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Customers enter new relevance era

A new study by Accenture shows that, heading into the third decade of the 21st century, consumers want more from a brand than mere relevance, writes ARTHUR GOLDSTUCK.

Before Netflix, there was Blockbuster, the world’s best-know video store. Before YouTube, people looked for life hacks (then called life lessons) in Reader’s Digest. And before the digital camera became the most used feature on your smartphone, there was Kodak. 

These are all organisations that went into bankruptcy despite once owning their respective worlds. And we’re not even talking about the last few years, in which the frenzied pace of disruption has threatened thousands more businesses.

The bottom line is this: It doesn’t matter how big a company is today; if it doesn’t meet the needs of its customers, it may not exist a few years down the line. And those needs go beyond merely the features or direct benefits offered by a product.

A new study by Accenture shows that consumers want more than relevance.

“Nearly three quarters of consumer switching is driven by a lack of relevance, putting R438-billion of potential annual revenue in jeopardy,” Accenture reports. “In the era of relevance, brands can regain the high ground by expanding their marketing frameworks and re-aligning their activities to a new set of principles— beyond their comfort zones.”

At the launch of the study in Johannesburg last week, Wayne Hill, head of Accenture Digital, summed up the meaning of hyper-relevance from his own encounters with brands: “Nespresso knows who I am and it knows what I like. From an experience point of view, I walk into shop and I can smell the coffee. On the shelves, the merchandise looks like beauty products. When they package it, it’s like buying Louis Vuitton. 

“Recently I received a box of from Nespresso that included a brand linked to my place of birth. That is hyper-relevance.”

Hull gave examples like Woolworths using algorithms to predict consumer consumption, Discovery converting health insurance into wellness and health care, First National Bank creating a digital banking platform, and Cape Town drone analytics start-up Aerobotics “hyper-personalising crops”. 

“Aerobotics don’t want to know what crop is doing. They want to know what each stem is doing, and from analysis of the stem they can predict per stem what the product will look like.”

Not surprisingly, new technology is at the heart of hyper-personalisation. 

(Click here or below to read on about hyper-personalisation) More about hyper-personalisation)

“New technology is not an IT activity,” said Hull. “It has to be embedded in the customer experience.”

Michael Jordaan, founder of the wireless Internet service provider Rain and the new bank due to be launched soon, Zero, spoke at the event about the lessons he had learned while CEO of FNB.

“One of our best ad campaigns was when I said we’ll give customers an iPad at a lower price than anyone else. We didn’t want to make money from it, we just wanted people to bank on it. We sold one every 30 seconds. That changed the electronics market.”

The Accenture study, titled Welcome to the Hyper-Relevance Era, emphasises the need for executives to develop a deeper understanding of what differentiates each era. It divides the old and the new approach between the loyalty era and the relevance era. There are five key differences, according to the report:

  • The objective of the loyalty era was to create incentives for customers to become loyal members and keep making purchases. The objective of the relevance era  is to create a gravitational field that attracts customers into orbit around the brand by serving their every relevant need in every possible moment across every possible channel.
  • In the loyalty era, customers were dissuaded from re-evaluating
    their options. In the relevance era, mobile-enabled and digitally savvy customers are constantly re- evaluating their options.
  • The loyalty era was backward- looking and time-lagged; the relevance era is forward-looking and real-time. 
  • The loyalty era focused on the “what” economy, which is linked to a purchase, while the relevance era focuses on the “why” economy, which is linked to evaluation. 
  • Even the technology enablers are different: in the loyalty era it was Customer Relationship Management (CRM) software; in the relevance era its digitisation of everything.


Hull pointed out that the definition of hyper-relevance will evolve along with customer needs and habits. In the meantime, though, companies must strive to be meaningful, dynamic, dedicated, transparent, inspirational, standard-setting, omnipresent and accountable .

“Of course, these are just some of the attributes that customers have come to expect from their provider of choice in the relevance era. Relevance is and will always be a moving target. 

“For established companies in South Africa, striving for hyper-relevance might seem an insurmountable challenge, especially in an economy that has barely grown in the past decade, with fiscal missteps and corruption contributing to weak business and consumer confidence. But now is the time for leaders to make the shift to the relevance era, to lay the groundwork for major changes to their processes, organisations, and mindsets.”

(Click here or below to read Accenture’s Framework for Hyper-relevance) Framework for Hyper-relevance)

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Cybercrooks eye smart buildings

In countries like the United States, the growth of smart buildings is estimated to reach 16.6% by 2020 compared to 2014, although this expansion is not limited to the US but rather is taking place on a global scale.  This growth is largely due to the fact we live in a world increasingly permeated by technology, in which process automation and the search for energy efficiency contribute not only to sustainability, but also to cost reduction – a goal pursued in all industries, public and private alike. Naturally, the construction industry is no exception, says Carey van Vlaanderen, CEO at ESET South Africa.

Smart buildings use technology to control a wide range of variables within their respective environments with the aim of providing more comfort and contributing to the health and productivity of the people inside them. To do so, they use so-called Building Automation Systems (BAS).  With the arrival of the Internet of Things (IoT), smart buildings have redefined themselves. With the information they obtain from smart sensors, their technological equipment is used to analyse, predict, diagnose and maintain the various environments within them, as well as to automate processes and monitor numerous operational variables in real time. Ambient temperature, lighting, security cameras, elevators, parking and water management are just some of the automatable services currently supported by the technology.

To put the possibilities of this smart infrastructure into perspective, is the example of a smart building in Las Vegas where, two years ago, they decided to install a sophisticated automation system to control the use of the air conditioning (keeping in mind Las Vegas has a hot desert climate and very little rain), so it is turned on only when there are people present. This decision led to a saving of US$2 million during the first year after the smart system was installed, due to the reduction in energy consumption achieved by automating the process. Marriott Hotels implemented a similar system across the entire chain that is expected to generate an estimated US$9.9 million in energy savings.

Another example of automation through smart devices is that of a supermarket in the United Kingdom. The store installed a smart system in its parking lot that generates a kinetic energy from the movement of cars passing through it, and then uses that energy to power the checkouts.

At first glance, we may not see any security risk in these smart buildings.  It is likely, however, that at some point the entire smart network is connected to a single database, and that is where the risk is. Particularly if we consider that many IoT devices are manufactured by different suppliers, who may not have paid due attention to security considerations during their design and manufacturing process.

Possibility of a smart building being attacked

The risk of a security incident taking place in an intelligent building is linked to the motivations of cybercriminals, who mainly seek to achieve economic gain through their actions, as well as to impact and spread fear.

There are already some tools such as Shodan that allow anybody to discover vulnerable and/or unsecured IoT devices connected publicly to the internet. If you run a search using the tool, you can find thousands of building automation systems in its lists, complete with information that could be used by an attacker to compromise a device. In February 2019, around 35,000 building automation systems worldwide appeared in Shodan within public reach via the internet.

This means that someone could take control of a BAS after finding it through a search.  If, for example, a criminal used Shodan for building automation systems to attack, they will find IP addresses. If they copy those IP addresses into the address bar of a web browser, in many cases this will bring up an interface for gaining access, where they need to enter a username and password. If the password is a default password of if it can be cracked easily through a brute force attack, the attacker will gain access to the system monitoring panel, which contains information similar to the companies located in the smart building.

Once the attackers have access to this public information and can monitor, for example, how the air conditioning works, they could make a phone call pretending to be from the maintenance company and say they are going to send a technician. At the same time, the attackers could request remote access, which would give them access to the server and allow them to control the building. Once they have control, they could alter the building’s heating or air conditioning or adjust the way any of the other automated systems operate and then demand payment of a ransom in using a system that allow them to remain anonymous, such as cryptocurrency, in exchange for not shutting the building down.

Siegeware: a very real threat

Cybercriminals are already carrying out such attacks when they have the opportunity. This kind of attack is siegeware, or “the code-enabled ability to make a credible extortion demand based on digitally impaired building functionality”

In conclusion, the low cost of IoT devices for buildings and the advances of technology for building automation systems is leading to changes with an impact on security. This drive toward automation and the use of smart devices to gather data – in order to give a building’s users more comfort and to make more efficient use of resources such as energy – is also leading to increased security risks. As a result, the possibility of a cybercriminal launching a ransomware attack on asmart building is already a reality.

Considerations to keep in mind

There are a number of security considerations and requirements to keep in mind:

  • Review the devices’ security specifications and work on the basis of the ‘security by design’ concept
  • Set a suitable budget for security
  • Choose partners that have knowledge of security issues
  • Install software for managing vulnerabilities
  • Ensure cooperation between the different areas and/or departments

For operational issues:

  • Update the devices regularly
  • Implement a replacement plan for when devices’ support life cycles end
  • Exercise a precaution in respect of connected devices
  • Monitor connected devices

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How we can break out of the productivity/technology trap

The tyre industry is a microcosm of the dilemma in which South African manufacturers find themselves, writes JACQUES RIKHOTSO, MD at Bridgestone

Many of South Africa’s industries have been built on the back of abundant cheap labour. Mining is the obvious example, but the manufacturing sector has also been shaped by thefact of cheap labour. For many years, cheap labour was arguably a huge advantage, enabling us to become a world-leading mining country and also to create significant agricultural and manufacturing capabilities. But, in the end, it has had the unintended consequence stifling investment in equipment and masking a skills deficit that will be very hard to overcome.

To understand the dynamics, it’s as well to begin by reminding ourselves that productivity is, at the crudest level, the relationship between output and input. Humans are still the most important input contributors, and so labour costs are a significant factor in the productivityequation.

In South Africa and other developing economies, labour costs are low whereas in thedeveloped world, they are high. South African manufacturers (and miners and farmers) have thus typically used more people to produce the same amount of units than a European or American manufacturer would do, while still managing to compete on price and often on quality. However, the much more expensive labour costs in the developed world, while causing short-term pain, have always meant that the business case for investing in the latest technology to make those expensive humans even more productive has always been strong.

By contrast, the business case for investing in up-to-date equipment has been weak in South Africa. If more output was required, more people was typically a cheaper answer than better equipment. We have therefore remained a fairly labour-intensive market, which is good given our unemployment issues, but raises two specific and daunting challenges:

We need to make major investments in equipment. In my industry, I would venture to say we are 15-20 years behind developed countries when it comes to the deployment ofequipment. This was not too much of a problem for a long while because the old equipment was still cost-effective and could turn out the products needed at the right quality and price. However, tyre technology has now moved on to such an extent that the old machines simply are not capable of producing the new generation of products. Radiallised Agricultural/Underground Mining Sector Tyres and light weighted tyres for electric cars, for example, represent significant advances in tyre design. Current machinery cannot be adapted to produce either them; a substantial investment in new equipment will be necessary.

Another factor is that the industry dynamics have changed over the past few years. Theadvent of cheap, mass-produced tyres from the Far East means that in many instances, fleet owners are not retreading existing tyres but rather purchasing these cheap ones new. To compete, local tyre manufacturers need to move upwards on the Technology Cost Curve by investing in technology is less electricity-intensive, deploys minimum labour and requires maintenance in order to compete with high-volume producers.

The other consequence of competing with lower cost producers is the need to write down older retreading capacity and invest in more modern equipment.

Because our investment in equipment has been so low for so long, we are not talking about incremental investment but something much more significant in many areas at once.

This massive new wave of investment will not be restricted to manufacturing equipment. High-tech data-driven modern equipment associated with the Fourth Industrial Revolution will also require factory layouts to be revamped in order to accommodate new IT infrastructure and robotic capacity, as is already being used in the developed world.

This is essential if we are able to compete in the longer term.

We need to make major investments in skills, both at the corporate and national levels. Investments in new technology will create a need for a new generation of skilled operators. The new machines require totally different skills—hard-won dexterity with gears and levers is making way for skills on touchscreens, the ability to type and, crucially, to read and action screen-based instructions quickly. Sadly, many of the cadre of experienced operators will not be able to reskill and companies will need to give serious thought to their future.

However, in Bridgestone’s experience, the younger generation of operators often has thepotential for reskilling on modern machines, and we are already busy with that process.

Being part of a global group is a massive advantage, because our regions are all at different stages of industrial development, and some have undertaken a similar journey into the modern era. Our Japanese factories, in particular are industry leaders in tyre manufacture. We can therefore rely on previous experience and, most important of all, cansend key employees to acquire the necessary training and experience at one of our sister facilities. Such a person can then be used as a champion within the company, to train colleagues and promote new ways of working. In our experience, such an approach does work, but it takes time and effort.

South Africa’s status as a manufacturing country has been in the balance for some years thanks to our lack of investment in new technology, but there is no doubt that a strong manufacturing sector is critical in rebuilding in the economy. To re-ignite our manufacturing, we have to escape the technology/ production trap.

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