Thedisparitybetweenbusinessandtechnologyisso obviousthatitmightbetheironyofaworkplacejoke. Thebusinesspeoplebelievethattechnologyismerely aboutturningPCsonandoffagainwhiletheITmen don'tgraspwhatthebusinessisdoing.Thereisa differencebetweenindividualswhoworkinITandthose whoareemployedbyhistoricallyestablishedbusiness divisions.Thisdivisionwasinitiallydeliberate,butas technologygraduallyadvancedandthensuddenly becameindispensableforbothlocalandglobal enterprises,itistodayviewedasnaiveandabarrier.
CompaniesnowunderstandtheneedofITandbusiness alignment.AccordingtoarecentGartnerresearch,by 2022,improvedIT-businesscooperationwillbeachieved byhalfofallenterprisesglobally.Thedifficultyin achievingIT-businessalignment,however,istheissue. Inthisedition “World's Top Tech Companies at the Forefront of Innovation, 2022”,World'sLeaders featuresorganizationswhicharelookingatIT-business alignment,includingproblemswhenITandbusiness unitsaren'taligned,benefitsofalignment,andevenbest practicesandstrategiestotaketheiralignmentfromidea intoaction.
ThecoverfeaturesSCCFrance,whichwasestablished bySirPeterRigbyin1975,hasbeenassistingitsclients' digitaltransitionfor47yearswhileleveragingitsIT know-howandinnovation.Itscornerstoneisthe requirementforamulti-brandintegratorabletoassist clientsinselecting,integrating,andimplementingthe mostrelevanttechnology,onanindustrialscale.The company'stechnologicalandbusinessexperience,which isatruemarketdifferentiator,positionsitasaleader
workingwithmosttechnologypartners,from multinationalstotechstart-ups.
SCCFrance'ssaleshavemorethandoubledoverthelast nd 10years,totaling2.1billioneuros.SCCisnowthe2 leadingEngineeringandTechnologyConsulting(ICT) andDigitalServicesCompany(ESN)inFrance (Ranking2022,establishedbyKPMGandNumeum). Morethan3,300peopleworkatSCC's14French agencies,whichprovideservicestomorethan6,000 commercialclients.
Also,whileyouflipthroughthepages,don'tforgetto readthearticlescreatedbyourin-houseeditorialstaff andindustryexperts.
Have a lovely read!
“Your time is limited, so don't waste it living someone else's life.”
SCCFrance,whichwasestablished bySirPeterRigbyin1975,hasbeen assistingitsclients'digitaltransition for47yearswhileleveragingitsIT know-howandinnovation.Its cornerstoneistherequirementfora multi-brandintegratorabletoassist clientsinselecting,integrating,and implementingthemostrelevant technology,onanindustrialscale.
Thecompany'stechnologicaland businessexperience,whichisatrue marketdifferentiator,positionsitasa leaderworkingwithmosttechnology partners,frommultinationalstotech start-ups.
SCCFrance'ssaleshavemorethan doubledoverthelast10years, totaling2.1billioneuros.SCCis nd nowthe2 leadingEngineeringand TechnologyConsulting(ICT)and DigitalServicesCompany(ESN)in France(Ranking2022,established byKPMGandNumeum).Morethan 3,300peopleworkatSCC's14 Frenchagencies,whichprovide servicestomorethan6,000 commercialclients.
TheLeader SébastienVandervannetisincharge ofsteeringSCC'stransformation strategy,UpSCCale2025,and makingitarealityastheChief Operating&TransformationOfficer
ofSCCFrance.Sébastienis responsiblefordigitizingSCC's processesandsystemsandfostering client-centricitythroughoutthe organization.Heshares, "The happiest part of my daily routine is definitely the opportunities to celebrate success collectively As I often say to my teams, they are doing our customers' satisfaction every day, not me. I am there to set the direction, support them, invent new ways to do it. But our success is their success first, and that of our clients.”
SébastienisanESSECBusiness Schoolalumnus.Hehashadthe opportunitytoworkforanumberof prestigiouscompanies,including CapgeminiInvent,SociétéGénérale, andmostrecentlyMalakoff Humanis,wherehewasinchargeof clientrelationswiththecompany's 10millioncustomersandamember oftheExecutiveCommittee.He enjoyschange,isanexpertin customerexperienceandis enthusiasticaboutoperational excellency(processesandsystems).
AsSteveJobsusedtosay: "Your time is limited, so don't waste it living someone else's life". Sébastienthinks hehasfeltthisdeeplyinsidehim.He believesthattransformingacompany andbuildingafuturewithitsstaffis hisownfuel.Andthetechnology sector,withitspermanentgrowthand innovation,isamarvelous playground.
LeadingtheCourse SCCFrancecollaborateswiththe wholeglobalITecosystem,including start-upsandsignificant organizations,onawiderangeof hardwareandsoftwareinnovations (vendors,hyperscalers,software editors).SCCisinaspecialposition
becauseofthelong-lasting relationshipsithasbuiltwiththose players.However,maintaininga constantcapacityforinnovationis necessarytostayonthecuttingedge oftechnologyand,byextension,of thecompetition.Inthisregard, technologicalwatchiscrucialfor comprehendingthemainproblems andtrendsthatitsclientsconfront andhelpingthemanticipatechanges.
Alongwithtechnological advancement,thecorporationis verticalizingsomeofitsskillsets. Sébastienstates, "For instance, we created two new business units, in Education and in Healthcare. This makes it possible to deliver specific business use-cases with a deep knowledge and understanding of both our clients' specific business needs, and of the best technological response for them."
Finally,thecompany'sstaffbenefit fromaverystrongprogramof accreditationandtrainingtodeliver thebestservicesattachedtoproducts andsoftware.
SCC'sDNAisbuiltaround acceleratingcustomers'digital transformationprocesses.Customers believethisbusinesscanassistthem ineffectivelyandsuccessfully completingtheirprojects.Duetoits devotiontoconstantinnovationand developmentaswellasitsclients' understandingofthetechnology environment,ithashadseveral notablesuccesses.
Forinstance,thecompanymanaged thedevelopmentofanITdeployment systemforawell-knownFrench bankwithperformancelevels considerablybeyondthose
previouslyanticipatedandenergy savingsof40%!
Anotherinstancemaybefoundinthe Frenchenergyindustry,wherea clientofSCCwassearchingfora partnertohelpthemwithaserver projectthatwouldcostseveral milliondollars.Thecommercialand technicalreliabilityalloweditto offercustomizedend-to-endsupport withstrongcollaborationbetween thedifferentareasofexpertise.
SCCalsosupportedamajorFrench public-sectororganizationonbackup technologiesinordertoensurethe maintenanceofoperationalcondition oftheexistinghardware,thus guaranteeingtheprotectionofdata whileproposingacompetitive financialoffer.
WhataLeaderNeedsMost! Itisprobablynotspecifictothe technologysector,butSébastien thinkscuriosityisoneoftheleaders' requiredqualities;humilityaswell. Hesays, "You need to be humble enough to accept that you cannot anticipate all that is going to happen or come out of the blue, so as to develop the sufficient ability to adapt. You cannot control everything. But you can control your ability to respond; for yourself and for your company. This is key for today's leaders.”
AccordingtoSébastien,today,soft skillsareatruedifferentiator betweenskilledcandidates.Ifhe couldnameonlyone,itwouldbe agility,essentialnowadays.He believesbeingagileisknowinghow tomeetchanges.Morethana buzzword,agilityreflectsone's abilitytomoveinunknownterritory "In the IT industry, we are constantly
being pushed out of our comfort zones. But that's also the beauty of it, raising our appetite for great challenges," saysSébastien.
KeepingValuesAligned Entrepreneurship,professionalism, teamwork,devotion,anddiversity makeupSCCFrance'score principles.Itiscrucialthatthose basicprinciplesbelivedoutona dailybasisiftheorganizationisto maintainacultureofhonestyand creativity TheHRappraisalsystem ispoweredbyit.Sébastienshares, "We are not yet Netflix, which pushed the case on this topic up to assessing their staff based on their alignment with their core values in their daily practices, but we aim for it."
CorporateSocialResponsibility (CSR)isalsodeeplyembeddedin SCC'scorevalues.Itssubsidiary Recylea,forinstance,isdedicatedto recyclingtechdevicesand reinjectingthemintothecircular economy.
Sébastien,whois44yearsold,was bornatthetimewhenPCsbeganto takeoverhouseholdsandbusinesses. Atthattime,theinstrument,the substance,wascrucial.Sincethen, theworldhasevolvedtoan immaterialcultureinmanyareas, includingcomputingpower, networking,thedematerializationof media,andmostlikely,inour foreseeablefuture,personal computers.
Theuseoftechnologyasatoolhas practicallydevolvedintoa commodity,givingwaytocorporate use-caseswithagrowingemphasis oncustomer-centricstrategiesand
customerexperience.Sébastienis particularlystruckbythis.Heasserts, “You can no longer just provide a device, customers demand far more than that. They ask for a partner that understands their business and can translate it into the right mix of technology and service. That's SCC's DNA, and that's what makes our success.”
Upscale2025isthenameofthe strategictransformationstrategythat SCCFrancehasunveiled.Thegoals aretoincreaseSCC'sleadershipboth inprivateandpublicsector,reinforce itsfootprintamonglargeand medium-sizedprivatebusinesses, delivermoderninfrastructureand workplacesolutionswithhighadded value,andimprovetalentattraction andretention.SCCFranceis reevaluatingitsportfolioofofferings andpositioningaspartofits transformationinitiative,depending onitshistoricaldriverswhilealso creatingnewassetsinexpanding markets(e.g.,Cloud& Cybersecurity).Itisalsotakinginto accounttheprospectofusing targetedacquisitionstosupplement itsextremelystrongorganic development.
SCCisalreadyestablishedoutsideof FranceintheUK,Spain,Romania, andVietnam.Thisnetworkof geographiesallowsthecompanyto servecompaniesthroughoutEurope andbeyond,eitheronshoreorwith thesupportofitsin-housedelivery centersinRomaniaandVietnam.
The University of Texas at Dallas
Aroundtheworld,menpredominate inthetechnologysector.Thelackof rolemodelsandmentorsisthemost importanthurdleforfemaleleaders. Womenhavesofewpositionsof authority.Asaresult,womenwho arejuststartingoutintheirjobshave norolemodelstolookupto.Dr. BhavaniThuraisingham,Executive DirectorofTheUniversityofTexas atDallas'CyberSecurityResearch andEducationInstitute,hasworked diligentlyforover20yearstomentor femalestudentsandcolleaguesso thattheymaybecomeleadersin technology.Shehasrecentlybegun workingwithhighschoolpupils.She says, "Women should also be encouraged to get into management positions."
Shebelieves, "We need more women at all levels in tech and for that we have to start educating the girls at a very early age. Women at senior levels have so much to do."
Belowarethehighlightsofthe interviewconductedbetweenthe World'sLeadersandBhavani Thuraisingham.
Howdoesyourbackgroundand experiencealignwiththeroleat TheUniversityofTexasatDallas?
WhenIjoinedtheUniversityof TexasatDallas(UTDallas),Ihad24 years'experienceinthecommercial industry(HoneywellinMinneapolis),
FederalResearchLab(theMITRE CorporationinBoston)andthe FederalGovernment(theNational ScienceFoundationNSFin Washington).Myworkhasfocused ontheintegrationofcybersecurity anddatasciencesince1985.AfterI finishedmythreeyearassignmentat NSF,UTDallasrecruitedmeto establishandheadtheCyberSecurity ResearchandEducationInstitute (CSI)assecuringcyberspacewas oneofthestrategicareasforthem. Ourinterestsalignedverywell.Also, beinginacademiawouldallowmeto workwithstudents,thefederal government,thecommercial industry,andfederalresearchlabs.
It'sthebestofallworlds.
Howwouldyoudescribeyour managementstyleandphilosophy?
Icomewithextensiveleadershipand managementexperience.WhenIwas atMITRE,Iwasheadofa department,andIgrewthe departmentfrom8to28staff,and thismeantfindingworkforthestaff whosespecialtiesincludedmainly datascienceandcybersecurity. Therefore,Ihadtheskillstobuilda verysuccessfulCyberSecurity Institute.Tosucceedinmanagement, firstandforemost,youhavetoget thebesttalent.
Ibelieveinmotivatingthefaculty andstudentsandencouragingthem sothattheyexcelintheirwork.I stressthatinnovationisthekeyto oursuccess.
WhatareTheUniversityofTexas atDallas'cybersecuritysolutions forhardwareandsoftware?How efficientisyourorganisationfrom anoperationalstandpoint?
Therearetwodifferenttypesof answerstoyourquestion.Oneisthe research,developmentand
technologytransfereffortsthatwe carryoutasprofessorstogetherwith ourstudents.Theotherisourwork withtheOfficeofInformation Technology(OIT)attheuniversity, wherewegiveinputonthesecurity strategies.
Wedevelopsolutionsbothin hardwareandsoftwaresecurity.What isuniqueaboutCSIisthatwehave excellenttalentinbothhardwareand softwaresecurity Withrespectto hardware,ourcolleaguesin ComputerEngineeringfocuson providingsolutionstohardware Trojansaswellassecurityatthechip level.Withrespecttosoftware,we focusonseveralaspectsincluding malwareanalysisanddataprivacy
WithrespecttoourOIT,wehavean excellentorganisationprovidingus withstateoftheartsolutionstothe cybersecurityproblemsthatoccurin mostorganisationsandprovidingup todatetrainingmaterialsfor employeesandstudents.
Whatprocessesdoyouuseto monitorthesecuritythreatson yourclient'snetwork?
Ourclientsareourstudentsandthe sponsorswhofundourresearchand educationactivities.Wedonot providesecurityservicestoour clients.Weeducateourstudents aboutthestate-of-the-artsecurity solutionsandtools,andconduct researchwiththestudentstosolve challengingproblemswearefaced withtoday,suchassecuringthe InternetofThings,includingthe InternetofTransportationSystems andthePowerGrids.Ourresearchis transferredtooursponsorsto developcommercialproductsaswell asoperationalsystems.Wealso createstart-upcompaniesto commercialisethetechnologieswe develop.
Whatarethethreethingsyou wouldliketoimproveinthe organisation?
Here,IspeakastheFounding ExecutiveDirectorofCSI.Oneof themajorchallengesIhavefacedis competingfortalentwithotherareas astheresourcesarenotunlimited.
MembersofCSIarepartofvarious departmentsandeachmembertries hisorherbesttorecruittalentin variousaspectsofcybersecurity. AnotherareaIwouldliketoimprove istohaveclosertiestotheDFW industry
Therearethousandsoftechnology companiesinDFWandwedohave strongconnectionswithquiteafew ofthem.Thethirdaspectishiring moreUScitizenstudentsintoour programs.
What'sthegreatestriskyou've takenasaprofessional?
IamaTamilfromSri-Lankaand completedmyundergraduatedegree inMathandPhysicsatage20back in1975.Becausemyfatherhad passedawayfouryearsprior,my maternalunclewantedmetoget marriedrightawayandarrangedmy marriagetomyhusband,whowas eightyearsolderatthetime.That wasarisk,asmygraduateeducation andcareeressentiallydependedon myhusband.
Iwasveryfortunateasmyhusband, whowasfinishinghisPhDatthe UniversityofCambridgeinEngland atthattime,wasverysupportiveof myeducationandcareer.Ireceived mygraduateeducationinEngland overfiveyearswhilemyhusband heldresearchpositions,andthenwe movedtotheUSin1980soonafterI finishedmyPhDandthat'swhenI startedmycareerintech.
Thesecondriskwastomovefrom industrytoacademia.Therefore, mid-careerIswitchedtoacademiaas atenuredprofessorandstartedthe CSI.
Mymaingoalnowistomotivateand mentorwomenandunderrepresented minoritygroupstopursuecareersin tech.
Doesyourorganisation'scorporate responsibilitystrategymatchthe availabilityofyourcurrent resources?
interdisciplinaryresearchand education.
Lastbutnotleast,ensurethata significantproportionofourstudents arefemaleorfromunderrepresented minoritygroups.
Whatissomeoftheadviceyou sharewithyoungwomenentering amale-dominatedtechfieldorany profession?
Myadvicetoyoungwomenisto developtechnicalexcellence.Thisis amust.Next,findmentorswhowill motivateandencourageyou.The mentorcouldbeaseniormanora womanwhowillalsoeducateyouon thecorporateculture.More importantly,nevergiveup.Don'tlet anyoneundermineyou,whichis sometimeseasiersaidthandone. Initially,itwasnoteasyforme.ButI madeeveryattempttoworkhard, findamentor,andtrymybestto ignorenegativecomments.Over time,Iwasabletothrivebothin industryandacademia.Lastbutnot least,duringeverytalkIgiveto women'sgroupsinComputer Science(e.g.,cybersecurity,data science),Imakeitapointtostate thatComputerScienceisalucrative fieldandFinancialIndependenceisa MUSTforeverywoman.
Wheredoyouseeyourcompanyin thenextfiveyears?
IhaveworkedatUTDallasfor17 yearsandhavebeenverypleased withoursenioradministration.More importantly,ourProvostandDeanof Engineeringarebothwomen.Iam seeingmoreandmorewomenin leadershippositions.Whileour administrationisfiscally conservative,theyprioritise resourcesandfundimportant initiatives.Iamalsoseeingmore peoplefromtheunderrepresented minoritycommunitiestake leadershiproles.Fairnessisstressed atalllevels.WhenIfirstmovedto DallasfromBostonafterathreeyear stintinWashington,Ithought,What amIdoinghere?Overtheyears,I havegrowntoreallylikeTexas,and thatismainlybecauseofthe environmentprovidedbyUTDallas. Wehavemadetremendousprogress incybersecurity,including integratingcybersecurityanddata science.Therearethreeareasweare focusingonforthenextphaseasI transitionCSItomyjunior colleagues.First,tomotivatethe professorstoobtainmorepatentsand beinvolvedinmorestart-upsto commercialisethetechnologiesthey develop.Second,tofocuson
Both businesses and consumers now rely heavily on technology. Technology is used by consumers to expedite transactions and make them transparent. Businesses utilize it to speed up the sales and customer service processes and provide better servicetotheirclients.
Given this emphasis on technology, we advise giving your organization's technical components, which influence almost every area of operatingyourfirm,toppriority. Herearethetopfourjustificationsfor whyeverybusinessisatechfirm.
Customers' expectations have changed in a society that prioritizes digitaltechnology,whetheryousellto consumers or concentrate on B2B sales. Your customers anticipate the newest technological developments and business practices from your company. Modern corporate IT methodologies and practices are largely influenced by consumer culture. There is a lot more overlap between consumer and commercial technology now, whether it be in the form of social media trends, mobile
payment alternatives, or improvementsindesignandinterface.
BYour company has a huge chance to address the demands of customers by providing these customised experiences. You'll need adaptable technology systems if you want to capitalize on technological advancements.
In business, a highly competitive environmenthasbecomethestandard. Businesses need to be able to quickly embrace, integrate, and use new technology to outperform the competition.
Think about what happened to businesses like Kodak, Blockbuster, and Research in Motion that didn't adapt to the newest technologies (RIM). You might not believe that your business would go out of business, but neither did these ones. They were so committed to their present business strategy that they wereunabletoforeseethefuturewhen faced with advancements around them.
Yourorganizationmustrunitspresent business while methodically investigatingnewmodelsinashifting technological environment. This entails building infrastructure and solutions fast to explore a new area, thenrampingupswiftlyifthepotential provestobelarge.
Product and service life cycles are gettingshorterassoftwaretransforms every element of how businesses run. Products that previously had 10-year
refresh cycles are now updated every 12to24months.
Sales, marketing, legal, product development, and merchandising services must all be quick to respond to new opportunities. Implementing software and technology platforms that improve everyone's capacity to respondtochangeisakeycomponent of fostering this agility across departments.
Over the past ten years, outsourcing has been a significant trend The deployment of technology and a significant portion of software development were outsourced by businessowners.
The drawback of outsourcing technologyisthatyoumustsignmultiyear contracts while reducing your own technological skills. As a result, outsourcingyourtechassistancecould make it harder for you to respond quickly to threats or opportunities in themarket.
The most prosperous and effective businessescombinetheirbusinessand technological strategy. They would never outsource this enormous competitive advantage since technologyisingrainedintheirDNA. Companies that recognize they are in the technology industry may accelerate innovation and speed by closelycoordinatingtheeffortsoftheir businessandtechnologyexecutivesto developsolutions.
Thecorporateenvironmentof
todayisfrequentlyinmotion. Companiesconfrontastruggle tomaintaintheirrelevanceintheface ofachangingmarket,regardlessof whetherthesechangesarecultural, economic,ortechnical.Nomatterhow successfulabusinessmaybe,itmay stillbesusceptibletoprevailingtrends orquicklydevelopingnewtechnology.
Fortunately,somecorporateexecutives areabletoshiftwiththechanges. Somepeoplearenotonlyabletoadapt, buttheycanalsomakeadvantageof alteringbehaviorsandrevolutionary newtechnology,whichfinallyledto greatgrowth.
ThesecrettoProgressive'susage-based vehicleinsuranceprogram'ssuccessis its14billionmilesofdrivingdata.In ordertodetermineapremiumthatis justfortheinsuredandtheinsurer, insuranceunderwritinghas traditionallydependedonfinancialand historicalfacts.Butmoderntechnology andbigdataanalyticshaveassisted insurerslikeProgressiveindeveloping morecustomizedinsuranceplansthat betteranticipatedangers.
Progressive'sSnapshotprogram,which wasintroducedin2008,usesa telematicsdevicetocapture informationondrivingbehavior, includingmileageandharshbraking. Progressivemakesuseofthedata collectedbythegadgettooffer discountsforgooddrivingconductand raisepremiumsforbaddriving behavior
Starbuckshasahistoryofinnovation. Starbucksrecoveredfroma28% earningslossandshopclosuresduring therecessionbyusingsocialmedia interactiontogetbacktoits community-centeredroots.Starbucks introducedtheirmobilepaymentand rewardssystemswiththesamepassion forinnovation.
Sinceitslaunchin2008,PayPalhas becomeahouseholdbrand,although forawhileitstruggledtoreinventits services.Asrivalsenterednewareas includingin-storepaymentsand mobilepaymenttechnology,PayPal's dominancebegantowane.
Inrecentyears,PayPalhastaken attemptstoadoptnewtechnologyby buyingbusinessesthatwereexpertsin morecurrentpaymentindustries.It purchasedBraintree,afirmthat specializedinprocessingpaymentsfor onlineandmobileplatformsfor businesseslikeUberandAirbnb. Venmo,apeer-to-peerpayment programformobiledeviceswitha socialnetworkingcomponent,wasalso ownedbyBraintree.Inordertoexpand intoafull-servicepaymentscompany, PayPalalsoboughtoutadditional businessesincludingmobilepayments startupPaydiant,cybersecurity companyCyActive,andinternational remittanceplatformXoom.
NetflixbeganasaDVDrentalhome deliverybusinessbeforebecominga dominantforceininternetstreaming. NetflixcombineditsDVDrental servicewithitsstreamingservicein responsetotherisingpopularityof internetstreaming.Subscriptionsfirst reactednegativelytothischangein focusduetothepricehike.However,a spikeinsubscriptionswassparkedby thereleaseoftheirhighlyacclaimed originalmaterial,includingHouseof CardsandOrangeistheNewBlack. Netflix'sinnovationdemonstratesthat innovationdoesn'talwaysentail puttingtheoldasideinfavorofthe new Theyhavebeenabletomaintaina devotedclientbasewhilereachingout tonewaudiencesbymaintainingtheir DVD-by-mailbusinesswhile expandingtheironlinestreaming operation.
withtheyellowborderhasgonealong way Thejournal,whichwas established128yearsago,wasin dangerofdisappearingalongwith severalofitscolleaguesinprint publishingduetodigitization.From $289millionin1999to$211millionin 2009,theirsubscriptionrevenue decreased.
Massivereorganizationeffortswere madebyNationalGeographicinan efforttoexpandtheirmediaoutlets.In ordertoenhanceandunifytheir material,theymadeeditorial modificationsaftersigninga$100 millioncableprogrammingcontract withFoxin2012.Theirwebsitehas beenupdatedtoprovideeasieraccess tothearticles,photos,andvideos producedbytheeditorialstaff. Additionally,NationalGeographic madeeffectiveuseofsocialmediato connectwithbrand-conscious,new consumers.
Bycarefullycombiningseveralmedia channels,NationalGeographicwas abletoeffectivelymaketheswitchto digitalandofferasmooth,omnichannelbrandexperience.Nomatter whateverNationalGeographic platformtheirreadersselected,they receivedthesameengagingmaterial.
Thesefiveinstancesdemonstratethe hugeimpactnewtechnologymayhave inacutthroatbusiness.Technological advancementmightbethedifference betweenacompany'ssuccessand failureinamarketthatisalways changing.Newtechnologymayassista companyinexploringnovel approachestorekindleclientaffection fortheirbrandandevenprovideaccess tounexploredmarkets,regardlessof whetherthecompanyisdoingwellor failing.
