Category Archives: Cases

Global, Local, Personal

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What does it mean when we have 30% of the planet on the Internet?

We are all connected. Similar to the Shift Happens production (Did you know?), Global, Local, Personal investigates the latest trends in social media, especially focusing on the changes that modern communication technologies have brought to the Middle East and Africa.

Originally presented at the Elisa ICT Symposium 2011 Conference in Helsinki, Finland. Written and researched by the Megasignals Team for Elisa.

See http://bit.ly/global-local-personal for video download and e-book for Elisa Kirja (available for Android and iOS devices). Share or screen freely.

Produced by Elisa Corporation / elisa.fi
Written & Directed by Teemu Arina / dicole.com
Advisory by Pasi Mäenpää & Jukka Toivio
Project Management by Marja Mokko
Graphic Design by Mikko Kaipio
Music by Matti Paalanen
Video Editing by Teemu Arina
Various Video Renderings Courtesy of iStockphoto
Background Research by Megasignals Team / megasignals.com (Teemu Arina, Juhani V. Parda, Sam Inkinen)

Why Companies Need to Be More Transparent: The Customer Orientation Perspective

Transparent Company

Transparency may gain companies greater reputation, credibility, and trust in the marketplace. However, changing culture and attitudes towards transparency in an organization that has traditionally been closed is a challenging task.

Openness is a key trend of the modern connected age. From transparent firms to open governments, the discussion is on the air: Can companies and governments be more effective, responsive, customer oriented, and profitable by embracing openness?

Many companies have the fear of being criticized publicly or getting bad reviews. Having customer feedback and third-party product reviews right on your site is a radical approach for many. How unpredictable and risky it might seem, the benefits of doing this are the tremendous cost savings in finding early about wrong pricing models, defective products, usability issues, and unnecessary features. If you are honest, transparent, and let people to see that you are serious about getting their feedback, they will increase their trust, engagement, and eventually you will gain greater reputation and profits.

Today customers talk to each other through the internet. Unless you open up channels for listening to them, they will find ways to talk to someone else. The transition is to move away from telling your customers what to do and start listening and embracing the ideas that come from them.

Learning from the markets: Case Nokia

In the last three years Nokia has had reorganizations at least every six months. A reorganization usually means for an employee a possible change in job description and the very real risk of being left without a job. Reorganizations are very stressful events and usually a result of the lack of foresight and ability to make gradual and tiny adjustments to your business based on changing market conditions.

Once the system is out of sync with the market, it eventually succumbs into an expensive reorganization. In the last three years Nokia has lost more than 75% of its market value. By being more sensitive and open to learning from changing customer needs in addition to having a flexible organizational structure, Nokia could have perhaps avoided all of this.

A change in culture of believing that companies create value towards one that understands that the way customers use products creates value is a challenging shift. It is no surprise that companies such as Nokia with a long history in perfecting a different logic will have hard time to understand and embrace a new mode of value creation.

Nokia has been a victim of their own success. Efficient hardware manufacturing and logistics has been in the core of Nokia’s achievements. Now that the value creation has shifted to applications created by their users, Nokia has enormous problems to make the leap to a new mode of value creation based on a developer and user ecosystem. Better hardware and a better operating system no longer counts. It is now all about the move from systems to ecosystems and user-generated functionality based on user context – And this is a process in which companies need to stop talking and start listening.

Learning from your customers and your own actions: Case Zappos

Zappos is the largest online shoestore in the U.S. sold recently to Amazon for $940 million dollars. All their employees have pre-approval of the CEO to do anything to build customer satisfaction and provide a great service. They are not counting minutes on phone support or hours spent in helping customers on social media. Their slogan, “powered by service” reflects their values. Even though they are an online business only, with 365 day return policy and free shipping both ways they have better customer service than any physical shoe store you have ever seen.

Each year they produce a 480-page Culture Book written by their employees, partners, and customers alike and published without censorship to see if their values are visible in their actions. Most of their employees remember their 10 core values by heart. Many companies state in their values and mission statements that they are customer oriented. More often than not, such statements are thin air compared to what real customer orientation is all about.

Age of Turbulent Finance: Case Japan

Turbulent Finance

Written in Chiba, Greater Tokyo area, midst of earthquakes and nuclear radiation.

“Financial systems are more interconnected (i.e., globally) than ever. Changes that affect the whole world can and do happen in a matter of minutes and seconds.”
Megasignals – Glocalization and Openness in the Age of Turbulence
, T. Arina, S. Inkinen, J. Parda, February 2011

The recent events in Japan, North African and Arabian countries highlight what we published timely just about a month ago.

In Japan, TOPIX dropped over 7% in the day of earthquake and then over 12% more on Monday 14th. The financial markets have become extremely volatile. Since the financial systems are so extremely interconnected, wipe out of wealth can happen literally in matter of minutes and seconds. Moreover, The whole financial system is extremely leveraged, which causes further amplification of excessive flash crashes and flash recoveries – TOPIX then rebounded on today Tuesday massive 6% almost just as easily as the sell-off occurred.

The key point to take away from this is markets are neither necessarily efficient nor distributed normally. That changes the whole outlook how one should view investing and trading of financial assets. Buy-and-hold strategies are not likely to work in times of extreme crisis, because diversification and long holding period strategies rely on theory of normal distribution and efficient markets. Years of market value accumulation in a common stock of a company and stock index can be wiped out in matter of seconds, changing ones retirement plans and dreams for good. Similarly it can change fortunes of a company for good.

Furthermore, Japan case highlights that markets are not necessarily efficient – sell-off spread first to all Asian markets and all financial assets everywhere, including the ones that have absolutely zero-exposure to Japan. This naturally creates possibilities for smart investors to buy stocks which intrinsic value is higher than price quoted in extreme shocks and offload them when flash recovery occurs. Stocks, commodities, currencies, and other financial assets that have almost no exposure to the event but move in tandem with rest of the market in global sell-off are likely to offer best returns.

One may be able to create more profits from investing in matter of days than from buy-and-hold strategies in matter of years – major stock indexes are pretty much where they were 10 years ago.

Pyramid economy?

“I believe that basically the system is broken and needs to be reconstituted. We cannot afford to have the kind of chronic and mounting imbalances in international finance.”
– Hungarian-American investor and visionary George Soros (October, 2009)

In current financial system, fiat monetary system, the amount of money can theoretically be increased to infinity. Incorrect monetary policies will lead to asset bubbles, overall debt in the system. Due to quantative easing by governments (printing money in common language), we have enormous leverage and liquidity in the financial systems.

Therefore, smaller events lead to massive crashes. The challenge for investors and traders is the kurtosis risk, that the flash recovery will not occur and the wealth is wiped out for a very long time, or for good, as happened in early 2000 tech sector crash (“.com crash”). Investors investing with well-diversified buy-and-hold strategy within the sector lost most of their money invested in the sector as most .com companies of that time never recovered, but went bankrupt.

Distinguished scholars, gurus and contrarians have commented that we live in a pyramid economy: The world’s financial system is likely to collapse (again) and the next shock will be worse than previous.

The next financial tsunami may be created by “9.0 on Richter scale” financial earthquake like the Japan tsunami. For example, default of a large country for example, that could trigger further defaults in the banking sector and possibly defaults of other countries would fit the bill.

Financial tsunami walls

As tsunami walls in coastal cities here in Japan were designed almost for anything, but not for extreme 9.0 earthquake and tsunami following it, financial models resting on normal distribution, are designed almost for anything, but not for the real world, which includes numerous extreme events. Unfortunately, very large part of the financial models in use today and investing & trading logic (or lack of it) derived from it rest on relatively efficient and normally distributed markets – i.e. not for real world.

The highly improbable events, aka “black swans,” have become highly probable with excessive leverage and liquidity and practically complete interconnectedness of financial systems.

One should build solid financial tsunami walls to prepare for the next larger financial tsunamis.