I just took a briefing from Jive Software about their new innovation management tool, Jive Ideation. The fact that Jive is now formally dedicated to the innovation space is significant – a move that has ramifications for the broader innovation management market, and for sourcing professionals.
Forrester has been covering the innovation management market for several years, and written about it as a “unique” market. We have always, however, recognized that the distinctions between this market and other markets -- particularly the social collaboration market -- were thin.
The arrival of Jive into the ideation space shows just how thin those boundaries are. Jive has made a name for itself over the past few years as a social collaboration tool. The company differentiates on its ability to connect a wide variety of enterprise users (both internal and external), and integrate easily with a host of technologies – making it appealing to a range of business and IT buyers. Since collaboration is a critical component of innovation, its not a stretch to see how Jive’s collaboration tools can be applied to their client's innovation objectives.
About 40% of US online adults now have a home theater audio system connected to their TVs, providing a better sound experience than the typical speakers connected to a PC or those built into a boom box. Forrester’s Consumer Technographics® data shows that US consumers who have home theater systems take home entertainment seriously; they have a variety of entertainment devices, including set-top boxes, connected to their TVs.
Hello from Dubai! I arrived a few days ago for customer visits across the region including UAE, Qatar and Bahrain. Although I’ve traveled extensively, this is my first trip to the Middle East.
As a frequent flyer (both in terms of travel and airline loyalty), I looked first to my preferred airlines when I booked my flights to the region. Neither of them (yes, I fly two airlines regularly which suggests that I’m not all that loyal) provided service to my destinations. So, I looked for a partner airline – one that is part of my preferred airlines’ networks. I went with Emirates which not only serves the Gulf States I was planning to visit, but enabled me to stay within network and collect my frequent flier miles. Why do I mention this? Well, I have been thinking about that model of a “Star Alliance” or a “Skyteam,” and how it could apply to service providers of other kinds.
Several of my recent client engagements have been about the social media skills/resources that will be required in field marketing in the next years. While this is something I am already working on with an empirical survey, that will take more time to complete, so watch this space for those details. Here are my initial thoughts, tested with several tech marketing practitioners already.
Firstly, my stake in the ground — I think Field Marketing’s focus will morph from customer acquisition to relationship management, from demand generation to demand management; it will be all about lead nurturing.
We’ll need to reduce our base of pure marketing professionals (events/marcom people), by automating and semi-centralizing (from country to regional level) marketing campaign management. And we’ll need to increase local resources to engage with local bloggers, communities, prospects, and customers. This will include a mix of hiring expert people (strong consultative sales reps looking for an easier time, experienced support people, current product champion field marketers) and leveraging local journalistic resources. More importantly, we will also need to re-engineer our collateral to a marketing asset library of shorter and more direct, but less hard-selling, pieces that we can leverage into the lead-nurturing programs.
We all know our current paper-based health information process wastes hundreds of billions of dollars annually. Transforming this into a streamlined 21st century electronic system will require moving though stages of maturity from paper charts to the cross provider electronic health record (EHR). And yes, Forrester will be publishing it's maturity model soon which hopefully will be more understandable then the health care bill. Our basic conclusion is that a narrow focus on electronic medical records packaged apps. or paper replacement technologies will fall short of stated goals. Meaningful use - as in qualifying for governement bonuses - will require a process –centric view and a portfolio of technologies including enterprise content management (ECM), business process management (BPM), analytics and Forms Automation. Our three phase maturity model will show how these foundation technologies help move through the phases most providers will transit to get to the 21st century health care system we all need. Stay tuned.
Top rail navigation will go tabular – in response to positive use of the category navigation along the left hand side of Bing, MS is also going to adjust the top rail of the search results to include tabs that will allow for drill down into categories of content related to the user’s search. Left rail and top rail categories will vary according to the search. See below for an example:
This is not really a new blog post. It's a relatively recent post that didn't manage to make it over from my independent blog. I wanted to be sure it made it to my Forrester blog because I will have lots of publications and posts on information architecture coming up and this was a post on my first piece in this series. So here's the original post:
In January, the lead-off piece that introduces my research thread on information architecture hit our web site. It’s called Topic Overview: Information Architecture. Information architecture (IA) is a huge topic and a hugely important one, but IA is really the worst-performing domain of enterprise architecture. Sure, even fewer EA teams have a mature — or even active — business architecture practice, but somehow I’m inclined to give that domain a break. Many, if not most, organizations have just started with business architecture, and I have a feeling business architecture efforts will hit practical paydirt fairly quickly. I’m expecting to soon hear more and more stories of architects relating business strategy, goals, capabilities, and processes to application and technology strategies, tightly focusing their planning and implementation on areas of critical business value, and ultimately finding their EA programs being recognized for having new relevance, all as a result of smart initial forays into business architecture in some form.
I get a lot of input into my research from speaking with software buyers and sellers, which I analyze and process to come up with firm conclusions and recommendations in my published research and forum speeches. I'm going to use this blog to air some work-in-process analysis, to solicit additional thoughts and information from you. Just recently, Ive been considering why people are talking about 'pay-per-use' a.k.a. 'utility pricing' for software, and to me, the disadvantages to buyers and sellers outweigh the benefits.
Software pricing should be simple but fair, value-based, future-proof and published (see The Five Qualities Of Good Software Pricing). Yes, a one-price-fits-all 'per user' fee isn't fair or value-based, but that doesnt justify the potentially horrendous complexity of tracking detailed usage. Role-based user pricing, such as SAP user categories, is a much better way to reflect diverse usage profiles.
Im not arguing against flexible, on-demand services, particularly for temporary needs, such as renting some CPU power for a few hours. I'm concerned about pay-per-use pricing models for regularly used applications. To me they would be:
Reviewing this year's survey results I was surprised that, while B2B marketers experimented enthusiastically with social networking sites (Facebook, LinkedIn) and microblogging (Twitter), social media have yet to create budgetary or business impacts on the marketing mix. (Note: this research looks at firms of 50 employees or more only. The data set includes results from smaller firms as well. Tim Harmon will likely publish on this data.) In fact, most digital media fair equally, and unremarkably, poorly on the list of "what works?" in the marketing mix.
Would you classify your marketing organization as "highly accountable"? What I mean is, are you always able to accurately measure the true business value of your marketing efforts, and do your senior leaders trust the results? If you're like most marketers, the honest answer to that question is a resounding "no". Proving the business value of multichannel marketing is getting progressively harder—and more important—because:
Traditional marketing measurement practices are rooted in stable but inflexible tactics that leave marketers ill-equipped to keep pace with the real time nature of channel digitization.
CFOs wield ever-more influence over marketing budgets, which is driving your CMO to lean harder on you to measure business results with scientific rigor.
Your customers are in control; uncertainty and unpredictability are the norm; and marketers that can't adapt appropriately are doomed to fail.
This is where you come in. I believe that Customer Intelligence professionals are remarkably well positioned to address these challenges head on, and improve marketing accountability across the enterprise. Why? Because you sit at the cross-section of unfettered access to mountains of customer data from a dizzying array of online and offline sources. "Big data" as the recent article data, data, everywhere in The Economist puts it, is big business. CI professionals are right in the middle of it all helping firms capture customer data, analyze it, measure business results, and act upon the findings.