Archive for the ‘Cloud’ Category

Friday’s Features: Using Attensity Analyze 6.0 To Compare Customer Sentiment For @united @southwestair @virginamerica

A Travelers’ Tale of Two Airlines (@united vs @southwestair)

A hurried shower, followed by a hastily packed bag.  Then, the race to the taxi stand (Figure 1).  Should be easy to get a cab at 5:45 am in Las Vegas, right? Only the late night crew roll into a casino this late or early in the morning on a Tuesday.  Who’d be flying out so early?  So much for that theory.  A line forms 50 deep outside. Eveyone is half asleep, and headed to McCarran – Las Vegas airport from Caesar’s Palace at 5:30 am.  I figure Southwest 2286 takes off at 6:25 am, should be plenty of time.  I keep consoling myself.  At 5:50, I get into my cab. I instruct the driver not to take the freeway and to go local.

Figure 1. Just Another Day At The Las Vegas Taxi Stand

I get to the self-service kiosk to check in. I get the dreaded <DING!>.  I’m told my bag will be checked late and it could risk being sent on a later flight.  At 6:00, I’ve missed all normal cut-off windows.  Most airlines cut you off at 30 minutes prior and I am really late.  I’m ready to accept my fate.  I’m ready to be told to get on the next flight.  Strangely enough, the gate agent notices that I’m late and does everything to hurry me on-board.  She tells me that there is a chance my bag won’t make it but they’ll do their best.  She kindly reminds me check-in is 30 minutes prior and suggests I take another security entrance to improve my odds of passing through TSA in time.  She also lets me know that she’s told the gate agent I may be late.  I finally get through TSA and get to the gate with 2 minutes to spare.  The aircraft door isn’t closed. In fact, it’s open and waiting for me to board. I hop on, pass out, and arrive in San Jose.  In some modern day miracle, the bag also has arrived with me.  I thank the travel gods.

Flash back one week earlier, the same morning sequence occurs in Las Vegas.  This time with rental car in tow, I head to the rental car return center at 4:00am for a 5:30 am flight.  A staffing issue occurs with the “consolidated rental center transportation” and no buses arrive until 4:30 am.  I think to myself, I still have time.  I rush to catch United Airlines 479 to San Francisco.  The bus arrives at 4:45 am.  I rush to the kiosk and arrive for check-in at 4:47 am.  The kiosk tells me to see an agent. I wait another 3 minutes in the uber premium line (a.k.a. Global Services).   The agent looks at my ticket and tells me in a stern and disapproving voice, I have to wait for the next flight which is at 11:49 am.

I flash my Global Services card in a last ditch attempt for empathy.  The agent tells me that policy is policy.  United can’t check me in as I miss the cut-off.  She tells me that I should know better and come to the airport earlier.  The Las Vegas airport is so big, the bag would never get to the plane on time.  They won’t let me take off without my bag.   There’s no point in arguing at this point. I have a speech at 11:00 am to get to.  I rush over to the Southwest counter to find the next flight.  The agent asks me what’s wrong. I tell her I need to get on the 6:30 am.  She says, no problem.  I give her all the details and she issues me a ticket in 5 minutes.  I make it to the keynote but I’m very bitter about United and how they have treated me.  I was a happy Continental flyer before the merger, you can read all about it here.

Social Data Quantifies Qualitative Experiences – United Ranks Last Among The Three Carriers

By now, most folks have seen what happened when “United Breaks Guitars“, the tale of an awful customer experience for Dave Carroll who had his guitar broken.  When the airline failed to take responsibility, he took to the web.   With over 11.9M views as of this blog post, this social media epic fail epitomizes what happens when companies ignore their customers and shirk responsibility for resolving legitimate complaints.  But what happens when an airline completely chooses to ignore social media as a channel? Do customers go away? Do they just jump to another channel?  Are these social analytics tools reflective of the general customer base?

Using Attensity Analyze 6.0, a comparison was made among the three airlines.  We selected two best in class low cost carriers (i.e. Southwest Airlines and Virgin America) and United Airlines to answer this question (Figure 1).  Analyze 6.0 took 12,863 public comments from Facebook, Twitter, blogs, forums (user forums, discussion forums, LinkedIn Answers, etc) YouTube videos, mainstream news and more to gather this data (see Figure 2).

Figure 1. Twitter Accounts For The Three Airlines

Figure 2.  Attensity’s Analyze 6.0 In Action With Feedback Analysis On Three Select Airlines More…

News Analysis: Informatica Launches MDM 9.5

New Product Addresses The Social, Mobile, Cloud, and Big Data World

The convergence of social, mobile, cloud, big data (analytics), and video/unified comms changes the playing field from transactional applications to engagement applications.  The result – a sea change of new data types from structured and unstructured sources.  With greater volumes of data, demand for information shifts from real time to right time inside and outside the enterprise.  Context by process, by roles, by location, and by any other segmentation requires a robust MDM solution to improve the return on #bigdata.  Unfortunately, many master data management solutions have not been designed to handle this new world of business led requirements.

Enter Informatica’s MDM 9.5 product launched May 15th, 2012 at Informatica World (#IW2012).  Some key features in 9.5 highlight the move to social, mobile, cloud, and industries:

  • Versioning – effective dates deliver timelines. The new product delivers effective dating to define and manage past, current, and future versions of a record.  Delivered at the base object level, relationships are automatically version-enabled.

    Point of View (POV):
    Future analysis of social and mobile data will require the ability to segment and correlate by time.  The solution can model hierarchies and entities by past, present and future. More importantly, versioning provides rich compliance information that will serve as a backbone for information governance of a wide variety of data types and sources..
  • Social MDM – Facebook apps connect to customer profiles. The new Facebook and MDM connectivity provides a social graph of the customer and friends of the customer. Users gain bi-directional connectivity.

    Point of View (POV):
    Connection to Facebook not only brings rich profile information, but also delivers key multichannel connections.  This linkage exposes and identifies common interests and relationships which build richer customer profiles.  Customers should work hard to drive data out of Facebook and not into Facebook, reducing the trading of privacy for convenience.

Event Report: Questions Every #SAPPHIRENOW Attendee Should Be Asking SAP

SAP’s In The Midst Of Massive Transformation

Just four years ago, nervous attendees dealt with a tumultuous global market entering financial crisis.  SAP’s management team decided to raise maintenance fees to shore up its margins amidst a drought of innovation.  Customers revolted en masse.  Policies changed due to user group and global influencer pressure.  Less than 18 months later, a defiant CEO resigned and a new management team resolved to improve relationships with key customers and address the lack of product innovation.

Fast forward to 2012, SAP’s acquired its way into innovation with BI/analytics (Business Objects), mobile (Sybase), cloud and HR (SuccessFactors), and a tiny bit of Social (SuccessFactors Cube Tree) (See Figure 1.).  SAP HANA serves as the foundation for the future product line.  SAP’s experimenting with consumer apps such as Recalls+.  Innovation in R&D shifts from the star building fortresses of Walldorf to agile tech hubs in TelAviv, Palo Alto, Vancouver, Bangalore, and Shanghai.  From the outside view, SAP’s placed long term bets in innovation on its road to 1B users.  The growth in market cap from €30.9B in 2008 to €57.8B (as of 5/11/2012) reflects this perception by the financial community.  Has SAP succeeded where other software vendors have failed during massive periods of transition?

Figure 1. SAP Covers Three Out Of Five Innovation Pillars In The Consumerization of IT

Customers Have Reason To Remain Cautious Of SAP’s Ability To Execute

From a customers point of view, the verdict remains mixed.  Loyal customers have seen a series of failures from SAP over the past decade as it attempts to make the shift and claim innovation.  Most industry observers would agree that SAP’s made significant investments in innovation.  However, the results of organic innovation have mostly failed from products to services.   A review of the past decade shows four proof points:

  1. Delays in the next, next, next, no make that the next version of R/3. For those waiting for the latest version of ERP, the core product will probably show up late to mid decade.  Maintenance plans call for end of support in 2020 which means SAP plans a product between now and 2018 at the latest.  Customers seeking deeper industry functionality now turn to system integrators who build the user exits and customizations required to continue business.  Meanwhile, the market for third party SAP products has never been stronger.  A string of SaaS vendors have emerged to address the “edge applications” in incentive comp, talent management, pricing, travel and expense, collaboration, and marketing automation that SAP previously ignored.  Some of these “edge vendors” such as Salesforce.com have emerged as billion dollar companies creating new markets.  Yet, after several product chiefs and a decade of trying, SAP applications still lack common data models (e.g. there are at least 8 in use), common interfaces, and common process models.   The much hailed enhancement packages delivering “timeless” software require slightly less work than previous upgrades but still require a lot of planning, testing, time, and money.
  2. Clearly a confusing cloudy cloud strategy awaiting partly sunny skies. Business by design still has not achieved the tens of thousands of customers by 2010 when it was announced.  At best, SAP has a bit over 1000 live customers.  Customers who use the ByD product have mostly expressed positive comments and have seen the benefits of the OnDemand based approach.  The distribution of the product to the masses and incentivization of sales execution remains challenging to a country club, shake-hands, relationship sales culture.  Meanwhile, a series of well designed, and compelling products from the SAP OnDemand for Large Enterprise initiatives remain under marketed, and in some cases late to market.  Timing could not have been worse as the SuccessFactors acquisition has clouded the cloud strategy.  Customers seek cost effective, heterogeneous, integration options from their on-premises core to the cloud options.  SAP still has to deliver on an integration framework customers find cost effective and can trust.
  3. Never so easy, NetWeaver remains hard to use, rigid at best. Various attempts at an SAP middleware have finally made headway. The solutions now include an ABAP version and a Java version.  Previous versions remained hard to use, complicated to maintain, and confusing for the developer ecosystem and the system integrators.  Recent UI improvements help IT leaders convince business customers that they can ease back into SAP.  Everything does look better in an iPad, including SAP.  Sybase’s mobile platform replaces a failed and feeble attempt at NetWeaver mobile.  Many customers begrudgingly use NetWeaver and something else.   That something else – well, it’s typically 1/2 or 1/4 the cost.
  4. Great new maintenance offerings, low user acceptance due to sales not service offering. SAP’s made considerable effort to improve its maintenance offerings with new programs and offers to lower the cost of ownership.  Each offer considers the lifecycle of ownership and shows great care and craft in creation.  While most customers show initial interest, the sales process attempts to tie maintenance offers into new professional service revenue instead of reducing the overall spend with SAP.  Because customers mostly see ERP now as a legacy infrastructure, CIO’s intend to drive cost out not invest more in.  Hence, many customers consider  a move to third party maintenance options and SAP optimization solutions.

The track record remains mixed.  Customers remain cautions.

What Clients Want From ERP Seems Confusing At First

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Event Report: Lithium Network Conference 2012 #LiNC

Lithium Technologies Shows Continued Customer Momentum And Success In Social Marketing And Support
To the tune of over 500 customers and prospects, Lithium kicked off LiNC on May 2nd, 2012, at the always stunning Intercontinental Hotel in San Francisco.  Compared to previous years, the audience was not only bigger, but also more experienced and energized.  Rob Tarkoff (CEO) and Lyle Fong (Founder & Chief Strategist) kicked off the event with company updates, product road map highlights, and customer progress made over the past year.
Adding to the energy, four compelling case studies graced the morning and highlighted Lithium’s strengths in two distinct and advanced externally focused social CRM (SCRM) use cases: social customer support and marketing.  The wide range of proud customers and brands included Chris Blandy, SVP of Digital Media, Fox; Mark Nichols, Director of Customer Support, Skype; Andrew Leary, EVP & GM, Ipsos; and Steve Young, Sr. Director of Technical Services, Cisco.  During the event, several key announcements were made including:
  • Launch of a new product, Lithium Response. In a top secret OEM partnership, the team unveiled Lithium Response™ a product that enables brands to increase customer satisfaction while reducing costs and improving efficiency in the call center.  Key features include easier processes to turn community conversations from unstructured information to entries into the Lithium Tribal Knowledge Base (TKB), peer-to-peer support and gamification incentives to drive self-service customer resolution, cost effective social-web support, blended contact center capabilities, and mobile enablement.  The product is generally available (GA) in Q3.

    Point of View (POV):
    The OEM’d product comes from a little-known but powerful solution from a privately held, purpose-built social customer care platform.  The product maximizes agent efficiency via categorization, prioritization and queuing, and routing.  The system is smart enough to guide customers to self service by replying with relevant links to community content.  This platform has been battled test with complicated communication service provider (CSP) environments.  Adapted for the Lithium platform, customer can expect a rigorous enterprise class solution that lives up to Lithium’s standards.  Lithium Response™ also takes advantage of Lithium’s access to the Twitter fire hose.  The movement to address multi-channel customer support puts Lithium in unique league with vendors such as Genesys Labs, Kana, and Moxie Software, who can blend contact center and social support.
  • Delivers new release of social marketing. Building on customer feedback, the new Lithium Social Marketing Solution™ focuses on improving engagement.   New features include support for rich media interactions, ad hoc groups, streaming conversations, and a new ratings and reviews module.  A partnership with Shoutlet provides Facebook and Twitter campaign management.  Social engagement is updated to include photo sharing, inline-conversations, groups spaces, and adoption of commons social logins.  The new ratings and reviews module allows community driven content to be included via widgets.  New development tools on iOS improve customer experience in the mobile interface of choice.  The product is now generally available (GA).

    Point of View (POV):
    Customers showed significant interest in the new social marketing solution features.  The ability to improve ratings and reviews is much needed as this has become table steaks in communities and product catalogs.  What’s impressive is the new line of partnerships that align with Lithium’s core strategy.  Instead of building their own content publishing platform for campaigns, Lithium takes advantage of Shoutlet ability to place various types of content easily into the conversation. Partnerships with VMWare’s Socialcast unit allows Lithium’s Social Marketing Solution™ to integrate with internally focused collaboration tools to expedite the concept to product introduction process.
  • Begins concerted global expansion. Lithium announced new APAC headquarters in Singapore which add to its Sydney APAC presence.  Lithium also has a strong presence in EMEA with operations in Paris, Zurich, and London.

    Point of View (POV):
    As the market consolidates through attrition and acquisition, Lithium’s push to get more feet on the ground around the globe is much welcomed by customers.  Lithium needs to expand fast and put its $53M in funding to work to acquire long-term customers in expansion markets.
  • Ups the ante in partnerships and alliances. New partnerships with Ipsos and Geoffrey Moore provide access to market research.  Agency relationships include Sapient Nitro and Acquity group.  Lithium adds software partners such as Shoutlet and VM Ware.  Lithium’s approach is to find a small number but committed set of alliances and partnerships.

    Point of View (POV):
    Lithium’s partnership and alliance program traditionally was the weakest among the major SCRM players.  The addition of Ed Van Siclen, SVP of Global Alliances and BD, brings enterprise class partnerships to the Lithium’s arsenal.  As SCRM matures, key partnerships with major system integrators must be prioritized as well as carefully crafted agency relationships.  Software partnerships back to transactional systems such as ERP, CRM, and master data management will be key to long term success and enterprise adoption.  More importantly, continued alliances with other engagement applications will keep the innovation engine alive for existing customers as they focus on improving engagement.

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Monday’s Musings: Why Are Innovative CIO’s Betting Less On Cloud And Virtualization?

Innovative CIO’s Betting On Disruptive Technologies That Impact Enterprise Business Value

In the Four Personas of the Next Gen CIO published March 3, 2012, four personas of the CIO were identified: Chief Infrastructure Officer, Chief Integration Officer, Chief Intelligence Officer, and Chief Innovation Officer (see Figure 1).  This research of 79 progressive CIO’s identified the key projects for each of the personas.  As part of the survey, respondents were asked what key disruptive technologies would make an impact in the enterprise in the next year.

Figure 1. The Four Personas Of The Next Generation CIO

Source: Constellation Research, Inc.

In Constellation’s latest update (to be published May 2012), 105 innovative CIOs participated in the survey.  The results indicate a shift away from cloud  (56.4%-2012) and virtualization (29.6% – 2012) to mobile (60.2%-2012) and big data and analytics (48.7%-2012) (see Figure 2).  Despite being the top projects in 2011, the drop in priority of virtualization (51.9%-2011) and cloud (69.6%-2011) doesn’t reflect the lack of interest.  In fact, these projects have matured and innovative CIOs have now prioritized the next wave of innovation.

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Quark Summary: What CFOs Need to Know About SaaS and Cloud Integration

Forward And Commentary

This document addresses many questions asked by CFO’s about cloud deployments and the top integration questions often asked by CFO’s responsible for key business initiatives that involve technology.

A. Executive Summary

Organizations have escalated their adoption of cloud computing and SaaS applications in the past 3 years. As part of the broader trend in consumerization of IT (CoIT), business leaders have slowly tipped the balance of power in determining technology acquisition. However, the proliferation of adoption has led to organizational chaos in data, process and meta data integration as users adopt and deploy the cloud in silos without considering the implications of organizational silos and services oriented architecture (SOA).  As cloud integration emerges as an enterprise-wide issue, CFOs must get acquainted with the cost-value equation of cloud and SaaS applications. Why? Cloud integration emerges as a key competency for successful organizations seeking to innovate while maximizing returns on investment. Consequently, CFOs should understand ten key points on why they must master cloud integration.

B. Research Findings

The rapid adoption of cloud computing by business leaders unfortunately creates a bespoke environment technically known as “best of breed cloud hell.” With so many disparate systems in a loosely federated model, data rapidly becomes siloed, business processes easily become fragmented, and coordination across functional fiefdoms quickly becomes difficult.  Consequently, cloud integration emerges as a key enabler in reducing the costs and improving the benefits of cloud computing. Recent conversations with 22 CFOs addressed these ten key questions:

  1. What is cloud integration?
  2. Why is cloud integration a growing competency for the CFO?
  3. Is cloud integration more or less expensive?
  4. Which integration approach is best in the long run?
  5. How does cloud integration mitigate project risk?
  6. What’s the business value for cloud integration?
  7. Will bring your own device (BYOD) policies require cloud integration?
  8. How can I support social media?
  9. Do big data and cloud integration go hand in hand?
  10. What kind of projects make sense for cloud integration?

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News Analysis: KANA Enters MidMarket With Trinicom Acquisition

Acquisition Brings A Proven Multi-Channel Cloud Based Service Offering To The Growing Mid-market

Sunnyvale, CA based KANA announced on April 24, 2012 it’s acquisition of Netherlands based Trinicom, a multichannel, customer contact software provider serving over 200 companies in the BeNeLux market.   Trinicom’s flagship T5 all-in solutions addresses multichannel customer service through email response management, web self-service, call management, live chat, “letter, fax, and desk contact”, chat bot, and knowledge base.   The acquisition marks KANA’s entry and commitment to:

  • Addressing the under served mid-market. Trinicom brings enterprise class customer service and engagement tools to mid-sized businesses.  KANA states in its press release that “mid-sized organizations in both public and private sectors are increasingly seeking enabling technology to support emerging customer experience needs and to build, enhance, and extend relationships with customers.”  Why? Mid-market companies seek enterprise class solutions that don’t require the enterprise levels of staffing, support, and infrastructure.  Trinicom brings the expertise in sales, marketing, and support for the mid-market to the traditionally enterprise focused KANA management team.

    Point of View (POV):
    Trinicom suite of products for key service industries succeeds given its mid-market focus.  In general, these organizations have 20 to 200 customer service professionals.   Referenceable and successful customers come from banking, education, internet, insurers, non-profit, publishing and media, retail & eCommerce, telecom, travel & transport, and utilities (see Figure 1).  In fact, Trinicom delivers an end to end offering across social, web, and agent desktops.  Past clients expressed general satisfaction with go live times less than three months and on average within six to eight weeks.  Most clients praise the rich configuration tools which allow clients easy adaptation without expensive customization.
  • Gaining a SaaS based deployment option. KANA today offers on-premises and hosted deployment models for its enterprise customers. Trinicom brings its SaaS based technology and Cloud business model to KANA’s existing deployment options.  Trinicom’s SaaS operations in Northern Europe complement Kana’s global data center reach.

    Point of View (POV):
    KANA’s lack of a SaaS offering has led to some loss in deals as the market shifts to SaaS as the defacto standard.   The good news – the Trinicom acquisition gives KANA customers and prospects more choice in immediate deployment options. Subsequently, KANA gains a SaaS foundation for future offerings in both the mid-market and enterprise.
  • Expanding customer and revenue base. KANA currently serves 600 commercial and 250 public sector organizations. Trinicom adds key global capabilities and European market expertise.  For instance, Trinicom will expand KANA’s presence in the local public sector market in EMEA.

    Point of View (POV):
    The acquisition expands KANA’s customer and revenue base into the growing and profitable mid-market.  KANA gains an immediate opportunity to service the mid-market and effectively compete with eGain, Eptica, Moxie, and Parature.  More importantly, Trinicom opens up a lucrative mid-market public sector opportunity.

Figure 1. Trinicom Spans A Range Of  Service Verticals In The Mid-Market

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