The adoption of public cloud for production workloads continues to grow. Plenty of evidence exists to support this trend, including Forrester’s Business Technographics® data. A poll of attendees on day 2 at the recent ISACA EuroCACS conference in Copenhagen identified that almost 36% of respondents are using public cloud for production workloads.
ISACA EuroCACS Polling Question
Are you using public cloud for production workload?
Wake up, B2B marketing and sales enablement automation vendors — especially those of you in North America. Many of you have not yet seriously set up shop in Europe because you consider firms there to be late adopters of marketing and sales automation.
Well, they are perhaps late from your point of view, but they have now caught up. Forrester’s Global Business Technographics® Marketing Survey, 2015 reveals the proportion of B2B companies intending to buy or expand their automation projects for, among other things: content management; sales; online marketing; and marketing automation. In each case, European firms’ propensity to buy is actually much higher than that of their North American counterparts. For example, 53% of European firms plan to adopt or expand their use of marketing automation software, compared with 37% of North American firms.
But remember, the marketing and sales disciplines are also markedly different in Europe than in North America, with local differences apparent within Europe as well. In our survey, 64% of European marketers described their organization as federated compared with just 40% in North America. This reflects the fragmentation of the target markets that European firms sell to: They need to use many more channels, languages, and messages to be effective.
European B2B sales organizations are also more complex: 33% see their channel partners as their primary sales channel, compared with 11% in North America; in contrast, 34% of North American firms see direct sales as their primary sales channel, but just 10% of their European peers do. The result? Sales enablement projects are quite different.
When it comes to location-based marketing and proximity-marketing, more often than not, marketers seem fascinated by the beacon technology.
With 82% of shoppers making their actual purchasing decision in-aisle, it’s no wonder that vendors are betting on beacons and indoor positioning systems to help marketers interact with consumers in real time.
A year ago, Forrester warned of the hype around beacons. Despite huge interest and numerous successful pilots, we have yet to see very many successful commercial rollouts. This is not so much about the technology (even though battery life and operational deployments raise technology issue), but primarily because reach is limited today and because few marketers can deliver smart contextual messages at scale. They must also define engagement scenarios and automated rules to deliver relevant messages to individual customers.
Location data alone is dumb. Sending someone a coupon to redeem in a nearby store just because they’re passing by isn’t enough. For ads and messages to be relevant, firms must combine location data with insights like past behaviors, preferences, needs, and situations. It is also likely they will have to combine multiple technologies to reduce the complexity of in-store operational deployments and boost the accuracy of location data.
There are many more opportunities than just pushing marketing messages in real-time. Using location data is more important than just capturing the attention of nearby smartphone owners — it’s about powering contextual marketing.
In particular, marketers should fuel contextual marketing with location data to:
Increase brand preference by delivering personalized experiences
Improve the customer experience on location
Advertise more efficiently
Unlock audience targeting and offer intention data
Recent business and sports headlines in the US have been dominated by state and federal government efforts to assess whether daily fantasy sports (DFS) sites, such as FanDuel and DraftKings, should be treated and regulated like gambling. The New York State Attorney General recently issued cease-and-desist letters against DraftKings and FanDuel to stop accepting bets in the state, stating that DFS operations are illegal gambling.
Last week, Massachusetts Attorney General Maura Healey announced a plan to allow DFS providers to operate in Massachusetts under certain provisions, such as:
· Prohibiting anyone under 21 participating in DFS.
· Prohibiting professional athletes and other employees of pro teams from participating in DFS.
· Prohibiting employees of DFS providers from participating in games
· Requiring DFS providers to identify ‘‘highly experienced’’ players on all contest platforms and offer ‘‘beginner’’ games that would be off limits to the more experienced players.
These provisions present a range of identity management and identity verification challenges and questions, such as:
· How will sites verify the ages of online participants?
Knowledge delivered to the customer or the customer-facing employee at the right time in the customer engagement process is critical to a successful interaction. When done correctly, knowledge delivers real, quantifiable results like:
Reducing customer service costs: For example, Dignity Health, a California medical group relies on a knowledge base to help them maintain a 73% call resolution rate and has resulted in a $580,000 annual savings.
Increasing customer satisfaction: For example, Zuora, a US-based subscription billing provider, uses web self-service to deliver knowledge relevant to the stage in the customer journey — including sales and onboarding — to drive product adoption and decrease churn. Zuora structures knowledge to encourage customers to learn how to use the product, instead of simply providing a fix. Increased customer engagement moved Zuora's NPS by 20 points, increased site traffic by nearly 100% year-over-year, with 55% of traffic driven by their self-service site.
I am just back from the CA World 2015 in Las Vegas, where everything was cool: from the weather, with unexpected but welcomed temperatures in the low 50s; to the event theme, with a strong focus on Agile, DevOps, APIs, and security; to Fall Out Boys and Sheryl Crow’s concerts.
As digital pervades all industries, and software becomes the brand, CA Technologies, which has traditionally had a stronger focus in the IT operations or “Ops” world, is making huge efforts to conquer the hearts and minds of the developers of large-scale development shops, or the “Dev”world. No doubt CA has been building a stronger DevOps in the last few years. Its goal is to partner in a larger industry ecosystem and be better positioned to serve the many organizations that are struggling to scale Agile and consistently build better applications faster. To make a stronger play in the Agile and Dev side of DevOps, CA made two brilliant acquisitions in 2015 which CEO Mike Gregoire highlighted in opening session of CA World: Rally Software, a leader in Agile project management at Scale, and Grid-Tools, a leader in Agile test data management and test optimization and automation.
With its revamped Dev strategy, CA aims to enter the Olympus of those large software and enterprise companies that have moved thousands of internal developers, testers, operations pros, and even managers to Agile and DevOps. With this transformation, CA will position itself to better serve current and future clients’ new needs to develop more software at speed. While CA started this transition much later than its competitors like IBM, Microsoft, HP, and other large software players (and even traditional end user enterprises), we recognize it’s still in time!
The tech value-added services (VAS) business used to be so easy: Your channel partners would provide installation, configuration, training, and maintenance services for all vendor products that they resold. Their — and your — primary value target (i.e., whom they sold to) was the IT organization. And the required expertise was in the products, not the customer’s business. But technology itself — including cloud computing and the Internet of Things (IoT) — has upended the VAS market. Forever.
· Cloud technology has pretty much wiped out the installation services business. And it’s not just tech products/solutions that are affected. Pretty much everything B2B is now offered to customers “as a service.”
· IoT technology promises to do the same to the maintenance services business. For example, Thermocable, a British manufacturer of heating cables, with the help of IoT developer Concirrus, created a remote monitoring solution that generates automated alerts on a cable breakage or damage, as well as triggering technology to take remediation action remotely — in effect displacing partners’ onsite support services.
This season, our research challenges you to push your understanding of the I&O role outside of the traditional responsibilities. We examined opportunities for cross-team collaboration, adopting knowledge from distinctive sources, and areas that require a fresh outlook.
Good I&O practices don’t just mean back-room productivity – your employees need to be satisfied with what you do in order to be deemed successful. However, if you’re not meeting their basic needs for effectiveness, ease, and pleasant interaction, chances are they’ll turn to self-service rather than to you. Elinor Klavens offers up five strategies in her “Five Key Initiatives To Wow Your Workforce With Your Service Desk” report that will help you craft a service desk that is both effective for your employees and fosters your good reputation.
Have you ever thought of expanding your DevOps practices to include your security team? If not, you’re long overdue for doing so. DevOps can only improve and deliver so much without getting input from security professionals. If you want to include effective and necessary security practices and fend off known problems, you won’t be able to do it alone. Enter Rugged DevOps. Amy DeMartine describes what rugged DevOps is and what the main principles are so that I&O pros can work cohesively with security professionals to achieve faster releases with stronger application security in her report, “The Seven Habits Of Rugged DevOps.”
Back in 2013, we conducted a study to figure out how the “summer of Snowden” was affecting consumer opinion on privacy. A year later, we combined that data with a current pulse of consumer sentiment, and found that mainstream attitude signaled imminent behavior change.
Fast forward another year: Today, US presidential candidates are talking about privacy and personal data protection during the pre-primary season. We have recently witnessed three more major data breaches affecting millions of Americans. The adblocking debate is at fever pitch, while Internet giants make privacy a point of differentiation. So, we ran our study a third time, and incorporated behavioral tracking data into the methodology.
Our findings? Consumers are more willing than ever to 1) walk away from your business if you fail to protect their data and privacy; 2) adopt technologies like tracker-blockers and VPNs to limit their exposure to data misuse; and 3) extend their protective actions to the physical realm. And, Forrester’s Consumer Technographics® data shows that this story pertains to millennials and their older counterparts alike:
That's Danny Meyer, the CEO of Shake Shack on the right, and in the middle is Gwen Uyen Nguyen, from the crowdfunding company Indiegogo (I'm on the left with Dave Evans from Forrester in back). What were companies like Shake Shack and Indiegogo (and Tesla, New York Life, Pure Insurance, Kimberly Clark, Oppenheimer Funds, PBS) doing at the Forrester Age of the Customer Executive Summit?
Simple -- to talk about how they win, serve, and retain their increasingly empowered customers. The CIOs and CMOs who attended our exclusive event understand that the rules of their business have changed -- that the customer has become, in the words of one executive, "...the protagonist in all of their stories." A lot of ground was covered (you can watch videos from the event here) but below are my five favorite learnings:
Lesson One: Lubricate paths between customers and product builders. JB Straubel, the CTO of Tesla, stated that his company owns its dealers and repair shops because they want an un-interrupted feedback loop between its customers and its engineers. Better loop, better cars.
Lesson Two: You have to work differently to achieve customer-obsession. According to James McQuivey of Forrester, this is how you work now: 1) Simplicity, not complexity. 2) Immediacy, not latency. 3) Aligned, not siloed. 4) Agility, not rigidity. Sounds obvious. but in reality hard to achieve.