In 1999, ’The Cluetrain Manifesto’ warned that ‘markets are conversations’. Finally, some 15 years later, software, hardware, mobile and social media vendors have come together to provide tools that allow companies to join and manipulate the conversation. This paper provides a quick overview of the available hardware and software solutions; a discussion of the in-memory landscape, including the strengths and weaknesses of the competing products; and a summary of the latest developments in the social media monitoring space. Given the importance of personalisation and one-to-one advertising for increasing traffic, raising customer conversion rates and increasing average order value, these systems can either be a company’s best friend or its worst enemy.
This document discusses real-time marketing and analytics. It begins by discussing how The Cluetrain Manifesto highlighted how the internet was revolutionizing business communications and marketing needs to adapt. It then defines real-time marketing as engaging customers via digital technologies on their terms. Successful real-time marketing requires gathering data from multiple sources, analyzing it to understand customer interests and behaviors, and targeting customers with timely, relevant offers. The document also discusses how in-memory computing systems can help companies gain insights from massive amounts of customer data in real-time by processing queries much faster than traditional disk-based systems.
Social CRM - Functional Architecture and Interactions FlowFabio Cipriani
Building long-lasting links with customer through innovative experience and co-generating value with them
Topics covered:
- Why Social CRM?
- Functional Architecture
- Flow and Value of Interactions
- What are CRM vendors doing to promote Social experience
- Pre-requisites and business questions
The Sharing Economy: Implications for Property & Casualty InsurersCognizant
The document discusses how the sharing economy poses risks and opportunities for property and casualty insurers. It is growing exponentially, projected to reach $335 billion by 2025. Insurers must rethink their products, underwriting, and processes to capitalize on the new risks and revenue potential presented by the sharing economy, as personal assets are now sometimes used for commercial purposes. Failure to adapt could be detrimental to insurers.
How Semantic Analytics Delivers Faster, Easier Business InsightsCognizant
Facing vast and increasing amounts of data, business users need analytic capabilities to handle the volume and derive meaningful insights based on expert knowledge. Semantic analytics applies metadata and metaknowledge principles to extract actionable answers to complex business questions and detect previously unknown patterns.
IAB Winterberry Group Big Data Marketing Jan 2012Brian Crotty
This white paper—produced in conjunction with the Interactive Advertising Bureau—
will explore four data-driven use cases (audience optimization, channel optimization,
advertising yield management and targeted media buying) that collectively represent
the foundation of how many are now seeking to leverage the potential of “big”
marketing data. In addition to that analysis, it will demonstrate that capitalizing on
this opportunity will require:
Rules-driven integration of disparate data sets: The collection, analysis and
segmentation of digital data demands the aggregation and anonymization of
virtually all data, challenging marketers’ fundamental ability to draw distinct
insights from consumers’ cross-channel interactions
Improved operating infrastructures: Though substantial process and data
structure challenges also exist, a substantial barrier now inhibiting wider
marketing data optimization resides within the marketing organization—
characterized by rigid “silos” and the paucity of data-savvy marketing
operations, IT and sales talent
A strong network of data-centric technology and service partners: The fastest
and most efficient data aggregation, analysis and throughput solutions require
a strong ecosystem of partners who understand and can integrate seamlessly
with core data assets and supporting technologies
Marketing data governance: While organizations have long employed policy
experts to advise on the regulatory ramifications of data utilization, many are
coming to see marketing data governance—defining the “rules of the road” for
assigning distinct data sources to different promotional tasks—as equally
important
The ongoing convergence of new data sources, targeting technologies and advertising delivery platforms is shifting focus from managing raw information to optimizing granular consumer audiences. This allows for identifying the right target consumers through integrating disparate first- and third-party data to build rich audience profiles, which can then be segmented and modeled to identify lookalike audiences for cross-channel marketing. It also enables strategic media utilization by matching audiences to optimal channels in alignment with inherent channel strengths and consumer preferences. Maximizing advertising value further is achieved by identifying and selling high-value audiences across publisher properties and media.
Benefits of tighter Automotive Dealer-Manufacturer Data CollaborationInfosys
The automotive industry lags in its ability to collaborate through the value chain in order to maximize customer satisfaction and efficiency. Several impediments such as heterogeneous nature of Dealer-originated information, the barriers of working through protective Dealer Systems Providers (DSPs), dealer concerns of protecting sensitive information, underlying technology immaturity, and manufacturer system constraints exist.One of the most significant opportunities for improvement is how Dealers and Manufacturers can effectively, consistently, and co-operatively utilize common information for mutual benefit
This document discusses the digital media value chain and how it consists of three key aspects: digital content management, digital media business management, and digital content experiences. It explains that digital content management involves managing digital content through its lifecycle from creation to delivery. Digital media business management involves rights management, customer relationship management, and content monetization. Digital content experiences involve attracting, engaging, and retaining audiences across devices. The document argues that an integrated technology platform that brings these three aspects together allows media companies to gain the best advantage from their digital assets and meet customer needs in today's media landscape.
This document discusses real-time marketing and analytics. It begins by discussing how The Cluetrain Manifesto highlighted how the internet was revolutionizing business communications and marketing needs to adapt. It then defines real-time marketing as engaging customers via digital technologies on their terms. Successful real-time marketing requires gathering data from multiple sources, analyzing it to understand customer interests and behaviors, and targeting customers with timely, relevant offers. The document also discusses how in-memory computing systems can help companies gain insights from massive amounts of customer data in real-time by processing queries much faster than traditional disk-based systems.
Social CRM - Functional Architecture and Interactions FlowFabio Cipriani
Building long-lasting links with customer through innovative experience and co-generating value with them
Topics covered:
- Why Social CRM?
- Functional Architecture
- Flow and Value of Interactions
- What are CRM vendors doing to promote Social experience
- Pre-requisites and business questions
The Sharing Economy: Implications for Property & Casualty InsurersCognizant
The document discusses how the sharing economy poses risks and opportunities for property and casualty insurers. It is growing exponentially, projected to reach $335 billion by 2025. Insurers must rethink their products, underwriting, and processes to capitalize on the new risks and revenue potential presented by the sharing economy, as personal assets are now sometimes used for commercial purposes. Failure to adapt could be detrimental to insurers.
How Semantic Analytics Delivers Faster, Easier Business InsightsCognizant
Facing vast and increasing amounts of data, business users need analytic capabilities to handle the volume and derive meaningful insights based on expert knowledge. Semantic analytics applies metadata and metaknowledge principles to extract actionable answers to complex business questions and detect previously unknown patterns.
IAB Winterberry Group Big Data Marketing Jan 2012Brian Crotty
This white paper—produced in conjunction with the Interactive Advertising Bureau—
will explore four data-driven use cases (audience optimization, channel optimization,
advertising yield management and targeted media buying) that collectively represent
the foundation of how many are now seeking to leverage the potential of “big”
marketing data. In addition to that analysis, it will demonstrate that capitalizing on
this opportunity will require:
Rules-driven integration of disparate data sets: The collection, analysis and
segmentation of digital data demands the aggregation and anonymization of
virtually all data, challenging marketers’ fundamental ability to draw distinct
insights from consumers’ cross-channel interactions
Improved operating infrastructures: Though substantial process and data
structure challenges also exist, a substantial barrier now inhibiting wider
marketing data optimization resides within the marketing organization—
characterized by rigid “silos” and the paucity of data-savvy marketing
operations, IT and sales talent
A strong network of data-centric technology and service partners: The fastest
and most efficient data aggregation, analysis and throughput solutions require
a strong ecosystem of partners who understand and can integrate seamlessly
with core data assets and supporting technologies
Marketing data governance: While organizations have long employed policy
experts to advise on the regulatory ramifications of data utilization, many are
coming to see marketing data governance—defining the “rules of the road” for
assigning distinct data sources to different promotional tasks—as equally
important
The ongoing convergence of new data sources, targeting technologies and advertising delivery platforms is shifting focus from managing raw information to optimizing granular consumer audiences. This allows for identifying the right target consumers through integrating disparate first- and third-party data to build rich audience profiles, which can then be segmented and modeled to identify lookalike audiences for cross-channel marketing. It also enables strategic media utilization by matching audiences to optimal channels in alignment with inherent channel strengths and consumer preferences. Maximizing advertising value further is achieved by identifying and selling high-value audiences across publisher properties and media.
Benefits of tighter Automotive Dealer-Manufacturer Data CollaborationInfosys
The automotive industry lags in its ability to collaborate through the value chain in order to maximize customer satisfaction and efficiency. Several impediments such as heterogeneous nature of Dealer-originated information, the barriers of working through protective Dealer Systems Providers (DSPs), dealer concerns of protecting sensitive information, underlying technology immaturity, and manufacturer system constraints exist.One of the most significant opportunities for improvement is how Dealers and Manufacturers can effectively, consistently, and co-operatively utilize common information for mutual benefit
This document discusses the digital media value chain and how it consists of three key aspects: digital content management, digital media business management, and digital content experiences. It explains that digital content management involves managing digital content through its lifecycle from creation to delivery. Digital media business management involves rights management, customer relationship management, and content monetization. Digital content experiences involve attracting, engaging, and retaining audiences across devices. The document argues that an integrated technology platform that brings these three aspects together allows media companies to gain the best advantage from their digital assets and meet customer needs in today's media landscape.
This document provides an overview of the relationship between CRM and social media. It notes that CRM systems used to focus on internal processes but now must focus on customer experience and the conversations that happen publicly between customers on social media, which accounts for 95% of dialogue. It also describes how customers now have more power due to their ability to communicate and share information online. Finally, it outlines some key social media tools for businesses to engage with customers, including blogs, wikis, and social networks.
the challenges of relationship marketing in luxury brandsKIRAN KV
The document discusses relationship marketing in the luxury brand industry. It begins with defining relationship marketing as focusing on long-term customer relationships rather than single transactions. Relationship marketing aims to understand customer needs as they change over time through communication. For luxury brands, relationship marketing is important as they have traditionally built success through close relationships with small customer communities. The document then examines how information technology and customer relationship marketing (CRM) tools can help luxury brands develop new business models to enhance customer relationships and loyalty. It concludes that relationships are very important for luxury marketing success and more research is still needed to fully understand luxury customers and effective CRM strategies.
In 2008, Razorfish explored The Future of Retail for JCPenney. We noted the increasing complexity and sophistication of the global marketplace, and that retailers who have embraced change—leveraging the power of new technologies and media spaces, while putting the customer’s needs, wants, and desires at the center of the experience—have flourished.
For 2010 and beyond, we have updated and broadened this study to provide our point of view on The Future of CRM in general. It is our belief that this discipline offers brands of all kinds the most comprehensive way to thrive in a chaotic marketplace, to take advantage of new technologies, and to leap on important trends and ride them at their crest. CRM is also the master key to picking out high value customers—the ones with influence as well as loyalty—and engaging with them in a sustained fashion.
Digital Process Acupuncture: How Small Changes Can Heal Business, and Spark B...Cognizant
Our latest research reveals that by applying digital remedies to precisely targeted process areas, organizations can relieve operational stress and generate improvements, yielding outsized results that ripple across the process value chain.
From Social Media to Social CRM, IBM Institute for Business ValueIBM Danmark
The document provides an executive summary of a study on social media and customer relationship management. Some key findings from the study include:
- Most consumers use social media to connect with friends and family, not to interact with brands. Only 23% interact with brands on social sites.
- There are three categories of social media engagement: engaged authors (5%), casual participants (75%), and silent observers (20%).
- Consumers expect tangible value in return for their time, attention, and data on social platforms. Companies need to provide experiences that deliver value to customers.
- Privacy concerns and spam are the top reasons consumers are reluctant to engage with brands on social media. Transparent communication is important to drive engagement.
When Device Recognitio an Programmatic Buying IntersectAdTruth
Mobile presents a major challenge to marketers: how to recognize and reach audiences programmatically, at scale, with support for sophisticated targeting and measruemtn models- whie still adhereding to consumer privacy best practices. This paper describes how mobile RTB - enabled by a new approach to device identification - meet this challenge.
Mobile and Loyalty Programs - The Hyper Digital Age: Accelerating customer bo...BrandEmotivity
Thanks to the fast-paced growth of connected devices such as smartphones and tablets, brands have never before had so much data available to define an individual customer's feelings, needs and emotions. By capturing this behavioural data, brands can build useful intelligence. For loyalty programs, the opportunity is in making truly contextually relevant approaches, driving real value to customers.
This white paper discusses how retailers are using new personalization tools and processes integrated with POS systems to deliver targeted offers to customers. It explores trends in personalizing offers in real-time based on customer data to improve customer loyalty and drive revenue. Specifically, it outlines how Sparkfly's personalized promotions platform works by integrating with retailers' POS systems to identify customers, determine applicable offers, and apply discounts in real-time during purchases to influence customer behavior.
The benefits of a predictive online reputation management process, including a robust response mechanism, pay off in averting or smoothing any brand reputation crises. This whitepaper explains how to set up such a reputation management process.
I created this presentation with the intent to inform and clarify what a data management platform is and show how it an be used to enhance marketing initiatives.
This document discusses the challenges that enterprises face when distributing content to a global workforce and analyzes potential solutions. It highlights that email is ineffective for distributing large or rich media files. It also notes that networks may lack bandwidth for streaming video. The document argues that enterprises need an integrated content delivery platform that can securely deliver any type of content, track usage, and integrate with other systems. It then profiles Ignite Technologies and its content delivery solution, which uses a client-server model and peer-to-peer architecture to intelligently distribute content over varied network connections.
The New Technology Trinity For Real Time Consumer EngagementSaepio Technologies
This document discusses the "New Technology Trinity" of Big Data, Real-Time Decision Engines, and dynamic multi-channel content creation and delivery that enables highly personalized real-time marketing.
It explains that Big Data provides detailed consumer profiles through vast amounts of collected data. Real-Time Decision Engines use these profiles to determine the optimal marketing message and channel for each individual consumer in real time. Dynamic content creation then assembles and delivers personalized content across channels.
When combined, these three technologies allow marketers to engage consumers with highly relevant messages tailored to each individual consumer's needs and preferences at the precise moment they are making purchase decisions. This level of personalized real-time interaction was not previously possible.
Power to the People: Customer Care and Social MediaCognizant
The growth of social media, including Facebook and Twitter, offers many opportunities for businesses to connect with customers. Nonetheless, most companies still view social media as an extension of their traditional sales and marketing efforts; few are using social media to strengthen customer care and offer customers consistent, seamless and satisfying experiences.
This document provides a history of data collection and usage from ancient times to present day. It discusses early data storage methods like tally sticks and the abacus. Important developments highlighted include the Library of Alexandria, the Antikythera Mechanism, John Graunt's statistical analysis, and Herman Hollerith's tabulating machine. The document then covers the development of digital data storage and computing, the concept of business intelligence, and the rise of big data. It discusses challenges of managing marketing data across different systems and proposes using a data management platform to address these challenges.
Bluekai: Data Management Platforms (dmp) for PublishersBrian Crotty
Data Management Platforms for Publishers
By: BlueKai, February 2012
For Publishing Professionals
Publishers must come to terms with the fact that they're living in a world that has increasingly become more complex and data-driven. The notion that a publisher can create content, build an audience and sell inventory against that traffic no longer applies. Learn how a DMP can simplify the way publishers make money off their site while giving them the luxury of what they do best: providing great content for engaged audiences.
Into the Mainstream: Influencer Marketing in Societyrun_frictionless
TAKUMI surveyed over 3,500 consumers, marketers, and influencers across the UK, US, and Germany to uncover the latest trends in the sector. The report ‘Into the mainstream: Influencer marketing in society’, uncovered divided opinions on what consumers want to see and what brands are willing to engage with influencers on.
https://runfrictionless.com/b2b-white-paper-service/
Today's consumers expect personalized experiences from brands. Data-driven marketing using audience profiling and segmentation allows brands to better understand their target consumers and deliver highly tailored campaigns. Personalization improves customer experience and engagement, driving higher returns on marketing investments. Successful personalized tactics include content marketing, email marketing, and retargeting tailored to individual consumers across channels based on their behaviors, interests, and purchase journeys. Maintaining authenticity is important for building trust with personalized audiences.
- Technological innovations are happening rapidly and changing how people live and work, with more than 30 billion devices expected to be connected to the internet by 2020. Marketers must build deep connections with customers based on personalized experiences.
- Epsilon created a new digital messaging platform called Agility Harmony to help marketers achieve relevant, omnichannel experiences and overcome challenges of data-driven marketing. They designed it from the ground up based on input from clients to be flexible, scalable, and integrated across evolving channels.
- Agility Harmony aims to break down silos within marketing organizations and across departments by ingesting varied data sources and making them actionable across channels, enabling more strategic and efficient marketing workflows.
This document discusses key technology trends impacting the retail industry in 2016, as identified by IBM. It covers four main dynamics of transformation: analytics, cloud computing, mobile and social engagement, and security. Analytics and cognitive computing allow retailers to gain insights from big data to personalize customer experiences. Cloud computing enables speed, agility and flexible infrastructure upgrades. Mobile and social technologies connect retailers with customers in real-time and on-the-go. Security is a growing concern as data volumes increase and attack sophistication rises. The document provides an overview of IBM solutions that address these trends, such as analytics platforms, cloud services, and security offerings to help retailers adapt to ongoing disruption and digital transformation in retail.
Commentary: Making Dollars & Sense of the Platform EconomyCognizant
As market dynamics change, organizations must figure out how and where to plug and play with emerging platforms that create economies of scale and new forms of value.
Thinking Small: Bringing the Power of Big Data to the MassesFlutterbyBarb
Thinking Small: Bringing the Power of Big Data to the Masses via Adobe with the results of improved access to insights, better user experiences, and greater productivity in the enterprise.
This document provides an overview of the relationship between CRM and social media. It notes that CRM systems used to focus on internal processes but now must focus on customer experience and the conversations that happen publicly between customers on social media, which accounts for 95% of dialogue. It also describes how customers now have more power due to their ability to communicate and share information online. Finally, it outlines some key social media tools for businesses to engage with customers, including blogs, wikis, and social networks.
the challenges of relationship marketing in luxury brandsKIRAN KV
The document discusses relationship marketing in the luxury brand industry. It begins with defining relationship marketing as focusing on long-term customer relationships rather than single transactions. Relationship marketing aims to understand customer needs as they change over time through communication. For luxury brands, relationship marketing is important as they have traditionally built success through close relationships with small customer communities. The document then examines how information technology and customer relationship marketing (CRM) tools can help luxury brands develop new business models to enhance customer relationships and loyalty. It concludes that relationships are very important for luxury marketing success and more research is still needed to fully understand luxury customers and effective CRM strategies.
In 2008, Razorfish explored The Future of Retail for JCPenney. We noted the increasing complexity and sophistication of the global marketplace, and that retailers who have embraced change—leveraging the power of new technologies and media spaces, while putting the customer’s needs, wants, and desires at the center of the experience—have flourished.
For 2010 and beyond, we have updated and broadened this study to provide our point of view on The Future of CRM in general. It is our belief that this discipline offers brands of all kinds the most comprehensive way to thrive in a chaotic marketplace, to take advantage of new technologies, and to leap on important trends and ride them at their crest. CRM is also the master key to picking out high value customers—the ones with influence as well as loyalty—and engaging with them in a sustained fashion.
Digital Process Acupuncture: How Small Changes Can Heal Business, and Spark B...Cognizant
Our latest research reveals that by applying digital remedies to precisely targeted process areas, organizations can relieve operational stress and generate improvements, yielding outsized results that ripple across the process value chain.
From Social Media to Social CRM, IBM Institute for Business ValueIBM Danmark
The document provides an executive summary of a study on social media and customer relationship management. Some key findings from the study include:
- Most consumers use social media to connect with friends and family, not to interact with brands. Only 23% interact with brands on social sites.
- There are three categories of social media engagement: engaged authors (5%), casual participants (75%), and silent observers (20%).
- Consumers expect tangible value in return for their time, attention, and data on social platforms. Companies need to provide experiences that deliver value to customers.
- Privacy concerns and spam are the top reasons consumers are reluctant to engage with brands on social media. Transparent communication is important to drive engagement.
When Device Recognitio an Programmatic Buying IntersectAdTruth
Mobile presents a major challenge to marketers: how to recognize and reach audiences programmatically, at scale, with support for sophisticated targeting and measruemtn models- whie still adhereding to consumer privacy best practices. This paper describes how mobile RTB - enabled by a new approach to device identification - meet this challenge.
Mobile and Loyalty Programs - The Hyper Digital Age: Accelerating customer bo...BrandEmotivity
Thanks to the fast-paced growth of connected devices such as smartphones and tablets, brands have never before had so much data available to define an individual customer's feelings, needs and emotions. By capturing this behavioural data, brands can build useful intelligence. For loyalty programs, the opportunity is in making truly contextually relevant approaches, driving real value to customers.
This white paper discusses how retailers are using new personalization tools and processes integrated with POS systems to deliver targeted offers to customers. It explores trends in personalizing offers in real-time based on customer data to improve customer loyalty and drive revenue. Specifically, it outlines how Sparkfly's personalized promotions platform works by integrating with retailers' POS systems to identify customers, determine applicable offers, and apply discounts in real-time during purchases to influence customer behavior.
The benefits of a predictive online reputation management process, including a robust response mechanism, pay off in averting or smoothing any brand reputation crises. This whitepaper explains how to set up such a reputation management process.
I created this presentation with the intent to inform and clarify what a data management platform is and show how it an be used to enhance marketing initiatives.
This document discusses the challenges that enterprises face when distributing content to a global workforce and analyzes potential solutions. It highlights that email is ineffective for distributing large or rich media files. It also notes that networks may lack bandwidth for streaming video. The document argues that enterprises need an integrated content delivery platform that can securely deliver any type of content, track usage, and integrate with other systems. It then profiles Ignite Technologies and its content delivery solution, which uses a client-server model and peer-to-peer architecture to intelligently distribute content over varied network connections.
The New Technology Trinity For Real Time Consumer EngagementSaepio Technologies
This document discusses the "New Technology Trinity" of Big Data, Real-Time Decision Engines, and dynamic multi-channel content creation and delivery that enables highly personalized real-time marketing.
It explains that Big Data provides detailed consumer profiles through vast amounts of collected data. Real-Time Decision Engines use these profiles to determine the optimal marketing message and channel for each individual consumer in real time. Dynamic content creation then assembles and delivers personalized content across channels.
When combined, these three technologies allow marketers to engage consumers with highly relevant messages tailored to each individual consumer's needs and preferences at the precise moment they are making purchase decisions. This level of personalized real-time interaction was not previously possible.
Power to the People: Customer Care and Social MediaCognizant
The growth of social media, including Facebook and Twitter, offers many opportunities for businesses to connect with customers. Nonetheless, most companies still view social media as an extension of their traditional sales and marketing efforts; few are using social media to strengthen customer care and offer customers consistent, seamless and satisfying experiences.
This document provides a history of data collection and usage from ancient times to present day. It discusses early data storage methods like tally sticks and the abacus. Important developments highlighted include the Library of Alexandria, the Antikythera Mechanism, John Graunt's statistical analysis, and Herman Hollerith's tabulating machine. The document then covers the development of digital data storage and computing, the concept of business intelligence, and the rise of big data. It discusses challenges of managing marketing data across different systems and proposes using a data management platform to address these challenges.
Bluekai: Data Management Platforms (dmp) for PublishersBrian Crotty
Data Management Platforms for Publishers
By: BlueKai, February 2012
For Publishing Professionals
Publishers must come to terms with the fact that they're living in a world that has increasingly become more complex and data-driven. The notion that a publisher can create content, build an audience and sell inventory against that traffic no longer applies. Learn how a DMP can simplify the way publishers make money off their site while giving them the luxury of what they do best: providing great content for engaged audiences.
Into the Mainstream: Influencer Marketing in Societyrun_frictionless
TAKUMI surveyed over 3,500 consumers, marketers, and influencers across the UK, US, and Germany to uncover the latest trends in the sector. The report ‘Into the mainstream: Influencer marketing in society’, uncovered divided opinions on what consumers want to see and what brands are willing to engage with influencers on.
https://runfrictionless.com/b2b-white-paper-service/
Today's consumers expect personalized experiences from brands. Data-driven marketing using audience profiling and segmentation allows brands to better understand their target consumers and deliver highly tailored campaigns. Personalization improves customer experience and engagement, driving higher returns on marketing investments. Successful personalized tactics include content marketing, email marketing, and retargeting tailored to individual consumers across channels based on their behaviors, interests, and purchase journeys. Maintaining authenticity is important for building trust with personalized audiences.
- Technological innovations are happening rapidly and changing how people live and work, with more than 30 billion devices expected to be connected to the internet by 2020. Marketers must build deep connections with customers based on personalized experiences.
- Epsilon created a new digital messaging platform called Agility Harmony to help marketers achieve relevant, omnichannel experiences and overcome challenges of data-driven marketing. They designed it from the ground up based on input from clients to be flexible, scalable, and integrated across evolving channels.
- Agility Harmony aims to break down silos within marketing organizations and across departments by ingesting varied data sources and making them actionable across channels, enabling more strategic and efficient marketing workflows.
This document discusses key technology trends impacting the retail industry in 2016, as identified by IBM. It covers four main dynamics of transformation: analytics, cloud computing, mobile and social engagement, and security. Analytics and cognitive computing allow retailers to gain insights from big data to personalize customer experiences. Cloud computing enables speed, agility and flexible infrastructure upgrades. Mobile and social technologies connect retailers with customers in real-time and on-the-go. Security is a growing concern as data volumes increase and attack sophistication rises. The document provides an overview of IBM solutions that address these trends, such as analytics platforms, cloud services, and security offerings to help retailers adapt to ongoing disruption and digital transformation in retail.
Commentary: Making Dollars & Sense of the Platform EconomyCognizant
As market dynamics change, organizations must figure out how and where to plug and play with emerging platforms that create economies of scale and new forms of value.
Thinking Small: Bringing the Power of Big Data to the MassesFlutterbyBarb
Thinking Small: Bringing the Power of Big Data to the Masses via Adobe with the results of improved access to insights, better user experiences, and greater productivity in the enterprise.
Tablets are becoming widely adopted mobile sales tools that can improve sales performance. They enable salespeople to efficiently present customized product information and business insights to customers. Leading companies are deploying mobile sales applications on tablets that allow personalized content delivery, which increases sales productivity and revenues through insight-driven selling. Managers should conduct a mobility audit, understand requirements, and create a strategic sales mobility plan to successfully adopt mobile sales tools.
Is this the new way for the future and is Cognitive able to help marketers?
What if you had a system that could...
discover and target audiences within minutes?
activate the right message and deliver to the right individuals at the right time through real-time personalisation rules?
engage digitally with customers in a more human way to personalise service and increase conversion throughout their relationship?
predict whether a campaign is likely to fall short of its goal, so the marketing team can course-correct in ight and deliver for the business?
analyse all of your content, and that of your key competitors, and then assess your “tone” and theirs and guide your team to create better content?
Find and and select images and other content to use in your next marketing campaign based on alignment with your message?
Learn how financial institutions are betting on the Big Data and Artificial Intelligence through APIs that help banks to define products, segmenting customers and detect possible fraud. Throughout this ebook we offer a review of the APIs bank data aggregation. More information in http://bbva.info/2t1NEv7
The document discusses how social media data can be used by brands to understand customer sentiment, protect their reputation, and enhance customer relationships. It details a partnership between Barclays and Market IQ, a social media analytics company, to build predictive models from social data. Through their collaboration, Barclays and Market IQ developed dashboards to forecast the impact of outages, measure real-time customer perceptions through a Social Net Promoter Score, and quantify a brand's effectiveness at resolving customer complaints on social media through a metric called "S-Delta". The partnership demonstrates how social data and analytics can help brands become more proactive, understand customer needs, and strengthen customer trust.
Winterberry & USA IAB - Marketing data white paper Jan 2015Brian Crotty
The document summarizes the evolving role of data technology in marketing. It finds that while marketers have adopted many technologies over the past decade, most investment has been in tools that harness consumer data. It discusses how early adoption focused on programmatic marketing, but that full cross-channel integration is the future priority. On average, enterprises use over a dozen data tools, with some using over 30. Early adoption was driven by pilot needs and reporting gaps rather than long-term strategy. Looking ahead, marketers aim to better integrate tools through common data conduits to expand use cases and audience engagement. Success will rely not just on technology but strong people and processes to govern tools and enable long-term value from consumer data.
89% of consumers switch to a competitor after a poor CX Abhishek Sood
89% of consumers switch to a competitor following a poor customer experience, according to an Oracle study. But how can you use digital technology to improve your customers' experience?
Uncover how several prominent businesses embraced digital technologies to retain customers and increase profits. For example, Domino's Pizza had a 23% growth in profit after it allowed customers to track their deliveries online.
Discover the 4 factors that can make a digital transformation project profitable and worthwhile.
This document provides an overview of digital transformation and big data. It discusses key trends driving digital transformation like digitalization, social media, and mobility. It also covers what big data is, various sources of big data, how insights can be gained from big data analysis, and some of the ethical considerations around big data. The document outlines approaches for analyzing big data, including dealing with false correlations and overfitting models to vast amounts of data.
This document discusses how cloud capabilities enable adaptive case management for the age of the customer. It describes how customers now expect seamless, personalized experiences across channels and how legacy systems must transform. Cloud technologies like social/collaboration tools, the internet of things, and artificial intelligence can provide dynamic, flexible processes to meet customer needs. Adaptive case management allows organizations to integrate customer data and feedback to quickly resolve issues.
If anything typifies the ambitions of modern marketers, it’s the “O” word — omni channel. We give much lip service to this common goal of engaging customers in seamless and timely experiences across touch points. The primary reason for that is the actionable environment in which campaign deployment happen – a siloed state due to focus on Product centricity instead of customer centricity.
LUMA Digital Brief 010 - Power to the PeopleLUMA Partners
This document discusses the emergence of people-based marketing as a solution to issues with digital advertising. People-based marketing uses first-party data to directly target individuals across devices and channels, unlike cookies which are tied to browsers. Major players like Google and Facebook have benefited from implementing people-based marketing within their own walled gardens using logged-in user data. The document argues that people-based marketing could simplify the supply chain and lead advertising to focus on real business outcomes rather than proxies like impressions. Identity solutions will be important to enable people-based marketing at scale across the wider digital ecosystem.
The document discusses the need for companies to master four capabilities to effectively engage with today's hyper-connected consumers: 1) reaching the right audience in larger numbers, 2) gaining multidimensional insight into audiences, 3) using networked intelligence across technological infrastructure, and 4) personalized engagement. It promotes Acxiom's products and services that can help companies achieve these capabilities and improve marketing ROI through more effective consumer targeting and engagement.
CMOs now have access to vast amounts of consumer data through social media, which is shifting the marketing landscape. This data provides insights into customer characteristics beyond just demographics, allowing for highly personalized and predictive marketing. The convergence of marketing and advertising technologies (MadTech) further empowers CMOs by automating processes and providing insights driven by predictive analytics. This new environment has elevated the role of the CMO to make strategic business decisions across the company using customer insights.
Marketers need digital asset creation to be collaborative so that assets can be reused and repurposed efficiently across multiple channels. That collaboration is only possible with a process that is powered by the marketers themselves. This new, agile process must be focused on the creation, publishing, re-use, and measurement of rich media, as opposed to finding, limiting, governing, and archiving assets. Discover how agile teams, assets, and processes can create collaborative content, better brands, and faster content marketing.
Whitepaper: Why banks need to move if they want to own banking in the future.Stefan F. Dieffenbacher
1. Executive Summary
Driven by the top Internet players the speed of change in the financial services market is rapidly increasing. To secure their business and generate further growth these Internet players are forced to attack additional markets and the financial services market is one of them.
They will conquer the financial services market by
• utilizing their global customer base and advanced customer intelligence (data),
• by connecting today separated services to an eco system using technology and delivering advanced user experience
• and their ability to move fast.
Their entry point to the financial services market is the offering of payment services to their clients through the use of their mobile devices. Extending the functionality of wallets will challenge classical retail banking’s value proposition as these Internet companies can go far beyond classical value propositions.
Some traditional financial services companies already start to understand that the time for a change has come, as these developments will challenge their core business models in very few years. For the first time, this many large-scale companies are starting to invest in programs in large excess of €500m to become better in digital.
While huge investments are not a sufficient reaction to the challenges of the market, players that will not follow the trend will lose their current position in the next years.
Traditional bank’s service offering and channel mix needs to be further rethought and adapted, followed by a fast-paced execution to respond to today’s quickly emerging reality. Players who are not able to manifest their position in the digital channels soon will be challenged in their existence.
The strategic transition needs to be guided by a short-term tactical approach to seriously start earning money in digital. On top of the pure positive financial impact of such a tactical approach, achieving significant sales through a much stronger public website as well as data-driven up- and cross-selling measures will start a cultural shift within the bank. When executives and employees discover that suddenly the digital channels generate large amounts of money, a movement of change could be kicked off. That would be the basis to understand the urgency and the possibility to develop a guiding coalition – the start of any strong change process.
2. Introduction
We are convinced that banks needs to even further raise their attention to their Digital Channels and some necessary adoptions of their business models to stay long term successful. We have rationalized our analysis and proposed actions by a large body of research and facts, which provide deep evidence and insights in recent market evolutions.
To provide a complete picture we showcase recent alterations and transformations in diverse industries, highlight the changing face of the insurance industry and subsequently dive into an analysis of the banking industry. We cover w
An Executive's Guide to Reimagining the Enterprise in the Digital AgeArmanino LLP
This document discusses how enterprises are reimagining their business models in today's digital age where information is available anytime from any device. It emphasizes that businesses need to foster a culture of innovation across all functions like marketing, finance, HR, and sales through modern technology platforms. The key is building a flexible technology foundation that connects enterprise systems and enables seamless data flow. This allows for personalized customer experiences, an empowered workforce, and the ability to rapidly sense and respond to changing market needs.
This document outlines 10 top marketing trends that will define 2016:
1. Customer experience will be key, with companies focusing on engaging customers online, tracking customer journeys, and using customer sentiment and loyalty data to tailor outreach.
2. Ad blockers may change advertising, requiring ads that seamlessly blend into the browsing experience rather than interrupt it.
3. 3D technology will move from novelty to mainstream, allowing marketers to bring products to virtual life through virtual reality and improved customer experiences.
4. Social media will be recognized as a marketing channel rather than a standalone strategy.
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2. The IT Manager's objectives are to lay out a framework for understanding the existing systems and designing appropriate planning and control systems to migrate data to the new MIS. The MIS should allow collection, storage, and transformation of data into useful business information and reports, provide data security controls, and automate processes.
3. Key features of the new MIS include enhancing employee communication, delivering information throughout the bank, providing an objective system for recording data, reducing manual work, and supporting strategic goals. The IT Manager will create a
Semelhante a Real time: The next frontier for analytics (20)
The Predictive Airliner is an airline that takes into account all kinds of data created throughout the company, by all of its employees, vendors, passengers, frequent flyer customers, and even potential customers. It uses all of the company's data to make better business decisions for the company as a whole, utilizing the latest technologies available to it.
Intelligencia Limited is a Hong Kong-based software consulting company focused on the needs of the airline, casino, hospitality, healthcare, retail, social gaming, sports betting and enteraintment industries. Intelligencia has implemented BI, CI, DI, Data Lake, EDW, campaign management, data visualization, and predictive analytics solutions for some of the biggest companies in Asia.
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Our software partners include HDS, Pentaho, SAS, Qlik, Tableau, R, Hadoop, and CDI. We are constantly testing the limits of our technology partner’s software, as well as finding new ways to integrate legacy systems into the new breed of real-time, data lakes, and real-time streaming analytical tools.
Andrew Pearson's presentation from the Goa Sports Betting Conference on Feb 27, 2018. How analytics can be used in the casino and sports betting industry.
Presentation that describes a new solution for sports book to fight problem gambling. It describes how sports books can utilize AI and machine learning to spot gamblers that might be showing signs of addiction. A methodology of how to utilize Facebook to understand a bettor's personality is also described in the presentation.
Integrating social media with mobile, online and other marketing channels f...Intelligencia Limited
While the traditional model of blasting messages to customers and potential customers is fading, a new model has emerged. The same customers who are tuning out the formulaic advertising messages of yesterday are now tuning in to their own personal world of social media for product and marketing advice. Being ‘social’ means being available for real-time marketing, real-time customer service and real-time user analytics. The combination of mobile and social media marketing is powerful because it represents an interactive cross-media channel that allows consumers to move instantly from ad placement to point of sale, anytime, anywhere. Together, mobile and social technology are not only transforming how people communicate with each other but also how advertisers and marketers are communicating with them. By mining conversations across multiple social channels, sentiment analysis can help create strategies and engage new customers, while also revealing important insights into a company insights.
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The days of China simply being a country that copies, pirates and counterfeits American and European technology is coming to end. Platforms like social and mobile are at the forefront of China’s current technological revolution. We are truly living in an interconnected world and this interconnectedness is creating a whole host of ways to market a product and/or a service. Chinese blogs, micro-blogs, content communities, social networking sites, virtual game worlds, and virtual social worlds are leading this new technological revolution. Companies like WeChat, QQ, Weibo, Hexun, Youku, Jiepang, Qieke, Ushi, Taobao and Ku6 are all experiencing exponential growth. In China, the competition for consumers is incredibly fierce, especially in the social media space and this competition, however, does have a dark side: many companies regularly employ ‘artificial writers’ to seed positive content about themselves online and attack competitors with negative news they hope will go viral.
Healthcare isn't the first industry someone thinks about when they think social media, but they should. Healthcare companies, healthcare product manufacturers can utilize the four of the six types of social media to get their message out. This is taken from a presentation delivered at the Asia Health conference in Singapore April 4th and 5th, 2017. The presentation breaks down social media into the six different types -- collaborative project, content communities, blogs, social networks, virtual social worlds and virtual gaming worlds -- and explains how companies in the healthcare industry as well as the healthcare products industry can utilize social media to promote their products as well as create communities interested in products, information, services and news about them.
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We will explore Vertex AI - Model Garden powered experiences, we are going to learn more about the integration of these generative AI APIs. We are going to see in action what the Gemini family of generative models are for developers to build and deploy AI-driven applications. Vertex AI includes a suite of foundation models, these are referred to as the PaLM and Gemini family of generative ai models, and they come in different versions. We are going to cover how to use via API to: - execute prompts in text and chat - cover multimodal use cases with image prompts. - finetune and distill to improve knowledge domains - run function calls with foundation models to optimize them for specific tasks. At the end of the session, developers will understand how to innovate with generative AI and develop apps using the generative ai industry trends.
1. INTRODUCTION
In 1999, Rick Levine, Christopher Lock,
Doc Searle and David Weinberger wrote
‘The Cluetrain Manifesto’,1
the first thesis
of which was:‘markets are conversations’.2
In the following 94 tenets, the writers
stressed how the internet was
revolutionising the way businesses should
communicate with their customers and
that businesses that failed to adapt and
treat their customers with respect, their
customers would desert them. Its tone was
at times irreverent — ‘Companies need to
realise their markets are often laughing.At
them’; and at other times deadly serious
— ‘We want you to take 50 million of us
as seriously as you take one reporter from
The Wall Street Journal’. Its prescient
warning that ‘We are immune to
advertising’ foresaw the impending social
media revolution that gave users a
platform on which to subvert and
circumvent normal advertising channels.2
As ‘The Cluetrain Manifesto’ points
out,‘Real-time marketing is the execution
of a thoughtful and strategic plan
specifically designed to engage customers
on their terms via digital social
technologies’.2
Wikipedia expands this
definition, defining real-time marketing as
‘marketing performed “on-the-fly” to
determine an appropriate or optimal
approach to a particular customer at a
᭧ Henry Stewart Publications 2050-0076 (2014) Vol. 2, 3 000–000 Journal of Digital & Social Media Marketing 1
Real time: The next frontier for
analytics
Received (in revised form): 23rd September, 2014
Andrew W. Pearson
is the Managing Director of Qualex Asia Limited, a leading software big data, fast data, mobile and
social media implementer for the gaming, finance, healthcare, energy, hospitality and retail industries. He
has written books on casino marketing, predictive analytics and mobile and social media. A frequent
speaker on such topics as big data, predictive analytics, customer relationship management (CRM) and
social CRM, as well as mobile and social media, Mr Pearson is fascinated by the rapidly changing
business world, especially in Asia.
Qualex Asia, 1 Central Residences, Lot B, Zone B, Tower 7, 24A, NAPE, Macau
Tel: +853 6265 5885; E-mail: andrew.pearson@qlx.com
Abstract In 1999, ’The Cluetrain Manifesto’ warned that ‘markets are conversations’.
Finally, some 15 years later, software, hardware, mobile and social media vendors have
come together to provide tools that allow companies to join and manipulate the
conversation. This paper provides a quick overview of the available hardware and
software solutions; a discussion of the in-memory landscape, including the strengths and
weaknesses of the competing products; and a summary of the latest developments in the
social media monitoring space. Given the importance of personalisation and one-to-one
advertising for increasing traffic, raising customer conversion rates and increasing average
order value, these systems can either be a company’s best friend or its worst enemy.
KEYWORDS: augmented reality, in-memory systems, personalisation, CRM, social CRM,
real-time marketing, content marketing, social media monitoring, social media sentiment,
social media context
2. particular time and place. It is a form of
market research inbound marketing that
seeks the most appropriate offer for a given
customer sales opportunity, reversing the
traditional outbound marketing (or
interruption marketing) which aims to
acquire appropriate customers for a given
“pre-defined” offer’.3
Real-time marketing is inexpensive
compared with the cost of traditional paid
media.‘Expensive research, focus groups,
and awareness campaigns can be replaced
with online surveys, blog comments, and
tweets by anyone or any business’.2
Successful mobile advertising requires
three things: reach, purity and analytics.
Reach can be fostered by accessing
accounts through multiple platforms like
blogs, geofencing applications, over-the-top
(OTT)4
services, mobile apps, QR codes,
push and pull services, RSS feeds, search,
social media sites and video-casting, among
others. Purity refers to the message and its
cleanliness: if the data are unstructured and
untrustworthy, they are basically useless.
Data governance is paramount for
real-time advertising to work properly.The
third ingredient, analytics,‘involves
matching users’ interests — implicit and
explicit, context, preferences, network and
handset conditions — to ads and
promotions in real time’.5
An explicit
interest would be an easily quantifiable
one, ie one that could be manually added
to a database, while an implicit one might
be a user’s behaviour patterns, ie something
indirectly expressed.
Successful marketing is about reaching a
consumer with an interesting offer when
he or she is primed to accept it. Knowing
what might interest a consumer is half the
battle to making the sale and this is where
customer analytics comes in. Customer
analytics has evolved from simply
reporting customer behaviour to
segmenting customers based on their
profitability, to predicting that profitability,
to improving those predictions (because of
the inclusion of new data), to actually
manipulating customer behaviour with
target-specific promotional offers and
marketing campaigns.These are the
channels where real-time marketing
thrives, and this is where a company can
gain a powerful competitive advantage
when using it.
For a real-time platform to work, data
must be gathered from multiple and
disparate sources, such as enterprise
resource planning (ERP), customer
relationship management (CRM), and
social CRM platforms, geofencing6
applications (like Jiepang and Foursquare),
over-the-top services (like WhatsApp and
WeChat), mobile apps, augmented reality
apps, and other mobile and social media
systems.The data must be collected and
then seamlessly integrated into a data
warehouse that can cleanse and prepare the
data for consumption.5
As the authors state:
‘The analytical system must have the
capability to digest all the user data,
summarise it, and update the master user
profile.This functionality is essential to
provide the rich user segmentation that is at
the heart of recommendations, campaign
and offer management, and advertisements.
The segmentation engine can cluster users
into affinities and different groups based on
geographic, demographic or
socio-economic, psychographic, and
behavioral characteristics’.5
This translates to a lot of data and
businesses today are faced with the issue of
how to deal with such massive volumes,
which, in some cases, come from hundreds
of different sources, including point-of-sale
(POS) counters, other customer
transactions systems, CRM and social
CRM databases as well as a multitude of
social and mobile platforms. Some
companies will feel overwhelmed by such
volumes of data, while others will see one
of the greatest business opportunities of
the 21st century. Most major software
The next frontier for analytics
2 Journal of Digital & Social Media Marketing Vol. 2, 3 000–000 ᭧ Henry Stewart Publications 2050-0076 (2014)
3. vendors are clambering for market share,
but they have to walk a fine line as their
clients might be faced with complex
legacy systems that might be integrated
with software from other competitors.Any
changes to these systems could be very
costly. In-memory computing — the
storage of information in a server’s main
random access memory (RAM) rather
than in complicated and comparatively
slow relational databases — has been all
the rage over the past few years and
vendors like IBM, Oracle, Microsoft, SAP
and Teradata are all fighting for superiority.
HARDWARE: IN-MEMORY
In-memory solutions that utilise a system’s
RAM to quickly detect and exploit
patterns in massive data warehouses almost
on the fly have been around for decades.
IBM’s solidDB and Oracle’s TimesTen date
back to 1992 and 1996, respectively, but
these systems were developed as niche
products and are not useful for today’s
mass ERP markets.7
Current in-memory
heavyweights include IBM,Teradata and
SAP. Microsoft and Oracle will be
introducing their in-memory solutions in
mid-2014, with In-Memory OLTP
(formerly Hekaton) launching alongside
Microsoft SQL Server 2014.
As reported in Information Week, IBM’s
BLU Acceleration is specifically developed
for analytics:
‘but IBM also offers all-flash storage arrays
as a way to eliminate disk I/O bottlenecks
and speed transactional applications and
database performance. Flash isn’t as fast as
RAM, but it’s much faster than disk. IBM
says these arrays cost far less than adding
in-memory database technology and still
can reduce transaction times by as much as
90 per cent’.7
Microsoft’s PowerPivot and PowerView
Excel plug-ins allow for some in-memory
analytics functionality such as formatting
and filtering one’s data, creating calculated
fields, defining key performance indicators
and creating user-defined hierarchies, but
‘this client-side approach can create
disconnected islands of analysis with
disparate data models and versions of
information from user to user’.7
This
negates a lot of the reason why one would
want to install an in-memory system,
namely, to structure data within the entire
organisation so everyone can be drawing
off the same data warehouse, data marts
and analytics foundations.
Oracle’s answer for in-memory
analytical performance, Exalytics, faces
similar limitations.7
This caching appliance
overlaps with its Exadata machine, creating
more copies of data, and it also requires a
TimesTen or Essbase in-memory database
licence. In addition, the Oracle Database
12c In-Memory Option will not be
released before the first quarter of 2015 at
the earliest.
SAP advertises that its Hana platform
can run an entire company,‘including
both its mission-critical transactional
applications (like ERP and CRM), and its
analytic needs (things heretofore handled
by the separate database management
systems (DBMSes) underpinning data
warehouses and data marts)’.7
IBM’s BLU
Acceleration for DB2 ‘combines both
columnar compression8
and in-memory
processing to accelerate analytics’.7
Teradata’s Intelligent Memory
‘automatically moves the
most-often-queried data into RAM to
ensure fast-as-possible query response’.7
Unlike SAP’s HANA solution, however,
IBM’s BLU and Teradata’s Intelligent
Memory solely address analytics, not
transactional applications.
Today, few would argue that in-memory
performance beats disk-based
performance, but there are two important
questions companies venturing into this
field must ask — how much faster will an
in-memory system run my queries; and,
᭧ Henry Stewart Publications 2050-0076 (2014) Vol. 2, 3 000–000 Journal of Digital & Social Media Marketing 3
Pearson
4. more importantly, how exactly does this
speed differential affect my business and
my all-important bottom line? Return on
investment is a vital consideration and, as
with most new computing systems, it is a
hard metric to calculate.
To answer the first question:
‘Estimates vary depending on disk speed
and available input/output (I/O)
bandwidth, but one expert9
puts RAM
latency at 83 nanoseconds and disk latency
at 13 milliseconds.With 1 million
nanoseconds in a millisecond, it’s akin to
comparing a 1,200-mph F/A-18 fighter jet
to a garden slug’.10
To answer the second question, a few
industry case studies from Information Week
might shed some light on the subject. 10
For example:
• Online gaming company Bwin.party
uses in-memory capabilities to handle
150,000 bets per second.This compares
with its normal system rate of 12,000
bets per second.
• For retail services company Edgenet,
‘in-memory technology has brought
near real-time insight into product
availability for customers of AutoZone,
Home Depot, and Lowe’s.That
translates into fewer wasted trips and
higher customer satisfaction’.10
• ConAgra, an $18 billion-a-year
consumer packaged goods company,
‘must quickly respond to the fluctuating
costs of 4,000 raw materials that go into
more than 20,000 products, from Swiss
Miss cocoa to Chef Boyardee pasta’10
so
uses an in-memory system to assist in
material forecasting, planning and
pricing. It also taps its in-memory
solution to make company promotions
more relevant by using faster analysis,
allowing ConAgra and its retailer
customers to command higher prices in
an industry notorious for razor-thin
profit margins.
• Maple Leaf Foods, a US$5
billion-a-year Canadian supplier of
meats, baked goods, and packaged
foods, finds that profit-and-loss reports
which ‘used to take 15 to 18 minutes
on conventional databases now take 15
to 18 seconds on their in-memory
platform’.10
• Temenos, a banking software provider
that uses IBM’s in-memory-based BLU
Acceleration for DB2 system, reports
that queries that used to take 30
seconds now take one-third of a second
thanks to BLU’s columnar compression
and in-memory analysis.
For Temenos, in particular, such a
difference in speed means that mobile
customers will be able to quickly retrieve
all of their banking transactions on their
mobile devices, rather than just their last
five, which could mean the difference
between handling customer issues on a
mobile device rather than in a company
store.‘Online or mobile interaction costs
the bank 10 to 20 cents to support versus
$5 or more for a branch visit’, meaning
that the cost savings are substantial.10
One caveat here about in-memory
speed: the abovementioned speed
advantage will never be captured
completely because there are too many
constraints (such as CPU processing time)
that affect the overall performance.
‘In-memory performance improvements
vary by application, data volume, data
complexity, and concurrent-user loads, but
HANA customers report that the
differences can be dramatic’.10
PERSONALISATION
The potential to market to an individual
when they are primed to accept such
advertising is advantageous for both
parties. Marketers do not waste time
advertising to consumers when they are
not primed to accept the advertisements,
The next frontier for analytics
4 Journal of Digital & Social Media Marketing Vol. 2, 3 000–000 ᭧ Henry Stewart Publications 2050-0076 (2014)
5. and can focus their marketing to
consumers when and where they might
want to use said advertisements.
Composing the marketing message,
however, is probably the easiest part of the
process. In its ‘Delivering new levels of
personalization in consumer engagement’
survey, Forester Research found that
participants believed that personalisation
had the potential to increase traffic, raise
customer conversion rates and increase
average order value.11 Surveyed marketers
felt that personalisation capabilities could
improve a variety of business metrics,
including customer retention (75 per
cent), lifetime customer value (75 per
cent) and customer conversion rates (71
per cent).11
These survey participants see e-mail,
call centres, corporate websites, mobile
websites and physical locations (such as
stadiums, sporting venues and hospitality
sites) as today’s key customer interaction
channels, but reported that their future
marketing efforts would be ‘focused on
mobile websites, applications, and social
media channels’.11
Understanding customer-specified
preferences is imperative for
personalisation:
‘80 per cent of marketing executives
currently use them in some or all
interaction channels. In addition, 68 per
cent of marketers personalise current
customer interactions based on past
customer interaction history. Other
commonly used personalisation methods
used by nearly 60 per cent of firms in some
or all of their interaction channels are based
on the time of day or day of the week of
customer interactions’.11
According to Forester Research,11 the
difficulties of personalisation include:
• continuously optimising campaigns in
response to a customer’s most recent
interactions;
• optimising content or offers for each
person by matching identities to
available products, promotions,
messages, etc;
• creating a single repository containing
structured and unstructured data about
a consumer;
• delivering content or offers to a
consumer’s chosen channel in real time
for the purposes of conversion; and
• analysing all available data in real time
to create a comprehensive, contextually
sensitive consumer profile.
The executives polled by Forester
Research expected also there to be a ‘huge
rise in personalisation using consumer’s
emotional state, social media sentiment,
and context’:11
‘Only 29 per cent of respondents claim
today to use inferences about the
consumer’s emotional state in some or all
channels. But 53 per cent expect to do this
in two to three years’ time. Only 52 per
cent of marketers currently use sentiments
that consumers express in social media to
personalise interactions today, but fully 79
per cent expect to do this in two to three
years. In addition, only 54 per cent capitalise
on the consumer’s current contextual
behaviour, but 77 per cent expect to do so
in two to three years’ time’.11
AUGMENTED REALITY
Augmented reality (AR) works by
‘displaying layers of computer-generated
information on top of a view of the
physical world’.12
It is ‘a technology that
alters the perception of reality by
distorting it, allowing escape from it, and
enhancing it — all at the same time’.12
Webopedia defines AR as:
‘… a type of virtual reality that aims to
duplicate the world’s environment in a
computer.An augmented reality system
generates a composite view for the user that
᭧ Henry Stewart Publications 2050-0076 (2014) Vol. 2, 3 000–000 Journal of Digital & Social Media Marketing 5
Pearson
6. is the combination of the real scene viewed
by the user and a virtual scene generated by
the computer that augments the scene with
additional information.The virtual scene
generated by the computer is designed to
enhance the user’s sensory perception of the
virtual world they are seeing or interacting
with.The goal of augmented reality is to
create a system in which the user cannot
tell the difference between the real world
and the virtual augmentation of it.Today
augmented reality is used in entertainment,
military training, engineering design,
robotics, manufacturing and other
industries’.13
Analysts predict that the AR market will
grow from roughly US$181m in revenues
in 2011 to nearly $5.2bn by 2016.14,15
By
2017, more than 2.5 billion mobile AR
apps will be downloaded to smartphones
and tablets annually; 3.5 times the number
of ‘Angry Birds’ downloads in 2011.
Anticipated market growth and trending
investments have led the Harvard Business
Review to predict that AR will soon have
an impact on everything from advertising,
to location services, to healthcare, to
relationships, to the very nature of
knowledge.16
According to a recent press release from
Gartner,‘augmented reality is the real-time
use of information in the form of text,
graphics, audio and other virtual
enhancements integrated with real-world
objects’ and will become an important
workplace tool.17
In the words of Tuong
Huy Nguyen, principal research analyst at
Gartner:‘AR leverages and optimises the
use of other technologies such as mobility,
location, 3D content management and
imaging and recognition. It is especially
useful in the mobile environment because
it enhances the user’s senses via digital
instruments to allow faster responses or
decision making’.17
Gartner believes ‘AR technology has
matured to a point where organisations
can use it as an internal tool to
complement and enhance business
processes, workflows and employee
training’.17
Gartner believes that ‘AR
facilitates business innovation by enabling
real-time decision making through virtual
prototyping and visualisation of
content’.17
Wearable AR devices such as Google
Glass ‘allow users to access standardised
sets of instructions for a particular task in
real time, triggered by environmental
factors and overlaid on the user’s field of
vision’.16
‘AR allows for improved senses
and memory through the capture and
enhancement of the user’s perspective. By
recording audio-visual information,
capturing images and removing elements
that obscure the senses,AR technology
allows users’ eyes to act as cameras, and
can enhance the senses in ways not
available naturally, such as night vision or
the ability to zoom in on far-away
objects’.16
AR uses location-based data for
navigation, overlaying digital maps and
directions on real-world environments.17
Through the lens of an AR device, a user
can receive visual guidance based on GPS
technology.17
AR services generally fall
into one of two categories —
‘location-based or computer vision.
Location-based offerings use a device’s
motion sensors to provide information
based on a user’s location.
Computer-vision-based services use facial,
object and motion tracking algorithms to
identify images and objects’.16
AR’s benefits include the ‘potential to
improve productivity, provide hands-on
experience, simplify current processes,
increase available information, provide
real-time access to data, offer new ways to
visualise problems and solutions, and
enhance collaboration’.16
Augmented reality has many potential
applications in the gaming and hospitality
industry.While some potential applications
of AR might currently seem like science
The next frontier for analytics
6 Journal of Digital & Social Media Marketing Vol. 2, 3 000–000 ᭧ Henry Stewart Publications 2050-0076 (2014)
7. fiction, they are in fact within today’s
realm of possibility, and would indeed take
the concept of personalisation to another
level.The gaming industry, for example,
might be one of the few industries to
develop AR applications, as it not only has
the financial muscle and the need for
in-memory computing platforms, but also
has the databases of patron information
necessary to make this complicated and
holistic system work.
The article,‘Augmented reality and
hospitality … the next generation of
hotels?’,18
lays out a very interesting
scenario for AR in a hospitality
establishment, whether that be a hotel or a
casino property, namely providing
front-desk staff with Google Glass to
connect them to the company data
warehouses.These systems would be able
to provide staff with real-time patron
information, empowering them to greet
and interact with a patron on a truly
intimate level.The hotel clerks would have
access to all of the patron’s past history
and, perhaps even be tipped off about the
recent news headlines associated with
them, ie, the recent triumphant box office
numbers of a movie star’s latest release
could be commented upon.This type of
engagement would bring the concept of
customer service to a whole new level,
one that would be unlike anything these
patrons had ever seen before — a rare
thing in an industry that can treatVIP
guests like royalty.
Even for the mass premium side of the
business, a guest who had previously stayed
at the property would be immediately
identified and all of his or her preferences
and necessary patron information could
appear on the Google Glass virtual screen.
‘The guest could be checked in before they
even reach the door.The extent goes
further as restaurants could identify guests
allergies or preferences, orders would be
recognised by dish then linked to the table
and guest images shown to see who has
ordered what so the food is served to the
correct person’.18
Birthday or anniversary greetings could be
offered up without having to research a
patron’s profile. Many of these things
could be triggered right from the CRM
system and relayed to the hotel staff, but
all of this requires ‘research, time and a
good long memory, which not everyone is
blessed with’.18
The one glaring drawback that might
make this scenario difficult to implement
is the fact that facial recognition
technology is still unreliable. However,
facial recognition technology might not be
needed at all because most people are
already carrying around a very powerful
tracking device with them already — their
mobile phone.18
The above scenario could
be realised today if telcos or an OTT
service provider like WeChat pushed the
phone and location data into the casino’s
databases, where it could be matched with
a patron record before being surfaced to
the front-facing hotel staff.This kind of
data pull could, with in-memory
computers, happen almost instantly.
For the patron,AR could enhance the
on-property experience considerably. By
simply downloading the casino property’s
AR app onto their mobile phone, the
patron could be checked in virtually and
given personalised directions to his room,
where hotel staff members could greet
him appropriately.A free bottle of
champagne or Lafite wine (and
accompanying Sprite for those Chinese
high rollers who like to mix a
five-thousand dollar bottle of wine with a
one dollar soda) could be awaiting him.
The casino’s general manager could appear
in a video to offer a personal greeting as
well.18
Continuing with the patron’s AR
journey, he could go to one of the
integrated casino resort’s restaurants and,
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8. upon seeing an appetising meal being
brought out from the kitchen, he could
whip out his mobile phone, snap a picture
of the meal, quickly scan it on the hotel’s
image restaurant database, discover that it
is a dish of beef wellington, and then,
potentially, place an order for it.18
If
interested, the patron could even pay for
the dish on his mobile device, possibly
using his patron points to cover the bill.
After dinner, if the patron is interested
in going to one of the hotel bars, a quick
scan of the line of people waiting to get
into the bar would reveal the wait time. If
the AR system connected with the hotel’s
patron system (which would reveal that he
was a high-roller whose casino patron card
allowed him to skip the line), the patron
could be advised that he could jump the
queue. If the patron did not have such a
vaunted status but did not want to wait, he
could be shown the name and location of
the hotel’s other, less crowded, bars.18
The AR app could also help with hotel
maintenance.As a user scans his or her
hotel room, the app could record any
minor maintenance issues.These issues
would not be highlighted for the user, but
would be relayed to the appropriate hotel
maintenance departments so that they
could be fixed.18
This, of course, does raise
privacy issues, but they are nothing a good
lawyer could not overcome.
Continuing on the patron’s AR journey,
if he liked to play golf, a quick scan of the
course with the AR app would reveal the
average par shots. If he chose to play, the
app could even track the score. Local
structures could also be explained so that
the patron could discover nearby areas of
interest. Discounts on services could also
be pushed out and, if coupled with a
dynamic pricing system, these discounts
could help sell what might otherwise be
empty seats in a concert venue or a
restaurant.18
For sports betting websites,AR could
be used to offer live odds on players
during a soccer match, a basketball game
or on a horse being paraded before a race.
A punter could point his mobile device at
a player on a soccer pitch or on a
basketball court or on a television and see
live odds on that particular player to be
the next goal scorer or to be named the
‘man of the match’ or the game’s most
valuable player. Bets could be made in one
easy click and odds would be updated live
throughout the game or just before a
horse race goes off.
A punter at a horse track could point
his or her mobile device at a horse and
get not only the odds for that horse to
win, but also a plethora of other bets,
including such exotic bets as exactas,
trifectas, daily doubles or pick 6 wagers.
Once the tote pool closes, the system
should be able to generate a projected
payout on such types of complicated bet.
Sophisticated analytical systems could
generate odds on the fly, even on such
complicated hypothetical bets as a
four-way multinational parlay on the San
Miguel Beermen of the Philippines
Basketball Association to beat the San Mig
Super Coffee Mixers (real team names, by
the way) coupled with a greyhound race
in Crayford, England, with a third leg that
contained a scorecast bet on Wayne
Rooney to open the goal scoring in a 4–0
rout of AstonVilla, to a 2/5 lay on Manny
Pacquiao losing his next welterweight title
fight in Macau. Currently, in-memory
computing systems could, theoretically,
handle these kinds of betting
combinations, as well as produce
on-the-fly risk assessments for the sports
betting company making those bets,
which would allow them to instantly
tweak their odds to cover their liabilities.
SOCIAL MEDIA MONITORING
In 1999,‘The Cluetrain Manifesto’
warned:‘Reviews are the new advertising’.
Today, this is truer than ever.A multitude
The next frontier for analytics
8 Journal of Digital & Social Media Marketing Vol. 2, 3 000–000 ᭧ Henry Stewart Publications 2050-0076 (2014)
9. of platforms allow users to rate a
restaurant, a retail establishment, a hotel, a
casino property or even a local handyman
or plumber. Used properly, reviews can be
the new advertising currency for a
company’s marketing department.
Companies such as Dell, Cisco,
Salesforce.com, the American Red Cross
and Gatorade are creating social media
command centres that monitor the social
conversations about them.These social
media centres enable company employees
to monitor conversations from the social
web on channels such as Twitter, Facebook
andYouTube (among others) in an attempt
to keep track of the health of the
company’s social brand.
In December 2010, Dell became one of
the first companies to launch a social
media command centre. Based at company
HQ in Round Rock,TX, 12 full-time
employees monitor conversations about
Dell and its products around the globe,
responding via @DellCares or forwarding
the post to the right internal team.19
Through Dell’s Social Media Listening and
Command Center, Dell aggregates and
culls through the 25,000 conversations
about Dell every day (more than 6 million
every year).19
‘We’re monitoring
conversations in 11 languages 24/7, and
each one is an opportunity to reinforce
our brand’, explains Karen Quintos, Dell
CMO. 19
She adds:
‘With the tremendous amount of
information being generated, we can track
basic demographics, reach, sentiment,
subject matter of the discussions, the sites
where conversations are happening, and
more.We leverage these analytics to identify
customer support needs as they happen,
influence product development, insert
ourselves into conversations with IT
decision makers and connect with people
having the most impact on these
conversations’.19
Scott Gulbransen argues that:
‘To do the command-centre model right, a
setup has to envision a real-time workflow
empowered to take action on all of the
relevant content being analysed, whether it
be insights derived from real-time
monitoring, opportunities to respond, or
great discovered content to feature that
elevates you and your fans’.20
Gulbransen also recommends breaking
down a command centre into the
following critical functions:
• identify trends and insights: track not only
the key themes, but also how they
evolve over time;
• review the content: monitor a wide
variety of terms that are meaningful to
the brand and assign employees to sort
through the responses, deciding which
ones warrant a response, and what
might interest the community at large;
• curate the best stuff: leverage the great
content that is being said about the
company and champion those great
content providers; and
• listen and respond: this is a two-way
conversation — listen and respond
quickly and accordingly.
CONCLUSION
In 1999, Levine et al. stated that ‘Markets
are conversation’ and, over the past decade,
a plethora of social media listening tools
have come online to prove those words
prescient.These platforms can track user
sentiment on social media networks like
Facebook,Twitter, RenRen,WeChat,
Weibo,YouTube, Jeipang and Foursquare,
among a multitude of others — and the
number of new platforms coming online
is growing by the day.
‘For years, marketing professionals have
been talking about creating a relationship
between brands and consumers.The missing
link has been realised in the rise of new free
social marketing and social technology
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10. The next frontier for analytics
10 Journal of Digital & Social Media Marketing Vol. 2, 3 000–000 ᭧ Henry Stewart Publications 2050-0076 (2014)
platforms that enable dialogue among
consumers, peers, and brands on a global
scale’.2
That missing link has also been greatly
enhanced by the rise of sophisticated
mobile platforms and in-memory
computing that allows for a single
repository for consumer data and real-time
profiling.These platforms have the
capacity to select and target consumers
with the right content at the right time,
coupled with the power to deliver
personalised marketing messages to any
channel of choice.11
To succeed, real-time, context-aware
personalisation marketing should meet or
exceed a consumer’s expectations by
providing proactive, contextually-relevant
content, which should be based upon a
customer’s location, his or her most recent
interactions, and any potential overriding
customer sentiment.11
Marketing channels
should be aligned with consumer
behaviour and mobile and social media
should be looked at as the most important
marketing channels in the not too distant
future.11
Collecting piles of data is one
thing, but a near real-time content
management system can provide real value
to an audience, and, by association, to a
brand or an organisation.20
As ‘The Cluetrain Manifesto’ so
prophetically warned over 15 years ago,
‘There are no secrets.The networked
market knows more than companies do
about their own products.And whether
the news is good or bad, they tell
everyone’.1
Today, we live in a real-time,
24/7 world; a world where 140-character
Twitter messages foment political
revolutions; a world where marketers
should fear not the power of the pen but
the power of the critical tweet or the
destructive force of an inflammatory social
media diatribe that can encircle the digital
world in seconds, laying waste in minutes
to a reputation that might have taken years
to develop. Conversely, it is also a world in
which an advertiser’s message can go viral
and reach more eyeballs in less than an
hour than a multi-million dollar television
commercial campaign can in a month.
These powerful new systems can be a
marketer’s best friend or their worst
enemy — that decision is up to you. But
be warned, it will be made and, more
importantly, judged in real time.
References
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2. Macy, B. and Thompson,T. (2011) ‘The Power of
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3. Wikipedia (n.d.) ‘Real-time marketing’, available
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4. ‘An over-the-top (OTT) application is any app or
service that provides a product over the internet
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come over the top are most typically related to
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your in-memory technology providers. Do you
really need the speed?’ Information Week. 3rd
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1114076 (accessed 24th September 2014).
11. Forester Research (2013) ‘Delivering new levels of
personalization in consumer engagement.A guide
for marketing executives: strategy, capabilities, and
technologies required for delivering effective
personalization to consumers across channels’,
paper commissioned by SAP, November, available
at: http://www.sap.com/bin/sapcom/en_us/
downloadasset.2013-11-nov-21-22.delivering-
new-levels-of-personalization-in-consumer-
engagement-pdf.html (accessed 24th September,
2014).
12. Wadhwa,T. (2013) ‘CrowdOptic and L’Oreal to
make history by demonstrating how augmented
reality can be a shared experience’, Forbes, 3rd
June, available at: http://www.forbes.com/
sites/tarunwadhwa/2013/06/03/crowdoptic-and-
loreal-are-about-to-make-history-by-
demonstrating-how-augmented-reality-can-be-a-
shared-experience/ (accessed 3rd September,
2013).
13. Beal,V. (n.d.) ‘Augmented reality’, available at:
http://www.webopedia.com/TERM/A/
Augmented_Reality.html (accessed 24th
September 2014).
14. Business Wire (2011) ‘Research and markets: global
augmented reality market forecast by product for
gaming, automotive, medical, advertisement,
defense, e-learning & GPS applications —
expected to grow to $5,155.92 million by 2016’,
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http://www.businesswire.com/news/home/20111
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15. Juniper Research (2012) ‘Over 2.5 billion mobile
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augmented reality’, available at:
http://www.deloitte.com/assets/Dcom-United
States/Local%20Assets/Documents/Federal/us_
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24th September, 2014).
17. Gartner (2014) ‘Gartner says augmented reality
will become an important workplace tool’, 14th
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2014).
18. Matt-SJ (2013) ‘Augmented reality and hospitality
… the next generation of hotels?’, 22nd January,
available at: http://chocolatepillow.com/
augmented-reality-and-hospitality-the-next-
generation-of-hotels/ (accessed 12th May, 2014).
19. Salesforce.com (2013) ‘10 examples of social media
command centers’, available at:
http://www.salesforcemarketingcloud.com/
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available at: http://www.forbes.com/sites/
onmarketing/2014/01/22/taking-back-the-social-
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2014).
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