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Digital Transformation

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Debasish M

Digi Nomics

Posted by Debasish M Sep 27, 2018
  • Forums, Webinars, Discussions, talk shows and meetings everywhere word “Digital” seems to be a new ingredient for our Ubiquitous recipe.
  • Mix it  , Boil it , Churn it , Ready it that to fill our myriad “Digital” Hunger.
  • We are calling it mass “Digital Transformation” of anything, everything that yesterday seem to be remote possibility primarily an unique gift of Technology Disruption.

A Core Leader of IT Giant once articulated every Organization works through three layers of Infrastructure --

  • Digital : That interacts with technology consistently  --{ Desktops , Computers , Servers , Mobiles ,Networks , Data }
  • Physical : Which absolutely holds Digital infrastructure in it -- { Buildings , Towers , Inventory , Ware Houses , Cables , Physical Installations }
  • EmotionalThose People, their mind, skills that controls, manages both physical and digital assets.

Simply these staggering volume of transactions which ultimately fuel “Digital Transformation” is an economy of its own, Let’s give a name “ Digi.Nomics”

What Digital Transaction means to Masses?

If we explore the way "Digital interests" people or real masses  then broadly it may distributed around underneath consumption patterns as in "Monetize Digital" image ( Digi.jpg ).

  • While doing dissection of digital economy only 10% of large masses prefer to act on matters listed under “Secured transactions”.
  • 90% of traditional Families often prefers “Unsecured” digital transactions over less than 5% financial transactions limited to only urban or Tier -I , Tier -II and cosmopolitan cities.
  • Often people prefer to skip one or many financial transaction in digital mode.
  • Online examinations still least preferred mode unless there is no alternative specified by Controllers.
  •  Traditionally people perceive the usage of Digital should be limited to all actions that will not ultimately impact their “Health” Or “Wealth”.

Where is Digital Infrastructure?

  • When Business after Business thrive to reach “That Digital Customer” then a large segment of economy eternally trusts all “Physical Treasure”.
  • Above pattern behavior simply linked to large extent “Weak or Brittle” Digital Infrastructure, which need both “Skill” and “Scale” without any proper recovery mechanism at current.
  • No one has appetite to plunge for Risks associated with “Digital Finances” and to bear consequence on event of “Failure to complete a secured” transaction.
  • Instance : Even after much of talks Social media largest “Facebook” Or “Youtube” never getting a local competitor to dilute their segment as none of local entrepreneur can afford  “Digital Infrastructure” in such a low pricing business model.
  • Well “Digi Economy” may sound a global keyword but localization of technology is still a long haul road.

Unless we monetize our Digital capability around “Secured Transactions” by invoking strong participation both from traditional mass and heritage industries i.e. Mining , Manufacturing, Heavy Industry, Agriculture , We are restricting to unlock Digital and its footprints on Society.



Following is a white paper summary is written in association between Sonata Software & Bill Bishop, Chief Architect, and Co-founder, Brick Meets Click.


Digital innovations are driving consumers to reinvent how they shop and these innovations are coming from both large and small players who are developing new, digitally integrated value chains. The traditional value chain players (producers, CPG brands and retailers) are going to need to enhance their collaboration – especially around digital merchandising – in order to keep up.


Understanding The Race

According to a study by Deloitte, Digital is impacting 31% of F&B sales including a wide range of communication platforms such as apps, websites, and social media. These platforms offer consumers a wide variety of  grocery options that make it possible to skip the trip down the aisles entirely for some or all of a household’s purchases.

shopping options are also changing shopper expectations. Today’s shoppers have plenty of alternatives to choose from (Like Big basket, Grofers, Amazon, Flipkart etc.), dynamic exposure to deals and offers and on-demand delivery.


Find out where your shoppers are

Traditional grocery retailers need to understand how their customers are changing where and how they shop for groceries. CPG brands & other suppliers need to learn how consumers are prioritizing channel choice when buying their products (in-store,  or blended).


Ask these questions to understand your buyers better:


1. Which digital platforms are your customers using?
2. What channels are they using for different kinds of products?
3. Which digital influences do they pay attention to and/or rely on?
4. What are they looking for and not finding in terms of greater convenience, product information, assortment, and ease of shopping (such as ordering, fulfillment, payment, etc.)?




Once you position each digital innovation on the curve, you’ll have the information you need to decide when to make a significant investment. The current thinking is that it’s time to invest when the innovation is poised to move from Phase 1 to Phase 2, into the early mainstream market. Until then, less than 17% of consumers have adopted the innovation, and it’s still an open question as to whether it will ever reach the mainstream market.


How to race smarter

Today consumers have virtually unlimited choices. Criteria like "better for you," "organic," and "local" play more strongly for many products. As a result, shoppers are becoming more intentional about what they want to buy.

In this race to reinvent grocery shopping, everyone (supermarket retailers, wholesalers, CPG manufacturers, and other suppliers) will need to strengthen their collaboration around digital merchandising to fend off new options competing for the share of consumer mind and wallet – and to be present when consumers are making purchasing decisions. Shoppers are making decisions about where to shop and what to buy outside of a store. This means that if you're not present when they are making those decisions, you won't even have a chance to earn the sale.


So where to start?

Digital merchandising will be an increasingly important strategic skill because it gives the retailer and other players in the ecosystem "the ability to be present, in the context of the moment that a shopper is looking for something.

Here are six key steps to ensure your collaborative digital merchandising triggers a sale. 


The New Reality

Consumer reinvention of grocery shopping, driven by digital innovation, is changing the way brands and retailers interact with consumers. They now decide where and how to do their grocery spending based on how well different value chains meet their needs. Not only does this call for a shift to better digital merchandising skills for the players in the traditional value chain, it also means that those players need to work together to serve the customer.

So far, the traditional value chain still does more than 95% of the grocery business, but new digital methods and enhanced collaboration are needed to hold onto that business. The key challenge for the industry moving forward is to change the way we look at the world. We need to look at grocery shopping the way that consumer do – which is increasingly influenced and informed by what they see on their screens, even when they are making in-store purchases.


"Shoppers will determine who wins this race. Retailers and suppliers can go it alone, but in this environment, both will be more successful if they collaborate."   


Bill Bishop, Chief Architect, and Co-founder, Brick Meets Click


You can read the full white paper here:


Digital Transformation is moving any company into the future. Well, this statement is true for Disney, Nestle, Apple, Amazon and other leaders as they focused mostly on the customer/user experience.


Digital Transformation is in almost every c-level magazine, blog and whitepaper and executives do not want someone comes in and disrupt their business.


If you want to reap the rewards of the digital revolution, a smooth, easy and positive user experience is vital.


People may not be getting technically proficient, but they have become more comfortable using their smartphones to download music, find the nearest movie theatre or pay for purchases. This raises the bar for user experience.


Today organizations are adopting Mobility, Analytics, and the Internet of Things for Digital. However, solutions, which are not intuitive, responsive and social, does not have a place in the customer’s list. So it becomes appropriate for companies to get into the user experience space.


A UX design can supercharge productivity, add immense value to customer interactions, and help employees love their jobs.


It is extremely important to do an accurate analysis of users, their needs by conducting surveys, workshops to design the UX.


Here are six major criteria for UX design:

  • Easy to find: How easy it is to find a site or application
  • Ease of use: How easy it is to use the site or application, how easy to learn
  • Easy to access: How easy it is to access the site or application, easy to understand, easy to reach
  • Usefulness: How useful the features and functions are and they meet my needs
  • Elements of desirability: Will make users like the product’s looks and feel and visual appeal
  • Credibility: How much users trust the site or application, creating the overall brand experience


Overall UX design should have short navigation steps so users require very few clicks to get the information they want. It should be based on responsive web designs so application maintain full functionality, usability and appeal on different browsers and screens from desktop to laptops to tablets to smartphones.


Once you have applied these criteria it is also important to measure the results, for future course correction. One initial KPI is user adoption rates, which should be higher than 60%.


The great user interface makes the experience better, transactions easier, decision making simple and cuts down the operational costs. 


It is the deciding factor for keeping/loosing or successfully engaging a customer.

I have seen many businesses saying they have embarked on digital transformation while in reality, they have just digitized some of their processes.

There is confusion over the two terms, Digitization & Digital Transformation.


The two terms are often used interchangeably when their actual meanings are totally different. In fact, they point to two very different ways of responding to disruptive technology.

Let me talk about Digitization: It is doing the same things, differently.

To digitize is to convert analog data into digital form. If you scan physical papers into electronic files, converted typewritten text into a digital form, switched from cassette tapes to MP3 files, or moved from old style camera film to digital photos, then you have digitized your data. It also means automation of manual processes like filling any application form by hand to entering data directly on digital media like iPad or web portal.

We now browse the internet for information, take pictures with our smartphones, and send emails from our laptops. This is digitization.

Digitization has made communication faster and easier and opened up new channels for real-time information. In the industrial sectors, digitization has involved the application of new technologies to existing business models to make them operate better. 

Digitization is doing what you have always done, but using technology to make it more efficient. The business model does not change, but operational efficiency is improved.

Now let us talk about Digital Transformation: It is transforming business activity with technology. Becoming digital is a totally different exercise from digitization.

DX is the process of changing existing business models with new digital technologies like APIs, Analytics, Mobility etc. 

It goes deeper, creating new strategies and processes which lead to a new and better way of providing value for your customers, doing things faster, easier, and smoother. E.g. moving from snail mail to real-time social media or chatbot

Businesses can use DX to expand into new markets, offer new products, and appeal to new customers. It is the process of moving to a digital business.

DX also means using the data collected from digitization for actionable insights and then changing the way we do business.

Digital transformation is not a one-time action, but a continuous process. It brings in the new business models and it will change the way business is carried out & it will go a long way in satisfying their end customer, which is the very purpose of being in the business

Banks are responsing in these 3 ways for their digital transformation.

The Preamble

5G connectivity is set to accelerate the deployment of next generation ubiquitous ultra-high broadband infrastructure. Towards adopting this, intense efforts are on both from the government’s side and the industry. 


As a first step , in the last Union Budget, a sum of Rs 270 crores for three years to establish the 5G test bed at IIT Chennai, has also been cleared.  Department of Telecommunication, Government of India has also constituted a high powered 5G committee to speed up the adoption, promote Research and Development in 5G technology, products and services, and development of 5G standards, including generation of IPR.


The industry is also building its internal capabilities for 5G deployment of Micro network services, - there are several use cases - to ensure proliferation of affordable 5G services and technologies across all sectors (eg. healthcare, education, transport, utilities, manufacturing) and pan India. Once again, a massive effort to build an inclusive society.



NASSCOM’s ER&D Council Constitutes a Special Interest Group 

A SIG has been constituted with a select group to share insights in shaping the direction that Industry and Government from India could adopt. This will be a peer group communication helping us with some possible directions for the future.

  1. How can India excel in creating Patents/ IP in 5G
  2. How do we accelerate Innovation in 5 G products
  3. Closer collaboration within the Eco system
  4. Policies/ resources enablement requirement, for the above


Meeting Highlights

  • Inclusion of academia especially with a focus on collaboration. There was a mention of IIT Madras which has setup a test bed for 5G; a similar test bed is setup at IIT Delhi by Ericsson which can be made available to test 5G POCs.


  • In terms of adoption of standards, it was agreed that Global Standards would be adopted while developing 5G products. Given the nature of evolving standards, it was suggested that India specific use cases be taken up by this team.


  • Network Transformation use cases were highlighted – MEC/Edge Cloud, Smart Cities, VNFs, Automotive, Education/Healthcare, etc.


  • The team has agreed on 3 major use cases to be developed. These use cases will focus on the areas that need 5G or are limited by 4G technology, and handle critical activities, particularly where data volume is very high including massive interactions with devices/systems.


  • Following are the use cases the team prioritized:
    • Create a Modern Dedicated Public Safety Network which at best is prehistoric now and there is a need to upgrade to meet the demand arising due to dense population and need for quick response.

The team has proposed to have Public Safety and Security as a primary use case.


  • The demands arising due to Industry 4.0 in interacting with Cyber-Physical systems, is going to be phenomenal in terms of the complexity involved in integrating multiple machines, giving feedback and performing tasks to perfection with minimal or no human intervention.

     The team has proposed to have PoC built on implementing Industry 4.0 for a specific Industry Use case like Smart         Factory etc.


  • As the demand for an enriching user experience in e-commerce is steadily on the rise, AR-VR assisted shopping can make a great impact in the e-commerce business.

 The team has finalized AR-VR based e-commerce as another area for the PoC.


  • Virtual Private Network was identified as yet another area to explore, as this can enable many new business models and use cases without relying on large investments from the telecom operators.


Know more about NASSCOM's initiatives and programs, follow NASSCOM impact stories

Equinor seen as one owner-operator reaching for the clouds and a digital future

ARC takes every opportunity to shout from the rooftops when an owner-operator takes action to help them on their path to digital transformation and operational excellence.  Equinor (fka Statoil) is the one operator which ARC has pointed to in the past as being the most progressive in terms of adopting digital technologies, IIoT-enabled solutions and testing/proving these new technologies in the field.  One cannot overstate the importance of Equinor’s efforts since it most definitely paves the way for other operators who may be more conservative to adopt and deploy IIoT-enabled solutions to help lower cost per boe, increase production and recovery rates, and improve operational synergies and collaboration among their respective ecosystems – both internal and external. Everyone benefits when oil companies can make a profit at lower oil prices since it costs less to fill up my gas tank, costs airlines less to fuel their jets, and lowers the costs of a number of products manufactured from crude oil derivatives.


Equinor and Microsoft have recently entered into a strategic partnership agreement. As part of the agreement, Equinor will provide industry knowledge and business needs to support Microsoft in developing new solutions for our industry. Microsoft will provide expertise to accelerate Equinor’s IT development and establish new data center regions in Stavanger and in Oslo.


Digital transformation in the cloudSource: Equinor

Cloud Services Empower a Digital Transformation

The partnership with Microsoft enables Equinor to shape and accelerate the development of fit for purpose IT services for the energy industry, and secure a faster transition to the cloud. Leveraging the cloud is a prerequisite for the energy industry’s transformation towards a digital future. Secure, reliable and cost-efficient operations are a requirement for Equinor’s adoption of the cloud.


“The rapid technology development creates new opportunities, and the partnership enables our digital journey to deliver more safe, secure and efficient operations. Equinor’s ambition is to become a global digital leader within our industry, and a cloud data center in Norway will simplify and accelerate Equinor’s adoption of the cloud,” says Åshild Hanne Larsen, chief information officer.

Partnerships succeed best when complimentary expertise is leveraged for a common goal

The strategic partnership is a seven-year consumption and development agreement in the hundreds of millions of dollars (USD). The agreement will be a platform to identify innovative solutions for the energy industry and further capitalize on common business opportunities. Equinor and Microsoft will secure the desired outcome by committing key industry and technology expertise. 


 “Equinor has a history of innovation and technology development.  Extending our long-standing collaboration with Microsoft enables continued IT-innovation, business growth and furthers our digital ambitions. The strategic partnership will, through cloud services, involve development of the next generation IT workplace, extended business application platforms and mixed reality solutions,” says Åshild Hanne Larsen, chief information officer.


ARC believes that as more owner-operators, independent E&P players, oilfield service providers, and other industry stakeholders push forward on their own digital transformational journeys, the oil & gas market will build up its immunity to price swings and help provide safe, more affordable and viable energy resources to mankind worldwide, especially those living in parts of the world where access to reliable and affordable energy is not a reality today.


“Reprinted with permission, original blog was posted here”. You may also visit here for more such insights on the digital transformation of industry.

 About ARC Advisory Group ( Founded in 1986, ARC Advisory Group is a Boston based leading technology research and advisory firm for industry and infrastructure.

For further information or to provide feedback on this article, please contact

 About the Author:

Tim Shea

Senior Analyst

As a senior analyst at ARC, Tim's research primarily focuses on upstream oil & gas automation as well as Digital Oilfield technologies.

Tim's focus areas include upstream oil and gas operational activities in support of the Digital Oilfield including multiphase flow metering, oilfield operations management systems, artificial lift optimization, leak detection systems, drilling optimization, compressor and turbine monitoring & controls, and general field devices such as radar and ultrasonic level measurement devices, and pressure transmitters, among others.



Remember the early 90s, when the mobile phones were not there. The only way to communicate to an out of office employee was landline phone or personal message via a colleague. Today there is no distinction between professional and personal lives as we are always connected.


In the age of Uber, Netflix and Airbnb disrupting traditional industries like Taxis, Video, and Travel; it is a required for organizations that their internal work environment also has a digital disruption.


The workplace is changing at an extraordinary rate. Employees have embraced the latest mobile devices and digital technologies at home. They now expect and demand the same in the office. As the latest digital natives join the workforce, having these kinds of tools and applications in place is more important than ever.


Improving customer service is the end goal of a digital workplace but the first step is to bolster the employee experience. Organizations are creating digital workplace by integrating e-mails, instant messaging, social media tools, and internal applications.


From Baby Boomers to Gen Z, today’s workplace contains a mixture of generations. Everyone has grown up with very different environment, technological and cultural experiences but still, all face similar challenges at work such as information overload, and daily changing technology. 


Employees want to be connected across devices and with their colleagues and processes during their workdays


With digital enablement, IT service departments are most benefited with services like virtual desktops, software upgrades, remote support are possible.


As a digital workplace, many organizations are moving from a physical office or cubicle to a more flexible, open workplace that leverages digital technologies like social, mobile, analytics and cloud computing to create a digital workplace that senses and responds to the information needs of employees – anytime, anywhere, and on any device.


By adopting digital workplace, an organization gets diverse benefits:


  • Increased employee productivity – with direct communication via digital channels with partners, colleagues, and customers
  • Increased employee retention – due to increased engagement the retention has gone up. Many companies qualify for best place to work
  • Increased talent attraction – the flexibility coming from digital, helps attracts the best talent, who would like to be free from 9 to 6 physical cubes and give their best creativity to organizations
  • Increased satisfaction – this is a no-brainer, as employees get to enjoy full internet connectivity and communication, they are happy at work and off work
  • Increased compliance and governance – with remote connectivity, today IT governance is easy, no need for physical presence of help desk


The potential benefits of digitally enabling both staffs and the business mean that organizations will go a long way in satisfying their end customer, which is the very purpose of being in the business.

Late last year, Amazon India rolled out Amazon Business, it’s B2B marketplace with over 100 million products. Soon after, Walmart announced the opening of its first fulfillment center to serve kirana stores. In March this year, Metro Cash and Carry announced that it was starting doorstep delivery for kirana store owners. Why are these top names in retail suddenly turning their focus to B2B order fulfillment? What problem are they trying to solve?
Well, consider a scenario that plays out every day in small stores across India: It’s the height of summer, and Kumar, the owner of a small kirana store in a city, is finding that many of his customers are asking for a new soft drink that’s being advertised heavily during IPL matches.
Kumar has already run out of the stock he had received last Wednesday and would like to order a new, larger batch to keep his customers happy. However, the brand’s salesman’s beat brings him to Kumar’s shop only next Wednesday, which is three days away. Kumar knows that considering that there are hundreds of shops like his in the distributor’s area he is likely to get delivery of his order only 2-3 days after that and even then it’s only likely to be partially fulfilled given the heavy demand. He would probably also need to buy a slow moving product to keep the distributor happy.
So for nearly a week Kumar must turn valued customers away from his store (and towards the big supermarket nearby) and lose out on revenue and customer trust and goodwill. The brand too loses out on the momentum created by the expensive ad blitz and possibly revenue and customer loyalty.


If this sounds like an absurd situation, consider the fact that this has been the reality on the ground for several decades now. As all FMCG professionals know the retail supply network in the industry works on a top-down, push-based model. This is how it works:

  1. Brands send sales executives to retailers either directly or through distributors.
  2. Sales executives visit retailers as per their beat – on average 40-60 stores are covered on a daily beat – and collect orders on a form or, increasingly, on an order taking app, and reports the orders to the distributor/brand at the end of the day.
  3. The distributor/brand sends out delivery vans whenever they feel they have an optimal number of orders to deliver in an area and fulfills the order either completely or in part – well-run brands fulfill over 70% of the orders on average but fulfillment rates are far lower for many others.

This is no doubt a simplistic description of an extremely complex delivery model. But that’s precisely the point – the current model is so complex and slow that it’s costing everyone in the ecosystem, from brands to distributors to retailers to consumers, precious time and money. Clearly, the system is ripe for disruption.       


Now imagine this: Kumar, faced with high demand for the soft drink, opens up an ordering app on his phone, searches for the product, selects the quantity he requires and clicks buy. The order reaches the brand immediately and the order is delivered within 24 hours by a local partner (a distributor or stockist/substockist) in a two-wheeler/rickshaw/van. Kumar can serve his customers seamlessly and the brand stands a chance to increase customer loyalty and revenues and gains a better ROI.  
This bottom-up, direct brand-to-retail supply model has more game-changing benefits for all players in the ecosystem:

  1. Brands get access to real-time, drill down data on market demand that they can use to streamline manufacturing and upstream and downstream supply to ensure that they have enough stock available to meet demand (and nothing more).  
  2. Intermediaries like wholesalers, distributors, stockists and substockists are also able to see orders immediately and plan to fulfill 100% of the orders in a matter of hours.  
  3. Retailers get their orders delivered within hours rather than days and are able to compete with bigger competitors in modern trade and ecommerce in serving customers on demand.
  4. Consumers get their favorite products when they need it, where they need it, and at a good price (owing to lower costs for brands; see below).

What’s more, all these benefits come at a lower cost of capital for everyone involved as the system ensures better working capital utilization by facilitating just-in-time, optimal stocking and efficient delivery. This ultimately reduces the network’s reliance on credit (brands usually provide goods to distributors on credit, who in turn extend credit to retailers, trapping all of them in a never-ending cycle of debt.     


Considering the big problems the technology-driven direct-brand-to-retailer model solves – and the enticing possibility of taking a piece of the ~$70 billion FMCG market – many companies, big and small are now building partnerships with brands and selling order taking apps to retailers. This list include marquee names such as Amazon B2B, Walmart and Metro Cash and Carry as well as small startups, including Bizom’s sister brand Distiman.

It’s still too early to predict winners and losers, but the initial results are encouraging across the board. According to reports in the media, the turnover of Amazon’s wholesale business multiplied 2700 times for fiscal year 2016-2017, validating their B2B thrust.Metro Cash and Carry’s CEO Arvind Mediratta, too expressed faith in their doorstep delivery model for kiranas: “A lot of small businesses gravitate towards us as they don’t get credit or working capital loans, have lower fill rates, don’t have enough SKUs (stock keeping units) and are forced to stock certain products.”

 Among smaller players, some well-funded companies like Shotang and Just Buy Live (JBL) seem to have shut shop while others like Distiman are growing steadily by convincing brands and retailers of the value of a multi-brand direct distribution system.   


Distiman is a stock ordering app from Mobisy Technologies (the company behind Bizom) that allows retailers to order stock for thousands of products from over 300 brands across different product categories. Distiman fulfils these orders within 24 hours by using a hub-and-spoke model that uses local franchisees and young entrepreneurs for last mile delivery. This allows brands to focus on meeting demand while the platform takes care of core distribution and marketing execution.

The app was envisioned as forward integration for sister brand Bizom’s suite of solutions for sales network automation that includes their market leading sales force automation, distributor management and retail execution modules. “We have already built technology that crunches vast amounts of supply chain and retail consumption data to provide intelligent predictions on right stocking for everyone in the supply chain, including distributors and retailers. This greatly drives up the capital efficiency of these businesses. Plus, we are an ecosystem player. We are leveraging our existing relationships with more than 160 brands with reach to more than 10,000 distributors and more than a million retailers pan India,” said Mobisy’s Chief Growth Officer Arun Narayanan in a 2016 interview.

Fast forwarding to 2018, their bet seems to be paying off. Distiman now services retailers in Kolhapur, Maharashtra, and Mysore, Karnataka, and has onboarded more than 3000 retailers with an average dropsize of Rs. 4300. According to company sources, Distiman’s monthly GMV is increasing 20% MoM.

According to Niranjan Anand, lead of Distiman operations, the success of their model stems from the company’s deep understanding of the retail ecosystem and the relationship it has built with brands over the years. “While Distiman is a game changer for retailers, we also offer many advantages to brands. Our multi-brand model helps brands service outlets more efficiently, providing them almost 50% higher ROI than what can be delivered by a single-brand. We give brands reach in tier-2 and -3 crowds where its not financially viable for them to operate through single-brand distributors. Also, brands can directly communicate offers, loyalty programs or even get research done with retailers individually or by segments. Most importantly, on-demand, just-in-time secondary order fulfilment eliminates stock-outs and makes products available for the final consumer when and where they need it.”


Distiman’s numbers speak for themselves:

  • 3x more SKUs of a wider variety of brands available at outlets.
  • 40% increased sales for retailers using Distiman.
  • Retailer service time reduced to less than 24 hours from 1 week.
  • Distiman stockist’s capital turnover is 5x of tradition distributor resulting in 3x higher Return of Capital Employed.


We believe that while there are several ways in which this model can work, there are some critical features that a technology vendor must provide to ensure success for brands and retailers: 
– First and foremost, a new solution must aim to leverage and streamline the current ecosystem of distributors and stockists/substockists, and not bypass the network which was built over decades and possesses vast stores of business knowledge and wisdom.
– It must deliver real value beyond 24-hour delivery and easy credit and work to weed out limiting practices such as the debt cycle by enabling data-driven decision making around optimal stocking.
– It should easily integrate with related digital systems like sales force automation, distributor management and retail merchandising to allow brands a 360-degree view of market demand and channel partners’activities.
– It should offer data analytics that can drive business decisions up and down the supply chain.

In conclusion, as technology adoption skyrockets in the tradition-bound FMCG sector, nudged along by environmental imperatives such as GST and digital payments, the next few years will see major disruptions in how business is done. The brands that survive the inevitable shakedown will be the ones that use technology to improve their supply network and reach out to partners directly. The technology partners that help these companies up their game will reap rich dividends. The challenge is in winning hearts and minds by devising a model that marries the best of traditional models with the best of what technology has to offer. Watch this space for news and developments in this quiet retail revolution.

To understand the impact Distiman makes on the lives of small kirana store owners, watch this video. For more information, call Distiman at 080 41108397. 

Remember as children we used to play more physical games & ground activities like football, cricket and even some local games. As we grew we were more physical in our daily activities which had helped us to be physically fit.


But in last few years digital has changed this picture. My children are glued to iPads, smartphones most of the time. Digital technologies have brought a tremendous shift in the way we spend our daily cores. We order our foods , we call cabs on our smartphones, no banks branch visits are required now as we do most of the financial transactions , and in the age of Whatsapp, nobody uses post to send a news to anyone.


This convenience and comfort have brought a sedentary lifestyle & health issues, but more people are wanting to live a healthier lifestyle without burning a hole in their wallets


Fitness industry is also adopting this digital change.


Some global fitness franchises launched an on-demand streaming services in the USA and UK that lets people access the group’s workouts  any time from a computer, tablet or smartphone.


Instead of going to gym now, consumers work out on their own time in their own locations, but trainers and coaches can access their workout data from anywhere, providing quick feedback and tips to guide them along their fitness journey. The exercises are also available in different levels of difficulty: simple, medium and difficult.


Digital devices are more and more playing the role of personal trainer. Anyone who wants to train just needs the right fitness app.


Freeletics Bodyweight app is more than just a training program. They have a community of over 12 million Free Athletes spread all over the globe. The app provides users with a unique social platform that allows Athletes to connect, motivate and inspire one another and achieve and share their progress and fitness goals.


An athletic apparel brand Athos has a full-body suit fitted with tracking sensors connected to an app that shows which muscles are firing and how much an exerciser is exerting himself or herself.


Another company, Focus Motion, is building products that connect with a smartwatch to automatically track motion and give real-time feedback on an exerciser's form or pace.


Equinox was the first chain to partner with Apple when it launched its Healthkit smartphone app in June 2015. The app syncs with members’ wearable technologies to track fitness data, analyze member behavior, and provide users with recommendations, tips and content to improve their fitness routines. The digital coach in Equinox’s mobile app uses artificial intelligence to learn customers’ habits and keep them engaged.


Fitbit, Apple, Garmin, Samsung, Nike & and Adidas are among the major suppliers of digital fitness market.


Fitbit tells you you've completed 80% of your daily 15,000 steps goal. So you walk around the house and make an excuse to go to the shop to achieve your goal.


The Nike came out with Fuelband, a fitness-oriented tech device which helped consumers to set fitness goals, monitor their progression, and compare themselves to others, all with integration into Nike+  community and phone application.


For those who still prefer to visit the gym have been helped by wearable technologies, which give real time feedback on the workouts. From shirts to shoes, wearable technology is now embedded in several types of fitness apparel. Profiles for runs or cycle rides are recorded using the GPS function. The data for distance, speed, duration, calories burnt off and heart rate is captured to support the design of personalized training programs 


Modern day gyms are now equipped with workout equipment that are digitized for their clients to get more out of their exercise equipment.Going digital enables the user to choose the level of difficulty of their workout just by pushing some buttons.


Today sensors are inserted into pieces of clothing like socks, shorts, leggings, sports bra, etc. These are designed to improve efficacy of wearable trackers, making them highly discreet and increasingly accurate. The algorithms are mimicking a personal coach, tracking activity and technique while simultaneously picking up clues to predict the possibility of injury.


Holofit uses the virtual reality technology that transports its users from boring reality in a fitness center or hotel gym to real-life destinations, sport events or imaginative worlds. Users get to work out in space or underwater, in the Grand Canyon or in the historic recreation of Babylon, making progress while forgetting they are working out at all.  They have also added the gamification and sport competition through its SportPlay application so you can take part in competitions like Tour de France.


Social media platforms like Facebook and photo/video sharing platforms like Instagram are making a trend of posting your fitness efforts and encourage your friends and families to participate.


There is also growing trend of companies offering workplace wellness technologies and programs that are helping achieve better productivity and reduced attrition.


Further this smart data is being used by Insurance industry for wellness and prevention of disease.


Fitness industry has come a long way with digital.

Over the last decade governments all over have become highly interested in the activity of financial inclusion, and given the obvious economic benefits of inclusion, they are headed in the right direction, but are they taking the right path to do so?
As I can see it, the government machinery has been busy creating new acquisition, and distribution channels such as NGOs, post offices, payment banks, banking correspondents, and PSBs (public sector banks) in rural areas to increase the reach of the formal financial services network for some years now. And in terms of increasing the number of formal accounts they have done a good job.
But, if you take a closer look at the numbers and it becomes evident that even though the penetration of banking has grown, the utilization of services remains dismally low. For example, the case of Kenya, as seen in the chart below, the inclusion headcount stands at a proud 75%, but only some 15% of the population consume loan services provided by these institutions. This, in my opinion, is a failure of financial inclusion.


Source: 2014 World Bank Financial Inclusion Findex


Despite the best intentions and efforts of the government, the traditional semi-formal/informal financial sector still prevails. The money-lender, the self-help group, at-home savings remain the staple sources of financial services for the semi-urban and rural consumer.
I strongly believe that this is because the policyholders are competing with these traditional structures when they should be collaborating with them. Financial inclusion should be focussed on on-boarding these structures first, then focus on the consumers of these services.
Rural financial ecosystems are still controlled by informal operators  (not regulated by banking regulations - this includes moneylenders, rotating or accumulating savings, credit associations, self-help groups (SHG) and private companies),  proving three types of financial products, simple credit facilities, basic saving account or a fixed deposit, and insurance.
Maybe its time take stock of the situation and reboot financial inclusion with a different approach. 
For true financial inclusion to happen governments needs to include the semi-formal/informal sector rather than competing them. It is high time for the policymakers to revise their approach and not the compete with the existing rural ecosystem but to collaborate with them. Bring them together on a single platform and enable them with technology.
The Solution: A central multi-tenant financial inclusion cloud.

The focus needs to be on incentivizing the informal/semi-formal organizations to come together and form associations. Ensure these institutions understand the power of new technologies, and have access to them at an affordable cost.
The Government needs to provide them with a digital platform where they can migrate their businesses without losing their individuality. The platform needs to have the following salient features

  • Configurable Rule Engine: A highly configurable rule engine is required so that each of these individual entities can map their businesses flows on the new platform without compromising on their business customs and traditions.
  • Multi-Tenant: Each business entity will be a tenant on the platform and can use common universal services like notification, reports, mobile application if and as required. Shared resources will bring down the cost per user, and ensure business profitability.
  • Multi-Lingual: Platform needs to support multiple local languages on both front and back end
    Such a technology will have the following advantages:-


  • High Availability: Basic services can be made available 24x7, 365 days on mobile phones at par with big banks.
  • Reliability: Increased operational efficiencies and transparency will increase customer trust and loyalty leading to the larger customer base.
  • Data Security: Protecting sensitive data from breaches, theft or any other malicious activity by unauthorized users will lead to better compliance.
  • Efficiency: Central data can be used as a repository to filter defaulting client which will lead to increased profitability.
  • New Revenue Streams: New services like top-up, utility bill payments, ticketing, and remittances can be introduced which will act as a new revenue stream.
  • Compliance: Central operations may lead to better compliance with regulations eventually leading to bigger credit supports from the government.

The local financial ecosystem is still thriving and shows no signs of letting go because it has its inherent and inimitable strengths. Let us compliment and enhance them, not compete with them.



Why compete for survival if you can collaborate for success -

Digital Transformation is in full swing now and adopted by almost all the industries to improve the customer experience. But not everyone is sailing smooth. In fact, a majority of Digital Transformation initiatives face resistance to change and remain in the status quo.


Change is rarely comfortable, for the majority of organizations & employees. It is a normal attitude that when things are going well, why change? Like with any transformation, the lack of interest for change or the fear of consequences puts breaks on the changes you want to bring about.


Status quo comes from various different levels


  • Organization Leadership: Even at senior level, leaders feel why an external consultant coming into the organization and teaching us what to do, how to communicate with the customer or which business models to choose from. Hence leaders are reluctant to adopt digital open heartedly.
  • Cultural change: The unwillingness of senior managers to accept cultural change.
  • Line Managers of IT Department: Most of the time, IT managers are focused on keeping the lights on and maintaining legacy infrastructure and systems. Digital brings in new demands from business and their priorities are different when it comes to new initiatives.
  • Individual Employee: Many big companies have veterans in their organizations serving more than 15-20 years in the same company. They resist the change of anything new coming their way. Benefits of digital transformation for individual employees and teams are often not so clear - and uncertainty surrounding the future often results in fear to adopt digital
  • Too much is changing, too fast, hence it is hard to keep up


Let us see how to address these status quo scenarios.


  • Ask senior most leader or CEO to drive the change for Digital with full support from the board.  Leaders need to present a clear and compelling vision of what success will look like
  • Let business owners take the call and IT be just an enablement instead of driving the initiatives.
  • Get all your staff involved in digital. Convince the employees that Digital is for their own betterment & help them do their job better
  • Create an enterprise social network to evangelize digital across the organization
  • IT can help build their competencies and capabilities.
  • 360 degrees communication: Communicate project success and celebrate them which increases transparency, motivates team members & employees to get a sense of the journey and progress on it, as key milestones are attained.
  • With top management’s support for further projects other passive stakeholders are attracted to adopt the change. Senior executives to communicate with employees across all levels of the organization
  • The organization has to decide which new tools are the most appropriate and efficient to acquire and use to avoid changing everything at once


Digital Transformation brings in the new business models and it will change the way business is carried out.

By 2030, demand for fresh water is projected to outpace supply by almost 40 percent. Water utilities are being challenged to operate more efficiently, lower operating costs, and enhance customer satisfaction.  Water scarcity has become a universal issue and reducing nonrevenue water has reached critical mass at utilities worldwide.  This is particularly true in arid regions that rely on costly desalinated water as their primary source of potable water.  The utilities are turning to SCADA to increase operator efficiency, engineering efficiency, and process optimization, while also being more responsive to the needs of their customers.

The latest generation of SCADA platforms provide the capability to collect, sort, and analyze data quickly and display it on executive dashboards. A surge of new hardware and software technologies emerging in the industrial sector are disrupting the way systems are designed and organizations operate. Some of the key disruptive technologies being incorporated into SCADA systems include the cloud, virtualization, mobility, Big Data analytics, and other Industrial Internet of Things (IIoT) technologies.  

Coming to IoT and data analytics, there are solution providers that use these platforms to drive change from two directions: gathering and analyzing data to improve production processes, and then using the aggregated data to create solutions with a good business value proposition.  One such solution was presented by Ecolab's subsidiary Nalco at the recent ARC Industry Forum in Orlando.

An IoT-Based Approach

Using Microsoft Azure cloud to enhance its ability to deliver personalized services and drive innovation, Nalco can connect to thousands of sensors in facilities worldwide.  Nalco’s 3D TRASAR platform for real-time water monitoring collects and analyzes real-time water usage data to improve efficiency and cut water, energy, and operational costs. The company is taking full advantage of the Microsoft Azure platform, including the Azure IoT Suite, to accelerate water scarcity solutions for customers across multiple industries around the world. 

In addition to TRASAR, Ecolab has developed a Water Risk Monetizer that enables companies to quickly and easily assess how water availability and quality could impact their ability to operate, grow and generate profit. Water Risk Monetizer is also built on Microsoft Azure and assess water-related risks at a site and enterprise level. The tool can help end users make a better business case for proactive water management strategies and prioritize locations for investment based on water scarcity risk. In short, it helps customers understand the full value of water to their operation. 

Microsoft Drastically Reduces Data Center Water Costs

Microsoft recently used the Water Risk Monetizer to help inform strategic water management decisions at its data center in San Antonio, Texas.  The data center is located within the Leon Creek Watershed, an extremely water-stressed region which also presents water quality issues due to flooding, storms and stream bank erosion. Data from the Water Risk Monetizer revealed that the risk-adjusted value of Microsoft’s water use at this data center was more than 11 times greater than the current water bill presented by the San Antonio Water System. The numbers made the business case. Microsoft installed Nalco’s TRASAR, which enabled the plant to reliably use recycled water instead of potable water, saving Microsoft more than $140,000 in water costs and avoiding the use of 58.3 million gallons of potable water per year.  

Digital Transformation for Water Management

At the foundation level i.e the field device level, flow and level measurement devices, mainly ultrasonic flowmeters, are employed in the water & waste water industry to measure flow. Connecting the smart flowmeters with IoT is helping both industrial and commercial owners to track water usage, control quality of water and reduce costs to large extent. Data from these smart meters is sent to the controller, which is then sent to the cloud for further actions. Access to the cloud data via apps enables users to switch on/off the valve and track wastage as well as over consumption. 

ARC's will release the latest worldwide market report on ultrasonic flow and level measurement devices soon, to give a more indepth view of the Flowmeters and Level transmitters Market.


“Reprinted with permission, original blog was posted hereand  here  ”. You may also visit here for more such insights on the digital transformation of cities and industry.

 About ARC Advisory Group ( Founded in 1986, ARC Advisory Group is a Boston based leading technology research and advisory firm for industry and infrastructure.

 For further information or to provide feedback on this article, please contact


About the Authors:

Mark Sen Gupta, Director of Research

Larry O'Brien, Vice President, Research


Mark leads ARC's coverage of process automation, process safety, SCADA, terminal automation, and automation supplier services. He is also part of the IIoT Team.


Larry is responsible for providing oversight in ARC's research into process automation markets, including process automation systems, process safety systems, plant asset management systems, intelligent device management strategies, and field networks.


About ARC Advisory Group (  Founded in 1986, ARC Advisory Group is a Boston based leading technology research and advisory firm for industry and infrastructure.

Digital disruptions are impacting all the industries and pushing organizations to change or die. 


The residential real estate industry was built upon personal relations and contacts. Knowing the trustworthy estate agent personally, was more comfortable for buyers to make investments.


Today the scenario is changing. Several online estate agencies have been set up, which allow owners to buy and sell properties digitally.


At every step in the process of finding, visiting and buying a home, property managers are now focused on enhancing the customer experience with help of digital technologies.


Digital technologies are used for real estate portals, to find a trusted agent, view potential properties and invest as required.


Some property managers allow their agents to shoot, edit and upload video footage of their properties using their mobile devices. This resulted in the increase in reach and quick selling.


Digitization can help you increase your reach from a bunch of agents and investors to thousands of individuals who have interests in purchase and sale of Real Estate.


Digital has come into real estate as well:


  • In searching the properties – Buyers can go online on, to rent or check out the property before buying.

  • Virtual tours of the property – gives you live-in tours saying see your next home from every angle. This reduces time and expense for owners and creates convenience for the buyers.
  • All the Frequently asked questions about the proposed project can be answered in a direct chat with use of emerging technologies like chatbot powered with artificial intelligence
  • The old-fashioned hardcopy of blueprints is now replaced by Building Information Modeling (BIM) which uses 3-D computer modeling. This helps architects and contractors to collaborate more easily and make on-the-fly alterations to existing designs. Maintenance becomes very easy as the BIM model contains all construction data in a single plan.
  • With Social media presence, buyers can get multiple reviews and comments on the properties and even ask the agents to take them on a video tour of the property through WhatsApp, FaceTime, Skype etc.


From the buying or selling when we come to occupied properties, digital technologies are used for the betterment of occupants.

  • Smart Buildings: Facilities including power management, lighting, physical security, fire safety and IT infrastructure.
  • Smart Energy: Automatic lighting control, may vary from obvious night-time auto-activation to dimming based on crowd density and weather conditions. Nest offers a number of innovations like motion detectors to adjust the heat settings when the family has left for the office or schools.
  • Smart Meters - Every home will have a smart meter to control the power usage and report in real time.
  • Smart Water System: IoT sensor enabled water systems which measure the flow, pressure, level and chemical content of the water to improve quality and usability
  • Smart Access: Users can open home doors or office doors by just touch of a finger or even with IoT enabled sensors ensuring garage doors are opened when users are approaching



From living rooms to the yard, we are embracing the digital technologies which are helping the booming real estate industry.

A few years ago, the impact of digitization was only established in top industries like Banking, Insurance, and Retail. Now times have changed – the recruitment industry is also adopting digital transformation.


Everyone is a candidate at some point in their journey. Whether you are an employer or a candidate searching for a job, the digital transformation is helping the recruitment industry to implement smarter hiring strategies.


Recruiters are the brand ambassadors of a company as they are the first people with whom a candidate interacts. But getting the right people with the right skills, at the right price, has been a long-running headache for recruitment teams.


It’s a competitive marketplace for talent, with demand for skilled labor far exceeding the supply of qualified candidates actively looking.  This makes it more important need for recruiters, to master new digital techniques to find, reach and engage right skilled potential candidates.


Candidates seeking jobs in the market are also now tech-savvy and expect fast and easy application processes and communication. Their behaviors and preferences are changing. Power has transferred from recruiter to candidate.


There are multiple ways digital can help:


Assess the digital footprint of the candidate: Recruiters can use this data to get important insights into the skills of potential candidates. Correlations between social media profiles can reveal important aspects such as interests and hobbies, as well as an overview of the candidate’s personality. How suitable is the candidate to an organization’s culture can be assessed based on her/his social media sharing habits on subjects like gender, age, race, and politics.


Online language/skill assessment:  It is one of the easiest ways for companies to filter through the pool of candidates efficiently. Recruiters can ensure the quality of their hires via psychometric and other tests.


Online job portals:  Monster, Glassdoor, Indeed, Naukri and TimesJobs have helped in reaching out to candidates across different geographies and industries. They have also helped in building good candidate pipelines for recruiters. LinkedIn has started this revolution long back and has the credibility of companies as well as candidates equally.


Advantages of Digital Transformation in Recruitment:

  • Your website messaging can be targeted to different candidate personas
  • Candidates can easily engage with your company on social and mobile
  • Helps create the company brand in the digital world
  • Machine learning is helping is processing piles of applicants to find the right candidate
  • The organization can nurture candidates over time by relevant job alerts, talent campaigns
  • Social media presence generate the better response from talents to the brand
  • Digitization helps in ease of entire recruitment process and in turn happy candidates
  • Job seekers get an inside view of a company through a site like Glassdoor, which includes information on compensation, organizational culture, career progression, learning opportunities, etc.
  • Through the use of Big Datalearning companies can find suitable candidates, cut recruitment time and costs
  • Consolidated database of CVs becomes a powerful mining tool and cost saver



Digital is helping to convert the chaos of recruiting into “Smart Recruiting”.