It’s no secret that digital skills are in short supply. In fact, while some three quarters of executives tell us their firm now has some form of digital strategy (however rudimentary), a paltry 16% say they have the skills and capabilities necessary to deliver it. Even though the average eBusiness team’s staffing budget is growing year on year, finding the skills and capabilities to execute on a digital strategy is becoming harder and harder.
eBusiness Teams Have An Average Of 95 Employees. The average eBusiness team has 95 team members. As would be expected, the larger the worldwide revenue, online revenue, or total employee count is, the larger the eBusiness team is.
Technology And Customer Experience Are Still The Hardest Roles To Fill. Technology, customer experience, and business analytics are the hardest jobs to hire for. Additionally, technology and customer experience are the most outsourced, and technology is the most understaffed.
The Digital Skills Gap Continues To Widen. Digital transformation brings an increased level of responsibility for eBusiness employees who are often leading the charge for company-wide transformation in addition to handling day-to-day operations. As all business becomes digital business, eBusiness teams will have an increasingly difficult time sourcing talent.
At the China Hadoop Summit 2015 in Beijing this past weekend, I talked with various big data players, including large consumers of big data China Unicom, Baidu.com, JD.com, and Ctrip.com; Hadoop platform solution providers Hortonworks, RedHadoop, BeagleData, and Transwarp; infrastructure software vendors like Sequotia.com; and Agile BI software vendors like Yonghong Tech.
The summit was well-attended — organizers planned for 1,000 attendees and double that number attended — and from the presentations and conversations it’s clear that big data ecosystems are making substantial progress. Here are some of my key takeaways:
Telcos are focusing on optimizing internal operations with big data.Take China Unicom, one of China’s three major telcos, for example. China Unicom has completed a comprehensive business scenario analysis of related data across each segment of internal business operations, including business and operations support systems, Internet data centers, and networks (fixed, mobile, and broadband). It has built a Hadoop-based big data platform to process trillions of mobile access records every day within the mobile network to provide practical guidelines and progress monitoring on the construction of base stations.
In my last blog post I outlined Forrester’s key customer insights (CI) predictions for 2015. Now I’d like to drill down into some of the key barriers to CI effectiveness we’re seeing among Asia Pacific-based organizations. This content was pulled from my recently published report, which Forrester clients can access here.
Core competencies of effective CI pros have typically centered on customer segmentation and campaign performance measurement. When extending these capabilities to digital marketing strategies, the goal is typically to enable more effective customer acquisition and onboarding by extending reach. In other words, digital innovation often simply means “better campaigns.”
But what happens once that process is complete? It’s not enough to have a world-class digital capability for acquiring new customers. Empowered customers expect the same type of seamless experience, improved efficiency, and heightened responsiveness in all subsequent interactions with your brand.
So why so many firms struggling to realize the full potential of customer analytics to effectively serve and retain their customers? I’ll give you four reasons:
We’re now accepting entries for the 2015 Forrester Groundswell Awards. This is our chance to recognize the very best social marketing programs from the past year, and we’d love to give an award to you for your best work. Our deadline for entries is February 20, 2015.
My favorite category is Social Reach Marketing — where we celebrate the best word-of-mouth and social advertising programs. If you used social media to reach new audiences and generated awareness, this is the category for you.
So what’s the key to winning a Forrester Groundswell Award for Social Reach Marketing? It’s not just a question of whether your word-of-mouth program or your social ads reached lots of people — you need to prove your efforts had a business impact on the people they reached.
Our 2014 winners in this category offer perfect examples:
B2C Social Reach winner Morningstar Farms increased favorability, trial, and intent to purchase. MorningStar Farms wanted to introduce its meat-free products to new audiences — a classic use case for social reach marketing. So they worked with House Party, Inc. to identify 3,000 influencers and sent them a "party pack" so they could host meat-free barbecues for friends and family. The social activity around the barbecues created a further 29 million impressions that reached 10 million people. But this program didn’t win an award just because it had big reach — it won because that big reach moved people closer to the point of purchase. Specifically, the parties themselves generated 128,000 trials of MorningStar Farms products, and the brand saw a 40-point lift in favorability and purchase intent from partygoers.
The movement to cloud is fast changing the method companies will deploy and consume security services. The number one issue that drives the adoption of managed security services (MSS) and the business of managed security service providers (MSSPs) is complexity reduction. As companies replace premise-based data centers with virtual cloud data centers, the expectations of these customers will change as well, they look for elastic ways to purchase security services, as well as, methods that allow for the active defense of both cloud, and premise based workloads. Consider the following:
We have heard that the perimeter is dead, and many ways it is. We name the normal assassins and they include outsourcing, mobile solutions, and the cloud.
Another truism is that companies never wanted to be in the information technology business in the first place. Information technology has brought real productivity improvements but it has also brought significant costs.
Moving information technology to the cloud provides companies the opportunity to reallocate costs from capital expenditures to operational expenditures and reassign operations staff to other roles.
We are working on a new report on how to prepare a business case for investment projects around the six goals of sales enablement, including investments in technology — there is a massive opportunity to help salespeople through the use of data analytics and content presentation tools, especially around mobile devices. This report is actually being authored by my colleague Kate Leggett, our research coryphaei on CRM projects who usually serves Application Development & Delivery Professionals. I have asked her to focus this report on the needs of Sales Enablement Professionals: marketers or sales training executives who may see the need for these investments but, because they are the business professionals, do not always have a technology budget to spend.
Our buyer data certainly tells us that this is a priority. Investing in sales technology is now the No. 3 priority among businesses. The following survey data was published in another of Kate’s reports. When asked which departments or business groups their firm are focusing on the most when considering their software strategy and investments, the priority sequence was
Even when I was a kid, tuna noodle casserole was a bit outdated, a relic of the 1950s, when recipes on the side of a soup can were considered cuisine. But if your TV plan is heavily reliant on linear TV, it's a lot like that casserole: not appealing to younger viewers whose tastes are more diverse.
I certainly read a lot about how Millennials are leading the growth of streamed TV viewing, and I've seen the occasional stat to back it up. It certainly makes sense. But I decided to dig into Forrester's Consumer Technographics® data to flesh out the picture in this report which was just published: Making Sense of New Video Consumption Behavior.
No surprise; the numbers support the generally accepted wisdom of Millennials being the ones most eagerly adopting new ways to view favorite shows: 34% of Millennials (i.e., 18-to-34-year-olds) report watching 4 hours or more of TV online weekly versus only 12% of Gen Xers (ages 35 to 48) and Younger Boomers (ages 49 to 58). Not that Millennials have totally abandoned linear: 55% still watch 4+ hours weekly compared with 73% of the older segments. But clearly, their video diet is more diverse.
The report also confirms that clips and short form content are more popular on mobile devices than full-lengths shows.
So now we've confirmed what people have suspected all along . . .
Why is this report so important to marketing leaders in China right now? To reach China’s 670 million online consumers (a number that continues to grow rapidly) and engage with them, marketers in China need more digital marketing support from their agencies. As such, digital agencies play a more important role than ever, as they:
Manage a rapidly growing digital marketing budget. As online ad spending in China has almost doubled over the past two years, leading agencies in China are seeing an increasing shift of ad budgets from traditional media to digital — so these agencies must support more complex digital marketing plans and campaigns.
Expand to a broader spectrum of digital services. With the rapidly evolving digital landscape in China, digital agencies are constantly adding new digital services — including social marketing, mobile marketing, customer experience strategy, CRM, and eCommerce — that go far beyond web development and online advertising campaigns.
Formula One has gotten us all used to amazing speed. In as little as three seconds, F1 pit teams replace all four wheels on a car and even load in dozens of liters of fuel. Pit stops are no longer an impediment to success in F1 — but they can be differentiating to the point where teams that are good at it win and those that aren’t lose.
It turns out that pit stops not only affect speed; they also maintain and improve quality. In fact, prestigious teams like Ferrari, Mercedes-Benz, and Red Bull use pit stops to (usually!) prevent bad things from happening to their cars. In other words, pit stops are now a strategic component of any F1 racing strategy; they enhance speed with quality. But F1 teams also continuously test the condition of their cars and external conditions that might influence the race.
My question: Why can’t we do the same with software delivery? Can fast testing pit stops help? Today, in the age of the customer, delivery teams face a challenge like none before: a business need for unprecedented speed with quality — quality@speed. Release cycle times are plummeting from years to months, weeks, or even seconds — as companies like Amazon, Netflix, and Google prove.
Well, it’s now been about nine months, and time to check in on the gestation of the DATA Act. But before we start on what’s happened since the law passed on May 9, 2014, let’s take a quick look at what it is, and what government organizations have to work with.
This bipartisan legislation– jointly sponsored by two democrats and two republicans – is an effort to modernize the way the government collects and publishes spending information – in particular by establishing standard elements and formats for the data. The new law assigns responsibility for the task, sets out a four-year timetable for implementation, and establishes a strict oversight regime to measure compliance in the adoption of the standards and the subsequent quality and timeliness of the published spending data. That oversight is the big difference between the DATA Act and the previous legislation to improve funding transparency. This time someone is watching, and the law has teeth.