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  • admin 9:51 am on August 12, 2016 Permalink
    Tags: , , Napster, , , products, ,   

    Teradata Powers Analytics for Napster Next-Gen Music Streaming Products 

    Unified Data Architecture™ is new the foundation for integrating Hadoop data into the music service’s big data analytic ecosystem
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  • admin 9:53 am on March 31, 2016 Permalink
    Tags: , , , products, , Telstra, , ,   

    Telstra doesnt want to use their gut to design products and services They want to use their data 


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  • admin 9:46 am on November 6, 2015 Permalink
    Tags: Demands, products, Tackle, ,   

    Teradata Unveils New Products to Tackle IoT Demands 

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  • admin 9:55 am on July 12, 2015 Permalink
    Tags: , CMOCIO, , Divide, products   

    BRIDGING The Consumer Products CMO-CIO Divide 

    collaborationcollaborate col·lab·o·rate (Verb)
    >> Work jointly on an activity, esp. to produce or create something
    >>
    Cooperate traitorously with an enemy

    IT in Consumer Packaged Goods organizations has historically been viewed as a “necessary” investment vs. “strategic” investment and for those CPG organizations looking to leapfrog their competition – to be their customer’s (aka retailer’s) most valued supplier – they are embracing technology as a game-changing enabler. They are re-evaluating business processes in the sales and marketing organization where better access to insights enables new, different and more timely decisions in managing out-of-stocks, promotion execution, loyalty campaigns, and direct to consumer relationship initiatives. They are re-evaluating the disparate, silo’d, dis-aggregated agency consumer insights model. They are re-evaluating routine Joint Business Planning (JBP) processes – with better data and insights comes more efficient and longer-term planning opportunities. They are reevaluating demand-forecasting routines that are currently based on historical sales data vs. actual sold-thru or point-of-sale activity. And they are evaluating the possibility of new and different skill set needs within the organization to transform metrics into actionable insights (e.g. Data Scientist) – to identify trends and raise the bar on the traditional business analyst role.

    Data volumes are increasing with the addition of new and different sources across the CPG organization including point-of-sale, outlet execution, syndicated, retailer loyalty platforms, and social/mobile platforms. This is leading to fundamental change in how the business views technology – as an enabler. As a must-have. As a game-changer.

    A few thoughts to consider…

    The IT Opportunity

    IT organizations have the opportunity to step up as a strategic partner to the business. Or they can remain stuck in a hyper-structured, capital-intensive, slow-and-methodical, “we must own (aka control) technology decisions,” “must be new hardware in the data center – no cloud, no SaaS” mentality. If IT chooses option B, make no mistake the business will move forward with their own OPEX-driven investments in SaaS capabilities that will lead to even larger system disparities down the road (even while generating short-term positive business results). As in retail, the CIO and CMO roles are changing dramatically. With new methods for connecting with consumers and new data resulting from these interactions thus enabling targeted marketing and trade campaigns, the role of the CMO takes on even greater importance to the CIO. Technology is needed to support these initiatives – hence the role of the CIO as a closer business partner that enables marketing.

    Connecting to Consumer

    There exists a fast-developing relationship between the connected consumer and the CPG manufacturer.  What is enabling this relationship? It is enabled by mobile and fueled by social connections in addition to CPG consumer engagement investments. CPG manufacturers are increasingly threatened by competitive, and often lower-priced private label brands and counter this surge by marketing brand quality and investing in brand experience with the consumer. Increasingly the multi-channel brand experience is requiring data-driven analytics to enable marketing decisions and the result can be more accurate targeting of specific product sets and associated promotions. CPG is as an industry moving from social “participation” to “active social engagement” (and thus listening). The objective of new and growing integrated marketing teams is to interact with the consumer throughout the product evaluation, decision and purchase process to build loyalty around brands and understand break-downs in the brand-consumer relationship (and take action quickly to address gaps). Methods for doing this range from monitoring blogs and socials networks to direct consumer engagement via consumer engagement platforms, consumer surveys, and new product launch campaigns.

    New Life for the Analytics COE

    Changing business processes that are enabled by technology and insights will only be possible with the right people in the right technical and business roles within the organization.  Most IT organizations lack the skills and are staffed to a fixed hardware support and development model. It is increasingly important to have a solid master data model and infrastructure to enable the evolving fast-moving analytic capabilities rolling out to the market. At the same time, a shared COE for analytics could be a game-changer for the CPG organization willing to collaborate across organizational silos. Imagine the possibilities of having trade, shopper, consumer, loyalty, and sales insights and analytics under one organizational umbrella? Or at least under one virtual organization with the ability to share tools, techniques, and best practices while supporting business teams.

    Augmenting Social Opportunities

    Have you experienced Augmented Reality?! If not, you will soon as retailers and associated technology providers are quickly evolving AR experiences in store based on your products and they need your content, your brand facts and figures, your involvement in the process of offering a differentiated experience in store. One of the most public examples of AR is one playing out in retail utilizing a full-length “TV / mirror” that allows shoppers to view themselves in different outfits without actually trying them on by standing in front of the flat screen. Other examples involve bringing cereal boxes and soda bottles to life through an iPhone or iPad bringing live, changeable, relevant, targeted video and creative content to a shopper and driving brand loyalty and engagement. These capabilities require apps and apps generate data. The by-product of these interactions is data – lots of it – and could soon play a part in CPG innovation processes and brand investment decisions. AR platforms need your product data and in return, you will receive preference, sentiment, and activity data.

    Bottom Line: For IT to remain relevant and help their companies succeed, they must embrace collaboration with the business, especially the relationship between CIO and CMO.

    The post BRIDGING The Consumer Products CMO-CIO Divide appeared first on Industry Experts.

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  • admin 9:56 am on July 6, 2015 Permalink
    Tags: , , products,   

    The Consumer Products SEAMLESS Consumer Experience 

    CPG CRMWhen a consumer isn’t happy with the product she just bought, where does she go to complain or ask for help? She might go back to the store, or call the manufacturer or the retailer, and she might go to the manufacturer’s web site. But more than likely, she’ll hop on Facebook or Twitter to vent her frustration, where all of her friends and followers will hear about her problem and perhaps share their own experiences with the same or similar products.

    In the best-case scenario, the manufacturer will know about this conversation and use the opportunity to weigh-in with the appropriate customer support and marketing responses. But too often, these kinds of conversations end up defining the brand for consumers without the manufacturer participating or even knowing that it’s happening.

    This situation illustrates a central dilemma facing manufacturers as they attempt to move toward data-driven marketing: How can they capture data from a wide variety of online and offline sources (including the web, email, social media, and mobile and text), analyze it, and then create highly personalized messages to targeted consumers — and deliver those messages at the right time and at the right touch point?

    Making it even more challenging for manufacturers, this process involves product lines across the company supported by departments and systems ranging from marketing and technology to customer service and product development – all of which are standalone and not integrated.

    Trends and Pain Points

    Traditionally, CG manufacturers focused their brand marketing and consumer interaction on mass media. In the age of the connected consumer, however, that’s no longer enough. To fully engage consumers in the age of connected shopping, manufacturers must capture and analyze data across a variety of sources and optimize interactions across a multitude of communications channels.

    It’s critical to recognize that consumers now research and discuss brands among themselves with or without manufacturer participation, establishing brand meaning and value independent of ad agencies, campaigns, and mass media.

    This creates a vastly more complex consumer path-to-purchase. Historically, the process centered on three simple steps:

    1) See an advertisement
    2) Visit the nearest store
    3) Buy the product if it is in stock

    In the digital world where shopping begins on a smartphone or connected device:
    1) See an advertisement
    2) Check out online reviews
    3) Poll friends through social media
    4) Compare features among similar products at brand Web sites
    5) Check prices online at retailer Web sites
    6) Search for coupons or promotions
    7) Buy a product online or in store

    Fortunately, emerging big data tools and techniques make it possible to collect, track, analyze, and optimize the huge amount of structured and unstructured information created by these new relationships. Access to detailed consumer data can be a huge asset for manufacturing companies, but understanding and optimizing the data and the complex communications remains challenging.

    Consumer communication now occurs simultaneously in multiple media channels, including social, mobile, email, and text, which generate a variety of data that must be managed in real time, while relevant. Record levels of media saturation — experts estimate that consumers now see thousands of marketing messages every day — mean manufacturers must deliver tailored messages in the right format at the right time to consumers.

    These communications can affect an entire manufacturing company, from marketing to customer service. Traditional consumer-insight tools (panels, surveys, syndicated data, and one-time promotions) can’t keep up, and most manufacturers don’t have the technical capabilities to efficiently capture, integrate, and use these integrated consumer insights to gain a complete view of their consumers.

    That’s why manufacturers are struggling to establish scalable and personal connections with consumers based on accrued insights from all relevant data sources. And it’s why a leading analyst firm estimates that by 2017, marketing executives will spend more on technology than will technology executives.

    Three-Step Solution

    By 2016, according to a leading analyst firm, companies that develop an integrated marketing management strategy to meet customers’ expectations will deliver a 50 percent higher return on marketing investment than those that don’t. Because their social media and digital marketing efforts are not fully integrated and optimized, it should be no surprise that many brands are not yet seeing the sales gains they might expect. Developing an integrated approach consists of three important steps:

    1. Be aware of all the myriad data sources, offline and online, that affect a manufacturer’s brands and products. That includes individual identity data, behavioral data (location, purchase history, call-center transcripts, etc.), derived data (credit scores, personas, influence scores, etc.), and self-identified data (purchase intent, social media likes, user-generated content, etc.).
    2. Analyze gathered information with big data techniques and tools. Forrester Research says more than 45 percent of current big data deployments are for marketing, and marketers are expected to spend 60 percent more on analytics solutions in the next three years. The goal is to understand how the different channels interact and then put it all together to build an accurate and complete picture of current consumer behavior.
    3. Drive action from the data analysis. With data-driven marketing, manufacturers can join the conversation when consumers talk about their brands, their products, and industries. These kinds of personalized dialogs can help capture consumer mindshare, spurring them to action and converting them into loyal shoppers and brand champions. More broadly, it enables making coordinated business decisions to boost marketing effectiveness, customer satisfaction, and, ultimately, sales.

    The New World of Consumer Packaged Goods

    In an industry plagued by slow growth, private-label competition, increased commodity costs, and a lack of innovation, CG manufacturers must rethink the definition of successful marketing. In the old days, 80 percent of purchase decisions could be influenced in-store—but not anymore. Despite a huge increase in trade promotion expenses, consumers are now an estimated 80 percent confident in their shopping list before they enter the store.

    Getting on that list starts well before the first moment of truth–the instant when a shopper traditionally makes his or her purchase while standing in the store aisle. Savvy manufacturers who want to get on those lists need to own what Google calls the zero moment of truth, when consumers make their choices online before venturing out to the store. So they’re adding email campaigns, brand Web sites, text-message promotions, mobile applications, and social media to marketing mainstays such as coupons, packaging, shelf position, endcaps, freestanding inserts, and television and print advertising.

    But making all that work at scale requires a unified, consumer-centric approach to creating and nurturing individual relationships. That means executing dialog strategies, not just sending out isolated mailings. Optimizing a dialog strategy requires coordinating all the touch points, as follows, to create and send personalized messaging that accounts for multiple consumer situations and responses:

    1. Consumers entering the campaign at different times
    2. Consumers progressing through the dialog at their own pace via different routes, based on their particular needs and preferences
    3. Consumers responding to each step, not in waves determined by pre-programming

    By capturing and analyzing the millions of consumer interactions that would not otherwise become part of the manufacturer’s institutional knowledge, manufacturers now have the opportunity to take advantage of game-changing integrated consumer insights to affect individual consumer outcomes.

    The post The Consumer Products SEAMLESS Consumer Experience appeared first on Industry Experts.

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