Today we announce the launch of our brand new Omnichannel Commerce Playbook! In its many forms, omnichannel is quickly resetting customer expectations, and redefining what it means to deliver seamless, fully-integrated commerce across the enterprise. This playbook provides a structured framework to help eBusiness leaders strategically plan, launch, and maintain omnichannel capabilities and services.
Customers today forge paths to purchase that seamlessly cross channels, screens and stores. For example, U.S. consumers in 2015 spent a whopping $1.5 trillion in-store that originally started or were influenced along the way by digital touchpoints. Retailers who offer omnichannel fulfillment are directly responding to customer expectations for this seamless experience. As such, services like ‘buy online, pick up in store’ and ‘ship-to-store’ drive store traffic and provide significant, measurable benefits to retailers and customers alike.
However, omnichannel commerce goes far beyond fulfillment; the full spectrum of omnichannel capabilities encompasses marketing, merchandising, and even customer service. This playbook helps eBusiness professionals analyze and deliver the omnichannel services that are right for their customers, including how to measure their impact and then optimize over time.
The Omnichannel Commerce Playbook will help you:
1. Analyze the business impact of omnichannel integration. Understanding how to identify and quantify the projected net value of omnichannel capabilities and services translates into a strong business case that drives an organization's overall omnichannel strategy and road map.
You've done all the right things by following your enterprise vendor selection methodology. You created an RFI and sent it out to all of the vendors on your "approved" list. You then filtered out the responses based on your requirements, and sent out a detailed RFP. You created a detailed scoring methodology, reviewed the proposals, listened to the in-person presentations, and filtered out everyone but the top respondents. But you still ended up with more than one. What do you do?
If you shortlisted two or more market leaders (see Forrester's latest evaluation) I would not agonize over who has better methodologies, reference architectures, training, project execution and risk management, etc. They all have top of the line capabilities in all of the above. Rather, I'd concentrate on the following specifics
The vendor who proposed more specific named individuals to the project, and you reviewed and liked their resumes, gets an edge over a vendor who only proposed general roles to be staffed at the time of the project kick off.
Facebook CEO Mark Zuckerberg plans to use 360-degree video to capture his daughter Max’s first steps. VR video will immerse family members into the scene, but leave traditional online video platforms scratching their heads.
Virtual reality, or 360 video is video that is shot in all directions at once, typically with two or more cameras. The resulting footage is stitched together and then viewers can scroll around the scene and focus on their points of interest. Hardware for capturing the content ranges in price from $350 to $60,000 or more.
[Image: Facebook CEO Mark Zuckerberg and COO Sheryl Sandberg with users on the 12th anniversary of the social network.]
VR video can certainly be useful outside of the obvious media and entertainment vertical. Nescafe used it to show the farms where their coffee comes from and Qantas made a tourism pitch for Australia. IBM used 360 video to show it’s data bunker during the US Open tennis tournament last year.
Some of the biggest challenges for Application Development & Delivery pros supporting 360 video include:
In the age of the customer, executives don't decide how customer-centric their companies are — customers do. And while good customer experiences can help control costs, executives are more interested in the potential for sustainable top-line growth.
Forrester defines CRM as:
The business processes and supporting technologies that support the key activities of targeting, acquiring, retaining, understanding, and collaborating with customers.
CRM is the foundational building block of a company's customer experience strategy to win, serve, and retain customers. It allows empowered consumers and connected employees to do business in ways we just couldn’t conceive of just a few years ago.
After more than a decade of keeping its published pricing largely unchanged, Salesforce today announced new pricing and packaging for its core products.
What you need to know:
Pricing will go up for core editions. New Sales and Service Cloud Lightning Editions will come in three flavors: Professional Edition (PE) -- $75; Enterprise Edition (EE) -- $150; Unlimited Edition (UE) -- $300. The pricing will now be identical for Sales and Service subscriptions. (Previously, Sales Cloud was cheaper than Service Cloud and was a subset of the functionality that came with Service Cloud. More on the functionality implications below.)
The new "Lightning" packaging comes with enhanced functionality. PE adds Workflow, Console Light, Profiles, Record Types, Unlimited Apps & Tabs. EE adds Full Console, more Sandboxes, two-factor mobile identity, Unlimited Apps & Tabs. UE has more Sandboxes than before. You can see the announced pricing and packaging for all editions in the graphics below.
The “Russian doll” model will go away. In the past, Salesforce packaging was analogous to Russian dolls: Service Cloud encapsulated Sales Cloud, which encapsulated Force, which encapsulated Chatter. The new packaging breaks this model and means that a Service Cloud buyer will no longer get full access to Sales Cloud. Instead, there will be a bundled price for customers who choose to buy Sales and Service Cloud seats together. Both Sales and Service Cloud will still come with Force and Chatter.
The first quarter of the year is that magical time for sales kickoffs. For this analyst, 2016 is the first in over 20 years when I haven’t been involved in one. My sigh of relief far outweighs any twinges of nostalgia. After all that time, some things about kickoffs are clear:
The more about products, the less sellers remember: This is a sales, not a marketing, event – the focus should be on how to sell to, engage with, and be obsessed by buyers.
One good customer story is worth more than most motivational speakers: Inspiring stories of overcoming obstacles are all well and good. One good customer presentation on why they bought and how the solution has helped them succeed is better and teaches something that all your sellers can use.
Learning to do something is always better than learning about something: Practicing a presentation, learning a whiteboard – anything that involves doing something and receiving feedback about it will have a much longer-lasting effect than passively listening to one more speaker.
Not very long ago, it would have been almost inconceivable to consider a new large-scale data analysis project in which the open source Apache Hadoop did not play a pivotal role.
Every Hadoop blog post needs a picture of an elephant. (Source: Paul Miller)
Then, as so often happens, the gushing enthusiasm became more nuanced. Hadoop, some began (wrongly) to mutter, was "just about MapReduce." Hadoop, others (not always correctly) suggested, was "slow."
Then newer tools came along. Hadoop, a growing cacophony (innacurately) trumpeted, was "not as good as Spark."
But, in the real world, Hadoop continues to be great at what it's good at. It's just not good at everything people tried throwing in its direction. We really shouldn't be surprised by this. And yet, it seems, so many of us are.
For CIOs asked to drive new programmes of work in which big data plays a part (and few are not), the competing claims in this space are both unhelpful and confusing. Hadoop and Spark are not, despite some suggestions, directly equivalent. In many cases, asking "Hadoop or Spark" is simply the wrong question.
News of the shutdown of the P2P lending platform, Ezubao, following investigations by Chinese authorities have shocked the world. Small investors in China were allegedly scammed out of more than $7 billion in what is now called "a giant Ponzi scheme".
But I wasn't very surprised by the news. As I mentioned in my report, P2P lending in China has reached a tipping point and there is a dark side to the industry as it continues to be fraught with fraud and embezzlement. Widespread fraud tarnishes the entire industry, damaging well-run marketplaces as well as immediate victims of fraud. Many P2P lending platforms with unsound business models have operated for years without any backlash, violating regulations with impunity. Some of these platforms used money from new investors to pay off existing investors—like what Ezubao did—or invested lenders' money in the volatile Chinese stock market. These unstable platforms were simply ticking time bombs.
However, the fall of one P2P lending platform does not signify the fall of the entire P2P lending industry in China. Instead, the shutdown of Ezubao:
Signals the Chinese government's resolve to enforce regulations. In late December 2015, the China Banking Regulatory Commission (CBRC) drafted new rules calling for closer supervision of the P2P lending sector. However, "law without enforcement is just good advice". Thus, there was a level of skepticism surrounding what impact these new rules would have on unlawful P2P lending companies. Therefore, the shutdown of Ezubao is significant in that it signals the regulator's resolve to enforce these rules, sending a strong message that violation of these regulations is a criminal activity and there will be consequences, which is positive for the industry.
Our vendor has some great capabilities that we are not leveraging, but I would place the blame on us.
Well, you’re not alone. That’s actually a direct quote from one of the 74 customer references we surveyed for the Forrester Wave™: Real-Time Interaction Management, Q3 2015. In general, we found that most customers are deploying real-time capabilities across only a few channels today. The most prevalent real-time interaction management (RTIM) use cases? Web personalization and dynamic email content are well ahead of other deployments, in use by 62% and 60% of survey respondents, respectively. Decision management for contact centers and eCommerce recommendations are next in line, but the former may not be connected to digital channels, and the latter may leverage its own set of tools. Real-time mobile app deployments are surprisingly few – 8th in our list of digital and off-line channels – but by far the highest number of respondents (49%) plan to add mobile capabilities.
The last year has flown by: In just a few weeks the Mobile World Congress (MWC) is on again. So what can we expect from the leading global get-together of mobile-heads this year? In my view there will be:
Less hype concerning mobile device launches. The leading smartphone and tablet providers will announce or showcase new models of established product lines, including more wearables and watches, like Samsung’s Galaxy S7, Sony’s Xperia Z6, LG’s G5, Huawei’s P9, HTC’s One M10, and Microsoft’s Surface Phone as well as newcomers like the Nextbit Robin or the OnePlus 2 Mini. Yet, I expect more of an evolution than a revolution. Blackberry might provide more insights into its future as device manufacturer beyond the Priv. Both Apple and Google will announce their upcoming devices at their own respective events, not at MWC. I am interested to see which way the pendulum is swinging: device commoditization or real new innovation. I expect the former.
Increasingly intertwined messaging of big data and IoT vendors. Big data will play an important part in most IoT solutions. Ultimately, IoT is not really about things but rather about data. Mobile-connected objects create scale and various channels for sensor data that flows back and forth. I will listen to how the messaging for front-end, customer-facing and back-end operational activities are emerging among IoT vendors like Nokia, Telstra, GE, Ericsson, and Salesforce but also among firms like ABB and John Deere. I expect AI and machine-learning to play a growing role for big data and IoT initiatives.