The survey found that just one-third of IT executives indicate their companies are highly successful in integrating customer data into business decisions. Companies collect most customer feedback from complaints and surveys rather than newer technologies. While most see technology as important for understanding customers, they lack resources. Better use of customer data through technology can increase loyalty and revenues.
New insights from big legacy data at bundle (Presented at Text Analytics Worl...Fitzgerald Analytics, Inc.
Along with co-presenter Alex Hasha, Jaime spoke on “New Insights from ‘Big Legacy Data’: The Role of Text Analytics at Bundle.com.”
For decades, credit card transactions have generated mountains of data about consumer spending habits, but the data formats were designed for archiving and reporting rather than for data mining and pattern discovery. In particular, the merchant's name is embedded in a text field, which also contains other information, without any standard format.
Bundle.com is a new startup that is building a business on the extraction of value from this legacy data source. Text analytics are being used to robustly identify merchants in the dataset as a first crucial step in the extraction of powerful insights about consumer spending behavior.
Sales Growth: Find Big Growth in Big Data - Lattice Engines & McKinseyLattice Engines
CEO Shashi Upadhyay is interviewed in a new book titled SALES GROWTH: Five Proven Strategies From The World’s Sales Leaders (Wiley; May 2012). Written by Thomas Baumgartner, Homayoun Hatami and Jon Vander Ark at McKinsey & Company, Upadhyay discusses the impact that the big data revolution is having on some of the world’s leading sales companies.
New insights from big legacy data at bundle (Presented at Text Analytics Worl...Fitzgerald Analytics, Inc.
Along with co-presenter Alex Hasha, Jaime spoke on “New Insights from ‘Big Legacy Data’: The Role of Text Analytics at Bundle.com.”
For decades, credit card transactions have generated mountains of data about consumer spending habits, but the data formats were designed for archiving and reporting rather than for data mining and pattern discovery. In particular, the merchant's name is embedded in a text field, which also contains other information, without any standard format.
Bundle.com is a new startup that is building a business on the extraction of value from this legacy data source. Text analytics are being used to robustly identify merchants in the dataset as a first crucial step in the extraction of powerful insights about consumer spending behavior.
Sales Growth: Find Big Growth in Big Data - Lattice Engines & McKinseyLattice Engines
CEO Shashi Upadhyay is interviewed in a new book titled SALES GROWTH: Five Proven Strategies From The World’s Sales Leaders (Wiley; May 2012). Written by Thomas Baumgartner, Homayoun Hatami and Jon Vander Ark at McKinsey & Company, Upadhyay discusses the impact that the big data revolution is having on some of the world’s leading sales companies.
Data set Improve your business with your own business dataData-Set
The objective of this module is to gain an overview of how to use the data you already have available in order to improve your business.
Upon completion of this module you will:
-Gain an understanding of how to take advantage of the existing data you already have
-Comprehend the location of where internal data already lies within your company
-Improve your knowledge on how data can help build your brand
The objective of this module is to gain an overview of how to use the data you already have available in order to improve your business.
Upon completion of this module you will:
Gain an understanding of how to take advantage of the existing data you already have
Comprehend the location of where internal data already lies within your company
Improve your knowledge on how data can help build your brand
An exclusive presentation by Mr. Mazhar Leghari, Business Development Solution Manager, SAS Middle East FZ LLC; on ‘Building for Success: The Foundation for Achievable MDM’. The presentation was made at SAS Forum India 2013.
Business Intelligence:Optimizing Data Across the EnterpriseProformative, Inc.
Financial professionals often have too little and too much information at the same time. What they need is the data to make a great business decision fast. Discover how the finance executive of 2011 sifts through an exponentially growing pile of internal and external data to determine the best way to integrate and channel information to the right decision makers, at the right time, while maintaining appropriate controls over critical enterprise data.
The Big Data Customer Intelligence ChallengeSAS FRANCE
Présentation de Nicolas Terrasse, Business Solution Manager CI, SAS France lors de la conférence EBG L’analyse visuelle des Big Data : une opportunité gagnante pour le marketing
Laser Focus for Success in Managed Services and Cloud ServicesJason Caras
Go vertical or stay horizontal? There has been a lot of talk in the managed services community about that decision. One option is to take a more blended approach — diversifying your customer focus, but specializing around one particular technology solution, such as security or managed services. That focused competency approach has led to extreme success for Tampa, FL, MSP IT Authorities. Co-CEO Jason Caras has watched his 7-year-old managed services business post at least double-digit growth from the start. Like those numbers? Read on to find out how Caras and his cofounder and Co-CEO Jason Pollner profited by building their IT company as a pure managed services practice.
In 1997, a computer named Deep Blue defeated Garry
Kasparov, the world chess champion at the time. In 2011,
another computer, Watson, competed and won against former
champions of Jeopardy!, the popular U.S. television quiz show.
Both events changed perceptions about what computers could
do. Deep Blue demonstrated the power of new parallel
processing technology, and Watson showed that computers can
understand ordinary language to meet the challenges of the
“real world.”
Content Marketing Battle Cry: Let's Declare War on Collateral!Yesler
If content marketing is one of the hottest tactics in B2B marketing today, why is there still so much bad marketing content out there? Kathleen Schaub, Research Vice President with IDC’s CMO Advisory Service and our own Ann Naumann, Content Marketing Director for Yesler, discuss the 6 reasons why it’s hard to get B2B content marketing right – and how to fix them.
These slides are from a webinar, which is available on-demand at:
http://resources.yesler.com/IDC-war-on-collateral-webcast-ondemand
About Yesler:
Yesler is a B2B marketing agency that helps technology companies deliver predictable revenues, sustainable growth, and measurable results. A Projectline agency, Yesler is built on more than a decade of experience working with some of the world’s largest and most innovative B2B technology companies.
www.yesler.com
Several factors will affect innovation in the manufacturing industry across processes, product development, outsourcing engagements and even IT services. Among these factors are digital consumers in the automotive industry; and decision-making using Business Intelligence (BI). This list is in no way complete. But it certainly is a good starting point to explore further.
Social Data Intelligence: Webinar with Susan EtlingerSusan Etlinger
This webinar covers the findings from the Altimeter Group report, Social Data Intelligence, which lays out the imperative for organizations to integrate social data with other data streams in the enterprise. Includes best practices and frameworks, as well as a maturity map to enable organizations to make the best and most strategic use of social data.
Data set Improve your business with your own business dataData-Set
The objective of this module is to gain an overview of how to use the data you already have available in order to improve your business.
Upon completion of this module you will:
-Gain an understanding of how to take advantage of the existing data you already have
-Comprehend the location of where internal data already lies within your company
-Improve your knowledge on how data can help build your brand
The objective of this module is to gain an overview of how to use the data you already have available in order to improve your business.
Upon completion of this module you will:
Gain an understanding of how to take advantage of the existing data you already have
Comprehend the location of where internal data already lies within your company
Improve your knowledge on how data can help build your brand
An exclusive presentation by Mr. Mazhar Leghari, Business Development Solution Manager, SAS Middle East FZ LLC; on ‘Building for Success: The Foundation for Achievable MDM’. The presentation was made at SAS Forum India 2013.
Business Intelligence:Optimizing Data Across the EnterpriseProformative, Inc.
Financial professionals often have too little and too much information at the same time. What they need is the data to make a great business decision fast. Discover how the finance executive of 2011 sifts through an exponentially growing pile of internal and external data to determine the best way to integrate and channel information to the right decision makers, at the right time, while maintaining appropriate controls over critical enterprise data.
The Big Data Customer Intelligence ChallengeSAS FRANCE
Présentation de Nicolas Terrasse, Business Solution Manager CI, SAS France lors de la conférence EBG L’analyse visuelle des Big Data : une opportunité gagnante pour le marketing
Laser Focus for Success in Managed Services and Cloud ServicesJason Caras
Go vertical or stay horizontal? There has been a lot of talk in the managed services community about that decision. One option is to take a more blended approach — diversifying your customer focus, but specializing around one particular technology solution, such as security or managed services. That focused competency approach has led to extreme success for Tampa, FL, MSP IT Authorities. Co-CEO Jason Caras has watched his 7-year-old managed services business post at least double-digit growth from the start. Like those numbers? Read on to find out how Caras and his cofounder and Co-CEO Jason Pollner profited by building their IT company as a pure managed services practice.
In 1997, a computer named Deep Blue defeated Garry
Kasparov, the world chess champion at the time. In 2011,
another computer, Watson, competed and won against former
champions of Jeopardy!, the popular U.S. television quiz show.
Both events changed perceptions about what computers could
do. Deep Blue demonstrated the power of new parallel
processing technology, and Watson showed that computers can
understand ordinary language to meet the challenges of the
“real world.”
Content Marketing Battle Cry: Let's Declare War on Collateral!Yesler
If content marketing is one of the hottest tactics in B2B marketing today, why is there still so much bad marketing content out there? Kathleen Schaub, Research Vice President with IDC’s CMO Advisory Service and our own Ann Naumann, Content Marketing Director for Yesler, discuss the 6 reasons why it’s hard to get B2B content marketing right – and how to fix them.
These slides are from a webinar, which is available on-demand at:
http://resources.yesler.com/IDC-war-on-collateral-webcast-ondemand
About Yesler:
Yesler is a B2B marketing agency that helps technology companies deliver predictable revenues, sustainable growth, and measurable results. A Projectline agency, Yesler is built on more than a decade of experience working with some of the world’s largest and most innovative B2B technology companies.
www.yesler.com
Several factors will affect innovation in the manufacturing industry across processes, product development, outsourcing engagements and even IT services. Among these factors are digital consumers in the automotive industry; and decision-making using Business Intelligence (BI). This list is in no way complete. But it certainly is a good starting point to explore further.
Social Data Intelligence: Webinar with Susan EtlingerSusan Etlinger
This webinar covers the findings from the Altimeter Group report, Social Data Intelligence, which lays out the imperative for organizations to integrate social data with other data streams in the enterprise. Includes best practices and frameworks, as well as a maturity map to enable organizations to make the best and most strategic use of social data.
With the right CRM solution, information workers can increase productivity, improve customer service, and boost collaboration, while the business simplifies complex processes, increases sales, and reduces costs.
The Economist Intelligence Unit surveyed over 600 business leaders worldwide and across different industry sectors about the use of Big Data in their organizations.
The research confirms a growing appetite for data and data-driven decisions and those who harness these correctly stay ahead of the game. The report provides insight on their use of Big Data today and in the future, and highlights the advantages seen and the specific challenges Big Data has on decision making for business leaders.
Key findings:
75% of respondents believe their organizations to be data-driven
9 out of 10 say decisions made in the past 3 years would have been better if they’d had all the relevant information
42% say that unstructured content is too difficult to interpret
85% say the issue is not about volume but the ability to analyze and act on the data in real time
A survey was done by The CTO Forum Team with CIOs under four parameters in 20 enterprise technology categories to determine the MOST TRUSTED IT VENDORS for the year 2008. MAIA Intelligence won this award in Business Intelligence category. The results of the survey were carried in the December 2008 The CTO Forum magazine.
Business Intelligence for Consumer Goods CompaniesCognizant
Despite the focus that the Consumer Goods industry places on business intelligence and data insights, not many companies are truly leveraging this valuable resource to its full potential.
Businesses face a multitude of challenges in today’s environment. The overall speed of business is constantly increasing. Decisions are made within minutes and channels are diversifying rapidly. Perhaps most importantly, face-to-face interaction has started to become a luxury, rather than a necessity or consequence of everyday behavior.
Big Data in Financial Services: How to Improve Performance with Data-Driven D...Perficient, Inc.
Most banking and financial services organizations have only scratched the surface of leveraging customer data to transform their business, realize new revenue opportunities, manage risk and address customer loyalty. Yet a business’s digital footprint continues to evolve as automated payments, location-based purchases, and unstructured customer communications continue to influence the technology landscape for financial services.
Service&support as a strategic imperativeCatalina Popa
Leading edge companies regard their support organization as a strategic enabler, empowering support agents and focusing on impacting customer satisfaction. In doing so they are adopting a cross-channel support strategy, which includes remote support technologies. The results are real boosts in customer satisfaction and reduced support costs.
State of the Industry: Creating a 360 View: Leveraging the Right Data for Tod...Digiday
Marketers today are striving to combine all forms of consumer information, from basic demographics to purchase behavior and even social and mobile activity, into a single, unified view of their customers. A comprehensive understanding of your customer across channels is the key to developing analytics that can better tailor approaches toward, and thus predict the behavior of, consumers, both online and offline. The quest to identify a single view is nowhere near complete, and while various tactics are adopted to suit the needs of marketers, there is a growing industry debate regarding the ethicality of these practices, especially when the methods of gathering consumer information are either unorthodox or involuntary.
Neustar conducted a study by surveying hundreds of marketers to hear about current practices marketers are implementing in attempt to gain a single view of their customer and how they are currently leveraging this data to efficiently reach their audiences across device and channel. In this session, Paul McConville, Vice President at Neustar will will discuss the effectiveness of optimizing your marketing efforts, the importance of data quality, identity linkages, data access and how the wider legal and moral narrative is shaping norms and realities.
IBM Retail | CRM Leadership in the Digital Era: A Global StudyIBM Retail
In a recent study, IBM surveyed nearly 500 CRM executives across roles, industries and management responsibilities in 66 countries. Read how these leaders assess the current state of marketing, the viability of old business models and how they define the path forward in an emerging digital age.
Survey Results Age Of Unbounded Data June 03 10nhaque
Enterprises today can generate, collect and consider more data than ever before. New types of data can provide insight into previously opaque processes and motivations, but prodigious quantities of data present opportunity, as well as complexity and distraction. nGenera Insight’s 2010 Leading in an Age of Unbounded Data survey garnered responses from over 70 major organizations, including many global corporations, to provide a cross-industry pulse of the state of enterprise data.
1. Today’s Business and IT Leaders on Market Trends
In partnership with:
Unleashing the Power of
Customer Data
Most companies are swamped by feedback from their clients. The
real challenge is making good use of what they’re trying to tell you.
T he idea that the customer
is king is not new. It has
served as a driving force of
many companies for more
than a century. Marshall Field built his
Chicago emporium in the late 19th cen-
tury on the slogan, “Give the lady what
survey published by independent research
firm Forrester Research indicates that peo-
ple who seek better service are far more
loyal to a brand than those who just want
the best price. “Service seekers will buy
more,” says Bruce Temkin in his report. In
another Forrester report, analyst Ellen Car-
cords, Berry Gordy, is famous for saying, “It
may be simple, but it’s not easy.”
A survey for Qwest of some 258 senior
business executives and senior IT manag-
ers conducted earlier this year by Fortune
and IDG Research found that just a third
thought their companies were highly suc-
she wants.” Companies like Nordstrom, ney estimates that customers will pay up to cessful at integrating customer data into
Amazon.com, and United Parcel Service a 50% premium when they perceive a pro- business decisions. And both groups of
have earned stellar reputations for their vider delivers industry expertise, another executives agreed that, at best, they had
extraordinary efforts to meet the needs sign that better service pays off. However, an “adequate” understanding of their
of customers. as the legendary founder of Motown Re- customers’ needs and priorities.
However, in the Information Age, build-
ing a customer-centric company takes a
lot more than a philosophy. It requires a
determination to collect customer feed-
back, analyze it rigorously, and, most im-
portantly, change the way you do business
in response to what customers tell you.
“Being customer-centric is a bit more fo-
cused than ‘The customer is king,’” says
Cindy Humphrey, vice president, business
marketing Qwest Communications, a ma-
jor provider of voice, data, and network
services based in Denver. “It indicates that
your entire business is focused on—and
measures success in terms of—customers.”
In a tough economic climate, making
customers happy should be a no-brainer.
Get your clients to love doing business with
you, and chances are they’ll be loyalists. A
2. *
ence. Yet, concedes Rosenberg, “We’re just
beginning to investigate some innovative
Just one-third of IT executive management tools for organizing, analyz-
ing, and sharing customer data.”
indicate their companies are highly Asking the Right Questions
successful in integrating customer Companies are not ignorant of the benefits
data into business decisions. from better use of the information they col-
lect about their customers. More than two-
*
thirds of the participants in the survey agree
Being Customer-centric that voice, data, and network technology
Survery results show a desire to please outpaces knowledge about what clients want. can play a critical or important role in under-
standing their customer needs and priori-
Sources for understanding customer needs ties. More than half of IT managers and 44%
of business executives said their companies
Customer complaints 68%
70% were actively designing their voice and data
61% infrastructures with the goal of facilitating
Customer Surveys/research 52% innovation and rapid response to customer
Input from sales staff 53% demand. And six of 10 survey respondents
60%
indicated they were monitoring the cus-
Inbound sales calls 39% tomer experience in an effort to improve
40%
their existing processes. But many say they
Source: May 2009 survery by Fortune and IDG Research; IT Managers
lack the resources to do that, even as they
209 respondent (109 IT execs; 99 business execs) Business Executives
continue to collect information.
“Time and staff,” says J. Mikel Reynolds,
CEO of Richter Reynolds & Lapp Commercial,
The Art of Rapid Response instant messaging and online chats to tap a commercial real estate firm in Dallas, ex-
Humphrey is not surprised by these find- customer opinions. plained in a follow-up to the survey why his
ings. Most companies use a hodgepodge of Pulling together customer data into firm isn’t more efficient at mining customer
technology to interact with their customers, something useful can get more complex data. There can also be some hesitation to
from voicemail and e-mail to online chats, as companies add newer technologies like query customers. “So many of our custom-
to newer technologies like social network- Web 2.0 and social networking services like ers are so independent that I don’t know if
ing and instant messaging. Many firms Twitter. Neenah Paper, a specialty paper I could get them to sit down long enough
haven’t extracted much useful information manufacturer in Alpharetta, Ga., is utiliz- to give us any information,” says Reynolds,
from the flow of data from and about their ing many new technologies to reach its who describes many of his clients as small
customers. Two-thirds of survey participants customers. The company, a spinoff of Kim- entrepreneurial companies.
said customer complaints were their pri- berly-Clark with revenues of $732 million Yet, his firm is on the cutting edge of
mary source for understanding customer in 2008, sends Twitter feeds to update cus- technology in other ways, serving up e-mail
needs, and more than half indicated they tomers about new products and upcoming newsletters and increasingly using digital
depended on survey responses or their sales events. It has even created an Apple iPhone multimedia to distribute property informa-
staff for feedback. Humphrey says this is application that enables graphic designers tion to potential customers. “We used to put
good, but more can be done. to take photos, test color choices, and or- out large books describing the investments
Over 60% of survey participants said der samples directly from Neenah. and financing required for a large building,”
that investing in technology was critically Steve Rosenberg, the company’s direc- says Reynolds. Now the company is posting
important to understanding customer tor of business development, who partici- much of that information on servers online,
needs and priorities. And similar majori- pated in the survey, is also interested in which customers can access and download.
ties rated data, voice, and network ser- switching its videoconferencing system— Richter Reynolds employees also use a VoIP
vices as keys to acquiring that understand- on which Neenah increasingly relies to system that sends messages to their Black-
ing. They were less enthusiastic about reduce travel—to a more sophisticated sys- Berrys to tell them they have voicemail mes-
using newer forms of technology like tem that provides a more realistic experi- sages pending. Multimedia presentations of
3. *
properties and investment opportunities,
including music as background, have also Turning Into Clients
caught on with clients. “It’s creating a differ-
entiator in the market for us,” Reynolds says. Extremely/very valuable methods of communication in understanding
Serving customers better sometimes customer needs and priorities
provides unexpected dividends. ABX Air, a
transportation and logistics company based Voice 81%
83%
in Wilmington, Ohio, installed hand-held
devices that use custom software and cel- E-mail 73%
79%
lular communications technology to better
Online forms (Web) 44%
track customer shipments and make last- 45%
minute changes on the plane. “If a cus- Web-based self-help 38%
33%
tomer calls and asks us to verify that their
product got on the plane in Osaka and left Paper forms 20%
35%*
with the plane, we can do that,” says Grant 19%
Online chat 12%
Richardson, a senior director of IT systems
at the company, which has 11,000 employ- Instant Messaging (IM) 15%
19%
ees and had annual revenues of $1.6 billion
Fax 15%
last year. “We can show them it was loaded, 21%
we can show them the plane took off, and
Bases: CIO: 137 respondents; Fortune: 121 respondents CIO
then we can follow it.” This feature is so *Denotes a statistically significant difference between the CIO and Fortune audiences. Fortune
popular with customers, says Richardson,
*
that some have asked to buy the technol-
ogy from ABX. “Not only are we providing
the customer with the data that they need,
we also have an application that the cus-
tomer definitely wants to secure from us,”
A Forrester report suggests that
he told researchers.
The challenge for many companies,
customers will pay up to a 50%
says Qwest’s Humphrey, is collecting and premium when they perceive a
analyzing customer data from many differ-
ent sources. “There’s just so much data out provider delivers industry expertise.
there,” she says. “Without a converged net-
work that allows you to pull that data into
a centralized organization and then analyze executives listed maintaining or increasing Qwest that connects 13 satellite locations
it and make changes, it can be overwhelm- top-line revenues as their No. 1 priority by around Colorado with its central facility.
ing.” Qwest has technology that helps create a wide margin (57% to 45%). Both groups This has enabled physicians to do their
a more perfect flow of information—a blow, agreed on the importance of lowering busi- rounds by video, and enabled specialists at
says Humphrey, against the “silos” that so ness expenses; but IT executives listed bring- the central location to consult with patients
often leave one part of a company unaware ing new products or services to market as far at remote sites. The hospital also has some
of customer issues in another department. more important (32%) than their business- 45 nurses that work from home who have
These efforts can also be complicated side counterparts (23%). benefited from the high-speed network.
by the differing views of line-of-business As digital medical records become more
managers and IT executives. In the survey, Keeping Customers Loyal important under health-care reform, the
there were often differences between how Of course, happy customers require more hospital has seen the high-speed network
the two sides perceive the abilities of their than data analysis. Dependable access to in- dramatically speed access to images, pre-
organizations to make effective use of tech- formation can have a huge effect on qual- scription histories, and other information
nology to distill the data they collect from ity of service—and customer satisfaction. that formerly took up to a half-hour to
customers. When asked to name the top In 2007, The Children’s Hospital in Denver download. “All these services that we have
three challenges to their companies, business installed a high-speed data network from to offer now have translated directly into
4. patient care, and improved patient care,” 800 number. Each customer is given an 800
says Todd Panella, IT manager for desktop number that rings back to that customer’s
*
and voice services at the hospital. “The home branch. “It has allowed us to really
ability for them to get with the patient optimize that touch point with the cus-
Gathering Data sooner after they chart, or during their tomer,” says Ian Patterson, Scottrade’s chief
charting, is really important for the patient information officer. This has also enabled
Does your organization gather to have very quick service”—quick medi- the firm to efficiently manage customer
information on customer needs cal service, obviously, as well as customer support: For more than two million custom-
and experiences to inform service. Children’s Hospital has also cut its ers, says Patterson, the company has just
business decisions? data center costs by $80,000 per month, 120 telephone representatives.
82% according to Panella. Scottrade tracks customer satisfaction
80% CIO If time is money, then Scottrade has rea- on a quarterly basis, and employee bonuses
Fortune
son to want to make sure that its custom- in its branches are partially tied to those
ers are happy. The St. Louis–based online ratings. Tying compensation to customer
investing firm began offering online trad- satisfaction is rare, according to the sur-
ing in 1996, and has focused its efforts on vey. Less than a quarter of respondents
creating an exceptional customer experi- said their companies had taken such a step.
20% ence. For example, automated telephone More common measures include imple-
18%
menus are one of the banes of modern life. menting technologies to present a con-
Scottrade worked with Qwest to develop sistent face to customers;, doing primary
Yes No
a sophisticated phone system that directs customer research; and using customer
Bases: CIO 137 respondents; Fortune: 121 respondents its customers to a representative at one of forums, user groups, and social networks to
430 branch offices, even when they call an communicate with customers.
The pursuit of happy customers through
technology has new advocates inside com-
panies. Once upon a time, IT pushed tech-
nology while the business side resisted. But
the survey indicates that—despite differ-
ences of expectation in some areas—these
roles have morphed. By 50% to 34%, senior
business executives rated their companies
more highly than their IT counterparts in
their ability to integrate customer needs
into business decisions. Humphrey says it’s a
matter of perspective. “As a business execu-
tive, you understand the business case and
what technology can do for you,” she says.
“The IT executive is responsible for mak-
ing that world come true, with all the con-
straints and concerns he or she deals with
every day.” Where both sides agree is that
better technology leads to better customer
service, and that is good for business.
For more information on Qwest products and
solutions, visit Qwest.com/business.