Tag Archives: Data Services
For those hoping to push through a hard-hitting analytics effort that will serve as a beacon of light within an otherwise calcified organization, there’s probably a lot of work cut out for you. Evolving into an organization that fully grasps the power and opportunities of data analytics requires cultural change, and this is a challenge organizations have only begin to grasp.
“Sitting down with pizza and coffee could get you around can get around most of the technical challenges,” explained Sam Ransbotham, Ph.D, associate professor Boston College, at a recent panel webcast hosted by MIT Sloan Management Review, “but the cultural problems are much larger.”
That’s one of the key takeaways from a the panel, in which Ransbotham was joined by Tuck Rickards, head of digital transformation practice at Russell Reynolds Associates, a digital recruiting firm, and Denis Arnaud, senior data scientist Amadeus Travel Intelligence. The panel, which examined the impact of corporate culture on data analytics, was led by Michael Fitzgerald, contributing editor at MIT Sloan Management Review.
The path to becoming an analytics-driven company is a journey that requires transformation across most or all departments, the panelists agreed. “It’s fundamentally different to be a data-driven decision company than kind of a gut-feel decision-making company,” said Rickards. “Acquiring this capability to do things differently usually requires a massive culture shift.”
That’s because the cultural aspects of the organization – “the values, the behaviors, the decision making norms and the outcomes go hand in hand with data analytics,” said Ransbotham. “It doesn’t do any good to have a whole bunch of data processes if your company doesn’t have the culture to act on them and do something with them.” Rickards adds that bringing this all together requires an agile, open source mindset, with frequent, open communication across the organization.
So how does one go about building and promoting a culture that is conducive to getting the maximum benefit from data analytics? The most important piece is being about people who ate aware and skilled in analytics – both from within the enterprise and from outside, the panelists urged. Ransbotham points out that it may seem daunting, but it’s not. “This is not some gee-whizz thing,” he said. “We have to get rid of this mindset that these things are impossible. Everybody who has figured it out has figured it out somehow. We’re a lot more able to pick up on these things that we think — the technology is getting easier, it doesn’t require quite as much as it used to.”
The key to evolving corporate culture to becoming more analytics-driven is to identify or recruit enlightened and skilled individuals who can provide the vision and build a collaborative environment. “The most challenging part is looking for someone who can see the business more broadly, and can interface with the various business functions –ideally, someone who can manage change and transformation throughout the organization,” Rickards said.
Arnaud described how his organization – an online travel service — went about building an espirit de corps between data analytics staff and business staff to ensure the success of their company’s analytics efforts. “Every month all the teams would do a hands-on workshop, together in some place in Europe [Amadeus is headquartered in Madrid, Spain].” For example, a workshop may focus on a market analysis for a specific customer, and the participants would explore the entire end-to-end process for working with the customer, “from the data collection all the way through to data acquisition through data crunching and so on. The one knowing the data analysis techniques would explain them, and the one knowing the business would explain that, and so on.” As a result of these monthly workshops, business and analytics teams members have found it “much easier to collaborate,” he added.
Web-oriented companies such as Amadeus – or Amazon and eBay for that matter — may be paving the way with analytics-driven operations, but companies in most other industries are not at this stage yet, both Rickards and Ransbotham point out. The more advanced web companies have built “an end-to-end supply chain, wrapped around customer interaction,” said Rickards. “If you think of most traditional businesses, financial services or automotive or healthcare are a million miles away from that. It starts with having analytic capabilities, but it’s a real journey to take that capability across the company.”
The analytics-driven business of the near future – regardless of industry – will likely to be staffed with roles not seen as of yet today. “If you are looking to re-architect the business, you may be imagining roles that you don’t have in the company today,” said Rickards. Along with the need for chief analytics officers, data scientists, and data analysts, there will be many new roles created. “If you are on the analytics side of this, you can be in an analytics group or a marketing group, with more of a CRM or customer insights title. Yu can be in a planning or business functions. In a similar way on the technology side, there are people very focused on architecture and security.”
Ultimately, the demand will be for leaders and professionals who understand both the business and technology sides of the opportunity, Rickards continued. Ultimately, he added, “you can have good people building a platform, and you can have good data scientists. But you better have someone on the top of that organization knowing the business purpose.’
Make it about me
I know I’m not alone in feeling unimportant when I contact large organisations and find they lack the customer view we’re all being told we can expect in a digital, multichannel age. I have to pro-act to get things done. I have to ask my insurance provider, for example, if my car premium reflects my years of loyalty, or if I’m due a multi-policy discount.
The time has come for insurers to focus on how they use data for true competitive advantage and customer loyalty. In this void, with a lack of tailored service, I will continue to shop around for something better. It doesn’t have to be like this.
Know data – no threat
A new report from KPMG, Transforming Insurance: Securing competitive advantage (download the pdf here) explores the viable use of data for predictable analytics in insurance. The report finds that almost two thirds of insurer respondents to its survey only use analytics for reporting what happened, rather than for driving future customer interactions. This is a process that tends to take place in distinct data silos, focused on an organisation’s internal business divisions, rather than on customer engagements.
The report missed a critical point. The discussion for insurers is not around data analytics – to an extent they do that already. The focus needs to shift quickly to understanding the data they already have and using it to augment their capabilities. ‘Transformation’ is a huge step. ‘Augmentation’ can be embarked on with no delay and at relatively low costs. It will keep insurers ahead of new market threats.
New players have no locked-down idea about how insurance models should work, but they do recognise how to identify customer needs through the data their customers freely provide. Tesco made a smooth transition from Club Card to insurance provider because it had the data necessary to market the propositions its customers needed. It knew a lot about them. What is there to stop other data-driven organisations like Amazon, Google, and Facebook from entering the market? The barrier for entry has never been lower, and those with a data-centric understanding of their customers are poised to scramble over it.
Changing the design point – thinking data first
There is an immediate strategic need for the insurance sector to view data as more than functional – information to define risk categories and set premiums. In the light of competitive threats, the insurance industry has to recognise and harness the business value of the vast amounts of data it has collected and continues to gather. A new design point is needed – one that creates a business architecture which thinks Data First.
To adopt a data first architecture is to augment the capabilities a company already has. The ‘nirvana’ business model for the insurer is to expand customer propositions beyond the individual (party, car, house, health, annuity) to the household (similar profiles, easier profiling). Based on the intelligent use of data, policy-centric grows to customer-centricity, with a viable evolution path to household-centricity, untied to legacy limitations.
Win back the customer
Changing the data architecture is a pragmatic solution to a strategic problem. By putting data first, insurers can find the golden nuggets already sitting in their systems. They can make the connections across each customer’s needs and life-stage. By trusting the data, insurers can elevate the quality of their customer service to a level of real personal care, enabling them to secure the loyalty of their customers before the market starts to rumble as new players make their pitch.
Focusing on a data architecture, the organisation also takes complexity out of the eco-system and creates headroom for innovation – fresh ideas around cross-sell and up-sell, delivering more complete and loyalty-generating service offerings to customers. Loyalty fosters trust, driving stronger relationships between insurer and client.
Insurers have the power – they have the data – to ensure that when next time someone like me makes contact they can impress me, sell me more, make me happier and, above all, make me stay.
With the European Medicines Agency (EMA) date for compliance to IDMP (Identification of Medicinal Products) looming, Q1 2015 has seen a significant increase in IDMP activity. Both Informatica & HighPoint Solution’s IDMP Round Table in January, and a February Marcus Evans conference in Berlin provided excellent forums for sharing progress, thoughts and strategies. Additional confidential conversations with pharmaceutical companies show an increase in the number of approved and active projects, although some are still seeking full funding. The following paragraphs sum up the activity and trends that I have witnessed in the first three months of the year.
I’ll start with my favourite quote, which is from Dr. Jörg Stüben of Boehringer Ingelheim, who asked:
“Isn’t part of compliance being in control of your data?”
I like it because to me it is just the right balance of stating the obvious, and questioning the way the majority of pharmaceutical companies approach compliance: A report that has to be created and submitted. If a company is in control of their data, regulatory compliance would be easier and come at a lower cost. More importantly, the company itself would benefit from easy access to high quality data.
Dr. Stüben’s question was raised during his excellent presentation at the Marcus Evans conference. Not only did he question the status quo, but proposed an alternate way for IDMP compliance: Let Boehringer benefit from their investment in IDMP compliance. His approach can be summarised as follows:
- Embrace a holistic approach to being in control of data, i.e. adopt data governance practices.
- This is not about just compliance. Include optional attributes that will deliver value to the organisation if correctly managed.
- Get started by creating simple, clear work packages.
Although Dr Stüben did not outline his technical solution, it would include data quality tools and a product data hub.
At the same conference, Stefan Fischer Rivera & Stefan Brügger of Bayer and Guido Claes from Janssen Pharmaceuticals both came out strongly in favour of using a Master Data Management (MDM) approach to achieving compliance. Both companies have MDM technology and processes within their organisations, and realise the value a MDM approach can bring to achieving compliance in terms of data management and governance. Having Mr Claes express how well Informatica’s MDM and Data Quality solutions support his existing substance data management program, made his presentation even more enjoyable to me.
Whilst the exact approaches of Bayer and Janssen differed, there were some common themes:
- Consider both the short term (compliance) and the long term (data governance) in the strategy
- Centralised MDM is ideal, but a federated approach is practical for July 2016
- High quality data should be available to a wide audience outside of IDMP compliance
The first and third bullet points map very closely to Dr. Stüben’s key points, and in fact show a clear trend in 2015:
IDMP Compliance is an opportunity to invest in your data management solutions and processes for the benefit of the entire organisation.
Although the EMA was not represented at the conference, Andrew Marr presented their approach to IDMP, and master data in general. The EMA is undergoing a system re-organisation to focus on managing Substance, Product, Organisation and Reference data centrally, rather than within each regulation or program as it is today. MDM will play a key role in managing this data, setting a high standard of data control and management for regulatory purposes. It appears that the EMA is also using IDMP to introduce better data management practice.
Depending on the size of the company, and the skills & tools available, other non-MDM approaches have been presented or discussed during the first part of 2015. These include using XML and SharePoint to manage product data. However I share a primary concern with others in the industry with this approach: How well can you manage and control change using these tools? Some pharmaceutical companies have openly stated that data contributors often spend more time looking for data than doing their own jobs. A XML/SharePoint approach will do little to ease this burden, but an MDM approach will.
Despite the others approaches and solutions being discovered, there is another clear trend in Q1 2015
MDM is becoming a favoured approach for IDMP compliance due to its strong governance, centralised attribute-level data management and ability to track changes.
Interestingly, the opportunity to invest in data management, and the rise of MDM as a favoured approach has been backed up with research by Gens Associates. Messers Gens and Brolund found a rapid increase in investment during 2014 of what they term Information Architecture, in which MDM plays a key role. IDMP is seen as a major driver for this investment. They go on to state that investment in master data management programs will allow a much easier and cost effective approach to data exchange (internally and externally), resulting in substantial benefits. Unfortunately they do not elaborate on these benefits, but I have placed a summary on benefits of using MDM for IDMP compliance here.
In terms of active projects, the common compliance activities I have seen in the first quarter of 2015 are as follows:
- Most companies are in the discovery phase: identifying the effort for compliance
- Some are starting to make technology choices, and have submitted RFPs/RFQs
- Those furthest along in technology already have MDM programs or initiatives underway
- Despite getting a start, some are still lacking enough funding for achieving compliance
- Output from the discovery phase will in some cases be used to request full funding
- A significant number of projects have a goal to implement better data management practice throughout the company. IDMP will be the as the first release.
A final trend I have noticed in 2015 is regarding the magnitude of the compliance task ahead:
Those who have made the most progress are those who are most concerned about achieving compliance on time.
The implication is that the companies who are starting late do not yet realise the magnitude of the task ahead. It is not yet too late to comply and achieve long term benefits through better data management, despite only 15 months before the initial EMA deadline. Informatica has customers who have implemented MDM within 6 months. 15 months is achievable provided the project (or program) gets the focus and resources required.
IDMP compliance is a common challenge to all those in the pharmaceutical industry. Learning from others will help avoid common mistakes and provide tips on important topics. For example, how to secure funding and support from senior management is a common concern among those tasked with compliance. In order to encourage learning and networking, Informatica and HighPoint Solutions will be hosting our third IDMP roundtable in London on May 13th. Please do join us to share your experiences, and learn from the experiences of others.
This article was originally posted on Argyle CMO Journal and is re-posted here with permission.
According to a new global study from SDL, 90% of consumers expect a consistent customer experience across channels and devices when they interact with brands. However, according to these survey results, Gartner Survey Finds Importance of Customer Experience on the Rise — Marketing is on the Hook, fewer than half of the companies surveyed rank their customer experience as exceptional today. The good news is that two-thirds expect it to be exceptional in two years. In fact, 89% plan to compete primarily on the basis of the customer experience by 2016.
So, what role do CMOs play in delivering omnichannel customer experiences?
According to a recent report, Gartner’s Executive Summary for Leadership Accountability and Credibility within the C-Suite, a high percentage of CEOs expect CMOs to lead the integrated cross-functional customer experience. Also, customer experience is one of the top three areas of investment for CMOs in the next two years.
I had the pleasure of participating on a panel discussion at the Argyle CMO Forum in Dallas a few months ago. It focused on the emergence of omnichannel and the need to deliver seamless, integrated and consistent customer experiences across channels.
Lisa Zoellner, Chief Marketing Officer of Golfsmith International, was the dynamic moderator, kept the conversation lively, and the audience engaged. I was a panelist alongside:
- Chris Brogan, Senior Vice President, Strategy & Analysis,Hyatt Hotels & Resorts
• Chris Berg, Vice President, Store Operations, The Home Depot
• Chip Burgard, Senior Vice President, Marketing, CitiMortgage
Below are some highlights from the panel.
Lisa Zoellner, CMO, Golfsmith International opened the panel with a statistic. “Fifty-five percent of marketers surveyed feel they are playing catch up to customer expectations. But in that gap is a big opportunity.”
What is your definition of omnichannel?
There was consensus among the group that omnichannel is about seeing your business through the eyes of your customer and delivering seamless, integrated and consistent customer experiences across channels.
Customers don’t think in terms of channels and touch points; they just expect seamless, integrated and consistent customer experiences. It’s one brand to the customer. But there is a gap between customer expectations and what most businesses can deliver today.
In fact, executives at most organizations I’ve spoken with, including the panelists, believe they are in the very beginning stages of their journey towards delivering omnichannel customer experiences. The majority are still struggling to get a single view of customers, products and inventory across channels.
“Customers don’t think in terms of channels and touch points; they just expect seamless, integrated and consistent customer experiences.”
What are some of the core challenges standing in your way?
A key takeaway was that omnichannel requires organizations to fundamentally change how they do business. In particular, it requires changing existing business practices and processes. It cannot be done without cross-functional collaboration.
I think Chris Berg, VP, Store Operations at The Home Depot said it well, “One of the core challenges is the annual capital allocation cycle, which makes it difficult for organizations to be nimble. Most companies set strategies and commitments 12-24 months out and approach these strategies in silos. Marketing, operations, and merchandising teams typically ask for capital separately. Rarely does this process start with asking the question, ‘What is the core strategy we want to align ourselves around over the next 24 months?’ If you begin there and make a single capital allocation request to pursue that strategy, you remove one of the largest obstacles standing in the way.”
Chip Burgard, Senior Vice President of Marketing at CitiMortgage focused on two big barriers. “The first one is a systems barrier. I know a lot of companies struggle with this problem. We’re operating with a channel-centric rather than a customer-centric view. Now that we need to deliver omnichannel customer experiences, we realize we’re not as customer-centric as we thought we were. We need to understand what products our customers have across lines-of-business such as, credit cards, banking, investments and mortgage. But, our systems weren’t providing a total customer relationship view across products and channels. Now, we’re making progress on that. The second barrier is compensation. We have a commission-based sales force. How do you compensate the loan officers if a customer starts the transaction with the call center but completes it in the branch? That’s another issue we’re working on.”
Lisa Zoellner, CMO at Golfsmith International added, “I agree that compensation is a big barrier. Companies need to rethink their compensation plans. The sticky question is ‘Who gets credit for the sale?’ It’s easy to say that you’re channel-agnostic, but when someone’s paycheck is tied to the performance of a particular channel, it makes it difficult to drive that type of culture change.”
“We have a complicated business. More than 500 Hyatt hotels and resorts span multiple brands and regions,” said Chris Brogan, SVP of Strategy and Analytics at Hyatt Hotels & Resorts. “But, customers want a seamless experience no matter where they travel. They expect that the preference they shared during their Hyatt stay at a hotel in Singapore is understood by the person working at the next hotel in Dallas. So, we’re bridging those traditional silos all the way down to the hotel. A guest doesn’t care if the person they’re interacting with is from the building engineering department, from the food and beverage department, or the rooms department. It’s all part of the same customer experience. So we’re looking at how we share the information that’s important to guests to keep the customer the focus of our operations.”
“We’re working together collectively to meet our customers’ needs across the channels they are using to engage with us.”
How are companies powering great customer experiences with great customer data?
Chris Brogan, SVP of Strategy and Analytics at Hyatt Hotels & Resorts, said, “We’re going through a transformation to unleash our colleagues to deliver great customer experiences at every stage of the guest journey. Our competitive differentiation comes from knowing our customers better than our competitors. We manage our customer data like a strategic asset so we can use that information to serve customers better and build loyalty for our brand.”
Hyatt connects the fragmented customer data from numerous applications including sales, marketing, ecommerce, customer service and finance. They bring the core customer profiles together into a single, trusted location, where they are continually managed. Now their customer profiles are clean, de-duplicated, enriched, and validated. They can see the members of a household as well as the connections between corporate hierarchies. Business and analytics applications are fueled with this clean, consistent and connected information so customer-facing teams can do their jobs more effectively and hotel teams can extend simple, meaningful gestures that drive guest loyalty.
When he first joined Hyatt, Chris did a search for his name in the central customer database and found 13 different versions of himself. This included the single Chris Brogan who lived across the street from Wrigley Field with his buddies in his 20s and the Chris Brogan who lives in the suburbs with his wife and two children. “I can guarantee those two guys want something very different from a hotel stay. Mostly just sleep now,” he joked. Those guest profiles have now been successfully consolidated.
This solid customer data foundation means Hyatt colleagues can more easily personalize a guest’s experience. For example, colleagues at the front desk are now able to use the limited check-in time to congratulate a new Diamond member on just achieving the highest loyalty program tier or offer a better room to those guests most likely to take them up on the offer and appreciate it.
According to Chris, “Successful marketing, sales and customer experience initiatives need to be built on a solid customer data foundation. It’s much harder to execute effectively and continually improve if your customer data is not in order.”
How are you shifting from channel-centric to customer-centric?
Chip Burgard, SVP of Marketing at CitiMortgage answered, “In the beginning of our omnichannel journey, we were trying to allow customer choice through multi-channel. Our whole organization was designed around people managing different channels. But, we quickly realized that allowing separate experiences that a customer can choose from is not being customer-centric.
Now we have new sales leadership that understands the importance of delivering seamless, integrated and consistent customer experiences across channels. And they are changing incentives to drive that customer-centric behavior. We’re no longer holding people accountable specifically for activity in their channels. We’re working together collectively to meet our customers’ needs across the channels they are using to engage with us.”
Chris Berg, VP of Store Operations at The Home Depot, explained, “For us, it’s about transitioning from a store-centric to customer-centric approach. It’s a cultural change. The managers of our 2,000 stores have traditionally been compensated based on their own store’s performance. But we are one brand. For example in the future, a store may be fulfilling an order, however because of the geography of where the order originated they may not receive credit for the sale. We’re in the process of working through how to better reward that collaboration. Also, we’re making investments in our systems so they support an omnichannel, or what we call interconnected, business. We have 40,000 products in store and over 1,000,000 products online. Now that we’re on the interconnected journey, we’re rethinking how we manage our product information so we can better manage inventory across channels more effectively and efficiently.”
Omnichannel is all about shifting from channel-centric to customer-centric – much more customer-centric than you are today. Knowing who your customers are and having a view of products and inventory across channels are the basic requirements to delivering exceptional customer experiences across channels and touch points.
This is not a project. A business transformation is required to empower people to deliver omnichannel customer experiences. The executive team needs to drive it and align compensation and incentives around it. A collaborative cross-functional approach is needed to achieve it.
Omnichannel depends on customer-facing teams such as marketing, sales and call centers to have access to a total customer relationship view based on clean, consistent and connected customer, product and inventory information. This is the basic foundation needed to deliver seamless, integrated and consistent customer experiences across channels and touch points and improve their effectiveness.
Last week was Informatica’s first ever Data Mania event, held at the Contemporary Jewish Museum in San Francisco. We had an A-list lineup of speakers from leading cloud and data companies, such as Salesforce, Amazon Web Services (AWS), Tableau, Dun & Bradstreet, Marketo, AppDynamics, Birst, Adobe, and Qlik. The event and speakers covered a range of topics all related to data, including Big Data processing in the cloud, data-driven customer success, and cloud analytics.
While these companies are giants today in the world of cloud and have created their own unique ecosystems, we also wanted to take a peek at and hear from the leaders of tomorrow. Before startups can become market leaders in their own realm, they face the challenge of ramping up a stellar roster of customers so that they can get to subsequent rounds of venture funding. But what gets in their way are the numerous data integration challenges of onboarding customer data onto their software platform. When these challenges remain unaddressed, R&D resources are spent on professional services instead of building value-differentiating IP. Bugs also continue to mount, and technical debt increases.
Enter the Informatica Cloud Connector SDK. Built entirely in Java and able to browse through any cloud application’s API, the Cloud Connector SDK parses the metadata behind each data object and presents it in the context of what a business user should see. We had four startups build a native connector to their application in less than two weeks: BigML, Databricks, FollowAnalytics, and ThoughtSpot. Let’s take a look at each one of them.
With predictive analytics becoming a growing imperative, machine-learning algorithms that can have a higher probability of prediction are also becoming increasingly important. BigML provides an intuitive yet powerful machine-learning platform for actionable and consumable predictive analytics. Watch their demo on how they used Informatica Cloud’s Connector SDK to help them better predict customer churn.
Can’t play the video? Click here, http://youtu.be/lop7m9IH2aw
Databricks was founded out of the UC Berkeley AMPLab by the creators of Apache Spark. Databricks Cloud is a hosted end-to-end data platform powered by Spark. It enables organizations to unlock the value of their data, seamlessly transitioning from data ingest through exploration and production. Watch their demo that showcases how the Informatica Cloud connector for Databricks Cloud was used to analyze lead contact rates in Salesforce, and also performing machine learning on a dataset built using either Scala or Python.
Can’t play the video? Click here, http://youtu.be/607ugvhzVnY
With mobile usage growing by leaps and bounds, the area of customer engagement on a mobile app has become a fertile area for marketers. Marketers are charged with acquiring new customers, increasing customer loyalty and driving new revenue streams. But without the technological infrastructure to back them up, their efforts are in vain. FollowAnalytics is a mobile analytics and marketing automation platform for the enterprise that helps companies better understand audience engagement on their mobile apps. Watch this demo where FollowAnalytics first builds a completely native connector to its mobile analytics platform using the Informatica Cloud Connector SDK and then connects it to Microsoft Dynamics CRM Online using Informatica Cloud’s prebuilt connector for it. Then, see FollowAnalytics go one step further by performing even deeper analytics on their engagement data using Informatica Cloud’s prebuilt connector for Salesforce Wave Analytics Cloud.
Can’t play the video? Click here, http://youtu.be/E568vxZ2LAg
Analytics has taken center stage this year due to the rise in cloud applications, but most of the existing BI tools out there still stick to the old way of doing BI. ThoughtSpot brings a consumer-like simplicity to the world of BI by allowing users to search for the information they’re looking for just as if they were using a search engine like Google. Watch this demo where ThoughtSpot uses Informatica Cloud’s vast library of over 100 native connectors to move data into the ThoughtSpot appliance.
Can’t play the video? Click here, http://youtu.be/6gJD6hRD9h4
The problem many banks encounter today is that they have vast sums of investment tied up in old ways of doing things. Historically, customers chose a bank and remained ’loyal’ throughout their lifetime…now competition is rife and loyalty is becoming a thing of a past. In order to stay ahead of the competition, gain and keep customers, they need to understand the ever-evolving market, disrupt norms and continue to delight customers. The tradition of staying with one bank due to family convention or from ease has now been replaced with a more informed customer who understands the variety of choice at their fingertips.
Challenger Banks don’t build on ideas of tradition and legacy and see how they can make adjustments to them. They embrace change. Longer-established banks can’t afford to do nothing, and assume their size and stature will attract customers.
Here’s some useful information
Accenture’s recent report, The Bank of Things, succinctly explains what ‘Customer 3.0’ is all about. The connected customer isn’t necessarily younger. It’s everybody. Banks can get to know their customers better by making better use of information. It all depends on using intelligent data rather than all data. Interrogating the wrong data can be time-consuming, costly and results in little actionable information.
When an organisation sets out with the intention of knowing its customers, then it can calibrate its data according with where the gold nuggets – the real business insights – come from. What do people do most? Where do they go most? Now that they’re using branches and phone banking less and less – what do they look for in a mobile app?
Customer 3.0 wants to know what the bank can offer them all-the-time, on the move, on their own device. They want offers designed for their lifestyle. Correctly deciphered data can drive the level of customer segmentation that empowers such marketing initiatives. This means an organisation has to have the ability and the agility to move with its customers. It’s a journey that never ends -technology will never have a cut-off point just like customer expectations will never stop evolving.
It’s time for banks to re-shape banking
Informatica have been working with major retail banks globally to redefine banking excellence and realign operations to deliver it. We always start by asking our customers the revealing question “Have you looked at the art of the possible to future-proof your business over the next five to ten years and beyond?” This is where the discussion begins to explore really interesting notions about unlocking potential. No bank can afford to ignore them.
Informatica joins new ServiceMax Marketplace – offers rapid, cost effective integration with ERP and Cloud apps for Field Service Automation
To deliver flawless field service, companies often require integration across multiple applications for various work processes. A good example is automatically ordering and shipping parts through an ERP system to arrive ahead of a timely field service visit. Informatica has partnered with ServiceMax, the leading field service automation solution, and subsequently joined the new ServiceMax Marketplace to offer customers integration solutions for many ERP and Cloud applications frequently involved in ServiceMax deployments. Comprised of Cloud Integration Templates built on Informatica Cloud for frequent customer integration “patterns”, these solutions will speed and cost contain the ServiceMax implementation cycle and help customers realize the full potential of their field service initiatives.
Existing members of the ServiceMax Community can see a demo or take advantage of a free 30-day trial that provides full capabilities of Informatica Cloud Integration for ServiceMax with prebuilt connectors to hundreds of 3rd party systems including SAP, Oracle, Salesforce, Netsuite and Workday, powered by the Informatica Vibe virtual data machine for near-universal access to cloud and on-premise data. The Informatica Cloud Integration for Servicemax solution:
- Accelerates ERP integration through prebuilt Cloud templates focused on key work processes and the objects on common between systems as much as 85%
- Synchronizes key master data such as Customer Master, Material Master, Sales Orders, Plant information, Stock history and others
- Enables simplified implementation and customization through easy to use user interfaces
- Eliminates the need for IT intervention during configuration and deployment of ServiceMax integrations.
We look forward to working with ServiceMax through the ServiceMax Marketplace to help joint customers deliver Flawless Service!
On our recent webinar with Omer Minkara from Aberdeen Group , we learnt that“94% of companies are not satisfied with their use of customer data”, yet retailers still want more data to gain valuable customer insights to drive improvements in the shopper experience. But the top challenge they face when managing customer data as part of their business activities is the quality of the data. Data-Driven retailers are characterized by their ability to balance quantity and quality of data effectively.
Shoppers expect consistency in their interactions with you, whether it’s the same price across channels, accurate shipping information or when they are calling a contact center. However, one of the top frustrations for consumers is the need to provide the same information over and over as they interact with the retailer. This data is already captured in multiple systems but is not connected or clean. Fragmented views of customer data across multiple systems makes it harder to personalize shopper interaction and enhance the overall customer experience.
Bring your data management to today’s omni-channel world
By standardizing customer data across the organization and having a centralized repository of product and service information available to all customer facing roles, data- driven retailers have enjoyed increased margins, higher returns on marketing investments, shorter delivery times and improved time to market for products and services.
Data-driven retailers are not just meeting customer expectations, they are exceeding them.
In my next blog I will look at some of the questions we did not get to answer during this session. In the meantime, why not register for our next webinar “Calculating Omni-Channel Customer Experience – March 19 Webinar” with Arkady Kleyner, Solution Architect, Intricity.
Don’t to follow us on twitter @INFARetail.
With Informatica’s Data Mania on Wednesday, I’ve been thinking a lot lately about REST APIs. In particular, I’ve been considering how and why they’ve become so ubiquitous, especially for SaaS companies. Today they are the prerequisite for any company looking to connect with other ecosystems, accelerate adoption and, ultimately, separate themselves from the pack.
Let’s unpack why.
To trace the rise of the REST API, we’ll first need to take a look at the SOAP web services protocol that preceded it. SOAP is still very much in play and remains important to many application integration scenarios. But it doesn’t receive much use or love from the thousands of SaaS applications that just want to get or place data with one another or in one of the large SaaS ecosystems like Salesforce.
Why this is the case has more to do with needs and demands of a SaaS business than it does with the capabilities of SOAP web services. SOAP, as it turns out, is perfectly fine for making and receiving web service calls, but it does require work on behalf of both the calling application and the producing application. And therein lies the rub.
SOAP web service calls are by their very nature incredibly structured arrangements, with specifications that must be clearly defined by both parties. Only after both the calling and producing application have their frameworks in place can the call be validated. While the contract within SOAP WSDLs makes SOAP more robust, it also makes it too rigid, and less adaptable to change. But today’s apps need a more agile and more loosely defined API framework that requires less work to consume and can adapt to the inevitable and frequent changes demanded by cloud applications.
Enter REST APIs
REST APIs are the perfect vehicle for today’s SaaS businesses and mash-up applications. Sure, they’re more loosely defined than SOAP, but when all you want to do is get and receive some data, now, in the context you need, nothing is easier or better for the job than a REST API.
With a REST API, the calls are mostly done as HTTP with some loose structure and don’t require a lot of mechanics from the calling application, or effort on behalf of the producing application.
SaaS businesses prefer REST APIs because they are easy to consume. They also make it easy to onboard new customers and extend the use of the platform to other applications. The latter is important because it is primarily through integration that SaaS applications get to become part of an enterprise business process and gain the stickiness needed to accelerate adoption and growth.
Without APIs of any sort, integration can only be done through manual data movement, which opens the application and enterprise up to the potential errors caused by fat-finger data movement. That typically will give you the opposite result of stickiness, and is to be avoided at all costs.
While publishing an API as a way to get and receive data from other applications is a great start, it is just a means to an end. If you’re a SaaS business with greater ambitions, you may want to consider taking the next step of building native connectors to other apps using an integration system such as Informatica Cloud. A connector can provide a nice layer of abstraction on the APIs so that the data can be accessed as application data objects within business processes. Clearly, stickiness with any SaaS application improves in direct proportion to the number of business processes or other applications that it is integrated with.
The Informatica Cloud Connector SDK is Java-based and enables you easily to cut and paste the code necessary to create the connectors. Informatica Cloud’s SDKs are also richer and make it possible for you to adapt the REST API to something any business user will want to use – which is a huge advantage.
In addition to making your app stickier, native connectors have the added benefit of increasing your portability. Without this layer of abstraction, direct interaction with a REST API that’s been structurally changed would be impossible without also changing the data flows that depend on it. Building a native connector makes you more agile, and inoculates your custom built integration from breaking.
Building your connectors with Informatica Cloud also provides you with some other advantages. One of the most important is entrance to a community that includes all of the major cloud ecosystems and the thousands of business apps that orbit them. As a participant, you’ll become part of an interconnected web of applications that make up the business processes for the enterprises that use them.
Another ancillary benefit is access to integration templates that you can easily customize to connect with any number of known applications. The templates abstract the complexity from complicated integrations, can be quickly customized with just a few composition screens, and are easily invoked using Informatica Cloud’s APIs.
The best part of all this is that you can use Informatica Cloud’s integration technology to become a part of any business process without stepping outside of your application.
For those interested in continuing the conversation and learning more about how leading SaaS businesses are using REST API’s and native connectors to separate themselves, I invite you to join me at Data Mania, March 4th in San Francisco. Hope to see you there.
Original article can be found here, scmagazine.com
On Jan. 13 the White House announced President Barack Obama’s proposal for new data privacy legislation, the Personal Data Notification and Protection Act. Many states have laws today that require corporations and government agencies to notify consumers in the event of a breach – but it is not enough. This new proposal aims to improve cybersecurity standards nationwide with the following tactics:
Enable cyber-security information sharing between private and public sectors.
Government agencies and corporations with a vested interest in protecting our information assets need a streamlined way to communicate and share threat information. This component of the proposed legislation incents organizations that participate in knowledge-sharing with targeted liability protection, as long as they are responsible for how they share, manage and retain privacy data.
Modernize the tools law enforcement has to combat cybercrime.
Existing laws, such as the Computer Fraud and Abuse Act, need to be updated to incorporate the latest cyber-crime classifications while giving prosecutors the ability to target insiders with privileged access to sensitive and privacy data. The proposal also specifically calls out pursuing prosecution when selling privacy data nationally and internationally.
Standardize breach notification policies nationwide.
Many states have some sort of policy that requires notification of customers that their data has been compromised. Three leading examples include California , Florida’s Information Protection Act (FIPA) and Massachusetts Standards for the Protection of Personal Information of Residents of the Commonwealth. New Mexico, Alabama and South Dakota have no data breach protection legislation. Enforcing standardization and simplifying the requirement for companies to notify customers and employees when a breach occurs will ensure consistent protection no matter where you live or transact.
Invest in increasing cyber-security skill sets.
For a number of years, security professionals have reported an ever-increasing skills gap in the cybersecurity profession. In fact, in a recent Ponemon Institute report, 57 percent of respondents said a data breach incident could have been avoided if the organization had more skilled personnel with data security responsibilities. Increasingly, colleges and universities are adding cybersecurity curriculum and degrees to meet the demand. In support of this need, the proposed legislation mentions that the Department of Energy will provide $25 million in educational grants to Historically Black Colleges and Universities (HBCU) and two national labs to support a cybersecurity education consortium.
This proposal is clearly comprehensive, but it also raises the critical question: How can organizations prepare themselves for this privacy legislation?
The International Association of Privacy Professionals conducted a study of Federal Trade Commission (FTC) enforcement actions. From the report, organizations can infer best practices implied by FTC enforcement and ensure these are covered by their organization’s security architecture, policies and practices:
- Perform assessments to identify reasonably foreseeable risks to the security, integrity, and confidentiality of personal information collected and stored on the network, online or in paper files.
- Limited access policies curb unnecessary security risks and minimize the number and type of network access points that an information security team must monitor for potential violations.
- Limit employee access to (and copying of) personal information, based on employee’s role.
- Implement and monitor compliance with policies and procedures for rendering information unreadable or otherwise secure in the course of disposal. Securely disposed information must not practicably be read or reconstructed.
- Restrict third party access to personal information based on business need, for example, by restricting access based on IP address, granting temporary access privileges, or similar procedures.
The Personal Data Notification and Protection Act fills a void at the national level; most states have privacy laws with California pioneering the movement with SB 1386. However, enforcement at the state AG level has been uneven at best and absent at worse.
In preparing for this national legislation organization need to heed the policies derived from the FTC’s enforcement practices. They can also track the progress of this legislation and look for agencies such as the National Institute of Standards and Technology to issue guidance. Furthermore, organizations can encourage employees to take advantage of cybersecurity internship programs at nearby colleges and universities to avoid critical skills shortages.
With online security a clear priority for President Obama’s administration, it’s essential for organizations and consumers to understand upcoming legislation and learn the benefits/risks of sharing data. We’re looking forward to celebrating safeguarding data and enabling trust on Data Privacy Day, held annually on January 28, and hope that these tips will make 2015 your safest year yet.