際際滷shows by User: ccolby / http://www.slideshare.net/images/logo.gif 際際滷shows by User: ccolby / Tue, 06 Oct 2020 16:41:45 GMT 際際滷Share feed for 際際滷shows by User: ccolby Meeting Customer Needs in A Rapidly Changing World: Lessons From The American Innovation Index 速 /slideshow/meeting-customer-needs-in-a-rapidly-changing-world-lessons-from-the-american-innovation-index/238765355 aiiinsightsdeck20209-24-2020update-201006164145
The Year 2020 has had a dramatic effect on consumer lifestyles that will fundamentally transform the manner in which firms must deliver their services. Consumers are increasingly being forced to use and are being educated in the use of digital technologies in every aspect of life. Examples include the use of mobile apps for financial services, online ordering of products, and telemedicine. As the world emerges from the COVID-19 pandemic, companies must ask the questions of what is the new normal? and what do customers expect from us? In this presentation, you will learn: Winners and Losers: which companies are successfully navigating the new normal and which ones arent based on the latest data from the American Innovation Index that ranks 174 U.S. companies across 20 industries on company innovativeness based on the experiences of their customers? Changing Business Models for the Future: What are the consumer mindsets that exist across industries and what are their expectations in the future for service delivery? How a channel segmentation can guide strategy in the new normal]]>
The Year 2020 has had a dramatic effect on consumer lifestyles that will fundamentally transform the manner in which firms must deliver their services. Consumers are increasingly being forced to use and are being educated in the use of digital technologies in every aspect of life. Examples include the use of mobile apps for financial services, online ordering of products, and telemedicine. As the world emerges from the COVID-19 pandemic, companies must ask the questions of what is the new normal? and what do customers expect from us? In this presentation, you will learn: Winners and Losers: which companies are successfully navigating the new normal and which ones arent based on the latest data from the American Innovation Index that ranks 174 U.S. companies across 20 industries on company innovativeness based on the experiences of their customers? Changing Business Models for the Future: What are the consumer mindsets that exist across industries and what are their expectations in the future for service delivery? How a channel segmentation can guide strategy in the new normal]]> Tue, 06 Oct 2020 16:41:45 GMT /slideshow/meeting-customer-needs-in-a-rapidly-changing-world-lessons-from-the-american-innovation-index/238765355 ccolby@slideshare.net(ccolby) Meeting Customer Needs in A Rapidly Changing World: Lessons From The American Innovation Index 速 ccolby The Year 2020 has had a dramatic effect on consumer lifestyles that will fundamentally transform the manner in which firms must deliver their services. Consumers are increasingly being forced to use and are being educated in the use of digital technologies in every aspect of life. Examples include the use of mobile apps for financial services, online ordering of products, and telemedicine. As the world emerges from the COVID-19 pandemic, companies must ask the questions of what is the new normal? and what do customers expect from us? In this presentation, you will learn: Winners and Losers: which companies are successfully navigating the new normal and which ones arent based on the latest data from the American Innovation Index that ranks 174 U.S. companies across 20 industries on company innovativeness based on the experiences of their customers? Changing Business Models for the Future: What are the consumer mindsets that exist across industries and what are their expectations in the future for service delivery? How a channel segmentation can guide strategy in the new normal <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/aiiinsightsdeck20209-24-2020update-201006164145-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The Year 2020 has had a dramatic effect on consumer lifestyles that will fundamentally transform the manner in which firms must deliver their services. Consumers are increasingly being forced to use and are being educated in the use of digital technologies in every aspect of life. Examples include the use of mobile apps for financial services, online ordering of products, and telemedicine. As the world emerges from the COVID-19 pandemic, companies must ask the questions of what is the new normal? and what do customers expect from us? In this presentation, you will learn: Winners and Losers: which companies are successfully navigating the new normal and which ones arent based on the latest data from the American Innovation Index that ranks 174 U.S. companies across 20 industries on company innovativeness based on the experiences of their customers? Changing Business Models for the Future: What are the consumer mindsets that exist across industries and what are their expectations in the future for service delivery? How a channel segmentation can guide strategy in the new normal
Meeting Customer Needs in A Rapidly Changing World: Lessons From The American Innovation Index from Rockbridge Associates, Inc.
]]> 183 0 https://cdn.slidesharecdn.com/ss_thumbnails/aiiinsightsdeck20209-24-2020update-201006164145-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 The On-Demand Economy: How Big is it (and How do we Accurately Measure its Size?) /slideshow/the-ondemand-economy-how-big-is-it-and-how-do-we-accurately-measure-its-size/114120481 frontiers2018odepresentation-1-180912184541
Recent estimates on the size of the on-demand economy in the U.S. and issues faced in measuring the market size for cutting-edge services.]]>
Recent estimates on the size of the on-demand economy in the U.S. and issues faced in measuring the market size for cutting-edge services.]]> Wed, 12 Sep 2018 18:45:41 GMT /slideshow/the-ondemand-economy-how-big-is-it-and-how-do-we-accurately-measure-its-size/114120481 ccolby@slideshare.net(ccolby) The On-Demand Economy: How Big is it (and How do we Accurately Measure its Size?) ccolby Recent estimates on the size of the on-demand economy in the U.S. and issues faced in measuring the market size for cutting-edge services. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/frontiers2018odepresentation-1-180912184541-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Recent estimates on the size of the on-demand economy in the U.S. and issues faced in measuring the market size for cutting-edge services.
The On-Demand Economy: How Big is it (and How do we Accurately Measure its Size?) from Rockbridge Associates, Inc.
]]> 476 4 https://cdn.slidesharecdn.com/ss_thumbnails/frontiers2018odepresentation-1-180912184541-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Frontiers 2018 Aii Award Winning Presentation /slideshow/frontiers-2018-aii-award-winning-presentation/114070962 frontiers2018aiipresentation-180912143611
The American Innovation Index (AII) is an ambitious project to rate and rank U.S. companies across a variety of sectors based on their level of innovativeness, as viewed through the eyes of their customers. The study examines how consumers experience innovation from the leading companies they do business with, including how the companies interact with customers and their perceived social innovativeness. Innovativeness is an important feature for companies to address in their strategy because it correlates with loyalty, differentiates them from competition and drives growth. Indeed, a company may actually invest too much in ensuring high satisfaction and not enough in new and innovative ways of meeting customer needs. Social innovation is also an area of emerging importance in a business environment where consumers (particularly Millennials) expect companies to broaden their focus to solve social and environmental problems. This presentation will introduce the project and describe insights from the 2018 baseline AII (expected to be released in the second quarter). The AII is conducted by Rockbridge Associates, Inc., a market research firm that specializes in services and technology, in partnership with the Social Innovation Collaboratory at Fordham University and the Center for Innovation at the Norwegian School of Economics (NHH). The study is based on the methodology of the Norwegian Innovation Index (NII), with the inclusion of additional metrics to capture social innovation. NHH is recruiting partners around the world to conduct local innovation index tracking studies, so that ultimately comparisons can be made across markets. This project is unique in its scope. Most innovation listings of companies in the U.S. rely on financial metrics or upstream features such as R&D and technology investments. Using the NII methodology, the AII relies on downstream results, that is, what customers actually experience from service providers when they do business after innovation investments have had an impact. In addition, many innovation indexes rank countries instead of companies, usually based on macroeconomic measures. The true measure of innovativeness of a country is how its consumers perceive the companies they rely on for services and products.]]>
The American Innovation Index (AII) is an ambitious project to rate and rank U.S. companies across a variety of sectors based on their level of innovativeness, as viewed through the eyes of their customers. The study examines how consumers experience innovation from the leading companies they do business with, including how the companies interact with customers and their perceived social innovativeness. Innovativeness is an important feature for companies to address in their strategy because it correlates with loyalty, differentiates them from competition and drives growth. Indeed, a company may actually invest too much in ensuring high satisfaction and not enough in new and innovative ways of meeting customer needs. Social innovation is also an area of emerging importance in a business environment where consumers (particularly Millennials) expect companies to broaden their focus to solve social and environmental problems. This presentation will introduce the project and describe insights from the 2018 baseline AII (expected to be released in the second quarter). The AII is conducted by Rockbridge Associates, Inc., a market research firm that specializes in services and technology, in partnership with the Social Innovation Collaboratory at Fordham University and the Center for Innovation at the Norwegian School of Economics (NHH). The study is based on the methodology of the Norwegian Innovation Index (NII), with the inclusion of additional metrics to capture social innovation. NHH is recruiting partners around the world to conduct local innovation index tracking studies, so that ultimately comparisons can be made across markets. This project is unique in its scope. Most innovation listings of companies in the U.S. rely on financial metrics or upstream features such as R&D and technology investments. Using the NII methodology, the AII relies on downstream results, that is, what customers actually experience from service providers when they do business after innovation investments have had an impact. In addition, many innovation indexes rank countries instead of companies, usually based on macroeconomic measures. The true measure of innovativeness of a country is how its consumers perceive the companies they rely on for services and products.]]> Wed, 12 Sep 2018 14:36:11 GMT /slideshow/frontiers-2018-aii-award-winning-presentation/114070962 ccolby@slideshare.net(ccolby) Frontiers 2018 Aii Award Winning Presentation ccolby The American Innovation Index (AII) is an ambitious project to rate and rank U.S. companies across a variety of sectors based on their level of innovativeness, as viewed through the eyes of their customers. The study examines how consumers experience innovation from the leading companies they do business with, including how the companies interact with customers and their perceived social innovativeness. Innovativeness is an important feature for companies to address in their strategy because it correlates with loyalty, differentiates them from competition and drives growth. Indeed, a company may actually invest too much in ensuring high satisfaction and not enough in new and innovative ways of meeting customer needs. Social innovation is also an area of emerging importance in a business environment where consumers (particularly Millennials) expect companies to broaden their focus to solve social and environmental problems. This presentation will introduce the project and describe insights from the 2018 baseline AII (expected to be released in the second quarter). The AII is conducted by Rockbridge Associates, Inc., a market research firm that specializes in services and technology, in partnership with the Social Innovation Collaboratory at Fordham University and the Center for Innovation at the Norwegian School of Economics (NHH). The study is based on the methodology of the Norwegian Innovation Index (NII), with the inclusion of additional metrics to capture social innovation. NHH is recruiting partners around the world to conduct local innovation index tracking studies, so that ultimately comparisons can be made across markets. This project is unique in its scope. Most innovation listings of companies in the U.S. rely on financial metrics or upstream features such as R&D and technology investments. Using the NII methodology, the AII relies on downstream results, that is, what customers actually experience from service providers when they do business after innovation investments have had an impact. In addition, many innovation indexes rank countries instead of companies, usually based on macroeconomic measures. The true measure of innovativeness of a country is how its consumers perceive the companies they rely on for services and products. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/frontiers2018aiipresentation-180912143611-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> The American Innovation Index (AII) is an ambitious project to rate and rank U.S. companies across a variety of sectors based on their level of innovativeness, as viewed through the eyes of their customers. The study examines how consumers experience innovation from the leading companies they do business with, including how the companies interact with customers and their perceived social innovativeness. Innovativeness is an important feature for companies to address in their strategy because it correlates with loyalty, differentiates them from competition and drives growth. Indeed, a company may actually invest too much in ensuring high satisfaction and not enough in new and innovative ways of meeting customer needs. Social innovation is also an area of emerging importance in a business environment where consumers (particularly Millennials) expect companies to broaden their focus to solve social and environmental problems. This presentation will introduce the project and describe insights from the 2018 baseline AII (expected to be released in the second quarter). The AII is conducted by Rockbridge Associates, Inc., a market research firm that specializes in services and technology, in partnership with the Social Innovation Collaboratory at Fordham University and the Center for Innovation at the Norwegian School of Economics (NHH). The study is based on the methodology of the Norwegian Innovation Index (NII), with the inclusion of additional metrics to capture social innovation. NHH is recruiting partners around the world to conduct local innovation index tracking studies, so that ultimately comparisons can be made across markets. This project is unique in its scope. Most innovation listings of companies in the U.S. rely on financial metrics or upstream features such as R&amp;D and technology investments. Using the NII methodology, the AII relies on downstream results, that is, what customers actually experience from service providers when they do business after innovation investments have had an impact. In addition, many innovation indexes rank countries instead of companies, usually based on macroeconomic measures. The true measure of innovativeness of a country is how its consumers perceive the companies they rely on for services and products.
Frontiers 2018 Aii Award Winning Presentation from Rockbridge Associates, Inc.
]]> 323 7 https://cdn.slidesharecdn.com/ss_thumbnails/frontiers2018aiipresentation-180912143611-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Max share for financial institutions /slideshow/max-share-for-financial-institutions/78857080 maxshareforfinancialinstitutions-170815134801
You know that building a loyal customer base is critical to the success of your financial institution, but the Satisfaction or NPS measures you have place dont seem to link to the amount of banking customers conduct with your institution. Sound familiar? Youre not alone.]]>
You know that building a loyal customer base is critical to the success of your financial institution, but the Satisfaction or NPS measures you have place dont seem to link to the amount of banking customers conduct with your institution. Sound familiar? Youre not alone.]]> Tue, 15 Aug 2017 13:48:01 GMT /slideshow/max-share-for-financial-institutions/78857080 ccolby@slideshare.net(ccolby) Max share for financial institutions ccolby You know that building a loyal customer base is critical to the success of your financial institution, but the Satisfaction or NPS measures you have place dont seem to link to the amount of banking customers conduct with your institution. Sound familiar? Youre not alone. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/maxshareforfinancialinstitutions-170815134801-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> You know that building a loyal customer base is critical to the success of your financial institution, but the Satisfaction or NPS measures you have place dont seem to link to the amount of banking customers conduct with your institution. Sound familiar? Youre not alone.
Max share for financial institutions from Rockbridge Associates, Inc.
]]> 434 3 https://cdn.slidesharecdn.com/ss_thumbnails/maxshareforfinancialinstitutions-170815134801-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Strategically Evaluating your Association's Global Readiness, Intro /slideshow/strategically-evaluating-your-associations-global-readiness-intro/78793597 annualmeetingpresentation-placeholderpromoslides8-170812211649
Preview slides for presentation at #ASAE17, learn about new global maturity assessment tool and a national benchmark study of associations going global. Join Charles Colby, Chief Methodologist at Rockbridge, Sharon Moss, Head of Research for ASAE Foundation, and Nikki Walker, VP at MCI Group, Monday, 8/14/2017 at 2:00 PM, 717AB.]]>
Preview slides for presentation at #ASAE17, learn about new global maturity assessment tool and a national benchmark study of associations going global. Join Charles Colby, Chief Methodologist at Rockbridge, Sharon Moss, Head of Research for ASAE Foundation, and Nikki Walker, VP at MCI Group, Monday, 8/14/2017 at 2:00 PM, 717AB.]]> Sat, 12 Aug 2017 21:16:49 GMT /slideshow/strategically-evaluating-your-associations-global-readiness-intro/78793597 ccolby@slideshare.net(ccolby) Strategically Evaluating your Association's Global Readiness, Intro ccolby Preview slides for presentation at #ASAE17, learn about new global maturity assessment tool and a national benchmark study of associations going global. Join Charles Colby, Chief Methodologist at Rockbridge, Sharon Moss, Head of Research for ASAE Foundation, and Nikki Walker, VP at MCI Group, Monday, 8/14/2017 at 2:00 PM, 717AB. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/annualmeetingpresentation-placeholderpromoslides8-170812211649-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Preview slides for presentation at #ASAE17, learn about new global maturity assessment tool and a national benchmark study of associations going global. Join Charles Colby, Chief Methodologist at Rockbridge, Sharon Moss, Head of Research for ASAE Foundation, and Nikki Walker, VP at MCI Group, Monday, 8/14/2017 at 2:00 PM, 717AB.
Strategically Evaluating your Association's Global Readiness, Intro from Rockbridge Associates, Inc.
]]> 394 5 https://cdn.slidesharecdn.com/ss_thumbnails/annualmeetingpresentation-placeholderpromoslides8-170812211649-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 MaxShare /slideshow/max-share/78275052 maxshare-170726141739
Our MaxShare solution leverages traditional metrics, but shifts the focus from ratings to competitive rank, which: Provides a true customer view of your performance that is proven to link to customer behavior Quantifies the money going from your customers to competitors Identifies what really drives customer spending]]>
Our MaxShare solution leverages traditional metrics, but shifts the focus from ratings to competitive rank, which: Provides a true customer view of your performance that is proven to link to customer behavior Quantifies the money going from your customers to competitors Identifies what really drives customer spending]]> Wed, 26 Jul 2017 14:17:39 GMT /slideshow/max-share/78275052 ccolby@slideshare.net(ccolby) MaxShare ccolby Our MaxShare solution leverages traditional metrics, but shifts the focus from ratings to competitive rank, which: Provides a true customer view of your performance that is proven to link to customer behavior Quantifies the money going from your customers to competitors Identifies what really drives customer spending <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/maxshare-170726141739-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Our MaxShare solution leverages traditional metrics, but shifts the focus from ratings to competitive rank, which: Provides a true customer view of your performance that is proven to link to customer behavior Quantifies the money going from your customers to competitors Identifies what really drives customer spending
MaxShare from Rockbridge Associates, Inc.
]]> 25207 5 https://cdn.slidesharecdn.com/ss_thumbnails/maxshare-170726141739-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Advancing Technology Success in the Association Sector /slideshow/advancing-technology-success-in-the-association-sector/77587022 techsuccesstoolasservicefinal-170706183008
American Society of Association Executives (ASAE) conducted a multi-year study to understand the drivers of tech success and IT maturity in the association sector. The project also examined Technology Readiness among association members and employees. Conducted with support from DelCor Technologies and implemented by Rockbridge Associates, Inc.]]>
American Society of Association Executives (ASAE) conducted a multi-year study to understand the drivers of tech success and IT maturity in the association sector. The project also examined Technology Readiness among association members and employees. Conducted with support from DelCor Technologies and implemented by Rockbridge Associates, Inc.]]> Thu, 06 Jul 2017 18:30:08 GMT /slideshow/advancing-technology-success-in-the-association-sector/77587022 ccolby@slideshare.net(ccolby) Advancing Technology Success in the Association Sector ccolby American Society of Association Executives (ASAE) conducted a multi-year study to understand the drivers of tech success and IT maturity in the association sector. The project also examined Technology Readiness among association members and employees. Conducted with support from DelCor Technologies and implemented by Rockbridge Associates, Inc. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/techsuccesstoolasservicefinal-170706183008-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> American Society of Association Executives (ASAE) conducted a multi-year study to understand the drivers of tech success and IT maturity in the association sector. The project also examined Technology Readiness among association members and employees. Conducted with support from DelCor Technologies and implemented by Rockbridge Associates, Inc.
Advancing Technology Success in the Association Sector from Rockbridge Associates, Inc.
]]> 164 5 https://cdn.slidesharecdn.com/ss_thumbnails/techsuccesstoolasservicefinal-170706183008-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Showrooming vs. Webrooming: The Effect of Multichannel Information Search on Purchase Behavior /ccolby/showrooming-vs-webrooming-the-effect-of-multichannel-information-search-on-purchase-behavior showrooming-160722150243
Although there has been a steady growth in multichannel retailing, few studies examine how different channels of information search affect customers purchase behavior. As the retailing industry evolves toward multichannel or omnichannel retailing, customers may use one channel to search for information and purchase in another channel. For example, customers can get product information in a brick-and-mortar retail store and then purchase a product online, referred to as showrooming. Alternatively, customers may go online to search product information but then go to a brick-and-mortar retail store to complete their purchase, referred to as webrooming. Besides, customers can evaluate product attributes by touch and feel the product in the store and they can simultaneously get additional information using an online search at the brick-and-mortar retail store, and then make a purchase decision in the brick-and-mortar retail store or in the online channel. In this study, we compare the effect of offline information sources (e.g., advertising/direct marketing, conversation with friend or family) and online information sources (e.g., online advertising, email marketing) on customers purchase behavior in both online and offline channels. In addition, we also examine the influence of in-store online information search on in-store and online purchase behavior. We test our conjectures by using data from more than 700 respondents of the 2014 National Technology Readiness Survey (NTRS), who have made personal purchase for a various types of products where the total amount of the transaction was at least $50 in the past 3 months. We find that offline information source is positively and strongly associated with the likelihood of purchasing in a brick-and-mortar retail store, but we see a significant negative association between use of an online information source and probability of purchase in a brick-and-mortar retail store. These results elucidate the importance of channel consistency between information search and purchase. Interestingly, we find counterintuitive evidence of showrooming and webrooming behavior: while in-store online search has significant and positive correlation with in-store purchase behavior, in-store online search decreases the probability of purchasing online. These results provide new insights for customer behavior in multi-channel settings and provide implications for designing marketing interventions. ]]>
Although there has been a steady growth in multichannel retailing, few studies examine how different channels of information search affect customers purchase behavior. As the retailing industry evolves toward multichannel or omnichannel retailing, customers may use one channel to search for information and purchase in another channel. For example, customers can get product information in a brick-and-mortar retail store and then purchase a product online, referred to as showrooming. Alternatively, customers may go online to search product information but then go to a brick-and-mortar retail store to complete their purchase, referred to as webrooming. Besides, customers can evaluate product attributes by touch and feel the product in the store and they can simultaneously get additional information using an online search at the brick-and-mortar retail store, and then make a purchase decision in the brick-and-mortar retail store or in the online channel. In this study, we compare the effect of offline information sources (e.g., advertising/direct marketing, conversation with friend or family) and online information sources (e.g., online advertising, email marketing) on customers purchase behavior in both online and offline channels. In addition, we also examine the influence of in-store online information search on in-store and online purchase behavior. We test our conjectures by using data from more than 700 respondents of the 2014 National Technology Readiness Survey (NTRS), who have made personal purchase for a various types of products where the total amount of the transaction was at least $50 in the past 3 months. We find that offline information source is positively and strongly associated with the likelihood of purchasing in a brick-and-mortar retail store, but we see a significant negative association between use of an online information source and probability of purchase in a brick-and-mortar retail store. These results elucidate the importance of channel consistency between information search and purchase. Interestingly, we find counterintuitive evidence of showrooming and webrooming behavior: while in-store online search has significant and positive correlation with in-store purchase behavior, in-store online search decreases the probability of purchasing online. These results provide new insights for customer behavior in multi-channel settings and provide implications for designing marketing interventions. ]]> Fri, 22 Jul 2016 15:02:43 GMT /ccolby/showrooming-vs-webrooming-the-effect-of-multichannel-information-search-on-purchase-behavior ccolby@slideshare.net(ccolby) Showrooming vs. Webrooming: The Effect of Multichannel Information Search on Purchase Behavior ccolby Although there has been a steady growth in multichannel retailing, few studies examine how different channels of information search affect customers purchase behavior. As the retailing industry evolves toward multichannel or omnichannel retailing, customers may use one channel to search for information and purchase in another channel. For example, customers can get product information in a brick-and-mortar retail store and then purchase a product online, referred to as showrooming. Alternatively, customers may go online to search product information but then go to a brick-and-mortar retail store to complete their purchase, referred to as webrooming. Besides, customers can evaluate product attributes by touch and feel the product in the store and they can simultaneously get additional information using an online search at the brick-and-mortar retail store, and then make a purchase decision in the brick-and-mortar retail store or in the online channel. In this study, we compare the effect of offline information sources (e.g., advertising/direct marketing, conversation with friend or family) and online information sources (e.g., online advertising, email marketing) on customers purchase behavior in both online and offline channels. In addition, we also examine the influence of in-store online information search on in-store and online purchase behavior. We test our conjectures by using data from more than 700 respondents of the 2014 National Technology Readiness Survey (NTRS), who have made personal purchase for a various types of products where the total amount of the transaction was at least $50 in the past 3 months. We find that offline information source is positively and strongly associated with the likelihood of purchasing in a brick-and-mortar retail store, but we see a significant negative association between use of an online information source and probability of purchase in a brick-and-mortar retail store. These results elucidate the importance of channel consistency between information search and purchase. Interestingly, we find counterintuitive evidence of showrooming and webrooming behavior: while in-store online search has significant and positive correlation with in-store purchase behavior, in-store online search decreases the probability of purchasing online. These results provide new insights for customer behavior in multi-channel settings and provide implications for designing marketing interventions. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/showrooming-160722150243-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Although there has been a steady growth in multichannel retailing, few studies examine how different channels of information search affect customers purchase behavior. As the retailing industry evolves toward multichannel or omnichannel retailing, customers may use one channel to search for information and purchase in another channel. For example, customers can get product information in a brick-and-mortar retail store and then purchase a product online, referred to as showrooming. Alternatively, customers may go online to search product information but then go to a brick-and-mortar retail store to complete their purchase, referred to as webrooming. Besides, customers can evaluate product attributes by touch and feel the product in the store and they can simultaneously get additional information using an online search at the brick-and-mortar retail store, and then make a purchase decision in the brick-and-mortar retail store or in the online channel. In this study, we compare the effect of offline information sources (e.g., advertising/direct marketing, conversation with friend or family) and online information sources (e.g., online advertising, email marketing) on customers purchase behavior in both online and offline channels. In addition, we also examine the influence of in-store online information search on in-store and online purchase behavior. We test our conjectures by using data from more than 700 respondents of the 2014 National Technology Readiness Survey (NTRS), who have made personal purchase for a various types of products where the total amount of the transaction was at least $50 in the past 3 months. We find that offline information source is positively and strongly associated with the likelihood of purchasing in a brick-and-mortar retail store, but we see a significant negative association between use of an online information source and probability of purchase in a brick-and-mortar retail store. These results elucidate the importance of channel consistency between information search and purchase. Interestingly, we find counterintuitive evidence of showrooming and webrooming behavior: while in-store online search has significant and positive correlation with in-store purchase behavior, in-store online search decreases the probability of purchasing online. These results provide new insights for customer behavior in multi-channel settings and provide implications for designing marketing interventions.
Showrooming vs. Webrooming: The Effect of Multichannel Information Search on Purchase Behavior from Rockbridge Associates, Inc.
]]> 1520 6 https://cdn.slidesharecdn.com/ss_thumbnails/showrooming-160722150243-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 How Strategy and Governance Choices Influence Innovation Success in Software Products and Services /slideshow/how-strategy-and-governance-choices-influence-innovation-success-in-software-products-and-services/64286727 itinnovation-160722150226
Information technology (IT) and software innovations are becoming increasingly important for survival and success of firms across all economic sectors, as demonstrated by the success of firms such as Uber and Airbnb. This study focuses on the effect of a firm's strategic and governance choices on success of new product development, which includes measures such as time to roll out, new revenue streams created by new software products, and competitiveness of software in the market. Our key assertion is that creating successful innovations requires transfer of individual and collective knowledge between internal and external resources across geographies, making it necessary to pay careful attention to how a firm disaggregates itself in its value chain or across geography. These are critical decisions and it is not uncommon for firms to swing back and forth in the extent to which they use outsourcing and offshoring with mixed results. For example, GM was reportedly trying to reverse its use of outsourcing from 90% in 2012 to only about 10% by 2015, partly to become more innovative. Likewise, the extent to which business leaders should get involved in technical decisions is a fundamental question in the IT governance literature with little empirical guidance on the implications of those choices for innovation success. We argue that an appropriate mix of onshore and offshore staffs may provide cultural diversity, an appropriate mix of insourced and outsourced resources might provide institutional diversity, and governance of top managers decision rights might generate knowledge and experience diversity. These diversities then help firms to achieve innovation success. We develop a theoretical model that links key strategy and governance decisions to innovation success in new software development projects, and we test our hypotheses based on data from more than 150 professionals in the United States who are responsible for new software product development. We find the right balance of onshore and offshore team members to be more salient in influencing innovation success than decisions related to insourced versus outsourced development. Our findings suggest a greater likelihood of innovation when business executives make technical decisions, particularly if firms compete by selling high price margin software products or services. The results provide researchers and practitioners important insights on how business leaders should participate in technical decisions to shape innovation efforts, and how they should create appropriate team diversity across geographies to spur innovation. These findings can also inform strategic choices in terms of a firm's strategic posture with respect to outsourcing (value chain disaggregation) and offshoring (geographic disaggregation). ]]>
Information technology (IT) and software innovations are becoming increasingly important for survival and success of firms across all economic sectors, as demonstrated by the success of firms such as Uber and Airbnb. This study focuses on the effect of a firm's strategic and governance choices on success of new product development, which includes measures such as time to roll out, new revenue streams created by new software products, and competitiveness of software in the market. Our key assertion is that creating successful innovations requires transfer of individual and collective knowledge between internal and external resources across geographies, making it necessary to pay careful attention to how a firm disaggregates itself in its value chain or across geography. These are critical decisions and it is not uncommon for firms to swing back and forth in the extent to which they use outsourcing and offshoring with mixed results. For example, GM was reportedly trying to reverse its use of outsourcing from 90% in 2012 to only about 10% by 2015, partly to become more innovative. Likewise, the extent to which business leaders should get involved in technical decisions is a fundamental question in the IT governance literature with little empirical guidance on the implications of those choices for innovation success. We argue that an appropriate mix of onshore and offshore staffs may provide cultural diversity, an appropriate mix of insourced and outsourced resources might provide institutional diversity, and governance of top managers decision rights might generate knowledge and experience diversity. These diversities then help firms to achieve innovation success. We develop a theoretical model that links key strategy and governance decisions to innovation success in new software development projects, and we test our hypotheses based on data from more than 150 professionals in the United States who are responsible for new software product development. We find the right balance of onshore and offshore team members to be more salient in influencing innovation success than decisions related to insourced versus outsourced development. Our findings suggest a greater likelihood of innovation when business executives make technical decisions, particularly if firms compete by selling high price margin software products or services. The results provide researchers and practitioners important insights on how business leaders should participate in technical decisions to shape innovation efforts, and how they should create appropriate team diversity across geographies to spur innovation. These findings can also inform strategic choices in terms of a firm's strategic posture with respect to outsourcing (value chain disaggregation) and offshoring (geographic disaggregation). ]]> Fri, 22 Jul 2016 15:02:26 GMT /slideshow/how-strategy-and-governance-choices-influence-innovation-success-in-software-products-and-services/64286727 ccolby@slideshare.net(ccolby) How Strategy and Governance Choices Influence Innovation Success in Software Products and Services ccolby Information technology (IT) and software innovations are becoming increasingly important for survival and success of firms across all economic sectors, as demonstrated by the success of firms such as Uber and Airbnb. This study focuses on the effect of a firm's strategic and governance choices on success of new product development, which includes measures such as time to roll out, new revenue streams created by new software products, and competitiveness of software in the market. Our key assertion is that creating successful innovations requires transfer of individual and collective knowledge between internal and external resources across geographies, making it necessary to pay careful attention to how a firm disaggregates itself in its value chain or across geography. These are critical decisions and it is not uncommon for firms to swing back and forth in the extent to which they use outsourcing and offshoring with mixed results. For example, GM was reportedly trying to reverse its use of outsourcing from 90% in 2012 to only about 10% by 2015, partly to become more innovative. Likewise, the extent to which business leaders should get involved in technical decisions is a fundamental question in the IT governance literature with little empirical guidance on the implications of those choices for innovation success. We argue that an appropriate mix of onshore and offshore staffs may provide cultural diversity, an appropriate mix of insourced and outsourced resources might provide institutional diversity, and governance of top managers decision rights might generate knowledge and experience diversity. These diversities then help firms to achieve innovation success. We develop a theoretical model that links key strategy and governance decisions to innovation success in new software development projects, and we test our hypotheses based on data from more than 150 professionals in the United States who are responsible for new software product development. We find the right balance of onshore and offshore team members to be more salient in influencing innovation success than decisions related to insourced versus outsourced development. Our findings suggest a greater likelihood of innovation when business executives make technical decisions, particularly if firms compete by selling high price margin software products or services. The results provide researchers and practitioners important insights on how business leaders should participate in technical decisions to shape innovation efforts, and how they should create appropriate team diversity across geographies to spur innovation. These findings can also inform strategic choices in terms of a firm's strategic posture with respect to outsourcing (value chain disaggregation) and offshoring (geographic disaggregation). <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/itinnovation-160722150226-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Information technology (IT) and software innovations are becoming increasingly important for survival and success of firms across all economic sectors, as demonstrated by the success of firms such as Uber and Airbnb. This study focuses on the effect of a firm&#39;s strategic and governance choices on success of new product development, which includes measures such as time to roll out, new revenue streams created by new software products, and competitiveness of software in the market. Our key assertion is that creating successful innovations requires transfer of individual and collective knowledge between internal and external resources across geographies, making it necessary to pay careful attention to how a firm disaggregates itself in its value chain or across geography. These are critical decisions and it is not uncommon for firms to swing back and forth in the extent to which they use outsourcing and offshoring with mixed results. For example, GM was reportedly trying to reverse its use of outsourcing from 90% in 2012 to only about 10% by 2015, partly to become more innovative. Likewise, the extent to which business leaders should get involved in technical decisions is a fundamental question in the IT governance literature with little empirical guidance on the implications of those choices for innovation success. We argue that an appropriate mix of onshore and offshore staffs may provide cultural diversity, an appropriate mix of insourced and outsourced resources might provide institutional diversity, and governance of top managers decision rights might generate knowledge and experience diversity. These diversities then help firms to achieve innovation success. We develop a theoretical model that links key strategy and governance decisions to innovation success in new software development projects, and we test our hypotheses based on data from more than 150 professionals in the United States who are responsible for new software product development. We find the right balance of onshore and offshore team members to be more salient in influencing innovation success than decisions related to insourced versus outsourced development. Our findings suggest a greater likelihood of innovation when business executives make technical decisions, particularly if firms compete by selling high price margin software products or services. The results provide researchers and practitioners important insights on how business leaders should participate in technical decisions to shape innovation efforts, and how they should create appropriate team diversity across geographies to spur innovation. These findings can also inform strategic choices in terms of a firm&#39;s strategic posture with respect to outsourcing (value chain disaggregation) and offshoring (geographic disaggregation).
How Strategy and Governance Choices Influence Innovation Success in Software Products and Services from Rockbridge Associates, Inc.
]]> 384 4 https://cdn.slidesharecdn.com/ss_thumbnails/itinnovation-160722150226-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Service Robotics: How Ready are Consumers to Adopt and What Drives Acceptance? /slideshow/frontiers-2016-colby-parasuraman/64259037 frontiers2016colbyparasuraman-160721185429
A new frontier in services is the introduction of intelligent robots to take over tasks performed by consumers or employees. In this context, we define robots as technology that can perform physical tasks, operate autonomously without needing instruction, and are directed by computers without help from people. Examples of robotic services in the future may include: renting a car that also performs the driving, riding in a taxi cab without a driver, receiving a package delivered by air by a pilotless drone, interacting with a robotic server at a restaurant, or having manual housework performed by a robotic servant. This presentation shares research from the U.S. market on consumer acceptance of futuristic robotic services and explores the attitudes and beliefs that predict and explain acceptance. As part of this research, we are also testing a new method for gauging technology acceptance that mirrors the theoretical framework behind the Technology Readiness Index by Parasuraman and Colby (2015). The presentation will reveal interesting topline findings on general acceptance of robotics in addition to a causal analysis of factors behind acceptance. Our study shows, for instance, that consumers have a high level of interest in a robotic servant to handle menial labor at home (e.g., cleaning toilets and vacuuming), but little interest in riding in a driverless taxi. Consumers strongly believe there is a risk of becoming too dependent on robots, but ironically, this concern tends not to significantly dampen interest in robots. On the other hand, concern with getting robots to operate properly and fear of harm from them are significantly-negative correlates. Acceptance of robots and robotic services correlates with technology readiness, measured by the TRI 2.0 scale. The basis for our study is the 2015 National Technology Readiness Survey, conducted by Rockbridge Associates, Inc., A. Parasuraman, and sponsored by Center for Excellence at the Robert H. Smith School of Business. ]]>
A new frontier in services is the introduction of intelligent robots to take over tasks performed by consumers or employees. In this context, we define robots as technology that can perform physical tasks, operate autonomously without needing instruction, and are directed by computers without help from people. Examples of robotic services in the future may include: renting a car that also performs the driving, riding in a taxi cab without a driver, receiving a package delivered by air by a pilotless drone, interacting with a robotic server at a restaurant, or having manual housework performed by a robotic servant. This presentation shares research from the U.S. market on consumer acceptance of futuristic robotic services and explores the attitudes and beliefs that predict and explain acceptance. As part of this research, we are also testing a new method for gauging technology acceptance that mirrors the theoretical framework behind the Technology Readiness Index by Parasuraman and Colby (2015). The presentation will reveal interesting topline findings on general acceptance of robotics in addition to a causal analysis of factors behind acceptance. Our study shows, for instance, that consumers have a high level of interest in a robotic servant to handle menial labor at home (e.g., cleaning toilets and vacuuming), but little interest in riding in a driverless taxi. Consumers strongly believe there is a risk of becoming too dependent on robots, but ironically, this concern tends not to significantly dampen interest in robots. On the other hand, concern with getting robots to operate properly and fear of harm from them are significantly-negative correlates. Acceptance of robots and robotic services correlates with technology readiness, measured by the TRI 2.0 scale. The basis for our study is the 2015 National Technology Readiness Survey, conducted by Rockbridge Associates, Inc., A. Parasuraman, and sponsored by Center for Excellence at the Robert H. Smith School of Business. ]]> Thu, 21 Jul 2016 18:54:29 GMT /slideshow/frontiers-2016-colby-parasuraman/64259037 ccolby@slideshare.net(ccolby) Service Robotics: How Ready are Consumers to Adopt and What Drives Acceptance? ccolby A new frontier in services is the introduction of intelligent robots to take over tasks performed by consumers or employees. In this context, we define robots as technology that can perform physical tasks, operate autonomously without needing instruction, and are directed by computers without help from people. Examples of robotic services in the future may include: renting a car that also performs the driving, riding in a taxi cab without a driver, receiving a package delivered by air by a pilotless drone, interacting with a robotic server at a restaurant, or having manual housework performed by a robotic servant. This presentation shares research from the U.S. market on consumer acceptance of futuristic robotic services and explores the attitudes and beliefs that predict and explain acceptance. As part of this research, we are also testing a new method for gauging technology acceptance that mirrors the theoretical framework behind the Technology Readiness Index by Parasuraman and Colby (2015). The presentation will reveal interesting topline findings on general acceptance of robotics in addition to a causal analysis of factors behind acceptance. Our study shows, for instance, that consumers have a high level of interest in a robotic servant to handle menial labor at home (e.g., cleaning toilets and vacuuming), but little interest in riding in a driverless taxi. Consumers strongly believe there is a risk of becoming too dependent on robots, but ironically, this concern tends not to significantly dampen interest in robots. On the other hand, concern with getting robots to operate properly and fear of harm from them are significantly-negative correlates. Acceptance of robots and robotic services correlates with technology readiness, measured by the TRI 2.0 scale. The basis for our study is the 2015 National Technology Readiness Survey, conducted by Rockbridge Associates, Inc., A. Parasuraman, and sponsored by Center for Excellence at the Robert H. Smith School of Business. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/frontiers2016colbyparasuraman-160721185429-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> A new frontier in services is the introduction of intelligent robots to take over tasks performed by consumers or employees. In this context, we define robots as technology that can perform physical tasks, operate autonomously without needing instruction, and are directed by computers without help from people. Examples of robotic services in the future may include: renting a car that also performs the driving, riding in a taxi cab without a driver, receiving a package delivered by air by a pilotless drone, interacting with a robotic server at a restaurant, or having manual housework performed by a robotic servant. This presentation shares research from the U.S. market on consumer acceptance of futuristic robotic services and explores the attitudes and beliefs that predict and explain acceptance. As part of this research, we are also testing a new method for gauging technology acceptance that mirrors the theoretical framework behind the Technology Readiness Index by Parasuraman and Colby (2015). The presentation will reveal interesting topline findings on general acceptance of robotics in addition to a causal analysis of factors behind acceptance. Our study shows, for instance, that consumers have a high level of interest in a robotic servant to handle menial labor at home (e.g., cleaning toilets and vacuuming), but little interest in riding in a driverless taxi. Consumers strongly believe there is a risk of becoming too dependent on robots, but ironically, this concern tends not to significantly dampen interest in robots. On the other hand, concern with getting robots to operate properly and fear of harm from them are significantly-negative correlates. Acceptance of robots and robotic services correlates with technology readiness, measured by the TRI 2.0 scale. The basis for our study is the 2015 National Technology Readiness Survey, conducted by Rockbridge Associates, Inc., A. Parasuraman, and sponsored by Center for Excellence at the Robert H. Smith School of Business.
Service Robotics: How Ready are Consumers to Adopt and What Drives Acceptance? from Rockbridge Associates, Inc.
]]> 2114 5 https://cdn.slidesharecdn.com/ss_thumbnails/frontiers2016colbyparasuraman-160721185429-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 Frontiers 2015, by 3 Pillar, CES, Rockbridge /slideshow/frontiers-2015-by-3-pillar-ces-rockbridge-50735368/50735368 cc7e714f-0f49-4ed4-b139-78578f1ccac9-150720230150-lva1-app6892
Research on drivers of product development innovation success in a software development environment. Presented at the 2015 Frontiers in Service .]]>
Research on drivers of product development innovation success in a software development environment. Presented at the 2015 Frontiers in Service .]]> Mon, 20 Jul 2015 23:01:50 GMT /slideshow/frontiers-2015-by-3-pillar-ces-rockbridge-50735368/50735368 ccolby@slideshare.net(ccolby) Frontiers 2015, by 3 Pillar, CES, Rockbridge ccolby Research on drivers of product development innovation success in a software development environment. Presented at the 2015 Frontiers in Service . <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/cc7e714f-0f49-4ed4-b139-78578f1ccac9-150720230150-lva1-app6892-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Research on drivers of product development innovation success in a software development environment. Presented at the 2015 Frontiers in Service .
Frontiers 2015, by 3 Pillar, CES, Rockbridge from Rockbridge Associates, Inc.
]]> 489 7 https://cdn.slidesharecdn.com/ss_thumbnails/cc7e714f-0f49-4ed4-b139-78578f1ccac9-150720230150-lva1-app6892-thumbnail.jpg?width=120&height=120&fit=bounds presentation White http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 5 technology consumers to watch, frontiers 2008, colby & molina /slideshow/5-technology-consumers-to-watch-frontiers-2008-colby-molina/38381652 5technologyconsumerstowatchfrontiers2008colbymolina-140826141313-phpapp02
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]]> Tue, 26 Aug 2014 14:13:13 GMT /slideshow/5-technology-consumers-to-watch-frontiers-2008-colby-molina/38381652 ccolby@slideshare.net(ccolby) 5 technology consumers to watch, frontiers 2008, colby & molina ccolby <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/5technologyconsumerstowatchfrontiers2008colbymolina-140826141313-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br>
5 technology consumers to watch, frontiers 2008, colby & molina from Rockbridge Associates, Inc.
]]> 342 2 https://cdn.slidesharecdn.com/ss_thumbnails/5technologyconsumerstowatchfrontiers2008colbymolina-140826141313-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 It isnt easy being green, or is it? /ccolby/it-isnt-easy-being-green-or-is-it-frontiers-2008-bates-colby-taliuaga itisnteasybeinggreenorisitfrontiers2008batescolbytaliuaga-140826140556-phpapp02
Market research on green technology consumers, including a "greenovator" segmentation and interest in green technology. Presented by Joe Bates, Charles Colby and Joe Taliuaga at the Frontiers in Services Conference, 2008.]]>
Market research on green technology consumers, including a "greenovator" segmentation and interest in green technology. Presented by Joe Bates, Charles Colby and Joe Taliuaga at the Frontiers in Services Conference, 2008.]]> Tue, 26 Aug 2014 14:05:56 GMT /ccolby/it-isnt-easy-being-green-or-is-it-frontiers-2008-bates-colby-taliuaga ccolby@slideshare.net(ccolby) It isnt easy being green, or is it? ccolby Market research on green technology consumers, including a "greenovator" segmentation and interest in green technology. Presented by Joe Bates, Charles Colby and Joe Taliuaga at the Frontiers in Services Conference, 2008. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/itisnteasybeinggreenorisitfrontiers2008batescolbytaliuaga-140826140556-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Market research on green technology consumers, including a &quot;greenovator&quot; segmentation and interest in green technology. Presented by Joe Bates, Charles Colby and Joe Taliuaga at the Frontiers in Services Conference, 2008.
It isnt easy being green, or is it? from Rockbridge Associates, Inc.
]]> 697 6 https://cdn.slidesharecdn.com/ss_thumbnails/itisnteasybeinggreenorisitfrontiers2008batescolbytaliuaga-140826140556-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 A Services Landscape Transformed by Technology: Findings from the 2014 National Technology Readiness Survey, Colby and Parasuram /slideshow/ntrs-2014-frontiers-presentation/36482148 ntrs2014-frontierspresentation-140630172829-phpapp02
Results to the 2014 National Technology Readiness Survey, Technology Readiness, e-services growth, Omni-channel behavior, and Channel Foraging.]]>
Results to the 2014 National Technology Readiness Survey, Technology Readiness, e-services growth, Omni-channel behavior, and Channel Foraging.]]> Mon, 30 Jun 2014 17:28:29 GMT /slideshow/ntrs-2014-frontiers-presentation/36482148 ccolby@slideshare.net(ccolby) A Services Landscape Transformed by Technology: Findings from the 2014 National Technology Readiness Survey, Colby and Parasuram ccolby Results to the 2014 National Technology Readiness Survey, Technology Readiness, e-services growth, Omni-channel behavior, and Channel Foraging. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/ntrs2014-frontierspresentation-140630172829-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Results to the 2014 National Technology Readiness Survey, Technology Readiness, e-services growth, Omni-channel behavior, and Channel Foraging.
A Services Landscape Transformed by Technology: Findings from the 2014 National Technology Readiness Survey, Colby and Parasuram from Rockbridge Associates, Inc.
]]> 2897 11 https://cdn.slidesharecdn.com/ss_thumbnails/ntrs2014-frontierspresentation-140630172829-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 0 https://cdn.slidesharecdn.com/profile-photo-ccolby-48x48.jpg?cb=1602002446 Principal and Founder of Rockbridge Associates, Inc., a custom market research firm in the Washington, DC area. I serve as the chief methodologist at Rockbridge, where I mentor staff and clients in areas such as data modelling, conjoint/choice design, market segmentation, and means-end studies. I also offer strategic guidance to a range of clients in the services, technology and non-profit sectors, where I guide them on customer satisfaction, product development and communications strategy. I am involved in identifying cutting-edge areas for our firm, such as green research initiatives. I have over 30 years experience as a research practitioner on the consulting and client side. I... www.rockresearch.com https://cdn.slidesharecdn.com/ss_thumbnails/aiiinsightsdeck20209-24-2020update-201006164145-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/meeting-customer-needs-in-a-rapidly-changing-world-lessons-from-the-american-innovation-index/238765355 Meeting Customer Needs... https://cdn.slidesharecdn.com/ss_thumbnails/frontiers2018odepresentation-1-180912184541-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/the-ondemand-economy-how-big-is-it-and-how-do-we-accurately-measure-its-size/114120481 The On-Demand Economy:... https://cdn.slidesharecdn.com/ss_thumbnails/frontiers2018aiipresentation-180912143611-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/frontiers-2018-aii-award-winning-presentation/114070962 Frontiers 2018 Aii Aw...