The AI Marketing Canvas: A Five-Stage Road Map To Implementing Artificial Intelligence In Marketing With Rajkumar Venkatesan

TTL 873 | AI Marketing

The AI Marketing Canvas: A Five-Stage Road Map To Implementing Artificial Intelligence In Marketing With Rajkumar Venkatesan

Businesses should focus on building strong customer relationships through innovative marketing channels. Rajkumar Venkatesan discusses how entrepreneurs can incorporate AI into their marketing strategies. In this episode, he joins Dr. Diane Hamilton as they dive deep into understanding our customers through marketing communication. Raj has written about and taught quantitative marketing to MBA and executive education students worldwide. He has taught courses on marketing analytics and marketing technology products for five years. His evident fascination with marketing and business is the best way to help us stay motivated in our paths and deliver superior customer experiences. This episode is for all who want to advance in their careers and take the lead in their professional journeys.

Continue reading “The AI Marketing Canvas: A Five-Stage Road Map To Implementing Artificial Intelligence In Marketing With Rajkumar Venkatesan” →

Creative Disruption or Destruction?

Leaders often have to deal with the effects of creative disruption. According to CreativeDisruption.net, “Creative disruption intentionally brings the challenge or change right to the organization to force it to change and adapt in advance of a random, unpredictable challenge that will eventually reach the organization.” With the creation of innovation, there may be fallout in terms of lost jobs.  However, with loss, there may also be creation of new jobs.  A computer may replace work that was done manually.  At the same time, someone must run the computer.

Creative disruption may be necessary in order to remain competitive. If the competition embraces innovation, they may gain a foothold in the market.  The key is being able to recognize the type of innovation that will allow companies to grow.

Some ideas have actually led to the demise of companies.  An example is the invention of digital images and its impact on Kodak.  The invention of digital images occurred in a lab at Kodak.  This invention not only changed the industry but caused the eventual demise of the company.  Kodak tried to embrace changes, but lacked foresight.   Companies like Kodak may need to embrace new business models when faced with innovative changes.

According to the article Big Data and the Creative Destruction of Today’s Business Model, having a grasp on the importance of managing and understanding data is critical.  “Companies are increasingly experimenting with and implementing ways to capture big data’s potential for both short- and long-term advantage. The crucial success factors are to first think of data as an asset—as the foundation upon which to build propositions and business models—and then to diligently build out the capabilities necessary to capitalize on big data’s potential. And perhaps most importantly, embrace the creative destruction of today’s business models.”

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Difference between Feasibility Study and Business Plan

 

Entrepreneurs face many challenges when creating a new venture.  Although the business plan is one of the most well-known documents, the feasibility study may be just as important.  Before the entrepreneur can seek funding, he or she must demonstrate that the idea is truly a good one.

Rochester.edu explained that a feasibility study, “can be defined as a controlled process for identifying problems and opportunities, determining objectives, describing situations, defining successful outcomes, and assessing the range of costs and benefits associated with several alternatives for solving a problem.”

In order to create a feasibility study, entrepreneurs need to define dimensions of business viability including:  market viability, technical viability, business model viability, management model viability, economic and financial model viability, and exit strategy viability.

A good outline for a feasibility study includes:

  • Introduction
  • Product or Service
  • Technology
  • Market Environment
  • Competition
  • Industry
  • Business Model
  • Market and Sales Strategy
  • Production Operations Requirements
  • Management and Personnel Requirements
  • Regulations and Environmental Issues
  • Critical Risk Factors
  • Financial Predictions Including:  Balance Sheet, Income Statement, Cash Flow Statement, Break Even Analysis, and Capital Requirements
  • Conclusion

A feasibility study is not the same thing as a business plan.  The feasibility study would be completed prior to the business plan.  The feasibility study helps determine whether an idea or business is a viable option.  The business plan is developed after the business opportunity is created.  StrategicBusinessTeam.com explained, “A feasibility study is carried out with the aim of finding out the workability and profitability of a business venture. Before anything is invested in a new business venture, a feasibility study is carried out to know if the business venture is worth the time, effort and resources. A feasibility study is filled with calculations, analysis and estimated projections while a business plan is made up of mostly tactics and strategies to be implemented in other to grow the business.”

While it may seem the feasibility study is similar in many ways to the business plan, it is important to keep in mind that the feasibility study is developed prior to the venture.  StrategicBusinessStream pointed out that “a feasibility study can readily be converted to a business plan.”  It’s important to think of the business plan in terms of growth and sustainability and the feasibility study in terms of idea viability.

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