult times when targets aren’t achieved, it is usually the Chief Marketing Officers (CMOs) who need to pay the price. The same report states that ninety six percent of the CMOs feel that disruptive growth is important so they must focus a major part of their schedule on innovative aspects. Yet, less than a third of them feel that they are at the cutting edge of business innovation. Barely a bit more than a third of the time is spent on driving innovations. Most of the remaining is still spent on traditional marketing operations. After CMOs, it is the chief sales and chief strategy officers most vulnerable to job losses during business downturn. Being best in line to face direct customers, the CMO is expected to drive disruptive growth.

Source:http://www.marketing-interactive.com/why-cmos-are-the-first-to-go-when-business-growth-targets-are-unmet/

 

Google has developed Virtual Reality (VR) aided educational tools to enable more futuristic a delivery model in British schools. Many academicians though are aghast and feel that such initiatives are nothing but gimmicks to increase their market share. They warn that once Google and their tech rivals such as Apple or Microsoft enter this market in a big way, their main aim will be to stave off competition from each other to win school contracts rather than benefit the act of education. Also their offerings are quite expensive and fear that parents could get bullied by their children to buy them these gadgets which actually take them away from traditional teaching methods. Google though does not agree and reinforces the fact that this business innovation has been undertaken to tailor education to the needs of present day students who are hooked to electronic gadgets. In order to attract students, animations have been put in and celebrities such as Michelle Obama roped in. The American tech giant also confirms that school teachers themselves are highly satisfied with these tools on trial.

Source:http://www.dailymail.co.uk/news/article-3975000/Google-s-virtual-school-invasion-Tech-giant-floods-classrooms-million-headsets-critics-condemn-devices-educational-cocaine.html

 

Business research conducted by Forrester has clearly proved what was long suspected. Customer experience has a direct impact on business and sales. In a quantitative study conducted, it was realized that “customer experience drives business growth”. Three start examples shine out. AT & T is one such company that has connected disparate services into a single offering, thus allowing customers greater control over services they use. Ingredion a company that processes potatoes and similar products for the food industry, has added great value by making sure a substantial proportion of their final products are gluten free. This is particularly helpful to people with certain ailments. Vanguard is an investment management company but they have innovated to make their offerings less expensive in an industry notorious for costs. Now it offers digital interaction tools bringing down the cost per sitting substantially. These are three companies that have proven the maxim that “customer experience drives business growth”.

Source: http://www.1to1media.com/weblog/2016/06/3_companies_winning_in_custome.html

Today Business Research is the foundation for all new and growing Businesses.From Manufacturing to Services sector ,all businesses have unique problems and issues of sustainability.Business research in areas of uncertainity is imperitive as a tool to keep it going as well as proactively avoid major shakeouts.New Ideas and innovations also need to be tested and well researched in implementation to ensure success of the product.

SKYLINE has a group of experts having extensive knowledge base in Digital Marketing & Automation ,IT & Telecom,Tourism & Hospitality,Consumer products -FMCG as well as Durables,Phrama & Biogenerics,Healthcare,Automotive & ancilliaries and Infrastructure. These experts have impeccable credentials including cutting edge experience.They regularly attend sectoral meets hosted by industry Chamabers like FICCI,CII,and NHRD etc. and help them in bringing out reports.

The research resources available for focussed report generation,now essentially structured with global,regional ,national and local level perspectives,major players,their financials,business drivers,differential advantage,substitute threat,disruptive forces/changes,tariff barriers,sectoral technology evolution,market scenario and competition etc. are mapped Research assignments in the past include corporates like Honda,Tanishq,GMR ,Future Retail and CII and A T Kearney etc.

For further information,Please contact Praveen Puri at 9810877385

Branding used to be a top-down strategy but has now moved into the lateral space due to customers being far better informed than earlier. There exist some situations where marketing research has proven that brands need to do the unthinkable- ask for forgiveness. An obvious such situation is when a scandal erupts as happened when the New York Times published a damning article on the work culture at Amazon. Cruelty especially in the meat or dairy industry can mean similar repercussions as happened post the Blackfish documentary for SeaWorld. On the human side, there could be a case where an employee or some of them are meted out treatment deemed unjust by the general public. There could be a situation where an individual’s remarks cause outrage and the company needs to apologize. Sometimes companies act arrogant and speak in high handed manner. This especially when done with the press is dangerous. Dishonesty is almost never forgiven by the consumer base as happened with Volkswagen’s wrong emissions report. Accusations of extravagance can never be controlled by philanthropy and thus all organizations must be careful before splurging it on activities deemed unnecessary. The not-for-profit and government sectors need to be most careful about this. Corruption charges can land giants in great difficulty as happened with FIFA, which immediately prompted both Coca Cola and McDonald’s to remove their names from the sporting body’s events. The food and beverage industry needs to be very careful against contamination as seen to have wrecked Chipotle’s position in the same. Johnson & Johnson though did repair the damage and win back brand trust after they had a similar fallout in 1982. Finally there is negligence, something from which the mighty BP is struggling hard to win back eroded trust. Source: http://www.brandingstrategyinsider.com/2016/04/will-customers-forgive-your-brand.html#.V4xqDtJ95dg

While Brexit is a macro economics issue, it can also be used to learn many lessons at the micro level. Companies must focus on their employees first rather than short term profits margins or stock markets. Business research conducted by Gallup confirms that employee engagement levels have shrunk by a third across the industry and this isn’t a good sign. Employees who deal directly with customers must be accorded greater influence rather than complicating their roles by adding layers of bureaucracy. Each business manager must divide his or her time in such a way that a third of total time can be spent directly interacting with customers. Transparency is no longer an option but a must. Due to smartphones, information or rumour travels much faster than ever before so it is better to confront this by being open to employees rather than trying to hide things. Thus corporates must not fail in predicting employee views, the way British leaders failed to gauge the voting public.

Source: http://fortune.com/2016/07/08/5-lessons-business-leaders-can-learn-from-brexit/

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