The document discusses how companies can take advantage of industry megatrends by designing their products and services to be componentized, adaptable, and embeddable in order to reach customers through multiple distribution channels. It provides examples of how insurance companies have opened their platforms through APIs and widgets to power direct and indirect sales. Standardized web services and embeddable components allow products to be tailored for new markets and integrated across diverse sales channels.
2. INFORMATION
FINANCIAL TECHNOLOGY
SERVICES
CONSUMER
GOODS
“ ”
The future is already here – it's just not evenly distributed.
- William Gibson, 2003
3. 10 YEARS
2 YEARS
“ ”
We always overestimate the change that will occur in the next
two years and underestimate the change that will occur in the
next ten. Don't let yourself be lulled into inaction.
- Bill Gates, 2003
4. 10 YEARS
2 YEARS
“ ”
When we were an agrarian nation, all cars were trucks. But as people
moved more towards urban centers, people started to get into cars. I
think PCs are going to be like trucks. Less people will need them.
- Steve Jobs, in D8 Conference 2010
6. Digital structure echoes real-world structure
ENVIRONMENT
PRODUCTION CONSUMPTION
Economic and Socio-
environmental Structure
Enterprise IT Consumer IT
INFORMATION
Technological Structure INFRASTRUCTURE
Strategy models, process models,
Social graph, etc.
organization models, etc.
7. And therefore IT trends echo real-world trends
Structural changes in our society, economy,
technologies, and environment
Economic and Socio-
environmental Trends
Technology Megatrends
Structural changes in information architecture,
design, and interfaces
8. IT megatrends create endless waves of hype cycles
Peak of inflated
expectations
Technology Hype Cycles
Technology Trough of Slope of Plateau of
trigger disillusionment enlightenment productivity
Technology Megatrends
Structural changes in information architecture,
design, and interfaces
10. Innovative companies take off by riding disruptive trends
Industry Trends:
• Lean Production (JIT)
• Integrated Operation
• Globalization
IT Trends:
• Mainframe -> PC (computer
miniaturization )
• Real-time Integration
• GUI
• Buy vs. Built
SAP launched R/3 in US
market, as a turning point
1989 1990 1991 1992 1993 1994 1995 1996 1997
Example: SAP’s Sales Revenue in United States in the 90’s
Source: Book “Inside the Secrete Software Power” by Gerd Meissner
11. And then focus on optimization to cross their “chasms”
Early Adopters Early Majority
• Visionaries • Pragmatists
• First to see value • Not able to take risk and make own decisions
• Able to take risk and make • Want to buy from proven market leaders
own decisions
• Low tolerance of functionality and quality issues
• Tolerate incomplete
• Need “whole product”
functionalities and quality
issues • Press and analyst cover important
The Chasm
Source: Book “Crossing the
Chasm” by Geoffrey A. Moore
Innovators Early Adopters Early Majority Late Majority Laggards
12. Later they have to repeat this process to avoid being disrupted
Disruptive
Technologies
Sustainable
ndin g u se
Innovation M ost dema High-end market
disrupted
lity use
High qua
ity use
Med ium qual
lity us e
Low qua
Source: Book “Innovator’s Dilemma” by Clayton M. Christensen
14. By combining strategic thinking, storytelling, effective prototyping,
and UCD methodology, your design can be the trigger of the next
pulse of business innovation…
“Beyond Clicking”
15. Embrace trendsspotting into your design process
Understand your business strategy as well
1 as the overall industry landscape
Include both business trends and
2 technology trends into your research radar
Source: SAP Design Guild
Write a fictitious product marketing brochure, and
3 think about how you are going to sell your product,
before you even have the design ready
4 Storytelling and rapid prototyping
17. 6 interconnected industry trends
2. Take every possible route
to the market
ENVIRONMENT
6. Economy towards 3. Stand on everybody’s
ECO2nomy shoulder
PRODUCTION CONSUMPTION
INFORMATION
INFRASTRUCTURE
1. The Intels, Walmarts, and in‐betweens
5. Towards a cloudy (and 4. Fly above
weightless) service economy commoditization
19. Vertical market towards horizontal market
Innovation
Intensity
Process Innovation
Product Innovation
Time
Pre-mature market Matured market
• Products undefined • Products commoditized
• Trial-and-error • Best practices identified “Dominant Design
• No standards defined • Industry standards emerge Theory”
• Product innovation pays off • Process innovation pays off
• Vertical market • Horizontal market
20. This ends up with a highly distributed value chain
PRODUCTION CONSUMPTION
Platform Suppliers Niche Producers Retailers Consumers & Prosumers
Supply goods, services, Produce verticalized Aggregate goods, Polarized into 2 segments
technologies as shared value in the area of their provide choices and with different expectations
resources, to reduce cost “centre of gravity”, convenience, and build and behaviors. Prosumers
of reproduction, and levering infrastructure intimacy with are actively participating in
therefore lowers barriers provided by platform consumers. Reduce the the value creation process,
to entry players, as well as transaction cost for both and seek more
market lever provided producers and individualization and self-
by the distributors. consumers. services
Concentration Proliferation Concentration Segmentation
21. Specialization & integration on production side
• Different participants focus on their respective “centre of gravity”.
• “Platform suppliers” are based on “economies of scale” whereas retailers thrive on
“economies of scope”. Both of these 2 sectors stay concentrated.
• The in-betweens benefit from the levers provided by both the platform suppliers
and retailers, and the barrier to entry is increasingly lower, and therefore we see a
proliferation of “virtual businesses” and “mini businesses” (e.g. iPhone gaming
developers).
• These niche players can better satisfy all kinds of consumption needs, which
platform players can’t anticipate or have no bandwidth/motivation to address. (e.g.
“there is an app for that!”)
• This virtualized value chain posts great challenges to the current fragmented IT
infrastructure. Business operations need to be seamlessly integrated on the network
level, across different entities on the value chain.
22. Virtual insurer
Direct model, with strong internet presence
Large volume of gross premium, but with very few
employees
Playing on top of the platform provided by its
parent company ASR, which is one of the top 3
insurers in Holland
Most routine operations outsourced (call center,
claim handling, etc.)
Even part of the distribution is outsourced. A lot of
volume is reached through white-labeling model
(OEM) partnered with affinity groups
20+ system-to-system interfaces were built during
implementation
23. Polarization on the consumption side
• The rise of prosumers: more informed and technically empowered customers are
participating in the value creation process . They need engagement,
individualization, and personal identity.
• Some producers are actively extending their value chain downstream, and involve
off-the-payroll community in their innovation & design process (crowdsourcing)
• As the barrier of entry has been further lowered by both the platform suppliers
(platform of production) and retailers (platform of consumption), the boundary is
blur between prosumers and “virtual businesses” (e.g. smugmug, iStockphoto, etc.)
• Pure consumers, on the other hand, need easier and intuitive consumption (e.g.
popularity of iPad in business executive groups)
• Both prosumers and consumers need choices. Henry Ford’s motto “you can have
any color you want, as long as it’s black” is no longer valid.
28. Opportunities for enterprise IT
Business Needs: IT Trends:
Ability to collaborate with business eSOA 2.0
partners with lower cost and in real- Industry standards (e.g. ACORD for
time insurance)
Ability to gain business transparency Cloud computing and inter-tenant
(market fluctuations, risks, etc.) across collaboration
entire networked value chain
Supply chain optimization
Ability to predict and simulate for
continuous business process Distributed risk management
optimization (e.g. BPO simulation and RFID
sourcing) Self-services
Ability to combine collective Convergence of consumer IT and
intelligence with traditional business enterprise IT
intelligence approach
Ability to open more capabilities to
prosumers through self-services, and
connected with the other business
operations such as order fulfillment
30. Upstream players diversify their distribution channels
PRODUCTION CONSUMPTION
Route 1
Route 2
Route 3
Platform Suppliers Niche Producers Retailers Consumers & Prosumers
Upstream players in the value chain continue to explore new distribution channels to reach the
consumption, to collect more long-tail revenue
This strategy does not only affect the Go-to-Market model, but also has profound implications on
product/service design
They need new scalable approaches to manage this mass distribution, balancing between
diversification and standardization
31. Selfish altruists thrive by giving away
• Platform’s key value proposition is to centralize and share the fixed cost and risks
(e.g. R&D, mining), and reduce the marginal cost (cost of reproduction).
• Best example is middleware
• By making the platform open and sometimes free, platforms suppliers lower the
barrier to entry for downstream players
• Successful platforms set up de facto industry standards, and therefore reduces the
total transaction cost in the value chain (e.g. Blu-ray)
• Platforms are monetized through royalties, revenue sharing, or “knock-on” effect of
other products/services (e.g. Android).
• Rule of thumb: 2~3 dominant platform players competing in the market (e.g. Blu-
ray vs. HD-DVD, iOS vs. Android, BI platforms, Facebook vs. OpenSocial, etc.)
– Too many lead to chaos and high cost, and a single platform leads to monopoly concern.
32.
33. Routes to market in consumer goods industry
One-tier
Indirect Distribution
Indirect
Consumers
Consumers
Indirect Outlet/
Consumers Supermarket Multi-tier
Distribution
Web Aggregator/
TV Outlet Indirect
Franchised Consumers
Retailer
Retailer
Website
/Vending
Direct Machine/Mobile Manufacturer
Wholesaler
Distribution
Factory White-Label
Outlets Distribution
Indirect
Consumers
Direct
Consumers
OEM Integrator
Captive Sales
/Telesales
34. Routes to market in insurance industry
One-tier
Indirect Distribution
Indirect
Consumers
Consumers
Indirect Independent
Consumers Broker Multi-tier
Distribution
Web Aggregators
Indirect
Agency Consumers
Retailer
Website
/Vending
Direct Machine/Mobile Insurance
Downstream
Distribution Carrier insurer
Branches White-Label
/Offices Distribution
Indirect
Consumers
Direct
Consumers
OEM Integrator
Tied Agents/
Telesales
35. Requirements on product design: componentized, adaptable, and embeddable
Direct B2B
Consumption Interfaces
Direct
Consumption
BEFORE AFTER
Implications to Product/Service Design:
Componentization of product/service gives more bundling opportunities to reach a larger market
Expose part of the offering to external partners through friendly B2B interfaces, and allow easy
adaptation and integration
The B2B interfaces needs to follow industry standards, to ideally should be container‐agnostic
During the product design, both the “direct consumption” scenarios and “long‐tail consumption”
scenarios should be considered
36. Translated into our familiar terms
Different Contexts
Direct Indirect
Consumption Consumption
Application
User + Programming
Interface
Interface
40. Example: AIU’s OEM model with doyouhike.com
• AIU China (Chartis) distribute
travel and accident products on
doyouhike.com which is China’s
largest online community for
outdoor activities
• Products are co-designed with
doyouhike.com, and tailored to
special needs of this community
• White-labeled with doyouhike’s
branding
41. Opportunities for enterprise IT
Business Needs: IT Trends:
Ability to roll out products to new Product Lifecycle Management
distribution channels quickly, and have integrated with business intelligence,
them tailored to new market segment and collaboration
Ability to manage lots of product Multi-channel distribution
variances without making compromise management platform
in transparency and governance Business-driving configuration (e.g.
Ability to support diversified channels rules, pricing, etc.)
with standardized and automated Web-oriented Architecture (WOA)
operations
Social CRM
Ability to streamline B2B
collaboration to simplify the final
consumption no matter how
complicated the route could be
43. Some Agencies, Brokers, Call 3rd-party Web Sites
Centers (Aggregators, White-label Partners)
Some channel partners may prefer to use their own SalesPlatform web services can also be
POS systems. In this case, system-to-system provided to 3rd party web aggregators such as
integration will be much simplified by leveraging the moneysupermarket for premium computing.
standardized and well-documented web services
provided by the SalesPlatform.
“eBaoTech
SalesPlatform”
Standardized 2 3 Standardized
Web Services Web Services
Direct Portal Embeddable Web
Access 1 4 Components
Agents, Agencies, Brokers, Call Insurer Website & Affiliate
Centers Websites
Agents, banks, car dealers, brokers, and call Embeddable web applications allow carriers to
centers can easily connect to carrier’s easily inject E-commerce capabilities to their
SalesPlatform directly through secure internet existing websites
connection
Widgets can also be easily plugged into affiliate
websites to generate more “long tail” revenue
44. Actuary “Suite” Model
1. Analyze & Design
Market Analyzer Common Sales & Marketing, Common Parties
Legal / E.g. quotation
Compliance Ideas Management calculation
GS LS GL
PA PA PA
Structure Designer
Cost & Profit Test E.g. surrender handling
Sales &
Marketing Compliance Test
Product Lifecycle Mgt.
Documentation Mgt.
E.g. accumulator in claim
Common Claim
“Closed-loop”
Platform
& Collaborative
PLM Actuary
Data Warehouse
E.g. performance
analysis
3. Measure & Monitor 2. Model & Deploy
Planning Structure Designer
Product
Performance Analyzer Lifecycle Designer Marketing
Loss Analyzer Documentation Mgt.
Portfolio Management Lifecycle Simulation
Business
Deployment & Rollout partners
Product
Financial Actuary
Marketing
50. Long live the middleman
PRODUCTION CONSUMPTION
Platform Suppliers Niche Producers Retailers Consumers & Prosumers
The earlier prediction of “disintermediation” turns to be a myth. Due to the always limited
bandwidth on consumption side (scarcity of attention), retailers will stay critical to most producers.
Digital super-supermarkets are rising, and traditional players need to react. We will see
convergence of digital retailing and brick-and-motor retailing.
IT will drive the industry shake-up, centering around how to create best retail experience
51. Cross-industry competition by nature
• Retailer’s value propositions
– Bridge for information asymmetry
– Integrated customer experience (discoverability, guidance, payment gateway,
transparency, etc.)
– Price advantage with strong negotiation power, as well as supply chain collaboration
– “Economies of scope” for supermarkets (one-stop service, bundling, comparison)
– “Relevance” for specialty stores (e.g. IKEA, Best Buy, SAP Portal)
– Geographic convenience for convenience stores (e.g. 7-11, Widgets)
• The competition in the retail sector is cross-industry by nature. For example,
– Media contents (music, books, movies) are increasingly distributed through App stores,
and more and more physical products are sold through Facebook
– Tesco is selling standard financial products in their store
52. Supermarkets
Cross-industry mega-
aggregators
“store-in-stores”
Banks
Specialty Stores
Vertical aggregators
Enterprise IT Industry Publication Industry Financial Service Industry
Convenience Stores
Delivered with Widgets
convenience framework
53. The rise of digital supermarkets
• For virtual products (e.g. applications, insurance) and commoditized products (e.g.
cell phones), digital players are showing their competitive advantages over brick-
and-motor competitors, and will increasingly erode revenue from traditional
players.
– Ability to aggregate infinite products (long-tail effect)
– Discoverability (taxonomy, tags, recommendation engines, search, etc.)
– Geographic convenience (several-clicks-away)
– Comparison
– Social experience (reviews, friend recommendations)
– Transparency (e.g. easy to search more information online)
– Individualized experience (e.g. based on behavior)
– No waiting line
– Cheap!
54. P&G in Facebook
P&G have just trialed a Facebook store for their new Pampers Cruisers line of
diapers – selling out of 1000 packs @ $9.99 in under an hour.
55. Traditional players also become geeky
• To respond, traditional players need to leverage new technologies and practices in
their brick-and-motor stores to create unique “real-life” experiences. For example:
– Build store-in-stores on digital supermarkets to extend the market reach
– Deliver personal greetings and recommendations to customer’s mobile phone or TVs
(wireless, RFID, NFC)
– Leverage QR code reader or barcode reader to aid shopping
– Support mobile payment for quick check-out
– Participate in mobile coupon programs (e.g. Foursquare) to reward loyal customers
– Leverage Augmented Reality technologies and social network to combine the benefits of
digital and brick-and-motor stores.
– Etc.
62. Every node wants to be a super node
PRODUCTION CONSUMPTION
Platform Suppliers Niche Producers Retailers Consumers & Prosumers
The earlier prediction of “disintermediation” turns to be a myth. Due to the always limited
bandwidth on consumption side (scarcity of attention), retailers will stay critical to most producers.
Digital super-supermarkets are rising, and traditional players need to react. We will see
convergence of digital retailing and brick-and-motor retailing.
IT will drive the industry shake-up, centering around how to create best retail experience
65. Experience innovation as a new dimension
Innovation
Intensity
Experience Innovation
Process Innovation
Product Innovation
Time
Pre-mature market Matured market Saturated market
• Products undefined • Products commoditized • Products commoditized
• Trial-and-error • Best practices identified • Industry standards matured
• No standards defined • Industry standards emerge • Diminishing return from process
innovation
• Product innovation pays off • Process innovation pays off
• Experience innovation pays off
• Vertical market • Horizontal market
• Horizontal market/Vertical market
66. The “soft” advantage
PRODUCTION CONSUMPTION
Service & Experience innovation as key differentiator
In mature industries, “hard” product features are being commoditized fast. Any competitive
differentiation in this area will be increasingly expensive and temporary, and will be unaffordable
for most niche producers
Experience, on the other hand, give space for low-cost differentiation. Technologies become
critical facilitator of innovative experience
There are opportunities for providing better experience almost everywhere in the business process
Customer’s customer experience, will be an important dimension to consider for UX design
profession, which is an area we can add tremendous business value.
67. Opportunities for experience innovation in insurance value chain
Sales & Order Post-Sales Supply Chain
Manufacturing
Distribution Product Fulfillment
Design: Service Management
Product
Product Product
Product Deep understanding and analysis of the
Design
Design Deployment
Deployment Marketing:
customer expectation and the market (e.g.
pay-as-you-go insurance)
Marketing
Marketing Fulfillment:
Creative marketing leveraging social
media and App store (e.g.
Sales Channel Management ComparetheMeekart.com, Esurance, billing as a communication
- Leverage
Sales Channel Management
GEIKO) channel
Pre-
Pre- Sales
Sales Submi-
Submi- Partner Management:methods such as
- Embrace new payment
UW
UW
sales
sales Talk
Talk ssion
ssion Google Checkout, mobile payment, etc.
- Customer Reviewing & Complaint
Billing & Printing & Management
Billing & Printing &
Collection
Collection Mailing
Mailing
Endorse-
Endorse- Under-
Under-
Sales: ment
ment writing
writing
-Self-service & UsabilityService & Claim: Claim
Claim Claim
Claim Claim
Claim
- Illustration of benefits Regis.
Regis. Handling
Handling Settlement
Settlement
- STP and Real-time Issuance
- Channel Education - Customer-centric View
- Self-service & Usability Risk Ceding (RI)
Risk Ceding (RI)
- Multi-channel Collaboration
- Operational Efficiency Partner
Partner Partner
Partner
- Differentiated Service (e.g. Esurance’s online Sourcing
Sourcing Payment
Payment
repair monitor)
Business Monitoring & Optimization
Business Monitoring & Optimization
Financial Assets Management
Financial Assets Management
71. Opportunities for enterprise IT
Business Needs: IT Trends:
Ability to proactively manage their social Social Business Applications (e.g. social
presence (as well as business partners), CRM)
analyze consumer sentiments, and make Mobile computing, Augmented Reality,
quick reaction etc.
Providing additional tools for consumers, to Innovation platform (in opposition to
gain more touch points packaged “best practice” solutions)
Ability to innovate quickly without having
to wait for any “best practices”
73. eBaoTech mobile-enabled auto claim
Phone call
1 2
Mobile
submission
First Notice of Loss by insured
submission Claim Registration
- Mobile-based car accident wizard
- Or phone call
If inspection
needed? 3
Submission &
receive claim
decision General Claim
Back-end
Assignment by Dispatch Operator
5 - GIS-enabled task assignment
- Or even completely automated
4
Inspection Report by Inspector
- Mobile-based entry
- Portable printer Inspector receives task
- Mobile-enabled task management
74. Self-service, intelligent dispatch, on-site settlement
CONFIDENT
Consumer Mobile App for
Claim, Query, Renewal,
and non-insurance service
Report Accident
Roadside Services
My CONFIDENT Policy
Car Tips
Inspector data entry and print
A B
Intelligent assignment enabled by GIS
76. Services as vehicles for value transferring
PRODUCTION CONSUMPTION
services
services
services
Elastic services as value-adding vehicles
The service sector is increasing in economy structure
Product servitization is taking place in many industries, driven by specialization, customer demand,
and technology maturity
The service-based business model can be more profitable, if the service can be standardized and
automated
Many services can be digitalized and provided “in the cloud”. Cloud computing and BPO are
converging.
77. Service sector is driving the world economy
Source: IMF, World Economic Outlook Source: CLSA, Money Morning Research
78. Driving forces behind product servitization
• The concept “Servitization” describes the transformation in which manufacturing
firms once focus on the production of tangible goods turn to focus on providing
service in its original business.
• Driving forces of servitization include:
– The power shifts towards the consumption side.
– Vendors want to shift from the one-time relationship to a long-term relationship, and
therefore creates a “lock-in” effect
– Specialization creates economic advantage in Business Process Outsourcing
– Development in technology/information infrastructure
• Benefits of servitization model:
– Better match between the production and consumption. From product-centric to value-
centric
– Shared resources and less materialized services create both economic advantages as well
as environmental advantages.
79. Products vs. Services
Products Services
• Easy to be commoditized • Room for differentiation
• Product quality, functional robustness • SLA, on-demand and elastic
• One-time relationship • Long-term partnership
• Utility-based or even performance-based
• Standard pricing
pricing
• Big upfront investment and risk • Long-term partnership
• CapEx • OpEx
• Easier to standardize and reduce operational cost • Depends whether it’s high-tough service or low-
on vendor side touch service
80. Case study: jet engine manufacturers' “power by hour” model
Before:
Airlines have to make huge upfront
investments
Risks in utilization rate, and mechanical fault
during the operation
Uncertainty in maintenance and support-
related cost, and need to have in-house
expertise which is expensive
After:
Low upfront investment, and predictable
return on investment
Utility-based pricing
ROLLS ROYCE participates in the airline
daily operation through remote services and
embedded inspection systems (Quick) in the
jet engines
81. IBM and GE transformed from hardware to service providers
82. Zipcar provides shared-ownership model
Benefits:
Pay for actual usage with “in-car technology”,
with hours and mileage information recorded
and communicated with a central computer
via wireless connection
Everything included (car usage, gas, and
insurance)
Ability to reserve through web or mobile at
any time
Plug-in hybrid vehicles
83. Pay-as-you-drive insurance: servitization of financial service
Benefits:
Premium based on actual risk exposure
(mileage, speed, location, etc.)
More affordable insurance for drivers
(especially those low-mileage drivers)
Initial research estimates that pricing
insurance by the mile could cut total driving
by 5 to 15 percent, which would make a huge
environment impacts of the automobile, and
also they might see claim savings through
high-end policyholders
Insurers will see an increased market share
and a growing reputation as an innovative,
customer-oriented, and socially responsible
company. They may also have fewer claims.
85. Opportunities for enterprise IT
Business Needs: IT Trends:
Ability to digitalize the traditional business “Internet of Things”
services and therefore can provide them in a Industry standards such as Unified Service
more scalable and resource-efficient way Description Language (USDL) for
semantic integration
A service marketplace where services can be
explored, traded, repurposed, and eSOA 2.0
composited “Internet of Services” platform
Convergence of enterprise IT and
Ability to integrate external services into the
consumer IT
internal business processes seamlessly
89. Shift towards a sustainable value chain
ENVIRONMENT
ENVIRONMENT
PRODUCTION CONSUMPTION
Sustainable value chain
“Sustainable development is development that meets the needs of the present without
compromising the ability of future generations to meet their own needs.” – UN 1987
The external cost (environment) needs to be internalized into the economic activities
The shift towards a sustainable value chain relies on actions taken by all roles in the value chain.
How to build the economic incentives will be the key challenge
90. Driving forces
• Regulation & government mandates
– e.g. European Union Emission Trading Scheme, taxation
– Obama’s commitment in “an economy-wide cap-and-trade program to reduce
greenhouse gas emissions 80 percent by 2050”
• Consumer awareness and media exposure drive sustainable consumption behaviors
(e.g. eco-labeling)
• Cost pressures from increasing energy prices, and eco-friendly practices proved to
bring economic savings as well (e.g. Dupon)
• Pressures from competitors and business partners in the networked value chain (e.g.
ethic sourcing from the “retailers”)
• NGOs
• Sustainability bring tremendous business opportunities around product design, and
business model innovation
91. Dimensions related to sustainability
• Greenhouse Gas (GHG)
• Clean energy
• Energy & Resource management
• People, health, and safety
• Product safety and stewardship (e.g. control of toxic materials)
• Recycling, disposal, and waste management
• Biographic diversity
• Intelligent transportation management
92. Sustainability practices
• Sustainability reporting
• Carbon-neutral and carbon-offset (e.g. retailers, DELL)
• Green supply chain and ethic sourcing (Walmart, HP, etc.)
• Environmentally preferable product design and packaging (Lenovo’s recycling
materials, Intel’s power-saving microprocessors, green insurance)
• Environmentally preferable business models (e.g. DHL’s new document delivery
service)
• Green platform (e.g. betterplace, cap-and-trade platforms, sustainability software
platform)
• Equal opportunities for poverty in developing countries (e.g. microfinance and
microinsurance, education program)
99. Opportunities for enterprise IT
Business Needs: Business Needs:
Manage environmental compliance and risks Sustainability performance management
in different regions (EPIs, benchmarking, compliance, reporting)
Ability to do environmental metering Energy management
through easier data collection and analysis Emergency Management
Environmental accounting to include carbon Environment accounting leveraging the
footprint across the value chain ABC methodology
Ability to intelligently manage their Ethic sourcing, with environmental rating of
production and transportation to reduce the suppliers as well as green indexing of
consumption of energy and resources materials
“Internet of things” together with business
intelligence for automatic data collection and
analysis
Embedded “carbon and trade” in financial
controlling
100. INFORMATION
TECHNOLOGY
FINANCIAL
SERVICES
CONSUMER
GOODS
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