4. Objectives of the session
• Understand the shift in business that the
cloud imposes
• Why Cloud transformation is tricky
• How should business leaders think about
rationalizing capabilities in the cloud.
• How to build product and service capabilities
that evolve with and involve the customer.
• A tangible framework to formulate strategies.
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6. what was, what is, and will be..
mainframes application service provider cloud
(dumb client, operation on client + data center)
(smart (browser + services)
server) motivation: cost motivation: speed
motivation: cost
19xx 19xx- 200x late 200x
near future
cloud + apps
(device + subscription)
motivation: productivity
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7. how did this come about?
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8. First things first
I don’t believe that anyone today questions the
viability of the cloud, the debate is about speed and
the essence or the “how” not the “if”
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10. The cloud itself
• Everyone knew it was going to happen
• Some denied it (out of fear)
• Some laughed at it..
• Some tried it 10 years ago
• Some tried to escape it
• In the end.. It simply is an idea whose time
has come
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11. Benefits realized
• Variable cost models
• Anytime, anywhere computing
• Low ops costs (massively lowers TCO)
• Best of all – Speed of implementation
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13. Consumerization of IT
• Consumers want to use simple, beautiful
technology
• Consumers want personalized experiences
• Want Corporate data on personal devices
• Trust the cloud implicitly
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14. The Prosumer
is bringing these expectations to work every day
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16. B2B (Shedding more light)
• Business selling to Businesses is not going anywhere but let’s
not confuse the players with the game.
• It is the game that is changing.
• Business is developing Affects, Behaviors and Cognition.
• Consumers are innovating their lives and expect similar
behavior from business
• Therefore B2B is being re-incarnated as B2C(B) for techies in
the room it’s a typecast
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18. Marketplaces
• Discovery necessitates participation
• Purchasing necessitates commerce
• Marketplaces in v1 right now
• Try and Buy behavior truly becoming the norm
• Expect targeted and statistical recommendations
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21. Business Success Drivers
66% of CEOs believe “Products and services can
their organizations be copied. Our business
need to introduce processes and our business
fundamental/ radical models are our
changes in the next 2 differentiators.”
years CEO – Global Enterprise
Business process Business productivity Flexibility to rapidly
innovation as key innovation is needed implement global innovation
competitive advantage now more than ever is a key enabler
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22. Key IT Challenges
Too much time and Identifying the right
money is required to application is costly.
efficiently Maintaining applications
develop, deploy and from multiple vendors is
maintain custom cumbersome
applications
Limited budget Not equipped to Difficult to deliver
and resources rapidly respond to business ROI and
business change differentiators
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26. The Consumer (who works in the office)
Has new influencers in social networks
Involved in conversations about brands
Formulating opinions on Social networking platforms
Is trained in try then buy consumption model
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27. Consumer is bringing their thinking to work!
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34. Case Studies
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35. Angry Birds
• A game that drives device sales
• Microsoft tried to get AB into WP7 at launch
• In China, HK, Japan if you buy a tablet, they
show you that it runs angry birds
• Emotional captivation (the grunting pigs)
prevents churn
• Realization and Affirmation happen so fast
that you can’t churn out
• The Eagle help prevents churn and
monetizes in-game
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36. Zynga
• Biz model built on in-game monetization
• Heavy Community based (only FB)
• Once you are in the game they keep you
affirming and communicating the value
• Launch new games as old ones peak
• New games are easier to sell to current
customers. Prevents Churn
• A subscription business of sorts
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39. The Software has you covered
• CRM since v4 has given ISVs choice
• CRM Online 2011 highly capable as an
ISV platform
• The non-software tangibles still need
attention
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40. Business needs: to be addressed
?
! !?
!
!?
?
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41. Cloud Requirements
Business Model Operations Support Infrastructure
Pricing App Monitoring Call Center Provisioning and
Configuration
Sales Incentives Administration Helpdesk
Directory and
Compensation Tier 1 – 3 Customized SLAs Security Services
procedures
Customer service Customer Service Self-Service, Co-
Comms plans Creation
Up-sell strategy Billing Support
Failover planning Automated Billing
and Collections
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42. ISV Opportunities
• Add-On Cloud based Services
• Accessible through CRM
• Priced as a transaction or subscription
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45. SI Opportunities
• Add focused applications to portfolio
• Diversify deal portfolio towards agile deals
• Partner tightly with select ISVs – focus on
industry
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46. Type of partners to seek
• Platform makers
• Vertical apps
• Collaboration apps
• Apps that add speed to your engagements
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47. SI + ISV + Platform = Success
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48. We help organizations build engaging, enduring, and profitable
relationships with customers through the use of cloud & social
platforms
cloud + socia
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49. Nikhil Hasija
azuqua
nikhil@
Thank You to all of our Sponsors
And Thank YOU for Attending
extreme 2011 Las Vegas!
Please remember to fill out your session evaluation form.
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Notes de l'éditeur
Instead think of many single purpose appswhich over time will connect and form a fabric of capabilitiesusers will subscribe to these capabilities
does it matter to understand how the change came about? We all do agree that it is here.. however, I believe that every great strategy lies in understanding the parameters of what makes it work so that you can identify when it stops working for you.. So let’s take a look at the factors influencing the change.
and I also don’t think anyone here needs convincing on the importance of the cloud.. we will look at the inter-connectedness between the factors so that we can formulate execution strategies that are relevant today and position us for tomorrow.
It is the culmination of 30 years of technologyAt no time in the history of tech.. has it been so affordable and so quick to do anything
That cloud is realIt will affect all types of businessesWe will look at the strategies can companies use to transition to resilient business modelsWhile CRM is an integral part of this, I’ll explain why.. I will only discuss it in passing.
How many of you ever backed up your Gmail? We expect it to be there always..
It’s the expectations: While dealing with businesses we expected to engage with a person who would disavow all personal judgment criteria and look at all things equally.. People are asking WHY? How much ugly software is out there.. We always seek beauty, simplicity and emotional engagement (iphone, angry birds). So B2B has to mature and emulate start it’s journey towards a C2C model – back to the handshake.Why simply because the people in the Business are exposed to consumer tech. Their vantage point is now different. (For SciFi fans currently it’s like Frankenstein but will grow into Commander Data – Resembling human, striving to be better, but not quite..)Don’t believe me? Every big org. today has twitter, facebook profiles, pagesEvery Social Pundit(+1) is telling that to succeed in the social web, you have to become a “company like me” i.e. a business is becoming more human-like.
Rudimentary rating engines
Cloud is highly relevantApps are highly relevantThese two are changing the enterprise in very drastic ways
The pressures to achieve profitable growth has introduced a new mandate, the need to innovateBeyond product or service innovation, more CEOs are looking to business process innovationas a key competitive advantage. Innovation is driven through collaboration to solicit ideas (internal and external)The flexibilityto rapidly implement innovation is the key enabler
The pressures to achieve profitable growth has introduced a new mandate, the need to innovateBeyond product or service innovation, more CEOs are looking to business process innovationas a key competitive advantage. Innovation is driven through collaboration to solicit ideas (internal and external)The flexibilityto rapidly implement innovation is the key enabler
The consumer has new influencers on:Twitter - “Faster than Seismic activity”Facebook - Trusted network of friends and peersOther networks…Conversations are taking place about brands outside their controlOpinions are being formed on Social networking platformsOnline commerce is pervasive and consumers are really savvy
Agility talks to consumption
P* = Perception of ValueR* = Realization of ValueTransfer of Risk to Customer at Purchase
P* = Perception of ValueR* = Realization of ValueA* = Affirmation of Value and Advocacy/AmbassadorshipC* = Contribution of Value Recognize that the if you turn your customers into Raving Fans, they will recommend your products.Shared Risk ownershipCost transfer between Marketing and Support so you can move dollars form mktg. to support and get better ROI’s.
