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C2080-474 IBM Tealeaf Customer Experience Management V8.7- Business Analysis

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C2080-474 exam Dumps Source : IBM Tealeaf Customer Experience Management V8.7- Business Analysis

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Test Name : IBM Tealeaf Customer Experience Management V8.7- Business Analysis
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IBM IBM Tealeaf Customer Experience

IBM Acquires Tealeaf so as to add client buying Analytics | killexams.com Real Questions and Pass4sure dumps

No influence discovered, try new keyword!one more week, one more IBM acquisition. big Blue has announced the purchase of Tealeaf know-how, which offers consumer event analytics utility that helps organizations access tips abou...

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

Acquisitions are, via a ways, essentially the most big milestones in a know-how panorama. sure, new applied sciences and fresh providers can also be transformative. Hadoop is having a profound influence on the high-conclusion information analytics warehousing ecosystem. Radian6 become transformative in social media dimension. In an trade like ours, besides the fact that children, acquisitions are inclined to rule. suppose concerning the acquisition of Urchin through Google; Sane by Unica, IBM of Unica (and Coremetrics, Netezza, and many others.), WebSideStory of visual Sciences, Omniture of that mixed business, and Adobe of Omniture (and Offermatica, TouchClarity, productive Frontier, and many others.). We’ve seen a continuous ascent up the food chain as small analytics vendors had been got or grew into mid-dimension companies who were then obtained through behemoths. Analytics is now a cornerstone of the increase strategy of the area’s greatest enterprise know-how companies.

All of which is simply a prelude to thinking concerning the IBM acquisition of Tealeaf this previous week. Tealeaf isn’t just the chief of the customer experience administration (CEM) house, they're very nearly it’s de facto proprietor. For genuine enterprise CEM analytics, Tealeaf is fairly a whole lot the only online game on the town.

Tealeaf, as a corporation, is a herbal fit for IBM. no longer best is IBM building up a comprehensive suite of digital size and analytics tools (a suite that’s strikingly distinct suit than Adobe’s), they play heavily in areas where Tealeaf is dominant: call-core and consumer operations. an excellent a lot of Tealeaf’s core clientele aren’t actually analytics consumers; they are customer operations and make contact with core consumers who use Tealeaf essentially for net-connected client support problems. unlike most analytics companies (reminiscent of Adobe), this class of commercial enterprise problem is meat-and-potatoes to IBM.

So IBM has a natural path to price in terms of Tealeaf’s core business. That’s all the time an outstanding thing when it involves acquisitions. but I’m extra drawn to whether or no longer IBM has a deeper hobby in Tealeaf and the way Tealeaf may be part of the broader IBM digital suite.

Semphonic is a comparatively new (simply when you consider that the starting of this 12 months) Tealeaf accomplice, however I’ve lengthy believed that Tealeaf became one of the vital beneath-utilized equipment in the digital analytics space. lots of their valued clientele have Tealeaf tucked away of their name-center operations area and get little or no need from it analytically. It’s a shame, although there are some the reason why Tealeaf commonly get siloed.

What’s unique about Tealeaf is additionally what makes it challenging. Tealeaf is a sniffer – amassing records from the HTTP move because it passes to and from the user to the customer servers. not like some other sniffers, besides the fact that children, Tealeaf doesn’t definitely weed, filter, and structure the information because it passes through. Tealeaf saves relatively a lot all of it. This makes Tealeaf high priced, but it surely additionally drives colossal price. From a consumer service standpoint, saving every thing is like under no circumstances having to say you’re sorry. You don’t understand what information is going to be enormous, so that you relatively a whole lot need to keep everything.

Analytically, of direction, that’s no longer at all times authentic. You can make pretty shrewd guesses about what’s going to be large. That’s what tag requirements and design are all about. however as I mentioned in ultimate week’s Webinar with Tealium on Tag administration programs, that procedure of building requirements is non-trivial and error-susceptible.

So there’s true virtue in a “store-every thing” kind of strategy. It’s the same virtue I lauded in Celebrus. What’s greater, whereas the Tealeaf strategy is technology expensive, it’s americans low-priced. You don’t want two or three net analytics consultants full-time onsite building tagging requirements when Tealeaf is your records assortment mechanism. It’s also zero have an impact on: no page weight, no web page changes, no web page possibility.

And right here’s an extra consideration. programs like Tealeaf support a basically different class of interface into the facts than common web analytics programs (or BI or Statistical equipment for that rely). should you’re amassing HTTP records streams (that are inherently unstructured), search turns into the primary question language. users of usual systems are usually skeptical of search as a prime interface into the facts (i know i am), but take a look at a device like Splunk and you'll see that there is true vigor within the strategy.

So I’m wondering if IBM isn’t seeing Tealeaf as the advantage records infrastructure piece for their complete digital suite. To make that happen, they’d have to deliver equipment for constructing structured views of the Tealeaf facts (whatever Tealeaf already does). a good variety of tools in the suite wouldn’t work in any other case. It’s not that complicated a job to prolong Tealeaf’s latest capabilities, besides the fact that children, and once accomplished, IBM would have a unified statistics collection piece that fully bypassed the entire world of tagging and tag administration. sure, there are some drawbacks to this. Tagging handles client-aspect tracking of interactions that simply aren’t capturable server side. nevertheless, with a Tealeaf-based mostly infrastructure, IBM could be able to aid a big range of analytics, name middle and operational needs without any pre-planning or tagging. they would be able to supply varied equipment all from a single actual-time and exhaustive assortment piece. they'd be able to help each structured and un-structured entry to the records. That may be fairly compelling.

It wouldn’t be a solution for everyone, but for IBM’s core enterprise-type consumers, that you could see that it may have real merits as a complete precise-time analytics and warehousing infrastructure.

Which, because it happens, is a subject I’ve been pondering fairly a bit of about recently. here at Semphonic we’ve executed doing an ever increasing volume of work across the analytics warehouse and a true-time technology stack is without doubt one of the considerations they retaining working into. I plan to speak more about one of the equipment (most of that are somewhat imprecise) that potentially healthy internal that know-how stack in upcoming posts.

[Notes: closing 12 months at X change, they did the primary Non-earnings challenge. A day of deep-dive analytics by X alternate participants into the analytics issues of two big non-profits. They currently published the results of that work within the Non-income e book to the usage of Analytics Whitepaper. not most effective are you able to download that whitepaper – a very collaborative effort – if 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 way, and their personal Phil Kemelor as they talk about the work, the whitepaper, and using digital size in the non-earnings area.

And talking of the records warehousing technology stack, I’m doing a webinar the following week with one their partners, iJento, with greater on client adventure tracking. We’ve partnered with iJento because they give a robust average (SQL-Server) database platform that may leverage their Two-Tiered segmentation facts model (and collection mechanisms like Celebrus). iJento doubtless isn’t the appropriate answer for the 1% with excessive digital statistics volumes. but for groups with significant but manageable digital information volumes, they provide a much much less risky know-how stack (and both SaaS and on-premise models) that may deliver deep entry to consumer digital information on true of a strong platform with a lots of aid, incredible application, and gigantic flexibility.

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


IBM Completes Tealeaf Acquisition | killexams.com Real Questions and Pass4sure dumps

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IBM Tealeaf Customer Experience Management V8.7- Business Analysis

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IBM Discusses Tealeaf And CMO's Customer Experience Management Needs | killexams.com real questions and Pass4sure dumps

IBM Buys TealeafOn Wednesday, IBM continued its quest to build out an enterprise marketing system in support of the CMO by acquiring Tealeaf, an Internet and mobile commerce analytics firm. Read the release.

Jay Henderson, Strategy Director of IBM Digital Marketing, discussed the acquisition and its implications with AdExchanger.

AdExchanger: What does the Tealeaf acquisition by IMB mean for the CMO?

JH: When they look broadly in the marketplace and the changes that the CMO is going through, one of the things that they absolutely see is the need for marketers to be able to continuously drive better customer experience across the web and mobile devices. That's in part because consumers have bigger expectations of the brands they interact with - as well as a proliferation of channels and devices.

When they look at how the role of marketers is changing, they see that customer experience as one of the key components. For [IBM], Tealeaf helps address customer experience management and extend their capabilities in a new direction.

It'll allow marketers to spot patterns, see issues in the website, or maybe mobile application design. And ultimately create more streamlined experiences across those devices.

How does the Tealeaf transaction work with existing IBM companies? I was thinking specifically Coremetrics and Unica. Where's the interface there?

So one of the great parts about this Tealeaf acquisition is it's complimentary. There are really no overlapping assets.

Tealeaf is providing that expert, very granular analysis of being able to play back individual sessions on websites to see what that user experience is like. Coremetrics compliments that with aggregate-level reporting, charts, graphs and interactive analysis. So across that playback of the individual sessions as well as rolling up those individual sessions into top line recording, it will all become the digital marketing and analytics of their solution.

We're going to use both of those approaches together in a single solution.

Then when you talk about how does it extend into some of the other parts of the Enterprise Marketing Management portfolio, understanding how those individuals are interacting with your digital brands creates the foundation for how you want to inform your marketing campaigns.

So your online behavior, people on your site expressing interest in products and services should be influencing how you match up what marketing messages or offers you're going to send to them. So you can take all of that information about those digital interactions and create customer profile attributes that can help drive better marketing within the Unica portfolio.

Then there's the extension outside of the enterprise marketing management portfolio into some of the other things that they can do from a selling process – so, analyzing WebSphere Commerce sessions using the Tealeaf solution as well as looking at service interactions so that you can understand and resolve service issues.

Do you you consider this end-to-end solution that you're putting together for the CMO ‑ a marketing automation solution? By marketing automation, I'm thinking about companies like – HubSpot, Marketo, Eloqua or an ExactTarget. Do you think there's a fit with that sector?

The vendor map you just laid out covers a pretty wide swath of people. Several of the vendors you mentioned I think of as focused a little bit down market from where they are. So we're really focused around enterprise companies. I think some of them are also very B2B focused where they do both B2B and B2C - certainly the larger part of the business is large, consumer marketers, banks, retailers, telco, travel and leisure.

Then, the one anomaly in that mix was ExactTarget, who I think has a very robust email marketing business.

Certainly there are times when they might see some of those vendors competitively. But when you look at the core enterprise marketing automation space, there's a slightly different mix of vendors there. But absolutely would say that we're in that space, that we're a leader in that space.

So if you talk to Forester, Gartner, they'll both have us in the leader spots of their Magic Quadrant or Wave for that campaign management and marketing automation market. So absolutely, yeah.

So you think of the core here as marketing automation for B2C - you like that characterizaton?

Yes. It’s reflective of what we're doing.

A lot of CMOs… they may not be tech-oriented. Do you think enterprise solutions ‑ such as the one that IBM is putting together ‑ can activate or inspire “the big idea?”

From my perspective, the thing I see that's pretty interesting is for years the CMO has had this trusted advisor for creative -and that's their agency. What we're seeing is the role that technology plays has increased so much that marketers need a trusted advisor on technology matters. A big part of what you're seeing with the creation of this group within IBM, with the acquisitions that we're making, is a commitment to demonstrate to CMOs that IBM can be that trusted advisor for technology.

So in my mind, the importance of technology is inevitable. The CMOs who get it and who can adapt are likely to be the most successful. That doesn't necessarily mean they need to have all the skills themselves, but they need to be smart enough to surround themselves with the skills and the right partners.

Another popular acronym out there is CRM. Do you see any fit with what the Tealeaf acquisition means for CRM through IBM's product line?

Your classic definition of CRM is the integration of sales, marketing, and service. For a long time we've felt strongly that marketing is a big enough component within the organization that the discipline - there's enough different types of marketing that happens - that marketing really needs its own platform. The notion that having a single platform that would integrate all sales, service, and marketing was fundamentally flawed and that marketers really needed their own suite. Now that's not to say that that suite shouldn't integrate with the sales suite and with the service application.

But there are lots of things that marketers do, things like producing creative. They just don't necessarily fit neatly into the CRM paradigm.

From their perspective marketers deserve their own, dedicated suite. But then I also think, specifically for the service element - the marketer's role is starting to expand and the CMOs aren't just responsible for generating demand anymore. They're really the stewards of the brand.

The implication of that is CMOs need to own the customer experience. So it's not just how do I get hand raisers, but rather, how do I make sure that as I sell, and as I service, that the customer gets the brand experience.

For us, Tealeaf helps empower marketers to do that, because it can help them understand those user experiences during selling and during servicing.

Can you tie together why this acquisition makes sense for IBM’s Smarter Planet or Smarter Commerce [marketing]?

Within Smarter Planet there are a very small number of Smarter initiatives, one of those is Smarter Commerce. That's where the stuff I'm working on fits into Smarter Planet. When they say commerce they don't just mean retail, they mean all verticals, banking, telco, travel and leisure. How do they make commerce, not just retail, but commerce smarter?

For us, that's the marketing piece of commerce, because commerce will get smarter by integrating buy, market, sell, and service. Tealeaf is a great bridge to help us integrate the sell and the service with market. From their perspective, this Tealeaf acquisition actually is a really exciting example where we're helping marketers take a more active role in the customer experience, helping better integrate what's happening, not just within marketing now, but also the selling process and the service process.

Those overlaps and tighter integrations is where we're driving towards with the whole Smarter Commerce initiative. So, I think it goes pretty quickly from Smarter Planet, Smarter Commerce, to Tealeaf.

By John Ebbert


IBM Completes Tealeaf Acquisition | killexams.com real questions and Pass4sure dumps

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IBM Puts Focus on Predictive Analytics with Analytical Decision Management | killexams.com real questions and Pass4sure dumps

Posted June 25, 2012 By Pedro Hernandez     Feedback

Decisions, decisions… IBM hopes to lend speed and clarity to decision making with its new Analytical Decision Management software, which utilizes predictive analytics.

IBM is delivering new predictive analytics software aimed at providing businesses with tools that enable instantaneous, insight-driven decisions in real-time.

Called IBM Analytical Decision Management, the software applies automated analytics processes to a wide variety of data, regardless of where it resides, according to the company. It integrates into an organization's computing environment and applies predictive analytics, local rules, scoring and a dose of Big Data processing to generate appropriate courses of action.

The software employs IBM's InfoSphere Streams and Entity Analytics technologies to analyze Big Data and generate up to thousands of decisions per second. Entity Analytics acts as a classification engine that can identify and match entities -- essentially people, places or things -- adding nuance and context to the platform as it ingests more data.

Another component is a new social network analytics capability that monitors social media influencers and conversations centered on a topic. Companies can use the feature to gauge their social media influence and glean insights into customer behavior.

The result, according to Deepak Advani, vice president Business Analytics Products and Solutions at IBM, is near-instantaneous business guidance that can have a big impact on a company's responsiveness to customers.

"In today's marketplace, when a customer says they're not happy, companies must decide how to react - not later that day, or in an hour, but instantly. With these new technologies, winning organizations can embed analytics into under-served areas of their business, empowering all employees to make information-based decisions," said Advani in a company release.

Analytical Decision Management is part of IBM's Smarter Analytics Signature Solutions, a suite of products and services that Big Blue launched in March. The product and services slate debuted with fraud detection, social media signal monitoring and financial performance analysis.

In the months since, IBM has been rapidly building its analytics technology portfolio. And it doesn’t mind striking a few deals to make it happen.

In April, IBM announced that it was acquiring Varicent, a maker of incentive compensation and sales performance management (SPM) software. That same month, it snapped up Vivisimo, a specialist in federated discovery and navigation software for Big Data analysis.

Last month, Big Blue acquired San Francisco-based Tealeaf Technology for an undisclosed amount. Tealeaf provides customer experience management and analytics software that drives the customer service and retention efforts of companies like Dell, Zappos and Wells Fargo.

Pedro Hernandez is a contributing editor at InternetNews.com, the news service of the IT Business Edge Network, the network for technology professionals. Follow him on Twitter @ecoINSITE.



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