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C2080-474 exam Dumps Source : IBM Tealeaf Customer Experience Management V8.7- Business Analysis
Test Code : C2080-474
Test Name : IBM Tealeaf Customer Experience Management V8.7- Business Analysis
Vendor Name : IBM
: 100 Real Questions
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Acquisitions are, via some distance, essentially the most big milestones in a expertise panorama. certain, new applied sciences and brand new providers can also be transformative. Hadoop is having a profound impact on the excessive-conclusion statistics analytics warehousing ecosystem. Radian6 became transformative in social media size. In an industry like ours, despite the fact, acquisitions tend to rule. consider about the acquisition of Urchin with the aid of Google; Sane through Unica, IBM of Unica (and Coremetrics, Netezza, and so forth.), WebSideStory of visible Sciences, Omniture of that mixed company, and Adobe of Omniture (and Offermatica, TouchClarity, effective Frontier, and so on.). We’ve considered a continuous ascent up the meals chain as small analytics carriers had been received or grew into mid-measurement corporations who had been then bought with the aid of behemoths. Analytics is now a cornerstone of the boom method of the area’s largest enterprise technology organizations.
All of which is simply a prelude to thinking in regards to the IBM acquisition of Tealeaf this past week. Tealeaf isn’t simply the leader of the client experience management (CEM) area, they are basically it’s de facto proprietor. For proper enterprise CEM analytics, Tealeaf is fairly plenty the only game on the town.
Tealeaf, as an organization, is a herbal fit for IBM. not most effective is IBM building up a complete suite of digital size and analytics equipment (a collection that’s strikingly diverse match than Adobe’s), they play closely in areas where Tealeaf is dominant: name-core and consumer operations. a pretty good a lot of Tealeaf’s core clientele aren’t truly analytics valued clientele; they are client operations and phone middle consumers who use Tealeaf essentially for internet-related client help issues. not like most analytics carriers (akin to Adobe), this category of enterprise issue is meat-and-potatoes to IBM.
So IBM has a herbal direction to price in terms of Tealeaf’s core enterprise. That’s always an excellent factor when it comes to acquisitions. however I’m extra interested in no matter if or no longer IBM has a deeper interest in Tealeaf and the way Tealeaf may be part of the broader IBM digital suite.
Semphonic is a comparatively new (just considering that the starting of this year) Tealeaf accomplice, but I’ve lengthy believed that Tealeaf became one of the crucial under-utilized tools within the digital analytics space. lots of their customers have Tealeaf tucked away of their call-core operations enviornment and get little or no need from it analytically. It’s a disgrace, though there are some explanation why Tealeaf commonly get siloed.
What’s unique about Tealeaf is also what makes it difficult. Tealeaf is a sniffer – collecting records from the HTTP circulation because it passes to and from the consumer to the client servers. not like every other sniffers, although, Tealeaf doesn’t really weed, filter, and structure the facts because it passes through. Tealeaf saves pretty a whole lot all of it. This makes Tealeaf costly, but it surely also drives tremendous value. From a customer carrier standpoint, saving every thing is like under no circumstances having to say you’re sorry. You don’t recognize what information goes to be giant, so that you fairly a whole lot must retailer every little thing.
Analytically, of route, that’s now not at all times authentic. You can make fairly clever guesses about what’s going to be significant. That’s what tag necessities and design are all about. however as I mentioned in remaining week’s Webinar with Tealium on Tag administration programs, that process of building necessities is non-trivial and blunder-susceptible.
So there’s actual virtue in a “store-every thing” form of approach. It’s the identical virtue I lauded in Celebrus. What’s extra, while the Tealeaf strategy is know-how expensive, it’s americans low cost. You don’t need two or three net analytics consultants full-time onsite constructing tagging necessities when Tealeaf is your information collection mechanism. It’s also zero impact: no web page weight, no web page alterations, no web page possibility.
And right here’s a different consideration. programs like Tealeaf support a essentially distinctive class of interface into the data than normal net analytics systems (or BI or Statistical tools for that matter). for those who’re amassing HTTP records streams (which are inherently unstructured), search turns into the fundamental question language. users of natural programs tend to be skeptical of search as a primary interface into the statistics (i do know i'm), however take a look at a gadget like Splunk and you may see that there is actual power in the approach.
So I’m wondering if IBM isn’t seeing Tealeaf because the skills data infrastructure piece for his or her whole digital suite. To make that ensue, they’d have to give equipment for constructing structured views of the Tealeaf statistics (anything Tealeaf already does). a fair number of tools within the suite wouldn’t work otherwise. It’s now not that difficult a task to lengthen Tealeaf’s latest capabilities, however, and as soon as accomplished, IBM would have a unified records assortment piece that completely bypassed the whole world of tagging and tag administration. yes, there are some drawbacks to this. Tagging handles customer-side tracking of interactions that easily aren’t capturable server side. still, with a Tealeaf-based mostly infrastructure, IBM could be able to aid a wide range of analytics, call core and operational needs without any pre-planning or tagging. they would be able to supply multiple equipment all from a single actual-time and exhaustive assortment piece. they'd be capable of support both structured and un-structured entry to the facts. That may be relatively compelling.
It wouldn’t be a solution for everybody, however for IBM’s core commercial enterprise-type consumers, you could see that it could have true advantages as a complete precise-time analytics and warehousing infrastructure.
Which, as it happens, is an issue I’ve been thinking somewhat a little about currently. here at Semphonic we’ve performed doing an ever expanding quantity of work across the analytics warehouse and a true-time technology stack is likely one of the concerns they protecting operating into. I plan to talk extra about one of the crucial tools (most of which might be a bit obscure) that doubtlessly healthy inner that know-how stack in upcoming posts.
[Notes: final year at X trade, they did the first Non-profit problem. A day of deep-dive analytics via X change individuals into the analytics issues of two colossal non-gains. They lately published the outcomes of that work within the Non-earnings book to using Analytics Whitepaper. not best are you able to down load that whitepaper – a really collaborative effort – if you’re a non-earnings, I strongly inspire 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 dimension within the non-earnings space.
And speakme of the statistics warehousing expertise stack, I’m doing a webinar here week with one their companions, iJento, with greater on consumer adventure monitoring. We’ve partnered with iJento as a result of they supply a strong common (SQL-Server) database platform that can leverage their Two-Tiered segmentation information mannequin (and collection mechanisms like Celebrus). iJento doubtless isn’t the correct answer for the 1% with extreme digital facts volumes. but for agencies with tremendous however manageable digital information volumes, they give a tons much less dangerous know-how stack (and each SaaS and on-premise models) that may deliver deep access to client digital statistics on good of a strong platform with a a lot of aid, brilliant software, and large flexibility.
ultimately, I’ll be leaving quickly for Germany (I even have some customer engagements there previous to X alternate). in case you’re european-based and would like to setup conferences in Stuttgart, Berlin, Paris or London, drop me a line. I’d love to chat!].
IBM nowadays announced a definitive contract to acquire Tealeaf know-how, Inc., a number one company of client adventure analytics utility that helps agencies to gain intelligence and react greater unexpectedly to customer trends in cutting-edge digitally converted market. monetary particulars were not disclosed.
The acquisition is discipline to ordinary closing situations and regulatory clearance and is anticipated to shut in the 2d quarter of 2012.
With this contract, IBM extends its Smarter Commerce initiative by means of adding qualitative analytics capabilities that provide chief marketing officers (CMOs), e-commerce and client carrier authorities with actual-time and automated insights into online client purchasing experiences across online and cellular instruments. because of this, organizations can benefit actionable insight that enables them to enrich client help, seriously change web page usability, tailor advertising and marketing campaigns and enhance online conversion quotes.
The deserve to deliver a seamless mobile adventure has turn into increasingly crucial to CMOs with world online commerce anticipated to hit $1 trillion via 2014 and cellular commerce $200 billion through 2015.
Tealeaf has over 450 shoppers global including 30 of the Fortune 100 agencies. These consumers are predominantly in financial functions, go back and forth, retail and communications services. current valued clientele consist of: Dell, Wells Fargo, Air Canada, GEICO, Orbitz, Crate & Barrel, Neiman Marcus, Expedia, Zappos, ING Direct, premier purchase, DirecTV, McKesson and StubHub.
organizations these days are struggling to fulfill the calls for created through the hastily transferring buying patterns of their purchasers, who increasingly flip to online, social and cellular channels to gather information, make purchases and receive features. This new digital marketplace requires agencies to be highly conscious of their shoppers' behaviors in order to both compete and grow. The possibility to more desirable bear in mind a consumer's journey on websites and cellular gadgets gifts a huge aggressive skills for corporations.
Tealeaf gives a full suite of customer experience administration software, which information and analyzes a customer's site and cellular interactions. as a result, entrepreneurs can spot patterns and address considerations in web page and cellular utility design and supply a extra streamlined on-line consumer adventure that ends up in improved earnings, customer delight, consumer provider productiveness, and profitability.
as an example, using Tealeaf utility, the CMO of an internet retailer can identify weaknesses in a recent cell marketing crusade through spotting circumstances and replaying situations that prompted consumer classes to end in advance. consequently, marketers can increase the consumer's event through addressing usability, website design or ease of use and reach out to patrons to recapture their interest.
In one more illustration, a web commute company finds that once visitors misspell a holiday equipment identify and receive zero search results, nearly 100% of the guests go away the web site devoid of finishing a booking, prompting the web site group to tackle the response and present other navigation alternate options. by using replaying and analyzing every client's session, the trip agent can pinpoint the problem and immediately serve those clients and hold their loyalty.
"entrepreneurs have to continuously carry a much better client event on each the internet and mobile devices to meet the expectations of modern-day empowered consumers," talked about Craig Hayman, time-honored manager of trade options at IBM. "With these new capabilities from Tealeaf, they cannot simplest deliver chief advertising and marketing officers and other marketing leaders the qualitative insights into how shoppers in fact event their brands, however exhibit them the way to react in precise time throughout advertising and marketing, income and repair."
"Tealeaf's patented technology can be deployed right into a enterprise's current environment and not using a necessary adjustments in order that they start taking pictures client facts and providing choicest experiences automatically," observed Rebecca Ward, Chairman and Chief govt Officer, Tealeaf. "IBM Smarter Commerce is the ideal healthy for Tealeaf and additional establishes IBM as the main accomplice for corporations trying to prevail in state-of-the-art speedy evolving atmosphere."
Tealeaf will lengthen IBM's management in Smarter Commerce by giving companies qualitative net and digital analytics capabilities, allowing them to seize and replay a client's internet and cell interactions to deliver a more granular and richer view of a consumer's event. This insightful view helps entrepreneurs answer the question of "why" customers interact as they do and for this reason give a greater optimized on-line client experience leading to stronger salary, client delight, client provider productivity and profitability.
per IBM's Smarter Commerce approach and following the closing of the transaction, IBM will continue to aid and boost Tealeaf's applied sciences and purchasers whereas permitting them to take expertise of the broader IBM portfolio. Tealeaf may be integrated into IBM's commercial enterprise advertising and management (EMM) group, which includes up to now bought belongings from Coremetrics, Unica and DemandTec. IBM has invested more than $3 billion in constructing its Smarter Commerce initiative, a key driver of increase and profitability.
Tealeaf is primarily based in San Francisco, California with additional workplaces in Europe.
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For some reason, steroids has crept into their reporting lately.
Maybe that's why IBM’s Tealeaf cxLifecycle analytics reminds us of analytics on steroids. IBM seems to be bill it that way, anyway.
Traditional web analytics? Just static numbers, they told us.
IBM said it enhances the analytics experience for enterprises with quantitative, qualitative and behavioral analytics within the IBM Tealeaf cxLifecycle, a new SaaS-based IBM Tealeaf component available to customers of Tealeaf 9.0.
Ken Bisconti, business leader for IBM's Tealeaf customer experience management solutions, is enthusiastic. He told CMSWire the analytics IBM offers are better than traditional metrics provided by Google and Adobe. "We have the ability to track the same customer across multiple interactions," said Bisconti.
Forrester happens to think they’re ALL great.What cxLifecycle Offers
Big Blue debuted last month its new IBM ExperienceOne at its SmarterCommerce Global Summit 2014 in Tampa, Fla. It replaces the Enterprise Marketing Management (EMM) Suite brand.
The new integrated portfolio of cloud-based and on premise offerings in ExperienceOne combines more than $3 billion of investments on organic development and acquisitions such as Sterling Commerce, Tealeaf, Coremetrics, Unica, DemandTec, Xtify and most recently Silverpop.
Enter cxLifecycle, which IBM says provides marketing teams with advanced customer analytics and insights by offering new advanced analytical capabilities:
IBM also introduced the integration of Tealeaf and Digital Analytics, allowing users to send a segment of visitor sessions to Digital Analytics for drill-down analysis in modules like Explore or Lifecycle.Why It’s Unique
Bisconti told CMSWire that IBM’s analytics break down silos in analytics.
IBM’s analytics platform can replay customer journeys through multiple platforms to see what’s working and what’s not. Analysis can reveal, for instance, if a high number of prospects abandoned a page when they flipped to a horizontal mobile view. Or maybe they took too long to fill out a web form.
“We can show the actual customer journey and look for struggle patterns,” Bisconti told CMSWire.
The analytics solutions also avoids tedious tagging of pages in order to deliver more analysis.
“What’s very unique,” Bisconti added, “is their ability to marry traditional web reporting with customer behavioral or customer experience analysis.”Adobe Responds
Nate Smith, marketing manager for Adobe Analytics, told CMSWire customer analytics is more than having insights to a single web session by a consumer.
"Adobe’s customer analytics," he told CMSWire, "captures all the interactions a consumer has with a brand, across web, social media, mobile apps, in-store, etc., to enrich the customer profile." This makes, he added, comprehensive insights available to all teams in an organization so they can take action across their various marketing channels: social, mobile, advertising, etc.
Marketing analytics, Smith added, is more than web analytics, customer analytics, digital analytics or predictive analytics.
"It encompasses all of these," Smith said. "Marketers can’t execute successful campaigns, advertising, personalization, etc., without a solid foundation in marketing analytics. Most marketers are guessing on the right experiences to provide to their customers based on historical information. Once you define your audiences, you need to eliminate the guesswork with precise, predictive marketing capabilities."
Only Adobe, Smith said, provides the full breadth of marketing analytics and a collaborative medium (i.e., Adobe Marketing Cloud) to surface all of the insights needed to optimize integrated marketing efforts.
"Not only does Adobe provide marketing analytics, they democratize the insights so marketers and their teams can take action," Smith said. "Making powerful marketing analytics simple and available to the masses is what will move an organization forward."
Google did not return CMSWire's request for comment.What Makes Industry Tick?
IBM boasted about its predictive analytics capabilities, which Forrester cited as key. Web analytics providers that offer predictive analytics, support for mobile applications, reach of partner programs and the ability to support customer implementation rank among the best, according to Forrester Research.
Adobe, AT Internet, IBM and Webtrends lead the pack with strong web analytics offerings and strategies for the enterprise, according to the Forrester Wave for web analytics.
Google is a “strong performer” that offers a premium product that’s gaining support for easy-to-use features. SAS Institute is a “contender,” offering a customer-intelligence-based alternative.
On 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
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