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At Harvard University’s symposium “Privacy in a Networked World,” Lee Rainie presented the latest survey findings about privacy from the Pew Research Center.
Source: chiefmartec.com
Scott Brinker says:
Even I was surprised that the number of vendors nearly doubled from last year’s edition, which charted an already-staggering 947 companies…
My intention with this graphic is to visually demonstrate four points:
When you consider the implications of those four points, the “technology management” piece of this is non-trivial — but it’s definitely not the biggest hurdle most companies face. The real challenge is changing how firms think and behave in this hyper-connected, always-on, customer-controlled digital world. The nature of marketing has exploded from an ancillary communications function to the Grand Central Station of customer experience. And the bar for delivering great customer experiences is rising rapidly.
That’s the real challenge. And most companies are still early in the maturity curve of such transformations. The difficulty of trying to sort out the marketing technology landscape is merely an echo of that revolution.
The good news is that most of the marketing technology innovations on this landscape are designed to help marketers conquer that revolution. They’re by no means miracle transformation pills (“instant relief, just add money!”). But when applied in the service of a well-organized, strategically-sound, executive-led digital transformation effort, these technologies are your friend. They can imbue your organization with superhero powers.
So please, don’t be disturbed by this landscape per se. We can navigate the technology.
But you should probably be daunted by the larger transformation of your organization that this landscape heralds — if you’re not, at least a little, you probably don’t yet appreciate just how massive of a management challenge that really is.
The most objectionable aspect of this graphic is its categorization. My choice of categories, the labels I used for them, which companies I placed in which category, etc., are all subject to debate. However, this isn’t just a problem with my graphic — this is a challenge across the industry (as any product manager for any of these companies will surely testify).
First, new categories keep emerging, often as rebellious offshoots from previous categories. For example, I charted “Influencer Marketing” separate from “Social Media Marketing” this year, because of the momentum of so many companies using that label. But it’s arguably a subset rather than a separate category, with enormous overlap between them. As product managers vie to differentiate their products, alternate labels and variations flood the digital airwaves. Most vendors wrestle with wanting to dominate a category of their own invention (“blue ocean”) yet compete in larger and more popular fields (“red ocean”). It makes for a frothy brew of ever-shifting category labels.
Second, many categories contain radically different kinds of software. Look no further than the “Content Marketing” category. Based on popular usage of the term, most people would agree there is a category of content marketing software. But when you examine all the myriad of products offered under that umbrella — production, workflow, curation, distribution, resource markets, analytics, etc. — you quickly realize they aren’t apples-to-apples: there are oranges, bananas, pears, and a whole exotic fruit basket in there.
Many of the products in such a category are complementary, not competitive. They’re not mutually exclusive. And they’re also not interchangeable.
Third, and a major source of confusion, categories of technologies and categories of “jobs marketers want to do” are often conflated (tip o’ the hat to Clay Christensen). But they’re not the same. For instance, almost all of the categories on this graphic have products that could be applied in a content marketing program. (In fact, if there is an overarching theme to the landscape, it’s that the “content marketing movement,” writ large, is the engine of the marketing technology landscape, and vice versa.) Marketers should strive for clarity about their “jobs to be done” and consider tools that help them achieve that, without getting too hung up on the category labels of the tools themselves.
And fourth, many innovative products have an architecture or a value proposition that inherently spans multiple categories. As Neeraj Agrawal of Battery Ventures said, “I think we’re still in the early innings, maybe the fourth inning” of this grand transformation of marketing. Indeed, many of the popular category labels that we use today — “marketing automation” — have baggage from earlier mental models of digital marketing. I believe it’s a really good thing that many entrepreneurs in this sector are inventing solutions that are untethered by those labels. But it does make them hard to categorize.
VB reports:
The tech world is abuzz with interesting possibilities for the Internet of Things (IoT) lately, but regular folks haven’t caught up yet. Why the enthusiasm gap? That’s the question that Affinnova, a Nielsen company, set out to answer in a recent study of nearly 4,000 consumers.
First, it’s worth noting that while people have great faith in technology to come, even early adopters have trouble articulating what they would want from smart products. While 57 percent of all consumers who responded to this study strongly agree that the IoT will be “just as revolutionary as the smartphone” for our culture, they can’t explain how or why. Furthermore, 92 percent say that it’s very difficult to pinpoint what they’d want from smart objects, but they’ll know it when they see it.
Given this blind spot, the study presented nearly 4,000 consumers with different “smart” product concepts, giving them the opportunity to choose which actual features and items they might be interested in.
The installed base for ‘smart’ street light luminaires is set to grow rapidly, with network controlled nodes set to rise from 2 million today to 40 million by 2019–ABI Research
In a recent webcast (and accompanying report), IDC issued its top 10 predictions for 2015. IDC’s Frank Gens advised companies in all industries to “Amazon” themselves, but also predicted that the best job of “Amazoning” will be done by Amazon itself.
All innovation today is Amazon-style innovation: at scale, high-velocity, and low-cost. China will use this type of innovation to join Amazon in ruling the world of technology. Here’s my edited version of IDC’s 2015 predictions:
New technologies will account for 100% of growth
Worldwide IT and telecommunications spending will grow 3.8% in 2015 to more than $3.8 trillion. Nearly all of this spending growth and one third of total spending will be focused on new technologies such as mobile, cloud, big data analytics and the Internet of Things.
Wireless data, the largest segment of the telecommunications sector, will also be the fastest growing
Wireless data will be the largest ($536 billion) and fastest growing (13%) segment of telecom spending. Net Neutrality will be mandated in the US, with a hybrid approach that will provide a baseline of services available to all.
Phablets will be the mobile growth engine
Sales of smartphones and tablets will slow down from the pace of recent years, reaching $484 billion and accounting for 40% of all IT spending growth. Chinese vendors will capture 15% or more of worldwide mobile growth. Phablet sales will grow 60%, cannibalizing the tablet market. Wearables will disappoint, with “only” 40-50 million units sold in 2015. A wrist-phone will ship and flop. Mobile app downloads will slow in 2015, reaching $150 billion, with Chinese independent app stores accounting for 18%. But enterprise mobile app development will more than double.
New partnerships to redraw cloud computing’s landscape
Spending on the greater cloud ecosystem (public, private, enabling IT and services) will reach $118 billion (almost $200 billion in 2018), $70 billion ($126 billion in 2018) of which will be spent on public clouds. Amazon will withstand attacks on many fronts to maintain or even gain market share. Gens predicted we will see “strange bedfellows” in the cloud market in 2015 such as Facebook with Microsoft and/or IBM or Amazon partnering with HP.
Data-as-a-Service will drive new big data supply chains
Worldwide spending on big data-related software, hardware, and services will reach $125 billion. Rich media analytics (video, audio, and image) will emerge as an important driver of big data projects, at least tripling in size. 25% of top IT vendors will offer Data-as-a-Service as cloud platform and analytics vendors offer value-added information from commercial and open data sets. IoT will be the next critical focus for data/analytics services with 30% CAGR over the next five years, and in 2015 we will see a growing numbers of apps and competitors (e.g., Microsoft, Amazon, Baidu) providing cognitive/machine learning solutions.
The IoT will continue to rapidly expand the traditional IT industry
Internet of Things (IoT) spending will exceed $1.7 trillion, up 14% from 2014 (and will reach $3 trillion by 2020). One-third of spending for intelligent/embedded devices will come from outside of the IT and telecom industries. This, said Gens, amounts to a “dramatic expansion of what we would consider IT.” Seeing the opportunity, a number of traditional IT vendors (possibly Cisco, IBM, and Intel) will form “an IoT solutions company.” Predictive maintenance will emerge as an important IoT solutions category.
Cloud service providers will become the new data center, redrawing the IT landscape
The massive shift to datacenters operated by cloud service providers will spark a burst of “cloud first” hardware innovations and drive greater consolidation among server, storage, software, and networking vendors. By 2016, over 50% of compute and 70% of storage capacity will be installed in hyperscale data centers. IDC expects to see two or three major mergers, acquisitions, or restructurings among the top-tier IT vendors in 2015.
Rapid expansion of industry-specific digital platforms
The new technologies combine to create a business innovation platform, not just a technology platform, helping transform “every industry on the planet.” One-third of market share leaders in every industry will be disrupted by vendors selling new IT products and services. Examples include alternative payment networks in financial services (in 2 years, 2% all global payments will be conducted with bitcoin); expansion of IoT technologies into city safety, public works and transportation systems (25% of all government IoT spending by 2018); and the expansion of location-based services in the retail industry. The number of industry platforms – industry-specialized cloud-based data and services platforms, usually created by leaders within the industry – will expand rapidly, doubling in 2015 to 60.
Adoption of new security and printing innovations
Securing the edge: 15% of mobile devices will be accessed biometrically (over 50% by 2020). Securing the core: 20% of regulated data will be encrypted by year-end 2015 (80% by 2018). Threat intelligence will emerge as a killer Data-as-a-Service category: By 2017, 55% of enterprises will receive customized threat intelligence data feeds. 3D printing will see significant activity among conventional document printing companies: 2015 spending will surge 27%, to $3.4B, and by 2020, 10%+ of consumer products will be available through “produce on demand” via 3D printing.
More China, everywhere
China will have a “skyrocketing influence” on the IT and telecomm market in 2015 with spending that will account for 43% of all industry growth, one third of all smartphone purchases, and about one third of all online shoppers. With a huge domestic market, China’s cloud and ecommerce leaders (Alibaba in ecommerce, Tencent in social, and Baidu in search) will rise to prominence in the global marketplace. Chinese branded smartphone makers will capture 40% of the worldwide smartphone market in 2015.
[Originally published on Forbes.com]
