Your New Digital Business & APIs

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Your New Digital Business & APIs

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Every competitive business is now a digital business. In a world where differentiation and scale are being driven through apps and data, success is not a question of whether the businesses should......

Every competitive business is now a digital business. In a world where differentiation and scale are being driven through apps and data, success is not a question of whether the businesses should go digital – it is a question of how the business should go digital.

In this webinar, Tyson Whitten – Director of API & Mobility Solutions at CA Technologies – will describe the key methods that successful organizations are using to create sustainable competitive advantage through digital transformation.

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  • 1. Your New Digital Business & APIs © 2014 CA. All rights reserved. <name> <date>Tyson Whitten Director Solutions Marketing, CA Technologies May 22, 2014
  • 2. 2 © 2014 CA. ALL RIGHTS RESERVED. Today, every competitive company is a digital company. Are you? In 2014, CEOs must focus on leading their organizations to think like and become more like "tech" companies, because within a few years, digital business capabilities will dominate every industry. Urgent action is needed because first- mover advantage is common in digital business, and fast followers must be very fast. Gartner; “CEO Resolutions for 2014—Time to Act on Digital Business”; Mark Raskino; March 5, 2014 From sneaker company to data enabled athletic brand. From book seller to insight driven delivery service, cloud servicer and entertainment hub. From UK Grocer to global consumer retailer leveraging data and technology that reframes the shopper experience.
  • 3. 3 © 2014 CA. ALL RIGHTS RESERVED. Trends impacting all organizations today CLOUD SERVICES MOBILE APPS INTERNET OF THINGS/ BIG DATA SOCIAL REGISTRATION DEVELOPER COMMUNITY INCREASED THREATS THE OPEN ENTERPRISE
  • 4. 4 © 2014 CA. ALL RIGHTS RESERVED. Trends impacting all organizations today CLOUD SERVICES MOBILE APPS INTERNET OF THINGS/ BIG DATA 79% of organizations are using SaaS¹ 50B connected devices by 2020⁵ 25 Average biz apps per device³ 11,000 APIs published⁴ Monthly Facebook users² 1.28B 91% Increase in targeted attacks⁶ Sources: 1. Ponemon Institute. 2. Facebook; 3. eMarketer 4. programmableweb.com (May, 2014) 5. Cisco 6. from 2012 to 2013. 2014 Data Breach Investigations Report, Verizon, Inc. DEVELOPER COMMUNITY SOCIAL REGISTRATION INCREASED THREATS
  • 5. 5 © 2014 CA. ALL RIGHTS RESERVED. What steps to take in this new digital world?
  • 6. 6 © 2014 CA. ALL RIGHTS RESERVED. Digital business assessment INTERNAL CUSTOMERS COMPETITORS • Same products continually the largest revenue generators? • Has the market share of your key products/services declined over the past few years? • Has resource skillsets remained status quo? • Is it unclear why customers are making decisions? • Has website traffic been reduced over the past few years? • Are customers requesting to do business over multiple channels? • Have your competitors products improved recently? • Are your competitors accessing new markets you never thought of targeting? • Are your competitors marketing through different means?
  • 7. 7 © 2014 CA. ALL RIGHTS RESERVED. Select your Chief Digital Officer
  • 8. 8 © 2014 CA. ALL RIGHTS RESERVED. Common Roles of the Chief Digital Officer  Digital Strategist – Advises the board, CEO and other execs on survival in the digital world – Deep understanding of the business, competitive strategy and evolving digital trends  Digital Marketing Officer – Optimizes end-to-end marketing strategy with respect to the design and creation of digital products, markets and channels – Wide range of marketing disciplines, and a deep understanding of current and emerging digital trends and capabilities  Digital General Manager – Business unit CEO of online/digital business units – Focused on online/digital channels and/or digital products and services Gartner; “Six Key Steps to Build a Successful Digital Business”; Ken McGee, Diane Morello, Lee Weldon; April 30, 2014
  • 9. 9 © 2014 CA. ALL RIGHTS RESERVED. Find the right digital skills Establish knowledge areas Competitive recruiting Develop digital evangelists Acquire digital business startups Virtual teams
  • 10. 10 © 2014 CA. ALL RIGHTS RESERVED. How do you apply the right mix of digital assets to stay competitive?
  • 11. 11 © 2014 CA. ALL RIGHTS RESERVED. What are your digital objectives?  Accelerate application release cycles  Differentiate service delivery  Consistent user engagement across multiple channels  Access to new ideas out side of your organization  Innovate and reach new markets  Efficiently manage supply chain Goes back to the digital assessment and analysis
  • 12. 12 © 2014 CA. ALL RIGHTS RESERVED. What trends to leverage “Most C-level executives say the three key trends in digital business—namely, big data and analytics, digital marketing and social-media tools, and the use of new delivery platforms such as cloud computing and mobility—are strategic priorities at their companies” *http://www.mckinsey.com/insights/business_technology/minding_your_digital_business_mckinsey_global_survey_results Social media mobile apps/ cloud platforms big data management
  • 13. 13 © 2014 CA. ALL RIGHTS RESERVED. A digital platform emerges Identities App API Data
  • 14. 14 © 2014 CA. ALL RIGHTS RESERVED. The API is fundamental to your digital platform Web Web API  Information Presentation, interface { “min”: “23C”, “max”: “11C”…}  Presentation, interface  Information
  • 15. 15 © 2014 CA. ALL RIGHTS RESERVED. The API is fundamental to your digital platform { “min”: “23C”, “max”: “11C”…}
  • 16. 16 © 2014 CA. ALL RIGHTS RESERVED. An “agile” digital platform emerges Identities App API Data Seamlessly connect Enterprise Data to Your Digital Ecosystem Accelerates Mobile App Development Enables multi- channel engagement Extend Reach into new markets
  • 17. 17 © 2014 CA. ALL RIGHTS RESERVED. How do you monetize your APIs?
  • 18. 18 © 2014 CA. ALL RIGHTS RESERVED. Who’s your market? Employees Customers Private/OpenInternal Market API Types Partners
  • 19. 19 © 2014 CA. ALL RIGHTS RESERVED. What’s the value of your data? Cost Driven Revenue Driven Capacity Constraints Savings in developer costs, independent contractors, etc. Faster Go-To-Market Gains in sales volume, market share, channel and market penetration Employee Turnover Savings in finding, recruiting More Cost Competitive Product Gains in sales volume, market share, channel and market penetration Worker Productivity Savings on wasted tasks, inefficient use of employee time, task yield More Differentiated Product Gains in margins, sales volume, market share, channel and market penetration Resource Reallocation Savings on salary and compensation of misallocated personnel More Profitable Customer Mix Gains in margins and customer profitability Training/Learning Savings on training and education expenses Marketing Efficiencies Gains Scale economies due to gains in sales volume, market share, channel and market penetration Equipment/Inventory Savings on unnecessary capital or inventory investment Customer Loyalty Gains Gains in margins, sales volume, market share due to repeat purchase and loyalty Reliability/Durability Replacement savings, better yields Customer Networking Gains Gains in sales volume, market share due to word-
  • 20. 20 © 2014 CA. ALL RIGHTS RESERVED. API Business Models  Free = Drive usage of API in support of an adjacent business  Direct = Charge developer based on the value of the API  Indirect = Pay developer for driving usage and pulling in business  Internal = Not monetizing the API directly but fundamental to product or service delivered
  • 21. 21 © 2014 CA. ALL RIGHTS RESERVED. API Price Structure Types Business Model Price Structure Examples Free None
  • 22. 22 © 2014 CA. ALL RIGHTS RESERVED. API Price Structure Types Business Model Price Structure Examples Direct (Developer Pays) Non-segmented (flat rate) Tiered • Product (free, low, med, high) • Volume (calls per day) • Peak load (peak and off-peak) • Metering (usage, transaction) • Location based
  • 23. 23 © 2014 CA. ALL RIGHTS RESERVED. API Price Structure Types Business Model Price Structure Examples Indirect (Developer Gets Paid) Tiered • Revenue Share • Affiliate Revenue Share
  • 24. 24 © 2014 CA. ALL RIGHTS RESERVED. API Price Structure Types Business Model Usage Examples Internal • Content acquisition/syndication • SaaS delivery models • Consumer apps
  • 25. 25 © 2014 CA. ALL RIGHTS RESERVED. What businesses have made the transition to digital?
  • 26. 26 © 2014 CA. ALL RIGHTS RESERVED. Netflix
  • 27. 27 © 2014 CA. ALL RIGHTS RESERVED. Tesco
  • 28. 28 © 2014 CA. ALL RIGHTS RESERVED. Nike
  • 29. 29 © 2014 CA. ALL RIGHTS RESERVED. GM
  • 30. 30 © 2014 CA. ALL RIGHTS RESERVED. What does the future behold?
  • 31. 31 © 2014 CA. ALL RIGHTS RESERVED. The evolution of connectivity Continuous App Delivery Refresh software continuously, downtime not an option Context & Act Real-time Collect, analyze and respond based on data collected Integration New apps are rolled out, old apps don’t die Reduce Risk Control access to data based on risk and regulations
  • 32. Director Solutions Marketing Tyson.Whitten@ca.com tysonwhitten slideshare.net/CAinc linkedin.com/company/ca-technologies ca.com Tyson Whitten
  • 33. 33 © 2014 CA. ALL RIGHTS RESERVED. Copyright © 2014 CA. The Nike logo is either a registered trademark or trademark of Nike Corporation in the United States and/or other countries. The Amazon logo is either a registered trademark or trademark of Amazon Corporation in the United States and/or other countries. The Tesco logo is either a registered trademark or trademark of Tesco Corporation in the United States and/or other countries. The Splunk logo is either a registered trademark or trademark of Splunk Corporation in the United States and/or other countries. The Sonos logo is either a registered trademark or trademark of Sonos Corporation in the United States and/or other countries. The Paypal logo is either a registered trademark or trademark of Paypal Corporation in the United States and/or other countries. The Google logo is either a registered trademark or trademark of Google Corporation in the United States and/or other countries. The Expedia logo is either a registered trademark or trademark of Expedia Corporation in the United States and/or other countries. The Netflix logo is either a registered trademark or trademark of Netflix Corporation in the United States and/or other countries. he Paypal logo is either a registered trademark or trademark of Paypal Corporation in the United States and/or other countries. The Facebook logo is either a registered trademark or trademark of Facebook Corporation in the United States and/or other countries. All trademarks, trade names, service marks and logos referenced herein belong to their respective companies. Certain information in this publication may outline CA’s general product direction. However, CA may make modifications to any CA product, software program, method or procedure described in this publication at any time without notice, and the development, release and timing of any features or functionality described in this publication remain at CA’s sole discretion. CA will support only the referenced products in accordance with (i) the documentation and specifications provided with the referenced product, and (ii)CA’s then-current maintenance and support policy for the referenced product. Notwithstanding anything in this publication to the contrary, this publication shall not: (i) constitute product documentation or specifications under any existing or future written license agreement or services agreement relating to any CA software product, or be subject to any warranty set forth in any such written agreement; (ii) serve to affect the rights and/or obligations of CA or its licensees under any existing or future written license agreement or services agreement relating to any CA software product; or (iii) serve to amend any product documentation or specifications for any CA software product. THIS PRESENTATION IS FOR YOUR INFORMATIONAL PURPOSES ONLY. CA assumes no responsibility for the accuracy or completeness of the information. TO THE EXTENT PERMITTED BY APPLICABLE LAW, CA PROVIDES THIS DOCUMENT “AS IS” WITHOUT WARRANTY OF ANY KIND, INCLUDING, WITHOUT LIMITATION, ANY IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, OR NONINFRINGEMENT. In no event will CA be liable for any loss or damage, direct or indirect, in connection with this presentation, including, without limitation, lost profits, lost investment, business interruption, goodwill, or lost data, even if CA is expressly advised in advance of the possibility of such damages.