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Tech Entrepreneurs Arcaro, Marchesoni, Casagrande Refuse to Share their ‘Unique’ Business Model with Industry Giants

Brand Voice
·7-min read

London, UK – Tech giants Tesla and Apple are executing a model very similar to IBM’s, i.e., these mega giants have not evolved at all. These companies are not customer-centric; hence, they are playing the numbers game. And have rather remained linked to how IBM was in the past before its stocks collapsed in the early 1990s.

“Customers are uniquely loyal to Apple’s products, such as iPhones and Tesla’s cars. In many ways, these two giants have been milking the same business model that constitutes selling their services to customers in a very offbeat way, providing a much differentiated platform. Since the COVID 19 situation, both of these giants have not been keeping up with their customers.” – says Giacomo Arcaro, CEO and Co-Founder of Blackchain International, the 9-figure consulting firm in innovation management.

In fact, the trio of entrepreneurs, , have been working on the model generously created by the same Thomas Watson Jr. of IBM that Apple and Tesla have been looking up to: domination of the information technology industry by providing the best customer care and earning the greatest customer loyalty in the segment, in such a way being able to sell products that aren’t necessarily the cheapest or the highest-performing but the most well-positioned in the customers’ minds.

The aforementioned strategy was the part of IBM’s golden roadmap to success, the company not only redeemed its customers but its competitor vendors too. IBM leased rather than selling its hardware. The result was a symbiotic relationship between IBM and its customers that made the company almost impossible to beat, given its massive economies of scale at the time.

This level of power and exclusivity led to bad behaviours. IBM’s quality dropped, and its innovation dwindled. With its market saturated, it started to rely on price increases and questionable service charges to fuel its bottom and top lines. The giants became so confident by the time that it began to take customer-relations for granted and developed a tech-god complex. IBM thought it could even sell air, and their customers would buy it. Customers, nearly en masse, disabused them of that notion with a vengeance.

IBM changed, it affected the brand and their valuation, which is what Apple and Tesla both risk today, semester after semester unless they don’t come up with the next futuristic enough iPhone or Tesla car, for which the ideas may eventually run out.

“Tech giants are like invincible zombies, who feed on profits and acquisitions but not customer satisfaction. This is a very scary bubble”, states Giovanni Casagrande, CTO and Co-Founder of Blackchain.

“We, at Blackchain, have an excellent reputation, but aren’t massively dominant either, as the old IBM. According to our unique business model, we prefer to be aggressively open-source, embracing interoperability. In contrast, our mainframe folks embrace customers much like Apple and Tesla are doing, but with that not becoming such an obsession. Blackchain is not aggressive on pricing, compared to the hoards of tech firms trying to mine customers for money, and it places those IT customers at the centre of the innovation world while keeping them on top of the violent wave of disruption thanks to its flexible solutions based on Blockchain, AI and Big Data.” – states Eloisa Marchesoni, COO and Co-Founder of the company.

In the IT space, Blackchain International enjoys what arguably is the most robust IT advocacy in the segment, unfortunately – for Apple and Tesla – reminding its customers that the green-looking grass on the other side — which isn’t greener — doesn’t appear greener either. In fact, the two tech giants have been coming to Arcaro, Marchesoni and Casagrande for consultancy. Still, the three have preferred to remain loyal to their customer base, refusing to share the secrets in exchange for an amount of money that the entrepreneurs have not been willing to share with the public.

Apple and Tesla are very similar to the old IBM. Both firms fully embrace their customers and provide unique and compelling customer experiences.

Apple, through the Apple Stores and places like the Best Buy store within a store, provides a level of customer care that no other smartphone company comes close to matching. As for Tesla, if you have a problem, it drops off a loaner car when it takes your car (you don’t have to go to a dealer), and you even have the option of trading up to that loaner car if you want to.

Both companies provide a deep set of unique services for their products. Tesla has software updates that have fun new features for the owners to discover so that, uniquely, software updates are anticipated rather than dreaded. Like old IBM, Apple owns most of its technology stack (the closest thing in the market likely is the Microsoft Surface).

The firms are very proprietary; their products don’t interoperate well. Tesla chargers don’t work with other electric cars, and the new DC direct chargers won’t work on Teslas, for instance. On Apple’s side, its watch goes only with an iPhone, and it partners so severely that its channel outreach efforts with Cisco largely appear to have failed.

“Tesla can’t seem to stay profitable, and Apple’s sales volume is sliding so badly it has decided to stop reporting sales volume and instead report revenue and profit. This is because it so far has been able to raise income by mining its customer base for money. Apple died with Steve Jobs and milking loyal customers will only work for so long before those customers are likely to rebel.” – grins Giovanni.

Apple, Tesla and Blackchain have similar customer-centric strategies. However, Blackchain learned that this model works best if the customer remains the focus of the effort, not profits or revenue. The other two firms have long forgotten this strategy.

Tesla, the most at risk, has started to decline. Instead of being more and more profitable, Tesla has been struggling to find a profit. Apple has been avoiding decline only through pricing actions, but its customers aren’t unlimited sources of money.

To ensure their success, both Apple and Tesla should take a harder look at how Arcaro, Marchesoni and Casagrande are running their business and holding customer loyalty and satisfaction largely by resisting the temptation to mine customers and instead making customer loyalty and satisfaction its primary goal.

“We think Apple and Tesla are worth saving, but their leadership doesn’t get that the model both are using is badly flawed and that there is a far better way to secure their futures. Ironically, both the giants and Blackchain got the model from, IBM, is the same, but they have not followed IBM’s history like we have and have forgotten to switch to a unique one, like ours.” – declare the three 9-figure tech entrepreneurs.

It is somewhat surprising how many highly paid executives seem to want to learn by doing instead of learning from others, but that is not how the world of Blockchain, AI and Big Data works, unfortunately. It’s no wonder that the disruptive tech world has a very high rate of falling stars, even if they’re big ones like Apple and Tesla, and very few rising stars that keep shining, which is what we hope for Blackchain International.

“You can’t run a company by just keeping your board members and stakeholders happy. You need to take care of your customers too. We do agree that some giants are too big to fall, but when they collapse, the downfall takes the whole industry with it. We at Blackchain are committed to our customers.” – The founders of Blackchain International declare.

Media contact

Company: Blackchain International

Contact: Giovanni Casagrande

Telephone: +447834293865

Email: info@blackchain.guru

Website: https://blackchain.guru