Your New Digital Business & APIs

Your New Digital Business & APIs
© 2014 CA. All rights reserved.
<name>
<date>Tyson Whitten
Director Solutions Marketing, CA Technologies
May 22, 2014

2
© 2014 CA. ALL RIGHTS RESERVED.
Today, every
competitive company
is a digital company.
Are you?
In 2014, CEOs must focus on leading their
organizations to think like and become more like
"tech" companies, because within a few years,
digital business capabilities will dominate every
industry. Urgent action is needed because first-
mover advantage is common in digital business,
and fast followers must be very fast.
Gartner; “CEO Resolutions for 2014—Time to Act on Digital
Business”; Mark Raskino; March 5, 2014
From sneaker company to
data enabled athletic brand.
From book seller to insight driven
delivery service, cloud servicer and
entertainment hub.
From UK Grocer to global consumer
retailer leveraging data and technology
that reframes the shopper experience.

3
Trends impacting all organizations today
CLOUD SERVICES
MOBILE APPS
INTERNET OF THINGS/
BIG DATA
SOCIAL REGISTRATION
DEVELOPER COMMUNITY
INCREASED THREATS THE OPEN ENTERPRISE

4
Trends impacting all organizations today
CLOUD SERVICES
MOBILE APPS
INTERNET OF THINGS/
BIG DATA
79%
of organizations are using SaaS¹
50B
connected devices by 2020⁵
25
Average biz apps per
device³
11,000
APIs published⁴
Monthly Facebook users²
1.28B
91%
Increase in targeted attacks⁶
Sources: 1. Ponemon Institute. 2. Facebook; 3. eMarketer 4. programmableweb.com (May, 2014) 5. Cisco 6. from 2012 to 2013. 2014 Data Breach Investigations Report, Verizon, Inc.
DEVELOPER COMMUNITY
SOCIAL REGISTRATION
INCREASED THREATS

5
What steps to take in this
new digital world?

6
Digital business assessment
INTERNAL
CUSTOMERS
COMPETITORS
• Same products continually the largest revenue generators?
• Has the market share of your key products/services
declined over the past few years?
• Has resource skillsets remained status quo?
• Is it unclear why customers are making decisions?
• Has website traffic been reduced over the past few years?
• Are customers requesting to do business over multiple
channels?
• Have your competitors products improved recently?
• Are your competitors accessing new markets you never
thought of targeting?
• Are your competitors marketing through different means?

7
Select your Chief Digital Officer

8
Common Roles of the Chief Digital Officer
 Digital Strategist
– Advises the board, CEO and other execs on
survival in the digital world
– Deep understanding of the business, competitive
strategy and evolving digital trends
 Digital Marketing Officer
– Optimizes end-to-end marketing strategy with
respect to the design and creation of digital
products, markets and channels
– Wide range of marketing disciplines, and a deep
understanding of current and emerging digital
trends and capabilities
 Digital General Manager
– Business unit CEO of online/digital business units
– Focused on online/digital channels and/or digital
products and services
Gartner; “Six Key Steps to Build a Successful Digital Business”; Ken McGee, Diane
Morello, Lee Weldon; April 30, 2014

9
Find the right digital skills
Establish
knowledge
areas
Competitive
recruiting
Develop digital
evangelists
Acquire digital
business
startups
Virtual teams

10
How do you apply the right
mix of digital assets to stay
competitive?

11
What are your digital objectives?
 Accelerate application release cycles
 Differentiate service delivery
 Consistent user engagement across multiple channels
 Access to new ideas out side of your organization
 Innovate and reach new markets
 Efficiently manage supply chain
Goes back to the digital assessment and analysis

12
What trends to leverage
“Most C-level executives say the three key trends in digital business—namely, big
data and analytics, digital marketing and social-media tools, and the use of new
delivery platforms such as cloud computing and mobility—are strategic priorities
at their companies”
*http://www.mckinsey.com/insights/business_technology/minding_your_digital_business_mckinsey_global_survey_results
Social
media
mobile apps/
cloud platforms
big data
management

13
A digital platform emerges
Identities App API Data

14
The API is fundamental to your digital platform
Web
Web API
 Information
Presentation, interface
{ “min”: “23C”,
“max”: “11C”…}
 Presentation, interface
 Information

15
The API is fundamental to your digital platform
{ “min”: “23C”,
“max”: “11C”…}

16
An “agile” digital platform emerges
Identities App API Data
Seamlessly connect
Enterprise Data to
Your Digital
Ecosystem
Accelerates
Mobile App
Development
Enables multi-
channel
engagement
Extend
Reach into
new
markets

17
How do you monetize your
APIs?

18
Who’s your market?
Employees Customers
Private/OpenInternal
Market
API Types
Partners

19
What’s the value of your data?
Cost Driven Revenue Driven
Capacity Constraints Savings in developer costs,
independent contractors,
etc.
Faster Go-To-Market Gains in sales volume,
market share, channel and
market penetration
Employee Turnover Savings in finding, recruiting More Cost Competitive
Product
Gains in sales volume,
market penetration
Worker Productivity Savings on wasted tasks,
inefficient use of employee
time, task yield
More Differentiated Product Gains in margins, sales
volume, market share,
channel and market
penetration
Resource Reallocation Savings on salary and
compensation of
misallocated personnel
More Profitable Customer
Mix
Gains in margins and
customer profitability
Training/Learning Savings on training and
education expenses
Marketing Efficiencies Gains Scale economies due to
gains in sales volume,
market penetration
Equipment/Inventory Savings on unnecessary
capital or inventory
investment
Customer Loyalty Gains Gains in margins, sales
volume, market share due to
repeat purchase and loyalty
Reliability/Durability Replacement savings, better
yields
Customer Networking Gains Gains in sales volume,
market share due to word-

20
API Business Models
 Free = Drive usage of API in support of an adjacent business
 Direct = Charge developer based on the value of the API
 Indirect = Pay developer for driving usage and pulling in
business
 Internal = Not monetizing the API directly but fundamental to
product or service delivered

21
API Price Structure Types
Business Model Price Structure Examples
Free None

22
Direct (Developer Pays) Non-segmented (flat rate)
Tiered
• Product (free, low, med, high)
• Volume (calls per day)
• Peak load (peak and off-peak)
• Metering (usage, transaction)
• Location based

23
Indirect (Developer Gets
Paid)
Tiered
• Revenue Share
• Affiliate Revenue Share

24
Business Model Usage Examples
Internal • Content acquisition/syndication
• SaaS delivery models
• Consumer apps

25
What businesses have made
the transition to digital?

26
Netflix

27
Tesco

28
Nike

29
GM

30
What does the future
behold?

31
The evolution of connectivity
Continuous App
Delivery
Refresh software continuously, downtime
not an option
Context & Act
Real-time
Collect, analyze and respond based on
data collected
Integration
New apps are rolled out, old apps don’t
die
Reduce Risk
Control access to data based on risk and
regulations

Director Solutions Marketing
Tyson.Whitten@ca.com
tysonwhitten
slideshare.net/CAinc
linkedin.com/company/ca-technologies
ca.com
Tyson Whitten

33
Copyright © 2014 CA. The Nike logo is either a registered trademark or trademark of Nike Corporation in the United States and/or
other countries. The Amazon logo is either a registered trademark or trademark of Amazon Corporation in the United States and/or
other countries. The Tesco logo is either a registered trademark or trademark of Tesco Corporation in the United States and/or other
countries. The Splunk logo is either a registered trademark or trademark of Splunk Corporation in the United States and/or other
countries. The Sonos logo is either a registered trademark or trademark of Sonos Corporation in the United States and/or other
countries. The Paypal logo is either a registered trademark or trademark of Paypal Corporation in the United States and/or other
countries. The Google logo is either a registered trademark or trademark of Google Corporation in the United States and/or other
countries. The Expedia logo is either a registered trademark or trademark of Expedia Corporation in the United States and/or other
countries. The Netflix logo is either a registered trademark or trademark of Netflix Corporation in the United States and/or other
countries. he Paypal logo is either a registered trademark or trademark of Paypal Corporation in the United States and/or other
countries. The Facebook logo is either a registered trademark or trademark of Facebook Corporation in the United States and/or other
countries. All trademarks, trade names, service marks and logos referenced herein belong to their respective companies.
Certain information in this publication may outline CA’s general product direction. However, CA may make modifications to any CA
product, software program, method or procedure described in this publication at any time without notice, and the development,
release and timing of any features or functionality described in this publication remain at CA’s sole discretion. CA will support only the
referenced products in accordance with (i) the documentation and specifications provided with the referenced product, and (ii)CA’s
then-current maintenance and support policy for the referenced product. Notwithstanding anything in this publication to the contrary,
this publication shall not: (i) constitute product documentation or specifications under any existing or future written license
agreement or services agreement relating to any CA software product, or be subject to any warranty set forth in any such written
agreement; (ii) serve to affect the rights and/or obligations of CA or its licensees under any existing or future written license agreement
or services agreement relating to any CA software product; or (iii) serve to amend any product documentation or specifications for any
CA software product.
THIS PRESENTATION IS FOR YOUR INFORMATIONAL PURPOSES ONLY. CA assumes no responsibility for the accuracy or completeness of
the information. TO THE EXTENT PERMITTED BY APPLICABLE LAW, CA PROVIDES THIS DOCUMENT “AS IS” WITHOUT WARRANTY OF ANY
KIND, INCLUDING, WITHOUT LIMITATION, ANY IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, OR
NONINFRINGEMENT. In no event will CA be liable for any loss or damage, direct or indirect, in connection with this presentation,
including, without limitation, lost profits, lost investment, business interruption, goodwill, or lost data, even if CA is expressly
advised in advance of the possibility of such damages.

Your New Digital Business & APIs

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Your New Digital Business & APIs

Similar to Your New Digital Business & APIs (20)

More from CA API Management

More from CA API Management (20)

Recently uploaded

Recently uploaded (20)

Your New Digital Business & APIs