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Hootsuite and the Instagram Integration You’re Still Waiting For

Hootsuite and the Instagram Integration You’re Still Waiting For

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Instagram has been wildly successful in building an alternative and deeply connected community of users. And I say “community” for a reason. Far more than the one-to-one-to-one connection that has made Facebook so popular and adoptable, Instagram’s connection architecture provides an easy way to connect people with similar interests and passions. And it does so whether that passion lasts only an instant or a year.

And while some brands have been able to build vibrant communities around their Instagram accounts, it’s often a hit and miss affair. It’s hard to keep track of the growth of a community base, almost impossible to gather key metrics, and even the simplest publishing functionality is notably missing.

Until now.

Hootsuite has announced that Instagram will now be integrated into their social media dashboard. This means that Hootsuite users will be able to:

  • Schedule and publish Instagram content
  • Monitor and engage with conversations on Instagram
  • Create team based workflows.

With content marketing becoming an ever-more important component of marketing strategy, this new integration provides marketers with a simple and easy way to bring that content marketing strategy to life.

Insta-Hoot

To get started:

  • Ensure you have the latest version of Hootsuite installed on your smartphone
  • Turn on Instagram notifications in the Hootsuite Settings
  • Start publishing.

Now, for the bad news.

While you can schedule Instagram posts, you still need to manually post to Instagram from your device. The Hootsuite integration just notifies you at the appropriate time that the post is ready to go. So, unfortunately, those wanting to seriously engage with Instagram as a brand and marketing channel will need to struggle with the lack of API integration.

This means Instagram will remain a promising but ultimately immature channel for most serious brand marketing activities. At least for now.

Marketing Transformation Future of Work Innovation & Product-led Growth New C-Suite Next-Generation Customer Experience Digital Safety, Privacy & Cybersecurity Chief Marketing Officer Chief Customer Officer Chief People Officer Chief Human Resources Officer

Card Not Present fraud trends (sadly) back to normal

Card Not Present fraud trends (sadly) back to normal

The Australian Payments Clearing Association (APCA) releases card fraud statistics every six months for the preceding 12m period. For years, Lockstep has been monitoring these figures, plotting the trend data and analysing what the industry is and is not doing about it. A few weeks ago, statistics for calendar year 2014 came out.

CNP trends pic to CY 2014

As we reported last time, despite APCA's optimistic boosting of 3D Secure and education measures for many years, Card Not Present (CNP) online fraud was not falling as hoped. And what we see now in the latest numbers is the second biggest jump in CNP fraud ever! CY 2014 online card fraud losses were very nearly AU$300M, up 42% in 12 months.

Again, APCA steadfastly rationalises in its press release (PDF) that high losses simply reflect the popularity of online shopping. That's cold comfort to the card holders and merchants who are affected.

APCA has a love-ignore relationship with 3D Secure. This is one of the years when 3D Secure goes unmentioned. Instead the APCA presser talks up tokenization, I think for the first time. Yet the payments industry has had tokenization for about a decade. It's just another band-aid over the one fundamental crack in the payment card system: nothing stops stolen card numbers being replayed.

A proper fix to replay attack is easilt within reach, which would re-use the same cryptography that solves skimming and carding, and would restore a seamless payment experience for card holders. See my 2012 paper Calling for a Uniform Approach to Card Fraud Offline and On" (PDF).

Abstract

The credit card payments system is a paragon of standardisation. No other industry has such a strong history of driving and adopting uniform technologies, infrastructure and business processes. No matter where you keep a bank account, you can use a globally branded credit card to go shopping in almost every corner of the world. The universal Four Party settlement model, and a long-standing card standard that works the same with ATMs and merchant terminals everywhere underpin seamless convenience. So with this determination to facilitate trustworthy and supremely convenient spending in every corner of the earth, it's astonishing that the industry is still yet to standardise Internet payments. We settled on the EMV standard for in-store transactions, but online we use a wide range of confusing and largely ineffective security measures. As a result, Card Not Present (CNP) fraud is growing unchecked.

This article argues that all card payments should be properly secured using standardised hardware. In particular, CNP transactions should use the very same EMV chip and cryptography as do card present payments.

Digital Safety, Privacy & Cybersecurity Security Zero Trust Chief Information Officer Chief Information Security Officer Chief Privacy Officer

News Analysis: Infosys One-Year After Vishal Sikka

News Analysis: Infosys One-Year After Vishal Sikka

With heavy contributions from Sachin Gosavi, VP of South Asia

Infosys Makes Strides In Its Own Digital Transformation Journey

Vishal Sikka interviewed by R

On June 12th, 2014, Infosys announced the August 1, 2014 appointment of Dr. Vishal Sikka to the Chief Executive Officer and Managing Director (CEO & MD) role.  At the time, Constellation believed this appointment marked a significant industry development and gave Infosys an opportunity to embark on a much needed transformational journey.

Constellation’s analysis of Sikka and his executive team’s first year shows significant progress in not only the structural transformation, but also the market perception of Infosys.  By all accounts Vishal Sikka and his team have succeeded in:

  • Revitalizing the sagging employee morale.  Employee morale had tanked to an all time low prior to Sikka’s arrival.  In fact, the annual numbers indicate a sizable drop in attrition rate (from Annualized Consolidated 26.4% in June 2014 to Annualized Consolidated 19.2% in June 2015).  .

    Point of View (POV): Turning around the sagging employee morale and readying them for a product and platform thinking is no doubt the highlight of the new CEO’s first year at Infosys.   Measures such as massive-scale design thinking training, internal crowd-sourcing of ideas through Murmuration, dress code relaxation and a shift in self-directed management style have already made an impact.  Improved performance has also mitigated most nay-sayers who now see a clearer direction for not only their own careers, but also the future of Infosys.  Constellation expects the organization to fully change the internal culture from a command and control structure to one where employees are empowered to make more impactful self directed decisions.
  • Focusing on IP creation and platforms.  A renewed focus on software and platforms included the creation of Infosys Information Platform (IIP) and Infosys Automation Platform (IAP) to complement existing Edge products and platforms.  The arrival of Silicon Valley software expertise complements the brain trust in Bangalore and around the world.  On the inorganic front, the acquisitions of Panaya and Skava (*subject to statutory approvals) in quick succession showed vision in automating through software.

    (POV): Constellation believes that the focus on IP investment is much needed and also required to compete in the shift to digital.  The IIP platform is one of many more to come where software provides economies of scale over hours.  The other big area is how Infosys competes.  It now goes into the market more unafraid to reach for more strategic deals and also more of the technology budget.   Going forward, Constellation believes that creation of successful platform architectures, continued acquisition and integration of IP assets, and a customer focus on continuous innovation will help Vishal achieve the scale required to achieve the escape velocity required to stand out.  While Infosys still has a lot of work to transform itself into a true product & latforms player, Vishal and his team have solidly placed the required foundational blocks in place to change the narrative from time and materials shop to IP creators.
  • Revitalizing the brand.  Often seen as a “has-been” success story, Infosys faced a crisis of client confidence with a series of high-profile departures prior to Sikka’s arrival.   The new Infosys has changed the tenor of client conversations with a focus on innovation, board room and CXO level issues, and the impact of technology on business.

    (POV): Vishal’s impact was immediate.  CEO’s of major Global 2000 companies who never met with past CEOs were eager to meet with Sikka about deals.  A series of successful Infosys Confluence customer events, high profile wins, and shift in customer engagement, have helped transform the brand perception.  While much has to be accomplished to compete for the time and attention of CXO’s, the current trajectory is promising for clients, employees, and shareholders.

The Bottom Line: Clients Have A Credible Option For A Technology Partner

For clients, the year has cleared the uncertainty emanated from multiple exits at the top prior to June 2014.  When organizations are in transition, they need strong leaders who can show what is possible and how one can get there.  Sikka's arrival brought hope that Infosys could make the transition into the digital age and move from has been to relevant player.

More importantly, steering a large, T&M-model IT Services shop on an IP and Product driven path while transforming culture and brand takes time.  Infosys is making the move from advisor to innovator (see Figure 1).  While the transition will take 18 to 24 months to complete, this transition reflects a 3 to 5 year journey.   While the outside world has seen the improvement in morale, the move to design thinking, the shift to innovation, and the push towards IP over services, what’s to come remains the long term structural changes required to build a future in a services company.

As with all big changes, it’s hard to tell what’s changing when you are in the midst of it.  Constellation beleives most Infosys employees will realize that they had gone through the biggest transformation the company has ever seen by the end of 2017

Existing clients and prospects should:

  1.  Take advantage of the Design Thinking workshops Infosys is hosting and start the discussions around newer areas of engagement. “Start small and scale as per the success metrics” is the appropriate approach for them as of now.
  2. Use this opportunity to find a partner to co-create and co-innovate with.
  3. Determine opportunities to achieve scale in optimizing costs to fund innovation

Figure 1: Creators and Innovators Trump “Trusted Advisor” in Next-gen IT services

 

Your POV.

Have you changed your view of Infosys? Do you agree with our assessment?  Let us know your experiences.  Add your comments to the blog or reach me via email: R (at) ConstellationR(dot) com or R (at) SoftwareInsider (dot) com.

 

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Will Instagram’s Advertising Platform Hurt Its Popularity?

Will Instagram’s Advertising Platform Hurt Its Popularity?

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Instagra Ads

Instagram announced this week that it will open up the advertising flood gates to businesses seeking access to its 300 million monthly users.

The illusive Instagram ad, which previously required personal contact with an Instagram sales person, lots of advance planning, and large budgets will soon be less, well, illusive. Using 3rd party advertising apps, marketers and adverting agents will soon be buying and managing advertising in the same manner they do on Facebook, Instagram’s sister network.  Further, they will be able to do so through a single interface instead of being forced to flip through different devices. It’s this cross-platform integration that makes this news all that much more interesting for marketers.

As reported by Business Insider, the Instagram Ads API is the latest in a series of moves the platform has made to start opening up the money jets. Back in June, alongside announcing the API test, Instagram announced that all of Facebook’s ad-targeting tools will be opened up to Instagram advertisers. In the same month it also launched “Shop Now” buttons and other messages for advertisers to link outside the app. And earlier this year Instagram introduced “carousel ads,” allowing marketers to fit more images into one single ad.

This is truly major news; Instagram’s users share over 70 million photos and videos each day. Further, the majority of users are 16 and 24 years old (41%), the mecca of target audiences for advertisers (35% of users are between the ages of 25 and 35).  The value of Instagram’s audience is undeniable, a fact that was not lost on Facebook, which purchased the social media network in the spring of 2012 in a deal valued at over a billion dollars.

Marketers Ruin Everything

Reaction has been swift; “marketers ruin everything” seems to be the most common sentiment among users and pundits. The new advertising rules on Facebook have been drawing similar criticisms, both for the increasing number of paid posts showing up in peoples’ news feeds and its inaccurate targeting.

Facebook has also been under attack for its “double-dipping” advertising policy when it comes to business pages. The social network asks businesses to increase follower counts by purchasing Facebook ads but then throttles the business’s posts so that less than 5% of the followers earned organically or through paid advertising actually see the business’s posts. You want to get your message to those followers you paid to acquire? No problem, give Facebook even more money and they’ll gladly oblige.

Few consumers will condemn a social network that is offered free of charge to users for attempting to make money through inline advertising, yet most will jump to criticise marketers for doing a poor job executing those campaigns or the networks for intrusive and irrelevant ad placement.  Consumers accept advertising as a necessary evil in their social engagements but are also quick to ignore campaigns and ads that become too intrusive. In fact, a study by Adobe and PageFair found that the number of people using blocking software, for example, rose 70 per cent last year in reaction to the increasing number of ads being shoveled at us online.

Will Instagram’s Advertising Platform Hurt Its Popularity?

Consumer opinions may not matter; analysts predict Instagram’s new advertising API to be a windfall for the social network.  EMarketer suggests that Instagram will earn almost $600 million from advertising in the next year.

To Instagram’s credit, they have found a way to make their ads less obtrusive than those found on other digital platforms including news sites, YouTube, and Facebook. There are no “page take over” ads (yet), no forced viewing of advertising video content (yet) as seen on Google, and no auto-play of videos from paid posts (yet) as seen on Facebook.  Yet.

Instagram’s “swipe to view” posts are effective ads in that the user does not see any additional content or calls to action (CTAs) until they choose to swipe left or right on an image.

Instagram Swipe Ad

The key for Instagram and marketers alike will be to ensure that their targeting algorithm and content mix is bang on. For example, my Instagram posts (and those of the people I tend to follow on that network) are predominately cigars, single malt whiskey, and Liverpool football club. If sporadic advertising within my Instagram stream introduced me to Cigar Aficionado’s latest article or Laphroigh’s latest whisky, I’d would most likely welcome the posts.

If, on the other hand, the network follows Facebook’s lead and presents advertisements for cheap rum or Middle East travel destinations (yes, that happened), Instagram and I may have a short term future.   Worse, if they co-mingle usage data among social networks and present ads on Instagram based on my usage pattern on Facebook or other networks, Instagram and I (and I suspect many others) will plan a “conscious uncoupling” with the social media giant.

I’m not optimistic.

Sensei Debates

What are your thoughts? Will the increased advertising soon to be seen on Instagram hurt its popularity?

Sam Fiorella
Feed Your Community, Not Your Eg0

 

The post Will Instagram’s Advertising Platform Hurt Its Popularity? appeared first on Sensei Marketing.

Marketing Transformation Chief Marketing Officer

SuperNova Award 2015 Deadline Extended

SuperNova Award 2015 Deadline Extended

New deadline August 14, 2015

SuperNova Awards

You now have a few more days to complete your SuperNova Award application! The new deadline to apply for the only awards to honor leaders in disruptive technology is August 14, 2015.

All finalists of the SuperNova Awards are awarded one complimentary ticket to Constellation's Connected Enterprise executive innovation summit.* The application takes only about five minutes to complete. Gather all the information about your disruptive technology project, and submit your application now!

Revised timeline

  • August 7, 2015 August 14, 2015 last day for submissions.
  • September 2, 2015 finalists announced and invited to Connected Enterprise.
  • September 14, 2015 voting opens to the public
  • October 2, 2015 polls close
  • November 4, 2015 Winners announced, SuperNova Awards Gala Dinner at Connected Enterprise 
  •  

We're searching for the rebels, catalysts, and innovators that are shaping the future of technology! If you led the implementation of a disruptive technology for your organization, we want to hear your story!

Complete the SuperNova Award application in 3 steps

  1. Create a Constellation account
  2. Gather the information required to complete your SuperNova Award application. Preview the application and download an application checklist here
  3. Submit your application before August 14, 2015. 

*limit one per finalist. Transportation and lodging not included. 

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Best Selling Author and Executive Coach Ram Charan Speaking at Constellation's Connected Enterprise

Best Selling Author and Executive Coach Ram Charan Speaking at Constellation's Connected Enterprise

Ram CharanConstellation is pleased to announce world renowned business advisor and best selling author, Ram Charan, is speaking at Connected Enterprise

Ram Charan will teach you The Attacker's Advantage, skills needed to identify and disable disruptive forces. 

About Ram Charan

Ram Charan is advisor to the business world's elite.  He has spent the past 35 years serving as coach and advisor to executives such as Jack Welch, Jeffrey Immelt, and John C. Hodgeson. He is known for his pragmatic approach to solving the modern era's complex business problems. His solutions to business problems are praised as actionable and widely applicable.

Charan's work takes him around the globe and gives him an up-to-date, insider view of how economies and leading companies operate. Through keen observation and analysis, he forms powerful insights that help business leaders face their toughest challenges in the areas of growth, talent development, corporate governance, and profitability. His timely concrete advice is a powerful tool in navigating today’s uncertain business climate. Former Chairman of GE Jack Welch says Charan “has the rare ability to distill meaningful from meaningless and transfer it in a quiet, effective way without destroying confidences,” while Ivan Seidenberg, the former CEO of Verizon, calls Charan his “secret weapon.”

Charan is a best selling author of 15 books. Execution, which he coauthored with former Honeywell CEO Larry Bossidy in 2002, was a #1 Wall Street Journal bestseller and spent more than 150 weeks on the New York Times bestseller list. He also has written for publications including Harvard Business Review, Fortune, BusinessWeek, Time, Chief Executive and USA TODAY.

Charan holds MBA and doctorate degrees from Harvard Business School, where he graduated with high distinction and was a Baker Scholar. Charan served on the faculties of Harvard Business School and Northwestern University before pursuing consulting full time.

Session Information

November 5, 2015 1:30 - 2:30 p.m.

Insights From The Attackers Advantage And Lessons In Leadership
Ram Charan will teach attendees The Attacker’s Advantage, the ability to anticipate and deal with the biggest threats facing business
 

REGISTER

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Is the Future of BlackBerry in Secure IoT? Notes from BlackBerry Security Summit 2015

Is the Future of BlackBerry in Secure IoT? Notes from BlackBerry Security Summit 2015

On July 23, BlackBerry hosted its second annual Security Summit, once again in New York City. As with last year's event, this was a relatively intimate gathering of analysts and IT journalists, brought together for the lowdown on BlackBerry's security and privacy vision.

By his own account, CEO John Chen has met plenty of scepticism over his diverse and, some say, chaotic product and services portfolio. And yet it's beginning to make sense. There is a strong credible thread running through Chen's initiatives. It all has to do with the Internet of Things.

Disclosure: I traveled to the Blackberry Security Summit as a guest of Blackberry, which covered my transport and accommodation.

The Growth Continues

In 2014, John Chen opened the show with the announcement he was buying the German voice encryption firm Secusmart. That acquisition appears to have gone well for all concerned; they say nobody has left the new organisation in the 12 months since. News of BlackBerry's latest purchase - of crisis communications platform AtHoc - broke a few days before this year's Summit, and it was only the most recent addition to the family. In the past 12 months, BlackBerry has been busy spending $150M on inorganic growth, picking up:

  • Secusmart - voice & message encryption (announced at the inaugural Security Summit 2014)
  • Movirtu - innovative virtual SIM solutions for holding multiple cell phone numbers on one chip
  • Watchdox - document security and rights management, for "data centric privacy", and
  • Athoc (announced but not yet complete; see more details below).

Chen has also overseen an additional $100M expenditure in the same timeframe on organic security expansion (over and above baseline product development). Amongst other things BlackBerry has:

  • Rekindled Certicom, a specialist cryptography outfit acquired back in 2009 for its unique IP in elliptic curve encryption, and spun out a a new managed PKI service.
  • And it has created its own Enterprise Identity-as-a-Service (IDaas) solution. From what I saw at the Summit, BlackBerry is playing catch-up in cloud based IDAM but they do have an edge in mobility over the specialist identity vendors in what is now a crowded identity services marketplace.

The Growth Explained - Secure Mobile Communications

Executives from different business units and different technology horizontals all organised their presentations around a now comprehensive product and services matrix. It looks like this (before adding AtHoc assuming that deal closes):

BBY Security Platform In Action

And so the BlackBerry theme makes good sense: they're striving to lead in Secure Mobile Communications. In that context, for me, the highlights of the Security Summit were as follows.

The Internet of Things

BlackBerry's special play is in the Internet of Things. It's the consistent theme that runs through all their security investments, because as COO Marty Beard says, IoT involves a lot more than machine-to-machine communications. It's more about how to extract meaningful data from unbelievable numbers of devices, with security and privacy. That is, IoT for BlackBerry is really a security-as-a-service play.

Chief Security Officer David Kleidermacher repeatedly stressed the looming challenge of "how to patch and upgrade devices at scale".

MyPOV: Functional upgrades for smart devices will of course be part and parcel of IoT, but at the same time, we need to work much harder to significantly reduce the need for reactive security patches. I foresee an angry consumer revolt if things that never were computers start to behave and fail like computers. A radically higher standard of quality and reliability is required. Just look at the Jeep Uconnect debacle, where it appears Chrysler eventually thought better of foisting a patch on car owners and instead opted for a much more expensive vehicle recall. It was BlackBerry's commitment to ultra high reliability software that really caught my attention at the 2014 Security Summit, and it convinces me they grasp what's going to be required to make ubiquitous computing properly seamless.

Notably, COO Beard preferred to talk about economic value rather than the bazillions of devices we are all getting so jaded about. He said the IoT would bring about $4 trillion of required technology within a decade, and that the global economic impact could be $11 trillion.

BlackBerry's real time operating system QNX is in 50 million cars today.

AtHoc

AtHoc is a secure crisis communications service, with its roots in the first responder environment. It's used by three million U.S. government workers today, and the company is now pushing into healthcare.

Founder and CEO Guy Miasnik explained that emergency communications involves more than just outbound alerts to people dealing with disasters. Critical to crisis management is the secure inbound collection of info from remote users. AtHoc is also not just about data transmission (as important as that is) but it works also at the application layer, enabling sophisticated workflow management. This allows procedures for example to be defined for certain events, guiding sets of users and devices through expected responses, escalating issues if things don't get done as expected.

"CHACE"

We heard more about BlackBerry's collaboration with Oxford University on the Centre for High Assurance Computing Excellence, first announced in April at the RSA Conference. CHACE is concerned with a range of fundamental topics, including formal methods for verifying program correctness (an objective that resonates with BlackBerry's secure operating system division QNX) and new security certification methodologies, with technical approaches based on the Common Criteria of ISO 15408 but with more agile administration to reduce that standard's overhead and infamous rigidity.

CSO Kleidermacher announced that CHACE will work with the Diabetes Technology Society on a new healthcare security standards initiative.
The need for improved medical device security was brought home vividly by an enthralling live demonstration of hacking a hospital drug infusion pump. These vulnerabilities have been exposed before at hacker conferences but BlackBerry's demo was especially clear and informative, and crafted for a non-technical executive audience.

MyPOV: The message needs to be broadcast loud and clear: there are life-critical machines in widespread use, built on commercial computing platforms, without any careful thought for security. It's a shameful and intolerable situation.

Wither the handset?

There was an elephant in the room for most of the day, and that was handsets. Several hours passed before anyone from BlackBerry even mentioned a handset. In the media Q&A session over lunch, the question on many minds was eventually given voice: should BlackBerry get out of handsets altogether?

The answers at first were stilted and unconvincing. They said the corporate strategy was all about profitability not product; they said the Summit was focused on security platforms not cell phone features. But John Chen later gave what was to my mind the most credible explanation. He plainly insists that BlackBerry continues to support the things that have been sold to customers, and that includes an ongoing commitment to the handset product line.

Privacy

I was impressed by BlackBerry's privacy line. It's broader and more sophisticated than most security companies, going way beyond the obvious matters of encryption and VPNs. In particular, the firm champions identity plurality. WorkLife by BlackBerry, powered by Movirtu technology, realizes multiple identities on a single phone. BlackBerry is promoting this capability in the health sector especially, where there is rarely a clean separation of work and life for professionals. Chen said he wants to "separate work and private life".

The health sector in general is one of the company's two biggest business development priorities (the other being automotive). In addition to sophisticated telephony like virtual SIMs, they plan to extend extend AtHoc into healthcare messaging, and have tasked the CHACE think-tank with medical device security. These actions complement BlackBerry's fine words about privacy.

Conclusion

So BlackBerry's acquisition plan appears to have gelled. It now has perhaps the best secure real time OS for smart devices, a hardened device-independent Mobile Device Management backbone, new data-centric privacy and rights management technology, remote certificate management, and multilayered emergency communications services that can be diffused into mission critical rules based M2M messaging. It's a powerful portfolio that makes strong sense in the Internet of Things.

BlackBerry says IoT is 'much more than device-to-device'. It's more important to be able to manage secure data being ejected from ubiquitous devices in enormous volumes, and to service those things - and their users - seamlessly. For BlackBerry, the Internet of Things is really all about the service.

Digital Safety, Privacy & Cybersecurity Data to Decisions Future of Work Innovation & Product-led Growth New C-Suite Tech Optimization Security Zero Trust Chief Information Officer Chief Information Security Officer Chief Privacy Officer

Periscope Captures from the ADMA Global Forum

Periscope Captures from the ADMA Global Forum

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Live streaming using apps like Periscope and Meerkat have revolutionised conferences of all kinds. No matter whether you are hosting a small lunchtime gathering of friends, colleagues or experts, or attending a massive conference, these easy-to-use apps allow you to share what you are seeing with the wider world. Or at least those who follow you on social media.

With this in mind, I thought I’d put both Meerkat and Periscope through their paces at the ADMA Global Forum. The ADMA Global Forum brings the world’s leading data driven marketers together to share insights, best and emerging practices, case studies and strategies. This year, there is strong representation from technology firms with good stories to tell. Oracle, IBM and Marketo are represented. Facebook is too. I also dropped by the stands of IVE, Minfo, and others. This year is an improvement on last, but there’s more work to be done on their exhibition stands and their ability to talk to marketers on their own terms. If you have a tech brand needing to talk “marketing”, then maybe we should talk too.

I live streamed and recorded a number of sessions and embedded them below. Tomorrow I will go deeper. Do some interviews. Chat with the teams on the exhibition stands and some of the audience. Let me know what you’re interested in and I will see who I can talk to.

@AndyVen from TheOutNet

Marketing Automation with @Missguided

Case study from @Missguided

Case study from Bosch

Case study from Regions Bank

Content Strategy from @TheOutNet

Case study from Getty Images

Personalisation strategy from Sitecore ANZ

Marketing Transformation Chief Marketing Officer

Avoid Mixed Messages Around Dynamic Pricing

Avoid Mixed Messages Around Dynamic Pricing

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On Friday, July 31st, I received an email from a particular college athletic department (left anonymous below) encouraging me to buy season tickets. The value proposition highlighted in the subject line as to why I should buy immediately was:

“Beat Dynamic Pricing- Purchase XXX Season Tickets Today” (XXX = the school’s name)

When I saw this, I tweeted that it felt like they are marketing against themselves, making dynamic pricing sound scary.

 

So what happened this morning? This school put their single game tickets on sale, with the following subject and image as part of their email:

“XXX Individual Football Tickets on sale NOW!!!”

dynamictickets

So on Friday, dynamic pricing was a tactic to push me towards season tickets, and now they want me to buy single game tickets via that same dynamic pricing. Isn’t this a bit of a mixed message?

Dynamic pricing is an overall change in approach to keep primary ticket pricing more in line with how the market values the product. As such, there are some benefits to fans that want to attend multiple games and not be subject to the ups and downs of buying single games tickets. So talk about the benefits of a locked in location at the best price possible for the full season, not trying to “beat” the system. For single game buyers, there is still value in predictability of buying directly from the school, and the chance to find games and locations for every budget.

I understand that dynamic pricing is still somewhat new, especially in football where the volume of games is so much smaller, and probably even more so in the world of college athletics. But because it’s new, it’s even more important to explain it properly. It’s good that they’re transparent with the potential single game buyer that they’ve moved to a dynamic pricing model, but they need to educate fans so it doesn’t feel negative in one situation and positive in another. Tactics like creating a video or FAQ to explain what’s different when considering various ticket options will help the customer see all the benefits and make an informed purchase decision.

Next-Generation Customer Experience Data to Decisions Future of Work Innovation & Product-led Growth New C-Suite Marketing Transformation Digital Safety, Privacy & Cybersecurity Chief Customer Officer

Five Insights into the Psychology of Twitter

Five Insights into the Psychology of Twitter

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Statistics and sampling are an amazing thing. Even if, like me, you have a healthy scepticism about the way that data is analysed and interpreted, it is difficult – if not foolhardy – to downplay the inevitability of data. Just look at the various disputes around the veracity of climate change – where statistically irrelevant interpretations have derailed important decisions, changes and commitments. Eventually, even the hardiest data curmudgeon will need to yield to the truth of the climate science data – perhaps only as their seaside apartment is swept into the arms of the sea. For though there may be outliers and anomalies in the data, sampling – where carried out correctly – can yield tremendously accurate insight. As Margaret Rouse explains on the TechTarget website:

Sampling allows data scientists, predictive modelers and other data analysts to work with a small, manageable amount of data in order to build and run analytical models more quickly, while still producing accurate findings. Sampling can be particularly useful with data sets that are too large to efficiently analyze in full — for example, in big data analytics applications.

And it is sampling that makes Twitter one of the more fascinating social networks and big data stores of our time. While Facebook grows its membership into the billions, its underlying data store, its connection and interaction architecture and its focus on first tier networks also limits its capacity to operate efficiently as a news source and distribution network. Twitter on the other hand, with its 200+ million members, provides a different and more expansive member engagement model.

During our recent forum presentations on the voice of the customer, Twitter’s Fred Funke explained the view that Twitter was “the pulse of the planet”. Using tools as simple as Twitter search or Trending Topics, Twitter users can quickly identify topics that important to them – or to the broader local, regional and global communities. And, of course, with the new IBM-Twitter partnership, there are a raft of tools that allow businesses to go much deeper into these trends and topics.

In doing so, however, we have to ask. What are we looking for? What information will create a new insight? Which data points will reveal a behaviour? And how can this be framed in a way that is useful?

Five Buyer Insights that Drive Engagement

Just because interactions are taking place online doesn’t mean that they occur in isolation. In fact, our online and offline personalities are intricately linked. And as the majority of our digital interactions take place via text, linguistic analysis will reveal not only the meaning of our words but also our intention. Some things to look out for and understand include:

  1. Buying is an impulse: As much as the economists would like to believe we act logically, we know that buyers are emotional creatures. We buy on whim. On appeal. On impulse. And there is no greater impulse these days to share an experience (good or bad) via Twitter. Look particularly at the stream for comments tagged with #fail. It is full of opportunity for the responsive marketer keen to pick up a churning customer having a bad customer experience.
  2. The customer journey is visible: While we are researching our next purchase, digital consumers leave a trail of digital breadcrumbs that can be spotted using analytics software. For example, we may tweet out links of videos that we are viewing on YouTube, share blog posts related to our pre-purchase research and even ask directly whether a particular product lives up to the hype. Just take a look at the #lazyweb stream around the topic of Windows10.
  3. Understand the pain to optimise the opportunity: When engaging via social media, it is important to understand the challenges or “pain points” that your customers (or potential customers) are facing. Rather than spruiking the benefits of your own products, focusing on an empathetic understanding of your customer’s needs more quickly builds trust and is grounded in a sense of reality. The opportunity with social media is to guide the journey, not short cut it.
  4. Case studies build vital social proof: No one wants to be the first to try your new product. Showing that the path to customer satisfaction is well worn is vital. Use case studies to pave the way.
  5. We buy in herds: Mark Earls was right. Not only do we want social proof, we prefer that proof to reflect on our own sense of belonging to a group or movement. Remember that we go where the other cows go, and structure your social media interactions accordingly.

The folks over at eLearners.com have put together this infographic on the psychology of Twitter. They suggest that we tweet for love, affection and belonging. It may be true, but sometimes we just also want to vent. And every vent is a market opportunity.

psychology of twitter

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