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C2080-474 exam Dumps Source : IBM Tealeaf Customer Experience Management V8.7- Business Analysis
Test Code : C2080-474
Test Name : IBM Tealeaf Customer Experience Management V8.7- Business Analysis
Vendor Name : IBM
Q&A : 100 Real Questions
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Acquisitions are, by using some distance, probably the most colossal milestones in a technology landscape. certain, new applied sciences and fresh companies can also be transformative. Hadoop is having a profound affect on the high-end statistics analytics warehousing ecosystem. Radian6 become transformative in social media measurement. In an industry like ours, however, acquisitions tend to rule. suppose in regards to the acquisition of Urchin through Google; Sane via Unica, IBM of Unica (and Coremetrics, Netezza, etc.), WebSideStory of visual Sciences, Omniture of that mixed business, and Adobe of Omniture (and Offermatica, TouchClarity, effective Frontier, and many others.). We’ve viewed a continuous ascent up the food chain as small analytics carriers have been bought or grew into mid-size companies who have been then got by using behemoths. Analytics is now a cornerstone of the boom strategy of the realm’s greatest business know-how agencies.
All of which is only a prelude to thinking concerning the IBM acquisition of Tealeaf this past week. Tealeaf isn’t just the chief of the customer event administration (CEM) space, they are just about it’s de facto proprietor. For authentic enterprise CEM analytics, Tealeaf is pretty much the only game on the town.
Tealeaf, as a company, is a natural fit for IBM. now not most effective is IBM build up a comprehensive suite of digital size and analytics tools (a suite that’s strikingly distinct match than Adobe’s), they play heavily in areas the place Tealeaf is dominant: name-center and consumer operations. an excellent lots of Tealeaf’s core clientele aren’t in reality analytics clients; they're client operations and call core purchasers who use Tealeaf essentially for net-connected consumer assist issues. unlike most analytics providers (similar to Adobe), this classification of business difficulty is meat-and-potatoes to IBM.
So IBM has a herbal course to price in terms of Tealeaf’s core company. That’s all the time an excellent factor when it involves acquisitions. however I’m greater attracted to whether or not IBM has a deeper pastime in Tealeaf and the way Tealeaf may be part of the broader IBM digital suite.
Semphonic is a relatively new (simply due to the fact the starting of this year) Tealeaf companion, but I’ve lengthy believed that Tealeaf become one of the vital below-utilized tools within the digital analytics space. many of our purchasers have Tealeaf tucked away in their call-core operations enviornment and get little or no use from it analytically. It’s a disgrace, notwithstanding there are some explanation why Tealeaf commonly get siloed.
What’s enjoyable about Tealeaf is also what makes it challenging. Tealeaf is a sniffer – collecting data from the HTTP movement because it passes to and from the person to the client servers. unlike every other sniffers, despite the fact, Tealeaf doesn’t definitely weed, filter, and constitution the information as it passes via. Tealeaf saves relatively much all of it. This makes Tealeaf expensive, however it additionally drives big value. From a client carrier standpoint, saving every thing is like by no means having to assert you’re sorry. You don’t know what information goes to be massive, so that you relatively a great deal need to store everything.
Analytically, of course, that’s not always authentic. You can make fairly sensible guesses about what’s going to be significant. That’s what tag necessities and design are all about. but as I mentioned in ultimate week’s Webinar with Tealium on Tag management programs, that technique of building requirements is non-trivial and error-prone.
So there’s precise virtue in a “retailer-every little thing” sort of strategy. It’s the same virtue I lauded in Celebrus. What’s more, while the Tealeaf approach is expertise costly, it’s individuals affordable. You don’t want two or three net analytics consultants full-time onsite building tagging requirements when Tealeaf is your facts assortment mechanism. It’s also zero have an effect on: no page weight, no web page adjustments, no site risk.
And here’s another consideration. programs like Tealeaf help a fundamentally distinctive category of interface into the records than usual net analytics techniques (or BI or Statistical tools for that count). when you’re collecting HTTP statistics streams (which can be inherently unstructured), search becomes the primary question language. clients of common techniques tend to be skeptical of search as a chief interface into the information (i know i am), however take a glance at a device like Splunk and you can see that there's precise vigour in the method.
So I’m questioning if IBM isn’t seeing Tealeaf because the potential statistics infrastructure piece for their whole digital suite. To make that take place, they’d must deliver tools for building structured views of the Tealeaf statistics (some thing Tealeaf already does). a fair number of tools within the suite wouldn’t work in any other case. It’s no longer that complex a job to extend Tealeaf’s existing capabilities, despite the fact, and once accomplished, IBM would have a unified statistics assortment piece that completely bypassed the whole world of tagging and tag administration. sure, there are some drawbacks to this. Tagging handles customer-aspect tracking of interactions that simply aren’t capturable server aspect. nevertheless, with a Tealeaf-based infrastructure, IBM can be able to aid a wide range of analytics, call middle and operational wants with none pre-planning or tagging. they'd be capable of source distinctive tools all from a single real-time and exhaustive assortment piece. they would be able to guide each structured and un-structured access to the information. That should be would becould very well be pretty compelling.
It wouldn’t be a solution for every person, however for IBM’s core commercial enterprise-category consumers, that you may see that it may have real benefits as a comprehensive real-time analytics and warehousing infrastructure.
Which, because it happens, is a topic I’ve been considering fairly a bit about these days. here at Semphonic we’ve executed doing an ever expanding amount of labor around the analytics warehouse and a true-time technology stack is without doubt one of the concerns we preserving operating into. I plan to talk greater about one of the most tools (most of that are a little vague) that doubtlessly fit interior that know-how stack in upcoming posts.
[Notes: closing yr at X change, we did the primary Non-earnings problem. A day of deep-dive analytics via X change contributors into the analytics issues of two giant non-profits. We these days posted the consequences of that work in the Non-profit e-book to the use of Analytics Whitepaper. now not simplest can you down load that whitepaper – a really collaborative effort – if you’re a non-earnings, I strongly encourage you to tune into this week’s webinar with Emily Fisher of Oceana, Linda Shum of United approach, and our own Phil Kemelor as they discuss the work, the whitepaper, and using digital dimension in the non-earnings house.
And speaking of the data warehousing expertise stack, I’m doing a webinar the following week with one our partners, iJento, with greater on client journey monitoring. We’ve partnered with iJento as a result of they deliver a robust ordinary (SQL-Server) database platform that can leverage our Two-Tiered segmentation information model (and collection mechanisms like Celebrus). iJento likely isn’t the right solution for the 1% with intense digital data volumes. but for corporations with significant but manageable digital information volumes, they provide a a lot much less harmful expertise stack (and each SaaS and on-premise fashions) that may convey deep access to customer digital information on good of a strong platform with a a lot of support, amazing application, and big flexibility.
ultimately, I’ll be leaving soon for Germany (I even have some client engagements there prior to X exchange). in case you’re eu-based mostly and would like to setup meetings in Stuttgart, Berlin, Paris or London, drop me a line. I’d love to chat!].
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On Wednesday, IBM continued its quest to build out an enterprise marketing system in support of the CMO by acquiring Tealeaf, an Internet and mobile commerce analytics firm. Read the release.
Jay Henderson, Strategy Director of IBM Digital Marketing, discussed the acquisition and its implications with AdExchanger.
AdExchanger: What does the Tealeaf acquisition by IMB mean for the CMO?
JH: When we look broadly in the marketplace and the changes that the CMO is going through, one of the things that we absolutely see is the need for marketers to be able to continuously drive better customer experience across the web and mobile devices. That's in part because consumers have bigger expectations of the brands they interact with - as well as a proliferation of channels and devices.
When we look at how the role of marketers is changing, we see that customer experience as one of the key components. For [IBM], Tealeaf helps address customer experience management and extend our capabilities in a new direction.
It'll allow marketers to spot patterns, see issues in the website, or maybe mobile application design. And ultimately create more streamlined experiences across those devices.
How does the Tealeaf transaction work with existing IBM companies? I was thinking specifically Coremetrics and Unica. Where's the interface there?So one of the great parts about this Tealeaf acquisition is it's complimentary. There are really no overlapping assets.
Tealeaf is providing that expert, very granular analysis of being able to play back individual sessions on websites to see what that user experience is like. Coremetrics compliments that with aggregate-level reporting, charts, graphs and interactive analysis. So across that playback of the individual sessions as well as rolling up those individual sessions into top line recording, it will all become the digital marketing and analytics of our solution.
We're going to use both of those approaches together in a single solution.
Then when you talk about how does it extend into some of the other parts of the Enterprise Marketing Management portfolio, understanding how those individuals are interacting with your digital brands creates the foundation for how you want to inform your marketing campaigns.
So your online behavior, people on your site expressing interest in products and services should be influencing how you match up what marketing messages or offers you're going to send to them. So you can take all of that information about those digital interactions and create customer profile attributes that can help drive better marketing within the Unica portfolio.
Then there's the extension outside of the enterprise marketing management portfolio into some of the other things that we can do from a selling process – so, analyzing WebSphere Commerce sessions using the Tealeaf solution as well as looking at service interactions so that you can understand and resolve service issues.
Do you you consider this end-to-end solution that you're putting together for the CMO ‑ a marketing automation solution? By marketing automation, I'm thinking about companies like – HubSpot, Marketo, Eloqua or an ExactTarget. Do you think there's a fit with that sector?
The vendor map you just laid out covers a pretty wide swath of people. Several of the vendors you mentioned I think of as focused a little bit down market from where we are. So we're really focused around enterprise companies. I think some of them are also very B2B focused where we do both B2B and B2C - certainly the larger part of the business is large, consumer marketers, banks, retailers, telco, travel and leisure.
Then, the one anomaly in that mix was ExactTarget, who I think has a very robust email marketing business.
Certainly there are times when we might see some of those vendors competitively. But when you look at the core enterprise marketing automation space, there's a slightly different mix of vendors there. But absolutely would say that we're in that space, that we're a leader in that space.
So if you talk to Forester, Gartner, they'll both have us in the leader spots of their Magic Quadrant or Wave for that campaign management and marketing automation market. So absolutely, yeah.
So you think of the core here as marketing automation for B2C - you like that characterizaton?
Yes. It’s reflective of what we're doing.
A lot of CMOs… they may not be tech-oriented. Do you think enterprise solutions ‑ such as the one that IBM is putting together ‑ can activate or inspire “the big idea?”
From my perspective, the thing I see that's pretty interesting is for years the CMO has had this trusted advisor for creative -and that's their agency. What we're seeing is the role that technology plays has increased so much that marketers need a trusted advisor on technology matters. A big part of what you're seeing with the creation of this group within IBM, with the acquisitions that we're making, is a commitment to demonstrate to CMOs that IBM can be that trusted advisor for technology.
So in my mind, the importance of technology is inevitable. The CMOs who get it and who can adapt are likely to be the most successful. That doesn't necessarily mean they need to have all the skills themselves, but they need to be smart enough to surround themselves with the skills and the right partners.
Another popular acronym out there is CRM. Do you see any fit with what the Tealeaf acquisition means for CRM through IBM's product line?
Your classic definition of CRM is the integration of sales, marketing, and service. For a long time we've felt strongly that marketing is a big enough component within the organization that the discipline - there's enough different types of marketing that happens - that marketing really needs its own platform. The notion that having a single platform that would integrate all sales, service, and marketing was fundamentally flawed and that marketers really needed their own suite. Now that's not to say that that suite shouldn't integrate with the sales suite and with the service application.
But there are lots of things that marketers do, things like producing creative. They just don't necessarily fit neatly into the CRM paradigm.
From our perspective marketers deserve their own, dedicated suite. But then I also think, specifically for the service element - the marketer's role is starting to expand and the CMOs aren't just responsible for generating demand anymore. They're really the stewards of the brand.
The implication of that is CMOs need to own the customer experience. So it's not just how do I get hand raisers, but rather, how do I make sure that as I sell, and as I service, that the customer gets the brand experience.
For us, Tealeaf helps empower marketers to do that, because it can help them understand those user experiences during selling and during servicing.
Can you tie together why this acquisition makes sense for IBM’s Smarter Planet or Smarter Commerce [marketing]?
Within Smarter Planet there are a very small number of Smarter initiatives, one of those is Smarter Commerce. That's where the stuff I'm working on fits into Smarter Planet. When we say commerce we don't just mean retail, we mean all verticals, banking, telco, travel and leisure. How do we make commerce, not just retail, but commerce smarter?
For us, that's the marketing piece of commerce, because commerce will get smarter by integrating buy, market, sell, and service. Tealeaf is a great bridge to help us integrate the sell and the service with market. From our perspective, this Tealeaf acquisition actually is a really exciting example where we're helping marketers take a more active role in the customer experience, helping better integrate what's happening, not just within marketing now, but also the selling process and the service process.
Those overlaps and tighter integrations is where we're driving towards with the whole Smarter Commerce initiative. So, I think it goes pretty quickly from Smarter Planet, Smarter Commerce, to Tealeaf.
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Decisions, decisions… IBM hopes to lend speed and clarity to decision making with its new Analytical Decision Management software, which utilizes predictive analytics.
IBM is delivering new predictive analytics software aimed at providing businesses with tools that enable instantaneous, insight-driven decisions in real-time.
Called IBM Analytical Decision Management, the software applies automated analytics processes to a wide variety of data, regardless of where it resides, according to the company. It integrates into an organization's computing environment and applies predictive analytics, local rules, scoring and a dose of Big Data processing to generate appropriate courses of action.
The software employs IBM's InfoSphere Streams and Entity Analytics technologies to analyze Big Data and generate up to thousands of decisions per second. Entity Analytics acts as a classification engine that can identify and match entities -- essentially people, places or things -- adding nuance and context to the platform as it ingests more data.
Another component is a new social network analytics capability that monitors social media influencers and conversations centered on a topic. Companies can use the feature to gauge their social media influence and glean insights into customer behavior.
The result, according to Deepak Advani, vice president Business Analytics Products and Solutions at IBM, is near-instantaneous business guidance that can have a big impact on a company's responsiveness to customers.
"In today's marketplace, when a customer says they're not happy, companies must decide how to react - not later that day, or in an hour, but instantly. With these new technologies, winning organizations can embed analytics into under-served areas of their business, empowering all employees to make information-based decisions," said Advani in a company release.
Analytical Decision Management is part of IBM's Smarter Analytics Signature Solutions, a suite of products and services that Big Blue launched in March. The product and services slate debuted with fraud detection, social media signal monitoring and financial performance analysis.
In the months since, IBM has been rapidly building its analytics technology portfolio. And it doesn’t mind striking a few deals to make it happen.
In April, IBM announced that it was acquiring Varicent, a maker of incentive compensation and sales performance management (SPM) software. That same month, it snapped up Vivisimo, a specialist in federated discovery and navigation software for Big Data analysis.
Last month, Big Blue acquired San Francisco-based Tealeaf Technology for an undisclosed amount. Tealeaf provides customer experience management and analytics software that drives the customer service and retention efforts of companies like Dell, Zappos and Wells Fargo.
Pedro Hernandez is a contributing editor at InternetNews.com, the news service of the IT Business Edge Network, the network for technology professionals. Follow him on Twitter @ecoINSITE.
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