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Disruptive Technology Companies: Filemobile

Disruptive Technology Companies: Filemobile

Filemobile-Logo

Filemobile offers a disruptive technology that goes beyond its niche in on-line media. The company, based in Toronto, Canada, at one level allows its clients to gather, curate, publish, and promote user generated content. At another level the company has developed an Inclusion Theory Layer product complete with mobile device support, API's, authentication, and an SDK that could be used to develop new business models.  Filemobile clients currently use the cloud based technology organize and assemble user-generated content primarily to build brand  or encourage customer engagement. The company reports seeing a lot of growth in internal intranet uses. A few have even begun experimenting with more disruptive ways to take advantage of the technology.

Toronto-storm

CablePulse 24 (CP24), a Canadian cable and satellite television channel focusing on local news from Toronto and Southern Ontario, used the geo-location features of the product to identify and solicit on-the-spot reporting from viewers during  the Southern Ontario Tornado Outbreak of 2009,  the largest one day flurry of tornados in Canadian history.  CP23 was able to scoop larger, better funded competitors and  break the station's viewership record in the process.

 

 Source: Flickr

The company's Inclusion Theory Layer product is called Media Factory. It was built from the ground up to handle different media formats in large quantities while also providing flexible workflows for moderation and publishing. Given the right API's there is no reason it could not be used with enterprise systems such as SAP or Siebel to build mobile composite applications.

Privately held, Filemobile clients include Gannett, Wall Street Journal, ABC, and Fox News, Life is Good, Tim Hortons, JC Penney, Farmers, Honda, and Fischer Price.

A good contact at the company is Marc Milgrom who can be reached at + 416 642 652 or at [email protected].

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Getting Social with Siebel #4: Can I support other CRM Platforms

Getting Social with Siebel #4: Can I support other CRM Platforms

Social with Siebel

By Richard Napier

At Buzzient we believe that you should not be tied up in multiple platforms for Social Engagement just because you have different departments or different platforms. For example, if your outbound marketing happens in Salesforce, and your helpdesk uses NetSuite, or your Italian operation uses another CRM.

Question 5 : Can your Social Engagement platform co-exist and be CRM vendor neutral?

At Buzzient, we think that is a fundamental rule – why should you need to have multiple systems. It’s all about the customer! Pick up some of the core documentation on the Buzzient resources area,

This post originally appeared in the On Demand Education Ltd. Blog

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The Snapchat data breach

The Snapchat data breach

Yesterday it was reported by The Verge that anonymous hackers have accessed Snapchat's user database and posted 4.6 million user names and phone numbers. In an apparent effort to soften the blow, two digits of the phone numbers were redacted. So we might assume this is a "white hat" exercise, designed to shame Snapchat into improving their security. Indeed, a few days ago Snapchat themselves said they had been warned of vulnerabilities in their APIs that would allow a mass upload of user records.

The response of many has been, well, so what? Some people have casually likened Snapchat's list to a public White Pages; others have played it down as "just email addresses".

Let's look more closely. The leaked list was not in fact public names and phone numbers; it was user names and phone numbers. User names might often be email addresses but these are typically aliases; people frequently choose email addresses that reveal little or nothing of their real world identity. We should assume there is intent in an obscure email address for the individual to remain secret.

Identity theft has become a highly organised criminal enterprise. Crime gangs patiently acquire multiple data sets over many months, sometimes years, gradually piecing together detailed personal profiles. It's been shown time and time again by privacy researchers (perhaps most notably Latanya Sweeney) that re-identification is enabled by linking diverse data sets. And for this purpose, email addresses and phone numbers are superbly valuable indices for correlating an individual's various records. Your email address is common across most of your social media registrations. And your phone number allows your real name and street address to be looked up from reverse White Pages. So the Snapchat breach could be used to join aliases or email addresses to real names and addresses via the phone numbers. For a social engineering attack on a call centre -- or even to open a new bank account -- an identity thief can go an awful long way with real name, street address, email address and phone number.

I was asked to compare the theft of stolen phone numbers with social security numbers. I surprised the interviewer when I said phone numbers are probably even more valuable to the highly organised ID thief, for they can be used to index names in public directories, and to link different data sets, in ways that SSNs (or credit card numbers for that matter) cannot. 

So let us start to treat all personal inormation -- especially when aggregated in bulk -- more seriously! And let's be more cautious in the way we categorise personal or Personally Identifiable Information (PII).

Importantly, most regulatory definitions of PII already embody the proper degree of caution. Look carefully at the US government definition of Personally Identifiable Information:

      information that can be used to distinguish or trace an individual's identity, either alone or when combined with other personal or identifying information that is linked or linkable to a specific individual (underline added).

This means that items of data can constitute PII if other data can be combined to identify the person concerned. That is, the fragments are regarded as PII even if it is the whole that does the identifying.

And remember that the middle I in PII stands for Identifiable, and not, as many people presume, Identifying. To meet the definition of PII, data need not uniquely identify a person, it merely needs to be directly or indirectly identifiable with a person. And this is how it should be when we heed the way information technologies enable identification through linkages.

Almost anywhere else in the world, data stores like Snapchat's would automatically fall under data protection and information privacy laws.  Regulators would take a close look at whether the company had complied with the OECD Privacy Principles, and whether Snapchat's security measures were fit for purpose given the PII concerned. But in the USA, companies and commentators alike still have trouble working out how serious these breaches are. Each new breach is treated in an ad hoc manner, often with people finessing the difference between credit card numbers -- as in the recent Target breach -- and "mere" email addresses like those in the Snapchat and Epsilon episodes.

Surely the time has come to simply give proper regulatory protection to all PII.

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Top 3 things to look for in 2014

Top 3 things to look for in 2014

When it comes to the supply chain space and solutions, there are three trends I am looking for in 2014:

  • Software providers will strive to offer full supply chain solution suites. Mega vendors such as SAP, Infor and Oracle have been ahead of this game, just by their sheer size. A growing number of service providers such as JDA and Logility will continue to push in this direction –looking to offer their own supply chain solution platform.  Practioners will seek service providers that can address larger and more inclusive supply chain challenges, rather than simply optimizing pieces of the overall puzzle. They recognise that optimizing parts of the supply chain can often times lead to unintended consequences in other parts of the supply chain. This does not mean that software providers that do not offer a full end to end solution will fall out of favour. These bolt-on solutions will continue to allow for targeted supply chain problems to be addressed. However, these solution providers will have to continue to demonstrate how their solution will be interoperable within the overall supply chain solution network. If you are already engaged with a mega vendor, lean on them to understand how their solution suite can address your larger supply chain issues. When it comes to vendors with smaller solution footprints, ensure that they can seamlessly tie into the solution ecosystem.
  • Expect innovation from the non-usual suspects. Innovative solutions as well as thought leadership will not come only from best of breed providers or consultants, but also from such sources as 3pls and contract manufactures. These players will bring their unique perspective to the supply chain, and drive innovation and thought leadership from the manufacturing and transportation position….think about 3D printing from your contract manufacturers like Flextronics or Jabil and how they are applying this technology and how that innovation can impact your supply chain. Or how your logistics provider like DHL, FedEx or UPS will drive aspects like same day delivery or multi-channel retailing. Other logistics providers who can empower you to drive your supply chain into emerging marketing such as the likes of Agility or Imperial Logistics. Innovation in the supply chain had become more democratized; do not hesitate to look to all your service providers for innovative thinking.
  • It will not be about big data but about actionable data. The notion of large amounts of accessible data will not diminish, on the contrary the amount of data we have access to for our supply chains will only continue to grow. But the vendors that are equipped to provide actionable data is going to be more important than big data. For example vendors such as IRI and Neilson can already provide large quantities of consumer data. Other business intelligence vendors have the ability to take massive data to cleanse and harmonize data. But practioners need to look for the vendors that are focusing on identifying that actionable data. To borrow a phrase from a conversation with SAP – “the haystack keeps getting larger and larger, and you are still looking for that needle” Solution providers will start focusing on identifying the actionable data, rather than just big data. Just because we can start looking at every last piece of data does not mean we should be doing so. Solution providers that offer the intelligence to find the key pieces of data within that haystack will be the ones that gain in relevance.  Companies like Zyme are focused on the hi-tech space will be able to give companies like Barnes and Nobles a better understanding of what data they need to be aware of for products such as the Nook tablet. Work with your service providers to go deeper than just looking at big data – understand what types of data they are comfortable with and what industries they have deep knowledge of.

2014 should be another interesting year in the space…but then again isn’t every year that way?


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David Schwab Joins FusionOps Board of Directors

David Schwab Joins FusionOps Board of Directors

Davd-schwab

David C. Schwab, who  co-founded Scopus Technology and served as Vice President of Sales until it was acquired by Siebel Systems, has joined the board of FusionOps. FusionOps is a “domain-based” Business Intelligence (BI) company that brings together cloud, Big Data, and a user-friendly interface to provide insights into supply chains. 

Built in the cloud, FusionOps provides users with pre-built metrics, tickers, and analytic reports. Business users can also fine-tune existing reports, to create new analytics, and drill down into the details. In addition, the product includes collaboration and social networking features. The company currently serves a diverse set of industries including: apparel and sportswear, mining, medical equipment, electronics, and energy companies.

The company is currently recruiting sales engineers and sales managers. Resumes can be sent to [email protected].

Schwab has been a long time Director of Sierra Ventures and helped build Sierra’s enterprise software investment practice. His primary investment focus is business applications and next generation infrastructure. Portfolio companies Dave has worked with in the past include: Accruent (acquired by Vista Equity Partners), Crosslogix (acquired by BEA Systems Inc.), CSS (acquired by Partners Group), SalesLogix (IPO and acquired by Sage), Knova (Merger of Kanisa and ServiceWare), MicroMuse (sold to IBM), OnLink Technologies (sold to Siebel Systems), and 360Commerce (sold to Oracle). His portfolio includes Corrigo, Parature, Prelert, Revionics, Trivantis, Zebra Imaging, and Zoom Systems.

In addtion his MBA from Harvard, Schwab holds two graduate engineering degrees from Stanford University and an undergraduate degree from UC San Diego.

Tech Optimization Chief Information Officer

Trends: 10 Trends for #Cloud Computing in 2014 To Dominate #Digital Disruption [Slide Share]

Trends: 10 Trends for #Cloud Computing in 2014 To Dominate #Digital Disruption [Slide Share]

Ten Trends For Cloud Computing In 2014 To Dominate Digital Disruption

Constellation's cloud computing research falls under the Tech Optimization and Innovation business theme and throughout other areas where applications are applied.

The trends for 2014 cover across the entire cloud stack. Holger Mueller, VP and Principal Analyst, covers the impact of Infrastructure as a Service (IaaS) and Platform as a Service (PaaS) as well as HR Technologies in the Future of Work. R "Ray" Wang researches the impact of Cloud Computing on business strategy and the application landscape.

Below are the 2014 trends for Cloud Computing. Join the Constellation experience as we set to help our clients dominate digital disruption.

Your POV.

Do you have a cloud strategy? Can you see how the cloud will help enable digital business disruption? Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) org.
Please let us know if you need help with your Cloud and Digital Business transformation efforts. Here’s how we can assist:
  • Assessing cloud computing readiness
  • Developing your digital business strategy
  • Connecting with other pioneers
  • Sharing best practices
  • Vendor selection
  • Implementation partner selection
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing
Resources

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Disclosure

Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy, stay tuned for the full client list on the Constellation Research website.

* Not responsible for any factual errors or omissions. However, happy to correct any errors upon email receipt.

Copyright © 2001 -2014 R Wang and Insider Associates, LLC All rights reserved.

Contact the Sales team to purchase this report on a a la carte basis or join the Constellation Customer Experience

 

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Augmented Reality and the Future of Digital Business

Augmented Reality and the Future of Digital Business

InsideAR 2013. R "Ray" Wang discusses Augmented Reality

New C-Suite Chief Customer Officer On <iframe width="420" height="315" src="//www.youtube.com/embed/CGUkDuK9730" frameborder="0" allowfullscreen></iframe>
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From CMO and CIO to CDO

From CMO and CIO to CDO

Ray Wang and Esteban Kolsky, Milan Business Forum 2013

Data to Decisions Tech Optimization Chief Information Officer On <iframe src="//player.vimeo.com/video/80165276" width="500" height="281" frameborder="0" webkitallowfullscreen mozallowfullscreen allowfullscreen></iframe> <p><a href="http://vimeo.com/80165276">From CMO and CIO to CDO: Ray Wang and Esteban Kolsky, Milan Business Forum 2013</a> from <a href="http://vimeo.com/user22940496">Esteban Kolsky</a> on <a href="https://vimeo.com">Vimeo</a>.</p>
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The ROI on hacking Target customers' cards

The ROI on hacking Target customers' cards

An unhappy holiday for Target customers

A week before Christmas, Target in the US revealed it had suffered a massive payment card data breach, with some 40 million customers affected. Details of the breach are still emerging. No well-informed criticism has yet to emerge of Target's security; instead most observers say that Target has very serious security, and therefore this latest attack must have been very sophisticated, or else an inside job. It appears Target was deemed PCI-DSS compliant -- which only goes to prove yet again the futility of the PCI audit regime for deterring organized criminals.

Security analyst Brian Krebs has already seen evidence of a "fire sale" on carding sites. Cardholder records are worth several dollars each, up to $44 according to Krebs for "fresh" accounts. So the Return on Investment for really big attacks like this one on Target (and before that, on Adobe, Heartland Payments Systems, TJMaxx and Sony) can approach one billion dollars.

We have to face the fact that no amount of conventional IT security can protect a digital asset worth a billion dollars. Conventional security can repel amateur attacks and prevent accidental losses, but security policies, audits and firewalls are not up to the job when a determined thief knows what they're looking for.

It's high time that we rendered payment card data immune to criminal reuse. This is not a difficult technological problem; it's been solved before in Card Present transactions around the world, and with a little will power, the payments industry could do it again for Internet payments, nullifying the black market in stolen card data.

A history of strong standardisation

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. This seamless interoperability is created by the universal Four Party settlement model, and a long-standing plastic card standard that works the same with ATMs and merchant terminals absolutely everywhere.

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 have for the most part settled on the EMV chip card 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 has boomed. I argue that all card payments -- offline and online -- should be properly secured using standardised hardware. In particular, CNP transactions should either use the very same EMV chip and cryptography as do Card Present payments, or it should exploit the capability of mobile handsets and especially Secure Elements.

CNP Fraud trends

The Australian Payments Clearing Association (APCA) releases twice-yearly card fraud statistics, broken down by fraud type: skimming & carding, Card Not Present, stolen cards and so on. Lockstep Consulting monitors the APCA releases and compiles a longitudinal series. The latest Australian card fraud figures are shown below.

Trends in Credit Card Fraud Categories

APCA like other regulators tend to varnish the rise in CNP fraud, saying it's smaller than the overall rise in e-commerce. There are several ways to interpret this contextualization. The population-wide systemic advantages of e-commerce can indeed be said to outweigh the fraud costs, yet this leaves the underlying vulnerability to payments fraud unaddressed, and ignores the qualitative problems suffered by the individual victims of fraud (as they say, history is written by the winners). It's pretty complacent to say the systemic benefit exceeds the cost of the fraud; it's would be like meekly attributing a high road toll to the popularity of motor cars. At some point, we have to do something about safety!

Frankly it's a mystery why the payments industry seems so bamboozled by CNP fraud, because technically it's a very simple problem. And it's one we've already solved elsewhere.

Card Not Present fraud is simply online carding.

Skimming and Carding

In carding, criminals replicate stolen customer data on blank cards; with CNP fraud they replay stolen data on merchant servers.

A magstripe card stores the customer's details as a string of ones and zeroes, and presents them to a POS terminal or ATM in the clear. It's child's play for criminals to scan the bits and copy them to a blank card.

The payments industry responded to skimming and carding with EMV (aka Chip-and-PIN). EMV replaces the magnetic storage with an integrated circuit, but more importantly, it secures the data transmitted from card to terminal. EMV works by first digitally signing those ones and zeros in the chip, and then verifying the signature at the terminal. The signing uses a Private Key unique to the cardholder and held safely inside the chip where it cannot be tampered with by fraudsters. It is not feasible to replicate the digital signature without having access to the inner workings of the chip, and thus EMV cards resist carding.

Online card fraud

Conventional Card Not Present (CNP) transactions are vulnerable because, like the old magstripe cards themselves, they rest on cleartext cardholder data. On its own, a merchant server cannot tell the difference between the original card data and a copy, just as a terminal cannot tell an original magstripe card from a criminal's copy.

Despite the simplicity of the root problem, the past decade has seen a bewildering patchwork of flimsy and expensive online payments fixes. Various One Time Passwords have come and gone, from scratchy cards to electronic key fobs. Temporary SMS codes have been popular but were recently declared unsafe by the Communications Alliance in Australia, a policy body representing the major mobile carriers.

Meanwhile, extraordinary resources have been squandered on the novel "3D Secure" scheme (MasterCard SecureCode and Verified by Visa). 3D Secure take-up is piecemeal; it's widely derided by merchants and customers alike. It upsets the underlying Four Party settlements architecture, slowing transactions to a crawl and introducing untold legal complexities.

A solution is at hand -- we've done it before

Why doesn't the card payments industry go back to its roots, preserve its global architecture and standards, and tackle the real issue? We could stop most online fraud by using the same chip technologies we deployed to kill off skimming.

It is technically simple to reproduce the familiar card-present user experience in a standard computer or in digital form on a smart phone. It would just take the will of the financial services industry to standardise digital signatures on payment messages sent from a card holder's device or browser to a merchant server.

And there is ample room for innovative payments modalities in online and mobile commerce settings:

  • A smart phone can hold a digital wallet of keys corresponding to the owner's cards; the keys can be invoked by a payments app, ideally inside a Secure Element in the handset, to digitally sign each payment, preventing tampering, theft and replay.
  • A tablet computer or smart phone can interface a conventional contactless payment card over the NFC (Near Field Communications) channel and use that card to sign transactions (see also the NFC interface demo by IBM Research).
  • Many laptop computers feature smartcard readers (some like the Dell e-series Latitudes even have contactless readers) which could accept conventional credit or debit cards.

 

 

Conclusion

All serious payments systems use hardware security. The classic examples include SIM cards, EMV, the Hardware Security Modules mandated by regulators in all ATMs, and the Secure Elements of NFC mobile devices. With well-designed hardware security, we gain a lasting upper hand in the cybercrime arms race.
The Internet and mobile channels will one day overtake the traditional physical payments medium. Indeed, commentators already like to say that the "digital economy" is simply the economy. Therefore, let us stop struggling with stopgap Internet security measures, and let us stop pretending that PCI-DSS audits will stop organised crime stealing card numbers by the million. Instead, we should kill two birds with one stone, and use chip technology to secure both Card Present and CNP transactions, to deliver the same high standards of usability and security in all channels.

Download complimentary research

The FIDO Alliance - by Steve Wilson

The Consumerization of Identity - by Steve Wilson

 


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Tuesday's Tip: Seven Lessons Learned In Customer Experience Strategies During A Data Breach (such as @Target's)

Tuesday's Tip: Seven Lessons Learned In Customer Experience Strategies During A Data Breach (such as @Target's)

Every Brand Should Have A Plan For A Data Breach

The confluence of centralized personally identifiable information, reliance on digital channels, ease of hacking of magnetic stripes, and the application of the Willy Sutton rule ( a.k.a. you rob banks because that’s where the money is) improve the odds that many organizations will face a data breach.  The question is not whether one will happen, but more a question of when and to what extent.  How a brand addresses the customer experience component during a data breach will have significant impact that will subsume all other brand efforts up and until the data breach.

Source: Target

On December 19th, Target confirmed reports of a data breach affecting 40 million customers between November 27th and December 15th, 2013.  In conversation with over 30 customer experience professionals, many lessons have been learned from the recent Target breach and the largest breach with TJX (TJ Maxx and Marshall’s).  The following seven approaches highlight pragmatic and effective strategies to responding and mitigating the damage:

  1. Begin by isolating and understanding the root cause of the breach. Understanding the root cause enables a realistic understanding of all the options.  While it may take some time to get to the source, the investment in resources is worth it.  The truth will set you free from weaving an ever growing snow ball of lies and half truths.  Saying that you don’t know yet is not good enough.  Sharing how you are resolving or approaching the problem helps folks understand the why not the what.
  2. Catalyze a crisis command center. The command center should not be an after thought but part of the communications readiness training.  Prioritize key data. Put all your data sources to work.  Identify a protocol for decision making.  Quickly agree on talking points and messaging.  Democratize decision making and out reach to as many spokes persons as possible.  Apply the 9C’s of engagement to build out the crisis journey map.  While Target has an excellent social media program, the challenge is tackling crisis communications in defense not offense during the holiday season.
  3. Trust that transparency is the right course of action. Communicate the breach as early as possible. Do not try to cover it up as Target did. In fact, Target was outed by security expert Brian Krebs first, then Target had to come clean. The result has been disastrous.  Get in front of the issue.  It’s always easier to proactively influence than react.  Customers ultimately value transparency when they can understand the process and the efforts provided to date.  Outcomes ultimately matter but in the absence of a solution, upfront communication of the situation and approach helps bridge the trust gap.
  4. Activate the advocates. Leverage social media to inform key advocates and influencers.  Share core messaging.  Update frequently.  Seek input and advice.  Provide the influencers with timely updates and in some cases first line information.  While Target has done a good job on Facebook, the issue is not the communications plan, but more that the resolution is not satisfactory.
  5. Resolve the root cause of the problem. Customers seek resolution, not a patchwork of disparate solutions.  In Target’s case, the root cause is a privacy breach on card data.  The cleanest way to resolve the situation would be mass card replacement through digital distribution and self service redemption.  Target unfortunately chose to use credit card monitoring and put the onus on customers to monitor their fraud status.  Customer perceive this as a half-assed measure.
  6. Make a valuable offer. Use the opportunity to bring back customers not push then away.  Provide perceived value.  Solicit feedback on potential strategies with brand advocates.  Providing a new card with a stored value amount or discount is one approach.  Target’s offer of 10% off, coverage for any fraud, and security protection made perfect sense.  However, not combining the offer with a brand new card made the offer seem hallow as it did not address the root cause.
  7. Rebuild trust with subsequent engagement. Determine the next course of actions.  Once the crisis has passed, brands must continue to reassure customers on security and privacy.  In Target’s case, they will need to announce what measures have been taken, how many folks have been breached, how have folks been compensated, and what is being done in the future to prevent breaches.  If the credit card industry is smart, they will also help Target in providing solutions and investing in marketing messages.

The Bottom Line: The Shift To Digital Businesses Require A New Level Of Authenticity

Good leadership is tested in a crisis. The actions any executive has to make during a crisis reflect on the core values of the company.  Trust and transparency are key pillars of an authentic business.  In a digital world, speed is the other factor that must be considered.  Preparing for a crisis is never easy.  Preparing for a data breach is actually a bit easier. Why? It’s inevitable and a key requirement in addressing customer experience as we enter a world of digital disruption.

While Monday morning quarterbacking is easy during a crisis, the point here is to take lessons learned from other disasters and get ahead of the issue.  One crisis can take down decades and billions of marketing dollars spent building a brand.  Handling a crisis well can also remake the image of a brand.  A great example is the Tylenol recall of 1982 where the mass drug recall while expensive, proved to reassure the public of J&J McNeil’s sincerity in addressing the root cause.

When product differentiation is not enough and when service differentiation is not enough, all we have our outcomes and experiences. Customer aren’t buying product or services any more.  Customers are buying outcomes and experiences.  All we have is our brand and how you handle a data breach will determine the future of your organization.  How will you prepare to dominate digital disruption?

Your POV.

Are you ready to address customer experience strategies and incorporate digital business transformation in advance of a data breach?  Are you embarking on a digital business transformation?  Let us know how it’s going!  Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) com.

Please let us know if you need help with your Customer Centricity and Digital Business transformation efforts.  Here’s how we can assist:

  • Assessing customer centricity readiness
  • Developing your digital business strategy
  • Connecting with other pioneers
  • Sharing best practices
  • Vendor selection
  • Implementation partner selection
  • Providing contract negotiations and software licensing support
  • Demystifying software licensing

Related Research:

Reprints

Reprints can be purchased through Constellation Research, Inc. To request official reprints in PDF format, please contact Sales .

Disclosure

Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy, stay tuned for the full client list on the Constellation Research website.

* Not responsible for any factual errors or omissions.  However, happy to correct any errors upon email receipt.

Copyright © 2001 – 2013 R Wang and Insider Associates, LLC All rights reserved.
Contact the Sales team to purchase this report on a a la carte basis or join the Constellation Customer Experience!

 

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