As marketers, our time and effort is often organized and oriented around campaigns, which are concentrated, time-bound, and largely promotional prosecutions designed to move the needle for the business. Campaigns represent the combination of air cover and ground support required to catalyze demand and to direct selling motions.
There?s nothing fundamentally wrong with this way of thinking. After all, we?re all in business to sell stuff. But it?s a concept that has the potential to collide headlong with the ethos of content and social marketing, which are disciplines that, in their most effective forms, tend to bet long on the customer.
Perhaps paradoxically, content and social marketing?very modern marketing disciplines?seek to acquire customer loyalty the old fashion way: by earning it.
It?s got to make you wonder whether the campaign construct is maybe a bit outmoded.
Also, campaigns are often activated to shape demand patterns in very specific, product centric ways. But in the age of brand storytelling, it?s about engaging with audiences with a broader corporate narrative. As a company and as a brand, it?s often less about your individual products than it is about sum of your parts.
It?s about what you stand for, not the products you seek to peddle.
That?s why, while I believe the campaign still has a role to play, its role is diminishing. The ascendancy of content marketing will match the gradual decline of the campaign.
In its place will be continuous storytelling. These stories, of course, may be organized around themes that vaguely resemble the campaigns of yore. But rather than focusing on driving short term gains in units shipped, they?ll focus on driving lifetime value, loyalty and advocacy.
So, as you begin your 2014 planning, consider whether you should trade campaign thinking for a longer bet on the customer. Because it?s often the patient investor who yields the greatest returns.
Despite all hype, the private cloud computing market is still in its infancy. The enterprise customers deploying what we call at Gartner “cloud management platforms” (CMPs) are in the order of the thousands. Not insignificant, especially given the size of the accounts that buy CMPs, but far away from mainstream adoption.
Evaluating the few dozen alternatives (you can read a list of them in my research document Market Profile: Cloud Management Platforms, 2013), IT organizations naturally try to understand which vendor is preferred by industry peers, or more in general which CMP is the most deployed. Answering the question is all but simple, and it’s easy to be misled.
The most sophisticated CMPs usually are a bundle of multiple management tools retrofitted to address the cloud management use case, glued together by some unification code or point to point integration.
When a vendor cannot count on an existing application portfolio to repurpose, it has to proceed with a bunch of acquisitions, but the end result is the same: a collection of different tools that must work together in a way they were never meant to.
In fact, a way to measure how mature a CMP is consists of evaluating how well its management modules integrate with each other.
In many cases, a large enterprise already owns and uses one or more management tools that coincidentally are also offered as part of a CMP. Hence, the vendor upsells the CMP for that installation base. The customer may well buy the CMP license but does not necessarily deploy any additional component.
In other situations, given how many modules a CMP may include, and how complex is to deploy and operate all of them, customers actually use just a couple of them, out of four, six, twelve included in the SKU, hoping to roll out the others with a phased approach (that may take years).
The result is a series of claims where vendors report great customer wins, but where in reality customers deployed a couple of CMP modules long before they were included in a CMP SKU, and maybe those modules are not even the ones that should be considered key enablement for cloud management.
Then there are those situations where customers decide to implement a CMP but their expectations are completely failed in just six-to-twelve months. Many things can go wrong: the deployment time promised by the vendor goes beyond the deadlines, the CMP features are insufficient to the address customer’s needs, the integration with the existing enterprise management tools requires a lot of unexpected professional services activity, and much more.
In all those situations, the IT organization has to go back to the drawing board, select a different product, and go through the painful process of replacing the unsatisfying product.
That’s why, when we at Gartner evaluate CMP market penetration, we spent a great amount of time reviewing customer references, asking people what pieces of the CMP they actual deploy, how they are using them, or if they changed CMP for some reason. Sometimes the interview reveals that what the vendor sold as a CMP implementation actually is not, or it’s not even close to what it should be in terms of components deployed and how they are used. In other situations, we incidentally discover that a CMP has been abandoned in favor of a different one.
Hence don’t believe claims about private cloud market share. Every implementation must be carefully reviewed and re-verified after a few months. And this exercise paints a picture that can be very different from the one CMP vendors describe.
It?s been a busy week, though it does look like I will make it through to Christmas! I saw a few newsworthy items in the press that caught my eye, and I wanted to blog about them. I didn’t have time (and don?t really now) but I simply had to take stock of some big issues.
Now, onto Thursday PM and Friday!
In a quick poll we ran at my ADLM session at #gartneraadi I asked a simple question: what is your company’s primary requirements management tool. I only provided two options: MS Office or An RM Tool. The result: 55% answered that Office was the tool in use. Does your organization also rely on Office? If so why? What holds back the adoption of directed RM tools? I have several thoughts about this but would love to hear from you.
The ?60 Minutes? love letter to Amazon, which took the form of a 14-minute segment that amounted to an infomercial regaling the wonders of the Seattle-based ?everything store,? has resulted in more drone ?related social media humor than could be assembled by a gathering of every staff writer who has worked for ?SNL? since its inspection. ?Amazon Prime Air,? the third most searched term on Google several days after airing, will be remembered as digital commerce?s ?jump the shark? moment when Jeff B morphed into Mr. Wizard when he lured a gaga Charlie Rose into what looked like Wayne Enterprise?s secret lab where he went eyeball to eyeball with the cyber-retailer?s flying delivery boy.
And so chatter re all things next-day, overnight and same-day delivery has become the talk of digital marketers and industry pundits?not to mention a socially connected world in which everyone is the reincarnation of Henny Yougman. The timing of discussions related to the merits and business models aligned to various delivery thresholds is particularly noteworthy in the wake of a billion-dollar baby called Cyber Monday the latest Red Letter Day for digitally driven, mobile-enhanced commerce.
Delivery elasticity is a mirror with two sides. As a former retailer, I learned the hard way that the costs you never expect or plan for are the ones that bite you in the butt. In keeping with the holiday shopping season, I can speak from experience that it?s generally a great time for retailers, even those who are rank amateurs (referring to myself). At first I was happy to take special orders for products not in my store that required extra sourcing and quick ordering, but soon came to realize such transactions produced low margins given that providing exceptional customer service included me eating the cost of express delivery. The topic of megaretailers moving toward fast-twitch delivery is no doubt giving small business merchants a case of Excedrin headache 2014 if they retain any hope of being competitive.
Being successful in finding the right delivery paradigm for your product or service will require multi-dimensional thinking. Digital marketers, no doubt will need to work side by side with their IT counterparts to strategically implement advanced logistics systems such as Descartes, which can match transaction requests to appropriate local inventory warehouses. Marketers must think in parallel about their customer base and bottom line. Is my product something a customer needs the same day or is offering that extra service little more than retail grandstanding? Perhaps the need to offer expedited delivery is seasonal which is that?s why eBay and Google are waiving their customary service charge for same-day delivery during the holiday season. Common sense dictates that perishables need to be sent on their way pronto while a customer should expect to wait a few days for a handcrafted work of art. Along those lines, unless you are a retailer the size of Wal-Mart, Target or Amazon, it?s a slippery slope to offer ultra-expedited or same-day delivery at a loss assuming the lifetime value of that buyer will make up for the upfront red ink. A digital commerce world filled with comparison shopping, price alerts, social network cues and flash sales is not conducive to long-term loyalty.
While most digital marketers are still buzzing about Amazon?s army of identifiable flying objects, I point to something else Bezos said when asked by Charlie Rose about his company?s ability to disrupt many markets in which it becomes dominant. ?People can complain about (us being a disruptor), but complaining is not a strategy.? I agree?complaining is not a strategy but either is being fixated on your competitor?s blue sky whims. Going beyond the hyperbole of Amazon?s homage to George Jetson, the big takeaway from Bezos? newsmagazine segment is the persistent recitation of his company?s mantra??it starts with us being customer centric.? Those are words for every digital marketer to live by and that?s a motto that should be expressly delivered to your constituents for the holiday season and beyond.
If you missed the ?60 Minutes? interview featuring that magnificent man and his flying machine, go here and see for yourself.
When is a technology offering a platform? Arguably, when people build products assuming it will be there. Or extend their existing products to support it, or add versions designed to run on it. Hadoop is there. The age of Bring Your Own Hadoop (BYOH) is clearly upon us. Specific support for components such as Pig and Hive vary, as do capabilities and levels of partnership in development, integration and co-marketing. Some vendors are in many categories – for example, Pentaho and IBM at opposite ends of the size spectrum interact with Hadoop in development tools, data integration, BI, and other ways. A few category examples, by no means exhaustive:
Analytic Platforms: Kognitio - an analytics-focused in-memory database with SQL 2011 support – offers significant Hadoop support. Jethrodata adds indexes for SQL and stores them in HDFS to accelerate BI tools, while Splunk’s offering called – gotta love it – Hunk has a similar approach. SAS recently added a partnership wkith Hortonworks, extending existing capabilities. For integrated marketing, RedPoint Global offers a true YARN-enabled engine with a rich array of capabilities that many tool vendors would envy.
Application Performance Management – longtime stalwart Compuware is bringing its portfolio to both Hadoop and leading NoSQL offerings.
BI Tools: specialists like Alpine Data Labs, Datameer, Karmasphere and Platfora position themselves as targeted for Hadoop environments. Traditional players like SAP Business Objects may represent themselves as connecting via Hive, and increasingly we will see some, like Alteryx, Qlikview and Tableau, are partnering with emerging distribution-specific stack components like Cloudera’s Impala.
Database: some vendors, like IBM and Teradata offer their own distributions, and even appliances. Others like Actian, Oracle and Microsoft partner with pureplay vendors. All provide connectors, management interfaces to their own management tools, etc. MarkLogic adds an “enterprise NoSQL” flavor; Rainstor adds an archiving solution for a highly compressed Hadoop environment.
Data Integration: Informatica and Talend both support HDFS and even have specific offerings for ETL, data quality, etc.
Development platforms: Continuuity is out to an early lead here, but is hardly alone and won’t be the last. For example, SQL Server development tool player Red Gate will enter the market soon.
Hadoop as a Service: Altiscale, Amazon, Rackspace, Savvis, and Xplenty (who mask Hadoop development complexity) offer varying degrees of control and surrounding capabilities – and marketing, as the links demonstrate.
In-memory data grid (IMDG) engine: Gridgain offers GGFS, one of several HDFS substitutes, and like ScaleOut hServer offers an in-memory grid for execution of MapReduce code. Longtime IMDG player Terracotta has added a Hadoop connector.
Lifecycle Management: WANdisco is offering ALM and support for highly available distributed network deployments, and has recently partnered with Hortonworks.
Platform Performance Management: Appfluent, already providing visibility and performance optimization for Oracle, Teradata and IBM DB2 and PureData for Analytics (aka Netezza) platforms, has now added a Hadoop offering as well.
Search: numerous approaches and players here. One of the more interesting is LucidWorks, leveraging Lucene and Solr for search based use cases on a Hadoop infrastructure.
Security: Dataguise, Gazzang, Protegrity, and Zettaset offer varying components of a full-stack security hardening for a Hadoop deployment.
Stream Processing: DataTorrent, Tibco Streambase, Vitria and Zoomdata are among the early players here.
Workload Automation: BMC’s Control-M is already in place for a need that will become more significant as adoption rises and efficiency becomes more of an issue.
This is just a bare smattering of the evolving ecosystem, and I’d be delighted to have your additions, recommendations and comments. I will update this post to include them. Please jump in.
It’s been two weeks since the start of Salesforce.com’s Dreamforce #DF13 in San Francisco, and our ears are still ringing. Before the reverb from musical guest Green Day’s molten axes — or the glare from CEO Marc Benioff’s $1,600 Christian Louboutin sneakers — fades, let’s take a moment to ponder the “big announcement” unleashed during the course of Benioff’s three-hour, Huey Lewis-infused keynote.
Blame Steve Jobs for the expectation that every conference needs a major reveal — and for the inevitable post-conference comedown. For what Benioff unveiled was basically a set of tools for developers, bundled under the name Salesforce1 (with “1″ wedged between “Sales” and “Force” in the logo). While exciting to Comp. Sci. grads across the galaxy, such an announcement is harder to hoist up the flagpole than, say, the iPad 1.0.
The reveal was set up by co-founder Parker Harris, dressed as Doc from “Back to the Future.” Like Huey Lewis and Green Day, Doc is a slice of showbiz more relatable to those of us closer to Benioff’s age (he’s 48) than the typical Dreamforce attendee, who appeared to be many release cycles younger, and highly distractable.
Benioff has announced that marketing is his “next $1 billion business.” There was a lot of sky-blue signage on Market and Mission Streets welcoming us all to the “Internet of Customers.” Salesforce has done a good job positioning itself as the brand that helps you nurture, retain and serve customers, customers and more customers. And starting on the social side, through its acquisitions of Buddy Media and Radian6, it made a more direct play for the marketing and advertising budget.
Does Salesforce1 help? Well, marketers could be excused for suspending judgement. It is an app development platform that integrates the company’s existing products better and gets them to work with third-party applications through open APIs. Its vision is to create a scalable central hub for apps, devices and customer data. It is explicitly integrative and mobile, what Gainsight CEO Nick Mehta calls “a legitimate attempt at a true mobile-first enterprise platform.” It allows clients to port apps and data across screens, and add new sources of data such as sensors embedded in products.
Oh, and in 2014 Salesforce will let you brand it all with your company’s logo. The demo given at #DF13 was for the electric wondercar Tesla, which was almost as ubiquitous in the streets around the Mosconi Center as ExactTarget orange pocket squares.
That said, Salesforce1 does little to address current gaps in the company’s pitch to digital marketers. One such gap is analytics, beyond what is available from partners such as GoodData, e.g., data mining, smart segmentation, recommendation and prediction engines, and even social conversation and sentiment analysis deeper than Radian6′s. Another may be advertising: a way for marketers to combine first-party CRM data with third-party data to build audiences and, ultimately, execute campaigns both on and off social networks.
Perhaps we won’t have to wait for the big reveal at #DF14 to see the next act in this story.
Everyone has one. Somewhere in their kitchen or garage at home is the infamous “junk drawer”. Over time, the drawer fills up with gadgets, tools, scraps of paper with to do lists and various other items that vary in their usefulness. However, invariably there are moments when you rush to the drawer looking for that one item that you need and it becomes a struggle to find. Then, when you rifle through the drawer, you begin to wonder how all these items found their way to the drawer in the first place. More often than not, the items do have a specific use and value or they would not have been placed in the drawer. It becomes junk when we forget why we needed the item or how it can be used on a regular basis.
This junk drawer analogy is a perfect description of the state of the Risk Management IT Application Portfolio at many companies today. During the past decade, risk management has matured as a formal discipline and the related software applications have also evolved. It has resulted in the creation of a software category commonly known as GRC – governance, risk and compliance.
Similar to ERP software solutions that support financial management or supplier management functions, GRC software solutions run the gamut from broad based risk and compliance platforms to purpose-built risk analytics applications. As companies have built their risk management programs across the enterprise, they have filled their GRC “junk drawer” with a range of applications that vary in their usefulness and relationship to one another.
At Gartner, we have recognized a clear desire by companies and risk management organizations to clean out their GRC “junk drawer”. To do this, risk management organizations need an organized, structured IT application strategy. What we recommend is a pace-layered application strategy for GRC that classifies your software applications into three primary layers – systems of record, systems of differentiation and systems of innovation.
By doing so, you can begin to manage the applications at the pace of change demanded by the risk management program as well as the business at large. You will also be in a much better position to maximize the usefulness of your risk-related applications and prevent your GRC “junk drawer” from filling up again.
I’m often asked whether the CIO should report to the CEO and why. About 40% do; the majority don’t – even in this digital age when tech seems so important to everything. Looking back at the last 15 years or so, I think it’s quite clear that CIOs usually report to CEOs when there is a “great” IT mission in play. If there isn’t one, then IT is more of a maintenance function making sure business-as-usual runs smoothly – and that might not warrant the CEO’s frequent attention.
A great IT endeavor is one where a technology based change to the business is going to have a multi-year, material affect on financial performance. That means either the revenue or the profit of the company is impacted in a way the investors will notice and care about. There have been many of these great endeavors – some of them quite general purpose and multi-sector for example:
But often the great endeavor is industry specific. And sometimes an industry can have a fallow period where there is no obvious IT great endeavor. For example I spent many years in airline IT, where over the decades there have been a number of great endeavors that had huge bottom line implications:
Frequent flyer programs
Schedule and reschedule optimization
Web direct selling
Most of these things were capable of moving the profit margin of an airline by a couple of percentage points – with serious financial performance and competitive effects. But it’s hard to see a new thing of quite such scale in the airline industry right now. Giving crews tablets is cool – but it won’t be big enough to move the share price of a large airline ( e.g. “IPads Help Airlines Cast Off Costly Load of Paper In the Cockpit, Navigation Charts Go Digital; American Sees $1.2 Million in Fuel Savings” ). I have no doubt something really big will arise again for airlines, from some combination of newer technologies: mobile, social, cloud, data science, robotics etc. ( if you know what that thing is – let me know ).
This week we all saw the video from Amazon, suggesting that one day soon battery powered, autonomous octo-copters might bring goods to your door. Others have already had that idea – like the Dominoes pizza “Domicopter“. Perhaps “drone delivery” is a new great endeavor in the making, for a generation of transportation and logistics CIOs. Reports suggest experiments of some kind have probably been undertaken at UPS and FedEx. From such ripples, massive industry progress waves arise – as we are seeing with the arrival of e-cigarettes in the “tobacco” industry.
Now that there are more non-human devices connected to the Internet than people, the Internet of Things rivals the Internet of People. As these things transmit usage data, it opens up a goldmine of opportunity for digital marketers.
In fact, one of our recent Gartner predictions highlighted the coming revenue influence originating from wearable computing. Though our use cases focused on devices we literally wear, like smartwatches, computer embedded in clothing, glasses or contact lenses, co-author Julie Hopkins and I also include wearables such as cars, refrigerators and toothbrushes.
It started when Julie asked me if her Buick constituted a wearable. It?s a fair question. Automobiles are indeed something we frequently – wear. And as a wearable, Julie’s Buick monitors her behavior – while she’s wearing it – which it analyzes to provide actionable advice. It won?t be long before her Buick (which already has human-like qualities through voice-driven GPS wearables) say things like ?? based on your past 90 day driving habits, I?ll need new tires in February versus the planned date of June.? (These same driving habits might also get leaked to State Farm).
Now Julie has a decision to make. Improve her driving habits and defer the cost of new tires (not to mention a potential insurance premium hike) or sustain her current driving behavior (which she says is a lot more fun) and incur the cost. To influence her decision, her Buick downloads specific guidelines it gets from the dealer to influence her decision towards cost deferral.
This scenario, where cars record driving behavior and warn us of unnecessary tire wear, is close. And it continues after we park and go upstairs (where our connected refrigerator says ?based on your current eating behavior, you?re on track to lose 10 pounds by your sister?s wedding?).
Then there?s my $50 Beam Brush, which syncs with my smartphone to record brushing time (data that can be tracked and shared with dentist and my insurance company). Yes, Beam Brush is managing an insurance company pilot to test consumer reaction to receiving incentives, such as lower rates, in exchange for data. Of course, the same data could be used to support a rate increase.
The data marketers get from my sensor-equipped things also helps them plan. For example, Susan Stribling of Coca Cola told AdAge recently, ?We?re able to attain a significant amount of data which allows us opportunities to leverage new product ideas. (Coca-Cola has 12,000 data collecting devices in burger joints, move theatres and college campuses which feed usage data back to Coke).
Of course, there?s that nagging issue that still lingers. Whose data is this, anyway? What do you think?
Hoy es un día muy importante para la historia, tan importante como lo fue Nelson Mandela para Sudáfrica y para toda la humanidad. El presidente de ese país, Jacob Zuma, anunció hoy que el líder político expresidente de su país murió de una infección en los pulmones en su casa en Johanesburgo. Porque es una […]
Hace más de un mes Google presentó la actualización de sus gafas de realidad aumentada. La nueva versión cambia el diseño e incorpora un audífono, ademas de tener lentes ‘recetadods’, lentes de sol y varios diferentes colores.Continúa leyendo en ENTER.CODeja un comentario en Propietarios de Google Glass podrán actualizar gratis su modelo viejo, 2013 ENTER.CO
La agencia de noticias Reuters hizo su selección de las mejores fotografías del año. Su impacto se encuentra en la composición, el color y las historias detrás de ellas. Una colección fotográfica que muchos disfrutarán. Cada fotografía está acompañada de los datos técnicos y la historia de cómo fue el proceso para tomarla. Algunas son […]
Nueva información filtrada por Edward Snowden y unas fuentes anónimas de la NSA, revelada por el Washington Post, muestran que la agencia está rastreando la localización de los celulares en todo el mundo.Continúa leyendo en ENTER.CODeja un comentario en La NSA rastrea la localización de los celulares, 2013 ENTER.CO
La complejidad de crear una ciudad inteligente no se puede subestimar. Esa fue una de las mayores conclusiones que salió con Smart City Expo, que se realizó en Barcelona del 19 al 21 de noviembre de 2013. Uno de los exponentes más importantes de la feria fue Jong-Sung Hwang, el CIO de la municipalidad de […]
A menos de una semana de la trágica muerte de Paul Walker en un accidente automovilístico en la ciudad de Los Ángeles y tras haber leído la noticia en la que ?Rápido y Furioso? continuaría sobre ruedas porque ?Walker ya había rodado la mayoría de sus escenas?; se hizo el anuncio oficial por parte de Universal […]
BlackBerry todavía tiene un grupo que todavía usan sus dispositivos: los presidentes del mundo. De acuerdo con Reuters, Obama confesó que no tiene la autorización para usar el smartphone de la manzana por ?cuestiones de seguridad?. Continúa leyendo en ENTER.CODeja un comentario en Barack Obama aseguró no estar autorizado para usar iPhone, 2013 ENTER.CO
Marvel Studios y Sony Pictures presentaron por fin el tráiler oficial de ?The Amazing Spider-Man 2? a través del canal de YouTube de Sony.Continúa leyendo en ENTER.CODeja un comentario en ?The Amazing Spider-Man 2? estrena tráiler, 2013 ENTER.CO
Dos de las mayores estrellas del deporte mundial se tranzan en un duelo para el más reciente comercial de la aerolínea ?Turkish Airlines?. La pelea es simple, la estrella del Barcelona se toma una ?selfie? en un hermoso lugar de la Tierra y provoca a Bryant mandándole el retrato por el teléfono; el jugador de […]
Hace unos meses Google evolucionó su sistema de comentarios obligando a los usuarios crear una cuenta en Google+ para poder comentar en YouTube. La medida tenía la intención de disminuir el spam. Pero, a sorpresa de la empresa, las ofensas y el spam aumentó. Un vloguero conocido como Vi Hart, publicó un video en el que […]
Bogota, D.C., Colombia / PBX (571)616-1526/ 386-0994. Movil (57) 315 331-1740
Miami, FL., E.U. / Phone:(786)3804924
Copyright Â© 2013. All Rights Reserved.
Designed by ETRADE GROUP SAS.