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  • admin 9:53 am on September 15, 2017 Permalink
    Tags: Confusing, could, English, ,   

    Could the English language get any more confusing? 

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  • admin 9:52 am on August 30, 2017 Permalink
    Tags: could, , , LittleKnown, , Transfer   

    The Secret to AI in the Enterprise Could be Little-Known Transfer Learning 

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  • admin 9:51 am on June 14, 2016 Permalink
    Tags: , , , could, Dutch, Euro, , Misses, , Saved, Soccer, ,   

    Why the Dutch Soccer Team Misses Euro 2016 and 4 Agile Marketing Best Practices That Could Have Saved Them 

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  • admin 9:55 am on September 7, 2015 Permalink
    Tags: , Bold, could, , , , , ,   

    Could A Bold Step Into Data-Driven Marketing Triple Your Customer Base? 

    CLOGGSIf you offer a great product at a great price, it stands to reason that your customers will come back for more of the same. But with so many brands competing for eyeballs and wallets (both online and offline), you can’t simply sit back and wait for those customers to return.

    CLOGGS, an award-winning shoe retailer in the United Kingdom, provides shoes for the whole family under the company motto, “Happy feet make for a happy you!” Using one original brick-and-mortar store and an extensive online selection since 1998, CLOGGS offered a product consumers loved, and yet somehow, those customers were getting lost on the way back after their initial purchases.

    When the company opened two more brick-and-mortar stores and then expanded its presence into France and Germany online, the need to refine the customer experience and foster loyalty went to the top of the to-do list. As a result, CLOGGS turned to Teradata Digital Marketing Center for help getting back on the right foot.

    “We had a lot of issues where customers weren’t receiving all our marketing communications,” Nigel Linton, Head of Platform Operations at CLOGGS, said. “They bought from us, but there wasn’t an easy way for them to say, ‘I bought from you and I really like you and I want to hear more.’”

    CLOGGS was looking for a partner with the marketing operations and analytics tools that would enable customers to actually request and receive smart content, not just the same deals repeated over and over. The company also wanted to tap into additional data to provide invaluable customer insights:

    • Purchase history
    • Email open rates
    • Money factors
    • Seasonal trends
    • Behavior within communication channels:
      • Is the newsletter working?
      • The customer opened the e-mail, but they didn’t click through.  Why not?  Was it brand related? Does the customer have a brand interest?
      • Is the price too high?
      • Would an interaction with the customer via social, SMS/text change the outcome?

    With a nod to Teradata’s best practices, customers now receive an individualized email —an email based on the preferences and interests they personally share with CLOGGS —which brings them to the company’s website. This has brought conversation rates on any device to a staggering 25%-66%. CLOGG’s other results are just as impressive:

    • Before Teradata, CLOGGS had 200K customers… now there are 600K.
    • Open rates increased from 8% to 33%, and some are as high as 45%.
    • If CLOGGS uses a lifestyle graphic, open rates increased 15%-25%.
    • If a dynamic graphics was used, open rates were as high as 25%.

    Linton confirms that the company’s outreach to customers has never been more effective.

    “Teradata’s Digital Marketing Center enables CLOGGS to connect better with our customers by making sure we are plugged directly into where they purchased from, what they purchased, and connect with what they want to purchase next,” he said.

    Click here to see a short video about how CLOGGS is using digital marketing to give the best customer experience “from the click of the mouse to the knock at the door.”

    The post Could A Bold Step Into Data-Driven Marketing Triple Your Customer Base? appeared first on Teradata Applications.

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  • admin 9:57 am on July 5, 2015 Permalink
    Tags: , could, ,   

    Could the Wrong Choice Put Your Job at Risk? 

    by Dan Simerlinkfeature-save-the-day

    When evaluating software solutions, businesses need to determine if they should build or customize their own software, or buy from a vendor. Making the correct choice will deliver a strong ROI, enable a competitive advantage and earn accolades for the decision maker. However, the wrong selection can be costly for the business—and for the career of the person spearheading the project.

    Buy versus build decisions used to be straightforward, partly due to limited options. Organizations would assess their needs and the IT staff’s workload, then make a decision based on a total cost of ownership (TCO) analysis. These days, businesses need more accurate methods to keep pace with a labyrinth of ever-expanding choices.

    Project Risks and Career Perils

    When organizations build or customize a solution, they should expect a 10% to 15% error rate, according to an article on ComputerWeekly.com. The article also notes that in the U.S. alone, an estimated $ 75 billion a year is spent on rework and failed or abandoned systems. For example, poorly tested software caused transaction process problems for millions of online customer accounts and resulted in widespread email phishing attacks that cost one large multinational bank more than £50 million.

    On the other hand, purchasing a solution reduces the likelihood of time and cost overruns, and the possibility that the project will fail because:

    • Conversations between vendors and their customers identify the pros and cons of the solution
    • Many of the errors and bugs have already been worked out
    • Vendor specialization in deployments eliminates a long learning curve

    Although the cost of failure is usually not considered in the buy versus build analysis, thousands of hours can be sacrificed on a project that will never launch. Even if the project does see the light of day, time and cost overruns can impact people’s careers.

    In terms of career stability, the riskiest decision is for the company to build its own software. This exposes the decision maker to much more scrutiny than a “buy” scenario. When a company buys software, the vendor shoulders part of the risk and assigns additional resources if the implementation timeline slips—assuming a reputable vendor with a track record of success is chosen.

    Narrow the Choices

    The abundance of customizable software solutions now available has erased the hard dividing line between buy and build decisions. As technology matures and business models evolve, default modes for a funding model for buy versus build decision making need to be re-evaluated.

    Increased competition, shorter time-to-value cycles and the rapid pace of innovation are forcing organizations to look at the speed and agility of their software deployments. In fact, speed of deployment, innovative features and agility can be parlayed into a competitive advantage, which means the project must be carefully planned so that advantage is not devoured or sacrificed to failure.

    The decision-making process should entail estimating the TCO for the software. A good starting point is to create a list of criteria for each potential option that weighs factors such as time to value, solution functionality, the technical expertise required and funding. The value proposition for the buy, build or customize options can help narrow the choices.

    Once a couple of options have been eliminated, it’s time to estimate the cost of the ones that made the cut. An example of a build or buy decision based on an audit of an actual software project is presented in the figure. The build scenario on its left side shows the percentage of total labor used to build the solution, while the buy scenario on the right compares the labor hours needed to purchase a solution with similar functionality. The difference is a whopping 17 months.

    Considering the time to value, which is erroneously omitted from many financial business cases, helps make a more informed project decision. Including all costs, along with ROI and time-to-value evaluations, enables decision makers to reach the most informed conclusion.

    Critical Decisions

    The proliferation of software vendors and solutions has greatly complicated the selection process. To make the best choices, organizations need to quantify options and approaches to determine the total costs and benefits.

    The right choice will deliver substantial value to the business and could launch a person’s career. At the other end of the spectrum, the wrong choice can cost a lot of time and money—and put your job at risk. 

    Read the full article and more in the Q2 2015 issue of Teradata Magazine.

    Dan Simerlink is a Business Value Consultant for Teradata and has more than 20 years of experience in the technology industry. He is also an Adjunct Professor at Indiana Wesleyan University.

     

     

    The post Could the Wrong Choice Put Your Job at Risk? appeared first on Magazine Blog.

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  • admin 9:51 am on January 17, 2015 Permalink
    Tags: “Glue”, , , could, CSuite, ,   

    Could Analytics Be Just The “Glue” The C-Suite Needs In 2015? 

    MFG-1006-LThe C-suite can be a difficult place for anyone to fit in, but marketers, in particular, can face unique challenges in gaining the acceptance and support of their colleagues. The CEO wants tangible business results now. The CFO is looking to trim budgets (starting with marketing, of course). The CTO is nervous about handing over the digital reins…

    What’s a smart CMO to do? Is there anything that can get the entire C-suite on the same page, keep them there—and optimize marketing efforts at the same time?

    Fortunately, today’s CMOs have a not-so-secret weapon: analytics.

    Marketing organizations now collect an astounding amount of data about prospects and customers, and analytics are what can enable you to draw meaning from that avalanche. Using analytics tools, you can develop business strategies based on individualized insights about actual consumer behavior, wants and needs.

    In other words, data driven marketing is powerful because it’s based on real results—and that’s something marketers can use to inspire every single member of the executive team.

    For the CEO, analytics offer a clearer picture of who customer are, what they’re looking for, and how you can keep them coming back for more. On the flip side, analytics also provide insight into who isn’t buying—and how they can be better targeted to drive conversions and sales. Backed by analytics, CMOs can show what is known, and what is NOT known.  That combination is very powerful for executive decision-making.

    For the CFO, analytics provide not only a quantitative gauge of the effectiveness of strategies and campaigns, but also the opportunity to optimize or shift based on what’s happening in the market. When marketers can provide – real-time snapshots of progress, good, bad or ugly, CFOs can better understand how accommodating customer preferences can translate into revenue. That means analytics can yield better return on investment in the immediate term, as well as smarter spend management going forward.

    For the CTO, analytics add science to the art of marketing, ultimately bolstering the CTO’s position within the C-suite. As teams collaborate to gather, sort and deliver relevant data and insights, the entire company becomes more agile. After all, data is no longer the sole realm of IT. Everyone needs to use data,  and it needs to be directed and filtered by marketers and data scientists, collaborating to reveal its inherent value.

    And for the CMO, the power of analytics puts them in a better position to drive business results—which ultimately, is what marketing is designed to do.Let it do that. Studies show that CMOs who collaborate actively with their CEOs enjoy a longer tenure at companies, and analytics, while a relatively recent step forward in marketing technology, is going to make that collaboration even more important to the success of the enterprise.

    As you can see, every function in the organization can benefit from the smart use of data. Moving ahead into 2015, I predict that marketers who make the most of analytics will prove to be the ones who gain support in the C-suite. Why? Because it will be marketers who are explaining not only what customers want, but why.

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