Managed services: 7 Blogs MSPmentor didn't write, 7 June

This week's news services managed provider (MSP), gossip, and rumors involves Autotask, LabTech Microsoft Surface, contour, tablets and more.
Our team has spent the week at Autotask community live, automation nation and LabTech Cisco Partner Summit. Next week, I'll be IBM Summit surface Edge/MSP-while keeping an eye on as far as the next level of MSP platforms Community Summit and TruMethods Schnizzfest. Meanwhile, there are reports of seven managed services provider (MSP) and Blogs that the MSPmentor team did not have the opportunity to write for the week ending June 7, 2013.
7. Bigger Picture: twice in recent days I have had extended conversations with LabTech Software CEO Matthew Nachtrab. We covered a wide range of things: LabTech's performance over the past year, the company's evolution, the commitment to integration with Autotask and Tigerpaw Software (you read that right) and much more. Stay tuned for a more complete review.
6. compressed Surface: I've seen some users of LabTech conference area. Neri was among them. I am still a long run I believe on the surface collapsed. But please can we have a channel partner program, Microsoft?
5. Career moves: at least three high-profile executives, high level MSP sector are close by changing jobs. Big names. Great moves. As soon as possible.
4. limit of earnings momentum: CEO Gary Read, Nimsoft's ex, caught lightning in a bottle – again? I hope to share information and insights from a recent conversation soon.
3. birthday: have a great one, Charlene.
2. Who's Next?: so, the Government of the United States is somehow monitoring the Google, Microsoft and others. Sorta makes you wonder: big brother can find time and resources to start infiltrating small datacenters MSP?
1. did you notice this?: Autotask has MSP training sessions in Microsoft offices across the United States at the same time, Autotask is tighter integration with Microsoft Office 365 offers. Hmmm ... just how close are the two companies will become?
That's all for now. Thank you for your continued readership.

In-memory databases are the answer, or part of the answer?

Before discussing a topic is always good to begin with a definition and what better way to find a relative to see Wikipedia omniscient (as we got before).  Wikipedia has this to say about In-memory databases.

Source: Wikipedia, The Free Encyclopedia

Or simply paraphrase, In-memory databases are more efficient than traditional database management as do not face the same i/o constraint of reading or writing to disk.

Really like the ubiquitous hype ' big data ', In memory is in vogue for 2013. However, let's not forget that in-memory databases have been around for 25 years or more and was largely an economic constraint (the price of RAM) rather than technology that prevented their use being more prevalent. However the pace of technological progress saw the price drop of RAM greatly with numerous sources identify the price of memory has dropped the 33% per annum for the last two decades and the same sources expect a similar rate of reduction in the years to come.

It's hard to deny that business demand for performance in Google analytics is always there. After all, as soon as possible the business has the answers before we can make decisions, which generally lead to greater business value as a result.

However, we still need to go back to the economic argument of storing data in memory. You must be in memory, more to the point it can afford all your data to be in memory all your data?

Yes, the price of memory has dropped significantly and continues to do so but the memory remains 80 times more expensive than disk storage. Add to the equation the rate at which the data volumes are growing and the need to capture, store and analyze this growing data volumes and you are left with two opposing tendencies that might not ever, or at least not for the foreseeable future, reach a balance point acceptable price.

So logically and (being from a background of accounting) economically there must be more storage options for the data within a unique ecosystem analysis in memory will play a significant role. Of course for the data that is used heavily on a day to day basis then there will be a more convincing business case to store this data in memory to provide benefits that are necessary for business, but for the historical data infrequently accessed or do the numbers really stack up to to have this sitting in memory of data?

For information about how Teradata intelligent memory addresses versus storage equation of use click here.

David Hudson is a Senior Consultant with Teradata solutions ANZ. Has 10 years experience in data storage, primarily focused on Enterprise Data Model solutions. This includes data integration, ETL design and logical data modeling.

For retailers this summer, the background is inventory

Here's some encouraging news for resellers:

According to the National Retail Federation, April retail sales (excluding restaurants, gas stations and cars) increased seasonally adjusted 0.6 per cent compared to last month, and have increased 3.9 percent on year-on-year. NRF attributes the rise to improved employment data last month, housing prices and a record bag.

Of course, whenever such results make headlines, experienced retailers know respond with only cautious optimism. They always counter sales positive relations with two questions:

1. the increases continue? and,

2. If they do, it will be ready?

No one can answer the first question with absolute certainty. You'd need a crystal ball.

Fortunately, however, more and more retailers are finding that an answer to the second question is to reach, and that is turning their attention in confidence.

You see, it is only natural for dealers to be worried obsessed with stock levels. The flow of product inventory is the lifeblood of any retail business. Is what keeps them at night. Is the background of success.

But now, retailers can take the guesswork out of inventory. Can use analytics to better forecast product needs, optimize inventory flow and replenish according customer shopping patterns. In fact, we just announced an advanced solution that makes these processes not only possible, but easier than ever.

And the timing for this technology could not be better. In today's challenging economy, retailers have little margin for error. In addition, they are doing is a priority for improving the customer experience to be more in tune with customer preferences.

According to the fifth annual report to Benchmark Merchandising Retail Systems Research (RSR), which provides insight into business and technology challenges facing the retail sector extended: "Out-of-stock and inventory performance remain top-of-mind (especially for large retailers and those who sell goods), the concerns of retailers about understanding customer preferences and their ability to meet those preferences with new ideas on pricing and promotions-have become their top business challenges."

What retailers can do to become more responsive to consumer demand? RSR suggests these four actions:

Get predictive.Use modern methods of forecast for discover insights customer purchase behaviors and preferences.

Get the reagent. Feedback is essential. When you have access to real-time information, you can automatically respond to trends.

Get automated.You need the right tool for the right job. The inventory and warehouse environments today require large amounts of data for analysis and automated technology.

Get science.Intuition and gut feelings only get you so far. Now retailers need to make data-driven decisions in order to remain competitive in the global marketplace.

I would suggest another:

Go ahead.It's time to update your strategies. Don't worry: you don't have to boil the ocean. But, you need to get started.

Consumer confidence continues to rise in the coming months? NRF is forecast to increase moderate retail sales throughout the summer.  In both cases, you'll want to be ready.

-Darryl

More is better, with the right tools

Most data are better, right? Yes, provided that the organizations have the expertise and platforms to capture, analyze and standardize data. But many companies are learning that their types of diverse data and analysis needs to overcome their existing capacity. The answer is Unified Data Architecture with Teradata ® ™, which enables transparent movement of data in and out of complementary systems. According to industry experts, this unified environment of data and data analysis enables organizations to leverage all data of new insights and new business opportunities.

"A unified data environment recognises that there are many tools of analysis and number paths to get what you need, and you have to have the right platform for the right workload," says Tony Baer, principal analyst at Ovum.

The unified data architecture is purpose-built to address all forms of data, says Hortonworks vice President Shaun Connolly in his discussion of how an integrated environment derives value from data in new ways. "The unified data architecture is purpose-built to address all forms of data. That really resonates, especially with large companies, "says Connolly.

Jennifer Niemela
Executive Editor
Teradata Magazine

Teradata Teradata, Unified Data Architecture, data architecture, UDA, Shaun Connolly, Hortonworks, analytics, data analysis, data unified environment

The battle of Retail: Bricks vs. clicks: that is a leader and ... who will win?

I live in an airplane. Not literally of course, actually my residence is in Amsterdam-the original one, not the one in New York. The reason for that flying is to meet with retailers around the world. (Why? Professionally, Teradata is a partner and service provider for global retailers, and consult with companies that are forging ahead in the battle in multi-channel retail course.) The point of this blog is to share some of these retail discussions specific to the brick against battle click and set the stage for the next Blog.

My idea is to address some battle strategies and tactics-deep-to air them and solicit feedback from reflective, as retail brands are making decisions and laying Foundation for the future (ir).

What do you mean by 'retail battlefield '? I am referring to the obvious rivalry continues pure-play e-tailers and store-based retailers long. It began at some point, as online businesses-the likes of Amazon, eBay and others-led product price and availability through the floor, making it easier to buy on-line, that traditional stores have new competition that was faceless and virtual. The resulting conflict was everywhere from chaotic to catastrophic, but it certainly has changed the face of retail. We have fodder for battle across the spectrum of specialist retailers, luxury retail, big box stores and even the food [for a specific example of brick vs battle clicks check out this story].

Adaptive resellers are not rolling and waiting for inevitable decay. Although many have experienced declining sales, Show higher returns, rooming and forward-looking organization are standing and modeling their brethren click slicker by adding more product detail, service shop & flavor and designed a new concept in retail channel seamlessly (regardless of the nomenclature – cross the channel, multi-channel, omni-channel, is on all everywhereat any time, in any case shopping experience). The late dealer however suffers from price wars, internal conflicts and uncertainty in the future.

My discussions with traditional brands are wide and varied. They include companies trying to make sense of the strategy necessary to serve the technology-the power of consumers. This discussion often strategy leads to internal dissension and inconsistency between marketing executive and technology professionals. In addition, revamping a ' traditional ' picture to be super-charged with entertainment (gamification) and convenience (mobile) to reach younger consumers has also encouraged lively discussion. The trending topic, for the store-brands, is the ability to drive traffic and provide a unique customer experience as the ' face ' of the brand.

After all my meeting with global brands, get a bird's eye view of the brick versus retail battle. Resonant themes of interest (like these and more) will be the focus for the upcoming discussions include:

Paper, paper and more paper ... as we move from the promotion of interactions?Personalization-what does this mean, where to start and how to executeWho is the customer, through all points of interaction and no matter what, whether we interact appropriately at all times, in every dimension?Millennial clients, how to engage and enthrall themIngratiate our brand in consumer livesCoordination daily rhythm of a Marketing team that is driving at a reckless pace and challenged him to keep peace – the convergence of interactive messaging CMO and CIOReal time – there is a silver bullet – frequency, timeliness, content

We will dive into these as the battle wages on in a real way as Darwin – a seemingly struggle at the end. Analysts and businessmen alike are betting on the outcome of the ' battle ' – but those of strategy the question is not about ' vegetables ', as ironically may suggest in this article . After all, Amazon not only sell more books.

Stay tuned ...

The Analytics Lifecycle Allows an Iterative Approach to Customer Analytics

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In un recente seminario web, Christine Richards, direttore dei servizi di conoscenza presso l'Istituto di Analytics Utility condiviso tre raccomandazioni per utilità guardando verso implementando customer analytics.

 Contatore dati sono solo una fonte. Mentre Richards ha convenuto che il contatore dati sono importanti, ha anche esortato utilità di considerare altre fonti di dati e sistemi che supportano l'analisi operazioni dei clienti da tutta l'azienda.Automatizzare per efficienza. A causa del volume di dati, è fondamentale per determinare la modalità di filtro che informazioni ha bisogno di intervento umano e la cui analisi possono essere automatizzato per ridurre l'impegno di tempo, liberando ai dipendenti di concentrarsi su questioni più complesse di cliente.Creare un team interfunzionale. Mettere la squadra giusta nel luogo ora e l'assegnazione di risorse dedicate servirà utilities cos? come gli sforzi di customer operations analytics espandere.

Infine, Richards ha esortato utilità per visualizzare Google analytics come uno strumento per raggiungere un obiettivo strategico, non l'obiettivo di per sé. Noi non potevamo più d'accordo. Il valore in Google analytics è la capacità di acquisire conoscenze che consentono di utilità migliorare affidabilità, servizi e relazioni con i clienti attraverso la catena del valore energetico.

Brian Jore, direttore di Utility Business Consultant presso Teradata seguito presentazione di Richard per discutere un approccio iterativo di customer analytics le operazioni che lo rendono molto più facile per utilities iniziare. Jore inizia dalla definizione dei dati integrati Google analytics come, 'che unisce e correlazione di dati disparati per scoprire nuove intuizioni di business e ottimizzare i processi.

I motivo utilities necessità integrato dati per eseguire analisi sono quello di superare la necessità di acrobazie di dati. Jore citati esempi di processi manuali, fogli di calcolo, skunk works e disparate applicazioni che lo rendono difficile da tirare insieme tutti i dati e utilizzarlo per spostare l'ago su operazioni aziendali.

Per combattere questo status quo, Jore introdotto l'analisi del ciclo di vita.

Applicando questo costrutto customer analytics, un'utilità inizia con dati di contatori intelligenti e lo circonda con altri dati del cliente per costruire il repository dei dati integrati su cui possono essere applicati segmentazione. Questo approccio di segmentazione consente rapidamente il targeting dei clienti che si adattano al profilo per i servizi che si sta creando. E lo dimostra anche il valore dei dati integrati per guadagnare buy-in da leader del programma di utilità per ampliare la portata del vostro programma di Google analytics.

Questo approccio dimostra come le interazioni con i dati possono funzionare. Ad esempio, dati integrati rende facile legare in un approccio di marketing multicanale e semplificare i processi perché riutilizza le regole di business stesso, consistente nel data warehouse per identificare questi clienti consentendo lo sviluppo di messaggi di marketing personalizzati per l'uso in call center.

Il ciclo di vita di Analytics dà utilità un grande ritorno sui loro investimenti creando un quadro che è un fondamento per un processo di business creare nuove intuizioni che consentono agli utenti aziendali di interporre se stessi quando un processo non funziona come previsto. Questo è molto diverso — e più penetranti — che un insieme di cruscotti e report a fine mese.

La ruota di three-step intende continuamente il cerchio in maniera cronometrica. Ogni passo fornisce valore, ma il centro è il concetto di dati integrati che continuamente si evolve come il ciclo si ripete nel tempo. Il quadro di Analytics rimuove efficacemente l'aspetto manuale della raccolta e assemblaggio dei dati per ciascuna analisi.

Passo 1: Analizzare & esplorare:
Questo passaggio non è sulla generazione di un report. Molti programmi di utilità non so qual è il requisito di uscita quando iniziano. In altre parole, essi lo saprete quando lo vedono. Utilità di bisogno di un ambiente che consente loro di accedere ai dati, applicare diverse ipotesi e segmentazione dinamica che conduce alla scoperta.

Sostenitori di Jore sfruttando tutti toccano punti con un cliente per capire dove si trovano le opportunità. Questo processo aiuta a facilitare approfondimenti per gli utenti business regolari, ma anche per gli analisti più avanzati in termini di fornitura di correlazioni e analisi del percorso; i passi principali che portano a un determinato comportamento del cliente. Una volta scoperto, l'utilità pu? monitorare tale comportamento attivamente e con ogni iterazione meglio prevedere che cosa potrebbe causare il comportamento del cliente.

Passo 2: Allineare & ottimizzare:
Prendere le intuizioni e i segmenti di clientela individuati nella prima fase di lavorare verso scoprendo la combinazione ideale di prodotti e servizi per ogni segmento. L'utilità pu? anche imparare in quale misura tali profili sono stati penetrati e ingrandita.

Inoltre, marketing di utilità pu? cominciare a determinare l'efficacia di canale marketing individuando come clienti rispondono alle offerte e comunicazioni collocato in diversi canali, come ad esempio web, call center, e-mail e customer portal.

Con queste intuizioni in mano, canali possono ora essere ottimizzati per approfittare delle opportunità. Gli esempi includono la capacità di aumentare l'adozione di programmi di risposta richiesta per i servizi regolamentati o a scala lead generation per i fornitori di energia al dettaglio.

Passo 3: Produzione & Tracking:
Attraverso il lavoro svolto nei primi due passaggi, utilities svilupperanno una serie di regole di business. Questi servono come parametri che possono essere utilizzati coerentemente attraverso canali per produrre l'output che stai cercando. Con questo processo automatizzato, Utility inizierà a non dover interporre e manualmente kick off relazioni. Invece, sarà sufficiente eseguire.

Con segnalazione automatica, gli utenti aziendali possono iniziare a prendere azione, capire le tendenze, conoscere nuove opportunità e identificare le aree dove comportamento del cliente non è in movimento in una direzione che vuole che l'utilità — problemi di credito e raccolte, per esempio.

Una volta che sono stati identificati i comportamenti specifici, possono sempre essere apportate modifiche per raffinatezza. Ma ti consigliamo anche di tenere traccia di questi parametri per capire le diverse transizioni. Questo conduce al passo 1: analizzare & esplorare per continuare l'evoluzione delle intuizioni si sta guadagnando da integrato analisi di dati.

Essenzialmente, il ciclo di vita di Google Analytics permette di utilities agire sui dati, piuttosto che spendere tutto il loro tempo di ricreare i dati e le analisi.

Per ulteriori informazioni, Guarda il webcast on-demand.

Why You Need To Start Focusing On Social Intelligence

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How's your company's social intelligence?

Ask a roomful of business leaders that question, and you're likely to get a variety of different answers, ranging from "Great!" and "Getting better every day!" all the way to "Remind me". What's social intelligence? "

If you're on the latter end of that spectrum and still feel uncertain about how social networks like Twitter, Facebook, YouTube, SlideShare and/or LinkedIn can affect your business, I have to be honest: It's time to up your game. The truth is, social networks like these and many others are affecting your business – and if you're not paying attention, you're not only losing valuable ground to your competitors, your losing invaluable relationships with your customers.

Don't get me wrong. I'm not here to "hype" engagement across social media platforms. And the last thing I want to do is add to the list of problems keeping you up at night.

But, if you're a business leader interested in revenue growth – and who isn't? – you need to start focusing on social intelligence. Every day now, billions of messages are shared across social platforms. How many of them mention your company, product, service, industry, your employees ... or even you? Are those comments glowing recommendations, nasty complaints or something in-between? How many are threats? How many are opportunities? Don't you want to know?  How well are you "listening" to your marketplace?

Companies need to become more attentive and improve their understanding of how social media impacts revenue – both positively and negatively. After all, social media conversations are now shaping the marketplace more – and increasingly faster – than most companies can keep up with.

For example, new social interaction metrics are changing the way value is assigned to television audiences. In other words, the networks aren't necessarily gauging a program's success solely on the basis of audience size. They're also considering the social media activity and habits of certain audiences. As Kevin Glacken explained last week at Smart Data Collective:

"It's understandable that the traditional audience size approach has survived for the past 50 years or so given the one-way channel television has been over that period. However, today with the countless ways for viewers to immediately react to and interact with their television programs, quality of viewers in terms of interaction and insight is matching sheer audience volume in many cases. "

"Programs that have high IVRs (Interactive Viewer Ratings, a metric developed by ListenLogic) can gather to deep, multidimensional understanding of their audience members via advanced social intelligence in terms of interests, activities, likes, dislikes, attitudes and behaviors. This ultimately can deliver better targeted and effective messaging to advertisers. This increases the efficacy, and thus the value of the program. "

At Teradata, we know it's increasingly essential for all companies – whether they're B2C or B2B – to tap into the insights available from social media big data streams. Even better, we know that true business value emerges when social intelligence is integrated with other internal practices. Put another way:

Big date scope + freshest delivery date + behavioral and contextual data + comprehensive predictive analytics + real-time messaging = Maximized business results.

With its thorough and detailed data-driven understanding of customer behaviors, Teradata's Interactive Customer Engagement now empowers marketers to:

Combine online and offline data to reveal new insights, Deliver optimized, personalized real-time offers, based on historical and contextual in-session data and search results;Offers coordinates across online and offline channels in real-time;Leverage industry-leading campaign management and email delivery functionality to identify and communicate more relevant and personalized offers to the customer;Gain a clearer view of both the customer's path to purchase as well as his or her journey through various channels;Have a better understanding of paid channels ' roles and effectiveness in converting browsers into buyers; Deliver relevant, meaningful, real-time offers across multiple channels by learning from previous interactions and self-aligning with company goals.

The big data generated by streaming social media offers a wealth of information about your brand, your industry, your competition and most important of all, your customers. It's time to start listening. It's time to start understanding. And it's time to start putting all this information to work for you.

-Darryl