Get ready for AWS business intelligence (BI): it's real and it packs a punch!
Today’s BI market is like a perpetual motion machine — an unstoppable engine that never seems to run out of steam. Forrester currently tracks more than 50 BI vendors, and not a month goes by without a software vendor or startup with tangential BI capabilities trying to take advantage of the craze for BI, analytics, and big data. This month is no exception: On October 7, Amazon crashed the party by announcing QuickSight, a new BI and analytics data management platform. BI pros will need to pay close attention, because this new platform is inexpensive, highly scalable, and has the potential to disrupt the BI vendor landscape. QuickSight is based on AWS’s cloud infrastructure, so it shares AWS characteristics like elasticity, abstracted complexity, and a pay-per-use consumption model. Specifically, the new QuickSight platform provides
New ways to get terabytes of data into AWS
Automatic enrichment of AWS metadata for more effective BI
An in-memory accelerator (SPICE) to speed up big data analytics
An industrial grade data analysis and visualization platform (QuickSight), including mobile clients
Title got your attention? It should. In a report I just published this week, I use our Forrester Consumer Technographics® data to identify the 7% of adults who are digital cord-nevers — measured as people who have never paid for TV and who are under age 32. This is the worrisome group whose arrival TV-industry pros have nervously anticipated. As we show in the report, they are officially now larger than the entire adult population of cord cutters, who come in at 6% of all adults. Put them together, and you have 15% of adults who are not paying for TV while still getting all the TV value they need from a combination of Netflix, Amazon Prime Video, and other tools.
Don't jump out of any Times Square windows just yet. TV is still massively popular and will continue to be. I wrote that report earlier this year, and Forrester clients can read it here. These defector groups are going to grow over time, true. And as the title of this post suggests, if we model this behavior out over the next 10 years, we expect that 50% of adults under age 32 will not pay for TV, at least not the way we think of it today. That compares to 35% of that age group that doesn't pay for TV today. (That's right, a third of them are already out of the pay TV game.)
I bring tidings of great joy to the Forrester community, and especially to our clients! We have a new analyst on the Infrastructure & Operations Research team! It took a long time to get the right person, but we finally did. Once you meet him (and you likely already have), you will agree!
The newest Principal Analyst on the I&O team is Robert Stroud! Rob comes to us after a long stint at the software company CA, where he was most recently the VP of Strategy and Innovation. Central to his recent work is a significant amount of evangelism about DevOps, the hot movement promoting rapid application and technology service delivery. He has been very active in the governance and service management communities for years, holding many leadership positions. He just wrapped up his tenure as the International President of ISACA and was a primary author of the last few versions of the COBIT framework. He has won several awards in this community in recognition of his many achievements – all well deserved!
It’s not news that the digitally empowered customer is changing our world. What is news is 1) the pace needed to catch up to an extremely dynamic and impatient customer and 2) the magnitude of real change needed to meet the challenges (and opportunities) of a customer-led market.
The magnitude and pace of change driven by customers, competitors, and innovation can be dizzying:
As loyalty structures erode, customers are conditioned to rapidly adopt and abandon services.
Today's acquistion of ViewFinity (an endpoint privilege escalation vendor) by CyberArk signals an important taxonomy shift in Priivileged Identity / Access Management.
Of major PIM suite vendors, BeyondTrust, CA Technologies and Centrify have their own endpoint privilege escalation solutions for Windows and Linux. Dell and Microfocus have only Linux based solutions. Balabit, Hitachi-ID, Lieberman, and Thycotic do not have any, they usually partner with Avecto, and Bit9.
Today's acquisition will a) further reduce the already small number of eligible/acquirable endpoint privilege escalation vendors and b) create further differentiation between partial and full PIM suite providers.
In April 2015, we started a conversation about what is different between business-to-consumer (B2C) and business-to-business (B2B) customer experience (CX). That early discussion focused on the fact that in B2B scenarios, there isn't one customer; there are multiple stakeholders within a client account whose work depends on interactions with the vendor. Now we're ready to elevate this conversation to its next level: How do B2B CX pros help their businesses find the stakeholders who matter?
I know what you're saying: "Don't all client stakeholders matter?" Yes — you want to make sure that each individual in an account who interacts with your firm has an experience that helps them achieve their goals. But when business leaders assess the value of customer experience, they want to know that it contributes to revenue growth, a business success indicator. So when B2B CX pros examine customer experience, they must understand the perceptions of stakeholders who influence:
Retention. Who are the stakeholders who must see value in the vendor's products and services before the buyer(s) renews the contract?
Upsell and cross-sell. Who are the stakeholders whose perceptions of value influence their colleagues' decision to acquire more products and services from the vendor?
Advocacy. Who are the stakeholders whose opinion of the vendor can sway their colleagues' or industry counterparts' decision to do business with the vendor?
Newly minted Vice President and Principal Analyst, Rick Holland, is one of the most senior analysts on our research team. But for those of you who haven’t had the opportunity to get to know him, Rick started his career as an intelligence analyst in the U.S. Army, and he went on to hold a variety of security engineer, administrator, and strategy positions outside of the military before arriving at Forrester. His research focuses on incident response, threat intelligence, vulnerability management, email and web content security, and virtualization security. Rick regularly speaks at security events including the RSA conference and SANS summits and is frequently quoted in the media. He also guest lectures at his alma mater, the University of Texas at Dallas.
Rick holds a B.S. in business administration with an MIS concentration (cum laude) from the University of Texas at Dallas. Rick is a Certified Information Systems Security Professional (CISSP), a Certified Information Systems Auditor (CISA), and a GIAC Certified Incident Handler (GCIH).
This is the second post in a series on strategies and tactics for negotiating your licensing agreements with software companies including SAP, Salesforce, and Workday.
Salesforce is coming off of another banner H1 and monumental customer event, Dreamforce ’15. The SaaS giant continues its meteoric rise — now into full-blown CRM, Internet of Things (IoT), and broader platform use cases. Customers remain excited and enthusiastic about Salesforce’s potential to transform their business, and they continue to adopt more and more of the Salesforce portfolio.
This continued growth has also meant a greater deal scrutiny by customers big and small. Although Salesforce famously built its business by going direct to line of business leaders -- flying under the radar of corporate procurement and IT -- those days are coming to an end. Salesforce’s growing deal sizes and newfound position as a mission-critical, strategic platform have caught the attention of sourcing and procurement professionals, IT leaders, CFOs, and even CEOs and Boards of Directors.
As you think about your relationship with Salesforce and prepare for negotiations, here are some tips to consider:
Have a thorough understanding of your current and future Salesforce usage. This will inform an appropriate and fair deal that you won’t outgrow too quickly.
Remember that deal structure and contract terms and conditions are critical. It’s not just about your price or the discounts negotiated, but also the business value your company is receiving.
This line from a 1980’s Reese’s Peanut Butter Cups campaign is a classic in advertising…and aptly describes what is happening in marketing measurement today. (For a blast from the past click here to view this oldie!)
Two proven techniques that work great separately – attribution and marketing mix modeling – work even better when merged into a unified measurement approach.
I suspected the convergence of different marketing analytics approaches was inevitable so earlier this year, my colleague Tina Moffett and I began sharing our ideas on where marketing measurement was headed. We agreed each approach provides only a partial answer to the marketing ROI puzzle and they shared enough methodological similarity that merging them was plausible.
Tomorrow Forrester will host our Geneva-based clients for a breakfast meeting and discussion on “Powering Innovation Strategies with Insights.” My colleague, Luca Paderni, will kick off the morning with a presentation on digital disruption in the age of the customer, specifically looking at how to take a pragmatic approach to innovation with the “adjacent possible.” Then I will lead a discussion on how to build an action-oriented approach to data and analytics, exploring examples of companies that have successfully turned their data into new business opportunities – into data-derived innovation.
Thanks to Forrester’s Business Technographics, we know that business and technology leaders prioritize initiatives that secure their position in the age of the customer – to improve customer experience, address rising customer expectations, and improve their products and services (kind of all the same thing, or very closely related). It’s all about the customer. But when we ask about these priorities, the one that comes next – right after the customer-focused initiatives – is innovation: “improving our ability to innovate.” They know that the disruptions they face in the age of the customer won’t be addressed with business as usual (BAU as one of my clients referred to it yesterday; I learned a new TLA). Innovation has been elevated to an initiative, which means that executives are focused on it and likely someone is in-charge of it – we’ll come back to that one.