Posts Tagged ‘#bigdata’

Event Report: #AdobeSummit Celebrates Digital Marketing From Creative To Commerce

Market Leaders And Fast Followers Celebrate Over A Decade Of Digital Marketing Vision

In 2004, Omniture founder Josh James, an avid skier, held the first Summit atop the Snowbird Ski Resort for 270 early adopters and converted.  Fast forward eleven years to 2014, an estimated 5600+ customers, partners, influencers, and prospects gathered at the Salt Palace in Salt Lake City, Utah, March 25th to March 28th, 2014, in search of reinvention in digital marketing (see Figure 1).  Since that time, Adobe Summit has emerged as a must attend event for those looking at the entire digital experience from creative to commerce.  Despite the size, this year’s event remained equally intimate.  At almost every venue, restaurant, or session, attendees remarked on how easy it was to meet people and discover, connect, and engage on the future of digital marketing.

Figure 1. Adobe CEO, Shantanu Narayen Opening The General Session on the Need for Reinvention In Marketing

Source: Adobe

Adobe Summit 2014 Announcements Focus On Needs Versus Wants

New product enhancements, a new release, and a few key partnerships highlight advancements in Marketing Cloud which includes a number of organically developed products and acquisitions of Omniture, Day Software, Efficient Frontier, and Neolane.  Today, the Adobe Marketing Cloud includes Adobe Social, Adobe Analytics, Adobe Target, Adobe Experience Manager, Adobe Media Optimizer, and Adobe Campaign (see Figure 2).  This year’s announcements reflect a need to improve integration among the acquisitions and deliver core needs versus nice to have capabilities.  Main announcements from this year’s summit include:

Figure 2. The Six Components Of The Adobe Marketing Cloud

Source: Adobe

  • Adobe Marketing Cloud Core Services Improve Suite Value.  Adobe announced new cores services for Marketing Cloud.  These services include a key master marketing profile, shared assets, marketing mix planning, identity, contextual activation, tag management, integration, and collaboration.

    Point of view (POV):
    The core marketing services are much needed to bring not only the acquisitions together, but also future partner integrations.  The Master Marketing Profile allows marketers to aggregate profiles information from multiple sources.  Shared assets put the power of the Adobe Creative Suite to work allowing marketers to create once use everywhere.  Marketing mix planning enables marketers to tie together attribution, analytics, media planning and execution to analytics and campaign activation.  The new identity capabilities are a good start, but much more will be required to support commerce apps entering a digital business world where trust is the new currency and transparency must balance privacy.

Event Report: The Storify From #AdobeSummit

Market Leaders And Fast Followers Celebrate A Decade Of Digital Marketing Vision

In 2004, Omniture founder Josh James, an avid skier, held the first Summit atop the Snowbird Ski Resort for 270 early adopters and converted.  Fast forward eleven years to 2014, an estimated 7000 customers, partners, influencers, and prospects gathered at the Salt Palace in Salt Lake City, Utah March 25th to March 28th, 2014 in search of reinvention in digital marketing (see Figure 1).  Since that time, Adobe Summit has emerged as a must attend event for those looking at the entire digital experience from creative to commerce.  Despite the size, this year’s event remained equally intimate.  At almost every venue, restaurant, or session, attendees remarked on how easy it was to meet people and discover, connect, and engage on the future of digital marketing.

Enclosed is the Storify of Tweets from #AdobeSummit:

Figure 1. Storify from #AdobeSummit


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Research Summary: Sneak Peaks From Constellation’s Futurist Framework And 2014 Outlook On Digital Disruption

Accelerated Pace of Change Creates the Perfect Storm for Dominating Digital Disruption

The 2014 trends are out. The big predictions have been made.  Yet what does it all mean as most organizations anticipate another unpredictable year?  Since 2000, 52 percent of the companies in the Fortune 500 have either gone bankrupt, been acquired or ceased to exist (Figure 1).  The pace of change has increased, competition has intensified and business models have been disrupted.  The only certainty is that change will accelerate.

Figure 1. Digital Disruption Has Demolished 52% of the Fortune 500 Since 2000


In fact, the digitalization of business is a key factor in this accelerated pace of change.  Information flows faster.  Most parties enjoy greater transparency, yet the digital divide makes transparency patchy.  Every node reacts more quickly.  The speed of execution as a differentiator has resulted in agility in delivering disrupting business models. Market leaders shift from selling products and services to promising outcomes and experiences.

Market leaders and fast followers want to know what trends will affect customer demand. How will these trends affect hiring decisions?  Are there new and emerging technologies that will power disruptive business models?  What factors will help organizations dominate digital disruption?  How does one stay safe in a world of digital exhaust?  What networks matter?  Who are my competitors, collaborators and co-innovators? How does one make sense of the disparate and often contradictory trends pointed out by experts, pundits and analysts?

Constellation Applies A Futurist Framework To Guide 2014 Outlook and Beyond

Constellation’s research team uses a tried and true futurist framework that looks at the political, economic, societal, technological, environmental and legislative (PESTEL) shifts ahead (see Figure 2). The PESTEL model is used to synthesize the major trends and provides guidance on how Constellation approaches its seven key business themes over the next 2 to 3 years in:

  1. Consumerization of Technology and the New C-Suite
  2. Data to Decisions
  3. Digital Marketing Transformation
  4. Future of Work
  5. Matrix Commerce
  6. Next-Generation Customer Experience
  7. Technology Optimization and Innovation

The strategic assumptions from Constellation’s 2014 PESTEL framework form the basis for the business theme-led research.  Over the next 36 months, research from each business theme will factor these trends into the overall research agenda.  The goal in 2014 is to help clients not only navigate, but also dominate digital disruption.

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Register for the Webinar February 27, 2014

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Event Report: #NRF14 Preview – Retail’s Big Show Hints At Lessons Learned In #MatrixCommerce

Retails Big Show Transformed For 2014

Over 29,000 people are expected to gather at the National Retail Federation’s big show (NRF) this Sunday, January 11th, 2014, in New York City.  #NRF14 brings the intersection of new retail business models, products, store concepts, technology, society, and culture together!

A few big trends emerge based on conversations with our clients attending the event:

  1. Building out matrix commerce. Retail faces rapidly changing business models and new payment options that are often misunderstood and poorly integrated. Matrix commerce describes the fusing of demand signals and supply chains in an increasingly complex world of buyers seeking frictionless buying experiences. Channels move from multi-channel to total channels. As the world revolves around the buyer, channels, demand signals, supply chains, payment options, enablers, and big data will converge to create what Constellation coined in 2011 as Matrix Commerce. Matrix Commerce spans across disciplines as people, process, and technologies continue to transform today’s commerce models.  This shift to a buyer centric model will result in continued consolidation of retail technologies as stacks and ecosystems form around real buyer needs.  Lessons learned: There is no single end to end solution.  However, strong open standards and a focus on buyer centricity will help provide guide rails to success.
  2. Dealing with digital disruption. The convergence of the five forces of consumerization described in 2009 and 2010 serve as the five pillars of digital business.  Retailers recognize that they no longer sell products and services, as buyers seek experiences and outcomes. Market leaders and fast followers now democratize the data to decisions pathway to enable innovation at all levels More…

News Analysis: Verint Announces Intent To Acquire Kana For $514M

Verint Adds to Vovici and Contact Center Assets To Expand Customer Engagement Offerings


On January 6th, Melville, NY based Verint® Systems announced a $514M intent to acquire Sunnyvale, CA, KANA Software.  Verint is a software vendor with a core in analytical software.  Verint’s core offerings provide enterprise intelligence and security intelligence.  The acquisition is significant in the market because:

  • Big data and analytics meet customer experience. Verint expects to expand its customer engagement optimization offering with the acquisition of Kana.  Verint’s core capabilites, Vovici’s voice of the customer assets, and Kana’s multichannel customer experience solutions allow customers to move from data to information to insight to action or decisions.

    Point of View (POV):
    Bringing intelligence into customer experience adds context and relevancy. This combination is a key step in moving from systems of engagement to systems of mass personalization at scale.  Constellation expects more acquisitions that combine the 5 pillars of digital business – social, mobile, cloud, big data and analytics, and unified communications.
  • Verint gains key customers and industries. Verint’s key customer base of 10,000 customers gets 900 new customers in six key industires.  Kana’s base includes a variety of marquee brands and public sector agencies in the mid market to enterprise space.  Business service customers include Hyatt, Starwood, USPS, and Priceline.com.  Communications and media customers include O2, Comcast, Cox, Quest, Talk Talk Group, Telekom Austria, Telus, Time Warner Cable,  Tracfone, Virgin Mobile, and Vodafone.  Financial services customers include Admiral, Bank Leumi, Capital One, Chase, Citigroup, Domestic and General HSBC, ING, Barclays,  Standard Bank, and VHI.  Retail and wholesale clients include American Greetings, Avon, Carglass, Conrad, Foot Locker, Hanes More…

Tuesday’s Tip: Seven Lessons Learned In Customer Experience Strategies During A Data Breach (such as Target’s)

Every Brand Should Have A Plan For A Data Breach

The confluence of centralized personally identifiable information, reliance on digital channels, ease of hacking of magnetic stripes, and the application of the Willy Sutton rule ( a.k.a. you rob banks because that’s where the money is) improve the odds that many organizations will face a data breach.  The question is not whether one will happen, but more a question of when and to what extent.  How a brand addresses the customer experience component during a data breach will have significant impact that will subsume all other brand efforts up and until the data breach.

Source: Target

On December 19th, Target confirmed reports of a data breach affecting 40 million customers between November 27th and December 15th, 2013.  In conversation with over 30 customer experience professionals, many lessons have been learned from the recent Target breach and the largest breach with TJX (TJ Maxx and Marshall’s).  The following seven approaches highlight pragmatic and effective strategies to responding and mitigating the damage:

  1. Begin by isolating and understanding the root cause of the breach. Understanding the root cause enables a realistic understanding of all the options.  While it may take some time to get to the source, the investment in resources is worth it.  The truth will set you free from weaving an ever growing snow ball of lies and half truths.  Saying that you don’t know yet is not good enough.  Sharing how you are resolving or approaching the problem helps folks understand the why not the what.
  2. Catalyze a crisis command center. The command center should not be an after thought but part of the communications readiness training.  Prioritize key data. Put all your data sources to work.  Identify a protocol for decision making.  Quickly agree on talking points and messaging.  Democratize decision making and out reach to as many spokes persons as possible.  Apply the 9C’s of engagement to build out the crisis journey map.  While Target has an excellent social media program, the challenge is tackling crisis communications in defense not offense during the holiday season.
  3. Trust that transparency is the right course of action. Communicate the breach as early as possible. Do not try to cover it up as Target did. In fact, Target was outed by security expert Brian Krebs first, then Target had to come clean. The result has been disastrous.  Get in front of the issue.  It’s always easier to proactively influence than react.  Customers ultimately value transparency when they can understand the process and the efforts provided to date.  Outcomes ultimately matter but in the absence of a solution, upfront communication of the situation and approach helps bridge the trust gap. More…

News Analysis: Sitecore Acquires Commerce Server In Quest Towards Customer Experience Management

Commerce Server Finds Its Logical Home

On Wednesday November 20th, 2013, Copenhagen, Denmark based Sitecore acquired Ottawa, Canada based commerceserver.net for an undisclosed price.  Originally known as the Microsoft Siteserver and Commerce Server 2000, the product was orphaned by Microsoft,  then Ascentium, the key development partner were given the rights to further develop and market the product.  Adding to the lore, Ascentium changed their name to SMITH in the Fall of 2012 and the product group was rebranded to commerceserver.net.

Sitecore’s acquisition continues a consolidation trend in the Matrix Commerce market where vendors are aggregating technologies to support a buyer centric approach to customer experience.  Constellation believes customers should pay attention because Sitecore:

  • Signals seriousness to deliver on end to end customer experience. Sitecore’s portfolio includes its core web content management offerings and an emerging set of digital marketing assets.  Commerce Server adds key B2C functionality for hard goods, digital goods, and web based services; B2B capabilities in trading communities and e-procurement; complex B2X scenarios; and personalized portals.

    Point of View (POV):
    Addition of commerceserver.net fills one key hole in Sitecore’s customer experience management portfolio.  Customers and prospects can expect additional acquisitions from the new management team.   In fact, the company has brought in heavy hitters such as a new CRO and CMO over the past 12 months.  Constellation believes that Sitecore is serious in completing key holes in the end to end customer experience story and moving up the stack to support a range of small to large enterprise customers.  In fact, Commerce Sever 10 scales up to support 220,000o orders/day on a 12 hour peak, 60 million user profiles, 10 million item catalogs, 100,000 catalogs and virtual catalogs, and hosting support for 100 active, 1000 provisioned.  Constellation believes the acquistion places Sitecore in the direct battle with Adobe, IBM, Oracle, and SAP for customer experience and commerce.
  • Ensures Commerce Server a friendly and natural home. Commerce Server brings its core Microsoft heritage.  Dependencies include Microsoft SQL Server, .NET,  Commerce Server Staging (CSS), and Component Object Model.  Commerce Server also plays well with other Microsoft server stack components including Biz Talk Server and Microsoft Office SharePoint Server.  Sitecore’s software is built on a Microsoft.NET platform.  Deployable in Microsoft Azure, the core CMS can use Oracle or Microsoft for the database and content can be stored in either .NET or XML objects.

    (POV):
    Customers should find relief that the Commerce Server assets return back to a product centric company.  While SMITH (formerly known as Ascentium), a digital experience agency, served as a reasonable owner and even delivered the latest version 10 release, software cultures and services business models often clash.  Why? The research and development investment required to take products to market work against the resource utilization and project focus required for successful services.  Constellation will measure integration success by how well the team builds and accelerates the original major release plans (see Figure 1).
  • Gains critical ecosystem assets. Commerce Server brings 3000 customers and 25 partners around the world.  Partners range from 17 enterprise providers, hosting providers, training, ISV, and consultants. Key industries for Commerce Server include retail, manufacturing, and e-government.  Sitecore brings over 3000 customers, 1000 certified business partners in 50 countries, 8,000 certified developers, and 17,000 active members in the developer ecosystem.

    (POV):
    Prior to the acquisition, Commerce Server product holes included content management, search, analytics, campaign management, and other key customer experience management capabilities.  Sitecore fills many of these product gaps and adds a larger ecosystem.  Customers can expect significant cross-training among the partners as they integrate the Commerce Server assets into their portfolios.

Figure 1. The Pre SiteCore Acquisition Commerce Server Road Map More…

News Analysis: Salesforce 1 Signals Support For Digital Business at #DF13

Salesforce Seeks To Tackle Digital Business At Dreamforce

Over 125,000 virtual and physical registrants descend on San Francisco the week of November 17th for Dreamforce 13, a future of technology meets SXSW event.  One day in advance of the largest enterprise software event of its kind, Salesforce.com announces Salesforce 1 (see Figure 1).  The Salesforce 1 customer platform seeks to address a cadre of emerging digital business requirements that customer centric companies face.

Figure 1. Salesforce 1 Customer Platform Intends to Support The Internet Of Customers

Source: Salesforce.com

SalesForce 1 Reflects Much Needed Refresh Of Existing Platform

The new customer platform includes platform services, platform APIs, and the Apps created from the platform.  Salesforce 1 platform services includes refreshes in Force.com, updates in Heroku, and adds Exact Target Fuel.  As expected, Sales Cloud, Service Cloud, Exact Target Marketing Cloud, and Apps Exchange sit on top of the salesforce1.com platform (see Figure 2).

The key analysis of this release include:

  • Internet of Customers support. Salesforce includes social, mobile, cloud, and connected as the key components for The Internet of Things.  In order to meet the requirements of a third wave of computing that moves from Internet of Things to what Salesforce calls the Internet of Customers, the new platform is designed to support this customer centricity convergence.

    Point of View (POV):
    Constellation sees more than 50B connected devices and at least 150B connected endpoints by 2020.  The opportunity is huge.  While Salesforce.com addresses 3 out of the 5 key components of digital business, the vendor still needs to provide video/unified communications and big data/analytics.  Constellation believes the big data and analytics opportunity is critical to enhancing customer experiences, to benchmarking and brokering data servcies, and to buildoing new business models around big data and analytics.  Customers should encourage Salesforce.com to consider how to enable big data business models in digital business in the next iteration.  Meanwhile, most customers can wait until future releases for video and UC requirements to be met.
  • Next generation apps developer platform. The PaaS layer adds a mobile first orientation that enables a write once and deploy anywhere platform. Developers can now deploy to a range of social, mobile, and connected devices.  The platform services include 10X more API functionality.   Developers can build customer apps, wearable apps, product apps, and salesforce apps.

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Tuesday’s Tip: Understand The Five Generation Of Digital Workers And Customers

Age Is Not The Deciding Factor In Five Generations Of Workers

When discussing the future of work, most folks immediately jump to the discussion of millennials, generation Y, generation X, baby boomers, post war, etc.  However, the shift to digital business finds a different type of five generations.  This segmentation describes how digitally proficient people are with digital technologies and culture. Constellation sees five generations (see Figure 1):

  1. Digital natives – people who grew up with the internet, comfortable in engaging in all digital channels.
  2. Digital immigrants - people who have crossed the chasm to the digital world, forced into engagement in digital channels.
  3. Digital voyeurs – people who recognize the shift to digital, observing from an arms length distance.
  4. Digital holdouts – people who resist the shift to digital, ignoring the impact.
  5. Digital disengaged – people who give up on digital, obsessed with erasing digital exhaust.

Figure 1. Five Generations Of Workers With Different Expectations And Values

Source: R Wang, Insider Associates, LLC. All Rights Reserved.

The Bottom Line: Build Journey Maps For The Five Generations Of Digital Workers

Where you work, when you work, how you work, what you work on, and why you work have been disrupted in this digital world.  These five generations of workers have different people centric values that More…

Monday’s Musings: The Chief Digital Officer In The Age Of Digital Business

Market Leaders and Fast Followers Prepare for Digital Business In 2014

Conversations at Constellation’s Connected Enterprise last week validate a larger trend in the market place.  The audience of 220+ early adopters with 75% representing line of business and 25% in IT highlighted the convergence of the five forces of consumerization described in 2009 and 2010.  This convergence of these five pillars of digital business now form the foundation of all future digital business strategy and drive customer experience, matrix commerce, future of work, data to decisions, consumerization of technology, and digital marketing (see Figure 1.).  In fact, market leaders and fast followers have embraced this strategic direction in their 2014 planning.

Figure 1. Convergence Of The Five Pillars Drive Digital Business Strategy

Emerging Trends In 2014 Digital Business Strategy Reflect The Shift To Digital Business

As Constellation works with leaders to define their 2014 business strategies, digital transformation plays a key role.  Many organizations will:

  1. Recognize that they no longer sell products and services, as buyers seek experiences and outcomes.
  2. Democratize the data to decisions pathway to enable innovation.
  3. Realize that B2B and B2C are dead. It’s a P2P and M2M world.
  4. Focus on context as right time relevancy beats real time information overload.
  5. Shift from engagement to personalization at scale.

(A full update will be posted in Harvard Business Review soon)

The Bottom Line: Organizations Can Expect The Rise Of Chief Digital Officers

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Event Report: Day 1 At Oracle Open World 2013: The Quest For Innovation #oow13

Past Oracle Open Worlds Have Disappointed Customers and Partners

Let’s be frank.  The past five years at Oracle Open World have disappointed even the faithful.   The over emphasis on hardware marketing and revisionist history on cloud adoption bored audiences.  The $1M paid advertorial keynotes had people walking out on the presenters 15 minutes into the speech.  Larry Ellison’s insistence on re-educating the crowd on his points subsumed the announcements on Fusion apps.   Even the cab drivers found the audience tired, the show even more tiring.

Oracle went from hot innovative must attend event to has been while most industry watchers, analysts, and media identified shows such as Box’s BoxWorks, Salesforce.com’s DreamForce, and Exact Target’s Connections as the innovation conferences in the enterprise.  These events such as Constellation’s Connected Enterprise, capture not only the spirit of innovation but also provide customers a vision to work towards.  Hence, most believe Open World could use much needed rejuvenation and a shot of innovation juju (see Figure 1.)

Figure 1. Oracle Open World Lights Up San Francisco From September 22nd to September 27th

“Next Slide Please”: Oracle Enters A Period Of Reinvention At #OOW13

Walking through the event on Saturday (Day 0) and today (Day 1), one will notice a slight change in the spirit of the event. While half the base is die hard Oracle Red Stack customers (i.e. those who grew up from database to middleware to apps), the good news is the other half of the Oracle customers who came in through acquisition (i.e. or some say by accident) are present in larger numbers.  These customers by acquisition sought best of breed, took more risks, and fought in some cases not to be on the Oracle Red Stack.

For Oracle to win the innovation battle, the company must win over the mind share of the Oracle customers by acquisition.  In fact, these customers represent the early adopters representing market leaders and fast followers while the core Oracle Red Stack is more cautious adopters and laggards (see Figure 2).  Market leaders and fast followers have key components required for successful building blocks of corporate IT and often have line of business leaders that push the envelope.  Oracle must tap into that spirit in order to move its base forward towards innovation.

Figure 2. Organizational DNA Determines Pace And Appetite For Disruptive Tech Adoption

Open World 2013 Attempts To Change The Tenor Of Oracle’s Outward Conversation

In the spirit of innovation, attendees can expect six distinct mega themes to emerge from this uber event catering to 60,000 physical attendees and potentially 100,000 online.

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News Analysis: Clarabridge Raises $80M in Funding For Expansion

General Catalyst, Summit, and Yuchun Lee To Take Clarabridge To Next Phase Of Growth

Rapidly growing Reston, VA based Clarabridge, announced on September 10, 2013 a $80 million round of capital.  Founded in 2006, Clarabridge is a leading provider of customer experience solutions.  The funding announcement is significant as Clarabridge:

  • Invests into global expansion and product innovation. General Catalyst Partners, Summit Partners, and Yuchun Lee invests in the latest round .  Clarabridge intends to apply the investment towards global expansion, accelerate product innovation, and execute strategic transactions.  Key customers include B/E Aerospace, Best Buy, Charming Shoppes, Inc., Choice Hotels, Dell, Expedia, E.ON, Fidelity, Gaylord Hotels, Government of British Columbia, Intuit, J.D. Power, L’Oréal USA, Marriott International, PetSmart, QVC Inc., Sage North America, United Airlines, Walmart, Walgreens, and Wendy’s International.

    Point of View (POV):
    With over 150% of revenue growth over the past 3 years, Clarabridge plans to expand beyond it’s latest entry into San Francisco and London.  The CEM vendor  has the opportunity to build out new geographical markets while expanding industry reach in auto, cpg, finance, healthcare, hospitality, insurance, manufacturing, pharma, restaurants, retail, technology, telecommunications and travel.   Moreover, as the CEM space continues to evolve, Clarabridge now has a war chest to acquire new technologies or engineering talent as the market continues to expand and large legacy vendors acquire to consolidate.
  • Brings on experienced investors and board level expertise. Previous board members included David Blundin of Link Ventures, Don Raine of Grotech ventures, John Glushik of Intersouth Partners, Jonathan Perl of Boulder Ventures, and Sanju Bansal COO of MicroStrategy.   Larry Bohn of General Catalyst Partners and Tom Jennings of Summit Partners will join as part of the board.  Meanwhile, Yuchun Lee will serve as Chairman of the Board.

    Point of View (POV):
    While the previous board and investors provided the initial catalyst to Clarabridge’s success, in order to take it to the next level, the company needed new energy and direction.  David Blundin and Sanju remain on the board from the previous set of investors.  With Yuchun as chairman, expect innovative approaches to partnerships, OEM relationships, and positioning of Clarabridge in a broader customer experience context.

The Bottom Line: Clarabridge Poised For Growth

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