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000-474 IBM Tealeaf Customer Experience(R) Management V8.7, Business Analysis

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Test Code : 000-474
Test Name : IBM Tealeaf Customer Experience(R) Management V8.7, Business Analysis
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IBM IBM Tealeaf Customer Experience(R)

Tealeaf, IBM and Warehouse know-how Stack | Real Questions and Pass4sure dumps

Acquisitions are, by means of a long way, the most big milestones in a know-how panorama. bound, new technologies and fresh providers will also be transformative. Hadoop is having a profound impact on the excessive-end facts analytics warehousing ecosystem. Radian6 become transformative in social media size. In an business like ours, youngsters, acquisitions are inclined to rule. consider in regards to the acquisition of Urchin through Google; Sane by means of Unica, IBM of Unica (and Coremetrics, Netezza, and so on.), WebSideStory of visual Sciences, Omniture of that mixed company, and Adobe of Omniture (and Offermatica, TouchClarity, effective Frontier, etc.). We’ve seen a continual ascent up the food chain as small analytics companies were bought or grew into mid-size companies who were then obtained by means of behemoths. Analytics is now a cornerstone of the growth method of the area’s biggest commercial enterprise expertise businesses.

All of which is only a prelude to considering in regards to the IBM acquisition of Tealeaf this past week. Tealeaf isn’t simply the leader of the consumer event administration (CEM) house, they are just about it’s de facto owner. For real business CEM analytics, Tealeaf is fairly an awful lot the only video game in town.

Tealeaf, as a corporation, is a natural healthy for IBM. not most effective is IBM build up a complete suite of digital measurement and analytics equipment (a set that’s strikingly diverse match than Adobe’s), they play closely in areas where Tealeaf is dominant: name-middle and client operations. an outstanding a lot of Tealeaf’s core clientele aren’t definitely analytics purchasers; they're consumer operations and get in touch with middle valued clientele who use Tealeaf primarily for web-related customer guide problems. unlike most analytics companies (such as Adobe), this category of enterprise difficulty is meat-and-potatoes to IBM.

So IBM has a herbal course to value when it comes to Tealeaf’s core business. That’s at all times a great thing when it comes to acquisitions. however I’m greater drawn to even if or now not IBM has a deeper activity in Tealeaf and how Tealeaf should be would becould very well be a part of the broader IBM digital suite.

Semphonic is a relatively new (simply given that the starting of this 12 months) Tealeaf associate, but I’ve long believed that Tealeaf became one of the most below-utilized tools in the digital analytics area. lots of their purchasers have Tealeaf tucked away of their name-center operations enviornment and get little or little need from it analytically. It’s a disgrace, though there are some the reason why Tealeaf commonly get siloed.

What’s wonderful about Tealeaf is also what makes it difficult. Tealeaf is a sniffer – amassing facts from the HTTP stream because it passes to and from the consumer to the customer servers. in contrast to any other sniffers, although, Tealeaf doesn’t really weed, filter, and constitution the facts because it passes via. Tealeaf saves pretty a whole lot all of it. This makes Tealeaf costly, nonetheless it additionally drives colossal cost. From a consumer provider standpoint, saving every little thing is like in no way having to assert you’re sorry. You don’t be aware of what facts goes to be big, so that you fairly plenty should shop every little thing.

Analytically, of path, that’s now not all the time proper. You could make fairly smart guesses about what’s going to be tremendous. That’s what tag necessities and design are all about. however as I discussed in last week’s Webinar with Tealium on Tag management systems, that process of building requirements is non-trivial and mistake-susceptible.

So there’s true virtue in a “store-every little thing” sort of method. It’s the same virtue I lauded in Celebrus. What’s extra, while the Tealeaf strategy is know-how costly, it’s people cheap. You don’t want two or three internet analytics consultants full-time onsite building tagging requirements when Tealeaf is your statistics collection mechanism. It’s also zero have an impact on: no web page weight, no web page adjustments, no site possibility.

And right here’s one more consideration. methods like Tealeaf support a fundamentally distinctive category of interface into the statistics than natural web analytics programs (or BI or Statistical tools for that depend). for those who’re amassing HTTP records streams (which can be inherently unstructured), search turns into the basic question language. clients of average techniques tend to be skeptical of search as a chief interface into the information (i do know i am), but take a look at a system like Splunk and you may see that there's true vigor within the approach.

So I’m questioning if IBM isn’t seeing Tealeaf because the capabilities records infrastructure piece for his or her whole digital suite. To make that happen, they’d need to deliver tools for constructing structured views of the Tealeaf records (some thing Tealeaf already does). a good number of tools in the suite wouldn’t work otherwise. It’s not that problematic a job to prolong Tealeaf’s current capabilities, despite the fact, and once achieved, IBM would have a unified records assortment piece that absolutely bypassed the complete world of tagging and tag administration. sure, there are some drawbacks to this. Tagging handles customer-side monitoring of interactions that with no trouble aren’t capturable server side. nevertheless, with a Tealeaf-primarily based infrastructure, IBM could be able to aid a big range of analytics, call center and operational wants with none pre-planning or tagging. they might be able to supply distinctive tools all from a single actual-time and exhaustive assortment piece. they would be in a position to support both structured and un-structured access to the statistics. That might be fairly compelling.

It wouldn’t be an answer for each person, but for IBM’s core business-category valued clientele, which you could see that it could have actual merits as a finished precise-time analytics and warehousing infrastructure.

Which, as it happens, is a subject matter I’ve been considering fairly just a little about currently. right here at Semphonic we’ve accomplished doing an ever increasing volume of labor across the analytics warehouse and a real-time expertise stack is without doubt one of the concerns they keeping operating into. I plan to talk greater about one of the tools (most of which might be a bit of vague) that doubtlessly fit internal that technology stack in upcoming posts.

[Notes: ultimate year at X change, they did the first Non-earnings challenge. A day of deep-dive analytics via X alternate individuals into the analytics complications of two enormous non-gains. They these days posted the effects of that work in the Non-earnings e book to using Analytics Whitepaper. now not only are you able to down load that whitepaper – a truly collaborative effort – in case you’re a non-income, I strongly encourage you to tune into this week’s webinar with Emily Fisher of Oceana, Linda Shum of United approach, and their own Phil Kemelor as they talk about the work, the whitepaper, and using digital measurement in the non-profit house.

And speakme of the records warehousing know-how stack, I’m doing a webinar right here week with one their partners, iJento, with extra on customer experience tracking. We’ve partnered with iJento as a result of they deliver a sturdy traditional (SQL-Server) database platform that can leverage their Two-Tiered segmentation data mannequin (and assortment mechanisms like Celebrus). iJento doubtless isn’t the right solution for the 1% with extreme digital facts volumes. but for corporations with large however manageable digital records volumes, they supply a a good deal less risky expertise stack (and both SaaS and on-premise fashions) that may bring deep access to customer digital data on properly of a robust platform with a a lot of guide, notable utility, and big flexibility.

eventually, I’ll be leaving soon for Germany (I even have some customer engagements there prior to X alternate). if you’re european-based and would want to setup conferences in Stuttgart, Berlin, Paris or London, drop me a line. I’d like to chat!].

IBM Acquires Tealeaf to add consumer buying Analytics | Real Questions and Pass4sure dumps

No result found, are trying new keyword!an extra week, one more IBM acquisition. large Blue has announced the purchase of Tealeaf technology, which gives customer journey analytics utility that helps organizations access suggestions ...

IBM acquires Tealeaf | Real Questions and Pass4sure dumps

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IBM has obtained Tealeaf, a marketing automation enterprise concentrated on digital customer journey, says Yuchun Lee, VP of business marketing managements, IBM business options. The acquisition, which become introduced in may also, turned into finalized June 13.

Tealeaf will turn into part of the smarter commerce initiative at IBM, Lee says. The acquisition  of Tealeaf is a part of a bigger approach to convey IBM to the forefront of advertising automation – anything the enterprise has accomplished all through the previous year and a half, he says. In December, IBM obtained utility business DemandTec for an identical motives.

“Tealeaf has the entertaining capability to truly control and optimize the digital client adventure,” Lee says. “it be completely synergistic with what they have when it comes to core metrics.”

For now, he says, Tealeaf will hold its manufacturer under IBM. “We feel the future of digital analytics is not any longer about counting traffic,” he says. “it's about being able to see individual [customer] habits.”

IBM valued clientele have been clamoring for ways to superior interact their customers, Lee says, adding that he wishes the acquisition of Tealeaf may have took place a 12 months ago. “IBM is investing lots right here,” he notes.

There aren't any layoffs deliberate on account of the acquisition. Lee says all senior-level executives, together with Tealeaf CEO Rebecca Ward, will develop into key executives in IBM's trade solutions neighborhood.

Lee declined to unencumber the financial details of the acquisition. although IBM has spent $3 billion in acquisitions throughout the past two years, with $15 billion extra set apart for acquisitions between now and 2015. “absolutely, we're curious about investing during this enviornment,” Lee says.

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IBM acquires Silverpop to boost its online marketing personalization products | real questions and Pass4sure dumps

Continuing its run of digital marketer acquisitions, IBM has announced its purchase of Silverpop, which specializes in managing personally-customized Internet promotions.

Silverpop assembles profiles of individuals from social media sites, Web usage, email and other digital signals. It then can craft personalized offers and promotions based on these profiles. It can target both the business and consumer markets.

IBM plans to integrate Silverpop's technologies into its own marketing services.

"The acquisition is about delivering on mass personalization at scale and identity," wrote R "Ray" Wang, principal analyst and founder of Constellation Research, in an email he sent to reporters. "While IBM has an army of assets in play for marketing, the reality is that you need mass personalization at scale to deliver on relevancy and context."

Silverpop has 8,000 customers worldwide, including Mazda, Stonyfield Farm and Advanced Micro Devices.

Of particular interest to IBM is how Silverpop's technology can identify and understand the needs of individuals based on digital behavior.

For instance it can identify individuals interested in college savings plans based on their use of a college savings calculator. Technology early adopters can be identified by their browsing habits, and their history of tuning into webinars or downloading white papers.

IBM has amassed quite a bit of digital marketing technology and talent over the past few years. In 2012, the company acquired customer experience software vendor Tealeaf.

In 2010, IBM purchased marketing software provider Unica for US$480 million. It also purchased marketing analysis software provider Coremetrics that year.

Silverpop's technologies will be folded into the Enterprise Marketing Management portfolio of the IBM Software Group.

IBM did not disclose the financial terms of the deal, which the company expects to close by the middle of the year.

Joab Jackson covers enterprise software and general technology breaking news for The IDG News Service. Follow Joab on Twitter at @Joab_Jackson. Joab's e-mail address is

Join the Network World communities on Facebook and LinkedIn to comment on topics that are top of mind.

Tealeaf, IBM and Warehouse Technology Stack | real questions and Pass4sure dumps

Acquisitions are, by far, the most significant milestones in a technology landscape. Sure, new technologies and brand new vendors can be transformative. Hadoop is having a profound impact on the high-end data analytics warehousing ecosystem. Radian6 was transformative in social media measurement. In an industry like ours, however, acquisitions tend to rule. Think about the acquisition of Urchin by Google; Sane by Unica, IBM of Unica (and Coremetrics, Netezza, etc.), WebSideStory of Visual Sciences, Omniture of that combined company, and Adobe of Omniture (and Offermatica, TouchClarity, Efficient Frontier, etc.). We’ve seen a continuous ascent up the food chain as small analytics vendors were acquired or grew into mid-size companies who were then acquired by behemoths. Analytics is now a cornerstone of the growth strategy of the world’s largest enterprise technology companies.

All of which is just a prelude to thinking about the IBM acquisition of Tealeaf this past week. Tealeaf isn’t just the leader of the Customer Experience Management (CEM) space, they are almost it’s de facto owner. For true enterprise CEM analytics, Tealeaf is pretty much the only game in town.

Tealeaf, as a company, is a natural fit for IBM. Not only is IBM building up a comprehensive suite of digital measurement and analytics tools (a suite that’s strikingly different in shape than Adobe’s), they play heavily in areas where Tealeaf is dominant: call-center and customer operations. A great many of Tealeaf’s core clientele aren’t really analytics clients; they are customer operations and call center clients who use Tealeaf primarily for web-related customer support problems. Unlike most analytics vendors (such as Adobe), this class of enterprise problem is meat-and-potatoes to IBM.

So IBM has a natural path to value in terms of Tealeaf’s core business. That’s always a good thing when it comes to acquisitions. But I’m more interested in whether or not IBM has a deeper interest in Tealeaf and how Tealeaf might be a part of the broader IBM digital suite.

Semphonic is a relatively new (just since the beginning of this year) Tealeaf partner, but I’ve long believed that Tealeaf was one of the most under-utilized tools in the digital analytics space. Many of their clients have Tealeaf tucked away in their call-center operations area and get little or no use from it analytically. It’s a shame, though there are some reasons why Tealeaf often get siloed.

What’s unique about Tealeaf is also what makes it challenging. Tealeaf is a sniffer – collecting data from the HTTP stream as it passes to and from the user to the client servers. Unlike some other sniffers, however, Tealeaf doesn’t really weed, filter, and structure the data as it passes through. Tealeaf saves pretty much all of it. This makes Tealeaf expensive, but it also drives significant value. From a customer service standpoint, saving everything is like never having to say you’re sorry. You don’t know what data is going to be significant, so you pretty much have to save everything.

Analytically, of course, that’s not always true. You CAN make pretty shrewd guesses about what’s going to be significant. That’s what tag requirements and design are all about. But as I discussed in last week’s Webinar with Tealium on Tag Management Systems, that process of building requirements is non-trivial and error-prone.

So there’s real virtue in a “save-everything” kind of approach. It’s the same virtue I lauded in Celebrus. What’s more, while the Tealeaf approach is technology expensive, it’s people cheap. You don’t need two or three web analytics consultants full-time onsite building tagging requirements when Tealeaf is your data collection mechanism. It’s also zero impact: no page weight, no page changes, no site risk.

And here’s another consideration. Systems like Tealeaf support a fundamentally different type of interface into the data than traditional Web analytics systems (or BI or Statistical tools for that matter). When you’re collecting HTTP data streams (which are inherently unstructured), search becomes the primary query language. Users of traditional systems tend to be skeptical of search as a primary interface into the data (I know I am), but take a look at a system like Splunk and you can see that there is real power in the approach.

So I’m wondering if IBM isn’t seeing Tealeaf as the potential data infrastructure piece for their entire digital suite. To make that happen, they’d have to provide tools for building structured views of the Tealeaf data (something Tealeaf already does). A fair number of tools in the suite wouldn’t work otherwise. It’s not that difficult a task to extend Tealeaf’s existing capabilities, however, and once accomplished, IBM would have a unified data collection piece that completely bypassed the whole world of tagging and tag management. Yes, there are some drawbacks to this. Tagging handles client-side tracking of interactions that simply aren’t capturable server side. Still, with a Tealeaf-based infrastructure, IBM would be able to support a wide range of analytics, call center and operational needs without any pre-planning or tagging. They would be able to source multiple tools all from a single real-time and exhaustive collection piece. They would be able to support both structured and un-structured access to the data. That might be pretty compelling.

It wouldn’t be a solution for everyone, but for IBM’s core enterprise-class clients, you can see that it might have real advantages as a comprehensive real-time analytics and warehousing infrastructure.

Which, as it happens, is a topic I’ve been thinking quite a bit about lately. Here at Semphonic we’ve done doing an ever increasing amount of work around the analytics warehouse and a real-time technology stack is one of the issues they keeping running into. I plan to talk more about some of the tools (most of which are a bit obscure) that potentially fit inside that technology stack in upcoming posts.

[Notes: Last year at X Change, they did the first Non-Profit Challenge. A day of deep-dive analytics by X Change participants into the analytics problems of two large non-profits. They recently published the results of that work in the Non-Profit Guide to Using Analytics Whitepaper. Not only can you download that whitepaper – a truly collaborative effort – if you’re a non-profit, I strongly encourage you to tune into this week’s webinar with Emily Fisher of Oceana, Linda Shum of United Way, and their own Phil Kemelor as they discuss the work, the whitepaper, and the use of digital measurement in the non-profit space.

And speaking of the data warehousing technology stack, I’m doing a webinar the following week with one their partners, iJento, with more on customer journey tracking. We’ve partnered with iJento because they provide a robust traditional (SQL-Server) database platform that can leverage their Two-Tiered segmentation data model (and collection mechanisms like Celebrus). iJento probably isn’t the right solution for the 1% with extreme digital data volumes. But for companies with large but manageable digital data volumes, they provide a much less risky technology stack (and both SaaS and on-premise models) that can deliver deep access to customer digital data on top of a robust platform with a lots of support, great software, and tremendous flexibility.

Finally, I’ll be leaving soon for Germany (I have some client engagements there prior to X Change). If you’re EU-based and would like to setup meetings in Stuttgart, Berlin, Paris or London, drop me a line. I’d love to chat!].

News Analysis: Acquisition Of Fiberlink Fills Key Gap In IBM’s One-Stop Mobile First Strategy | real questions and Pass4sure dumps

IBM Acquires Fiberlink (MaaS360) For Mobile Management And Security

On November 13th, Blue Bell, PA based Fiberlink Communications signed a definitive agreement to be acquired by Armonk, NY based IBM for an undisclosed sum.  Fiberlink has over 3500 clients in key verticals such as financial, retail, public sector, education, and healthcare.  IBM expects to close the acquisition at year’s end.  The deal is significant to customers because:

  • IBM is committed to deliver one stop mobility via acquisitions and organic growth. IBM has made eight acquisitions in the last 18 months (see Figure 1).  In 2012, IBM acquired Emptoris, Worklight, and Tealeaf. Urban Code, The Now Factory, Xtify, Trusteer, and Fiberlink formed the 2013 acquisition list.  Along the way in 2012, IBM launched three mobile offerings: IBM Endpoint Manager for mobile devices, IBM Connections Mobile, and IBM Security Access Manager for Cloud and Mobile.  In 2013, IBM made the IBM Mobile First announcement along with the IBM Message Sight solution. Point of View (POV): Mobile is the key onramp to digital business.  The average individual is no further than three feet from their devices and always on 14 to 15 hours a day.  Unfortunately, today’s mobile offerings often are piecemeal and incomplete.  IBM has made a strategic bet to provide the end to end mobile first life cycle.  IBM sees four key entry points for mobile: build, engage, transform, and optimize.  Worklight and Urban code addresses build.  IBM Connections Mobile, Tealeaf CX Mobile, and IBM Xtify enable human interaction for engage while IBM MessageSight enables machine to machine (M2M) communications.  Meanwhile, the Now Factory provides big data insights to support the transform entry point.  Emptoris Rivermine Telecom expense management, IBM Endpoint Manager, IBM Security Access Manager, Trusteer end point security, and IBM Urban Code release automation are part of the optimize entry point.
  • Mobile management is a critical function for successful BYOD and IBM’s Mobile First strategy. MaaS360 provides a cloud based and on-premises mobility management platform.  The solution is policy based to support a wide range of BYOD security and privacy requirements.  MaaS360 supports mobile device management (MDM), mobile content management, and mobile applicant management including containerization.(POV): The acquisition of MaaS360 allows IBM to cover three key approaches to mobile management and security: secure transactions, containers, and mobile device management.  MDM enables organizations to secure the device through bio-metrics, enrollment, configuration, monitoring, provisioning, and wiping.  If successful, customers will find that MaaS 360 can decrease the time and cost of supporting BYOD and simplify the overall approach to MDM.
  • Customers and prospects can purchase from a trusted supplier. Over 100 vendors provide enterprise mobile management (EMM).  The mobility management space is crowded.  Most offerings come from poorly capitalized startups or vendors with limited distribution networks. (POV): Customer and prospects fear startups going belly up.  While MobileIron and Airwatch have pulled ahead from the pack, customers can expect rapid consolidation in the market.  Citrix’s acquisition of Zenprise foreshadowed the EMM market consolidation.   Buyers can expect larger vendors such as Apple, Amazon, Google, Intel, Microsoft, Oracle, SAP,, Symantec, VMWare and others to make acquisitions to complete their mobility footprints.  
  • Figure 1. IBM’s Mobile First Strategy Mixes Acquisitions With Organic Solution Development

    Source: IBM

    The Bottom Line: Consolidation Is Good For Customers and Prospects

    Mobility remains the wild west of applications development and consumerization of technology.  As the stakes get higher, organizations seek integrated mobility suites.   The shift to digital business requires cost effective and scalable mobility.  As mass consolidation of mobile vendors continues, buyers will gain scale and stability from integrated mobility suites. Buyers expect to write once, deploy anywhere.  Organizations expect security to be pervasive yet simple to support multiple end points.  Consolidation will once again deliver the scale required for enterprises to quickly innovate and standardize on key platforms.  

    Your POV.

    Are you looking at a mobile strategy? Do you see the link between mobility and digital business?  Add your comments to the blog or reach me via email: R (at) ConstellationR (dot) com or R (at) SoftwareInsider (dot) com.

    Please let us know if you need help with your mobility and Digital Business transformation efforts.  Here’s how they can assist:

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