These are brief, even trivial thoughts that have come to my mind in the past few weeks, and I put them on "paper" to let you know what I'm thinking. I have to get her out. Short – like Steven Wright jokes, though my thoughts are not nearly as funny as his (if anything, then I'm in trouble as an analyst, but I have a new career). In addition: Personalization in scale: What about the technology? Steven Wright jokes: "I have a new dog, he's a paranoid retriever, he's bringing everything back because he's not sure what I threw him." "I broke a mirror in my house, and I'm unlucky for seven years, but my lawyer thinks he can get me five." "I shed my dog ​​with stain remover and now he's gone." "I went to a place He always said, "Breakfast." So I ordered French toast during the Renaissance. "Business as a (sales) force for change. From you who know me, I know that I'm referring to companies, not technologies. Salesforce is almost always the most interesting company I cover, as I rarely see a company doing its job so well. Not that their competitors are doing so much wrong. It is in the nature of analysts to engage with things, and that often means suppressing problems or quirks or things that are good but could be better. Many of my colleagues focus on the technology stack as a defining part of a business. Admittedly, this is a far-reaching statement about a "problem", and if anyone wants to challenge it, I probably will not argue with them. My point is, I do not do that. I focus on how much the company influences the world it lives in. When Marc and Lynne Benioff bought the Time magazine, Marc was asked by Mad Money Jim Kramer for the reason. His (partial) answer was, "Lynne and I firmly believe that business is the best platform for change," Benioff told the Mad Money host. "When I went to the business school, they said," Focus on your shareholder, Marc. The business of the business is the business. We do not have to do that anymore, we have to cut that out of our history books and business is improving the state of the world. "

What Salesforce has done and is doing is constantly evolving exactly the model that Marc talked about in this interview (which is expected) as well as their attitude to the world they belong to. That's why Salesforce, as a company operating through its CEO and jefe Marc Benioff, is very visible despite customer and third-party complaints here and there. At least for me. Even though some of my friends and colleagues said that Proposition C – a San Francisco homeless business tax – was not such an effective solution, I supported them as someone who did not live in California. Likely German: I congratulated Marc & # 39; s public stance on it, although his colleagues (Jack Dorsey of Twitter, etc.) had largely opposed it. Also, why sport is one of the most damaged industries

However, it does not stop with Marc's activism for Salesforce. They clean up their own house if something unfair arises. In 2017 (I think I was there at the time) I was at a Salesforce Cloudforce event in Washington DC to support my good friend Casey Coleman, the former GSA-CIO, who is currently working as a public sector SVP Had adopted strategy at Salesforce – quite the coup for them. One of the themes of this event was gender equality and the end of unequal pay scales. Salesforce had found that women's pay compared to men had fallen by 19 percent. Therefore, women's pay in November 2016 has been raised to the appropriate level. Very cool, but that was not the kicker. I believe they had acquired a number of companies, including Demandware, so they declined 19 percent again in January with the merger of the companies they acquired. And in January, basically a few months later, they increased the pay of the women at Salesforce again. That was the kicker now. A few months ago, they hired Paula Goldman to run the newly established Ethical and Humane Technology Application Office. She reports to Tony Prophet, Chief Diversity Officer and one of the best people I have ever met. She started work on January 7th. To make matters clearer, Salesforce officially launched a solution on the last Dreamforce called the "Philanthropy Cloud" – which, in my opinion, could be the solution they possibly have, possibly the biggest impact the company will have world. It was developed in partnership with United Way and is a free solution to be used in a Salesforce instance. Company employees have access to 1.3 million charities and can actively participate by spending their time or money, and engage socially with other peers with the same charity or the same charitable domain. It is a commitment tool that is supposed to make the individual employees do something good and strengthen that good through social interaction and corporate culture. You will see much more when I come with you. I also think that the totality of these efforts is affecting the market from bottom to top, and the entire Silicon Valley, at least on the business tech side, has to respond. More in my next post. Because of the founder and key public speaker, Salesforce is ultimately a driving force, not just for selling technology to customers. While some customers are upset about this, I find the idea of ​​a large company exploiting its authoritative influence and charisma to do more than to sell very interesting. The role of e-commerce in the customer-centric world, as SAP Hybris and Salesforce acquired Demandware, both brought a stunt that did not fare well with me (and others) to position e-commerce as the fourth pillar of CRM. I asked each company to show me one single security that was released by them before the takeovers, to prove to me that this is not just self-interest. Needless to say, neither of them had any plans at the time, and to their credit, they did not insist on calling e-commerce a fourth pillar. Because it was not, is not and will never be. Also: Personalization and Humanization: Serious Customer Engagement? Then you need both. However, e-commerce is not the "fourth pillar". However, this does not mean that lately it has not become a crucial part of the world of customer loyalty and experience we live in now and in business technology. Companies are focusing one way or another and trying to serve. E-commerce is, at least in my eyes, the central transaction technology system that enables and satisfies rapidly growing demand to meet the needs of customers interested in the companies that are of interest to them. Considering the customer's desire for immediate response and control over their own efforts at interacting and / or transacting with a company, you can avoid considering the value of e-commerce as part of your technology matrix. You are a sizeable company to your company To provide products, services and tools online. So do not pay attention to the fourth pillar, but still something to watch out for. The current offer of the major 4.8 offers in e-commerce: SAP: Bought hybris (2013) and now fully integrated into their CX solutions, suite and platform. Salesforce: Bought Demandware (2016) for B2C ecommerce and CloudCraze (2018) for B2B ecommerce. Not yet fully integrated into the Commerce Cloud, but on the way. Microsoft: No native e-commerce or acquisition, but partners like Episerver (epi) serve them. Oracle: Bought over 10 years before giant giant ATG (2010), but now has a complete cloud solution called Commerce Cloud. They have not talked much about it yet, but they will adobe (the 0.8 vs. 0.5): Purchased Magento (2018), which primarily serves the middle class, but I suspect Adobe will scale it for the company, so that they can fight in the same arena as the others. This is also interesting because given the deeply integrated strategic partnership, the GAR (get a room) partnership between Adobe and Microsoft, it may be possible to meet a need that Microsoft has. Four words left: Mission Critical. Relax yourself. B2B, B2C, B2B2C, B2P, P2P, and C3PO As I write this, there is indeed considerable debate as to whether B2B and B2C are outdated categories, and if so, how should they be replaced. The replacements were B2B2C, B2P, P2P and I added C3PO. So you know what I'm talking about because it seems so mysterious – let me explain what each acronym means. B2B: Business to BusinessB2C: Business to ConsumerB2B2C: Business to Business for ConsumerB2P: Business to PersonP2P: Person to Person or sometimes People to PeopleC3PO: I mean, come on. I know, I do not have to tell you that. I think, despite the number of acronyms used, this is a really interesting discussion because it only exists because the nature of the customer has changed so much. Also: what to do with the data? Developing Data Platforms in a Post-Big-Data World For many years I've said at the end of every B is a C – meaning no matter what you're dealing with, regardless of the buying cycles, ultimately you're talking to one real people, influence him and interact with him. And who is "you" in this equation is also an actual person. Therefore, it is no longer wrong to identify the sales cycle as "P2P". People persuade people to buy things. I will illustrate with a story from 2006. I was in Zagreb, Croatia, to mark the first (and maybe the last) CRM conference in Croatia. Host was the notable Velimir Srica, who had just published the first CRM book in Croatia. I remember listening to a panel that was, among other participants, the largest wholesaler in Croatia – among the wholesale products were groceries and a retail chain that also offered wholesale food but was also served by the pure wholesaler. They told us that even though they had been constantly involved in contests, they came to a food collaboration agreement because, despite their B2B wholesale, they eventually served the "C" – the customer who bought at the grocery store. The borderline between B2B and B2C has always been a bit blurry, but it is getting more and more in the course of the 21st century. The more we focus on customer behavior, customer intent; The more we realize that all sales are results that satisfy not only the company to which they are sold, but also the person to whom they are sold (in both environments), the more we realize this Ray Wang P2P and Andres Reiners (CEO of PROS) B2P are probably more important than B2B and B2C. However, the buying cycles of each of them remain different and still have to be considered. Will these arcane differences disappear? I dont know. I really do not probably not right now. You better ask for C3PO. Also: Developing Data Platforms: Using the Right Data for the Right Results Manufacturer "Movements" This is easy (I crack my knuckles). Several companies are beginning to talk about the movements they have created. Salesforce calls Trailhead a movement. SAP talks about the customer experience movement. Let me be clear: none of them is a movement. I have been involved in many actual movements of my life since the 1960s. These are not like that. Trust me. But you are something. They are the externalization, the extension of the cultures of the enterprises, which call themselves movements. Movements sound cooler, more appealing and full of possibilities. But what is hailed here is the organized endeavor to involve customers or interested parties in the corporate culture and to involve them in this. This is more than just the purchase of software that, from a business perspective, makes it much more fun to be part of a company that is "slightly bigger" than a transaction machine. And that's usually a good thing. But you have to differentiate between those who beat the drums forever and those who do business drumming. Do you need a direction? Contact me about this topic. I'm pretty good at identifying "movements." And movements. Also: Adobe buys Marketo: who wins, who should he see? The Best Technology Company Acquisitions of 2018 When I say "the best," I mean the acquisitions that the company that acquired them is likely to be the most positive. They could improve their skills to make them more competitive. The acquisition may move the company into new markets or even change its strategic direction. It could only strengthen the whole company, as significant improvements were made to something other than technology. But in one way or another, these are my first three and they're in a certain order. My # 1 is the one I thought was the best of the best. To be honest, I do not care about the purchase price. I just think about it: Someone was willing to accept an offer someone made. Who am I to discuss the value of the deal? This has nothing to do with the financial appraisal and all that has to be done is to have or will have the impact of the business on the company that has acquired it. The biggest downside is that I'm talking about what I believe are the most significant acquisitions of technology for the customer. So I'm not counting $ 34 billion of IBM's acquisition of Red Hat or Microsoft's $ 7.5 billion acquisition of GitHub. Of those, it's significant, but I did not store my tires in the wheelhouse , SAP Acquires Callidus Cloud (January 2018): Of course, you all remember the most famous "love" line in a kind of comedy that ever existed. When Tom Cruise said to Rene Zellweger, "You'll finish me." Well, after some time, Callidus Cloud has completed SAP. SAP needed a significant addition to make it competitive in CRM, CX, and customer engagement. They had the basic functionality, but little to distinguish them. This filled so many SAP gaps that SAP C / 4 HANA became potentially powerful. Callidus Cloud provided SAP with additional features and new solutions, and all complemented sales and marketing. A good deal for the price of $ 2.6 billion. From Sales Onboarding to Sales Compensation to CPQ to dozens of other value creations. Oh yes, the second most famous iconic line was in the same dialogue when Rene Zellweger said: "Shut up, shut up, you had me by hello." I just thought I would mention it. This had me at "C3". (You need to know Callidus Cloud to know what I'm talking about.) Salesforce Acquires MuleSoft (March 2018): At first I wondered why they did it. Now I am amazed that I was not sure. It is obvious. Salesforce has acquired MuleSoft to integrate everything into its Customer Success Platform. In the not-too-distant past, Salesforce would not have considered this type of acquisition because, despite the world's largest ecosystem of organic companies, they had no strategy or no inclination to harness the power of that organic ecosystem – and did not see it in the light of that Desires of the customers. Now they would consider taking over and completing it because they understand ecosystems and the strategic value of their use if they are to be used. They came to platforms and ecosystems (always had platforms, not so often ecosystems). MuleSoft is instrumental in this effort. This is a really important purchase for you. One of the most important for several years. Adobe Acquires Magento (May 2018) and Marketo (September 2018): I cheat here a bit because it's the acquisition of both, which occupies the # 3 in my top 3. Adobe announced back in 2016 that they are undergoing a rather radical reorientation of the company when it comes to how they view the world, their business model, and their actual product roadmap, and so forth. You have questioned everything, what Esteban Kolsky and I call "platforms and ecosystems", so the tech world and the business world have to move in the digital age. Platforms meant combining their three clouds into a unified platform (while leaving the solutions intact): the Experience Cloud digital marketing experience, the Creative Cloud, and the Document Cloud. More importantly for these acquisitions, they announced support for a so-called open ecosystem, meaning that they look at their own offerings, what they would build, and then identify their gaps that they would fill either through the acquisition or through a partner. A bit different from other ecosystem planning was that they were willing to realize that others who could do what they were doing might do it better than they did and that they were ready to win those other partners as well. Marketo has made B2B marketing much better than Adobe. Adobe's strength over Neolane (and other acquisitions) was B2C, not B2B. They recognized this and pushed the takeover of Marketo. So good exercise. Also: Impressions on SAP CX Live, SAP Walking on Calle de Vendedor Forecasting for 2019 Forecasting I predict that almost all forecasts for what will happen in 2019 are wrong or stupid or meaningless. Vapid also her description. I assume that most of them will sting in the dark, hoping that they are right, but not enough to defend the statements they make. I assume that they are actually driven by the prejudices of the people and the self-interest of the people companies that employ these people who write them. This is not wrong, but it is not a description of directions that markets will take that go beyond prejudice most of the time. Although occasionally … I predict that half or more of some people are bedded down in one way or another that they did. I predict that this will be AI and machine learning because they are five years old. It's like mobile. Mobile has been a "trend" forecast for more than a decade every year, until it turns out that mobile is a way we live now, not a "trend". Oops. I predict that Steven Wright will tell jokes in 2019. I predict that the Yankees will win the World Series in 2019 – not because I'm an avid fan with little evidence except that I "know" that they are my beloved Yankees. But because science tells me that, do not ask me how. I can not answer Only science can. And I predict that every year in the style of "twice a day 12 o'clock". And 27 times, my prediction was correct … even if some of it had been fulfilled before I lived. I expect to have 12 trillion forecasts by the end of January 2019 – or less. But I will be right. Would you like to make good predictions or predictions, depending on your preference for one or the other term? Here is the advice I give to all my mentees about everything: you can say what you want, but be prepared to defend everything you say. Otherwise, happy new year, and I expect to see you in 2019 – maybe. Or maybe not. Right again. Previous and Related News: Best Buy, the Worst Buy: Lessons from the Field and Online Best Buy, a company I've bought and admired for years, showed signs of systemic issues and some really bad decisions. What are the problems and how can you repair the business to get a "Best Buy" again? Continue reading. Conversational Experiences: Building Relationships for Dialogue Mitch Lieberman, over the years of thought-provoking CRM and conversations, discusses with us a discussion about why conversation systems are incredibly beneficial for building business relationships and customer loyalty. The Arguments for Business Model Innovation: A Sporting History Sports strategist Stephen Bourke is once again committed to business model innovation in sports – for everyone and everything. The great partnership between Microsoft and Adobe: Creating a new category? Shantanu Narayen, Adobe CEO, firmly believes in the potential of the Adobe / Microsoft partnership. Me too. But can it create a new category and a new market for digital engagement and customer experience management?

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