In 2021, KBank (KASIKORNBANK) won 4 major awards from the IDC Future Enterprise Award 2021 global stage, both in the Asia-Pacific region and Thailand.

It also received the “Best in Future of Digital Infrastructure” and “Best in Future of Industry Ecosystem” awards.

From their success as a leader in driving Kasikorn Bank in the past period Ms. Kattiya Indaravijaya, Chief Executive Officer KBank, therefore received the Best CEO in the Financial and Banking Industry award from the Bangkok Post CEO of the Year 2021 stage.

KBank (KASIKORNBANK) is an organization with great potential in developing and implementing the “Digital Transformation” strategy. It overcomes the challenges and disruptions of the digital economy in the changing world. It also showed the flexibility to adapt using the potential of digital technology to meet the key challenges in stepping into the new world.

In the past, KBank has had well-known digital services such as K PLUS, the number one financial app in Thailand with more than 20 million active customers in the first quarter of 2022, LINE BK, a financial service on LINE application that has been used by 50 million Thais and 3.2 million have opened an account, including Khun Thong, a chatbot in LINE application that helps you calculate money with more than 1 million active users.

The beginning of KBank business transformation started in 2016 with the establishment of KBTG or KASIKORN BUSINESS-TECHNOLOGY GROUP, a technology company that develops innovations and is behind every technology of KBank to separate (Spin-off) from KBank and to develop and coordinate potential technology for the parent company.

Business Transformation of KBank

The business model can be divided into 2 parts:

Part 1 Traditional Banking Business (Commercial Bank, Securities Business and Related Businesses)

Box 1 and 2: Current [Core Business] + Current [Market] + New [Market]

KBank drives the traditional banking business (Commercial Bank, Securities Business, and Related Businesses) with digital banking services to maintain a leadership position in payment services on all digital platforms and support all types of payments in the customer ecosystem, serving customers in both individual and SME groups, corporate and overseas business. Well-known services such as K PLUS, K PLUS shop, K PLUS SME, K BIZ, LINE BK, Khun Thong, etc.

Part 2 New S-Curve Business

Box 3 and 4: New [Core Business] + Current [Market] + New [Market]

The “strategy” in 2020 that banking becomes a regional is different from the traditional KBank aims to the organization. With the company “Kasikorn X” (KX) business, the technology establishment of KX, which is a new company that will create S-Curve, generates new income for banks under KBTG that has more than 2,000 employees in the company.

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KBank: The role model of business transformation for the Asia-Pacific region was originally published in sfiaCorporation on Medium, where people are continuing the conversation by highlighting and responding to this story.

How Midea has innovated and changed the game for the future of manufacturing enterprises in the region.

Rather than being content with its laurels as a conventional manufacturing giant, Midea today is upgrading itself to an intelligent manufacturer and moving toward becoming a global technology group.

Midea Group, a leading home appliances manufacturer in China, has been ranked among the Fortune Global 500 for seven consecutive years, rising from 481 to 245.

Midea Group is one of the world’s most advanced factories, which is leading the way in the adoption of Fourth Industrial Revolution technologies. As well as increasing the speed and productivity of operations, they are also committed to upskilling the workforce and boosting their eco credentials. (Source: World Economic Forum)

Midea Group won the IDC China Future Enterprise Award and the Future Enterprise of the Year award at the IDC Asia/Pacific Future Enterprise Awards 2022

for its Midea Cloud Empowers the Digital Transformation of Midea’s Lighthouse Factory project.

After the 2008 global financial crisis,

the weakness and flaws of the Chinese manufacturing sector relying on scale merit and low cost became prominent. Unable to sustain business with a low-cost development path, Midea began to explore a new business model.

The company started its digital transformation in 2011,

driving its business and business model with digital intelligence. It has built four Lighthouse Factories in three years, becoming one of the enterprises with the most Lighthouse Factories in China.

In 2016, Midea purchased the German industrial intelligent solution provider KUKA

began its adventure in applying intelligent automation in manufacturing. The company also unveiled its cloud computing and services platform MeiCloud. It aims to improve products, boost sales, and promote after-sales services with the support of big data technology.

In 2018, it began its transformation of becoming an industrial Internet solutions provider

driven by digital technologies and artificial intelligence. At that moment, it officially graduated from being a conventional manufacturer and became an intelligent solution provider.

In 2021, Midea Group’s first version of IoT operating system

is launched in Foshan, Guangdong province.

The project, empowered by the MIOT platform,

leverages big data analysis to gain insight into consumption trends and automatically analyzes and pushes cross-regional inventory allocation plans based on sales-optimized algorithms.

This has reduced the delivery cycle from 27 days to 12 days, down 56%, and channel inventory fell 40% year over year. It’s also increased the inventory turnover of finished products by 125% and lit up the digital transformation path for other manufacturing enterprises.

Taking Midea’s electric appliance manufacturing as an example, through M.IoT:

• We have reduced our raw materials inventory by 80%
• Our failure rate has decreased by 36%
• We have increased production efficiency by 17%
• We have reduced fault response time by 57%
• Artificial intelligence quality testing has slashed inspection costs by 55%
• External appearance assessment accuracy has improved by 80%
• Abnormal response time has been cut by 75%

“Midea Group is an example of the transformation of China’s conventional manufacturing industry. Based on the company’s experience, future manufacturing must be innovation-driven and tightly integrated with services.” Li Jinbo, director of the innovation center for domestic air-conditioners of Midea Group.

Midea Industrial Internet (MIOT) is at the heart of the company’s strategy

• The platform leverages advanced digital technologies and AI to enhance the user experience across the value chain. This includes providing digital empowerment for all employees and partners to create a flexible, labor- and energy-efficient supply chain with shorter delivery times and better quality. As a result, partners across the value chain can collaborate digitally.
• The company has established ecological cooperation with IBM, Aliyun, and Huawei to obtain technical support for Internet enterprises. Through the layout of KUKA, Servotronix, Swisslog, M.IoT, and Meicloud, Midea has gradually established an advantage in hardware, equipment, software of intelligent manufacturing and in the ecological layout of system service.
• Midea Group is at the forefront of driving digital transformation in manufacturing. Its innovative approach is providing best practices for enterprise digital transformation and lighthouse factory construction. The company’s continued leadership and demonstration in this space have earned it global recognition and positioned it as a leading player in the future of manufacturing.

Business Innovation through Digitalization: Midea 2025 digital strategy targets 100% business digitalization

Midea has specified the goals of its 2025 digital strategy:

100% digitalization of the entire operation across the whole value chain, driving business through a user perspective and reaching high-tech industry standards, maintaining industry leadership by building core technology barriers, becoming the first choice in the global smart home industry, and integrating digital technology into business development to innovate business models.

Source: Media Group, International Data Corporation (IDC), FOSHAN NEWS, CHINA SCIO, CHINADAILY.COM.CN, CHINA TODAY.

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Midea Group: Revolutionize Manufacturing for the Future: A Case Study of Digital Transformation in… was originally published in sfiaCorporation on Medium, where people are continuing the conversation by highlighting and responding to this story.

In 1891 Philips & Co was founded in Eindhoven, The Netherlands by Frederik Philips and his son Gerard. Recognizing the opportunity presented by the launch of reliable and cost-effective incandescent lamps, Phillips later stepped up to the world’s largest lighting company and is one of the world’s leading electrical equipment manufacturers.

In the 1980s, Philips’ profit margins dropped below 1%,

and by 1990 the company lost more than $2 billion (The largest loss in the history of the Netherlands).

The company’s troubles continued into the 1990s

as the status of a leading electronics company quickly lost its place from a company known for innovation became a company with more and more obsolete products.

When compared to competitors,

its market share was declining around the world until in 2011 the company had a loss of up to $1.7 billion and more than 60,000 employees were laid off, 40 businesses were sold, and 50 factories were closed.

In 1980, Philips implemented the wrong strategy with too much diversification.

• It has a group of 11 departments and more than 120 businesses, including video games. There’s too much variety in the product range, from multiple irons to vacuum cleaners, toothbrushes, and microchips.
• Although there are some advances in technology. But the profitability is too small. As a result, the profit margin dropped to less than 1 percent and the global market share declined.
• After unprecedented losses in the 1990s, the company had to lay off more than 60,000 employees and lose more than $300 million. Moreover, when compared with other global electronics companies, Philips still had too many employees and faced a revenue decrease of 14%.
• Philips also entered the mobile phone market with a joint venture with telecom maker Lucent. This failed after a year and resulted in a loss of about $500 million.
• In the mid-2000s, the world was entering the digital age. Philips has also stuck with analog TVs (CRTs) when competitors produce liquid crystal monitors (LCDs). Philips has been too slow to enter the LCD TV market and has been unable to compete with newcomers, both Samsung and LG. That left Philips once again behind. Philips television unit lost more than $1 billion. A similar story has happened with various Philips electronic products.
• In 2009, Philips sold 40 businesses and closed 50 factories.

Entering into The Transformation Era

Philips’ business transformation under the new mission has changed the business portfolio, business model, and culture. This included leaving the old business that had been part of the company’s identity for a long time.

Beginning in 2011,

Philips sold its TV, audio, and video business, separating the company’s new lighting division. This resulted in the layoffs of thousands of workers and a loss of 1,500 million euros. Later, the home appliance business was sold for up to 4.4 billion US dollars.

Creating a new structure

by bringing together previously disbanded teams to lead work focusing on customer outcomes and ecosystem partnerships, and bringing in talents so as to advance the technology, data, and software capabilities.

Philips has transformed into a health technology company offering integrated healthcare solutions and services by leveraging the power of data and AI at the point of service to continuously optimize healthcare from healthy living, disease prevention, diagnosis, treatment, and post-treatment care.

Philips offers seamless healthcare services

This provides integrated patient health care in a safe, smooth, and efficient manner by connecting the dots for customers and consumers. It supports the real-time flow of essential information needed for accurate diagnosis, treatment, and chronic care, as well as the adoption of virtual care (Telehealth) technology to help healthcare providers improve work efficiency and meet people’s health needs for better health and better outcomes.

Decode PHILIPS step-by-step business transformation with 9 boxes of Digital Transformation Canvas

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Philips: From Light Bulb and Electronics Manufacturer to a Leader in Healthcare Technology was originally published in sfiaCorporation on Medium, where people are continuing the conversation by highlighting and responding to this story.

• The company is the tech giant and no.1 insurance company in Asia (source: FORTUNE GLOBAL 500 in 2021).
• Ping An has increased the number of digital users to 600 million, or a triple increase from the past five years, and has over 200 million retail customers, or a double increase within the same period.

1 Ping An 3 financial businesses, 4 ecosystems, 11 tech companies

Ping An — World — Leading, Technology — Powered Retail Financial Services Group

• Ping An’s 5 main businesses include Financial Services, Health Care, Auto Services, Real Estate, and Smart City Solutions.
• The company also focuses on investing in 4 main technologies: AI, Blockchain, Big Data, and Cloud Computing.
• Ping An offers products and services to users under the centralized super-app concept.
• The company’s share value is worth 170,000 million dollars, an increase of 30% from January to July 2021, with the profit from the first quarter of 2021 increasing by 8.9%.

Decode Ping An’s step-by-step business transformation with 9 boxes of Digital Transformation Canvas

BOX 1: Define New Core Business

• Focus on creating growth in the financial business which is the core business of Ping An with the concept of “Financial + Technology” and Multiple-Ecosystem strategy

BOX 2: New Value Proposition

Expand business boundaries with technological innovations in the ecosystem. The five areas of business are:

• Financial Services
• Health Care
• Car Service Center (Auto Services)
• Real Estate Services
• and Smart City Services

BOX 3: New Business Model

• Integrated with financial business models with the concept of “One Customer, Multiple Products, and One-Stop Services”

BOX 4: Existing Digital Capabilities

• Management system for traditional financial business

BOX 5: New Digital Capabilities

• Increase investment in technology to create a “Finance + Ecosystem” to transform and upgrade Ping An’s core business, including improving efficiency. risk management and reduced costs Focus on investing in four technologies: AI, Blockchain, Big Data, and Cloud Computing.

BOX 6: Digital Capability Initiative

• 2008: Started to transform the company from a financial institution to a Tech Company.
• 2011: Lufax, Online Internet Finance Marketplace Provider
• 2014: Founded Ping An Good Doctor, later as a platform. The world’s largest health: Offers Ping An Auto Owner app that uses AI and telematics to track the truck driving behavior of drivers in order to consider offers. service of each
• 2015: OneConnect FinTech Platform
• 2016: Invested $1.6 billion in Autohome to enter the automotive market.
• 2017: Developed a loan program with AI.

BOX 7: Organisational Transformation

• There is startup management, including the application of the Failed Quickly, Learn from Mistakes principle to change the Failed to occur as a new project with a chance of success. more and more quickly

Peter Ma, founder, and CEO of Ping An, has hired Jessica Tan as Co-CEO to jointly drive the mission of business transformation.

• Manage new businesses or projects that arise with the concept of Portfolio Management.

Since 2008, Ping An had a policy of using 1% of total revenue or about 10% of profit each year as an R&D budget.

• Established Ping An Technology as a Technology Incubator for Ping An Group.
• “Defining clear aims and directions for work like this will result in everyone in the organization having the same understanding. And can be used to assign tasks that themselves and their team must continue to manage. as well as effective measurement meets what needs to be measured in order to lead to sustainable development”

BOX 8: Agile Strategy and Planning

• Since 2008, the global financial crisis And the trend of disruption. As a result, Ping An began to shift from the traditional financial business. Become a technology company by changing the strategic direction of the organization and business models that are not limited to the traditional financial industry, including adopting startup-based management to create changes in the business over the past period

Promote the Agile concept with a “Can Do” culture to support and create new innovations to happen and be successful.

• The way people in Ping An adhere to the concept of Can Do, “We can do it,” “I can make this happen,” etc., helps to create positive energy. build morale It created impetus against possible uncertainty and resulted in Ping An’s rise to greatness.

BOX 9: Building Collaborative Ecosystem

• Create a new ecosystem that fosters collaboration between inside and outside the organization. Build partnerships with 5 key related businesses: Financial Services, Health Care, Auto Services, Real Estate Services, and Smart City Services.

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Ping An: From the Insurance Business to the World’s №1 FinTech and Healthcare Platform Leader was originally published in sfiaCorporation on Medium, where people are continuing the conversation by highlighting and responding to this story.

The superiority in Inditex’s Digital Transformation strategy started in 2012 by building an integrated store system with an online sales platform. Underscored in the past 2020, Inditex has been able to maintain its leadership and generate new growth.

• Spanish multinational retailer INDITEX, one of the world’s largest fashion retailers has eight brands: Zara, Pull&Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, Zara Home, and Uterqüe.
• Sold in 216 markets through an online platform. with 6,654 stores in 96 countries.
• Founded in 1963, based on “customer at the center of everything we do” from scratch with a different business model called ‘Fit to Demand’, revolutionizing the fashion industry with Fast Fashion presentation.

In 1988, Inditex kicked off a fashion revolution where other players focused on mass production for a cost advantage. Instead, Zara focused on its so-called “fit to demand” business model

that produced a small number of products but there are various designs and fast production to meet the needs of consumers quickly and at an affordable price.

Zara’s business model also allows it to bring more products to market, with Zara launching up to 20 new collections per year.

This is in contrast to other apparel brands that are bound by the seasonal calendar The new collection may only be released four times a year.

Zara’s success has enabled new competitors to copy Zara’s business model, eventually designing and producing products faster and cheaper than Zara with its Ultra Fast Fashion concept. These companies include Shein, Boohoo, Fashion Nova and ASOS

Inditex’s challenge is how to stay ahead as a FAST FASHION LEADER in this transformative era.

Inditex has been innovating its digital transformation strategy since 2012

by building an integrated store system with an online sales platform by focusing on the customer as the center of recognizing and delivering what customers really want no matter where the customer is.

Inditex pays close attention to detail and creates technological innovations and cutting-edge logistics investments in every part of the value chain

whether they design, manufacture, or distribute products. Inditex also develops ways to improve operations and customer service and the quality of the customer experience which helps to identify and meet customer needs and also always improves the store and develops the online platform with new designs.

In 2017, Zara also launched a new pop-up store, fused with an online ordering service.

Along with the Smart Mirrors service that can present and display the size of hair and jewelry that is suitable for each person including the return or replacement service to the customer as well as other services that will create a better shopping experience for customers.

Not only that, but in June 2020 Zara also announced plans for Digital Transformation.

In the next two years, Zara plans to invest up to 1 billion Euros (about 38 billion Baht) in online business development, and another 1.7 billion Euros (about 65 billion Baht) will be investments to upgrade a platform to connect both online and storefront systems. This allows shoppers to have a great experience with Zara on any device, anywhere, anytime.

“ Storefront will continue to play a key role in Inditex’s strategy and will play a greater role in improving online sales. Due to our digitization and ability to reach customers from the best locations around the world, overall, our overriding goal between 2020 and 2022 is to accelerate the full implementation of our integrated store concept. This is driven by the idea of being able to serve our customers without interruption, wherever our customers are, on any device and at any time of the day.” Isla Pablo, Inditex’s CEO

Source: www.inditex.com, Inditex Annual Report 2020, Mahadeva Matt Mani and Paul Leinwand (2021) [Beyond Digital: How Great Leaders Transform Their Organizations and Shape the Future]

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INDITEX: Fashion Leader Case Study of ZARA in the Transformation Era was originally published in sfiaCorporation on Medium, where people are continuing the conversation by highlighting and responding to this story.

Challenge

Industrial output is expected to fall to less than 1% in the next decade, compared to 4% a decade ago. As a result, GE’s operating costs will yield a substantially diminished return until in 2008 during the financial crisis. Revenue and market capitalization As a result, improving industrial productivity through software and analytics will be key for GE to gain a competitive advantage in the future.

“When you figure out how to make an asset more efficient, you will become the most important person to that asset’s owner”
Bill Ruh, CEO of GE Digital

• GE established a Center of Excellence for Software that focuses on developing software for the industry.
• GE developed Predix, a platform for IIoT applications designed to help GE businesses transform their operations.
• GE established GE Digital as a subsidiary providing software and the Industrial Internet of Things (IIoT). Predix was launched in 2016 with the concept of “Connectivity-as-a-Service” for GE businesses and companies across industries.
• GE announced plans to form an independent company focused on building an Industrial Internet of Things (IIoT) software portfolio, comprising GE Digital, GE Power Digital, and GE Grid Solutions.

GE’s Digital Transformation Roadmap

Phase 1: GE for GE

Starting with a focus on improving asset performance, Digital Twin and Asset-Performance Management (APM) tools were introduced to help GE with predictive maintenance, reduce downtime, and increase the efficiency of assets.

Phase 2: GE for Customers

Inviting third-party developers to create cloud-based sales applications on GE Digital’s Predix platform, resulting in a 5% yearly increase in power generation business management and a 20% increase in profits.

Phase 3: GE for the World

GE Digital begins making Predix available to non-GE customers. Leading Digital Industrial Transformation In 2015, App Revenue Reached $5 Billion US dollars and grew 20% per year.

Putting Industrial Data to Work

Long-standing insights in power generation, utilities, oil and gas, plant, and aerospace help more than 21,000 GE’s customers worldwide across industries optimize efficiency and better-analyzing operations lead to better results

In 2021, GE announced another major business transformation plan

To become a leader in 3 key and high-growth industries, GE has formed a separate company to become the leading global public company of the future, GE Health-Care, a healthcare business, driving precise health through integrated and efficient healthcare, GE Vernova, GE’s existing energy portfolio, including Renewable Energy, Power, Digital, and Energy Financial Services, GE Aerospace, aviation business, building the future of smart, efficient, and more sustainable aviation.

“Leveraging GE’s multi-billion-dollar global brand gives us a competitive advantage in our end markets, allowing these businesses to win in the future.“ H. Lawrence Culp, Jr. , GE Chairman and CEO

Decode GE’s step-by-step business transformation with 9 boxes of Digital Transformation Canvas

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150 Years of GE: From light bulb manufacturer to a digital company for the industry and a leader in… was originally published in sfiaCorporation on Medium, where people are continuing the conversation by highlighting and responding to this story.

Citigroup the US global bank When the economic crisis in 2007–2008 almost went out of business has taken a step back to redefine the company revitalized strategy and change the core business to become the world’s leading digital bank that meets the needs of people around the world in the digital world

In the 2000s, Citi became a true financial supermarket, with many banking operations such as stock broker bond trading, insurance, and asset management. Citi strives to offer all things financial to everyone around the world including massive acquisitions.

One of the businesses that Citi has acquired is subprime lending which is the market that collapsed in 2007 and triggered the financial crisis, almost causing Citi to go out of business in 2008 before being rescued along with other banks with $45 billion in federal funds in exchange for Citigroup shares (Citi fully repaid the U.S. government in December 2009).

Jane Fraser then head of strategy and is now currently the CEO of Citigroup said that;

‘Crisis forced us to redefine and restructure the new company to create sustainability in the eyes of regulators, personal customers, corporate customers, and employees as well.’

Fraser concluded that Citi needed to focus on businesses that were eligible to win. Citi had to be smaller and more consistent to be stronger. Citi needed to return to its roots.

Firstly, Citi was and is a bank, not an insurance company, asset manager, hedge fund, or private equity company.

Secondly, what leaders do is that Citi has to maintain and exploit the universality. This is one of the unique advantages of Citi, which is especially valuable for multinational institutional clients who need a manageable partnership, transaction complexity, currency, and the risk of business complexity.

As a result, Citi has established Citi Holdings as an affiliate within its corporate structure to manage and sell non-core assets.

Citi transforms into a “Leading bank for customers that meet the needs of people around the world in a digital world” with a strategy based on 4 principles:

1. Be Clinical Evaluate businesses that Citi can maintain. or maintain a more market-leading position in the digital world

2. Be Focused Focus on investments and resources directly on businesses that can drive strong growth and improve long-term returns

3. Be Connected Create connections to benefit businesses together

4. Be Simpler Deliver simpler services, reduce procedures, rules, and hassles to better serve our customers and create new value for the stakeholders involved.

This led to a number of broader decisions, such as doubling wealth management and exits from its consumer business in 13 markets across Asia, Europe, and the Middle East where Citi has no scale to succeed.

Citi’s transformation is a bold move. It takes a lot of courage to dramatically cut down on the organization and grow the business from a smaller core but stronger than ever before.

Determining a clear company’s position in the world is the ‘Key to Success’ beyond digital

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Source: www.citigroup.com, Citi 2022 Investor Day (March 2, 2022), Mahadeva Matt Mani and Paul Leinwand (2021) [Beyond Digital: How Great Leaders Transform Their Organizations and Shape the Future]

Citi Group: From traditional banking to a world leader in digital banking was originally published in sfiaCorporation on Medium, where people are continuing the conversation by highlighting and responding to this story.

In 2022, Starbucks plans to expand the concept of “Third Place” to “Digital Third Place” to enhance customer experience and connected customer wherever & whenever they are in contact with Starbucks. This help elevates Starbucks Rewards with Web3 technology and will launch its own NFTs, where customers will be able to earn NFTs with coffee orders at Starbucks as part of the Other privileged “Digital Collectibles items” to the Starbucks community around the world.

“Elevating the customer experience help Starbucks be effective in marketing and able to maintain and increase the customer base. Moreover, Starbucks found that Digitally-interactive customers purchase 2 to 3 times more products than non-digitally engaged customers.”

The key that Starbucks has used to strengthen its digital footprint is to develop a technology infrastructure that focuses on digital relationships with its customers. This leads to a significant long-term value drive for Starbucks through more opportunities to create offers and also increased spending by customers.

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Starbucks: From “The Third Place” to “Digital Third Place” was originally published in sfiaCorporation on Medium, where people are continuing the conversation by highlighting and responding to this story.

Michelin shifted from tire sales to selling business results (outcomes) driven by data and IoT. It is the first time a large manufacturing company has gone beyond selling tires to address the fuel saving problem with the promised efficiency gains.

Situation

• Since the 2008 economic and financial crisis, truck drivers have had tiny margins sometimes less than 2%
• Orders are difficult to predict. This makes it challenging to manage effectively.
• The cost of fuel is becoming an increasingly heavy burden. In some countries, fuel is the most significant expense for freight forwarding companies (more than wages).

Challenge

• For truck drivers, the challenge is to reduce operating costs while continuing to provide quality service to customers and they also have to comply with more stringent standards on CO2 emissions.
• Michelin is targeting fleet managers, company truck caretakers, operations managers, drivers, and business executives who want to lower their biggest cost which is fuels that account for 30–40% of Europe region.
• In addition to the fuel, parameter management, and maintenance issues ranging from automotive technology powertrain and reload, the weather, lubricants, tires, fuels, aerodynamics, and driving style and route are also challenges to Michelin.
• Verifying many parameters requires visualization, measurement, and the development of an action plan. which together form a large and important project of the company.

The Starting Point of Transformation

• In 2012, Michelin began collecting data and talking to operators about fuel consumption, vehicle inspection, vehicle type & usage, driving behavior, and related equipment.
• A possible fuel economy structure and action plan are then presented and also the proposed structure and an action plan of specific measures are to be implemented.
• When agreed therefore began to be applied to sample vehicles by installing Michelin telematics equipment. It integrates all parameters from maintenance, and tracking system to electronic connectivity from every vehicle which collects and processes information of the vehicle such as vehicle information, type of usage, related conditions, and fuel consumption.
• Drivers will be trained in driving techniques, learn management tools, and customized applications as well.

New Service & New Business Model

• Michelin pledges to help truck companies reduce fuel consumption with the introduction of telematics, tire management systems, and driving techniques training. Michelin promises to refund the customer if the end user is not satisfied with the result.
• Since the launch of the new service, Michelin has delivered fuel savings of 1.5 liters per 100 kilometers to trucking customers. This means that in one year Michelin will save more than 3 billion liters of fuel, reducing 9 million tons of carbon dioxide emissions into the atmosphere. This also create added value of more than 3 billion US dollars to the trucking industry (or more than 1,300 per vehicle per year) and in 2013 there were 500,000 users of Michelin’s solutions.
• Michelin drives trucking companies to focus on their core business by being able to access and analyze big data, and IoT technologies.

From the ability to directly access consumer data and the ability to extract the potential of information, Michelin able to create predictive models, new On-Demand service and As-A-Service business models which based on user demand. With expertise in utilizing connected information, Michelin is positioning itself as a key leader in the Connected Mobility business.

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Michelin: From the World’s Leading Tire Manufacturers to a Leader in Mobility Businesses Driven by… was originally published in sfiaCorporation on Medium, where people are continuing the conversation by highlighting and responding to this story.

เปลี่ยนดิจิทัลเพื่อสร้างโอกาสใหม่ที่แท้จริงในเศรษฐกิจคลื่นลูกใหม่ที่เรียกว่า Metanomics

เอกสารการบรรยายหัวข้อ METAVERSE AND METANOMICS : TURNING DIGITAL INTO A REAL OPPORTUNITY เปลี่ยนดิจิทัลเพื่อสร้างโอกาสใหม่ที่แท้จริง ในเศรษฐกิจคลื่นลูกใหม่ที่เรียกว่า Metanomics

จากงาน “Thailand Metaverse Expo 2022” เมื่อวันที่ 19 สิงหาคม พ.ศ.​2565

บรรยายโดย ธนพงศ์พรรณ ธัญญรัตตกุล

• Co-founder & CEO, sfia
• Author of Digital Transformation In Action, Digital Transformation Canvas, Digital Transformation Compass
• Founder of Digital Transformation Academy

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www.sfia.io/thailand-metaverse-expo-2022-metaverse-metanomics-business-transformation

METAVERSE AND METANOMICS : TURNING DIGITAL INTO A REAL OPPORTUNITY at Thailand Metaverse Expo 2022 was originally published in sfiaCorporation on Medium, where people are continuing the conversation by highlighting and responding to this story.