Bill Gates said "People everywhere love Windows.” Whether or not you agree, the fact that Microsoft Windows remains the de facto standard for business productivity after nearly 3 decades, suggests that many still do. But as the sales figures of Microsoft’s competitors suggest, people everywhere love lots of other things too. And one of the reasons they love them so much is that they like to get things done, and sometimes that means getting away from the office to a quiet place, or using a technology that isn’t constrained by corporate policies and controls, so they can be freer to experiment, grow their skills and develop their ideas uninhibited.
Technology managers I speak with are aware of this, but they’re justifiably paranoid about security, costs, and complexity. So the result of these conflicting forces coming together is inspiring rapid innovation in a mosaic of technologies that Forrester collectively calls digital workspace delivery systems. It involves many vendors, including Microsoft, Citrix, VMware, Dell, nComputing, Amazon Web Services, Fujitsu, AppSense, Moka5, and more. The goal of our work is to help companies develop their capabilities for delivering satisfying Microsoft Windows desktop and application experiences to a wide range of users, devices, and locations.
I hear so much about how modern marketers are now content publishers and getting better and better at being able to engage with buyers much earlier in their buyer journeys – but what about your poor sales people? My experience from almost all of my client engagements is that many content marketers forget about them and ended up producing yet more “random acts of marketing” which ignore the sales enablement imperative. I remember asking when I presented “A Valuable Message Framework” at our Sales Enablement Forum back in March:
· “Do you let your sales people know what content is out there so that they can leverage it and distribute it for you?”
· “Do you want them meeting a customer and hearing what content they have already seen, and being surprised”
· “How do get feedback on your content?”?
Not a great contribution from marketing to the total customer experience - which definitely involves a sales conversation for some type of product or service (see last week’s blog).
Storage has been confined to hardware appliance form factors for far too long. Over the past two decades, innovation in the storage space has transitioned from proprietry hardware controllers and processors to proprietary software running on commodity X86 hardware. The hardware driving backup appliances, NAS systems, iSCSI arrays, and object storage systems, are often quite similar in terms of processors and components, yet despite this fact I&O professionals are still used to purchasing single purpose systems which lock customers into a technology stack.
Over the past few years, companies such as HP (StoreVirtual VSA), Nexenta, Sanbolic and Maxta have released software-only storage offerings to complete head to head with proprietrary hardware appliances, and have found some success with cost conscious enterprises and service providers. The software-only storage revolution is now ready for primetime with startup offerings now reaching maturity and established players such as IBM, EMC and NetApp jumping into the market.
I&O professionals should consider software only storage since:
The storage technology acquisition process is broken. Any storage purchase you complete today will be bound to your datacenter for the next 3 to 5 years. When business stakeholders and clients need storage resources for emerging use cases such as object storage and flash storage, these parties often do not have the luxury of time to wait for storage teams to complete RFPs and product evaluations. With software-only storage access to new technology can be accelerated to meet the provisioning velocity needs of customers.
Day one of the first Cognitive Computing Forum in San Jose, hosted by Dataversity, gave a great perspective on the state of cognitive computing; promising, but early. I am here this week with my research director Leslie Owens and analyst colleague Diego LoGudice. Gathering research for a series of reports for our cognitive engagement coverage, we were able to debrief tonight on what we heard and the questions these insights raise. Here are some key take-aways:
1) Big data mind shift to explore and accept failure is a heightened principle. Chris Welty, formerly at IBM and a key developer of Watson and it's Jeoapardy winning solution, preached restraint. Analytic pursuit of perfect answers delivers no business value. Keep your eye on the prize and move the needle on what matters, even if your batting average is only .300 (30%). The objective is a holistic pursuit of optimization.
2) The algorithms aren't new, the platform capabilities and greater access to data allow us to realize cognitive for production uses. Every speaker from academic, vendor, and expert was in agreement that the algorithms created decades ago are the same. Hardware and the volume of available data have made neural networks and other machine learning algorithms both possible and more effective.
The acquisition of [X+1] by Rocketfuel signals the beginning of the end for “programmatic” ad networks. Since the industry’s shift to programmatic, countless ad networks have changed how they market themselves, adjusting their sales language to mimic legitimate programmatic platforms. The “programmatic” ad network insertion order-based and flat-rate business model has prolonged the black box opacity that spurred the need for demand side platforms and exchange based media buying. It’s only fitting that one of the industry’s most successful “programmatic” ad networks — Rocketfuel — is addressing client demand by making a move that launches them into the digital marketing SaaS market.
There is a lot to be said about the success that Rocketfuel has had in the industry; they have done great things for marketers looking to automate audience prospecting and retargeting. They certainly have done an amazing job marketing their programmatic chops, with the success of their AI product and their success with agencies running performance based campaigns. Their recent revenue growth and the fact that Rocketfuel had the capital to acquire a DSP/DMP in [X+1], are testaments to the success that they have had in the industry.
Despite their success, prolonging opacity for marketers in this market is a short-term strategy, and Rocketfuel is positioning itself for long-term success.
Coming from the agency trading desk world, I did not partner with Rocketfuel for several reasons:
Rocketfuel works with marketers and agencies on a flat-rate business model, which is aligned with traditional ad network buying.
Beacons have a great deal of disruptive potential as they bridge the digital and physical worlds. I quite like this quote from Steve Cheney, SVP at Estimote: “Beacons as a platform are really a wedge into ‘appifying’ the physical world. They give context to a physical space. They are a way of actually extending the network intelligence to the edge again, something that has been missing since the desktop era. Beacons are truly a way of giving your smartphone eyes—place dumb signs around you and let your phone discover and read them.”
Beacon technology offers new opportunities for marketers across a wide range of industries and verticals. In particular, they enable marketers to:
Engage consumers in their mobile moments via in-app interactions.
Improve the customer experience.
Understand customer behaviors by leveraging analytics.
Recently Dr. James Merlino, Chief Experience Officer at Cleveland Clinic, sent me a late-stage draft of his new book, “Service Fanatics: How to Build Superior Patient Experience the Cleveland Clinic Way.” I started reading it over the weekend and could barely bring myself to put it down.
If you’re at all like me, you have books you read for your job, and books you read for pleasure: This book ticks both of those boxes. It’s an important work by the leading voice in patient experience. It’s also a gripping personal narrative that changed my perspective on every doctor-patient interaction I’ve had in my life.
Have you ever had a doctor patronize you – dismiss your questions and concerns as if you’re an appointment that needs to be completed as quickly as possible – and not a person? Or maybe you’ve had the opposite experience: a doctor who made you feel heard and cared for.
More importantly, have you ever wondered why there’s such a big difference in your patient experience from one physician or nurse to the next? You won’t wonder any more after reading this book. And you’ll also know what can be done to make patient experience consistently better across the entire medical profession.
Want to track how many calories you burned on your lunch run? There’s an app for that. Want to turn your face into an Emoji? There’s an app for that. Want to kill time by making patterns out of different colors of candy? There’s an app for that, and it’s quite popular, in fact. Candy Crush Saga, the most popular gaming app in the United States, according to Forrester’s Consumer Technographics® Behavioral Study, attracts close to 14% (about 1 out of every 7) of US online smartphone owners. On average, users access the app almost every other day, and when they do, they spend more than a half an hour per day using it. That’s more time than users spend on any social networking app, even Facebook.
Spending this much time using a gaming app is not unique to Candy Crush. Gaming apps frequently make it to the top of the list when sorting by time spent per day. Juice Cubes, another gaming app, keeps users engaged for an average of 37 minutes per day, 3 days per week. Who are these gamers, and where do they get the time?
I come to Forrester after working in the Solution Marketing and Corporate Marketing groups at a large customer service software provider. That role put me in touch with contact center technology buyers and the overburdened folks responsible for actually making great customer service happen every day. I saw close up the impact of the age of the customer on the thinking, processes, behavior, and technology choices of contact center professionals around the world. They are facing a world in which consumers are much less willing to settle for mediocre and impersonal experiences when dealing with customer service organizations. As consumers we all want effortless service delivered via whatever channel is most convenient at the moment, and we want companies to know just the right amount of information about us, but not too much, at the moment of the interaction.
That is a very tough nut to crack for contact center managers, supervisors, and agents. My research coverage will primarily focus on two areas that can help contact center pros begin to address these issues: