Augmented Reality, Artificial Intelligence, and Business Intelligence


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This is a group of 10 presentations for an MBA Marketing Class.

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Augmented Reality, Artificial Intelligence, and Business Intelligence

  1. 1. Augmented Reality, Artificial Intelligence, and Business Intelligence Page 1
  2. 2. Augmented Reality Patrick Sullivan Marcela Munoz Kristina Repcinova Katie Brandenburg John Estabrook Page 2
  3. 3. What is Augmented Reality? •Augmented Reality is part of a continuum of technologies that falls somewhere between reality and virtual reality •AR technology is used to overlay real images with data or digital images to increase impact, to increase usability, or to enhance understanding Page 3
  4. 4. Examples Augmented Reality Has a real component Virtual Reality All digital Page 4
  5. 5. AR as Novelty •GE uses augmented reality as a novelty item to display alternative energy systems. This shows the product in a setting, but does it add value? ugreal&gclid=CP77tLzD_JwCFQ0aawod7QlybA#/au gmented_reality Page 5
  6. 6. AR for Online Sales • One of the drawbacks to online sales is the inability of the consumer to hold and inspect the product • BestBuy uses AR to give pseudo-touchability in the online sales process =PlayList&p=02B49CFD48EC61CB&playnext=1&play next_from=PL&index=11 Page 6
  7. 7. AR in Print Media • Anything that can be printed can have an augmented reality component • This will add a new dimension to books, magazines, and product packaging com/watch?v=vB4F 8z5miTY&feature=re lated Page 7
  8. 8. Cross-Marketing • AR can be used to cross- sell products in a multi- media presentation that helps to drive sales Page 8
  9. 9. Escape from Novelty • Will AR escape from the perception of being a novelty in advertising? • To do this, AR must add value to products, to processes, and to experiences Thank you Page 9
  10. 10. Augmented Reality: Applications and Trends by Marcela Cuello Page 10
  11. 11. Augmented Reality “Augmented Reality, will blur the line between what's real and what's computer- generated. This will be possible by enhancing what we see, hear, feel and smell”. Page 11
  12. 12. Applications and Trends  Education • AR will change the “traditional” way of education and learning Page 12
  13. 13. Applications and Trends  Gaming • Virtual gaming • AR under the water Page 13
  14. 14. Augmented Reality By Hitlab Page 14
  15. 15. Other AR Applications  Health Industry • As a tool for diagnosis improvements • Training  Maintenance and Construction  Automobile Page 15
  17. 17. Other AR Applications  Customer Design • Purchasing decision • Additional value to the online sale • Personal environment enrichment Thank you Page 17
  18. 18. B to C Advertising of AR + Four P’s Kristina Repcinova Page 18
  19. 19. Product • How does it work? • Where do I begin? • What should I do? • Benefits of AR Page 19
  20. 20. Place for Consumers • At home – Books & magazines – Games • In mobile devices Page 20
  21. 21. Promotion • Online – Youtube – Online campaigns • Offline – Self promotion by other companies – Shows – Magazines Page 21
  22. 22. Events/ Exhibitions • Road shows • Exhibitions • Press conference • Live stage presentation • Booth presentation Page 22
  23. 23. Marketing Possibilities – Interactive brochures – Interactive packaging – Interactive kiosks – Magic Mirror – Events Page 23
  24. 24. Digital Marketing • Enhance product visibility • Help connect customers to brands • Interactive kiosks Page 24
  25. 25. Price • Software is FREE • Expense is hiring people • Depends on customer creativity • Cell phone requirements • Software requirements • Computer requirements Page 25
  26. 26. World Leaders in Distributing AR • Independent Augmented Reality solutions – 3D measurement software – 3D modeling software – Augmented reality visualization software Page 26
  27. 27. Customers Page 27
  28. 28. Example of a Simple AR Ad • gToA&feature=related Page 28
  29. 29. ETHICS Katie Brandenburg Page 29
  30. 30. Definitions Webster’s Dictionary Information “the communication or reception of knowledge or intelligence” Page 30
  31. 31. Definitions Webster’s Dictionary Ethics “the principles of conduct governing an individual or group (professional)" Page 31
  32. 32. Terms Puffery “exaggerated commendation esp. for promotional purposes” Buzz “a: RUMOR, GOSSIP b: to be filled with a confused murmur (the room ~ed with excitement” Page 32
  33. 33. Really? Blogs and YouTube Page 33
  34. 34. Targeting Kids Current Debates . The Ethics of advertising to young children. . The balance between the rights of an industry to promote its products & ideas and the role of Government in protecting the health of its citizens (particularly vulnerable groups). Page 34
  35. 35. Targeting Kids . The Ethics of advertising to young children. Page 35
  36. 36. Power Rangers Page 36
  37. 37. Video Games Page 37
  38. 38. AR Gaming Page 38
  39. 39. Targeting Kids .The balance between the rights of an industry to promote its products & ideas and the role of Government in protecting the health of its citizens (particularly vulnerable groups). Page 39
  40. 40. Regulation Tobacco Timeline on Ask Jeeves Page 40
  41. 41. Children’s Television Act Thank you Page 41
  42. 42. Future of AR John Estabrook Page 42
  43. 43. Speed Dating with AR Page 43
  44. 44. Hype Cycle for Emerging Tech Page 44
  45. 45. Google Trends: AR Page 45
  46. 46. Nokia’s Point & Find •Point camera at real world objects and plant virtual information tags. •Users can view each other’s tags on the phone screen – crowdsourcing an augmented reality. •“This year we’re feeling a real urgency to work on augmented reality because the hardware is finally catching up to our needs.” Rebecca Allen, director of Nokia’s research center in Hollywood. Page 46
  47. 47. LED Contact Lens •Scientists at the University of Washington have been developing a contact lens containing one built-in LED. •Eventually, more advanced versions of the lens could be used to provide a wealth of information, such as virtual captions scrolling beneath every person or object you see. Page 47
  48. 48. 5 Barriers to a Web That’s Everywhere 1. Spam and Security 2. Social and Real-Time vs. Solitary and Cached 3. The User Experience 4. Interoperability Thank you 5. Openness Page 48
  49. 49. Page 49
  50. 50. Artificial Intelligence and Business Intelligence Val Stella Matt Atkins Gloria Sanchez Rob Timmins Bob Mannherz Page 50
  51. 51. What is Artificial Intelligence? Val Stella Page 51
  52. 52. What Artificial Intelligence Is Not Artificial intelligence tends to be associated with artifacts like the Hal 9000 which are the product of Hollywood rather than the kind of thing that actually happens in the research labs of the world today Page 52
  53. 53. Definition of Artificial Intelligence The Association for the Advancement of Artificial Intelligence The scientific understanding of the mechanisms underlying thought and intelligent behavior and their embodiment in machines. Page 53
  54. 54. Definition of Artificial Intelligence Ray Kurzweil The ability to perform a task that is normally performed by natural intelligence, particularly human natural intelligence Page 54
  55. 55. Definition of Artificial Intelligence Wikipedia The study of man-made computational devices and systems which can be made to act in a manner which we would be inclined to call intelligent. Page 55
  56. 56. Alan Turing 1912 - 1954 Worked on breaking the German Enigma codes during WWII Turing’s theory of computation suggested 0’s and 1’s He foresaw AI, and proposed the Turing Test. Expected to be passed by computers by 2029 So far, no computer has fooled the judges by passing as a human Page 56
  57. 57. What does AI do? Narrow AI, Strong AI Used for logistics, data mining, medical diagnosis, communications, computer-assisted design systems, cruise control, servers, personalize d ads  AI flies and lands airplanes, guides intelligent weapons systems, trades on the stock market Page 57
  58. 58. Major Players & Costs Washington DC’s revolving doors Intelligent Systems Technology Inc. (ISTI), Russian physicist DARPA (Defense Advanced Research Projects Agency) Page 58
  59. 59. DARPA Project Lightweight robotic bugs could be carried by soldiers and used to investigate the terrain ahead, detecting enemy troops, minefields and other hazards." Page 59
  60. 60. DARPA Contracts Lockheed Martin has DARPA contract for $22 million for automating air traffic control Now testing Cormorant, a stealthy autonomous spy jet that starts and ends its mission 150 feet under water. Page 60
  61. 61. DARPA Contracts $23.7 million to IBM for Watson (picture) $50 million to BBN for machine reading program $22 million to Stanford Research Institute (SRI) Page 61
  62. 62. DARPA DARPA’s Revolutionary Prosthetics program Page 62
  63. 63. Ethical Concerns Need for caution US Army harrowing situation earlier this year Ethical & legal guidelines Page 63
  64. 64. Artificial Intelligence And now to my colleague Gloria and the Singularity Gloria Sanchez Page 64
  65. 65. Where is AI Heading? Singularity • It is the technological creation of smarter-than-human intelligence – We will get to a point where technical progress will be so fast that unenhanced human intelligence will be unable to follow it. Page 65
  66. 66. Artificial Intelligence Emulating Computer the human Science brain Method (use of cogno-science and computer science) By By 2050 2020-2030 Page 66
  67. 67. Narrow AI • Medical • Toys and Industry Games (Second Life) • Financial • Car Institutions Industry • Military • Phone Industry • NASA Page 67
  68. 68. Strong AI -Learns as he tries new tricks, travels the world, etc. -It has recognition technology ASIMO -It can run (up to 6 km/hr) Advanced Step in -It has network integration Innovative MObility Page 68
  69. 69. Business Intelligence (BI) Overview of the Discipline & Current Marketplace Presented by Matt Atkins Page 69
  70. 70. Define BI Today? “refers to a variety of software applications that analyze an organizations raw data and help extract relevant and useful insights” 2009 ProQuest LLC, “The Brain Behind The Big Bad Burger And Other Tales Of Business Intelligence” “skills, technologies, applications and practices used to help a business acquire a better understanding of its commercial context. BI technologies provide historical, current, and predictive views of business operations” Wikipedia Page 70
  71. 71. The BI Discipline • Consists of many related activities Statistics, Text & Data that include Mining Analysis & Querying statistics, text and data mining, analytical processing, queryi ng, predictive analysis and Reporting & forecast reporting Informed Decision Data Integration & Dashboards Making Page 71
  72. 72. BI Desktop Widget Page 72
  73. 73. BI Marketplace • Marketplace has grown significantly in recent years! • Two clear segments – “Big Hitters” •Companies that sell proprietary enterprise wide software solutions – “Up & Comers” •Defined by companies using open source solutions Page 73
  74. 74. Big Hitters • Comprised of large database and software companies using proprietary platforms – IBM, Oracle, Microsoft, SAP, HP…… – Clients are large corporate customers which can shell out large dollars for enterprise wide solutions – Their current marketing efforts work to sell “comprehensive easy to use BI software solutions that integrate the power of analytics and data integration to share insights that power better business decisions” – Investment costs are driven “per-user” Page 74
  75. 75. Up & Comers • Companies building their enterprise solutions upon open source applications • According to Acutate survey taken to assess corporate acceptance of open source BI software, 31% expected to be using it soon • Their approach to market – avoid “lock in” Page 75
  76. 76. Up & Comers • By their very nature, open source projects are fundamentally community-oriented • They depend on the support of a community of developers through culture and necessity, have no interest in establishing little empires of dependency • They are based on open rather than proprietary standards. – If you want to mix and match parts of your BI setup with some of your existing software packages or with some in-house development, you are likely to find it much easier to do by committing to open source rather than proprietary BI software. Page 76
  77. 77. Up & Comers to Watch • Pentaho • Jaspersoft • How do they make money??? – Charge for specialized add-on modules to the core product which is distributed for free – Sell support for the product and “higher end editions” Page 77
  78. 78. Where are we heading? • Open Source cloud-computing based applications • Seems we’re at a similar point as the transition from Web 2.0 to 3.0 • Growing recognition of Software as a Service • Pay-as-you-go Page 78
  79. 79. Open Source Cloud BI Page 79
  80. 80. AI-BI Sales Intelligence Rob Mannherz Page 80
  81. 81. Definitions Customer Relationship Management (CRM): using available information sources to effectively manage customer relations throughout the sales process. Data Mining: “deriving high-quality information from text” (Wikipedia under text- mining) Page 81
  82. 82. Sales Intelligence SI solutions provide unique insight into customer buying patterns for high volume, low profit sales. By automatically analyzing and evaluating these patterns, SI pro-actively identifies and delivers up-sell, cross-sell and switch- sell opportunities. Most good SI products will inform you of potential customer drift issues. Page 82
  83. 83. Decision-Making Search Engine Bing is a search engine that finds and organizes the answers you need, so you can make faster, more informed decisions. &feature=player_embedded Page 83
  84. 84. Targeted Advertising Page 84
  85. 85. Searching in Marketing Well-placed marketing has become difficult to penetrate. eg. Villanova U online Page 85
  86. 86. How will we use “Business Intelligence?” Branding and Marketing Strategies Delivery and Distribution Customer Service and a Unified Voice Voice Of Customer Page 86
  87. 87. Salesforce Cloud computing for CRM Salesforce for GoogleApps Mashable Salesforce for Twitter Page 87
  88. 88. 2006 CRM Installations Vendor Percent of implementations Siebel (Oracle) 41% SAP 8% Epiphany (Infor) 3% Oracle 3% PeopleSoft (Oracle) 2% 2% Amdocs 1% Chordiant 1% Microsoft 1% Metus Technology 1% SAS 1% Others 15% None 22% The above table lists the top software vendors for CRM projects completed in 2006 using external consultants and system integrators, according to a 2007 Gartner study. (from Wikipedia, Customer Relationship Management.) Page 88
  89. 89. Social Media in Marketing Beginning in 2007, the rapid growth in social media and social networking forced CRM product companies to integrate "social" features into their traditional CRM systems. Some of the first features added are social network monitoring feeds (i.e. Twitter timeline), typically built into the system dashboard. Other emerging capabilities include messaging, sentiment analysis, and other analytics. Many industry experts contend that Social CRM is the way of the future, but there are still many skeptics. Top CRM minds agree that online social communities and conversations carry heavy consequences for companies. They must be monitored for real-time marketplace feedback and trends. Page 89
  90. 90. Brand as a Conversation According to Lloyd Salmons, first chairman of the Internet Advertising Bureau social media council "Social media isn't just about big networks like Facebook and MySpace, it's about brands having conversations."[1]. (Wikipedia “social media marketing”) Your brand is a conversation. Make it a good one. A brand is a conversation between a company and its customer tribes. That’s a simple idea, yes, but it’s also one that’s very difficult to deliver on. (Advertising for Peanuts) Page 90
  91. 91. Brand as a Conversation And just what do we mean by a “conversation”? First a trip in the way-back machine: For a very long time, businesses focused on products and sales. And they thrived. Their marketing flowed in one direction, from company to consumer: selling, advertising, and generally imposing their brands on a hungry audience of consumers. A one-way conversation. Then: Change. Markets became crowded with competitive choices, and interruptive advertising became pervasive. Businesses no longer thrived. The marketing techniques that grew out of their sales-and-product focus stopped working. Today, the volume of product choice is enormous, and the media is saturated. Page 91
  92. 92. Brand as a Conversation All brands, big and small, tell a story. A brand story stays out of the way unless people seek it out. A brand story that is present in places where people are looking for it is well received. A brand story gets customer tribes talking, both about the company and to the company. A brand conversation has integrity. A brand conversation takes place anywhere the company touches its customer tribe, so is therefore about much more than the marketing media, but also the product offering, customer service, consistency and integrity. Page 92
  93. 93. Zappos - a conversation What do the numbers say about Tony's Twitter activity over the past 30 days? Despite having 43,000 followers, Tony has relatively little activity on Twitter. He sent only 4 tweets a day on average despite receiving 50 tweets a day Only 30% of his tweets were @replies (relatively low conversation quotient) 41% of his onbound tweets contain links, aimed at driving people to his blog where he promotes the people, products and culture of Zappos UPDATE: Tony responded to me after reading this blog post and revealed an added dimension that is a very important piece of the puzzle: Private conversation vs. Public conversation. Here's his response: "Thanks for the great writeup. One thing I wanted to point out is that most of activity through Twitter is actually through DM's (direct messages), so they won't show up on my Twitter timeline. For the month of January, I sent out about 2000 DM's I send DM's instead of @ replies so that it doesn't clutter up the timeline when you go to It would be great if the conversation quotient took DM's into account (if someone sends me an @ message, I reply via DM which I would still count as a conversation), but Twitter doesn't make that information public."rmation Page 93
  94. 94. Collaboration Calendar Sync To Do Lists Page 94
  95. 95. Project Management Online Page 95
  96. 96. Travel 旅行 Page 96
  97. 97. Alternative Marketing Venues craigslist Page 97
  98. 98. BI in CRM Customer Relations Management Rob Timmins Page 98
  99. 99. BI CRM Objectives • Measure and Manage customer lifetime value • Key to sustain competitive marketplace value • Need robust/integrated technology • Employees to manage customer relations • Integrate these values to create a quantifiable equation and understand components that drive CRM Page 99
  100. 100. BI CRM Implications • Old way: Manual searches and data entry • Finding documents only by words occurring in the documents • New way: Search web based on meanings and context rather than specific words • Semantic web • Large data sets facilitate social network analysis or counter intel • Stepping stone to communication machine to machine, symbiosis, then singularity Page 100
  101. 101. Key to Customer Spending • Measure lifecycle of long life customers • Improve relationship marketing decision making • Focus on new customer’s increasing /decreasing future spending from initial purchase info • Probability and statistic pattern learning algorithms • AI/BI interface to maximize data collected Page 101
  102. 102. Customer Lifecycle • AI allows for much more accurate BI in identifying the lifecycle of long life customers Page 102
  103. 103. AI/BI vs. Customer Lifetime Value • Company looks to balance sheets • Often ignore soft assets (customers) • Most valuable asset • Company’s culture vs. customer relations • Most customers are poorly managed • Key to acquiring and cultivating long term highly profitable customer relationships is: Page 103
  104. 104. Understanding This Relationship • Quantifies and predicts profitability for customer segments, business units, products and services • Develop actionable programs to maximize profitability Page 104
  105. 105. Value of Customer Asset • Value of individual transactions • Frequency/recency of purchases • Cost of service • Need to generate rich database of customer needs and behavior • Invest in BI SaaS, OSS, TWDI, cloud computing, text/data mining etc.. Page 105
  106. 106. Cost of a Customer • Hardest most expensive sale is first one • Initial cost of customer and profit generated vs. long term potential Page 106
  107. 107. Transaction Value • Historical customer behavior: most important information • Understanding how the customer interacts with channels and consumes goods and services TODAY is key to FUTURE activity Page 107
  108. 108. 3 Key Variables • Frequency and recency • Transaction size • Customer churn rate (loss/attrition is greatest cost to companies) – Lost revenue – Difficult to reacquire Page 108
  109. 109. Evolving Habits • Customers mature and buying habits change • Increase in value if measured and managed appropriately • Tremendous cross-selling and up- selling potential • Can reduce churn rate by increasing customer satisfaction Page 109
  110. 110. Aligning Operations • Build customer centric operations • Maximize customer lifetime value • Erode profits with poor distributions or product development w/o customer in mind • Data mining would provide info to do this right Page 110
  111. 111. 3 Elements of Success • Integrate channel systems • Marketing and incentive programs • Product design strategies Page 111
  112. 112. Integrating Channels • Balance customer preferences with costs of service • Coordinate multiple channels in the customer interaction process • Roll of each channel to be clearly defined and measured and managed • Value of each subsequent customer interaction will increase to both parties Page 112
  113. 113. Multi-channel Strategy Works! • JC Penney proved it. • 1999 internet shoppers spent $121/yr • Retail only $194/yr • Catalog only $242/yr • Integrated with all three, over $1000/yr Page 113
  114. 114. JC Penny results • By integrating channel operations to share customer information with all departments, store and catalog profits soared 83% in the third quarter 2003 year over year • Integration has been key to JC Penney’s continued success Page 114
  115. 115. Customer incentive programs • DRIVES REVENUE • Invest heavily in marketing efforts (incentives, branding, discounts) • Can be a significant profit drain • When armed with in depth, reliable BI on revenue per customer, judicious, targeted use can increase profit per customer • Create tiered customer investment programs to match current and potential return generated by the customer Page 115
  116. 116. Product Design Strategies • Meet needs of customers • Distribution channel system • Dell computer customization • UPS/Dell repair facility at SDF • Levi Strauss individual design • Engenders customer loyalty Page 116
  117. 117. Role of Technology • Key factor to measure/manage lifetime value • Captures and stores customer interactions across all company touch-points • Establishes more insightful customer segmentation schemes • Facilitates a more effective dialogue and experience for each relationship Page 117
  118. 118. CRM Technology • Facilitates gathering and analysis for profiling and planning (AI/BI interface) • 1) Resources that interact with customers gather important customer transaction, preference and profile data through data capture fields and processes • 2) Analytical engines use pattern learning algorithms, probability, and statistics formulas (AI) to segment, identify, and analyze trends, customer behavior, and preferences Page 118
  119. 119. CRM Solution • Each channel has a defined roll • All channels are seamlessly integrated • Can measure and manage all channel resources based on fact- based real time reporting Page 119
  120. 120. Customer Management • Extract true value from customer • Must build process and culture to continuously monitor and manage this critical success factor • FedEx’s focus Page 120
  121. 121. Conclusion: CRM BI • Measure and Manage customer lifetime value • Key to sustain competitive marketplace value • Need robust/integrated technology • Employees to manage customer relations • Senior management buy in essential • Process solutions to enable in depth, rapid customer data gathering and analysis • Exploit operational competencies to manage and grow customer value (historical, anticipated and network value) • Integrate these values to create a quantifiable equation and understand components that drive CRM Page 121
  122. 122. Questions? Page 122