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03 Jun 2022 7 min read

How to master the digital transformation

This article aims to summarise the global approach to digital transformation within an SME company by clarifying the 3 major pillars of change:

  1. New levers for growth
  2. Communication & sales vectors
  3. Digital technologies

If digital transformation is not just about adding the e-channel to your business, understanding the 3 pillars of change gives a comprehensive view of the road ahead ...
... so that your change leads to transformational growth

1.The new growth levers

What has changed - what is new

Business development is about building an environment for "consumers" (B2C as well as B2B) in a market-to-industry polarity. In other words, matching your markets/segments to your offer (and not the other way round, which has prevailed until now). Starting from the brand's point of view, you leave room to rethink your entire business in terms of market opportunities and business model.

How ?

The brand

In this perspective the brand is the key resource of the company and your whole business is built around a story to tell - your storytelling.
It is no longer about selling a product or service but about positioning yourself around a set of values by raising the ambition to a more humanistic level which is: what are you doing or producing for humanity?



The construction of Data for a company requires a single database of all the information of the company independently of the various departments and by establishing the common relevance according to your market (i.e. the customers and not the company). Based on the priority information, establish a taxonomy that can give you the relevant information in a few clicks. Data is your company's capital and this pooling exercise allows everyone in the company to remain aware of the common goal and to avoid hunting even if some information remains confidential.

To conclude

At a strategic level, digitalization is the ability to interact in real time with your markets. Centralising the business around the brand and the data allows the deployment of all the growth levers of digital in a transversal ecosystem where suppliers, producers and customers are an integral part of the value chain of the company.


2. Vectors of communication/sales

What has changed - what is new

Developing a digital communication is not about having an online brochure called a website, it is about developing a global and transversal marketing tool for the company and its global ecosystem.
It's not just about telling your story but about facilitating your visitors' experience and getting them to find the answer they came for.
Your website is also an active prospecting tool that allows for almost any strategy through SEO techniques that don't necessarily have to be paid for.
Social networks are an effective complement if they do not just serve to increase infobesity. There is no obligation of frequency but rather an obligation of relevance.
The online shop is not reserved for B2C only and depending on your activity, it is not necessary to put all your products online - the online purchase can also be reserved for certain products / services.

How ?

Establish an omni channel communication and sales strategy - how do you want to be perceived? Where do you want to be in 6 months, 6 years, what solutions do you provide? Which customers do you want to acquire?

To conclude

Visibility in the online world depends on the relevance of the communications/information you publish, the customer experience you provide, the know-how you share and the SEO techniques you implement. The digital universe is your catchment area, you have a few seconds to retain your visitor.

Investing in communication without a good brand positioning and business strategy is working for your competitors.


3.Digital technologies including AI

What has changed - what is new

The purpose here is not to make a list of the various and varied technologies needed according to the business (VPA, ML immersive technologies, 3D printing, etc.) but rather to identify the agile digital developments whose objectives are to facilitate the organisation of the company, reduce complexity and improve productivity.

How ?

WebApp ou App

Mobile applications that originate in the improvement of the customer experience have direct implications for the organisation and productivity of the company.
They increase productivity and improve information flows. Increased efficiency, responsiveness and speed.

For example, an application that allows a construction company to communicate to its customers the progress of work online according to a work phasing system and at the same time organises internally the monitoring of the site, the organisation of teams for the next stage and invoicing according to the phases completed. This example of a WebApp will have been developed entirely on the basis of modular innovations in a time and cost effective manner.

Modular innovation

Traditional heavy, large and expensive IT development has too often become inadequate for an SME. Modular innovation consists of putting together existing application elements to build the exact application that suits you. This is the first way to go.

Artificial Intelligence (ou AI)

Beyond a certain amount of IT investment, it is better to turn to an AI.
The latest generation of AI is Swiss, it is cognitive and speaks natural language.
A version exists for SMEs, at SME prices, it requires no in-house IT team and can be installed in any existing IT environment.

To conclude

Digital transformation is not just about moving from state A to state B, but about integrating innovation/permanent change, which is driven by your market, into your overall organisation. For your digital transformation to result in transformational growth, it is essential to establish a business strategy with the brand as a key resource.

Mastering digital transformation involves integrating change at 3 levels:

  • business strategy and new growth levers
  • communication / sales strategy
  • integration of new technologies better performance

Article written by Chantal Baer, Brand & Business Strategist at Swiss House of Brands


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