L'Oreal brands can be broadly classified into two types: Brands of Authority & Brands of Conversation. While the former are brands that tell the customer what to buy, the latter are those brands that customers resonate with, and buy based off the community created by the brand.
For example, brands such as Garnier and Keihl's involve the customer at a very deep level and invite them to talk about their lives with eachother, relating that to the brand. Surprisingly enough, I did not see too many Facebook groups / communities / pages relating to these brands. This is definitely one avenue for L'Oreal to explore.
Another great thing they could do is take advantage of Social Ads on facebook - it is super easy to identify specific types of customer groups and target them directly.
I am sure there are plenty of other ways in which this company can utilize Facebook - will hopefully bring all of that up in my Memo.
Tuesday, March 3, 2009
Facebook Applications for Jae H. Kim Tae Kwon Do
I think there are several ways that JHK TKD can utilize Facebook. The natural community that forms at the Tae Kwon Do school could translate nicely to an online community or group. Additionally, more playful applications could be created to help keep the Tae Kwon Do school top of mind. How to use Facebook and other online communities depend on the company's end goals and strategy. As with all online/community building endeavors, it is important that the company's actions are honest and transparent.
Thinking of moving to the cloud
A little off topic, but just a few thoughts. As network speeds continue to increase and the internet becomes more and more accessible, will we move back into the age of owning dumb terminals?
Soon there will be no need to own software or install/uninstall software onto our computers. Everything can possibly move to the ‘cloud’. Some antivirus companies offer online services, so you don’t have to keep updating your local virus definitions. Traditional locally installed software utilities are increasingly available on the net, like archiving, file zipping, file format conversion, document editing (Google docs), gaming. Maybe one day most of the operating system will also reside on the net. Just like it used to be long time ago… we’ll end up with dumb terminals and mainframes. (?)
This concept is also extending to other mediums than software. Movies, books, music. It’s been a while since I have bought any music album. Now I just listen to my online playlist, I don’t need to buy songs, or movies. I will be able to watch any movie at a touch of a button, when all movies are stored online.
Books have shown a lot of resistance, since the current generation grew up reading physical books. It’s the same resistance older people show to computers. Our coming generations will be more accepting to e-books, especially with devices like the Kindle.
If everything moves into the cloud we might own nothing and subscribe to everything :) I wonder what other categories the cloud might affect?
Soon there will be no need to own software or install/uninstall software onto our computers. Everything can possibly move to the ‘cloud’. Some antivirus companies offer online services, so you don’t have to keep updating your local virus definitions. Traditional locally installed software utilities are increasingly available on the net, like archiving, file zipping, file format conversion, document editing (Google docs), gaming. Maybe one day most of the operating system will also reside on the net. Just like it used to be long time ago… we’ll end up with dumb terminals and mainframes. (?)
This concept is also extending to other mediums than software. Movies, books, music. It’s been a while since I have bought any music album. Now I just listen to my online playlist, I don’t need to buy songs, or movies. I will be able to watch any movie at a touch of a button, when all movies are stored online.
Books have shown a lot of resistance, since the current generation grew up reading physical books. It’s the same resistance older people show to computers. Our coming generations will be more accepting to e-books, especially with devices like the Kindle.
If everything moves into the cloud we might own nothing and subscribe to everything :) I wonder what other categories the cloud might affect?
Memo to CEO of Applied Biosystems
As a manufacturer of genome sequencing equipment, Applied Biosystems (ABI) operates in a difficult industry. The R&D costs for this type of equipment is astronomical, and the potentional list of customers is limited. One would think that such an industry would be dominated by one particular player since covering fixed costs are difficult, but surprisingly this is not the case here.
ABI used to be dominant, but new entrants to the market have sprung up in the last five years and have been drastically consuming ABI's market share. Part of the reason for this emergence has been a need for a new type of sequencing, which ABI's devices didn't support. Recently, ABI released a new device to meet this need, but it is lagging behind the competition.
I feel there are significant opportunites for ABI to make their devices more attractive. Unlike other industries, the sequencing industry sees significant collaboration between the manufacturers and customers of the equipment since customers can usually make the equipment work more efficiently than the manufacturer intended. I believe that ABI can use IT to make this collaboration more productive and desirable.
ABI used to be dominant, but new entrants to the market have sprung up in the last five years and have been drastically consuming ABI's market share. Part of the reason for this emergence has been a need for a new type of sequencing, which ABI's devices didn't support. Recently, ABI released a new device to meet this need, but it is lagging behind the competition.
I feel there are significant opportunites for ABI to make their devices more attractive. Unlike other industries, the sequencing industry sees significant collaboration between the manufacturers and customers of the equipment since customers can usually make the equipment work more efficiently than the manufacturer intended. I believe that ABI can use IT to make this collaboration more productive and desirable.
Memo to Renault CEO
I have chosen (being asked) to write to the CEO of Renault. Actually, I do feel very pasionate about cars, specially racing cars and that's why Renault was one of my options. I have a pretty good understanding of the company, since I used to live in France and saw first hand how important the brand is to french people. (kind of GM to Americans)
Anyways, I think it would be interesting to learn more about the operations of the company and how do they use technology to create competitive advantage.
For the moment I would like to focus on how do they bring technology born in the Formula 1 and put it on their commercial vehicles. However, I think this is a little to limiting in scope and I will look more into IT strategies as a whole too.
Another aspect I would like to analyse is how do they differentiate from competitors. For example, The PSA Group (Citroen and Peugeot) is one of their biggest competitors, but they use the Rally circuits instead of formula 1 to develop their technology. A question I ask is: Is the technology developed in Rally more adaptable to commercial cars than that developed in Formula 1? Is Formula 1 more futuristic and long term and puts the company in a better position for the long term??
I might look into the American car makers, but I won't promise anything :-)
Any comments??
Anyways, I think it would be interesting to learn more about the operations of the company and how do they use technology to create competitive advantage.
For the moment I would like to focus on how do they bring technology born in the Formula 1 and put it on their commercial vehicles. However, I think this is a little to limiting in scope and I will look more into IT strategies as a whole too.
Another aspect I would like to analyse is how do they differentiate from competitors. For example, The PSA Group (Citroen and Peugeot) is one of their biggest competitors, but they use the Rally circuits instead of formula 1 to develop their technology. A question I ask is: Is the technology developed in Rally more adaptable to commercial cars than that developed in Formula 1? Is Formula 1 more futuristic and long term and puts the company in a better position for the long term??
I might look into the American car makers, but I won't promise anything :-)
Any comments??
CEO Memo to Michael Dell
When his company was in trouble almost two years ago, Michael Dell stepped back into the CEO role. But despite his efforts, the last few years haven’t been good for Dell. Last year, Dell's shares went down by over 60%, losing much more than its competitors. In 2006, Dell commanded 19 percent of the worldwide PC market share and led its closest competitor, HP, by about 3 percent. Since then, the company's worldwide market share has slipped to below 13 percent, while Acer and HP gained ground.
Last week HP also overtook Dell as Intel’s largest customer accounting for 20% of Intel’s revenues. Dell is now second at 18%.
Dell is trying various things to get out of this slump. From integrating its marketing efforts (by forming the 4.5 billion Enfatico) to diversifying its product portfolio by introducing new products like the portable music players, the new mini and maybe even a smartphone.
In my memo I will try to explore the options Dell is pursuing (and can pursue) and will hopefully try to recommend the best ones.
Sources:
Last week HP also overtook Dell as Intel’s largest customer accounting for 20% of Intel’s revenues. Dell is now second at 18%.
Dell is trying various things to get out of this slump. From integrating its marketing efforts (by forming the 4.5 billion Enfatico) to diversifying its product portfolio by introducing new products like the portable music players, the new mini and maybe even a smartphone.
In my memo I will try to explore the options Dell is pursuing (and can pursue) and will hopefully try to recommend the best ones.
Sources:
Monday, March 2, 2009
CEO Memo to HTC
HTC has been manufacturing smart phone and pocket pc for microsoft windows mobile for several years. Two years ago the company acquired windows mobile device vendor Dopod.
In 2006, the company revealed its first touch phone following Apple's iPhone.
More recently, HTC worked with Google on G1 mobile phone which features Google's first open mobile phone operating system Andriod competing mobile phone os market share head to head to Microsoft. On one hand, HTC has been a OEM&ODM company for HP,DELL, PalmOne,T-mobile and Vodafone for many years, one the other, the company is trying very hard to build its own brand.Similarly HTC has been working with Microsoft to promote MS CE on smart phones for a long time, but now it's also woking with Google to push Andriod.
It would be interesting to look at how HTC can leverage IT to grow its own brand and at the same time being a OEM&ODM manufacturer without confronting with its clients.
Also, how the company works with Microsoft and Google at the same time without spoiling the relationships with either one is a big question mark. Is the company going to be able to work with those two big software powers as competiton betwteen them get more and more fierce?
In 2006, the company revealed its first touch phone following Apple's iPhone.
More recently, HTC worked with Google on G1 mobile phone which features Google's first open mobile phone operating system Andriod competing mobile phone os market share head to head to Microsoft. On one hand, HTC has been a OEM&ODM company for HP,DELL, PalmOne,T-mobile and Vodafone for many years, one the other, the company is trying very hard to build its own brand.Similarly HTC has been working with Microsoft to promote MS CE on smart phones for a long time, but now it's also woking with Google to push Andriod.
It would be interesting to look at how HTC can leverage IT to grow its own brand and at the same time being a OEM&ODM manufacturer without confronting with its clients.
Also, how the company works with Microsoft and Google at the same time without spoiling the relationships with either one is a big question mark. Is the company going to be able to work with those two big software powers as competiton betwteen them get more and more fierce?
CEO Memo - Chevron
I have chosen to write to Dave O'Reilly of Chevron Corportation for my memo to the CEO. Chevron is one of the worlds leading integrated enegry companies. The company has seven core values that make up The Chevron Way: Integrity, Trust, Partnership, Diversity, Ingenuity, Protecting People and the Environment, High Performance. Several of these core values are supported by technology, though I am looking forward to exploring how techological advances can further Chevron in the energy arena.
www.chevron.com
www.chevron.com
What recommendation to offer Hearst as they launch a rival to Kindle?
On the heels of Amazon launching Kindle2, there is a news item that Hearst Corporation is planning to launch an e-reader. It raises interesting questions from an IT strategy point of view.
According to the article,
1. Hearst has "developed a wireless e-reader with a large-format screen suited to the reading and advertising requirements of newspapers and magazines." So, what technology-based functionality could they introduce to differentiate from Kindle2?
2. "The device and underlying technology, which other publishers will be allowed to adapt, is likely to debut this year." Will other publishers embrace the underlying platform offered by one of their competitors?
3. "Kenneth Bronfin, who heads up the interactive media group for Hearst, told Fortune in an interview for a forthcoming magazine story that the publishing company has a deep expertise in the technology. "I can't tell you the details of what we are doing, but I can say we are keenly interested in this, and expect these devices will be a big part of our future," Bronfin told Fortune." The origin of this idea goes back to a project done at MIT. If Hearst Corporation truly develops best-of-breed expertise, it will signal that the executives have recognized the importance of IT in their business strategy and have responded appropriately. Will see how it plays out.
4. "Insiders familiar with the Hearst device say it has been designed with the needs of publishers in mind. That includes its form, which will approximate the size of a standard sheet of paper, rather than the six-inch diagonal screen found on Kindle, for example. The larger screen better approximates the reading experience of print periodicals, as well as giving advertisers the space and attention they require." Is the newspaper industry using technology to preserve their historical business model and revenue stream against new models of web-based search and advertising? How will it fare against news integrators like Google? and other multi-purpose devices like netbooks?
5. "Given the evolving state of the technology, the Hearst reader is likely to debut in black and white and later transition to high-resolution color with the option for video as those displays, now in testing phases, get commercialized. Downloading content from participating newspapers and magazines will occur wirelessly. For durability, the device is likely to have a flexible core, perhaps even foldable, rather than the brittle glass substrates used in readers on the market today." How will other e-readers such as Sony, Amazon (and others) evolve their design and functionality as this technology becomes more cost-effective?
--
What recommendations can you offer to Hearst as they embrace this initiative? Some newspapers will decide to partner with Amazon while others may experiment with Hearst's e-reader and some may do both. How can Hearst make a success of this initiative? Any lessons from the music sector or television sector that you can draw upon as you develop insightful recommendations?
1. Hearst has "developed a wireless e-reader with a large-format screen suited to the reading and advertising requirements of newspapers and magazines." So, what technology-based functionality could they introduce to differentiate from Kindle2?
2. "The device and underlying technology, which other publishers will be allowed to adapt, is likely to debut this year." Will other publishers embrace the underlying platform offered by one of their competitors?
3. "Kenneth Bronfin, who heads up the interactive media group for Hearst, told Fortune in an interview for a forthcoming magazine story that the publishing company has a deep expertise in the technology. "I can't tell you the details of what we are doing, but I can say we are keenly interested in this, and expect these devices will be a big part of our future," Bronfin told Fortune." The origin of this idea goes back to a project done at MIT. If Hearst Corporation truly develops best-of-breed expertise, it will signal that the executives have recognized the importance of IT in their business strategy and have responded appropriately. Will see how it plays out.
4. "Insiders familiar with the Hearst device say it has been designed with the needs of publishers in mind. That includes its form, which will approximate the size of a standard sheet of paper, rather than the six-inch diagonal screen found on Kindle, for example. The larger screen better approximates the reading experience of print periodicals, as well as giving advertisers the space and attention they require." Is the newspaper industry using technology to preserve their historical business model and revenue stream against new models of web-based search and advertising? How will it fare against news integrators like Google? and other multi-purpose devices like netbooks?
5. "Given the evolving state of the technology, the Hearst reader is likely to debut in black and white and later transition to high-resolution color with the option for video as those displays, now in testing phases, get commercialized. Downloading content from participating newspapers and magazines will occur wirelessly. For durability, the device is likely to have a flexible core, perhaps even foldable, rather than the brittle glass substrates used in readers on the market today." How will other e-readers such as Sony, Amazon (and others) evolve their design and functionality as this technology becomes more cost-effective?
--
What recommendations can you offer to Hearst as they embrace this initiative? Some newspapers will decide to partner with Amazon while others may experiment with Hearst's e-reader and some may do both. How can Hearst make a success of this initiative? Any lessons from the music sector or television sector that you can draw upon as you develop insightful recommendations?
Sunday, March 1, 2009
CEO Memo - Healthrax, Inc.
Healthtrax is a rehabilitation, wellness and fitness company that serves individuals in more than a dozen fitness centers as well as on-site at partner companies. At their fitness centers, free trainer assistance is available for all members to help them achieve their goals. In their on-site work, Healthtrax works with companies to evaluate and educate their employees and introduce them to the benefits of healthy living with the support of Healthtrax. I will be focusing on this side of the business. The major issues within this branch of Healthrax relate to infrastructure problems, mainly with productivity, database and networking applications and services to run their on-site business in an efficient, reliable and low cost manner.
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