We recently published our Forrester Wave™: Digital Risk Monitoring, Q3 2016 report. We evaluate nine of the top vendors in this emerging market that offer solutions to continuously monitor “digital” -- i.e., social, mobile, web, and dark web -- channels to detect, prevent, and mitigate any type of risk event posing a threat to organizations today.
It’s almost 2017 and yet companies are more exposed and less equipped to handle the slew of risks that run rampant across countless digital channels today. Digital risk monitoring (DRM) solutions are increasingly valuable for organizations because:
Digital channels are now ground zero for cyber, brand, and even physical attacks. Cybercriminals use a variety of tactics to weaponize social media, impersonate or embed malware into mobile apps, deface websites, collude in dark channels, and cause financial, reputational, or physical harm. Digital risk monitoring tools combat these methods by deploying a variety of data-gathering and advanced risk analysis techniques. They aggregate data via open-source intelligence (OSINT), technical intelligence (TECHINT), human intelligence (HUMINT), and even covert human intelligence (CHIS). Then they analyze the collected data with data classifiers, machine learning, and risk scoring algorithms to determine the most likely and most threatening risk events in a quick and efficient manner.
This general election season, as the two major candidates for the United States presidency vie for supremacy in the Rust Belt, the rhetoric on job growth is hot and heavy. Much of the polemic is directed against corporations fleeing offshore in search of cheaper labor, and remedies lean toward cracking down on these companies, penalizing them for leaving. What if, instead, companies wanted to manufacture in the US? What if companies built strong American brands that commanded premium pricing to offset the cost disadvantage? What if branding could make America great again?
Baseball and Apple Pie Never Looked This Good Before
The best brands create and sustain themes of resonance. There is no one-size-fits-all panacea; some of the best emerging brands have dramtically changed the conversation between brands and their audiences. One of the shifts in the conversation has been from bigger is better to small is beautiful. The hipster holy trinity of local, artisanal, and small batch has gone mainstream. Take beer for example – local microbrews now proliferate grocery and convenience store shelves, forcing an embittered Budweiser to launch a baffling campaign lauding itself as a “macro beer.”
Here are three brands that trumpet their made-in-America story as vital ingredients of their brand personality:
Allen Edmonds couples a rich heritage with an updated offering that is as relevant to millennials as it is to “suits.” 100 sets of American hands caress the leather on its 212-step journey to footwear bliss.
American Giant makes what Slate calls “the greatest sweatshirt known to man” in the United States, choosing to limit spend on distribution and marketing and focusing on the product. The result: "Great product, made here, sold at prices that make sense."
The National Doral in light of Donald Trump's presidential candidacy.
Who knew Miami would have so much to offer a year and a half ago!??!
Well, here are three MUCH better reasons to come to Miami with us for Forrester's B2B Marketing 2016 forum next week: great content, expert analysts, and the chance to hear from and network with top business-to-business marketers about the topics that matter most to you.
Bug (and political pundit) repellent in hand, I'm looking forward to connecting with many of you about the issues that facing the modern B2B marketer. Planned topics will show how marketing must:
1) lead the way to becoming customer obsessed company-wide,
2) build deeper relationships between coveted buyers and your company,
3) engage with more digitally "entitled" customers on the issues they care about, and
4) enable sales to tell a more human, helpful, and consistent story through account-specific collaboration and more customer-centered organizational structures.
Looking ahead (and after seeing a preview of some of the content), highlights you won't want to miss include:
Last week, nearly 170,000 business and technology professionals descended onto San Francisco for Salesforce’s annual conference, Dreamforce. The event itself was ripe with discussions on social responsibility and charity, but most attendees, including myself, attended for other reasons. We wanted Salesforce to pull back the curtains on what it saw for the future of sales.
Once things got underway, Salesforce’s Einstein took center stage… quite literally. We’ll get to Einstein in just a bit, but not to be overshadowed by Einstein, Salesforce unequivocally made their keynote about sales. 2016 was a landmark year for Salesforce and their commitment to sales. They closed on their acquisitions of SteelBrick and Demandware, and used Dreamforce as the stage to rebrand them as Salesforce CPQ and Commerce Cloud respectively. So what does all this mean? It means that regardless of sales channel, Salesforce is fighting harder than ever to be your selling platform of choice… and they make a pretty compelling case.
Let’s take a closer look at the case Salesforce is making. To do so, we must understand Salesforce’s pillars of technology supporting sales.
Sales Cloud delivers core CRM functionality for sellers. Sales Cloud is the bread and butter for Salesforce. For many of its customers, Sales Cloud represents the foundation of technology enabled selling processes. From account and opportunity management to pipeline management and white space analysis, Sales Cloud helps sales and sales leaders strategize and prioritize their sales efforts.
Based on the West Coast, Senior Analyst Josh Zelonis is the newest addition to the S&R team. When he’s not out cruising his Harley, Josh is working with clients to adapt their architecture, policies, and processes to evolving threats and to develop robust incident response programs. His research focuses on threat intelligence, endpoint detection and response (EDR), malware analysis, pen testing/red teaming, forensics and investigations, and of course, incident response.
Prior to joining Forrester, Josh accumulated over 13 years of experience as a security practitioner with demonstrated success in product architecture, engineering, and security assessment roles. As a product architect, Josh helped design and build innovative technologies in the breach detection space, architecting both endpoint and appliance products with a focus on data collection and analytics. His background also includes extensive experience in security assessment roles including red team, vulnerability research, and compliance.
Listen to Josh’s conversation with me to hear about his biggest surprises since starting as a Forrester analyst, his most frequent client inquiries, and the topics he's excited to research in the coming year:
To download the MP3 version of the podcast, click here.
What do you foresee as the biggest threat to security and privacy in the United States in the next ten years?
That question seems to come up often. I know I’m sitting on valuable data but I’m not sure just how valuable. When it comes to using the data internally to improve operational efficiency or service delivery, the resulting cost savings demonstrates the value. Or when using the data to identify new customer opportunities, either upsell to existing customers or identifying potential new customers, the resulting revenue generated demonstrates the value. But what if I want to take the data to market? What’s the data worth? That question is harder to answer, but not impossible.
The first question I’d ask myself is what I already know. What are the givens in the equation? Think back to a math course. You are trying to solve a problem. What have you been told? In fact, I’ve been doing math with my son and that exercise has helped me in framing the approach to pricing data. We know the length of one side of the triangle, and we know the relationship with the other sides. While we don’t know the length of all sides we know enough to figure it out.
In my stump speeches at partner conferences this year, I identify the No. 1 challenge that faces channel partners (and the tech vendors whose products they represent): partners’ inefficacy in reaching and resonating with line-of-business (LOB) decision-makers. It’s a disconcerting challenge indeed, due to the fact, of course (as Forrester’s Business Technographics® data repeatedly demonstrates), that LOB executives have strong influence over technology solution purchase decisions.
But that tide could be beginning to change. At Salesforce’s Dreamforce conference last week, Salesforce’s COO Keith Block lauded its channel partners, attributing much of Salesforce’s success in the past year to partners’ success in engaging C-level executives. Block specifically called out channel partners for their ability to empathize with CEOs’ goals of growth and shareholder gain. Block also claims that 40% of customers are insisting on channel partners’ strategic involvement in effecting solutions and business outcomes. And Salesforce tends to direct that business to its channel partners with proven business chops/acumen.
While Block’s partner callout may be considered more the exception than the rule today, it is still encouraging. Some channel partners are making the requisite investments and changes to regain relevance in the largely LOB-driven cloud era. And it shows in the data: Customers’ penchant for cloud channel sourcing has more than doubled, from fewer than 25% of cloud service/solution purchases via the channel in 2012 to more than 50% in 2016.
In 2014, I recognized something was a bit off with all the big data excitement and I started interviewing companies to get to the bottom of it. In 2015, Ted Schadler and I published the first of my ideas in the report "Digital Insights Are The New Currency Of Business." In that report, we pointed out what was wrong - big data only focused on how to turn more data into more insight. It didn’t say anything about how to turn that insight into more action. In that report we defined a system of insight, which focused big data energy on implementing insights in software using closed loops that create action and continous learning. Read more
Nokia’s services division recently hosted an analyst event where it elaborated on the interlinkage between network services and network infrastructure. Of course, network services matter to businesses and telcos because they help technology managers to better manage infrastructure complexity and to modernize network infrastructure with the goal of making networks faster and more reliable. However, there are more fundamental implications:
Network services add value to products and open new business areas. Customers want features and services that are relevant to them in the immediate context of their needs and desires. As more products become connected, network services will play a critical role in developing and enhancing such features. Moreover, network services play a central role in driving augmented and virtual-reality solutions in outdoor conditions, such as those already used in manufacturing by Caterpillar or in construction by BAM Group.
Earlier this week, I was moderating a panel on digital transformation at a Software AG event in New York. In opening the event, Kevin Niblock, Software AG's North America President and COO, described digital business as "a cultural phenomenon." Organizational culture plays an enormous role in the ability of a company's employees to transform a traditional business into a digital business.
If you're not the CEO, you might be forgiven for thinking that you have little control over your corporate culture. But we all have the opportunity to shape our organization's culture. And while nurturing the company culture is arguably one of the most important jobs of the CEO, it is also a critical capability for any leader.
Former IBM Chairman and CEO, Lou Gerstner, reminds us of this in an excellent Wall Street Journal (WSJ) article: "The Culture Ate Our Corporate Reputation". Gerstner writes: "What is critical to understand here is that people do not do what you expect but what you inspect. Culture is not a prime mover. Rather it is a derivative. It forms as a result of signals employees get from the corporate processes that structure their work priorities."