In case you didn't see it, check out the excellent interview with Gordon Bethune, ex-CEO of Continental Airlines, in last Sunday's New York Times. I'm not sure why such an apparently high-performing leader would be attracted to the perennially low-performing airline business, but Bethune successfully lead Continental from 1994 to 2004.
For me, Bethune embodies what Jim Collins, author of Good to Great, called "level five leaders" -- CEOs who are self-effacing, quiet but aggressive, always ready to "share the stage" with their employees. These are traits that will be at a premium as companies (particularly financial services firms) re-build trust with their customers, employees, and society at large, post-recession.
Just after X-mas there were a lot of tweets about the news that Amazon.com had sold more ebooks at Christmas day than real books, as a result of the Kindle being the most gifted item in Amazon's history.
It's high time somebody said it. Sit through one too many CES keynotes, press conferences, or pitches, and you just might leave Las Vegas with the mistaken idea that 3DTV is going to be in all of our living rooms next year. ESPN and Discovery are committing to 3D cable and satellite channels, Sony is upgrading its PS3s to do 3D, and Taylor Swift's live performance opening night at CES was shown live in 3D (Right behind her, mind you. You had to put the glasses on in order to see Taylor Swift in 3D when she was, actually, in 3D already, right in front of the audience.)
The First Case Study in the Series About "How to Deploy Customer Service Social Media!"
If you have been following this blog, you might remember that I posted this a while back. But with the new year here, I thought it might be good to repeat some of the case studies while adding new ones... just in case you missed them or in case you wanted a refresher as you start down the path of providing a solution to your company social media needs!
When I published the ROI of customer service social media, everyone had asked me - who is doing social media and what are they doing. To help those who haven't started down the social media path, I put together the 5 Best Practices of customer service social media. That doc is chocked full of ideas you can use today. And to provide more details on how companies have accomplished their goals for social media, I also decided to publish a bunch of case studies! ACT! is the first of many! I hope it helps you to get a better idea of how valuable social media is and its bottom-line affects!
Who is Sage and What Did They Want to Accomplish With Social Media?
We just had another of our regular cloud research meetings at Forrester. In these meetings, we cut across our research organization to examine cloud computing from every angle.
Compared with even just a year ago, it's amazing how important and pervasive cloud computing analysis (as opposed to cloud computing guesswork) has become in our research calendar.
You can see the existing cloud/*aaS research here and our planned research here. As the meeting host, I mostly listen, probe, and take notes, but ocassionally I get to jump in with a thought.
To wit: We are often asked about whether cloud-based collaboration (email, team sites, instant messaging, Web conferencing, social computing, etc.) works best on multi-tenant, dedicated solutions, or both. The answer is both, but trending towards multi-tenant. Our clients are interested in both multi-tenant and single-tenant or dedicated cloud solutions -- as long as the price is right.
The future of cloud-based collaboration is clearly multi-tenant for two economic reasons:
1. Multi-tenant enables the fundamental economic benefits of a shared resource. We can see this in the price war going on in email right now -- a 50% price cut in the last 12 months with multi-tenant cloud email. The floor on email cost keeps dropping, fueled by the better economics of multi-tenant solutions and high capacity utilization.
Yesterday, Brad Holmes blogged about 2010 being the year where sales enablement moves from concept to reality. Yep, it's tempting to think that tech firms and their marketers have all been madly working to enable the sales organizations with fabulous sales-enabling digital media like video customer testimonials, blogs, tweets, Facebook pages, and, of course, the company Web site. But once in a while, you get reminded that some companies have a long way to go just to cover the basics, never mind get to what Brad called a "breakthrough."
Software vendors like to claim that their sales proposals are highly confidential, For Your Eyes Only or even, if you prefer the Coen brothers to Bond, Burn After Reading. I help dozens of clients every year with software negotiations, but I cant do that unless they share with me the vendor’s proposal, including price details and contract terms. Many clients are reluctant to do this, worried that doing this might break confidentiality clauses in their agreement.
Were your hopes for growing adoption of green IT dashed by the non-agreement at COP 15 in Copenhagen? Are you dismayed by the weak prospects for cap-and-trade legislation in the US during 2010? Forrester's latest Green IT survey results give us some reason for optimism -- it turns out that regulatory compliance is a weak motivation for companies' pursuit of more sustainable computing operations.
When we asked IT practitioners at 600 enterprises around the world about their top motivations for pursuing green IT operations, regulatory compliance was the 7th-most frequently cited reason, with just 16% of respondents. What's at the top? Cost and cost. Reducing energy expenses (66%) and reducing other IT operating expenses (42%) have been the strongest drivers for green IT since we began our survey work on this topic in 2007. See the full survey results in our latest Green IT Market Overview report, here.
So fear not, even in the absence of significant regulatory or policy moves this year, good old-fashioned business motivators like profitability and customer demand will continue to push companies to adopt more sustainable processes and practices -- in their IT organization and beyond.
Apple isn't saying. Quattro posted a blog that told their current customers not to worry - normal business operations would continue. So, I am speculating a bit.
The first questions I've fielded are, "Does Apple want to go head to head with Google?" or "Does Apple want to sell advertising?" At a high level, I believe businesses stick close to their core competencies. Apple sells hardware, software and some content. Google sells advertising. Well, mostly. There are about 4 billion cell phones worldwide and about 1 billion PC's. New Internet connects (and page views and advertising growth) will come from mobile. Mobile is high growth. PC's are a bit commoditized. My cell phone costs more than my last netbook or notebook purchase. Go figure.
Our mobile marketing foreast for the US shows revenue growing from $391M in 2009 to $1.3B in 2014 provided there aren't any game changers. Game changers? Anything that would dramatically impact the amount of inventory or the value of it. The Apple iPhone, for example, dramatically altered the number of page views or inventory in mobile. The Android phones are helping as well and gaining momentum. These numbers are US-only - growth in mobile globally has been dramatic as well and will continue to be. In the US alone (see my colleague Charlie Golvin's blog) smartphone adoption grew from 11% at the end of 2008 to 17% at the end of 2009. This is significant because a lot more browsing and application downloads happen on these phones than more basic ones. A cut of this revenue would add some to Apple's bottom line, but very small at least in the next few years.