Dell today announced its new FX system architecture, and I am decidedly impressed.
Dell FX is a 2U flexible infrastructure building block that allows infrastructure architects to compose an application-appropriate server and storage infrastructure out of the following set of resources:
Multiple choices of server nodes, ranging from multi-core Atom to new Xeon E5 V3 servers. With configurations ranging from 2 to 16 server nodes per enclosure, there is pretty much a configuration point for most mainstream applications.
A novel flexible method of mapping disks from up to three optional disk modules, each with 16 drives - the mapping, controlled by the onboard management, allows each server to appear as if the disk is locally attached DASD, so no changes are needed in any software that thinks it is accessing local storage. A very slick evolution in storage provisioning.
A set of I/O aggregators for consolidating Ethernet and FC I/O from the enclosure.
All in all, an attractive and flexible packaging scheme for infrastructure that needs to be tailored to specific combinations of server, storage and network configurations. Probably an ideal platform to support the Nutanix software suite that Dell is reselling as well. My guess is that other system design groups are thinking along these lines, but this is now a pretty unique package, and merits attention from infrastructure architects.
Forrester’s Infrastructure and Operations research team has been on the leading edge of infrastructure technology and its proper operational aspects for years. We pushed the industry on both the supply side (vendors) and the demand side (enterprises) toward new models and we pushed hard. I’m proud to say we’ve been instrumental in changing the world of infrastructure and we’re about to change it again!
As the entire technology management profession evolves into the Age of the Customer, the whole notion of infrastructure is morphing in dramatic ways. The long-criticized silos are finally collapsing, cloud computing quickly became mainstream, and you now face a dizzying variety of infrastructure options. Some are outside your traditional borders – like new outsourcing, hosting and colocation services as well as too many cloud forms to count. Some remain inside and will for years to come. More of these options will come from the outside though, and even those “legacy” technologies remaining inside will be created and managed differently.
Your future lies not in managing pockets of infrastructure, but in how you assemble the many options into the services your customers needs. Our profession has been locally brilliant, but globally stupid. We’re now helping you become globally brilliant. We call this service design, a much broader design philosophy rooted in systems thinking. The new approach packages technology into a finished “product” that is much more relevant and useful than any of the parts alone.
At the leading edge of every employee-led workplace technology revolution is usually a handful of motivated people who are constantly experimenting with tools and technologies to improve their work. In the early ‘90s, millions mastered the venerable PC and especially Microsoft Excel - partly because for the first time they could quickly collect and process thousands of data points, present it in ways that they could make sense of it, and make better decisions faster. The result: they could work in new ways that were previously impossible, and they could be more productive and valuable for their employers. In short, these employees were the leaders and innovators in their organizations.
In 2014, these engaged employees' time and energy is going toward finding tools that will help them stay productive as they become more mobile, and their work and personal lives continue to blend. For example: Desktop computer usage as a percentage of the work day is declining, and for at least one hour each work day, 13% of global information workers now use a tablet for work - primarily so they can get work done from home. Forrester believes that investments in mobility technology will increase through 2015 and beyond.
In the Age of the Customer, consumers are increasingly empowered. They decide where, when, and how they engage with organizations as they shop. European consumers are using multiple devices along their path to purchase and almost a quarter are buying online from outside their home market. This is a growth opportunity for retailers in larger eCommerce markets where online retail sales growth is slowing. These cross border buyers are a valuable target group and more likely to use mobile devices as they shop.
Yet researching and buying across multiple devices and touchpoints is not restricted to those that are happy to buy online from other countries. Across the board, consumers are using smartphones and tablets more frequently and across multiple contexts. Forrester’s updated mobile and tablet commerce forecast predicts that mobile and tablet commerce combined will account for 20% of online sales in 2014 increasing to 49% of online sales by 2018.
Mobile phones, smartphones in particular, bridge the gap between digital and physical shopping experiences. In 2015, European consumers’ increasingly multitouchpoint shopping behavior will heighten eBusiness professionals’ attention on the influence of digital across the customer journey and into stores.
Forrester believes that, for Europe, 2015 will be a year of experimentation. We predict that:
Many clients have asked me this question, following it up by asking how to extend their web analytics capabilities to mobile in China. It’s not always an easy job. Marketers in China are becoming more familiar with web analytics tools to leverage internal customer data and external data from sources like social media to understand online customer behavior. Most use local web analytics tools like Baidu Statistics or Alibaba’s cnzz.com and are starting to engage with global vendors like IBM (ExperienceOne) and Adobe’s Omniture, but don’t know if effective mobile analytics solutions exist. Marketers in China face challenges in recognizing customers on mobile and analyzing, managing, and monetizing mobile data:
Marketers have difficulty identifying customers on mobile before they log in. Campaign management tools help marketers collect mobile device IDs or even sensitive information like mobile phone numbers. These tools are still web-like in that they can’t identify users until they log in. The marketing manager of one CPG company has made the reorganization of mobile users one of its mobile analytics priorities for 2015.
Mobile data rarely supports marketing decisions. Marketers in China can’t find integrated marketing campaign management solutions that include both web and mobile. The credit card department of a leading Chinese commercial bank found that customer response rates to its mobile campaigns were ineffective due to the gaps between its mobile and online marketing campaigns.
Brands have no idea how to monetize mobile data. Marketers know how to monetize data on mobile traffic and user profiles, but not how to add value from the mobile data itself. Exchanging mobile data with third parties will be a good idea if the data platform can solve data ownership, privacy, and regulatory issues.
Back in June, I published a blog post on the ongoing loyalty battle between taxi-hailing apps in China. Since launching their loyalty campaigns, Didi Dache and Kuaidi DaChe have expanded to more and more cities and are fiercely competing with each other with dueling rounds of promotions. Five months later, we have a winner — at least for now.
On November 5, Kuaidi announced that it had captured 60% of the taxi-hailing app market in China, overtaking former market leader Didi. Kuaidi hasn’t just won market share — it’s won the customer loyalty battle, which is more important. According to EnfoDesk, active Kuaidi users open the app 15.82 times on average, while active Didi users only do so 12.55 times.
How did Kuaidi manage to flip the game in just five months? Simply put, Kuaidi’s customer loyalty program works better. My previous post outlined the different approaches that Didi and Kuaidi took to engender customer loyalty: Kuaidi adopted a loyalty rewards program and provided points and coupons to loyal customers, whereas Didi leveraged the power of social to replicate the success of its Lucky Money campaign.
So why did Kuaidi’s points and coupons beat Didi’s lucky money in the race for customer loyalty?
Predictable rewards beat random rewards. Kuaidi users earn a certain number of points for each completed ride and can use these points to purchase coupons — so loyal Kuaidi users get rewards that are predictable and can be accumulated. In contrast, the amount of money that Didi users get from each lucky money reward package is completely random.
Last week, I published a new report called "The Marketing Technology Meet-Up," which examines the consolidation trend of ad technologies and marketing technologies and helps marketers understand how to use it to their advantage. Why is this happening now, you ask? Three reasons: customer expectations for brand interactions are (still) increasing; vendors want a bigger piece of the marketer's technology budgets; and the prevalence of investments in contextual experiences.
We see the convergence happening in four areas:
Data, because the single view of the customer is as tantalizing as it is elusive.
Media, which half of marketers say they struggle to buy correctly.
Measurement, as various methodologies provide vastly different performance results.
Operations, where siloed marketers find more and more reasons to work together on coordinated programs.
Hadoop adoption and innovation is moving forward at a fast pace, playing a critical role in today's data economy. But, how fast and far will Hadoop go heading into 2015?
Prediction 1: Hadooponomics makes enterprise adoption mandatory. The jury is in. Hadoop has been found not guilty of being an over-hyped open source platform. Hadoop has proven real enterprise value in any number of use cases including data lakes, traditional and advanced analytics, ETL-less ETL, active-archive, and even some transactional applications. All these use cases are powered by what Forrester calls “Hadooponomics” — its ability to linearly scale both data storage and data processing.
What it means: The remaining minority of dazed and confused CIOs will make Hadoop a priority for 2015.
The data economy — or the system that provides for the exchange of digitized information for the purpose of creating insights and value — grew in 2014, but in 2015 we’ll see it leap forward significantly. It will grow from a phenomenon that mainstream enterprises view at arm’s length as interesting to one that they embrace as a part of business as usual. The number of business and technology leaders telling us that external data is important to their business strategy has been growing rapidly -- from one-third in 2012 to almost half in 2014.
Why? It’s a supply-driven phenomenon made possible by widespread digitization, mobile technology, the Internet of Things (IoT), and Hadooponomics. With countless new data sources and powerful new tools to wrest insights from their depths, organizations will scramble to use them to know their customers better and to optimize their operations beyond anything they could have done before. And while the exploding data supply will spur demand, it will also spur additional supply. Firms will be taking a hard look at their “data exhaust” and wondering if there is a market for new products and services based on their unique set of data. But in many cases, the value in the data is not that people will be willing to pay money for bulk downloads or access to raw data, but in data products that complement a firm’s existing offerings.