Facebook made headlines last Friday with its announcement that it had been the victim of a sophisticated security attack. All major news publications picked up the story, citing widespread concern about the implications of the breach.
The breach itself, however, was largely a nonevent from a security standpoint.
Facebook identified the security breach before it infiltrated too deeply into company systems, remediated all compromised machines, informed law enforcement, and reported the Java exploit to its parent owner Oracle – acting quickly and appropriately. Most importantly, Facebook made it clear that the breach did not expose any of its users’ data.
Today’s announcements at the Open Compute Project (OCP) 2013 Summit could be considered as tangible markers for the OCP crossing the line into real relevance as an important influence on emerging hyper-scale and cloud computing as well as having a potential bleed-through into the world of enterprise data centers and computing. This is obviously a subjective viewpoint – there is no objective standard for relevance, only post-facto recognition that something was important or not. But in this case I’m going to stick my neck out and predict that OCP will have some influence and will be a sticky presence in the industry for many years.
Even if their specs (which look generally quite good) do not get picked up verbatim, they will act as an influence on major vendors who will, much like the auto industry in the 1970s, get the message that there is a market for economical “low-frills” alternatives.
Major OCP Initiatives
To date, OCP has announced a number of useful hardware specifications, including:
Windows 8 is a make or break product launch for Microsoft. Windows will endure a slow start as traditional PC users delay upgrades, while those eager for Windows tablets jump in. After a slow start in 2013, Windows 8 will take hold in 2014, keeping Microsoft relevant and the master of the PC market, but simply a contender in tablets, and a distant third in smartphones.
Microsoft has long dominated PC units, with something more than 95% sales. The incremental gains of Apple’s Mac products over the last five years haven’t really changed that reality. But the tremendous growth of smartphones, and then tablets, has. If you combine all the unit sales of personal devices, Microsoft’s share of units has shrunk drastically to about 30% in 2012.
It’s hard to absorb the reality of the shift without a picture, so in the report “Windows: The Next Five Years,” we estimated and forecast the unit sales of PCs, smartphones, and tablets from 2008 to 2016 to create a visual. As you can see below in the chart of unit sales, Microsoft has and will continue to grow unit sales of Windows and Windows Phone. But the mobile market grew very fast in the last five years, while Microsoft had tiny share in smartphones and no share in tablets.
If you look at the results by share of all personal devices, below, you can see how big a shift happened over the last five years as smartphone units exploded and the iPad took hold.
Microsoft Windows will power just one-third of personal computing devices sold during 2012. Say what? Over the past five years, the transition to mobile devices has transformed Microsoft’s position from desktop dominance to one of several players vying for share in a new competitive landscape.
And so Microsoft is making some very bold moves to transform Windows: creating a singular touch-native UX for a seamless experience across PCs and mobile devices, building an app store distribution model, and engaging its vast user base to develop core personal cloud services.
You’ll learn about the trends and behaviors shaping a painful, but ultimately successful, five-year migration for the Windows franchise. We will size and forecast the future of Windows’ presence in a device landscape where market share is measured across all computing devices, not just PCs. And we will outline the new personal computing success metrics for OS providers and ecosystems, which look beyond device market share to customer engagement across multiple formats, online services, and content delivery.
Creators sit at the top of Forrester’s Social Technographics® ladder: They are the consumers who write blogs and articles, upload self-created video and music, post photos, and maintain their own web pages. More than any other group, Creators are shaping the face of consumer content online. We recently published a report called “Exploring The Social Technographics® Ladder: Creators.” It shows that Creators are great advocates for the brands they like, and that they have, on average, many more friends and followers to share their opinions with than any other group.
However, what was really intriguing is how much they value feedback from companies and brands. Even more importantly, more Creators expect companies to respond to positive posts about products/services than to negative ones.
This is contrary to popular belief. In fact, there’s plenty of advice out there on what you should do in a crisis or how to respond to someone who’s posted a complaint. There’s not much advice on how to handle positive feedback, but in fact, it’s one of the best ways to trigger (and motivate) your brand advocates.
In our research on eBusiness and channel strategy, we often come across clusters of innovation where innovation by one company in a sector causes its competitors not only to match it, but to try to leapfrog it -- resulting in a rapid cycles of innovation. Among the examples of these clusters are insurance companies in the US (Progressive, Geico and a growing number of others) and banks in Spain (Bankinter, La Caixa, BBVA and Banco Sabadell).
Another of those clusters is the retail banking market in Turkey. Last week I was in Istanbul and was able to see some of the innovations in person and meet a number of heads of eBusiness at Turkey's big banks. Turkey's banks have been quick to adopt digital technologies and achieved some world firsts for the banking industry. Here are a few examples you might like:
Ziraat Bank has deployed a network of unstaffed video kiosks (see picture, right), which it calls video teller machines, that use video-conferencing to connect customers with agents in the bank’s contact centre. Customers can use the kiosks to deposit and withdraw money, buy and sell foreign exchange, pay bills, transfer money and buy bonds. The kiosks let the bank expand its network much more quickly than building conventional branches would do.
At a CIO roundtable that Forrester held recently in Sydney, I presented one of my favourite slides (originally seen in a deck from my colleague Ted Schadler) about what has happened r.e. technology since January 2007 (a little over five years ago). The slide goes like this:
Source: Forrester Research, 2012
This makes me wonder: what the next five years will hold for us? Forecasts tend to be made assuming most things remain the same – and I bet in 2007 few people saw all of these changes coming… What unforeseen changes might we see?
Will the whole concept of the enterprise disappear as barriers to entry disappear across many market segments?
Will the next generation reject the “public persona” that is typical in the Facebook generation and perhaps return to “traditional values”?
How will markets respond to the aging consumer in nearly every economy?
How will environmental concerns play out in consumer and business technology purchases and deployments?
How will the changing face of cities change consumer behaviors and demands?
Will artificial intelligence (AI) technologies and capabilities completely redefine business?
If you’re marketing in China, social media offers an enormous opportunity: Chinese online adults are the most socially active among any of the countries we survey worldwide, and a whopping 97% of metropolitan Chinese online adults use social tools. And this isn’t only driven by the younger generations — we find that on average Chinese Internet users ages 55 to 64 are more active in most social behaviors than US Internet users ages 25 to 34.
But a Chinese social media strategy is not that simple to implement, especially for Westerners accustomed to marketing on sites like Facebook, Twitter, and YouTube – none of which operate in this market. So before you take the leap into social media in China, be sure that you:
We listened to marketers of the world’s biggest brands when they asked, “What’s the impact of Facebook on my brand?” and we decided to take a look for ourselves. We proudly present our latest research, “The Facebook Factor.” In the report, we answer the pressing question, “How much more likely are Facebook fans to purchase, consider, and recommend brands, compared with non-fans?” We used logistic regression modeling to find out. The impact? We call it the “Facebook factor,” and I urge you to read the report to find out how you can leverage our methodology to assess the Facebook factor for your brand.
In the report, we use four major brands as case studies to assess the Facebook factor for Coca-Cola, Walmart, Best Buy, and BlackBerry(Research In Motion [RIM]). Guess what? Facebook fans are much more likely to purchase, consider, and recommend the brands that they engage with on Facebook than non-fans. As the graphic below shows, Facebook fans of Best Buy are about twice as likely to purchase from and recommend Best Buy as non-fans.
I've been hopscotching Europe this week, seeing clients and colleagues in London and Istanbul — but my thoughts have been in Los Angeles, where in a couple of weeks I'll be giving a speech called "Taking Social Media From Cool To Critical" at the 2012 Forrester Marketing Leadership Forum.
I chose that topic because it’s a concern I hear almost every day — and sure enough, I heard it from several clients on my travels this week. "We’ve put time and resources into social media marketing, because it seemed like we had to, but . . . it’s just not having much of a business impact." By comparison, four or five years into the era of search marketing, most companies were making a killing from their SEM programs. The same goes for email marketing. But here we are four or five years into the era of social media marketing — and for many companies, social media is still a curiosity, a sideshow that attracts lots of interest but adds little value. It's still cool, but at most firms, it's just not a critical part of the marketing plan.
I think the main reason marketers still struggle to make social pay is simple: They overestimate social media as a marketing tool. Let me be clear: I'm not bashing social's value for marketing; social media can have an enormous impact on the success of your marketing programs, as we’ve seen time and time again. The point I'm making is that it can’t create that success all on its own. You need to use it as merely one tool in your marketing tool kit.