Increased demand for analytic capabilities

CMOs today have a mandate for accountability from the marketing department. As a result, demand has increased for analytic capabilities that drive better planning, optimization and execution across marketing functions.

With the increase in demand for marketing automation organizations are able to overcome critical challenges such as data explosion, social media, growth of channel and device choices, and shifting consumer demographics. In addition they are adopting EMM technology to effectively manage and define profitable, relevant customer contact strategies as well as improve the productivity, efficiency and measurability of the entire marketing operation.

From a technology standpoint, Enterprise Marketing is an integrated, enterprise wide platform for marketing, including all roles and functions that support exceptional, operational and analytical marketing processes.

Enterprise Marketing Management Software helps marketers ANALYZE all their customer and prospect data, to find new, actionable insights into their customer base and marketplace that can increase the effectiveness of all their marketing efforts. It enables marketers to increase the relevance of all their marketing by automating the process by which they DECIDE on the next marketing actions to take with each customer and prospect.

EMM technology provides support for three key functions of a world-class marketing organization

1) Customer acquisition and relationship management
2) Strategic planning and resource management, and
3) Brand and product management.

All three functions require analytic capabilities such as powerful data mining and optimization which form the foundation of successful marketing.

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Technology adoption in streamlining Opportunity Tracking

Using spreadsheets to track Opportunities is a cumbersome and time consuming task. Most established and growing organizations today are moving away from traditional approaches of opportunity management and are adopting technology to streamline this process.

One of our esteemed customers also had a similar requirement – they wanted to deploy a web-based, interactive and robust platform to manage their booked and to-be booked opportunities across their process groups spread across multiple locations.

Consolidating those details on a day-to-day basis and generating reports in a presentable format was a huge challenge for the Operations and the Finance team.

As part of the Operations team, we were given a chance to provide a proof of concept to replace the manual process with an automated tool. We had limited time and resources to demonstrate a live working model within 2 weeks.

I had to single-handedly coordinate with team leads across business units to gather the business requirements and work with our team to develop a web based solution on Linux platform in less than 2 weeks.

It gives me immense satisfaction to state that I was able to successfully deploy the tool within the expected timeframe.

Key Features of the tool:

  • A web-based, centralized repository of Opportunities booked by client process consultants from diverse practices like Retail, Finance, Mfg, Service Providers, Public Sector and Innovations, across the globe
  • Sophisticated Search and Edit features
  • Email alerts on additions and updates to opportunity owners and users who submit an opportunity
  • On demand and push reporting with Excel download options, which helps Ops leads to download reports and present the status and progress in their weekly meetings
  • Developed using J2EE and Oracle technologies


Sunil Vytle is an IT Developer, BSI team

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You know it’s possible when iPads from China are being shipped to customers in the US!

Service Oriented Architecture (SOA) is often associated with XML and Web Services. But in my opinion it is a business driven approach that can greatly help in promoting agility between Business and IT. I started thinking about this more seriously as I saw iPads from China being directly shipped to customers in the US.

My recent experience in managing a SOA implementation using Oracle Fusion Middleware has transformed this opinion into a belief.

One of our customers – the no.1 brand in the air coolers industry worldwide had an immediate business need – to work with their B2B partners to drop ship orders directly to their end customers. In more technical terms, they wanted to be able to process customer orders through Oracle ERP and send Warehouse Shipment Orders via EDI to the 3PL provider.

Thanks to the functionality offered by SOA Suite 11g and B2B adapter, we were able to successfully automate this process. Our solution enables them to process complex multi-record structured, position based files and seamlessly integrate them with Oracle E-Business Suite.

Our solution not only compliments their new business model, but also empowers their team to generate business performance reports from real time transactional data using Oracle Business Activity Monitoring (BAM).

At the end of this pilot our customer was delighted to see his new business model coming live and has now decided to work with us to institutionalize this further in their organization.

Khaleel Shaik is a Technical Architect and heads SOA and Java Practice at Bodhtree. He specializes in JAVA/J2EE Technologies, Applications Integration using the SOA technologies with more focus on Oracle Fusion Middleware (BPEL/ OSB/ BAM/ B2B/ Oracle Application Adapter/ etc.).

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The Fourth Shock: How ‘Stealth Competition’ Fundamentally Transforms Business and Tech

When I mention the “Fourth Shock,” the first thing that comes to most people’s mind is “what are the first three shocks?”  As the world transforms through new social, economic and political forces, these shocks reverberate through the business environment. During my recent visit to Stanford University as an invitee to the 60th anniversary of “Stanford Executive Program,” I learned about the three shocks in a keynote speech by Condoleezza Rice.

The aftermath of Sept 11, 2011 and the impact of terrorism on everyone’s life was the first shock. The whole geopolitical atmosphere changed while traditional perspectives on security and warfare were upended.  The financial meltdown of 2008 and its impact on banks, the auto industry and the world economy constitute the second shock. The ripple effect of this shock has produced long-term fear, and the so-called recovery process still eludes millions of people four years later.  Economists continue to grapple with implications of this crisis on fundamental assumption about the global economy. The third shock is social revolution and collaboration across the world in the form of “global citizen,” as dictators who had ruled for decades were overthrown in the “Arab Springs.” As recent events evidence, the results of this third shock may not be clear for years as uncertainty dominates the region.

Over the last decade there was another important change that produced shockwaves through the business world. It is a phenomenon known as “stealth competition,” and I would like to call it the “Fourth Shock.” The unusually volatile Global 500 rankings and competition in consumer electronics / telecom segments have produced many surprises. Nokia’s dominance in the telephone industry over Motorola was an unexpected development, but the long-term impact may be even greater on small camera manufacturers.  As people started combining phone and camera needs, telecom players have begun making a strong play in the small camera market. This dominance of Nokia was almost immediately challenged by smartphone makers such as Apple and Samsung.  Surprisingly, one is a computer manufacturer and the other makes appliances and TV screens. Apple first caught music industry giants like Sony and Panasonic completely off guard, and they are now challenging many traditional players such as IBM, HP, Dell and others.  The industry is in a mode where traditional incumbents no longer command the focus. The big threat is from “stealth competitors” and other trends that are changing business models. The dominance of Google, Facebook and other social collaboration platforms are now challenging the fundamentals of who will pay for the bandwidth while using the telecom infrastructure.

My viewpoint is “products and solutions” will continue to dominate the industry and decide future battlegrounds. However the definition of those products will change. User experience and ability to leverage the ecosystem will become central as opposed to creating large scale enterprise products. The dominance of Oracle, SAP, and IBM in ERP/CRM/SRM type of enterprise products may face competition from unknown players, further fragmenting the market and pushing technology towards ease of use and homegrown apps.   With hardware and hosting costs becoming insignificant, one must now worry about the implosion of large enterprise applications and get ready for the “Fourth Shock” from unknown territories.

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