Last year marked the first time that digital video outpaced every other online activity in time spent. It even eclipsed social media. If your customers are spending time with video, then you need to be there too.
Online video platforms or OVPs used to serve media and broadcasting companies. OVPs took charge in streaming media assets online. They still do, but their roles have expanded and now they serve online sales and marketing operations, too.
Video is an important component in each step of the customer journey. Brand videos fit into the discover phase, while product demonstrations are important in the buy segment. User generated content and personalized videos fit into each stage of the process and OVPs support and enable them.
Online video platforms or OVPs should be an essential part of your strategy because they support your efforts to:
The Background – Linux as a Fast Follower and the Need for Hot Patching
No doubt about it, Linux has made impressive strides in the last 15 years, gaining many features previously associated with high-end proprietary Unix as it made the transition from small system plaything to core enterprise processing resource and the engine of the extended web as we know it. Along the way it gained reliable and highly scalable schedulers, a multiplicity of efficient and scalable file systems, advanced RAS features, its own embedded virtualization and efficient thread support.
As Linux grew, so did supporting hardware, particularly the capabilities of the ubiquitous x86 CPU upon which the vast majority of Linux runs today. But the debate has always been about how close Linux could get to “the real OS”, the core proprietary Unix variants that for two decades defined the limits of non-mainframe scalability and reliability. But “the times they are a changing”, and the new narrative may be “when will Unix catch up to Linux on critical RAS features like hot patching”.
Hot patching, the ability to apply updates to the OS kernel while it is running, is a long sought-after but elusive feature of a production OS. Long sought after because both developers and operations teams recognize that bringing down an OS instance that is doing critical high-volume work is at best disruptive and worst a logistical nightmare, and elusive because it is incredibly difficult. There have been several failed attempts, and several implementations that “almost worked” but were so fraught with exceptions that they were not really useful in production.[i]
Today, the average US smartphone owner spends over 2 hours per day using apps and websites on their device — more time than they spend watching TV. Despite this, most of the time that consumers spend using these mobile devices is to communicate with others. Downloaded social networking and communication apps — messaging, email, and digital video/voice – come in a variety of forms; some facilitate intimate conversation, while others blast a network (or even the public) with a one-way status update. As a whole, these apps achieve some of the highest app reach and engagement rates for both US and UK consumers.
The battle over ad blockers has never been fiercer: Their popularity with consumers is skyrocketing across the globe. Ad blockers offer a better online experience and have become easier to use. But consumers like them as a way to protect their privacy and their data from being misused. Firms increasingly think that their best bet is to block the blockers. But a recent study has shown that this strategy is just a losing game, as it has contributed to the deep decline in traffic figures. And the problem doesn’t end there; the EU recently made its voice heard by saying that blocking ad blockers is a practice that breaches EU privacy rules.
But what about your customers? If you use ad blockers, just think of the last time you wanted to check out an article online but were asked to uninstall your ad blocker first or, possibly worse, to fill in your details to “freely” enjoy your read.
Security, risk, and privacy professionals must be mindful that the privacy practices that they design and enforce have a direct effect on the customer’s interaction with their firms. As much as they think about compliance, they must consider the privacy experience of their customers too. And this is one of the examples where the collaboration with marketing leaders, including customer experience, customer insight, and the marketing leadership, becomes extremely important.
Forrester defines Enterprise File Sync and Share (EFSS) as the technologies that "allow organizations to share and replicate content across multiple devices, distributing files to employees and/or customers or partners outside the enterprise".
Two Forrester Waves on the EFSS market were published recently, segmenting this crowded market into two categories: cloud solutions and hybrid solutions. Forrester clients can access them here:
Businesses can obtain major benefits — including better customer experiences and operational excellence — from the internet of things (IoT) by extracting insights from connected objects and delivering feature-rich connected products.
The mobile mind shift requires businesses to proactively support these IoT benefits for nonstationary connected objects that exist as part of IoT solutions. In particular, the IoT forces businesses to acquaint themselves with the implications of mobility in the IoT context for connectivity, security, compliance with privacy and other regulations, and data management for mobility. This means that:
Mobile technologies are central to most IoT solutions. To date, technology managers have mostly focused on enterprise mobility management (EMM) as part of their mobile activities. This narrow focus is insufficient for IoT solutions.
Mobile IoT is not a technology revolution but a fundamental business process transformation. Mobility requires managers not only to deploy mobile technologies but also to exploit them to support specific business process requirements.
Mobile technologies set the framework for IoT solutions. Mobile has distinct implications for aspects like broadband availability, data management, security, and local data compliance. Ignoring these will undermine your IoT initiatives and return on investment.
My new report, Mobilize The Internet Of Things, provides advice and insights for businesses on addressing these mobile challenges in the context of planning for and implementing IoT solutions.
CRM technologies are more than two decades old. In the early days of CRM, companies leveraged these solutions to provide "inside-out" efficiencies - operational efficiencies for sales, marketing, and customer service organizations. CRM aggregated customer data, analyzed that data, and automated workflows for front line personnel. Companies could easily argue business benefits by measuring operational metrics that were important for the company - like reducing marketing costs, increasing revenues from salespeople, decreasing sale cycle times, better pipeline visibility, decreasing service resolution times, and more.
Today, being successful at CRM builds on yesterday's internal operational and extends the power of these solutions to better support customers through their end-to-end journey to garner their satisfaction and long-term loyalty — a “customer-first” or “outside-in” perspective.
Our data at Forrester shows that good customer experiences correlate to customer loyalty. And loyal customers are more willing to consider another purchase from a company, are less likely to switch business to a competitor, and are more likely to recommend to a friend or colleague – all dimensions that have a direct impact on top line revenue.
At Google I/O today, the company announced a new mobile-centric VR offering called Daydream. The nicely-named Daydream VR builds off of a mobile device platform, much as the Samsung Gear VR add-on device does for Samsung S7 smartphones. Daydream combines three elements:
Android N smartphones optimized for VR. As Samsung has shown with its successful Gear VR efforts, it takes a high-end smartphone with deep pixel density and great graphics performance to effectively drive VR experiences. Google announced that a variety of handset vendors -- including Samsung, LG, HTC, Huawei, and others -- will release smartphones that meet the new Daydream standard. Additionally, Android N will include a number of VR-specific performance optimization features.
Reference design for headset and controller. Google also announced a reference design for both a headset and a controller (see photo). Importantly, the controller is aware of where it is in 3D space, allowing users to interact more richly with their controller than, say, an unseen controller.
Applications and Google Play distribution. Google will move some of its own offerings to Daydream. They've rebuilt Youtube to be more VR-aware, allowing a variety of new video content to be streamed throught Daydream. Google StreetView will come to VR, offering people a more powerful way to explore real-world environments.
New social media scams and marketing #fails are common fodder for water cooler banter today – even a recent episode of HBO’s Veep ran a joke where the President blames a Chinese cyberattack for sending an ill-advised tweet.
An on-demand startup called Peach began delivering lunch to my office recently. Depending on the day, I can order mango chicken curry, mushroom tacos, or eggplant rollatini, and Peach will deliver it at lunch time for about 10 bucks.
I don’t know about you, but $10 a day for lunch is a bit steep — have you seen the cost of daycare lately? But when the only other option is a mediocre on-site cafe, Peach starts to look better by comparison and has great customer service: When a colleague’s lunch was stolen, Peach refunded her the money — no questions asked. I predict that Peach will succeed — at least at Forrester — because it provides the convenience that on-demand companies are known for, paired with great customer experience.
Unlike Peach, though, recent on-demand failures:
Didn’t understand their customers. Helloparking, a Boston startup for finding parking, failed despite multiple pivots. Upon reflection, the founders acknowledged that they “never defined clear hypotheses, developed experiments, and rarely had meaningful conversations with target end users.” What’s worse, they “rarely got out of the building.”