Is Broken Link-Building Right For You?

Michael Brenner

Let’s talk link-building – broken link-building, that is. Should you be doing it? Is it a magnificent and creative inbound marketing technique, or a waste of time?

Earning quality links through the production of relevant, value-driven content is one of the best ways to improve your domain’s organic search traffic while also:

  • Boosting referral traffic
  • Building brand authority and trust
  • Expanding your exposure beyond your industry
  • Establishing yourself as an influencer

With so much inbound impact, it’s no wonder link-building has become a world unto itself. A recent survey questioning 435 link-building professionals found that while more than one-third of clients have monthly budgets of less than $1000 for link-building, another 43% allocate between $1,000 and $5,000 a month. Nearly 10% have budgets ranging from $5,000 to $10,000 per month just for link-building.

You can do it successfully through a number of white hat techniques, from writing guest posts on relevant sites to creating compelling infographics and SlideShare presentations that other content producers will want to use.

So why go out there and fix all those orphaned links on the web if there are other ways to get quality links? After all, this entails finding the broken links, creating your own replacement content, and contacting webmasters to replace the links. Is it worth the effort?

Cleaning house for the web

Broken link-building is basically the lost art of cleaning up the web. Think of it this way – there are, give or take a few hundred thousand, one billion websites at any one time. But as many as three-quarters are inactive. Every time someone links to content and that page is removed or deleted, another broken link is formed.

With new sites being created and left to die, and many more being reborn when a webmaster decides it’s time to give their website a makeover, there are probably nearly as many broken links out there as there are stars in the sky.

Aside from everyone taking care of their own redirects when they do a website relaunch, broken link-building is the only way some of these lost links are ever going to be corrected. You are essentially doing other webmasters a favor while also making your corner of the web more relevant.

Sweeping up the cobwebs is not a thankless job, however. Broken link-building is a powerful way to create your own quality links and reap the SEO rewards in the form of an ongoing increase in web traffic. With that many broken links out there, if you can find a method that works for you, broken link-building could be page-rank gold for your brand.

How to do it

Broken link-building isn’t something to pour your heart into at the sacrifice of other SEO techniques. Nor is it something you should do casually. You need a happy medium where the time invested is bringing you enough links that make it worthwhile, but you aren’t spending precious marketing hours mining for broken links that are relevant to your brand.

According to online marketing expert Neil Patel, for every 100 emails you send out letting a website owner know that they have a broken link and offering your high-value content as an alternative, you will get only 5 to 10 links.

The only way to make curating quality broken links worth it is to be smart—very smart.

First, use the resources that are available to you.

These tools will help you identify broken links when you visit a webpage (Domain Hunter Plus is a little more efficient as it will let you create a list and then export it to Excel):

  • Check My Links Chrome Extension
  • Domain Hunter Plus

When you’re looking for sites that may have a lot of broken links, keep in mind that the older a site, the more broken links it may have. Also, you want to get the best-quality links to your own content – so start by checking the sites in your niche that already have the most authority.

You can search in bulk by using tools like Xenu Link Sleuth. QuickSprout explains how to scrape hundreds of pages at a time to identify broken links with Xenu.

Another bulk tactic recommended by Patrick Stox, a SEO specialist for IBM, is to use Ahrefs. He suggests saving time by looking at your competitors’ broken links, using the same process you would to reclaim your own site’s broken links. Then, as you may already have content that could fit what your competitors had, you don’t even need to create new content.

Once you have neatly organized all your links, determined replacement content, and have your email addresses in order, you need to reach out to website owners. Politely let them know they have a broken link and offer your solution: your informative, engaging, compelling content!

When reaching out, it may be tempting to send bulk emails to “Dear Webmaster.”’ While this technique is fine, keep in mind that your offer to fix the broken link may appear as just another spam email that they are better off ignoring. You may have better luck with a more personal email. Keep it short; two or three sentences should suffice. And make sure you spell their name correctly.

Now everyone wins. You get a high-quality link, the site owner improves their website, and the web becomes a little bit cleaner.

Aren’t there better ways to build links?

There may be faster ways to build links, and there may be better ways. One thing you don’t want to do – ever – is veer away from white hat techniques. No buying, trading, or selling links. Don’t bother with poor-quality online directories, and definitely don’t post on another’s website with anything less than a high standard of quality. Remember, the goal for search engines is always about increasing value for web searchers.

Instead of going after broken links, you can simply create links to your website by posting original and relevant content on your own site on a regular basis. Other sites will eventually link back to your elegantly designed infographics, entertaining videos, and informative, well-researched blog posts. In the process, you are creating more content for your own audience.

Guest posting is still one of the most popular white hat link-building techniques as it gives you a chance to get your brand out there, build relationships with other influencers in your industry, and also create a link.

Broken link-building can be a time-consuming process. You must first find the broken links, and then find out if another website owner is even interested in your practical SEO-boosting-for-both-of-you offer. But it can also provide a nice boost to your site’s page ranking and get your brand out there in a positive way. This is particularly useful if you don’t have much content on your site.

It may also be right for your marketing if you get a sense of satisfaction from helping clean up the web for everyone else. After all, someone has to do it.

For more on digital marketing strategies, see Confessions Of A Webcast King: Modern Marketing, Webinars, And The Future Of Digital Marketing.

Image: Pixabay

Comments

About Michael Brenner

Michael Brenner is a globally-recognized keynote speaker, author of  The Content Formula and the CEO of Marketing Insider GroupHe has worked in leadership positions in sales and marketing for global brands like SAP and Nielsen, as well as for thriving startups. Today, Michael shares his passion on leadership and marketing strategies that deliver customer value and business impact. He is recognized by the Huffington Post as a Top Business Keynote Speaker and   a top  CMO influencer by Forbes.

Making Your Marketing and Your Brand “Contagious”

Marcus Starke

Jonah Berger

Social media has transformed the way companies and marketing organizations engage their customers, prospective customers, target audiences, and key stakeholders.

Of course, the big challenge for marketers is to figure out how to incorporate social media and effectively use these new platforms.

The big payoff is having a campaign or content “go viral” and extend the reach of your marketing.

But is there a scientific or predictive approach to social business?

Jonah Berger, a professor of marketing at the University of Pennsylvania, believes there is a science to generating social influence. His new book, Contagious: Why Things Catch On, reflects his extensive research on why things become popular in social media platforms. As Jonah told me in the following Q & A, “it’s not random, it’s not luck and it’s not chance.”

Q: In your book, you have extensively researched “virality.” What are the principles?

JONAH BERGER: I studied the phenomenon of social influence and social sharing and broke it down into a “6-STEPP” process:

  1. Social currency: People share things that make them look good.
  2. Triggers: top-of-mind is tip-of-tongue. The more people are thinking about a product or idea, the more they’ll talk about it.
  3. Emotion: More emotional content gets shared more. When we care, we share.
  4. Public: Observability drives imitation. People tend to imitate others, but we can only imitate things we can observe.  If something is built to show, it is built to grow
  5. Practical value:  useful information, news you can use
  6. Stories: Build a Trojan Horse.  A story that carries your brand or benefit along for the ride.

Q: Does virality require all six elements to occur in order for something to generate social word-of-mouth?

JONAH BERGER: It doesn’t require all six elements, but the more the better.  It’s like a Cobb salad. They usually come with bacon, eggs, tomatoes, cheese, etc.  A Cobb salad without bacon is still pretty good, but the more toppings that are included, the better it tastes.

ContagiousQ: In your view, what does it mean for something to be contagious? Can you share an example?

JONAH BERGER: By contagious, I mean to spread like a virus from person-to-person.  To catch on and become popular, via word of mouth and social influence.

Take Greek yogurt for example. A few years ago, no one had heard of the product and few companies offered it. But Chobani and other brands started gaining traction, consumers spread the word about its health benefits, and the product took off.

Q: You also cite an interesting marketing phenomenon that was conceived by Blendtec to promote their line of blenders. Their “Will It Blend” video series has generated tens of millions of views on YouTube.

JONAH BERGER: The fact that a blender can cut through an iPhone, a music CD, golf balls, Glow Sticks or other obscure products- isn’t that amazing?

People shared those videos tens of millions of times because it’s a remarkable product. It is hard to believe a blender can do that. During that social sharing, people also share the Blendtec name. Sales shot up 700 percent. The virality of the “Will It Blend?” videos  is an example of STEPP #6: you build a story and, like a Trojan Horse, the benefit to your brand or company comes along for the ride.

Q: What have you found about the origins of a contagious idea/product? How does that buzz get started and gain momentum?

JONAH BERGER: People often think that contagious products just get lucky, that it is random. But it’s not luck and it’s not random.  It’s science.  Just like other aspects of consumer behavior, there is logic behind why things catch on.  Key psychological factors or principles that drive things to go viral and become popular.

Q: Your book is unique in that you’ve done extensive research into a broad range of industries, companies, brands, products and services to prove there is a “science” to social sharing. Do the STEPPS principles work more effectively in B2C scenarios, or do they apply equally to B2B marketing efforts?

JONAH BERGER: Word of mouth is the #1 influencer of B2B purchasing decisions and the STEPPS apply equally well to both B2B and B2C.  Rather than being industry specific they’re based on understanding WHY people talk.  Why they share some information rather than others and how companies and organization, whether B2C or B2B, can apply these concepts to get their own products and ideas to catch on.

Q: Do you think the importance of word of mouth marketing is specific to this time period, perhaps to the current values of our culture or the ease of sharing created by social media?

JONAH BERGER: With all the hype around social media, marketers often forget that word of mouth didn’t just come along with the advent of the internet.  It’s been around since the introduction of language.  Cavemen would communicate about good places to hunt and which plants were dangerous to eat.

Even today, researchers estimate that only 7% of word of mouth is online on things like social media. Much more is offline, or in face-to-face communication.  So having a social media strategy is good, but a lot of the book also talks about how to encourage normal face-to-face discussion.

Q: From your extensive research on brands and companies that have become “contagious,” what is the biggest misconception marketers need to be aware of when developing their on-line and off-line strategies for social business?

JONAH BERGER: You don’t have to get lucky, have a huge advertising budget or celebrity endorsements to get your product to catch on.  You just have to harness the psychology of word of mouth and social influence.  Whether you work in B2C or B2B, follow the six key STEPPS and you can make any product or idea more popular

Jonathan Berger’s book, Contagious: Why Things Catch On, is available at Amazon and Barnes and Noble. You can contact Jonah at www.jonahberger.com.

Comments

Ted Basile

About Ted Basile

Ted Basile is the senior director responsible for global marketing for SAP HANA Enterprise Cloud. His charter spans messaging, positioning, and building customer-facing assets to support all marketing and sales activities. @teddybgame | LinkedIn

Making Your Marketing and Your Brand “Contagious”

Marcus Starke

Jonah Berger

Social media has transformed the way companies and marketing organizations engage their customers, prospective customers, target audiences, and key stakeholders.

Of course, the big challenge for marketers is to figure out how to incorporate social media and effectively use these new platforms.

The big payoff is having a campaign or content “go viral” and extend the reach of your marketing.

But is there a scientific or predictive approach to social business?

Jonah Berger, a professor of marketing at the University of Pennsylvania, believes there is a science to generating social influence. His new book, Contagious: Why Things Catch On, reflects his extensive research on why things become popular in social media platforms. As Jonah told me in the following Q & A, “it’s not random, it’s not luck and it’s not chance.”

Q: In your book, you have extensively researched “virality.” What are the principles?

JONAH BERGER: I studied the phenomenon of social influence and social sharing and broke it down into a “6-STEPP” process:

  1. Social currency: People share things that make them look good.
  2. Triggers: top-of-mind is tip-of-tongue. The more people are thinking about a product or idea, the more they’ll talk about it.
  3. Emotion: More emotional content gets shared more. When we care, we share.
  4. Public: Observability drives imitation. People tend to imitate others, but we can only imitate things we can observe.  If something is built to show, it is built to grow
  5. Practical value:  useful information, news you can use
  6. Stories: Build a Trojan Horse.  A story that carries your brand or benefit along for the ride.

Q: Does virality require all six elements to occur in order for something to generate social word-of-mouth?

JONAH BERGER: It doesn’t require all six elements, but the more the better.  It’s like a Cobb salad. They usually come with bacon, eggs, tomatoes, cheese, etc.  A Cobb salad without bacon is still pretty good, but the more toppings that are included, the better it tastes.

ContagiousQ: In your view, what does it mean for something to be contagious? Can you share an example?

JONAH BERGER: By contagious, I mean to spread like a virus from person-to-person.  To catch on and become popular, via word of mouth and social influence.

Take Greek yogurt for example. A few years ago, no one had heard of the product and few companies offered it. But Chobani and other brands started gaining traction, consumers spread the word about its health benefits, and the product took off.

Q: You also cite an interesting marketing phenomenon that was conceived by Blendtec to promote their line of blenders. Their “Will It Blend” video series has generated tens of millions of views on YouTube.

JONAH BERGER: The fact that a blender can cut through an iPhone, a music CD, golf balls, Glow Sticks or other obscure products- isn’t that amazing?

People shared those videos tens of millions of times because it’s a remarkable product. It is hard to believe a blender can do that. During that social sharing, people also share the Blendtec name. Sales shot up 700 percent. The virality of the “Will It Blend?” videos  is an example of STEPP #6: you build a story and, like a Trojan Horse, the benefit to your brand or company comes along for the ride.

Q: What have you found about the origins of a contagious idea/product? How does that buzz get started and gain momentum?

JONAH BERGER: People often think that contagious products just get lucky, that it is random. But it’s not luck and it’s not random.  It’s science.  Just like other aspects of consumer behavior, there is logic behind why things catch on.  Key psychological factors or principles that drive things to go viral and become popular.

Q: Your book is unique in that you’ve done extensive research into a broad range of industries, companies, brands, products and services to prove there is a “science” to social sharing. Do the STEPPS principles work more effectively in B2C scenarios, or do they apply equally to B2B marketing efforts?

JONAH BERGER: Word of mouth is the #1 influencer of B2B purchasing decisions and the STEPPS apply equally well to both B2B and B2C.  Rather than being industry specific they’re based on understanding WHY people talk.  Why they share some information rather than others and how companies and organization, whether B2C or B2B, can apply these concepts to get their own products and ideas to catch on.

Q: Do you think the importance of word of mouth marketing is specific to this time period, perhaps to the current values of our culture or the ease of sharing created by social media?

JONAH BERGER: With all the hype around social media, marketers often forget that word of mouth didn’t just come along with the advent of the internet.  It’s been around since the introduction of language.  Cavemen would communicate about good places to hunt and which plants were dangerous to eat.

Even today, researchers estimate that only 7% of word of mouth is online on things like social media. Much more is offline, or in face-to-face communication.  So having a social media strategy is good, but a lot of the book also talks about how to encourage normal face-to-face discussion.

Q: From your extensive research on brands and companies that have become “contagious,” what is the biggest misconception marketers need to be aware of when developing their on-line and off-line strategies for social business?

JONAH BERGER: You don’t have to get lucky, have a huge advertising budget or celebrity endorsements to get your product to catch on.  You just have to harness the psychology of word of mouth and social influence.  Whether you work in B2C or B2B, follow the six key STEPPS and you can make any product or idea more popular

Jonathan Berger’s book, Contagious: Why Things Catch On, is available at Amazon and Barnes and Noble. You can contact Jonah at www.jonahberger.com.

Comments

Mukund Rao

About Mukund Rao

Mukund Rao is Director of the Automotive Business Unit at SAP. He has been a key contributor to the business unit for over 18 years, focusing on both OEMs and suppliers. Mukund earned his MBA from University of Michigan and M.S. degree in Mechanical Engineering from Oklahoma State University.

Making Your Marketing and Your Brand “Contagious”

Marcus Starke

Jonah Berger

Social media has transformed the way companies and marketing organizations engage their customers, prospective customers, target audiences, and key stakeholders.

Of course, the big challenge for marketers is to figure out how to incorporate social media and effectively use these new platforms.

The big payoff is having a campaign or content “go viral” and extend the reach of your marketing.

But is there a scientific or predictive approach to social business?

Jonah Berger, a professor of marketing at the University of Pennsylvania, believes there is a science to generating social influence. His new book, Contagious: Why Things Catch On, reflects his extensive research on why things become popular in social media platforms. As Jonah told me in the following Q & A, “it’s not random, it’s not luck and it’s not chance.”

Q: In your book, you have extensively researched “virality.” What are the principles?

JONAH BERGER: I studied the phenomenon of social influence and social sharing and broke it down into a “6-STEPP” process:

  1. Social currency: People share things that make them look good.
  2. Triggers: top-of-mind is tip-of-tongue. The more people are thinking about a product or idea, the more they’ll talk about it.
  3. Emotion: More emotional content gets shared more. When we care, we share.
  4. Public: Observability drives imitation. People tend to imitate others, but we can only imitate things we can observe.  If something is built to show, it is built to grow
  5. Practical value:  useful information, news you can use
  6. Stories: Build a Trojan Horse.  A story that carries your brand or benefit along for the ride.

Q: Does virality require all six elements to occur in order for something to generate social word-of-mouth?

JONAH BERGER: It doesn’t require all six elements, but the more the better.  It’s like a Cobb salad. They usually come with bacon, eggs, tomatoes, cheese, etc.  A Cobb salad without bacon is still pretty good, but the more toppings that are included, the better it tastes.

ContagiousQ: In your view, what does it mean for something to be contagious? Can you share an example?

JONAH BERGER: By contagious, I mean to spread like a virus from person-to-person.  To catch on and become popular, via word of mouth and social influence.

Take Greek yogurt for example. A few years ago, no one had heard of the product and few companies offered it. But Chobani and other brands started gaining traction, consumers spread the word about its health benefits, and the product took off.

Q: You also cite an interesting marketing phenomenon that was conceived by Blendtec to promote their line of blenders. Their “Will It Blend” video series has generated tens of millions of views on YouTube.

JONAH BERGER: The fact that a blender can cut through an iPhone, a music CD, golf balls, Glow Sticks or other obscure products- isn’t that amazing?

People shared those videos tens of millions of times because it’s a remarkable product. It is hard to believe a blender can do that. During that social sharing, people also share the Blendtec name. Sales shot up 700 percent. The virality of the “Will It Blend?” videos  is an example of STEPP #6: you build a story and, like a Trojan Horse, the benefit to your brand or company comes along for the ride.

Q: What have you found about the origins of a contagious idea/product? How does that buzz get started and gain momentum?

JONAH BERGER: People often think that contagious products just get lucky, that it is random. But it’s not luck and it’s not random.  It’s science.  Just like other aspects of consumer behavior, there is logic behind why things catch on.  Key psychological factors or principles that drive things to go viral and become popular.

Q: Your book is unique in that you’ve done extensive research into a broad range of industries, companies, brands, products and services to prove there is a “science” to social sharing. Do the STEPPS principles work more effectively in B2C scenarios, or do they apply equally to B2B marketing efforts?

JONAH BERGER: Word of mouth is the #1 influencer of B2B purchasing decisions and the STEPPS apply equally well to both B2B and B2C.  Rather than being industry specific they’re based on understanding WHY people talk.  Why they share some information rather than others and how companies and organization, whether B2C or B2B, can apply these concepts to get their own products and ideas to catch on.

Q: Do you think the importance of word of mouth marketing is specific to this time period, perhaps to the current values of our culture or the ease of sharing created by social media?

JONAH BERGER: With all the hype around social media, marketers often forget that word of mouth didn’t just come along with the advent of the internet.  It’s been around since the introduction of language.  Cavemen would communicate about good places to hunt and which plants were dangerous to eat.

Even today, researchers estimate that only 7% of word of mouth is online on things like social media. Much more is offline, or in face-to-face communication.  So having a social media strategy is good, but a lot of the book also talks about how to encourage normal face-to-face discussion.

Q: From your extensive research on brands and companies that have become “contagious,” what is the biggest misconception marketers need to be aware of when developing their on-line and off-line strategies for social business?

JONAH BERGER: You don’t have to get lucky, have a huge advertising budget or celebrity endorsements to get your product to catch on.  You just have to harness the psychology of word of mouth and social influence.  Whether you work in B2C or B2B, follow the six key STEPPS and you can make any product or idea more popular

Jonathan Berger’s book, Contagious: Why Things Catch On, is available at Amazon and Barnes and Noble. You can contact Jonah at www.jonahberger.com.

Comments

Tom Cassell

About Tom Cassell

Tom Cassell is an IBM Executive and the Global Leader for IBM’s Ariba Practice. He has led multiple transformation programs that improved source-to-pay capabilities by leveraging Ariba solutions He is leading IBM GBS’s Cognitive Procurement initiative, which includes the integration of Watson into Ariba. Tom has over 20 years of experience in supply chain management, with a particular focus in the planning and procurement domains.

Making Your Marketing and Your Brand “Contagious”

Marcus Starke

Jonah Berger

Social media has transformed the way companies and marketing organizations engage their customers, prospective customers, target audiences, and key stakeholders.

Of course, the big challenge for marketers is to figure out how to incorporate social media and effectively use these new platforms.

The big payoff is having a campaign or content “go viral” and extend the reach of your marketing.

But is there a scientific or predictive approach to social business?

Jonah Berger, a professor of marketing at the University of Pennsylvania, believes there is a science to generating social influence. His new book, Contagious: Why Things Catch On, reflects his extensive research on why things become popular in social media platforms. As Jonah told me in the following Q & A, “it’s not random, it’s not luck and it’s not chance.”

Q: In your book, you have extensively researched “virality.” What are the principles?

JONAH BERGER: I studied the phenomenon of social influence and social sharing and broke it down into a “6-STEPP” process:

  1. Social currency: People share things that make them look good.
  2. Triggers: top-of-mind is tip-of-tongue. The more people are thinking about a product or idea, the more they’ll talk about it.
  3. Emotion: More emotional content gets shared more. When we care, we share.
  4. Public: Observability drives imitation. People tend to imitate others, but we can only imitate things we can observe.  If something is built to show, it is built to grow
  5. Practical value:  useful information, news you can use
  6. Stories: Build a Trojan Horse.  A story that carries your brand or benefit along for the ride.

Q: Does virality require all six elements to occur in order for something to generate social word-of-mouth?

JONAH BERGER: It doesn’t require all six elements, but the more the better.  It’s like a Cobb salad. They usually come with bacon, eggs, tomatoes, cheese, etc.  A Cobb salad without bacon is still pretty good, but the more toppings that are included, the better it tastes.

ContagiousQ: In your view, what does it mean for something to be contagious? Can you share an example?

JONAH BERGER: By contagious, I mean to spread like a virus from person-to-person.  To catch on and become popular, via word of mouth and social influence.

Take Greek yogurt for example. A few years ago, no one had heard of the product and few companies offered it. But Chobani and other brands started gaining traction, consumers spread the word about its health benefits, and the product took off.

Q: You also cite an interesting marketing phenomenon that was conceived by Blendtec to promote their line of blenders. Their “Will It Blend” video series has generated tens of millions of views on YouTube.

JONAH BERGER: The fact that a blender can cut through an iPhone, a music CD, golf balls, Glow Sticks or other obscure products- isn’t that amazing?

People shared those videos tens of millions of times because it’s a remarkable product. It is hard to believe a blender can do that. During that social sharing, people also share the Blendtec name. Sales shot up 700 percent. The virality of the “Will It Blend?” videos  is an example of STEPP #6: you build a story and, like a Trojan Horse, the benefit to your brand or company comes along for the ride.

Q: What have you found about the origins of a contagious idea/product? How does that buzz get started and gain momentum?

JONAH BERGER: People often think that contagious products just get lucky, that it is random. But it’s not luck and it’s not random.  It’s science.  Just like other aspects of consumer behavior, there is logic behind why things catch on.  Key psychological factors or principles that drive things to go viral and become popular.

Q: Your book is unique in that you’ve done extensive research into a broad range of industries, companies, brands, products and services to prove there is a “science” to social sharing. Do the STEPPS principles work more effectively in B2C scenarios, or do they apply equally to B2B marketing efforts?

JONAH BERGER: Word of mouth is the #1 influencer of B2B purchasing decisions and the STEPPS apply equally well to both B2B and B2C.  Rather than being industry specific they’re based on understanding WHY people talk.  Why they share some information rather than others and how companies and organization, whether B2C or B2B, can apply these concepts to get their own products and ideas to catch on.

Q: Do you think the importance of word of mouth marketing is specific to this time period, perhaps to the current values of our culture or the ease of sharing created by social media?

JONAH BERGER: With all the hype around social media, marketers often forget that word of mouth didn’t just come along with the advent of the internet.  It’s been around since the introduction of language.  Cavemen would communicate about good places to hunt and which plants were dangerous to eat.

Even today, researchers estimate that only 7% of word of mouth is online on things like social media. Much more is offline, or in face-to-face communication.  So having a social media strategy is good, but a lot of the book also talks about how to encourage normal face-to-face discussion.

Q: From your extensive research on brands and companies that have become “contagious,” what is the biggest misconception marketers need to be aware of when developing their on-line and off-line strategies for social business?

JONAH BERGER: You don’t have to get lucky, have a huge advertising budget or celebrity endorsements to get your product to catch on.  You just have to harness the psychology of word of mouth and social influence.  Whether you work in B2C or B2B, follow the six key STEPPS and you can make any product or idea more popular

Jonathan Berger’s book, Contagious: Why Things Catch On, is available at Amazon and Barnes and Noble. You can contact Jonah at www.jonahberger.com.

Comments

Making Your Marketing and Your Brand “Contagious”

Marcus Starke

Jonah Berger

Social media has transformed the way companies and marketing organizations engage their customers, prospective customers, target audiences, and key stakeholders.

Of course, the big challenge for marketers is to figure out how to incorporate social media and effectively use these new platforms.

The big payoff is having a campaign or content “go viral” and extend the reach of your marketing.

But is there a scientific or predictive approach to social business?

Jonah Berger, a professor of marketing at the University of Pennsylvania, believes there is a science to generating social influence. His new book, Contagious: Why Things Catch On, reflects his extensive research on why things become popular in social media platforms. As Jonah told me in the following Q & A, “it’s not random, it’s not luck and it’s not chance.”

Q: In your book, you have extensively researched “virality.” What are the principles?

JONAH BERGER: I studied the phenomenon of social influence and social sharing and broke it down into a “6-STEPP” process:

  1. Social currency: People share things that make them look good.
  2. Triggers: top-of-mind is tip-of-tongue. The more people are thinking about a product or idea, the more they’ll talk about it.
  3. Emotion: More emotional content gets shared more. When we care, we share.
  4. Public: Observability drives imitation. People tend to imitate others, but we can only imitate things we can observe.  If something is built to show, it is built to grow
  5. Practical value:  useful information, news you can use
  6. Stories: Build a Trojan Horse.  A story that carries your brand or benefit along for the ride.

Q: Does virality require all six elements to occur in order for something to generate social word-of-mouth?

JONAH BERGER: It doesn’t require all six elements, but the more the better.  It’s like a Cobb salad. They usually come with bacon, eggs, tomatoes, cheese, etc.  A Cobb salad without bacon is still pretty good, but the more toppings that are included, the better it tastes.

ContagiousQ: In your view, what does it mean for something to be contagious? Can you share an example?

JONAH BERGER: By contagious, I mean to spread like a virus from person-to-person.  To catch on and become popular, via word of mouth and social influence.

Take Greek yogurt for example. A few years ago, no one had heard of the product and few companies offered it. But Chobani and other brands started gaining traction, consumers spread the word about its health benefits, and the product took off.

Q: You also cite an interesting marketing phenomenon that was conceived by Blendtec to promote their line of blenders. Their “Will It Blend” video series has generated tens of millions of views on YouTube.

JONAH BERGER: The fact that a blender can cut through an iPhone, a music CD, golf balls, Glow Sticks or other obscure products- isn’t that amazing?

People shared those videos tens of millions of times because it’s a remarkable product. It is hard to believe a blender can do that. During that social sharing, people also share the Blendtec name. Sales shot up 700 percent. The virality of the “Will It Blend?” videos  is an example of STEPP #6: you build a story and, like a Trojan Horse, the benefit to your brand or company comes along for the ride.

Q: What have you found about the origins of a contagious idea/product? How does that buzz get started and gain momentum?

JONAH BERGER: People often think that contagious products just get lucky, that it is random. But it’s not luck and it’s not random.  It’s science.  Just like other aspects of consumer behavior, there is logic behind why things catch on.  Key psychological factors or principles that drive things to go viral and become popular.

Q: Your book is unique in that you’ve done extensive research into a broad range of industries, companies, brands, products and services to prove there is a “science” to social sharing. Do the STEPPS principles work more effectively in B2C scenarios, or do they apply equally to B2B marketing efforts?

JONAH BERGER: Word of mouth is the #1 influencer of B2B purchasing decisions and the STEPPS apply equally well to both B2B and B2C.  Rather than being industry specific they’re based on understanding WHY people talk.  Why they share some information rather than others and how companies and organization, whether B2C or B2B, can apply these concepts to get their own products and ideas to catch on.

Q: Do you think the importance of word of mouth marketing is specific to this time period, perhaps to the current values of our culture or the ease of sharing created by social media?

JONAH BERGER: With all the hype around social media, marketers often forget that word of mouth didn’t just come along with the advent of the internet.  It’s been around since the introduction of language.  Cavemen would communicate about good places to hunt and which plants were dangerous to eat.

Even today, researchers estimate that only 7% of word of mouth is online on things like social media. Much more is offline, or in face-to-face communication.  So having a social media strategy is good, but a lot of the book also talks about how to encourage normal face-to-face discussion.

Q: From your extensive research on brands and companies that have become “contagious,” what is the biggest misconception marketers need to be aware of when developing their on-line and off-line strategies for social business?

JONAH BERGER: You don’t have to get lucky, have a huge advertising budget or celebrity endorsements to get your product to catch on.  You just have to harness the psychology of word of mouth and social influence.  Whether you work in B2C or B2B, follow the six key STEPPS and you can make any product or idea more popular

Jonathan Berger’s book, Contagious: Why Things Catch On, is available at Amazon and Barnes and Noble. You can contact Jonah at www.jonahberger.com.

Comments

About Derek Klobucher

Derek Klobucher is a Brand Journalist, Content Marketer and Master Digital Storyteller at SAP. His responsibilities include conceiving, developing and conducting global, company-wide employee brand journalism training; managing content, promotion and strategy for social networks and online media; and mentoring SAP employees, contractors and interns to optimize blogging and social media efforts.

Making Your Marketing and Your Brand “Contagious”

Marcus Starke

Jonah Berger

Social media has transformed the way companies and marketing organizations engage their customers, prospective customers, target audiences, and key stakeholders.

Of course, the big challenge for marketers is to figure out how to incorporate social media and effectively use these new platforms.

The big payoff is having a campaign or content “go viral” and extend the reach of your marketing.

But is there a scientific or predictive approach to social business?

Jonah Berger, a professor of marketing at the University of Pennsylvania, believes there is a science to generating social influence. His new book, Contagious: Why Things Catch On, reflects his extensive research on why things become popular in social media platforms. As Jonah told me in the following Q & A, “it’s not random, it’s not luck and it’s not chance.”

Q: In your book, you have extensively researched “virality.” What are the principles?

JONAH BERGER: I studied the phenomenon of social influence and social sharing and broke it down into a “6-STEPP” process:

  1. Social currency: People share things that make them look good.
  2. Triggers: top-of-mind is tip-of-tongue. The more people are thinking about a product or idea, the more they’ll talk about it.
  3. Emotion: More emotional content gets shared more. When we care, we share.
  4. Public: Observability drives imitation. People tend to imitate others, but we can only imitate things we can observe.  If something is built to show, it is built to grow
  5. Practical value:  useful information, news you can use
  6. Stories: Build a Trojan Horse.  A story that carries your brand or benefit along for the ride.

Q: Does virality require all six elements to occur in order for something to generate social word-of-mouth?

JONAH BERGER: It doesn’t require all six elements, but the more the better.  It’s like a Cobb salad. They usually come with bacon, eggs, tomatoes, cheese, etc.  A Cobb salad without bacon is still pretty good, but the more toppings that are included, the better it tastes.

ContagiousQ: In your view, what does it mean for something to be contagious? Can you share an example?

JONAH BERGER: By contagious, I mean to spread like a virus from person-to-person.  To catch on and become popular, via word of mouth and social influence.

Take Greek yogurt for example. A few years ago, no one had heard of the product and few companies offered it. But Chobani and other brands started gaining traction, consumers spread the word about its health benefits, and the product took off.

Q: You also cite an interesting marketing phenomenon that was conceived by Blendtec to promote their line of blenders. Their “Will It Blend” video series has generated tens of millions of views on YouTube.

JONAH BERGER: The fact that a blender can cut through an iPhone, a music CD, golf balls, Glow Sticks or other obscure products- isn’t that amazing?

People shared those videos tens of millions of times because it’s a remarkable product. It is hard to believe a blender can do that. During that social sharing, people also share the Blendtec name. Sales shot up 700 percent. The virality of the “Will It Blend?” videos  is an example of STEPP #6: you build a story and, like a Trojan Horse, the benefit to your brand or company comes along for the ride.

Q: What have you found about the origins of a contagious idea/product? How does that buzz get started and gain momentum?

JONAH BERGER: People often think that contagious products just get lucky, that it is random. But it’s not luck and it’s not random.  It’s science.  Just like other aspects of consumer behavior, there is logic behind why things catch on.  Key psychological factors or principles that drive things to go viral and become popular.

Q: Your book is unique in that you’ve done extensive research into a broad range of industries, companies, brands, products and services to prove there is a “science” to social sharing. Do the STEPPS principles work more effectively in B2C scenarios, or do they apply equally to B2B marketing efforts?

JONAH BERGER: Word of mouth is the #1 influencer of B2B purchasing decisions and the STEPPS apply equally well to both B2B and B2C.  Rather than being industry specific they’re based on understanding WHY people talk.  Why they share some information rather than others and how companies and organization, whether B2C or B2B, can apply these concepts to get their own products and ideas to catch on.

Q: Do you think the importance of word of mouth marketing is specific to this time period, perhaps to the current values of our culture or the ease of sharing created by social media?

JONAH BERGER: With all the hype around social media, marketers often forget that word of mouth didn’t just come along with the advent of the internet.  It’s been around since the introduction of language.  Cavemen would communicate about good places to hunt and which plants were dangerous to eat.

Even today, researchers estimate that only 7% of word of mouth is online on things like social media. Much more is offline, or in face-to-face communication.  So having a social media strategy is good, but a lot of the book also talks about how to encourage normal face-to-face discussion.

Q: From your extensive research on brands and companies that have become “contagious,” what is the biggest misconception marketers need to be aware of when developing their on-line and off-line strategies for social business?

JONAH BERGER: You don’t have to get lucky, have a huge advertising budget or celebrity endorsements to get your product to catch on.  You just have to harness the psychology of word of mouth and social influence.  Whether you work in B2C or B2B, follow the six key STEPPS and you can make any product or idea more popular

Jonathan Berger’s book, Contagious: Why Things Catch On, is available at Amazon and Barnes and Noble. You can contact Jonah at www.jonahberger.com.

Comments

Elizabeth Milne

About Elizabeth Milne

Elizabeth Milne has over 20 years of experience improving the software solutions for multi-national, multi-billion dollar organizations. Her finance career began working at Walt Disney, then Warner Bros. in the areas of financial consolidation, budgeting, and financial reporting. She subsequently moved to the software industry and has held positions including implementation consultant and manager, account executive, pre-sales consultant, solution management team at SAP, Business Objects and Cartesis. She graduated with an Executive MBA from Northwestern University’s Kellogg Graduate School of Management. In 2014 she published her first book “Accelerated Financial Closing with SAP.” She currently manages the accounting and financial close portfolio for SAP Product Marketing. You can follow her on twitter @ElizabethEMilne

Making Your Marketing and Your Brand “Contagious”

Marcus Starke

Jonah Berger

Social media has transformed the way companies and marketing organizations engage their customers, prospective customers, target audiences, and key stakeholders.

Of course, the big challenge for marketers is to figure out how to incorporate social media and effectively use these new platforms.

The big payoff is having a campaign or content “go viral” and extend the reach of your marketing.

But is there a scientific or predictive approach to social business?

Jonah Berger, a professor of marketing at the University of Pennsylvania, believes there is a science to generating social influence. His new book, Contagious: Why Things Catch On, reflects his extensive research on why things become popular in social media platforms. As Jonah told me in the following Q & A, “it’s not random, it’s not luck and it’s not chance.”

Q: In your book, you have extensively researched “virality.” What are the principles?

JONAH BERGER: I studied the phenomenon of social influence and social sharing and broke it down into a “6-STEPP” process:

  1. Social currency: People share things that make them look good.
  2. Triggers: top-of-mind is tip-of-tongue. The more people are thinking about a product or idea, the more they’ll talk about it.
  3. Emotion: More emotional content gets shared more. When we care, we share.
  4. Public: Observability drives imitation. People tend to imitate others, but we can only imitate things we can observe.  If something is built to show, it is built to grow
  5. Practical value:  useful information, news you can use
  6. Stories: Build a Trojan Horse.  A story that carries your brand or benefit along for the ride.

Q: Does virality require all six elements to occur in order for something to generate social word-of-mouth?

JONAH BERGER: It doesn’t require all six elements, but the more the better.  It’s like a Cobb salad. They usually come with bacon, eggs, tomatoes, cheese, etc.  A Cobb salad without bacon is still pretty good, but the more toppings that are included, the better it tastes.

ContagiousQ: In your view, what does it mean for something to be contagious? Can you share an example?

JONAH BERGER: By contagious, I mean to spread like a virus from person-to-person.  To catch on and become popular, via word of mouth and social influence.

Take Greek yogurt for example. A few years ago, no one had heard of the product and few companies offered it. But Chobani and other brands started gaining traction, consumers spread the word about its health benefits, and the product took off.

Q: You also cite an interesting marketing phenomenon that was conceived by Blendtec to promote their line of blenders. Their “Will It Blend” video series has generated tens of millions of views on YouTube.

JONAH BERGER: The fact that a blender can cut through an iPhone, a music CD, golf balls, Glow Sticks or other obscure products- isn’t that amazing?

People shared those videos tens of millions of times because it’s a remarkable product. It is hard to believe a blender can do that. During that social sharing, people also share the Blendtec name. Sales shot up 700 percent. The virality of the “Will It Blend?” videos  is an example of STEPP #6: you build a story and, like a Trojan Horse, the benefit to your brand or company comes along for the ride.

Q: What have you found about the origins of a contagious idea/product? How does that buzz get started and gain momentum?

JONAH BERGER: People often think that contagious products just get lucky, that it is random. But it’s not luck and it’s not random.  It’s science.  Just like other aspects of consumer behavior, there is logic behind why things catch on.  Key psychological factors or principles that drive things to go viral and become popular.

Q: Your book is unique in that you’ve done extensive research into a broad range of industries, companies, brands, products and services to prove there is a “science” to social sharing. Do the STEPPS principles work more effectively in B2C scenarios, or do they apply equally to B2B marketing efforts?

JONAH BERGER: Word of mouth is the #1 influencer of B2B purchasing decisions and the STEPPS apply equally well to both B2B and B2C.  Rather than being industry specific they’re based on understanding WHY people talk.  Why they share some information rather than others and how companies and organization, whether B2C or B2B, can apply these concepts to get their own products and ideas to catch on.

Q: Do you think the importance of word of mouth marketing is specific to this time period, perhaps to the current values of our culture or the ease of sharing created by social media?

JONAH BERGER: With all the hype around social media, marketers often forget that word of mouth didn’t just come along with the advent of the internet.  It’s been around since the introduction of language.  Cavemen would communicate about good places to hunt and which plants were dangerous to eat.

Even today, researchers estimate that only 7% of word of mouth is online on things like social media. Much more is offline, or in face-to-face communication.  So having a social media strategy is good, but a lot of the book also talks about how to encourage normal face-to-face discussion.

Q: From your extensive research on brands and companies that have become “contagious,” what is the biggest misconception marketers need to be aware of when developing their on-line and off-line strategies for social business?

JONAH BERGER: You don’t have to get lucky, have a huge advertising budget or celebrity endorsements to get your product to catch on.  You just have to harness the psychology of word of mouth and social influence.  Whether you work in B2C or B2B, follow the six key STEPPS and you can make any product or idea more popular

Jonathan Berger’s book, Contagious: Why Things Catch On, is available at Amazon and Barnes and Noble. You can contact Jonah at www.jonahberger.com.

Comments

Johannes Papst

About Johannes Papst

Johannes Papst, solution manager for SAP, focuses on aligning SAP solutions with today´s business needs especially in the Industrial Machinery and Components Industry. He has over 20 years of experience with software for the discrete manufacturing industry. His main area of focus is manufacturing processes and working will small and medium businesses.

Making Your Marketing and Your Brand “Contagious”

Marcus Starke

Jonah Berger

Social media has transformed the way companies and marketing organizations engage their customers, prospective customers, target audiences, and key stakeholders.

Of course, the big challenge for marketers is to figure out how to incorporate social media and effectively use these new platforms.

The big payoff is having a campaign or content “go viral” and extend the reach of your marketing.

But is there a scientific or predictive approach to social business?

Jonah Berger, a professor of marketing at the University of Pennsylvania, believes there is a science to generating social influence. His new book, Contagious: Why Things Catch On, reflects his extensive research on why things become popular in social media platforms. As Jonah told me in the following Q & A, “it’s not random, it’s not luck and it’s not chance.”

Q: In your book, you have extensively researched “virality.” What are the principles?

JONAH BERGER: I studied the phenomenon of social influence and social sharing and broke it down into a “6-STEPP” process:

  1. Social currency: People share things that make them look good.
  2. Triggers: top-of-mind is tip-of-tongue. The more people are thinking about a product or idea, the more they’ll talk about it.
  3. Emotion: More emotional content gets shared more. When we care, we share.
  4. Public: Observability drives imitation. People tend to imitate others, but we can only imitate things we can observe.  If something is built to show, it is built to grow
  5. Practical value:  useful information, news you can use
  6. Stories: Build a Trojan Horse.  A story that carries your brand or benefit along for the ride.

Q: Does virality require all six elements to occur in order for something to generate social word-of-mouth?

JONAH BERGER: It doesn’t require all six elements, but the more the better.  It’s like a Cobb salad. They usually come with bacon, eggs, tomatoes, cheese, etc.  A Cobb salad without bacon is still pretty good, but the more toppings that are included, the better it tastes.

ContagiousQ: In your view, what does it mean for something to be contagious? Can you share an example?

JONAH BERGER: By contagious, I mean to spread like a virus from person-to-person.  To catch on and become popular, via word of mouth and social influence.

Take Greek yogurt for example. A few years ago, no one had heard of the product and few companies offered it. But Chobani and other brands started gaining traction, consumers spread the word about its health benefits, and the product took off.

Q: You also cite an interesting marketing phenomenon that was conceived by Blendtec to promote their line of blenders. Their “Will It Blend” video series has generated tens of millions of views on YouTube.

JONAH BERGER: The fact that a blender can cut through an iPhone, a music CD, golf balls, Glow Sticks or other obscure products- isn’t that amazing?

People shared those videos tens of millions of times because it’s a remarkable product. It is hard to believe a blender can do that. During that social sharing, people also share the Blendtec name. Sales shot up 700 percent. The virality of the “Will It Blend?” videos  is an example of STEPP #6: you build a story and, like a Trojan Horse, the benefit to your brand or company comes along for the ride.

Q: What have you found about the origins of a contagious idea/product? How does that buzz get started and gain momentum?

JONAH BERGER: People often think that contagious products just get lucky, that it is random. But it’s not luck and it’s not random.  It’s science.  Just like other aspects of consumer behavior, there is logic behind why things catch on.  Key psychological factors or principles that drive things to go viral and become popular.

Q: Your book is unique in that you’ve done extensive research into a broad range of industries, companies, brands, products and services to prove there is a “science” to social sharing. Do the STEPPS principles work more effectively in B2C scenarios, or do they apply equally to B2B marketing efforts?

JONAH BERGER: Word of mouth is the #1 influencer of B2B purchasing decisions and the STEPPS apply equally well to both B2B and B2C.  Rather than being industry specific they’re based on understanding WHY people talk.  Why they share some information rather than others and how companies and organization, whether B2C or B2B, can apply these concepts to get their own products and ideas to catch on.

Q: Do you think the importance of word of mouth marketing is specific to this time period, perhaps to the current values of our culture or the ease of sharing created by social media?

JONAH BERGER: With all the hype around social media, marketers often forget that word of mouth didn’t just come along with the advent of the internet.  It’s been around since the introduction of language.  Cavemen would communicate about good places to hunt and which plants were dangerous to eat.

Even today, researchers estimate that only 7% of word of mouth is online on things like social media. Much more is offline, or in face-to-face communication.  So having a social media strategy is good, but a lot of the book also talks about how to encourage normal face-to-face discussion.

Q: From your extensive research on brands and companies that have become “contagious,” what is the biggest misconception marketers need to be aware of when developing their on-line and off-line strategies for social business?

JONAH BERGER: You don’t have to get lucky, have a huge advertising budget or celebrity endorsements to get your product to catch on.  You just have to harness the psychology of word of mouth and social influence.  Whether you work in B2C or B2B, follow the six key STEPPS and you can make any product or idea more popular

Jonathan Berger’s book, Contagious: Why Things Catch On, is available at Amazon and Barnes and Noble. You can contact Jonah at www.jonahberger.com.

Comments

Falk Rieker

About Falk Rieker

Falk Rieker, Global Vice President and Global Head of the Banking Business Unit at SAP, is a senior level financial services professional and SAP veteran with over 20 years’ experience. He is responsible for leading the SAP banking solution strategy and connecting bankers with the technology they need to succeed in today´s workplace. As a thought leader in the banking space, Falk frequently speaks at international banking conferences and has been published and quoted in leading industry publications like Forbes, American Banker, IDG and Wall Street and Technology. Follow Falk on Twitter (@FalkRieker), LinkedIn, Youtube, and Instagram.

Making Your Marketing and Your Brand “Contagious”

Marcus Starke

Jonah Berger

Social media has transformed the way companies and marketing organizations engage their customers, prospective customers, target audiences, and key stakeholders.

Of course, the big challenge for marketers is to figure out how to incorporate social media and effectively use these new platforms.

The big payoff is having a campaign or content “go viral” and extend the reach of your marketing.

But is there a scientific or predictive approach to social business?

Jonah Berger, a professor of marketing at the University of Pennsylvania, believes there is a science to generating social influence. His new book, Contagious: Why Things Catch On, reflects his extensive research on why things become popular in social media platforms. As Jonah told me in the following Q & A, “it’s not random, it’s not luck and it’s not chance.”

Q: In your book, you have extensively researched “virality.” What are the principles?

JONAH BERGER: I studied the phenomenon of social influence and social sharing and broke it down into a “6-STEPP” process:

  1. Social currency: People share things that make them look good.
  2. Triggers: top-of-mind is tip-of-tongue. The more people are thinking about a product or idea, the more they’ll talk about it.
  3. Emotion: More emotional content gets shared more. When we care, we share.
  4. Public: Observability drives imitation. People tend to imitate others, but we can only imitate things we can observe.  If something is built to show, it is built to grow
  5. Practical value:  useful information, news you can use
  6. Stories: Build a Trojan Horse.  A story that carries your brand or benefit along for the ride.

Q: Does virality require all six elements to occur in order for something to generate social word-of-mouth?

JONAH BERGER: It doesn’t require all six elements, but the more the better.  It’s like a Cobb salad. They usually come with bacon, eggs, tomatoes, cheese, etc.  A Cobb salad without bacon is still pretty good, but the more toppings that are included, the better it tastes.

ContagiousQ: In your view, what does it mean for something to be contagious? Can you share an example?

JONAH BERGER: By contagious, I mean to spread like a virus from person-to-person.  To catch on and become popular, via word of mouth and social influence.

Take Greek yogurt for example. A few years ago, no one had heard of the product and few companies offered it. But Chobani and other brands started gaining traction, consumers spread the word about its health benefits, and the product took off.

Q: You also cite an interesting marketing phenomenon that was conceived by Blendtec to promote their line of blenders. Their “Will It Blend” video series has generated tens of millions of views on YouTube.

JONAH BERGER: The fact that a blender can cut through an iPhone, a music CD, golf balls, Glow Sticks or other obscure products- isn’t that amazing?

People shared those videos tens of millions of times because it’s a remarkable product. It is hard to believe a blender can do that. During that social sharing, people also share the Blendtec name. Sales shot up 700 percent. The virality of the “Will It Blend?” videos  is an example of STEPP #6: you build a story and, like a Trojan Horse, the benefit to your brand or company comes along for the ride.

Q: What have you found about the origins of a contagious idea/product? How does that buzz get started and gain momentum?

JONAH BERGER: People often think that contagious products just get lucky, that it is random. But it’s not luck and it’s not random.  It’s science.  Just like other aspects of consumer behavior, there is logic behind why things catch on.  Key psychological factors or principles that drive things to go viral and become popular.

Q: Your book is unique in that you’ve done extensive research into a broad range of industries, companies, brands, products and services to prove there is a “science” to social sharing. Do the STEPPS principles work more effectively in B2C scenarios, or do they apply equally to B2B marketing efforts?

JONAH BERGER: Word of mouth is the #1 influencer of B2B purchasing decisions and the STEPPS apply equally well to both B2B and B2C.  Rather than being industry specific they’re based on understanding WHY people talk.  Why they share some information rather than others and how companies and organization, whether B2C or B2B, can apply these concepts to get their own products and ideas to catch on.

Q: Do you think the importance of word of mouth marketing is specific to this time period, perhaps to the current values of our culture or the ease of sharing created by social media?

JONAH BERGER: With all the hype around social media, marketers often forget that word of mouth didn’t just come along with the advent of the internet.  It’s been around since the introduction of language.  Cavemen would communicate about good places to hunt and which plants were dangerous to eat.

Even today, researchers estimate that only 7% of word of mouth is online on things like social media. Much more is offline, or in face-to-face communication.  So having a social media strategy is good, but a lot of the book also talks about how to encourage normal face-to-face discussion.

Q: From your extensive research on brands and companies that have become “contagious,” what is the biggest misconception marketers need to be aware of when developing their on-line and off-line strategies for social business?

JONAH BERGER: You don’t have to get lucky, have a huge advertising budget or celebrity endorsements to get your product to catch on.  You just have to harness the psychology of word of mouth and social influence.  Whether you work in B2C or B2B, follow the six key STEPPS and you can make any product or idea more popular

Jonathan Berger’s book, Contagious: Why Things Catch On, is available at Amazon and Barnes and Noble. You can contact Jonah at www.jonahberger.com.

Comments

Hu Yoshida

About Hu Yoshida

Hu Yoshida is responsible for defining the technical direction of Hitachi Data Systems. Currently, he leads the company's effort to help customers address data life cycle requirements and resolve compliance, governance and operational risk issues. He was instrumental in evangelizing the unique Hitachi approach to storage virtualization, which leveraged existing storage services within Hitachi Universal Storage Platform® and extended it to externally-attached, heterogeneous storage systems. Yoshida is well-known within the storage industry, and his blog has ranked among the "top 10 most influential" within the storage industry as evaluated by Network World. In October of 2006, Byte and Switch named him one of Storage Networking’s Heaviest Hitters and in 2013 he was named one of the "Ten Most Impactful Tech Leaders" by Information Week.

Making Your Marketing and Your Brand “Contagious”

Marcus Starke

Jonah Berger

Social media has transformed the way companies and marketing organizations engage their customers, prospective customers, target audiences, and key stakeholders.

Of course, the big challenge for marketers is to figure out how to incorporate social media and effectively use these new platforms.

The big payoff is having a campaign or content “go viral” and extend the reach of your marketing.

But is there a scientific or predictive approach to social business?

Jonah Berger, a professor of marketing at the University of Pennsylvania, believes there is a science to generating social influence. His new book, Contagious: Why Things Catch On, reflects his extensive research on why things become popular in social media platforms. As Jonah told me in the following Q & A, “it’s not random, it’s not luck and it’s not chance.”

Q: In your book, you have extensively researched “virality.” What are the principles?

JONAH BERGER: I studied the phenomenon of social influence and social sharing and broke it down into a “6-STEPP” process:

  1. Social currency: People share things that make them look good.
  2. Triggers: top-of-mind is tip-of-tongue. The more people are thinking about a product or idea, the more they’ll talk about it.
  3. Emotion: More emotional content gets shared more. When we care, we share.
  4. Public: Observability drives imitation. People tend to imitate others, but we can only imitate things we can observe.  If something is built to show, it is built to grow
  5. Practical value:  useful information, news you can use
  6. Stories: Build a Trojan Horse.  A story that carries your brand or benefit along for the ride.

Q: Does virality require all six elements to occur in order for something to generate social word-of-mouth?

JONAH BERGER: It doesn’t require all six elements, but the more the better.  It’s like a Cobb salad. They usually come with bacon, eggs, tomatoes, cheese, etc.  A Cobb salad without bacon is still pretty good, but the more toppings that are included, the better it tastes.

ContagiousQ: In your view, what does it mean for something to be contagious? Can you share an example?

JONAH BERGER: By contagious, I mean to spread like a virus from person-to-person.  To catch on and become popular, via word of mouth and social influence.

Take Greek yogurt for example. A few years ago, no one had heard of the product and few companies offered it. But Chobani and other brands started gaining traction, consumers spread the word about its health benefits, and the product took off.

Q: You also cite an interesting marketing phenomenon that was conceived by Blendtec to promote their line of blenders. Their “Will It Blend” video series has generated tens of millions of views on YouTube.

JONAH BERGER: The fact that a blender can cut through an iPhone, a music CD, golf balls, Glow Sticks or other obscure products- isn’t that amazing?

People shared those videos tens of millions of times because it’s a remarkable product. It is hard to believe a blender can do that. During that social sharing, people also share the Blendtec name. Sales shot up 700 percent. The virality of the “Will It Blend?” videos  is an example of STEPP #6: you build a story and, like a Trojan Horse, the benefit to your brand or company comes along for the ride.

Q: What have you found about the origins of a contagious idea/product? How does that buzz get started and gain momentum?

JONAH BERGER: People often think that contagious products just get lucky, that it is random. But it’s not luck and it’s not random.  It’s science.  Just like other aspects of consumer behavior, there is logic behind why things catch on.  Key psychological factors or principles that drive things to go viral and become popular.

Q: Your book is unique in that you’ve done extensive research into a broad range of industries, companies, brands, products and services to prove there is a “science” to social sharing. Do the STEPPS principles work more effectively in B2C scenarios, or do they apply equally to B2B marketing efforts?

JONAH BERGER: Word of mouth is the #1 influencer of B2B purchasing decisions and the STEPPS apply equally well to both B2B and B2C.  Rather than being industry specific they’re based on understanding WHY people talk.  Why they share some information rather than others and how companies and organization, whether B2C or B2B, can apply these concepts to get their own products and ideas to catch on.

Q: Do you think the importance of word of mouth marketing is specific to this time period, perhaps to the current values of our culture or the ease of sharing created by social media?

JONAH BERGER: With all the hype around social media, marketers often forget that word of mouth didn’t just come along with the advent of the internet.  It’s been around since the introduction of language.  Cavemen would communicate about good places to hunt and which plants were dangerous to eat.

Even today, researchers estimate that only 7% of word of mouth is online on things like social media. Much more is offline, or in face-to-face communication.  So having a social media strategy is good, but a lot of the book also talks about how to encourage normal face-to-face discussion.

Q: From your extensive research on brands and companies that have become “contagious,” what is the biggest misconception marketers need to be aware of when developing their on-line and off-line strategies for social business?

JONAH BERGER: You don’t have to get lucky, have a huge advertising budget or celebrity endorsements to get your product to catch on.  You just have to harness the psychology of word of mouth and social influence.  Whether you work in B2C or B2B, follow the six key STEPPS and you can make any product or idea more popular

Jonathan Berger’s book, Contagious: Why Things Catch On, is available at Amazon and Barnes and Noble. You can contact Jonah at www.jonahberger.com.

Comments

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Ted Basile

About Ted Basile

Ted Basile is the senior director responsible for global marketing for SAP HANA Enterprise Cloud. His charter spans messaging, positioning, and building customer-facing assets to support all marketing and sales activities. @teddybgame | LinkedIn

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Mukund Rao

About Mukund Rao

Mukund Rao is Director of the Automotive Business Unit at SAP. He has been a key contributor to the business unit for over 18 years, focusing on both OEMs and suppliers. Mukund earned his MBA from University of Michigan and M.S. degree in Mechanical Engineering from Oklahoma State University.

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Tom Cassell

About Tom Cassell

Tom Cassell is an IBM Executive and the Global Leader for IBM’s Ariba Practice. He has led multiple transformation programs that improved source-to-pay capabilities by leveraging Ariba solutions He is leading IBM GBS’s Cognitive Procurement initiative, which includes the integration of Watson into Ariba. Tom has over 20 years of experience in supply chain management, with a particular focus in the planning and procurement domains.

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Tags:

awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

About Derek Klobucher

Derek Klobucher is a Brand Journalist, Content Marketer and Master Digital Storyteller at SAP. His responsibilities include conceiving, developing and conducting global, company-wide employee brand journalism training; managing content, promotion and strategy for social networks and online media; and mentoring SAP employees, contractors and interns to optimize blogging and social media efforts.

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Elizabeth Milne

About Elizabeth Milne

Elizabeth Milne has over 20 years of experience improving the software solutions for multi-national, multi-billion dollar organizations. Her finance career began working at Walt Disney, then Warner Bros. in the areas of financial consolidation, budgeting, and financial reporting. She subsequently moved to the software industry and has held positions including implementation consultant and manager, account executive, pre-sales consultant, solution management team at SAP, Business Objects and Cartesis. She graduated with an Executive MBA from Northwestern University’s Kellogg Graduate School of Management. In 2014 she published her first book “Accelerated Financial Closing with SAP.” She currently manages the accounting and financial close portfolio for SAP Product Marketing. You can follow her on twitter @ElizabethEMilne

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Johannes Papst

About Johannes Papst

Johannes Papst, solution manager for SAP, focuses on aligning SAP solutions with today´s business needs especially in the Industrial Machinery and Components Industry. He has over 20 years of experience with software for the discrete manufacturing industry. His main area of focus is manufacturing processes and working will small and medium businesses.

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Falk Rieker

About Falk Rieker

Falk Rieker, Global Vice President and Global Head of the Banking Business Unit at SAP, is a senior level financial services professional and SAP veteran with over 20 years’ experience. He is responsible for leading the SAP banking solution strategy and connecting bankers with the technology they need to succeed in today´s workplace. As a thought leader in the banking space, Falk frequently speaks at international banking conferences and has been published and quoted in leading industry publications like Forbes, American Banker, IDG and Wall Street and Technology. Follow Falk on Twitter (@FalkRieker), LinkedIn, Youtube, and Instagram.

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

Hu Yoshida

About Hu Yoshida

Hu Yoshida is responsible for defining the technical direction of Hitachi Data Systems. Currently, he leads the company's effort to help customers address data life cycle requirements and resolve compliance, governance and operational risk issues. He was instrumental in evangelizing the unique Hitachi approach to storage virtualization, which leveraged existing storage services within Hitachi Universal Storage Platform® and extended it to externally-attached, heterogeneous storage systems. Yoshida is well-known within the storage industry, and his blog has ranked among the "top 10 most influential" within the storage industry as evaluated by Network World. In October of 2006, Byte and Switch named him one of Storage Networking’s Heaviest Hitters and in 2013 he was named one of the "Ten Most Impactful Tech Leaders" by Information Week.

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awareness

Data Management and Retention Requirements

Irfan Khan

In his annual state of the union speech last month President Barack Obama made a passing reference to the need for the U.S. to train more people in data management to supply the needs of companies. A little later in the speech he talked about how some new, targeted government regulations would benefit honest businesses while rooting out the bad apples. Maybe he was thinking that those newly trained data managers would be able to help companies with the advanced data management techniques his undefined regulations would require.

Don’t get me wrong. I’m not against all regulations. And I’m certainly not opposed to giving tuition credits to students wanting to study the art of data management. But, as the politicians like to say, “let’s be perfectly clear”: modern government regulations require IT professionals to implement new data management policies to prove they are in compliance with changes in the law.

For example, in 2006 the European Union issued a directive to communications carriersforcing them to hold on to subscriber usage data for six to 24 months. That’s so the companies can quickly respond to legal authorities who need to access data for criminal investigations. While some operators may already keep the information, it’s often stored offline. In the case of the EU directive, the information must be able to be accessed without delay by authorities armed with a warrant.

The way the EU directive was written means that wire line, wireless, and ISP operators must retain 15 categories of data. And because the time periods vary, the amount of data to be stored is unpredictable. As you can imagine, the EU also imposed some hefty data security demands as well as unique access requirements. For example, some legal authorities may send their warrants by FAX, e-mail, or even letters via the postal service.

Needless to say, the regulations don’t spell out exactly how carriers should implement the data retention policy. They simply need to do so.

It’s not just the EU creating rules affecting corporate data management. Japan is now considering revising its strict data protection policyfor consumers. The U.S. is in a political battle between those that want tighter Internet controls for copyright holders. And many other nations are designing new laws that affect how companies manage their data.

As I’ve argued here before, having a chief data officer would give enterprises a huge competitive advantage by being able to anticipate the impact new regulations would have on an organization’s data management strategy. In fact, it is increasingly paramount for large multinational companies to have a C-level data officer. Without one, the enterprise lacks a critical resource to compete in today’s global markets.

I agree with President Obama. Data management is, indeed, an excellent career choice for young people. After all, companies need smart people who understand its strategic importance and know how to react quickly when the politicians change the rules on data management for business. Again. And again.

Comments

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awareness

The Blockchain Solution

By Gil Perez, Tom Raftery, Hans Thalbauer, Dan Wellers, and Fawn Fitter

In 2013, several UK supermarket chains discovered that products they were selling as beef were actually made at least partly—and in some cases, entirely—from horsemeat. The resulting uproar led to a series of product recalls, prompted stricter food testing, and spurred the European food industry to take a closer look at how unlabeled or mislabeled ingredients were finding their way into the food chain.

By 2020, a scandal like this will be eminently preventable.

The separation between bovine and equine will become immutable with Internet of Things (IoT) sensors, which will track the provenance and identity of every animal from stall to store, adding the data to a blockchain that anyone can check but no one can alter.

Food processing companies will be able to use that blockchain to confirm and label the contents of their products accordingly—down to the specific farms and animals represented in every individual package. That level of detail may be too much information for shoppers, but they will at least be able to trust that their meatballs come from the appropriate species.

The Spine of Digitalization

Keeping food safer and more traceable is just the beginning, however. Improvements in the supply chain, which have been incremental for decades despite billions of dollars of technology investments, are about to go exponential. Emerging technologies are converging to transform the supply chain from tactical to strategic, from an easily replicable commodity to a new source of competitive differentiation.

You may already be thinking about how to take advantage of blockchain technology, which makes data and transactions immutable, transparent, and verifiable (see “What Is Blockchain and How Does It Work?”). That will be a powerful tool to boost supply chain speed and efficiency—always a worthy goal, but hardly a disruptive one.

However, if you think of blockchain as the spine of digitalization and technologies such as AI, the IoT, 3D printing, autonomous vehicles, and drones as the limbs, you have a powerful supply chain body that can leapfrog ahead of its competition.

What Is Blockchain and How Does It Work?

Here’s why blockchain technology is critical to transforming the supply chain.

Blockchain is essentially a sequential, distributed ledger of transactions that is constantly updated on a global network of computers. The ownership and history of a transaction is embedded in the blockchain at the transaction’s earliest stages and verified at every subsequent stage.

A blockchain network uses vast amounts of computing power to encrypt the ledger as it’s being written. This makes it possible for every computer in the network to verify the transactions safely and transparently. The more organizations that participate in the ledger, the more complex and secure the encryption becomes, making it increasingly tamperproof.

Why does blockchain matter for the supply chain?

  • It enables the safe exchange of value without a central verifying partner, which makes transactions faster and less expensive.
  • It dramatically simplifies recordkeeping by establishing a single, authoritative view of the truth across all parties.
  • It builds a secure, immutable history and chain of custody as different parties handle the items being shipped, and it updates the relevant documentation.
  • By doing these things, blockchain allows companies to create smart contracts based on programmable business logic, which can execute themselves autonomously and thereby save time and money by reducing friction and intermediaries.

Hints of the Future

In the mid-1990s, when the World Wide Web was in its infancy, we had no idea that the internet would become so large and pervasive, nor that we’d find a way to carry it all in our pockets on small slabs of glass.

But we could tell that it had vast potential.

Today, with the combination of emerging technologies that promise to turbocharge digital transformation, we’re just beginning to see how we might turn the supply chain into a source of competitive advantage (see “What’s the Magic Combination?”).

What’s the Magic Combination?

Those who focus on blockchain in isolation will miss out on a much bigger supply chain opportunity.

Many experts believe emerging technologies will work with blockchain to digitalize the supply chain and create new business models:

  • Blockchain will provide the foundation of automated trust for all parties in the supply chain.
  • The IoT will link objects—from tiny devices to large machines—and generate data about status, locations, and transactions that will be recorded on the blockchain.
  • 3D printing will extend the supply chain to the customer’s doorstep with hyperlocal manufacturing of parts and products with IoT sensors built into the items and/or their packaging. Every manufactured object will be smart, connected, and able to communicate so that it can be tracked and traced as needed.
  • Big Data management tools will process all the information streaming in around the clock from IoT sensors.
  • AI and machine learning will analyze this enormous amount of data to reveal patterns and enable true predictability in every area of the supply chain.

Combining these technologies with powerful analytics tools to predict trends will make lack of visibility into the supply chain a thing of the past. Organizations will be able to examine a single machine across its entire lifecycle and identify areas where they can improve performance and increase return on investment. They’ll be able to follow and monitor every component of a product, from design through delivery and service. They’ll be able to trigger and track automated actions between and among partners and customers to provide customized transactions in real time based on real data.

After decades of talk about markets of one, companies will finally have the power to create them—at scale and profitably.

Amazon, for example, is becoming as much a logistics company as a retailer. Its ordering and delivery systems are so streamlined that its customers can launch and complete a same-day transaction with a push of a single IP-enabled button or a word to its ever-attentive AI device, Alexa. And this level of experimentation and innovation is bubbling up across industries.

Consider manufacturing, where the IoT is transforming automation inside already highly automated factories. Machine-to-machine communication is enabling robots to set up, provision, and unload equipment quickly and accurately with minimal human intervention. Meanwhile, sensors across the factory floor are already capable of gathering such information as how often each machine needs maintenance or how much raw material to order given current production trends.

Once they harvest enough data, businesses will be able to feed it through machine learning algorithms to identify trends that forecast future outcomes. At that point, the supply chain will start to become both automated and predictive. We’ll begin to see business models that include proactively scheduling maintenance, replacing parts just before they’re likely to break, and automatically ordering materials and initiating customer shipments.

Italian train operator Trenitalia, for example, has put IoT sensors on its locomotives and passenger cars and is using analytics and in-memory computing to gauge the health of its trains in real time, according to an article in Computer Weekly. “It is now possible to affordably collect huge amounts of data from hundreds of sensors in a single train, analyse that data in real time and detect problems before they actually happen,” Trenitalia’s CIO Danilo Gismondi told Computer Weekly.

Blockchain allows all the critical steps of the supply chain to go electronic and become irrefutably verifiable by all the critical parties within minutes: the seller and buyer, banks, logistics carriers, and import and export officials.

The project, which is scheduled to be completed in 2018, will change Trenitalia’s business model, allowing it to schedule more trips and make each one more profitable. The railway company will be able to better plan parts inventories and determine which lines are consistently performing poorly and need upgrades. The new system will save €100 million a year, according to ARC Advisory Group.

New business models continue to evolve as 3D printers become more sophisticated and affordable, making it possible to move the end of the supply chain closer to the customer. Companies can design parts and products in materials ranging from carbon fiber to chocolate and then print those items in their warehouse, at a conveniently located third-party vendor, or even on the client’s premises.

In addition to minimizing their shipping expenses and reducing fulfillment time, companies will be able to offer more personalized or customized items affordably in small quantities. For example, clothing retailer Ministry of Supply recently installed a 3D printer at its Boston store that enables it to make an article of clothing to a customer’s specifications in under 90 minutes, according to an article in Forbes.

This kind of highly distributed manufacturing has potential across many industries. It could even create a market for secure manufacturing for highly regulated sectors, allowing a manufacturer to transmit encrypted templates to printers in tightly protected locations, for example.

Meanwhile, organizations are investigating ways of using blockchain technology to authenticate, track and trace, automate, and otherwise manage transactions and interactions, both internally and within their vendor and customer networks. The ability to collect data, record it on the blockchain for immediate verification, and make that trustworthy data available for any application delivers indisputable value in any business context. The supply chain will be no exception.

Blockchain Is the Change Driver

The supply chain is configured as we know it today because it’s impossible to create a contract that accounts for every possible contingency. Consider cross-border financial transfers, which are so complex and must meet so many regulations that they require a tremendous number of intermediaries to plug the gaps: lawyers, accountants, customer service reps, warehouse operators, bankers, and more. By reducing that complexity, blockchain technology makes intermediaries less necessary—a transformation that is revolutionary even when measured only in cost savings.

“If you’re selling 100 items a minute, 24 hours a day, reducing the cost of the supply chain by just $1 per item saves you more than $52.5 million a year,” notes Dirk Lonser, SAP go-to-market leader at DXC Technology, an IT services company. “By replacing manual processes and multiple peer-to-peer connections through fax or e-mail with a single medium where everyone can exchange verified information instantaneously, blockchain will boost profit margins exponentially without raising prices or even increasing individual productivity.”

But the potential for blockchain extends far beyond cost cutting and streamlining, says Irfan Khan, CEO of supply chain management consulting and systems integration firm Bristlecone, a Mahindra Group company. It will give companies ways to differentiate.

“Blockchain will let enterprises more accurately trace faulty parts or products from end users back to factories for recalls,” Khan says. “It will streamline supplier onboarding, contracting, and management by creating an integrated platform that the company’s entire network can access in real time. It will give vendors secure, transparent visibility into inventory 24×7. And at a time when counterfeiting is a real concern in multiple industries, it will make it easy for both retailers and customers to check product authenticity.”

Blockchain allows all the critical steps of the supply chain to go electronic and become irrefutably verifiable by all the critical parties within minutes: the seller and buyer, banks, logistics carriers, and import and export officials. Although the key parts of the process remain the same as in today’s analog supply chain, performing them electronically with blockchain technology shortens each stage from hours or days to seconds while eliminating reams of wasteful paperwork. With goods moving that quickly, companies have ample room for designing new business models around manufacturing, service, and delivery.

Challenges on the Path to Adoption

For all this to work, however, the data on the blockchain must be correct from the beginning. The pills, produce, or parts on the delivery truck need to be the same as the items listed on the manifest at the loading dock. Every use case assumes that the data is accurate—and that will only happen when everything that’s manufactured is smart, connected, and able to self-verify automatically with the help of machine learning tuned to detect errors and potential fraud.

Companies are already seeing the possibilities of applying this bundle of emerging technologies to the supply chain. IDC projects that by 2021, at least 25% of Forbes Global 2000 (G2000) companies will use blockchain services as a foundation for digital trust at scale; 30% of top global manufacturers and retailers will do so by 2020. IDC also predicts that by 2020, up to 10% of pilot and production blockchain-distributed ledgers will incorporate data from IoT sensors.

Despite IDC’s optimism, though, the biggest barrier to adoption is the early stage level of enterprise use cases, particularly around blockchain. Currently, the sole significant enterprise blockchain production system is the virtual currency Bitcoin, which has unfortunately been tainted by its associations with speculation, dubious financial transactions, and the so-called dark web.

The technology is still in a sufficiently early stage that there’s significant uncertainty about its ability to handle the massive amounts of data a global enterprise supply chain generates daily. Never mind that it’s completely unregulated, with no global standard. There’s also a critical global shortage of experts who can explain emerging technologies like blockchain, the IoT, and machine learning to nontechnology industries and educate organizations in how the technologies can improve their supply chain processes. Finally, there is concern about how blockchain’s complex algorithms gobble computing power—and electricity (see “Blockchain Blackouts”).

Blockchain Blackouts

Blockchain is a power glutton. Can technology mediate the issue?

A major concern today is the enormous carbon footprint of the networks creating and solving the algorithmic problems that keep blockchains secure. Although virtual currency enthusiasts claim the problem is overstated, Michael Reed, head of blockchain technology for Intel, has been widely quoted as saying that the energy demands of blockchains are a significant drain on the world’s electricity resources.

Indeed, Wired magazine has estimated that by July 2019, the Bitcoin network alone will require more energy than the entire United States currently uses and that by February 2020 it will use as much electricity as the entire world does today.

Still, computing power is becoming more energy efficient by the day and sticking with paperwork will become too slow, so experts—Intel’s Reed among them—consider this a solvable problem.

“We don’t know yet what the market will adopt. In a decade, it might be status quo or best practice, or it could be the next Betamax, a great technology for which there was no demand,” Lonser says. “Even highly regulated industries that need greater transparency in the entire supply chain are moving fairly slowly.”

Blockchain will require acceptance by a critical mass of companies, governments, and other organizations before it displaces paper documentation. It’s a chicken-and-egg issue: multiple companies need to adopt these technologies at the same time so they can build a blockchain to exchange information, yet getting multiple companies to do anything simultaneously is a challenge. Some early initiatives are already underway, though:

  • A London-based startup called Everledger is using blockchain and IoT technology to track the provenance, ownership, and lifecycles of valuable assets. The company began by tracking diamonds from mine to jewelry using roughly 200 different characteristics, with a goal of stopping both the demand for and the supply of “conflict diamonds”—diamonds mined in war zones and sold to finance insurgencies. It has since expanded to cover wine, artwork, and other high-value items to prevent fraud and verify authenticity.
  • In September 2017, SAP announced the creation of its SAP Leonardo Blockchain Co-Innovation program, a group of 27 enterprise customers interested in co-innovating around blockchain and creating business buy-in. The diverse group of participants includes management and technology services companies Capgemini and Deloitte, cosmetics company Natura Cosméticos S.A., and Moog Inc., a manufacturer of precision motion control systems.
  • Two of Europe’s largest shipping ports—Rotterdam and Antwerp—are working on blockchain projects to streamline interaction with port customers. The Antwerp terminal authority says eliminating paperwork could cut the costs of container transport by as much as 50%.
  • The Chinese online shopping behemoth Alibaba is experimenting with blockchain to verify the authenticity of food products and catch counterfeits before they endanger people’s health and lives.
  • Technology and transportation executives have teamed up to create the Blockchain in Transport Alliance (BiTA), a forum for developing blockchain standards and education for the freight industry.

It’s likely that the first blockchain-based enterprise supply chain use case will emerge in the next year among companies that see it as an opportunity to bolster their legal compliance and improve business processes. Once that happens, expect others to follow.

Customers Will Expect Change

It’s only a matter of time before the supply chain becomes a competitive driver. The question for today’s enterprises is how to prepare for the shift. Customers are going to expect constant, granular visibility into their transactions and faster, more customized service every step of the way. Organizations will need to be ready to meet those expectations.

If organizations have manual business processes that could never be automated before, now is the time to see if it’s possible. Organizations that have made initial investments in emerging technologies are looking at how their pilot projects are paying off and where they might extend to the supply chain. They are starting to think creatively about how to combine technologies to offer a product, service, or business model not possible before.

A manufacturer will load a self-driving truck with a 3D printer capable of creating a customer’s ordered item en route to delivering it. A vendor will capture the market for a socially responsible product by allowing its customers to track the product’s production and verify that none of its subcontractors use slave labor. And a supermarket chain will win over customers by persuading them that their choice of supermarket is also a choice between being certain of what’s in their food and simply hoping that what’s on the label matches what’s inside.

At that point, a smart supply chain won’t just be a competitive edge. It will become a competitive necessity. D!


About the Authors

Gil Perez is Senior Vice President, Internet of Things and Digital Supply Chain, at SAP.

Tom Raftery is Global Vice President, Futurist, and Internet of Things Evangelist, at SAP.

Hans Thalbauer is Senior Vice President, Internet of Things and Digital Supply Chain, at SAP.

Dan Wellers is Global Lead, Digital Futures, at SAP.

Fawn Fitter is a freelance writer specializing in business and technology.

Read more thought provoking articles in the latest issue of the Digitalist Magazine, Executive Quarterly.

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Four Retail Technology Trends To Take Off In 2018

Shaily Kumar

Over the past few years, technology has seen a significant shift from cyclical, invention-led spending on point solutions to investments targeting customer-driven, end-to-end value. The next wave of disruption and productivity improvements is here, which means a huge opportunity for digital-focused enterprises – if you are following the right roadmap.

Technology trends have significant potential over the next few years. Establishing a digital platform will not only set the stage for business innovation to provide competitive advantage, but it will also create new business models that will change the way we do business. Technology trends in 2018 will lay the foundation for the maturity of innovative technologies like artificial intelligence and machine learning and will prepare both businesses and shoppers to be ready for their consumption.

Like any other industry, retail is being disrupted. It is no longer enough to simply stock racks with alluring products and wait for customers to rush through the door. Technological innovation is changing the way we shop. Customers can find the lowest price for any product with just a few screen touches. They can read online reviews, have products sent to their home, try them, and return anything they don’t want – all for little or nothing out of pocket. If there are problems, they can use social networks to call out brands that come up short.

Retailers are making their products accessible from websites and mobile applications, with many running effective Internet business operations rather than brick-and-mortar stores. They convey merchandise to the customer’s front entry and are set up with web-based networking media if things turn out badly.

Smart retailers are striving to fulfill changing customer needs and working to guarantee top customer service regardless of how their customer interacts with them.

2017 saw the development of some progressive technology in retail, and 2018 will be another energizing year for the retail industry. Today’s informed customers expect a more engaging shopping experience, with a consistent mix of both online and in-store recommendations. The retail experience is poised to prosper throughout next couple of years – for retailers that are prepared to embrace technology.

Here are four areas of retail technology I predict will take off in 2018:

In-store GPS-driven shopping trolleys

Supermarkets like Tesco and Sainsbury’s now enable their customers to scan and pay for products using a mobile app instead of waiting in a checkout line. The next phase of this involves intelligent shopping trolleys, or grocery store GPS: Customers use a touch screen to load shopping lists, and the system helps them find the items in the store. Customers can then check off and pay for items as they go, directly on-screen. These shopping trolleys will make their way into stores around the last quarter of 2018.

Electronic rack edge names

Electronic rack edge names are not yet broadly utilized, but this could change in 2018 as more retailers adopt this technology. Currently, retail workers must physically select and update printed labels to reflect changes in price, promotions, etc. This technology makes the process more efficient by handling such changes electronically.

Reference point technology

Despite the fact that it’s been around since 2013, reference point technology hasn’t yet been utilized to its fullest potential. In the last few years, however, it’s started to pick up in industries like retail. It’s now being used by a few retailers for area-based promotions.

Some interesting uses I’ve observed: Retailers can send messages to customers when they’re nearby a store location, and in-store mannequins can offer information about the clothing and accessories they’re wearing. I anticipate that this innovation will take off throughout 2018 and into 2019.

Machine intelligence

The technological innovations describe above will also provide retailers with new data streams. These data sources, when merged with existing customer data, online, and ERP data, will lead to new opportunities. Recently Walmart announced it would begin utilizing rack examining robots to help review its stores. The machines will check stock, prices, and even help settle lost inventory. It will also help retailers learn more about changing customer behavior in real time, which will boost engagement.

Clearly, technology and digital transformation in retail have changed the way we live and shop. 2018 will see emerging technologies like machine learning and artificial intelligence using structured and unstructured data to deliver innovation. As technology develops, it will continue to transform and enhance the retail experience.

For more insight on e-commerce, see Cognitive Commerce In The Digital World: Enhancing The Customer Journey.

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Shaily Kumar

About Shaily Kumar

Shailendra has been on a quest to help organisations make money out of data and has generated an incremental value of over one billion dollars through analytics and cognitive processes. With a global experience of more than two decades, Shailendra has worked with a myriad of Corporations, Consulting Services and Software Companies in various industries like Retail, Telecommunications, Financial Services and Travel - to help them realise incremental value hidden in zettabytes of data. He has published multiple articles in international journals about Analytics and Cognitive Solutions; and recently published “Making Money out of Data” which showcases five business stories from various industries on how successful companies make millions of dollars in incremental value using analytics. Prior to joining SAP, Shailendra was Partner / Analytics & Cognitive Leader, Asia at IBM where he drove the cognitive business across Asia. Before joining IBM, he was the Managing Director and Analytics Lead at Accenture delivering value to its clients across Australia and New Zealand. Coming from the industry, Shailendra held key Executive positions driving analytics at Woolworths and Coles in the past.