Digital Strategy: Contemplating holistically the Uture of Medium-Sized businesse U

Christian Jacob, Head of Marketing at EFAFLEX

Christian Jacob, Head of Marketing at EFAFLEX

“Late comers in matters of digitization”: This is how more than every second Managing Director or board member in Germany ratedhis company in January, as a representative survey by the Bitkom industry association illustrates. In order to operate during the Coronavirus pandemic, many of the mhad to digitize processes literally overnight - without a clearstrategy, without clear measures, without clearly defined tasks. The result: the majority of these adhoc solutions have had to be re-established now that an adapted day-to-day business is once again possible. How can this succeed in the longterm, what do you have to consider? Christian Jacob, Head of Marketing at high-speed door manufacturer EFAFLEX, reports during an interview on what it takes to implement digital change not only in one's own, but also in the customer's company.

Mr. Jacob, you deal strategically with digitization in medium-sized companies and have developed a model with which you can view the topicholistically. What's behind it?

Many companies only deal with the obvious technical aspect of digitization. However, this focus falls fartooshort; an efficient and sustainable strategy cannot be built solely on this. Digital transformation is farmore complex be cause it affects different dimensions. It is important to look at this first, to bring the findings to gether and to derive actions from them. Only those who proceed methodically, farsighted and, above all, holistically can take advantage of the opportunities offered by digitization without failing be cause of the challenges.

Which dimensions of digitization have you defined?

A total off our pieces: The first covers the social and technological development s related to digitization globally. What happens there cannot be directly influenced by an individual or company. There fore, in dimension  one, the firstthing is to gradually define the are as that are relevant  to your own company. As a result, it is important to stay up  to date on these and to derive future behaviour of the target groups from the findings, for example on new digital approaches. A similar observational-analytical view is recommended for dimension number two: the customer and his current status in the digital transformation. What degree of digital maturity is it at? Entrepreneurs should pay particular attention to the processes that affect the customer's business. You can, yes, you shoul dask all of your target groups directly. These  first two dimensions are subject to a passive design. They belong in the “watch and listen” category.

How are these two dimensions passive?

To the extent that one does not yet get in to targeted action, but rather creates the basis for it in advance on existing facts. First of all, it is a matter of systematically observing, selecting in formation and deriving initial conclusions for an expansion of action. The entrepreneur takes on an active creative role in dimensions number three and four. The third includes process digitization with the aim of optimizing existing processes in your own company. Internal processes play a role on the one hand, and external processes on the other – these are all those who influence their own business on the part of customers and other business partners. Finally, there is dimension number four, product digitization. In the B2B area in particular, it is extremely important to find points of contact in this regard. The aim should be to determine which digital developments are sensible and feasible in your own company, and then to start implementing them. Either with internal capacity or with external help, i.e. purchased services.

In your opinion, what is the most important quality for a company to use these four dimensions to improveits digital strategy?

On the one hand, the ability to abstract and the ability to change perspective: Every entrepreneur must be aware that possible digital developments in their own business cannot be transferred one-to-one to those of their counter parts. And that not every technological development that takes up space on a social levelis also relevant forour own internal processes. On the other hand, you need analytical competence with regard to the first two dimensions, which I describe dearlier. The deeper the insights into  this over arching social transformation and the greater the understanding of the consequences of it in your own company and in that of the customer, the more specifically you can define instructions for yourself. They focus on both your own digital strategy and that of the customer. In principle it is quite banal: you have to look carefully, listen and understand. Then it becomes clear where to start and in what form.

To what extent do you use these findings at EFAFLEX for a sustainable digital strategy?

We see digitization as an opportunity. That is why we strive to identify potential and drive innovation - not detached from our business partners, but always in dialogue with them. In order to understand and serve the needs of our customers, we define precisely which digital development phase they are in and which interfaces result from this with our processes. From this we forecast future scenarios, on the basis of which we develop digital solutions with added value for our customers.

What advantages do you generate for your customers with this?

All developments are intended to simplify processes and increase efficiency in everyday work. That goes with out saying. As part of our digital strategy, we integrate our systems into the customer's work processes so that they can expand their competitive advantages. But what we attach just as   much importance to is minimizing digital barriers and removing possible hurdles in cooperation.

How does your digital strategy actually affect your day-to-day business?

We try to react regarding all relevant changes related to digitization. Let'stake a look at the construction industry, for example. The digital change there is currently benefiting greatly from a disruptive technology: Building Information Modeling, or BIM for short. With this approach, all building information relevant to planning and implementation can be represented as a virtual model. A virtual twin of the real object is created, such as an office building or a ware house. These digital product model scan be combined to form an over all project without a real ground breaking ceremony. This is how entire districts are created virtually. This makes planning and implementation  much easier. At this point, we start with our digital strategy and support BIM.

What do you mean by that?

We provide planners, engineers and architects with digital models of our doorsas BIM data in various vformats world wide. In this way, we meet their changed needs, for example with a view to accelerating or optimizing processes on the customer side.

EFAFLEX is the world market leader in the manufacture of high-speed doors - but can a door even be digitized?

To put it simply, we provide the customer with goals that he can integrate into a digital network; more specifically: in his individual smart factory. Ourdoor scan be networked with one another via the EFA Smart Connect® IoT solution. This means that many processes can be controlled and tracked via the app; maintenance planning, for example, or spare parts deliveries. In the event of a malfunction, our service technicians can be reached directly. The app also simplifies service  processes. EFA Smart Connect® thus contributes to all three influenceable dimensions of the digital transformation. On the one hand, of course, on product digitization, dimension four: We enrichour product with digital networking options and thus make processes faster. We have set the course for this as part of our optimization of digital processes – here weare at dimension three. Dimension two is taken in to account because we design the customer's processes to be absolutely modular, based on their transformation status and digital maturity level. By turning a classic industrial product into a digital product - i.e. transferring it to Industry 4.0 – we are able to support our customers' desire for seamless integration into a smart factory.

Theperson

Christian Jacob has been Head of Marketing at EFAFLEX Tor- und Sicherhe its systeme GmbH & Co. KG, head quartered in Bruckberg, since November 2017. His passion is the design of marketing and brand-oriented corporate management based on more than 20 years of leadership experience. In particular, Jacob has long been dealing with the special changes and digitization in medium-sized companies.

Weekly Brief

 Top 10 Google Marketing Solution Companies in Europe - 2021
<

Read Also

The Ever-Evolving CRM Landscape

The Ever-Evolving CRM Landscape

Daniel Smith, Head of Digital Engagement, Kmart
Complete Picture of True CRM (Customer Relationship Management)

Complete Picture of True CRM (Customer Relationship Management)

Shiv Shankar Datta, Head of Information& Communication Technology& Process, FCA India (Fiat Chrysler Automobiles)
2 Keys to Success with CRM

2 Keys to Success with CRM

Rico Valdez, Director, Customer Relationship Management, AXA Philippines (Euronext: CS)
How Digital Transformation can be driven by CRM

How Digital Transformation can be driven by CRM

Laurence Leong, Senior Director, Strategic Alliances, SugarCRM
The Utter Truth About the Effectiveness of CRM and Customer Loyalty

The Utter Truth About the Effectiveness of CRM and Customer Loyalty

Ravel Lai, Chief Digital Officer, Dah Chong Hong Holdings Limited