Highly Competitive - software industry insights

MDM – Speaking the “Language” of Business

 

Part 5 of a six part series on the "New Age of Master Data Management"

 

Data management continues to take on an ever-growing range of activities as the role of data has evolved and expanded for many organizations. Business agility and real-time insight are inherent requirements for many organizations. To meet such requirements organizations need right-time data on a continuous basis, where master data management initiatives are integral to processing business-ready data.

MDM software solutions are evolving as well, to better meet business needs. The new directions of MDM software obviously carry a heavy package of sophisticated technology. Analytics processes now utilize numerous disparate data sources that need context and relationship information that comes from trustworthy and relevant master data. Some MDM solutions are utilizing technologies like graph databases to take advantage of multi-dimensional capabilities to more expansively and agilely handle relationships across all data types. More analytics processes are now providing information and insight primarily for business users who aren't necessarily highly adept at hands-on technology or data management, which opens up new challenges and opportunities for MDM vendors.

The value of these solutions is heavily tied to business needs and objectives. And this value must be clearly and honestly communicated to a growing array of business roles -- in the language of those business users.

In the 'New Age of MDM', with greater business participation, should IT and data management team members utilize more of the language of less technical business roles when in discussions related to MDM purchases, implementations and usages?

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

The "Languages" of MDM

Often conversations regarding master data management have been among IT and data management professionals, including more tech-savvy business roles involved in data management. The "language" of MDM started off primarily related to the worlds of IT and data management teams – in other words "techy talk".

But it's likely that this original "language" of MDM is now insufficient for meeting current business objectives and requirements, with the increased (and necessary) involvement of business roles, and the importance of selling the value of MDM to business managers and non-IT decision-makers. A growing lineup of business roles are increasingly involved in data governance discussions regarding practices, policies, cultural changes, and processes, as well as how to develop cross-functional teams and remediate silos for systems and data. Discussions with business roles also focus on the many ways that MDM can underpin important business initiatives and desired outcomes for objectives.

Conversations about the purchase of MDM software solutions can involve less technical roles. High level managers and C-level roles may be part of the decision-making processes: deciding if master data management itself should be adopted; understanding how MDM supports business requirements and goals; choosing which MDM software technologies to utilize; determining metrics and assessing outcomes related to MDM initiatives. Obviously these conversations also involve IT and data management teams, who now must be prepared to communicate well with different business roles.

 

Communicating in Customer Business Language

Those of us who work with software vendors (no matter which "side") are clearly aware that marketing and sales efforts for software solutions can deviate linguistically from technical terminology when communicating with less technical business users. But with the recent evolutionary changes for MDM software offerings, there is an increasing need for software vendors and practitioners of MDM to speak the language of the business.

When marketing and selling their MDM software to business roles, some vendors are dropping the use of the term "master data management" in order to bypass the "negative baggage" of traditional MDM solutions. Software vendors with new approaches to MDM are utilizing 'new language' to better describe what these new approaches really do, and how they better align the value with Business. Beyond simply being marketing efforts, most changes in 'language' are fairly honest attempts to more clearly connect MDM practices and solutions to real business needs, desired outcomes and advantage – in terminology that conveys realistic meaning to business users and decision-makers.

Business roles involved in buying decisions may not know what MDM is, can get confused or lost in the terminology and technology, can see it as too complicated – all of which can interfere with the prospective customer's understanding of why MDM is important for making competitive use of data. It's legitimate for vendors to focus on the high level of what MDM contributes to improve data and business processes, and what the business benefits are for each organization. Focus should also cover how the MDM solution handles business needs relative to existing organizational infrastructure, along with business practices and processes – and ultimately business objectives and desired outcomes.

If MDM software vendors demonstrate clearly how the technologies connect to achieving business objectives and outcomes, it better enlightens prospective customers on the benefits and essential nature of master data management – both in terms of the MDM practice and the supporting technologies. And very importantly, business language is essential to uncover business problems to be solved and how data management fits into overall business strategies.

Obviously there is a danger of over-simplification. MDM implementations can take time, both for setting up the technologies, and to institute cultural changes, data governance practices and new cross-functional processes. These aspects of MDM practices and solutions must be honestly communicated. Fortunately we are seeing great advances by different vendors to more quickly get MDM implementations up-and-running, and to take new approaches to how MDM programs are run in order to more clearly show the benefits of MDM and to produce them in a timely manner.

 

How MDM Software Vendors Speak the Language of Business

Often the "buyers" of enterprise software consist of multiple roles in an organization. No longer is software purchasing solely the domain of IT or other technical teams. There is frequently a composite "buyer" that draws on both influencers and decision-makers. Obviously technical teams perform a very important role in the purchase of software, more often as influencers rather than the final decision-makers. Business roles involved in enterprise software purchases can include: mid-level managers and business unit managers whose teams will be impacted by the use of the software; VPs who approve purchases; CEOs and CFOs who influence or dictate purchase decisions; and even staff in accounts payable who enact purchase transactions.

There are numerous software vendors with various flavors of MDM solutions who are leaning further into the language of business to conduct marketing and sales activities, and discussions about implementations and usage. Here are a couple of examples:

Enabling Content Management and Digital Interactions

Data and analytics have become essential components of the marketing efforts of most organizations. As a natural evolution, certain marketing technologies have embedded master data management capabilities to provide a more seamless application for business users. Some vendors of such marketing technologies don't call out MDM per se as a component of the solution.

A company that started as a traditional PIM vendor evolved its software into a solution for managing complex product information and multichannel content, for multiple roles in the information supply chain. For the user, the MDM / PIM part is "invisible". Prospective customers see this solution as an application that supports multichannel interactions, sophisticated content management and digital communications / marketing. The vendor places a strong emphasis on business user access to solution capabilities which further encompasses the business user perspective and language.

The solution provides a means to help resolve the "information fragmentation" that plagues organizational efforts to address the complexities of content management and usage, including highly variable sources (user-generated content, outside experts, brand) and diverse distribution channels (corporate website, mobile, social). The solution supports efforts to reconcile brand consistency and customer experience requirements that are necessary for successful digital marketing.

These are all very much business problems that are being addressed by business teams: digital marketing, ecommerce, content management, product strategy, and so on. The vendor reveals the value of the solution in the language of both business buyers and users. In marketing the solution, the software vendor focus isn't on data / information per se, but on what business users need to do with information and content, and how solution capabilities help them manage these activities in support of digital business needs.

 

Breaking Free from Traditional MDM through Data-Driven Business Applications

A vendor has introduced a relatively new "master data management" platform that is designed to break away from the traditional aspects of MDM software solutions. Instead of basing MDM and other data-related capabilities on relational databases, which has been a common choice until recently, this vendor loads combined and curated data into a NoSQL graph database. This allows the vendor to provide a scalable multi-tenant platform-as-a-service to innovate the creation of 'data applications' that are frequently closely tied to business functions and initiatives.  

On the technical side, this approach supports oversized datasets and accommodates rapidly evolving schema, something most relational databases find difficult. Graph databases provide a greatly improved method to delineate relationships between people, data, and things.  

For business users, this data management solution provides the means to build data-driven business applications that align with the goals and functions of the business. Business users can construct applications that are industry-specific to perform exactly the processes that are needed.

Business users don't need to know that the platform is based on an MDM infrastructure. This vendor wants to give business users the equivalent of "consumer apps" that produce information and analytics results quickly and easily. The vendor frequently speaks "business language" to help business users grasp these concepts.

For business users to successfully take advantage of this platform, the software capabilities and processes will have to be couched in the language of the business. The platform will have to carefully manage business user access based on guidelines and activities that make sense to less-technical business roles. As with any data management software solution that strives to support usage by business roles, IT and data management teams must be partners with the business to ensure successful outcomes. Collaborative capabilities enable such partnerships. So it will be interesting to see how successfully this vendor empowers and protects business usage of its MDM-based platform.

 

Going Beyond the "Traditional Language" of MDM

In the 'New Age of MDM', we are seeing great diversity as to how vendors, practitioners and organizations talk about MDM. Changes in language are essential to better connect MDM practices and solutions to real business needs, desired outcomes and value – in terminology that conveys real meaning to business management and decision-makers.

We'll continue to see a broadening variety of solutions that build on MDM, while deviating from traditional MDM implementations, in order to offer more business-relevant capabilities. Realistically, even the term "master data management" can be confusing for business roles in many organizations that could benefit from implementing MDM practices and technologies. It can be advantageous and helpful when vendors use new but honest terminology to better demonstrate business value and help prospective customers understand the 'why' and 'how' of implementing master data management initiatives.

It seems that the more innovative the MDM-related software solution, the greater the need for new ways to work directly with business roles and to communicate in the language of business. One of the stumbling blocks for such innovation of software and language comes from analyst firms that cover MDM software solutions. Increasingly certain analyst firms have become trapped by their inexact definitions of what kind of solution constitutes an "MDM offering", when evaluating MDM vendors for benchmark reports. Many vendors with MDM-related offerings are trailblazing new directions for MDM, but are excluded from certain industry benchmarks because of the narrow definition held by these firms. Analyst firms following such a path are performing a disservice to buyers who are interested in the right approach to MDM for their organizations, or who are in need of an MDM-based offering that provides business applications tailored for immediate needs.

 

Image source: hastac.org

 

About the author: Julie is an independent consultant and industry analyst for B2B software solutions, providing services to vendors to improve strategies for customers and target markets, products and solutions, and future direction. Julie has expertise in several solution spaces including: data integration and data quality; analytics and BI; business process, workflow and collaboration; digital marketing, WCM and social media; and the pivotal importance of user and customer experiences. Julie shares her takes on the software industry via her blog Highly Competitive and on Twitter: @juliebhunt For more information: Julie Hunt Consulting – Strategies for B2B Software Solutions: Working from the Customer Perspective

 

Cloud Integration: One Platform, Diverse Users

 

Final article of a six-part series on the essential interwoven nature of Business and Modern Data Integration

 

When we're talking about diverse categories of users for data management software solutions such as data and application integration, it's essential to understand the perspective of each group of users and their needs and abilities, in order to develop the most suitable user interface and the right capabilities for each category.

The future of cloud integration platforms may belong to vendors that step up to truly understand diverse users and then deliver what they require to be successful.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Today cloud-based integration platforms are opening access to different categories of users including less-technical business users. Business users have begun to assume more hands-on use of integration capabilities to run pre-built integrations, profile datasets, perform data prep functions, and even create basic integrations through wizards and pre-configured components. This is a very important means to an equally important end: taking advantage of the availability of more data to help these users do their jobs better, to benefit the organization.

Vendors for cloud integration platforms are also beginning to recognize and support diverse technical users. There can be quite a bit of difference between a technically-adept line-of-business developer who lacks deep experience for creating integration processes, and a developer who is a data integration expert and likely tackling complex integration scenarios. Each category of developer requires the right user interface and capabilities to create, run and manage integrations, in order to accomplish work requirements and support business objectives.

I recently talked with a vendor that is focused on providing a single cloud integration platform for diverse user categories. The vendor is building out a framework of ten different categories of technical and business roles with a clear view to how the platform would be used by each category. This exploration of how different users make use of integration capabilities should help this vendor streamline and perfect what it takes for different users to work well not only on their own but with other user categories when needed. This requires the platform to guide each user category to the appropriate capabilities, including a role-responsive or adaptive UI.

Another cloud integration vendor is developing a vision for multiple categories of users with schematics for how they may continuously interact during several aspects of typical integration phases. For each category of user, the appropriate platform capabilities are pinpointed along the integration phase continuum. The vendor wants to expand the solution platform to shepherd and enable this symbiotic approach to business and IT working together for more effective integration processes.

When we're talking about different categories of users for data management functions, it's essential to understand the perspective of each group of users and their needs and abilities, in order to develop the most suitable user interface and the right capabilities for each category. In that sense, it takes an outside-in perspective, working from what different users need from data management functions like data integration, and how they are comfortable working. This is a very different approach for most integration vendors – the focus has long been solely on the technology (which obviously is still important). However usability from the user perspective has been a critical topic for software vendors for quite a while.

 

The Technologies Behind "Simple" User Interfaces

A cloud integration platform that is designed to support a variety of user access options clearly requires the development of sophisticated technologies that essentially make the complex seem simple to the user. Different categories of users often require variable versions of the same user interface that are streamlined for ease of use, and that provide access to role-appropriate capabilities.

As such, the integration solution can be distinctly shaped by the variety of user roles that are provided access to the platform.

Often the work done to enable less-technical users can also benefit UIs and capabilities for more technically-adept users, providing faster paths to creating integrations. More technical users can take advantage of pre-built integrations, shared services and components that require little or no coding, just as less technical users can. For those who need it, most cloud integration platforms include the ability to customize and extend pre-built integrations through coding and other methods.

Obviously to keep less technical users on the straight-and-narrow, monitoring and management by centralized IT teams behind the scenes are essential elements. Setting up the right balance of management and freedom for business users will take some hard work, but will pay off as certain integration activities can be handed off to business users. This is another area of business-IT collaboration that requires IT to enable business users to work with integration processes, not to prohibit them.

Cloud integration platforms provide other technologies to guide all categories of users to more quickly and confidently build, test and run integration processes. Such technologies include role-aware, interactive "tooltip" constructs that pop up in the UI in response to an action or choice. The influence of mobile apps and digital games can be seen in the better "tip systems".

UI-based guidance techniques include "crowd-sourced" recommendations that are derived from the analysis of all integrations in multi-tenant platforms. Analysis processes look at how similar integrations have handled certain steps or are constructed overall, elucidated by the context of what the user is trying to accomplish. Equally helpful, interactive assistance tools focus on quickly resolving errors by showing the most likely solutions in order of relevance.

The UI has become an essential element for usability in cloud integration platforms and obviously has inspired a great deal of innovation to benefit all users.

 

The User Experience of Data

In a sense, diverse business roles and different kinds of developers have both been "underserved" by integration solutions. All too often non-IT users are lumped into the single blob of "business users" which is pretty useless for understanding much about who those business users are or how they want to – or even should – use integration solutions. And developers are usually seen primarily as data integration experts, rather than acknowledging the diversity of developer categories that need to create integrations regardless of the extent of their knowledge about integrations.

Diversity of users for cloud integration solutions isn't going away. More roles in organizations want and need to work hands on with data management functions to help generate the datasets that they need for their jobs and their business objectives. So the vendors that step up and deliver what different users require will take cloud integration platforms into the future.

Just like any user experience challenge, the gateways to integration solutions - user interfaces – have to work well for each category of user. So vendors have to understand a lot more about the different kinds of users who want access to integration solutions and about the user experience they should have, to ensure the success of all users. For cloud integration platform vendors, providing outstanding user experiences – for diverse users – is an invaluable differentiator

 

Image source: http://synergy.kuniv.edu/

 

About the author: Julie is an independent consultant and industry analyst for B2B software solutions, providing services to vendors to improve strategies for customers and target markets, products and solutions, and future direction. Julie has expertise in several solution spaces including: data integration and data quality; analytics and BI; business process, workflow and collaboration; digital marketing, WCM and social media; and the pivotal importance of user and customer experiences. Julie shares her takes on the software industry via her blog Highly Competitive and on Twitter: @juliebhunt For more information: Julie Hunt Consulting – Strategies for B2B Software Solutions: Working from the Customer Perspective

 

Knocking Down Silos: Connecting Technology to Business

 

"Knocking down silos" to ensure the critical role of data strategies and solutions -- from the perspectives of business needs, buyers and users, and software vendors.

 

 

A Passion for Software Technology

I have two great passions when it comes to software technology. My tech career and first source of passion for software began many years ago as a developer in the IT group of Texas Instruments, working on systems that supported the semiconductor division. From the very beginning, end users (or customers) were always in the back of my mind, both for the work I did in software development and for the system user guides that I wrote.

When I did analysis for a new software project, my frame of reference included: is this something that the people who do the work really need? Does it help them in the ways that they want to be helped? Will this improve the overall quality and productivity of work done? And, unlike many at the time, my user manuals were created from the user perspective, in a flow that followed how they would use the application for actual work. It seemed natural to me to connect technology to real business needs, and to people. Still does.

Unfortunately to this day, software vendors and in-house developers often put too much focus on technologies and features, and fail to connect with the right potential customers or users to create solutions that help customers solve their business problems. Software vendors and buyers alike need strategies and expert guidance to optimize today's integrated enterprises: how different software applications fit together, how to evolve practices and processes for users to best take advantage of new technologies – even cultural changes for the internal enterprise.

 

An Equal Passion for Data Applications

My second long-time passion comes from working with a data management software vendor for several years. Obviously data impacts most companies and their systems; functions like data integration and data quality matter a lot for successful outcomes. I'm concerned that many businesses and IT teams still come up short on understanding the importance of connecting data management processes to business needs.

I've worked with other software vendors with offerings for web content management, marketing automation and eLearning, to name a few. These solutions almost always include an increasing number of data-oriented capabilities, including analytics, and metrics.

Data runs through an entire organization and beyond -- connecting employees, customers, partners, systems, processes, actions, and outcomes. Unfortunately silos of all sorts also run through organizations, with horrific consequences for important business initiatives. For business software to work well, it's rarely only about the technology.

 

A Data Story for Digital Marketing: Silos and Integration

Successful digital marketing initiatives with an authentic customer focus are only possible with the substantial aid of sophisticated technologies. But the right technology isn't enough. All sorts of silos and stumbling blocks can plague marketers working with digital marketing. These hurdles mirror company-wide challenges to becoming customer-focused, business-agile and market-savvy. Integrated data management and analytics are crucial but so is the integration of many kinds of silos.

• Silos of information and content, business processes, and corporate functions continue to debilitate many organizations. Digital marketing will not happen if Marketing is a silo. The essentials of digital marketing are cross-team collaboration, bi-directional sharing of data and analytics results, cross-functional customer focus and support, relevant quality content. All of these pieces are needed to continuously update a strong understanding of customers and their journeys – across the organization.  
• Data and analytics are mission critical to everything in digital marketing, for successful outcomes. Data from many sources, inside and outside the firewall, is requisite to create and continuously update a multi-dimensional customer view – as well as analytics for buying trends, future customer behavior, understanding which products and which target markets, and better tracking of different customer journeys.

Data analytics initiatives are no small undertaking, especially since many of the sources and analytics processes don't originate in the Marketing 'silo'. As part of the effort to integrate silos, centralizing analytics can eliminate redundant effort to pull together intelligence to benefit all functions in the company. Centralized customer-focused analytics also contribute greatly to nurturing relevant customer experiences across channels by sharing the right insight with all customer-related functions in the business.

• It's very tempting to focus too much on technology and tactics. While technology is essential to make a lot of digital marketing happen, many marketers find themselves too enamored of the tools, thinking that's all it takes. Outcomes: no strategies, no customer focus, the wrong goals, and the wrong metrics. Often the mechanics of working with the technology pull marketers away from the actual customer experience and how to improve it – which are pivotal elements of digital marketing.

    

The Biggest Silo of Them All

If top management doesn't yet understand who their customers are and why they do or don't buy from the company, then it's crazy to expect marketing to conjure miracles and save the business. Company leaders must build corporate strategies that revolve around customers, delivering what they need and want – and they must pursue marketing as a strategic function. For most businesses, customers drive the sales process -- meaning that an organization will only succeed when marketing is empowered to provide the highly personalized and relevant interactions that help customers want to buy products.

 

Image Source: netsrv-consulting.com

 

About the author: Julie is an independent consultant and industry analyst for B2B software solutions, providing services to vendors to improve strategies for customers and target markets, products and solutions, and future direction. Julie has expertise in several solution spaces including: data integration and data quality; analytics and BI; business process, workflow and collaboration; digital marketing, WCM and social media; and the pivotal importance of user and customer experiences. Julie shares her takes on the software industry via her blog Highly Competitive and on Twitter: @juliebhunt For more information: Julie Hunt Consulting – Strategies for B2B Software Solutions: Working from the Customer Perspective

 

 

 

Industry-Focused Services Deliver Unique Value

 

I often advise my clients (B2B software vendors and professional services firms) to seriously consider well-targeted markets that require extensive expertise that will set the vendor apart. These markets might be a specific industry focus or niche services for distinct industry or business problems. Such specialized offerings provide an important way that vendors can competitively differentiate on real performance that benefits their clients. MSPs are no different in this respect, particularly as traditional IT managed services have become highly commoditized, with an overflowing field of competitors.

 

Distinctive Expertise Means Big Value for Clients and for MSPs

To provide niche or industry-specific services means developing in-depth expertise for that particular service offering, both in terms of the industry or niche and the problems that need to be solved. The MSP becomes highly proficient in understanding the details of a specific industry need - on all fronts: business; technology; processes; practices; external requirements such as compliance; and how the new services will impact client imperatives.

Hands-on expertise is essential. The MSP becomes the "go-to-guy" for certain industries or business specialties because of proven knowledge and ability. This expertise serves to market the MSP naturally through real demonstrations of subject matter mastery and problem-solving. It will require that the MSP directly participate in the world of the specialty, including attending events, user group meetings, training opportunities, and so on. Such events provide excellent access to potential clients, as well as organic marketing through articles, blog posts and news releases written about the events by other parties.

When MSPs specialize, they're able to walk in the shoes of their clients, to better understand what they are facing, and to visualize new ways to help them solve problems. The MSP now walks the walk, as well as talks the talk. Being able to speak the same language as customers and users engenders trust and opens clearer lines of communication. Hands-on expertise in specialized areas allows the MSP to know what matters to their clients and what solutions will make a difference. And their clients will quickly see that the MSP is for real.

Knowing specific industries or niche markets makes it easier to assess the needs of each customer, and to determine the best solutions. The MSP builds a knowledge bank of problems, pitfalls and best practices related to solutions for focused markets. As a result, reusability becomes a competitive advantage for the MSP, from assessing client needs and constructing bids, to basing applications and solutions on proven solution templates. MSPs become thoroughly in the know for the top industry preferences for specific software solutions and the corresponding software ecosystem.

All of this leads to opportunities for unique services that few other MSPs are able to provide.

 

Technology Services Focus for Retail Fashion Industry

New York City-based service provider eMazzanti Technologies has been actively targeting the retail fashion industry with services to improve transactional technologies, such as mobile POS systems, and services for comprehensive cyber security. eMazzanti provides extensive security services for customer and business data protection, including network security solutions and appliances, supplemented by eMazzanti monitoring and remediation services.

To deepen industry expertise, eMazzanti staff now includes experienced retail fashion professionals. eMazzanti sees greater opportunity in serving broad needs across a retail fashion business, beyond the traditional IT services of the past:

Looking to enhance clients' retail revenue growth, the company is continually assessing emerging technologies such as digital mirrors, interactive product displays and customer recognition systems for retail customers. Existing and future technologies depend on reliable and secure network design and deployment, eMazzanti's core strength.

 

Selling Value over Price

Traveling the path of niche and industry services helps smart MSPs escape endless pricing "wars" for commoditized services provided by innumerable MSPs. Value is immediately obvious to clients when focused services are available for unique needs within an industry or niche market.

All clients want top notch technology services providers, and many are on the lookout for services that have a tight fit for their specific industry or niche. Tailored services offer such clients competitive advantage for attaining business objectives. Clients know their businesses can see healthy growth when partnered with MSP firms committed to deep expertise for their clients' specific industry needs.

 

 

Image source: dev2ops.org

 

This post was brought to you by IBM for MSPs and opinions are my own. To read more on this topic, visit IBM's PivotPoint. Dedicated to providing valuable insight from industry thought leaders, PivotPoint offers expertise to help you develop, differentiate and scale your business.

 

About the author: Julie Hunt understands the overlap and convergence of many business processes and software solutions that once were thought of as "separate" – and how this impacts software Vendors and Buyers, as well as the strategies that enterprises implement for how technology supports the business and its customers. Julie shares her takes on the software industry via her blog Highly Competitiveand on Twitter: @juliebhunt For more information: Julie Hunt Consulting

 

 

Earning Customer Trust is Priority One

 

Organizations can run into various detours when making decisions to partner with managed services providers, ranging from security concerns to internal politics. However, trust is frequently the main stumbling block for the adoption of managed services. To win business, MSPs must listen to any and all concerns expressed by potential customers, and be well prepared to help customers work through those concerns. To keep the business, MSPs must do everything they can to earn trust from their customers.

 

Services that Make a Difference for Customers

One important way to build trust is to demonstrate expertise and reliability through specialized services that positively impact businesses. More and more the value of managed services is not about lower cost, but about contributing solutions that deftly handle the complexity and difficulties of ever-evolving sophisticated technology infrastructures. In addition, services that enhance the daily work being done to achieve business objectives show that the MSP understands what organizations really need. It's also important to provide services that safeguard and enhance the business, where the MSP shows clear commitment to corporate well-being and security.

When organizations outsource technology needs to providers that specialize in diverse technologies, these organizations can focus on the real purpose of their businesses. Often managed services not only free up staff in organizations to spend more time on business objectives, but contribute to improved technologies and processes that directly improve new product development, help create new market opportunities, optimize operations, and improve customer service. Delivering real business value sustains trust.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Invaluable Business Continuity Services

More and more companies run on integrated technologies. MSPs become an ‘asset’ for businesses through their expertise for complementary solutions and platforms. It’s essential to understand how these technologies should work together in order to support how the people of the business work, and how their activities achieve business goals. Agile business processes comprise a core element for optimizing technologies.

Through such comprehensive expertise, MSPs can provide invaluable business continuity services to keep organizations healthy and up-and-running when faced with any number of adverse conditions. Business continuity encompasses every aspect of running the business and the problems and threats that can derail it. MSP involvement in business continuity means far more than security and back-up services. MSPs can help clients design better processes, and better ways of working. The MSP takes on the role of trusted advisor who not only understands technology infrastructures, but how people need to work with technologies and the impacts on business.

 

Brand Impressions Matter for Trust

MSPs have to pay attention to customer perceptions of their brand, just like any other vendor. This is yet another shift away from solely focusing on technology. Every person in a managed services firm comprises the face of the brand. Physical and interpersonal impressions count, both to build positive brand perception and to earn real trust.

What the brand stands for in terms of services also matters. This doesn't just mean the array of services that are offered. How services are executed make a big difference. Going the extra mile, preventing problems, anticipating customer needs, taking time to do things right, pointing out areas where improvements can be made and how best to do it – these are all necessary to truly help customers achieve success.

 

 

Image source: pallushek.com

 

This post was brought to you by IBM for MSPs and opinions are my own. To read more on this topic, visit IBM's PivotPoint. Dedicated to providing valuable insight from industry thought leaders, PivotPoint offers expertise to help you develop, differentiate and scale your business.

 

About the author: Julie Hunt understands the overlap and convergence of many business processes and software solutions that once were thought of as "separate" – and how this impacts software Vendors and Buyers, as well as the strategies that enterprises implement for how technology supports the business and its customers. Julie shares her takes on the software industry via her blog Highly Competitiveand on Twitter: @juliebhunt For more information: Julie Hunt Consulting

 

The Best Mobile Solutions Aren’t ‘One Size Fits All’

 

Managed services providers are finding extensive opportunities in newer technologies that hold great promise for improving business competitiveness and employee productivity. And managed services providers have many of the same challenges as vendors to find success with these new technologies:

• They must reframe the business approach to focus strongly on customers
• They must prove real value to their customers' businesses
• They have to present differentiated advantage to customers
• They have to understand that One Size does not Fit All

 

An exciting yet perplexing area for both organizations and technology solution providers is mobility. The opportunities – and the stumbling blocks – for comprehensively taking advantage of the broad, ill-defined and volatile world of mobility continue to be: management / governance, security and cost, while still maintaining "freedom" of mobile usage for workers.

Mobile isn't just one thing: from the multiplicity of devices complicated by BYOD, to the proliferation of innovative apps developed both internal and external to the organization. And adding to the situation: all the pieces need to work together at optimal levels – no small task for organizations of any size.

Managed services providers have a goldmine of possibilities for bundling basic mobile management services with platforms for app development, distribution and governance. Mobility is leading the way for MSPs to move from operational technologies to comprehensive services that include systems integration, consultative advisor, infrastructure re-designs – all to accommodate accelerated implementations of new technologies like mobile.

MSPs should build out 'bundles' of strategies and planning approaches as part of tailored end-to-end solutions for different kinds of organizations and the outcomes that they want from mobile adoption and use. Organizations need managed services to integrate mobile into existing infrastructure, and to enhance business processes and systems to take advantage of mobile capabilities. Managed services providers also have to accommodate accelerated mobile innovation that must constantly be folded into existing services.

The overarching rule for mobile managed services is that they're not the 'end' but an important new 'means' for accessing the processes and software technologies of the business: CRM, analytics, eLearning, knowledge sharing, marketing, customer service, and so on. MSPs must understand that 'one size fits all' won't work here. The focus should be on what works best for each organization and how it wants to work to achieve business goals.

Such new approaches to mobility services reflect the changing landscape of managed services, where the creation and delivery of managed technology services are moving from traditional mindsets and business models to the emergence of managed services providers as agile, customer-responsive, business-oriented partners. Many organizations desperately need the services of expert partners to help drive business and productivity innovation through new technologies.

 

Image source: IBM

 

This post was brought to you by IBM for MSPs and opinions are my own. To read more on this topic, visit IBM’s PivotPoint. Dedicated to providing valuable insight from industry thought leaders, PivotPoint offers expertise to help you develop, differentiate and scale your business.

 

About the author: Julie Hunt understands the overlap and convergence of many business processes and software solutions that once were thought of as "separate" – and how this impacts software Vendors and Buyers, as well as the strategies that enterprises implement for how technology supports the business and its customers. Julie shares her takes on the software industry via her blog Highly Competitiveand on Twitter: @juliebhunt For more information: Julie Hunt Consulting – Strategies for B2B Software Solutions: Working from the Customer Perspective

 

Managed Services -- Building Real Customer Experiences and Relationships

 

Just like any other business, Managed Services Providers have an important path to follow, to distinctly set their services apart from other MSPs. This path pivots on the commitment to ensuring continuously improved customer and user experiences. High quality experiences for clients comprise a great differentiator in the ever-growing world of new managed services firms and cloud solution vendors. Many services can quickly become commoditized, and too often MSPs resort to "differentiating" on price, a dangerous path that can lead to failure.

As customer and user expectations rise, putting strong focus on their experiences with the MSP organization and its services is a must-have. Customer and user experiences are made up of all interactions across all channels during the entire lifecycle of the client company as an MSP customer, which introduces numerous opportunities to better engage and serve clients.

 

Experiences across the Customer Organization

There are often multiple roles in a single organization that make up the 'customers' and 'users' for technology services. This means very different experiences take place from role to role.

The customer experience frequently aligns with the buyer journey, and post-sale account management for a particular client company. The customer-as-buyer often is a composite of roles: mid-level managers who choose services and technology, VPs who approve purchases, CEOs and CFOs who influence or dictate purchase decisions, and even accounting staff who enact purchase transactions. Defining and engendering excellent experiences for a customer or buyer journey comprised of all of these roles usually requires a lot of work. But this is work that should be done for MSPs to better understand their "customers".

The user experience is much more than utilizing technology services – it's all the interactions that occur during the life cycle of services for a particular set of end users and customers. The term user journey may be the best for describing the ongoing relationship between users and MSPs and the services they provide, including customer support.

Within client organizations, communication disconnects often occur between the customer-as-buyer and end users that can jeopardize the customer relationships that MSPs need to build.

 

Customer Relationships Suffer when Communication Breaks Down

Customer Centricity has taken a look at the communication gaps that can adversely affect customer experiences. The quadrant diagram below spans both the client and MSP organizations to depict how collaboration and communication can fall apart due to disconnects between MSP roles and client roles. Enhanced awareness of these roles should help MSPs consciously improve communications and processes between their organizational roles and client roles, ultimately to ensure positive long-term relationships.

 

            Customer Centricity - Communication Disconnects

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Image & explanation: Customer Centricity

 

Quadrant 1: The (customer) business manager doesn't truly understand the value that is being delivered by the MSP. They only hear reference to the MSP when there is a service problem. When it comes time to reduce expenses, they are hard pressed to justify the line item representing the cost of the MSP.

Quadrant 2: The (MSP) Sales Representative has little to no insight into how the (client) company is "truly" leveraging the product, the benefits that are being realized, the issues being experienced by those using the product and the value being delivered by the "service organization."

Quadrant 3: The customer's end-users and technical contacts play a key role in the effective use and performance of the MSP's service. They are also key in shaping the business manager's perception of the MSP. However, the only time that they discuss the MSP is when there is a problem. They don't discuss all the great things that the MSP has done on a day-in / day-out basis.

Quadrant 4: (MSP) Customer Service / Technical Support typically observe that "all things are well with the customer." This impression, which can often be false, is created because the customer's end-users maintain a courteous working relationship with the MSP's service personnel, to make sure that they can continue to "get things done" when they really need to.

Problems Impact All Quadrants: When a significant business disrupting problem occurs (which it WILL), the customer's end-user remains calm, cool and collected when speaking with the MSP's service team. The service team doesn't find it necessary to escalate awareness of the "incident" to the MSP's Sales Representative or Senior Management because they don't understand the level of impact

 

Building Real Customer Relationships

Many of the "business-as-usual" activities for MSPs are rich opportunities to enhance customer experiences and build long-term relationships. Important areas that make a difference are already in play: basics like consistently meeting or exceeding SLAs, delivering on all promises, usability and ease-of-use, high performance, and so on. This is how trust is built for real relationships.

MSPs can make sure that new client relationships are built on great customer experiences by starting with onboarding processes and/or service activation. MSPs should allocate strong resources that will make these introductory functions engaging, effective and worthwhile. Obviously when done well, a positive tone has been set for ongoing business.

While MSP ecosystems of complementary service providers are extremely beneficial, in most cases one major function should remain under the control of each individual MSP organization: help desk and customer support. Customer support interactions are critical for growing customer relationships and to expand knowledge about different kinds of customers. It's also an opportunity to thoroughly document customer environments and conversations about business needs, to help these customers better utilize all MSP services now and in the future.

The information and data gained from all interactions with customers and users become the fuel for customer-focused analytics that help MSPs learn more about current and potential customers and the sorts of services that they want and need. Such detailed customer intelligence is an invaluable competitive edge.

 

But Who Owns the Customer Experience?

As illustrated by the Customer Centricity communication quadrant, MSPs would be smart to facilitate better communication with – and within – their client companies, to make sure the value of their services is obvious to the relevant customer and user roles.

MSPs must work to improve their own internal collaborations across functions to engender continuous high quality customer and user experiences. MSPs also need to implement ongoing analytics processes to generate and share customer insights across the organization.

Within the MSP organization, the responsibility for nurturing and shepherding ongoing customer experiences belongs to all teams that impact customers. At the core, much of the work should be accomplished by strong, continuously evolving collaborations between functional teams. To keep an agile customer focus, MSPs cannot afford to allow functional silos to exist within their organizations.

In the end, only the customer can own the customer experience – but MSPs have a great deal of power to enhance all customer interactions and the quality of services provided to clients.

 

Customer Image source: hudsonvalleynewsnetwork.com

 

 

This post was brought to you by IBM for Midsize Business and opinions are my own. To read more on this topic visit IBM's Midsize Insider. Dedicated to providing businesses with expertise, solutions and tools that are specific to small and midsized companies, the Midsize Business program provides businesses with the materials and knowledge they need to become engines of a smarter planet.

 

About the author: Julie Hunt understands the overlap and convergence of many business processes and software solutions that once were thought of as "separate" – and how this impacts software Vendors and Buyers, as well as the strategies that enterprises implement for how technology supports the business and its customers. Julie shares her takes on the software industry via her blog Highly Competitiveand on Twitter: @juliebhunt For more information: Julie Hunt Consulting – Strategies for B2B Software Solutions: Working from the Customer Perspective

 

Gaining Advantage through Multi-Cloud Services

 

Cloud computing has opened up tremendous possibilities for any kind of business, whether it's a company taking advantage of cloud solutions, or vendors and custom developers using the cloud as a platform. Due to the proliferation of cloud services providers (CSPs), there is now a robust ecosystem of options for doing just about anything in the cloud.

Right now there are numerous choices in terms of solution delivery models, types of cloud architectures, and value-add services. Lots of choices translate into value for businesses -- but come at the price of complexity for choosing services, particularly since many organizations maintain a mix of cloud services. Companies wanting to gain the most advantage from multiple cloud services must weigh all the capabilities for each service, and what it will take to integrate each service into the overall systems infrastructure. With so many factors for making decisions, companies can turn to third parties to navigate a frequently difficult path.

 

 

Cloud services brokers (CSBs) have become an important arbiter of the desire to take advantage of cloud services. Cloud brokers act as an intermediary service between cloud service offerings and the business consumers of those services. CSBs assist with individual cloud strategies, and usually provide services for integration, aggregation and customization to pull together multiple cloud offerings to better meet business needs. As they currently exist, CSBs are expected to act as trusted advisors, without any preferences for particular cloud vendors.

 

 

With the growth of cloud brokering, supporting technology solutions are on the rise. The use of CSB enablement technologies provides essential capabilities for dynamic management and monitoring of cloud services. These solutions focus on centralized governance of multi-cloud services, including provisioning new services or reducing services usage as needed. The CSB-related technology market is quite vibrant, with analyst David Linthicum providing this assessment of potential market growth:

The CSB-enablement market focuses on those technologies that broker private and public cloud services, including the capabilities defined in this report. This market will grow from $225.42 million in 2013 to $2.03 billion by 2018, at a CAGR of 55.3 percent. The overall global CSB market will grow from $1.57 billion in 2013 to $10.5 billion by 2018, representing a CAGR of 46.2 percent, according to MarketsandMarkets.

To gain advantage from cloud services, companies have to overcome technical and strategic challenges to move work to the cloud in the first place. But the challenges continue after initial deployment and require the support of those who understand how the different services function, and interoperate with other cloud services. Often this support is provided by cloud services or managed services providers.

Debate continues as to whether cloud services brokers should offer more value-add services related to specific cloud offerings or should remain at arms-length from such offerings. Another wrinkle relates to the increasing number of existing cloud services providers that are delivering cloud brokering services. For either party, the obvious issue is conflict of interest. And in the case of cloud brokers who partner with CSPs, there is the issue of direct competition.

Some analysts maintain that brokers should stick to expertise in unifying services for businesses, helping them put together the best pricing while fulfilling needs with the right services. Understanding disparate solution architectures and licensing models is an important function that sets brokers apart from cloud services providers.

 

 Image Source: baquia.com

 

This post was brought to you by IBM for Midsize Business and opinions are my own. To read more on this topic, visit  IBM's Midsize Insider. Dedicated to providing businesses with expertise, solutions and tools that are specific to small and midsized companies, the Midsize Business program provides businesses with the materials and knowledge they need to become engines of a smarter planet.

 

About the author: Julie Hunt understands the overlap and convergence of many business processes and software solutions that once were thought of as "separate" – and how this impacts software Vendors and Buyers, as well as the strategies that enterprises implement for how technology supports the business and its customers. Julie shares her takes on the software industry via her blog Highly Competitiveand on Twitter: @juliebhunt For more information: Julie Hunt Consulting – Strategies for B2B Software Solutions: Working from the Customer Perspective

 

MSPs -- Picking the Right Technology Partners

 

 

Managed Service Providers (MSPs) can find sustained success by building out a strong and highly complementary partner ecosystem. In the technology industry, the term 'ecosystem' is tossed around quite a bit. But for MSPs the right ecosystem makes all the difference for organic growth, flexible offerings and continuously meeting a wider variety of customer needs. MSPs have long been a growth segment for technology partner channels. Now MSPs should turn to fellow service providers as significant candidates for partnerships in their own ecosystems.

 

So how can you find the right technology partners and then leverage those partnerships for greater competitive advantage? It involves a good deal of analysis that explores your business strategy, what your customers need, and what third party services can bring to your game. How do you want to structure your own partner ecosystem, how does it affect your go-to-market strategies, how does it benefit your business, and how does this help you better serve your customers?

 

Other crucial questions to explore with potential partners:

    How does the partner offering add value and innovation to your services?

You need to ask this question to establish the breadth of the combined services. Then assess the impact of the "new" platform of services on your customers' business needs and goals. Another area to explore: does the combined platform add competitive differentiation from other MSPs? Revisit frequently what your partners visualize for future direction and new services that may provide further competitive advantage. If a partner seems to be stagnating, it may be time to search for someone new.    

 

What's the plan for collaborative Marketing and Sales?

If support for Marketing and Sales are in the mix, make sure that the prospective partner will deliver what you need. Explore in detail what the partner intends to do, what sort of timeline, examples from other partner experiences, and how strong the results were for generating new business. What sort of reporting and metrics will the partner provide to show activity and outcomes? What kind of resources does the partner have in place to provide strong support in this area?

 

What's the dollar and cents bottom line?

Take care not to solely focus on technology conversations. The financial side of any partnership is just as important. Fully discuss financial models to make sure that you pick one that integrates with your business model and goals. Make sure the financial arrangements provide the profitability you expect.

 

How does the partner view the customer / end user experience?

If you are strongly focused on a customer-centric business strategy (and you should be), find out if your potential partners share your passion for high quality customer and end user experiences. If a partner does not put a high priority on customer success with the overall services platform, you could be endangering your business.

 

    What kind of specialized technical support will you receive?

Once you have integrated the partner offering into your overall platform, you need to know that you will have dedicated support resources to quickly take care of your issues and those of your customers.

 

Partner ecosystems open up a lot of new business opportunities for MSPs – when they are based on the right strategies. As technologies and markets change, MSPs are shifting from traditional approaches to offer more innovative and timely services. But in building out a partner ecosystem, you must be alert to protecting your reputation as a trustworthy and reliable service provider. Your collaborations with other MSPs must add to your reputation, not jeopardize it.

 

 

Image source: Personal Touch

 

This post was brought to you by IBM for Midsize Business and opinions are my own. To read more on this topic, visit  IBM's Midsize Insider. Dedicated to providing businesses with expertise, solutions and tools that are specific to small and midsized companies, the Midsize Business program provides businesses with the materials and knowledge they need to become engines of a smarter planet.

 

About the author: Julie Hunt understands the overlap and convergence of many business processes and software solutions that once were thought of as "separate" – and how this impacts software Vendors and Buyers, as well as the strategies that enterprises implement for how technology supports the business and its customers. Julie shares her takes on the software industry via her blog Highly Competitiveand on Twitter: @juliebhunt For more information: Julie Hunt Consulting – Strategies for B2B Software Solutions: Working from the Customer Perspective

‘Tech Savvy’ for Midsized Companies Means ‘Customer Savvy’

 

Technology is no longer simply back office automation or work productivity tools addressing the day to day of the business. Technology has become a core pillar for company strategies, as well as for change and success. The biggest transformation any midsized company can make to become a business that sustains growth over time is to strategically and proactively use technology to achieve the goals of the business. Such a transformation through technology often takes midsized companies into new markets and new ways of doing business. The strategic positioning of technology leads to strengthening the organization, improving competitive edge and opening new doors for growth and opportunity.

In parallel to technology considerations, the single most important success factor for most companies is The Customer. These days all activities related to the customer must be ramped up and more responsive to customer needs and desires. Companies must change how they function to better serve customers. Proactive use of technology in many areas is essential to ensure top notch customer experiences and interactions at any time and place.

Midsized companies that make the customer a core focus will achieve better outcomes. When deciding on how to best leverage technology, companies should use customer strategies to drive and define technology strategies. When companies combine technologies with effective practices and processes around meeting customer needs on every level, competitive edge and revenue growth usually follow as natural outcomes.

The Boston Consulting Group (BCG) completed a global study focused on midsized and smaller companies to assess the impact of technology on business performance and growth:

Adopting technology in an intelligent way is critical to the future business success of many SMEs. More than 90 percent of leaders said that IT is important to their business's future, and almost two-thirds said that new technologies will lead to higher revenues and profits or more jobs at their company.

The study presents clear evidence that midsized and smaller businesses with higher rates of technology adoption grow faster and create more jobs than their counterparts that maintain low levels of technology adoption. Looking at U.S. SMB companies, BCG projected that if 15 percent of technology 'laggards' and 30 percent of technology 'followers' evolved into high technology adoption companies, the result would be the addition of more than two million jobs and an additional $360 billion flowing into the U.S. economy.

 

Midsized companies that want to be top competitors should evaluate all functional and operational areas that help the company shine as a customer-responsive organization to see how improvements can be made with the right technologies:

• Marketing and business interactions through mobile devices and digital channels
• Customer service and support
• eCommerce and payment services
• Gaining insight from data analytics for everything Customer
• CRM and Marketing Automation platforms
• Customer onboarding and education channels
• Deployment of Cloud / SaaS solutions for enterprise capabilities that keep up with customer and market trends

 

The goal should always be to wow customers. There are many robust technologies that can help midsized companies do that every day, in every interaction and channel. Companies that are "tech savvy" quickly show how they are "customer savvy".

 

Image Source: Sabre Travel Network

 

This post was brought to you by IBM for Midsize Business and opinions are my own. To read more on this topic, visit  IBM's Midsize Insider. Dedicated to providing businesses with expertise, solutions and tools that are specific to small and midsized companies, the Midsize Business program provides businesses with the materials and knowledge they need to become engines of a smarter planet.

 

About the author: Julie Hunt understands the overlap and convergence of many business processes and software solutions that once were thought of as "separate" – and how this impacts software Vendors and Buyers, as well as the strategies that enterprises implement for how technology supports the business and its customers. Julie shares her takes on the software industry via her blog Highly Competitiveand on Twitter: @juliebhunt For more information: Julie Hunt Consulting – Strategies for B2B Software Solutions: Working from the Customer Perspective