Posts Tagged ‘Twitter’

Quips: The Slide Some Vendors Won’t Let Me Show On Social Media Tools

Social Media Explained In 140 Characters (More or Less)

Some time back a tweet went out describing what all the tools were (Figure 1).  I modified this a bit and now use it in alot of presentations to audiences around the world.  More than 80% of the conference organizers usually are fine with this slide.  Take a look and tell me what you think.

Figure 1. Social Media Overview

Your POV

So here’s the deal, some conference organizers won’t let me use this slide because they are worried about being politically correct or appropriate.  I’m curious to see what you think as I crowd source an answer for a current client? Is this appropriate or not?

Add your comments to the blog or reach me via email: R (at) ConstellationRG (dot) com or R (at) SoftwareInsider (dot) com.

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Related Research

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Disclosure

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Copyright © 2012 R Wang and Insider Associates, LLC All rights reserved.

Product Review: The New TweetLevel And Blog Level Provide Critical Tools For Influencer Relations And Marketing Professionals

TweetLevel Competes In A Crowded Field Of Social Analytics Vendors Focused On Twitter

Since Twitter shut off its access to its APIs, companies who rank influence of twitter users have had to find other alternatives.  Jonny Bentwood, Head of Analyst Relations and Strategy at Edelman, is the master mind behind the original TweetLevel, and two new offerings:  The New TweetLevel and BlogLevel (see Figure 1).  While there are other options to compare twitter users and bloggers in the marketplace such as Empire AvenueKlout, PeerIndex, and TwitterGrader, TweetLevel is purpose built to compare influencers.

Figure 1. The New Tweet Level And Blog Level

Applied Science In Action And Influence Flows Drives The Scoring Methodology

Using Topsy as the harvesting tool, TweetLevel applies a considerable amount of research from the work at the Web Science team at the University of Southampton led by Professor Dame Wendy Hall of the Web Sciences Institute. Analytical data focuses on a context of a particular topic and channel and how information flows among tweeters.

Influential people are classified as idea starters, amplifiers, curators, commentators or viewers.  The algorithms determine who’s important, what topic areas may be growing, what’s being shared, what else are users talking about (see Figure 2).  In addition to all the other levels of who’s important or not in the previous areas, the software gives more credit to those who create versus those who spread ideas. Extra weight is given to those who are highly engaged.

Meanwhile, BlogLevel applies the same science and ranks importance at the post level.  The posts most discussed on twitter and optimized for search rank higher.  More importantly, the service has the capability to show context in one’s area of influence.

Figure 2. Rich Analytics Permeate The TweetLevel and BlogLevel Products

More…

Monday’s Musings: Reflections On Obama And The False Hope For A Tech Halo

President Obama’s Visit Reflects The Importance Of Silicon Valley To The US Economy
By now everyone’s seen and re-seen the photo showing the tech-centric dinner at John Doerr’s house in Woodside, CA on February 17th, 2011 (see Figure 1).  With a guest list that included most of the “Captains of the Tech Industry” it would have been great to be a fly on the wall that night to hear what was the secret to innovation and how we could improve education.  On many levels, the dinner and the publicity surrounding the visit did emphasize:

  • The President’s desire to rub off the tech halo. For the White House, here was a chance to highlight an area of the economy that has managed to survive the global meltdown by out innovating the competition.  President Obama’s State of the Union talked about how a tech led job creation would be a key component of recovery.  The valley served as a great backdrop to show where this was already happening.
  • How lobbying does pay off for the Valley. For tech leaders in the valley, here was a chance to bend the President’s ear on a number of policies and reap the benefits of all the money spent lobbying.  In fact, among the 10 guests, MAPlight.org showed $735,000 given to the President’s party among the overall $913,000 contributed to all political candidates.  I would expect more official economic delegations and trade missions to come from the renewed focus on tech.  Many tech firms pondering the need for strong government affairs teams regained religion.
  • The state of Steve Jobs’ health. Good news!  Steve seemed healthy enough to dine with the President. After all the trash talk in the papers, a picture proved enough to quiet the critics.  Yes, that wasn’t a stunt double like Kim Jong Il!  In fact, the picture quelled all rumors.

Figure 1. President Obama’s Tech Centric Dinner Photo Op

Credits: White House Press Office.  Attendees include: Carol Bartz, President and CEO, Yahoo!; John Chambers, CEO and Chairman, Cisco Systems; Dick Costolo, CEO, Twitter; John Doerr, Partner, Kleiner Perkins Caufield & Byers; Larry Ellison, Co-Founder and CEO, Oracle; Reed Hastings, CEO, NetFlix; John Hennessy, President, Stanford University; Steve Jobs, Chairman and CEO, Apple; Art Levinson, Chairman and former CEO, Genentech; Eric Schmidt, Chairman and CEO, Google; Steve Westly, Managing Partner and Founder, The Westly Group; Mark Zuckerberg, Founder, President, and CEO, Facebook

Success In The Valley Stems From The Hard Work And Investment From…<GASP> Other Countries

One can only imagine the reasons punted around that night on why Silicon Valley is successful in delivering on concept to cash.  It’s true – the valley enjoys many of the assets that bring out innovation and helps the US lead with high tech jobs.  We have a top notch workforce.  We have several great universities.  We have a history of entrepreneurship.  We have access to funding and capital.  Many would think these elements were endemic to Silicon Valley.  Unfortunately, that’s not true.

More…

Research Report: How The Five Pillars Of Consumer Tech Influence Enterprise Innovation

Most Enterprise Software Vendors Fail To Deliver Innovation

Despite hundreds of billions wasted on failed research and development projects, most market influencers would agree that enterprise software vendors have produced a dearth of innovation over the past decade.  Vendors often cite UI re-skins, major functionality additions, integration of acquisitions, technology re-platforms, and weak attempts at faking cloud computing as innovations.  In fact, let’s call it what it is.  Only a handful of enterprise software vendors have truly innovated.   Many enterprise software vendors are fast followers.  Most are innovation laggards living off fat maintenance revenue streams.  Ask any product strategist where they gain their inspiration and they will all cite advancements in consumer technology; and not peer enterprise competitors.

Innovative Enterprises Push Forward Mostly On Their Own

During this year’s Information Week 500 event, conversations with over 50 leading business technology leaders highlighted the growing gap in innovation.  These next gen leaders demonstrated how they were turning to consumer tech advancements to influence their custom development efforts; and/or seeking emerging vendors with innovative offerings.

For example, Bill Martin, the CIO of Royal Caribbean showed how design thinking coupled with real-time analytics and on-board mobility could improve the cruise experience on the largest ship ever built.  Shawn Kleim, Director of Development at WetSeal, provided proof points on mobility and social convergence in driving retail sales and eCommerce in the highly competitive teen apparel market.  Dave Bent, Senior VP of eBusiness services and CIO of United Stationers, proved how a company could deliver cloud services to partners and create competitive advantage across a value chain.

A number of CIO’s showcased how they were taking advantage of the cloud with SaaS apps and private clouds. Others discussed their efforts to optimize costs using third party maintenance to pay for innovation.  The common lessons learned – most did not expect to gain market advantage from their existing and legacy vendors.  Innovations came from the consumer tech side and next generation solution providers.  Consumer tech advancements influenced business driven technology advancements.

Software And Tech Vendors Rush To Incorporate The Five Pillars Of Consumer Tech

Ten elements drive key design points for next generation apps.  These design points showcase how advancements in consumer tech now permeate the enterprise.  Design thinking concepts drive dynamic user experiences, business process focus, and community connectedness.  Based on existing research, deep dives into major vendor road maps, and validation with clients, five pillars of consumer tech have emerged as the foundation for future inspiration in the enterprise (see Figure 1):

Figure 1.  Five Pillars Of Consumer Tech Will Influence Enterprise Software Throughout The Next Decade

More…

Event Report: Salesforce.com Pushes Social CRM Technology — But Don’t Expect Companies To Be Successful With Tools Alone

This post was co-written with Jeremiah Owyang, Partner and Colleague at Altimeter Group

Mark Benioff and Jason from TwitterWonder what your high school mascot guy did when he grew up? He went to enterprise software.Salesforce Demo AreaMarc Benioff of SalesForce

Service Cloud 2 Answers IntegrationService Cloud 2 InStranet Knowledge IntegrationService Cloud 2 Google IntegrationService Cloud 2 Twitter Integration

Above: Pictures from Salesforce’s event

Salesforce.com launches a new set of social apps that make CRM connected to the social web. So what does it mean?

Salesforce.com’s Twitter integration and application launch helps brands monitor what’s being said. Yet despite the fanfare, the application lacks a pre-determined way to identify the profiles of Twitter profiles and primary keys within the CRM database. Secondly, the system doesn’t provide a default setting to prioritize the influence (such as more followers) vs a profile with few followers -limiting the ability for brands to prioritize their support offerings.

Salesforce.com’s “Answers” product is a threat to community platforms that offer support-heavy features. Vendors like Lithium (although a SF partner) Jive, Telligent, Awareness, and Mzinga are impacted. Brands that have a strong Salesforce.com implementation will first look to their CRM vendor for social support offerings -reducing the pipeline for community platform new comers. The newly minted “Knowledge” product, which harvests the IP from customer service reps, and customers themselves is also a direct threat to wiki creators such as SocialText, Atlasian. Those vendors should quickly bolster their marketing efforts to demonstrate how they are differentiated. Client server based contact center products such as Amdocs, Cisco, and Genesys, will face increased competition as business users choose to move to platforms that deliver provide greater social aspects tied to user generated content.

Despite Salesforce.com’s technical announcement, this doesn’t mean success for their customers. Technology is only 20% of any enterprise change, the other 80% is culture, process, roles, and strategy change -key requirements that Salesforce.com is not equipped to provide. As a result, don’t expect customers that don’t have the right program in place to take advantage of these technology offerings -instead expect vendors with a heavy professional service offering to empower a company to truly embrace customers in the social web.

Overall, Salesforce.com is above and beyond other CRM vendors in terms of connecting to the social web. Yet despite their ability to connect with new channels, they lack a full solution to empower brands to make the cultural changes within their organizations. Expect other CRM vendors such as Oracle’s Social CRM offerings and Microsoft Dynamics CRM to do a “me too” in coming months as others jump on the social CRM bandwagon.

For the CIO: Ray’s Take: The coming wave of social CRM initiatives and cloud based service solutions require CIO’s to rethink about their overall apps strategies to support hybrid deployment options. Rapid proliferation of SaaS solutions inside the organization requires strong CIO leadership in coordinating data, business process, and meta data integration strategies. Moreover, now will be the time to begin master data management activities that will support social CRM initiatives and resolve profile identification and entity resolution issues. Take control now or lose control forever.

For the CMO: Jeremiah’s Take: Marketing has spread beyond awareness and lead generation -support IS marketing. Yet to be successful, your internal processes must quickly meld PR and support to provide a seamless experience to the customer. Be proactive, not reactive: Use brand monitoring technologies to head off issues before they volcano into PR disasters.

Your POV

Ready to put your service strategy to the test with Salesforce.com’s Answers product or another social CRM tool? Where are you today in your efforts?  Post your comment here or reach me direct at r at altimetergroup dot com or r at softwareinsider dot org.

Copyright © 2009 R Wang. All rights reserved.

Monday’s Musings: Why Every Social CRM Initiative Needs An MDM Backbone

Proliferation and access to new social tools creates significant challenges for organizations

Organizations engaged in Social CRM initiatives often start out by monitoring the chatter and conversation across a few platforms and channels such as Facebook and Twitter.  As these organizations increase their savviness, they quickly realize the enormity of the challenge.  The exponential number of touch points and algorithmic channel complexity puts to shame yesterday’s eCommerce strategy and the dated tools designed to address multi-channel.  In order to cut through the high noise to signal ratio, organizations must determine how best to manage the complexity and scale of data being generated, amidst a transforming landscape where:

  • CIO’s no longer determine technology adoption – business leaders and individuals initiate a groundswell.
  • Consumer technologies provide more innovation, usability, and reliability than what’s available to the enterprise.
  • Disparate systems results in fragmentation of key information despite new deployment options.

Basic business questions must be addressed in every Social CRM initiative

Despite the massive scale of collected, fragmented data, Social CRM initiatives complement other relationship management initiatives in asking and answering key questions such as:

  • Do we know the identity of the individual?
  • Can we tell if there are any apparent and potential relationships?
  • Are they advocates or detractors? (added 8/31 07:25 am PT)
  • How do we know whether or not we have a false positive?
  • What products and services have been purchased in the past?
  • Have we assessed how much credit risk we can be exposed to
  • What pricing and entitlements are customers eligible for?

Organizations seek automation technologies to resolve master data issues.

Master data management (MDM) provides a set of technologies that address the acquisition, cleansing, enrichment, and distribution of data.  With so many channels and so many sources, Social CRM initiatives require MDM technologies that (See Figure 1):

  • Resolve matching of a broad range of data types. Organizations will want to associate individuals to products, services, orders, contracts, incidents, location, etc.
  • Deliver consistent and accurate enrichment of data.  Organizations will want to append trusted data sources, hierarchies, and relationship information to cleansed information.
  • Provide timely synchronization in federated environments. Organizations can expect their data to be federated as social media tools and SaaS deployments push data beyond centralized repositories.

Figure 1. Consistent Information In Social CRM Requires A MDM Backbone

20090831-ccm2

Figure 1. Consistent Information In Social CRM Requires A MDM Backbone Copyright © 2009 R Wang. All rights reserved.

Recommendations – apply continuous customer management (CCM) processes before implementing MDM technologies

Form follows function. MDM technologies should not be implemented without a clear understanding of how customer management and data governance processes will be adopted.  Five hallmarks of CCM include (see Figure 2):

  • Proactive sourcing of data. How can data be kept up to date at every touch point.
  • Right time delivery of information. What should be delivered when, where, why, and to whom?
  • Links to action. What can be done to create actionable insight?
  • Assessment of results. What metrics help paint the overall picture?
  • Refinement of process.  What lessons learned can be applied to future initiatives?

Figure 2.   Continuous Customer Management (CCM) delivers 5 unique stages

20090831-ccm

Your POV

Have you begun your Social CRM strategy without MDM?  What MDM issues do you face?  If you have put MDM to use in Social CRM, let us know any lessons learned.  Post your comment here or reach me direct at r at altimetergroup dot com or r at softwareinsider dot org.

Copyright © 2009 R Wang. All rights reserved.

Quips: How much industry experience do you want from your analysts?

Here’s the context…after a week at Forrester’s IT Forum in Las Vegas, clients kept coming back to us saying that in general it was refreshing seeing how much experience our analysts had and also how fun it was to meet the analysts in person. So on Friday May 28th, I posed the question, “Having an int conv w/a client on their expectations on analyst work experience. How much exp do you expect from your analyst?”  Now the going hypothesis was that experience would matter, but as you can imagine, there was quite a bit of private chatter along with the public tweets which you can see below:

Representative tweet stream from the question on analysts and work experience

In a quasi-scientific poll of 37 responses, the general arguments fell into to a few camps:

  • Vendors seek seasoned analysts they could put in front of their executives and clients with confidence (45.95% or 17/37). As one software vendor AR manager put it, “How can I put my C-level executives in front of a junior analyst who never worked in the industry and tell them that this person is evaluating you?”  Alain Breillat (@alain7), a director of product management at Nielsen reinforced this point by stating, “in my experience the truly useful analysts have deep experience working with the tools (3-5 yrs min) and 3-5 yrs observing industry”  Star analyst and guru Naomi Bloom (@InFullBloomUS) chimed in with, “To analyze current devs in their historical context & w the perspective of broad/deep industry knowledge takes at least 10 yrs exp.”
  • End users expect that the analysts bring seasoned expertise to the table (35.13% or 13/37). While there isn’t an expectation an analyst can wax technical about the party models and tables in the latest Oracle or SAP app schemas, there is an expectation that analysts can provide actionable advice.  Most expect this to be honed by years of experience.  One large customer told me at a client site when I first walked into the room, “Son, you look too young to know what the heck you are talking about.  I’m giving you 15 minutes”.  An hour later, he apologized but the point was well taken.  I probably should gray my hair and wear some glasses.
  • Vendors look for smart, bright analysts who haven’t been jaded and can take a fresh perspective (18.92% or 7/37). A few vendors commented that at times the world order of analysts needed to be broken.  Politely and professionaly epitomized by Dawn Crew (@dawncrew), a Solution Marketing Director at SAP focused on HCM, she raised the point that ” work experience 20 to 30 years ago is irrelevant anyways.  I want an analyst that can consume and digest volumes of info w/o bias”

The bottom line -industry analysts have to be able to call BS when there’s BS.

It’s all in the eye of the beholder what analyst best meets a stakeholder’s needs.  Josh Weinberg (@kitson) at CRM Magazine summarized the situation as, “Didn’t u *expect* vendor&end-user clients to want different qualities in their chosen analysts? The respective needs are different.More curious about different desires (a) by industry and (2) length of client engagement (how long they’ve been w/you).” Different strokes for different folks!  One would expect that industry experience probably helps, especially when a few vendors outright tell tall tales about their technology claims. However, this probably doesn’t preclude someone very bright from figuring it out over time.  But as a trusted adviser, one would expect industry analysts need to have the context to separate the marketing from the message and make a call.  Now nobody wants a jaded curmudgeon, so the solution – side with the gray hairs and their experience.  Also, encourage them to be open to new ideas as they come along.  Keep the faith! Once in awhile someone a bit younger may actually know what their talking about!

Your POV.

So let me ask you, what do you expect from your industry analysts?  Identify yourself as a vendor, end user, media professional, etc.  Please post here or send me a private email to rwang0 at gmail dot com.

Copyright © 2009 R Wang. All rights reserved.

Trends: What Can Software Vendors Do To Reduce The Cost of Ownership?

So as I’m thinking about what to write for this week’s Monday’s Musings, I thought I’d poll the twitter universe on what software vendors could do to make things easier during the recession.  Here’s the current twitter stream of thought and thanks to all of you who emailed!  (last update 11:26 am GMT – 8:00):

Photo_7_normal
rwang0: Contemplating what software vendors can do to work with customers to reduce the cost of ownership in a recession. Any ideas?
about 1 hour ago from web · Reply · View Tweet
Copyright © 2009 R Wang. All rights reserved.