Hardly a week goes by without a press article or conference reporting how ubiquitous mobile payment services and their adoption are in Japan. Forrester decided to put some figures on the so-called Japanese mass-market reality and to understand why Japan is the declared leader in mobile contactless payment services. What lessons can others learn from the Japanese market and to what extent do they apply to Europe?
There are several reasons why Japan is ahead of the curve among which the role of Felica Networks in the value chain and the scale merchants could benefit from (Sony and DoCoMo invested several dozens of million euros to make sure that retailers and points of sale had the technology to read the chipsets embedded in mobile devices), the loosening of Japan's financial regulations (making it possible for non-banks to become financial services players), operators' role in paving the way for mass market adoption of mobile Internet and higher usage of mobile services (fostering the natural expansion of mobile payments).
Despite this, reality is that the mobile contactless market in Japan is only reaching critical mass, not mass-market adoption. In Europe, conditions differ quite a lot and even if Near-Field Technology is likely to play a key role in the future, the technology is only entering the pre-commercial era.
Whoever says that Business Intelligence (BI) market is commoditizing is smoking something funny. From where we sit, it remains active, vibrant and full of opportunities both on the buyer and the seller side. On the buyer side the market is far from mature with multiple architecture, implementation, governance and organizational challenges. On the seller side we track over 20 “next generation” BI features that vendors are just beginning to address.
Process mashups combine presentation data and processes into a single application for business users. Process mashups are meant to empower the business by making use of the data that is already available within the business. In this podcast Clay speaks about how companies are using process mashups and the emerging trends within the space.
As you can imagine, we talk about “sales enablement” at different levels of the organization (Executive management, CMOs, VPs of sales, and individuals who are responsible for piece parts).
In all cases the view of what needs to happen to produce results is very different at each level, which is one of the core problems we have in our industry with building an effective sales and marketing systems.
Storage-as-a-Service is relatively new. Today the main value proposition is as a cloud target for on-premise deployments of backup and archiving software. If you have a need to retain data for extended periods of time (1 year plus in most cases) tape is still the more cost effective option given it's low capital acquisition cost and removability. If you have long term data retention needs and you want to eliminate tape, that's where a cloud storage target comes in. Electronically vault that data to a storage-as-service provider who can store that data at cents per GB. You just can't beat the economies of scale these providers are able to achieve.
If you're a small business and you don't have the staff to implement and manage a backup solution or if you're an enterprise and you're looking for a PC backup or a remote office backup solution, I think it's worthwhile to compare the three year total cost of ownership of an on-premise solution versus backup-as-a-service.
Question: The output of the maturity assessment would be transformation plans. A hot spot we are finding is making sure all transformation plans move in the same direction. Any best practices to ensure everyone pulls in the same direction?
While at the Forrester IT Forum this past spring, I was invited by Tony and Alfred to visit Zappos.com. I was intrigued about what I had heard about this company. Could it be actually true that even the receptionist understood what customer lifetime value (CLTV) meant?
Zappos.com was known for their extreme customer service... but was the whole culture really like that? And if so, how did that work? I had enjoyed the tweets I'd seen of the nearly 400 Zappos.com employees on twitter- they seemed authentic, genuine... Zappos had built its business through developing relationships, creating personal, emotional connections and delivering high touch (WOW) customer service.
I reached out to Tony via Twitter and let him know I would be in Las Vegas.
As we reported back in May, online retailers should prepare to charge sales tax in certain markets, even if they do not plan to do so across the country. Cash-strapped states are looking to tap any potential source of revenue (California, for example, has been working through an onerous $26 billion budget gap) and have in recent months been proposing legislation to require online retailers to submit tax in states in which they deliver.
I just read on Twitter that apparently it is too late to get Lean or Agile. I do question why the two have been bundled together (one is a development methodology, one is a management principle), but either way, I disagree with this statement - at least part of it. Moving to an agile development process is not a decision that should be taken lightly - it involves significantly re-engineering many processes, including much of the program and project management - and this is not a trivial issue! So the statement around Agile I agree with!
However, getting Lean should be on the agenda for all CIOs - in fact, I would argue that Lean is more important now than it has ever been due to the current changing needs of customers. Lean management principles are fundamentally about focusing on delivering the best outcome for the customer with minimum waste. And with major changes going on with the way people consume IT, focusing on the changing requirements for IT customers and delivering them efficiently is extremely important.
Lean typically uses many small changes to achieve this outcome. And it is this point which makes Lean particularly relevant for the current economic environment - you can remove waste (read: save money) through many small improvements - and as a general rule, small changes don't need serious change management capabilities."Lean thinking" should be at the core of all that we do in the IT department - and running some Kaizen blitzes to make small improvements and remove waste should be on the agenda.