Industry analysts know that major M&A deals, product announcement, and organizational changes can come at any time. But it still surprises us a little when a major player like Oracle announces a significantacquisition just days before Christmas. At any rate, Santa has come early for both Mr. Ellison and the Datalogix team this year.
We've just published a Quick Take on our perceptions of the deal, which holds a lot of promise. Our biggest concern? Realizing that promise requires some serious integration work, and so far, Oracle hasn't proven that it's especially capable of integrating the stack it's acquired for the Marketing Cloud offering. We also worry that Oracle's Data Cloud -- where Datalogix will sit -- is heading directly for a major privacy warzone. Whether Oracle is ready for that battle remains to be seen.
But the bigger picture is this: the Datalogix and Bluekai acquisitions, along with many others of the past year -- including Conversant by Epsilon, LiveRamp by Acxiom, and Adometry by Google -- are evidence of a fast-consolidating marketing and advertising technology landscape. 2015 will doubtless bring more M&A activity in this space, with a likely run on smaller technology and data vendors that have mostly been flying under the radar. What this race for the ultimate "marketing cloud" will mean to CI pros remains to be seen, but you should certainly anticipate plenty of shakeups in your vendor relationships over the next 18 months.
Smartphone adoption is surging. Your customers’ eyes are glued to their mobile screens. You want to get your brand in front of them. It’s time for mobile advertising.
Sadly, executing on a mobile ad campaign isn’t as easy as deciding you need one. Not only do you have to fight for budget and craft a mobile-first — not mini-desktop — campaign but you also need to pick the right partner to deliver on your mobile advertising needs. And while there is surely no shortage on vendors to select from, there is a lack of clarity into who actually does what.
To navigate this chaotic landscape, we surveyed mobile ad tech vendors and asked nitty-gritty questions about their heritage, creative, targeting, and add-on capabilities. What did we find? Marketers are right to be confused.
Why is this?
Each vendor’s value proposition isn’t clear. Fewer than one-third of the 35 vendors we surveyed are purebreds in any one ad tech category, and they offer anything from in-house creative services to contextual targeting to strong attribution chops. The result? Many jacks-of-all-trades that muddle the mobile ad tech landscape.
Each marketer’s expectations aren’t clear, either. We’re not just blaming the mobile ad tech vendors for this. Vendors are creating combinations of capabilities that they think marketers want — but aren’t getting much guidance.
Around this time of year, one can’t help but become reflective. I know I’m not alone when I say that, on the one hand, this year somehow shot past faster than the last one, but on the other hand, it was jam-packed with new discoveries, fresh ideas, and memorable experiences. In particular, this has been a milestone year for the data insights innovation team here at Forrester, as we officially launched our Technographics 360 research approach, which synthesizes mobile behavioral, social listening, online qualitative, and survey data. As I think back on my experiences with the Technographics 360 initiative inside Forrester, paired with my industry learnings outside Forrester, a few key lessons come to mind that I will take into the new year:
1. Synthesis is “in.” In fact, I learned so much about this topic, I wrote a full blog post dedicated to it! In essence, we now live in a world where the truest insight is a product of synthesis – building knowledge up – rather than of analysis – breaking ideas down. I recently attended SSI’s seminar featuring Simon Chadwick, who proposed that data synthesis is “the next big thing” in insight skills. I agree: With so many diverse data sources at our fingertips that offer unique perspectives on consumers’ lives, researchers need to put the puzzle pieces together to construct a comprehensive understanding of consumer behavior.
Taxi-hailing apps are gaining momentum globally, and China is a very important battlefield for both international players like Uber and local players like Didi Dache and Kuaidi Dache. While the battle for market share and consumer loyalty is ongoing, monetization has also appeared on the agenda of these taxi-hailing apps. Pioneer marketers have started to experiment with mobile advertising on Didi, and Huawei is one of them.
On December 17, 2014, Huawei sponsored Didi’s lucky money in its first attempt to place mobile ads on Didi for its newest smartphone, the Huawei Honor 6 Plus. Huawei has embedded the product name, ad copy, and images in Didi lucky money and aims to reach the more than 100 million Didi users and their friends on WeChat. Huawei has created four opportunities for ad exposure:
1. Banner ad on the menu page of the Didi app
2. Full-page ad when the user clicks into the banner ad
3. Sponsorship of Didi lucky money shared in WeChat
4. Full-page ad embedded in Didi lucky money
This ad campaign has certainly created buzz and attracted attention. However, Huawei could improve its implementation by:
Thanksgiving weekend has traditionally been highly lucrative for retailers, but this year saw another drop in spending specifically on Black Friday. In the meantime, online shopping continues to soar, and the weeks leading up to Thanksgiving weekend provided consumers with deep-discount sales. In short, the weekend itself is becoming less valuable to the average consumer. But how does consumer sentiment match up with this shift in behavior? How do perceptions of the 2014 holiday season differ from those of years past and consumers’ initial expectations?
As part of our recent research efforts, we leveraged Forrester’s Technographics® 360 multimethodology research approach to gain a better understanding of consumers’ shopping habits (using our ConsumerVoices Market Research Online Community) and to track online conversation and sentiment relative to Black Friday and Cyber Monday leading up to the holidays and afterwards (using NetBase aggregated social listening data).
Following the launch of my recent report, The Dynamics Of China’s Private Cloud Market, I’ve been getting briefing requests from vendors and inquiries from end users. My report addresses most of their concerns, such as the vendor landscape, business scenarios, and industry practices. However, following my discussions with many Chinese private cloud end users, I also thought it would be helpful to share with you the top developing trends among Chinese organizations using private cloud. They:
Are starting to expand private cloud scenarios for production applications.Initially, many Chinese organizations deployed private cloud solutions for development and testing scenarios. These organizations are now starting to transfer their business-critical workloads, such as CRM, databases, and other unique applications, to private cloud environments. Why? Because Chinese organizations have started to virtualize their critical workloads.For example, China Telecom set up a self-service private cloud platform for its eight province-level branch operators in 2011; in 2014, China Telecom started to gradually transfer its business and operations support systems (BSS/OSS) to the private cloud.
Security pros got the Target breach for Christmas last year. The breach hit the retailer during its busiest time of the year and cost them millions in lost business. For security pros desperate for more budget and business prioritization, you couldn’t have asked for a more perfect present - it’s as is if Santa himself came down the chimney and placed a beautifully wrapped gift box topped with a bow right under your own tree. This year it looked as if all we were getting was a lump of coal - but then Sony swooped in to save us like a Grinch realizing the true meaning of Christmas.
The Sony Picture Entertainment (SPE) breach is still unfolding, but what we know so far is that a hacktivist group calling themselves the Guardians of Peace (GoP) attacked Sony in retribution for the production of a movie, “The Interview,” which uses the planned assassination of North Korea’s leader as comedic fodder. The hacktivists supposedly stole 100 TBs of data that they are gleefully leaking bit by bit (imagine Jingle Bells as the soundtrack). The attack itself affected the availability of SPE’s IT infrastructure, forcing the company to halt production on several movies.
Late last night, Sony revealed that it would pull The Interview from its release schedule. This decision was made in response to the step taken by the major theater chains, all agreeing that they would not screen the movie on its release day. The unprecedented decision is causing consternation among entertainment media types who feel that Sony has put the right of free speech in jeopardy. That's a conversation worth having, and I'm glad it's happening. But there is an entirely new question that this situation brings into dramatic relief, one that didn't exist before and one that our premeditations won't help us resolve. The question is this:
Can companies participate in cyber war?
Up until now, companies have prepared to defend themselves against cyber attacks as one-off nuisances. Such attacks are now so common that they no longer make the news. Even massive breaches where millions of customer data points are compromised tend to give us pause for only a few moments, perhaps a few days, and then we move on. But what Sony experienced was not just a security breach. This hack was a declaration of cyber war intended to bring Sony to its digital knees: a low-cost digitally effective cyber war that puts none of the hackers' assets in harm's way. And given yesterday's announcement, it appears to have worked.
If you think you can do big data in-house, get ready for a lot of disappointment. If the data you want to analyze is in the terabytes in size, comes from multiple sources -- streams in from customers, devices or sensors -- and the insights you need are more complex than basic trending, you are probably looking for a data scientist or two. You probably have an open job requisition for an Hadoop expert as well and have hit the limit on what your capital budget will let you buy to house all this data and insights. Thus you are likely taking a hard look at some cloud-based options to fill your short term needs.
As 2014 winds down, I have taken the time to pause, and look ahead to what top customer service trends are surfacing for 2015 and beyond. Good service — whether it's to answer a customer's question prior to purchase, or help a customer resolve an issue post-purchase should be pain-free, proactive at a minimum and preemptive at best, deeply personalized, and delivered with maximum productivity. Here are 6 top trends - out of a total of 10 - that I am keeping my eye on. My full report highlighting all trends can be found here:
Trend 1: Customers Embrace Emerging Channels To Reduce Friction. In our recent survey, we found that web self-service was the most widely used communication channel for customer service, surpassing use of the voice channel for the first time. In 2015, we predict that customers will continue to demand effortless interactions over web and mobile self-service channels. They will also explore new communication channels such as video chat with screen sharing and annotation.
Trend 2: Companies Will Explore Proactive Engagement. Proactive engagements anticipate the what, when, where, and how for customers, and prioritize information and functionality to speed customer time-to-completion. In 2015, we expect organizations to explore proactive engagement - whether it's proactive chat, proactive offers, or proactive content - delivered at the right time in a customer's pre-purchase journey to help answer customer questions. They will use learnings from these proactive engagements to improve operational performance and to predict future customer behavior.