The irruption of digitalization in the industrial company makes it easier to go from being a company that sells a product and loses the traceability of the customer -and that is dedicated cyclically every month to try to make sales-, to being a company that manages customers and that through this continuous management, cultivates relationships and sells the customer what he needs. Both products and services that the company already has in its catalog, as well as others that the customer will need in the future and that it will be necessary to anticipate in order to have them ready to offer when the real need arises.
Therefore, the aim is to make the most of the technology arising from the digitization process and the new way of relating to the customer. In this way, it is possible to reach extremes that were unattainable until then and that always result in an increase in sales, revenues, profits and an improvement - possibly difficult to quantify, but not to demonstrate - in the relationship with customers.
Curiously, digitization in the industrial company allows a multitude of processes that previously depended directly on the constant attention of workers, now freeing them from these tasks and allowing them to dedicate more time and calmly, to know the customer and their needs in depth. It is as if, thanks to the benefits of digitization, the old profession of the salesman, who knew his customers so well, to whom he dedicated his best resources in a personalized way, has been recovered.
Finally, digitization also has to do with businesses that appear as a result of the crystallization of technologies that have been talked about but that will have an enormous impact; fundamentally, Artificial Intelligence. An AI that is capable of making decisions for people and with much greater success.. This will surely mean that in the medium term, organizations will have to rethink the role of a manager, who to date is the one who makes the decisions that will soon be taken by AI.
As for ROI and digitization, it should be noted that providing a measure of ROI as such is not straightforward. Sometimes you have to bet on the latter. It allows for investment and results in a higher return, while at other times, it is not a choice, but rather that by not betting on digitization, the stubborn reality of events leads to the demise of the organization. In these cases, the return is not so much economic as a question of survival. And it is this differentiation that the industrial company itself has to consider. In which of the two situations is each company, one that points to the obvious convenience of betting on digitization or another that leaves no other possibility but to invest in it.
Find out what aspects are affected by the necessary digitization
As a starting point, it is safe to say that the following can be safely stated digitization improves costs, time and error reduction. A very simple example that changes the day-to-day life of a productive company is how digitization makes it possible to eliminate paper at any stage of the processes that take place. Thus, costs are reduced, errors are eliminated, better service is provided and work is done faster.
Another detail that it clearly influences is that of process automation. Fewer people are needed for routine work. This allows employees to focus on generating more value and feeling more satisfied personally and professionally.
A third point is that of efficiency. The integration of information, with everyone working against single repositories of information, improves the quality of the data. It also means that there are no discussions about the origin of the information. An aspect that leads the organization to focus more on the discussion of the business content and not on whether the information is correct or not.
In addition, of course, it is important to point out the part that has to do with improving revenues and the income statement. Digitization is not just a technology issue. It also focuses on other movements that occur in parallel: putting the customer at the center and generating business opportunities.
In a classic industrial organization, what is relevant is the process and the customer is at the end, as a consumer of the result of that process. But with all the movement generated by digital transformation and digitization, what is happening is that the customer is being repositioned and put at the center of the entire company. And that means that from innovation, the customer's needs are considered, from the production process, how usability is going to be. From the commercial relationship, it is not just a matter of carrying out transactions and invoicing, but of building a relationship with the customer and analyzing their data. From the data, the circle is closed. You get a better understanding of what the customer needs and you are able to anticipate their needs. In all of this, digitization facilitates processes that were impossible to imagine in the past.
The irruption of digitalization in the industrial company makes it easier to go from being a company that sells a product and loses the traceability of the customer -and that is dedicated cyclically every month to try to make sales-, to being a company that manages customers and that through this continuous management, cultivates relationships and sells the customer what he needs. Both products and services that the company already has in its catalog, as well as others that the customer will need in the future and that it will be necessary to anticipate in order to have them ready to offer when the real need arises.
Therefore, the aim is to make the most of the technology arising from the digitization process and the new way of relating to the customer. In this way, it is possible to reach extremes that were unattainable until then and that always result in an increase in sales, revenues, profits and an improvement - possibly difficult to quantify, but not to demonstrate - in the relationship with customers.
Curiously, digitization in the industrial company allows a multitude of processes that previously depended directly on the constant attention of workers, now freeing them from these tasks and allowing them to dedicate more time and calmly, to know the customer and their needs in depth. It is as if, thanks to the benefits of digitization, the old profession of the salesman, who knew his customers so well, to whom he dedicated his best resources in a personalized way, has been recovered.
Finally, digitization also has to do with businesses that appear as a result of the crystallization of technologies that have been talked about but that will have an enormous impact; fundamentally, Artificial Intelligence. An AI that is capable of making decisions for people and with much greater success.. This will surely mean that in the medium term, organizations will have to rethink the role of a manager, who to date is the one who makes the decisions that will soon be taken by AI.
As for ROI and digitization, it should be noted that providing a measure of ROI as such is not straightforward. Sometimes you have to bet on the latter. It allows for investment and results in a higher return, while at other times, it is not a choice, but rather that by not betting on digitization, the stubborn reality of events leads to the demise of the organization. In these cases, the return is not so much economic as a question of survival. And it is this differentiation that the industrial company itself has to consider. In which of the two situations is each company, one that points to the obvious convenience of betting on digitization or another that leaves no other possibility but to invest in it.
The irruption of digitalization in the industrial company makes it easier to go from being a company that sells a product and loses the traceability of the customer -and that is dedicated cyclically every month to try to make sales-, to being a company that manages customers and that through this continuous management, cultivates relationships and sells the customer what he needs. Both products and services that the company already has in its catalog, as well as others that the customer will need in the future and that it will be necessary to anticipate in order to have them ready to offer when the real need arises.
Therefore, the aim is to make the most of the technology arising from the digitization process and the new way of relating to the customer. In this way, it is possible to reach extremes that were unattainable until then and that always result in an increase in sales, revenues, profits and an improvement - possibly difficult to quantify, but not to demonstrate - in the relationship with customers.
Curiously, digitization in the industrial company allows a multitude of processes that previously depended directly on the constant attention of workers, now freeing them from these tasks and allowing them to dedicate more time and calmly, to know the customer and their needs in depth. It is as if, thanks to the benefits of digitization, the old profession of the salesman, who knew his customers so well, to whom he dedicated his best resources in a personalized way, has been recovered.
Finally, digitization also has to do with businesses that appear as a result of the crystallization of technologies that have been talked about but that will have an enormous impact; fundamentally, Artificial Intelligence. An AI that is capable of making decisions for people and with much greater success.. This will surely mean that in the medium term, organizations will have to rethink the role of a manager, who to date is the one who makes the decisions that will soon be taken by AI.
As for ROI and digitization, it should be noted that providing a measure of ROI as such is not straightforward. Sometimes you have to bet on the latter. It allows for investment and results in a higher return, while at other times, it is not a choice, but rather that by not betting on digitization, the stubborn reality of events leads to the demise of the organization. In these cases, the return is not so much economic as a question of survival. And it is this differentiation that the industrial company itself has to consider. In which of the two situations is each company, one that points to the obvious convenience of betting on digitization or another that leaves no other possibility but to invest in it.