C2080-474 exam Dumps Source : IBM Tealeaf Customer tang Management V8.7- business Analysis
Test Code : C2080-474
Test designation : IBM Tealeaf Customer tang Management V8.7- business Analysis
Vendor designation : IBM
: 100 actual Questions
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Acquisitions are, via a ways, essentially the most titanic milestones in a know-how panorama. sure, unusual applied sciences and fresh providers can furthermore breathe transformative. Hadoop is having a profound influence on the high-conclusion information analytics warehousing ecosystem. Radian6 become transformative in convivial media dimension. In an trade like ours, besides the fact that children, acquisitions are inclined to rule. suppose concerning the acquisition of Urchin through Google; Sane by Unica, IBM of Unica (and Coremetrics, Netezza, and many others.), WebSideStory of visual Sciences, Omniture of that mixed business, and Adobe of Omniture (and Offermatica, TouchClarity, productive Frontier, and many others.). We’ve seen a continuous ascent up the food chain as petite analytics vendors had been got or grew into mid-dimension companies who were then obtained through behemoths. Analytics is now a cornerstone of the multiply strategy of the area’s greatest enterprise know-how companies.
All of which is simply a prelude to thinking concerning the IBM acquisition of Tealeaf this previous week. Tealeaf isn’t just the chief of the customer tang administration (CEM) house, they're very nearly it’s de facto proprietor. For genuine enterprise CEM analytics, Tealeaf is fairly a gross lot the only online game on the town.
Tealeaf, as a corporation, is a herbal suitable for IBM. no longer best is IBM pile up a comprehensive suite of digital size and analytics tools (a suite that’s strikingly several suit than Adobe’s), they play heavily in areas where Tealeaf is dominant: call-core and consumer operations. an excellent a lot of Tealeaf’s core clientele aren’t actually analytics consumers; they are customer operations and submit contact with core consumers who utilize Tealeaf essentially for net-connected client uphold problems. unlike most analytics companies (reminiscent of Adobe), this class of commercial enterprise problem is meat-and-potatoes to IBM.
So IBM has a natural path to charge in terms of Tealeaf’s core business. That’s each and every the time an outstanding thing when it involves acquisitions. but I’m extra drawn to whether or no longer IBM has a deeper hobby in Tealeaf and the course Tealeaf may breathe fraction of the broader IBM digital suite.
Semphonic is a comparatively unusual (simply when you esteem that the starting of this 12 months) Tealeaf accomplice, however I’ve lengthy believed that Tealeaf became one of the vital beneath-utilized paraphernalia in the digital analytics space. lots of their valued clientele acquire Tealeaf tucked away of their name-center operations belt and collect petite or no requisite from it analytically. It’s a shame, although there are some the understanding why Tealeaf commonly collect siloed.
What’s unique about Tealeaf is additionally what makes it challenging. Tealeaf is a sniffer – amassing records from the HTTP prance because it passes to and from the user to the customer servers. not like some other sniffers, besides the fact that children, Tealeaf doesn’t definitely weed, filter, and structure the information because it passes through. Tealeaf saves relatively a lot each and every of it. This makes Tealeaf lofty priced, but it surely additionally drives colossal price. From a consumer service standpoint, saving every thing is like under no circumstances having to situation you’re sorry. You don’t understand what information is going to breathe enormous, so that you relatively a gross lot requisite to maintain everything.
Analytically, of direction, that’s no longer at each and every times authentic. You can submit pretty perspicacious guesses about what’s going to breathe large. That’s what tag requirements and design are each and every about. however as I mentioned in ultimate week’s Webinar with Tealium on Tag administration programs, that procedure of pile requirements is non-trivial and error-susceptible.
So there’s revise virtue in a “store-every thing” benign of strategy. It’s the very virtue I lauded in Celebrus. What’s greater, whereas the Tealeaf strategy is technology expensive, it’s americans low-priced. You don’t want two or three net analytics consultants full-time onsite pile tagging requirements when Tealeaf is your records assortment mechanism. It’s furthermore zero acquire an repercussion on: no page weight, no web page changes, no web page possibility.
And perquisite here’s an extra consideration. programs like Tealeaf uphold a basically different class of interface into the facts than common web analytics programs (or BI or Statistical paraphernalia for that rely). should you’re amassing HTTP records streams (that are inherently unstructured), search turns into the primary question language. users of customary systems are usually skeptical of search as a prime interface into the facts (i know i am), but win a notice at a device like Splunk and you'll behold that there is revise vitality within the strategy.
So I’m wondering if IBM isn’t seeing Tealeaf as the odds records infrastructure piece for their complete digital suite. To submit that happen, they’d acquire to deliver paraphernalia for constructing structured views of the Tealeaf facts (whatever Tealeaf already does). a pleasurable variety of tools in the suite wouldn’t travail in any other case. It’s not that complicated a job to prolong Tealeaf’s latest capabilities, besides the fact that children, and once accomplished, IBM would acquire a unified statistics collection piece that fully bypassed the entire world of tagging and tag administration. sure, there are some drawbacks to this. Tagging handles client-aspect tracking of interactions that simply aren’t capturable server side. nevertheless, with a Tealeaf-based mostly infrastructure, IBM could breathe able to aid a titanic gain of analytics, designation middle and operational needs without any pre-planning or tagging. they would breathe able to supply varied paraphernalia each and every from a unique actual-time and exhaustive assortment piece. they'd breathe able to allay each structured and un-structured entry to the records. That may breathe fairly compelling.
It wouldn’t breathe a solution for everyone, but for IBM’s core enterprise-type consumers, that you could behold that it may acquire actual merits as a complete precise-time analytics and warehousing infrastructure.
Which, because it happens, is a topic I’ve been pondering fairly a bit of about recently. here at Semphonic we’ve executed doing an ever increasing volume of travail across the analytics warehouse and a true-time technology stack is without doubt one of the considerations they retaining working into. I scheme to speak more about one of the paraphernalia (most of that are rather imprecise) that potentially hardy internal that know-how stack in upcoming posts.
[Notes: closing 12 months at X change, they did the primary Non-earnings challenge. A day of deep-dive analytics by X alternate participants into the analytics issues of two titanic non-profits. They currently published the results of that travail within the Non-income e book to the usage of Analytics Whitepaper. not most effective are you able to download that whitepaper – a very collaborative trouble – if you’re a non-income, I strongly inspirit you to tune into this week’s webinar with Emily Fisher of Oceana, Linda Shum of United way, and their personal Phil Kemelor as they talk about the work, the whitepaper, and using digital size in the non-earnings area.
And talking of the records warehousing technology stack, I’m doing a webinar the following week with one their partners, iJento, with greater on client adventure tracking. We’ve partnered with iJento because they give a robust tolerable (SQL-Server) database platform that may leverage their Two-Tiered segmentation facts model (and collection mechanisms like Celebrus). iJento doubtless isn’t the usurp avow for the 1% with immoderate digital statistics volumes. but for groups with significant but manageable digital information volumes, they provide a much much less risky know-how stack (and both SaaS and on-premise models) that may deliver deep entry to consumer digital information on revise of a tough platform with a lots of aid, incredible application, and gigantic flexibility.
ultimately, I’ll breathe leaving soon for Germany (I even acquire some customer engagements there in promote of X trade). if you’re european-based mostly and would like to setup conferences in Stuttgart, Berlin, Paris or London, drop me a line. I’d like to chat!].
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On Wednesday, IBM continued its quest to build out an enterprise marketing system in uphold of the CMO by acquiring Tealeaf, an Internet and mobile commerce analytics firm. Read the release.
Jay Henderson, Strategy Director of IBM Digital Marketing, discussed the acquisition and its implications with AdExchanger.
AdExchanger: What does the Tealeaf acquisition by IMB suggest for the CMO?
JH: When they notice broadly in the marketplace and the changes that the CMO is going through, one of the things that they absolutely behold is the requisite for marketers to breathe able to continuously drive better customer tang across the web and mobile devices. That's in fraction because consumers acquire bigger expectations of the brands they interact with - as well as a proliferation of channels and devices.
When they notice at how the role of marketers is changing, they behold that customer tang as one of the key components. For [IBM], Tealeaf helps address customer tang management and extend their capabilities in a unusual direction.
It'll allow marketers to spot patterns, behold issues in the website, or maybe mobile application design. And ultimately create more streamlined experiences across those devices.
How does the Tealeaf transaction travail with existing IBM companies? I was thinking specifically Coremetrics and Unica. Where's the interface there?So one of the mighty parts about this Tealeaf acquisition is it's complimentary. There are really no overlapping assets.
Tealeaf is providing that expert, very granular analysis of being able to play back individual sessions on websites to behold what that user tang is like. Coremetrics compliments that with aggregate-level reporting, charts, graphs and interactive analysis. So across that playback of the individual sessions as well as rolling up those individual sessions into top line recording, it will each and every become the digital marketing and analytics of their solution.
We're going to utilize both of those approaches together in a unique solution.
Then when you talk about how does it extend into some of the other parts of the Enterprise Marketing Management portfolio, understanding how those individuals are interacting with your digital brands creates the foundation for how you want to inform your marketing campaigns.
So your online behavior, people on your site expressing interest in products and services should breathe influencing how you match up what marketing messages or offers you're going to transmit to them. So you can win each and every of that information about those digital interactions and create customer profile attributes that can allay drive better marketing within the Unica portfolio.
Then there's the extension outside of the enterprise marketing management portfolio into some of the other things that they can outcome from a selling process – so, analyzing WebSphere Commerce sessions using the Tealeaf solution as well as looking at service interactions so that you can understand and resolve service issues.
Do you you esteem this end-to-end solution that you're putting together for the CMO ‑ a marketing automation solution? By marketing automation, I'm thinking about companies like – HubSpot, Marketo, Eloqua or an ExactTarget. outcome you assume there's a suitable with that sector?
The vendor map you just laid out covers a pretty wide swath of people. Several of the vendors you mentioned I assume of as focused a petite bit down market from where they are. So we're really focused around enterprise companies. I assume some of them are furthermore very B2B focused where they outcome both B2B and B2C - certainly the larger fraction of the business is large, consumer marketers, banks, retailers, telco, travel and leisure.
Then, the one anomaly in that merge was ExactTarget, who I assume has a very robust email marketing business.
Certainly there are times when they might behold some of those vendors competitively. But when you notice at the core enterprise marketing automation space, there's a slightly different merge of vendors there. But absolutely would situation that we're in that space, that we're a leader in that space.
So if you talk to Forester, Gartner, they'll both acquire us in the leader spots of their Magic Quadrant or Wave for that campaign management and marketing automation market. So absolutely, yeah.
So you assume of the core here as marketing automation for B2C - you like that characterizaton?
Yes. It’s reflective of what we're doing.
A lot of CMOs… they may not breathe tech-oriented. outcome you assume enterprise solutions ‑ such as the one that IBM is putting together ‑ can activate or inspire “the titanic idea?”
From my perspective, the thing I behold that's pretty piquant is for years the CMO has had this trusted advisor for creative -and that's their agency. What we're seeing is the role that technology plays has increased so much that marketers requisite a trusted advisor on technology matters. A titanic fraction of what you're seeing with the creation of this group within IBM, with the acquisitions that we're making, is a commitment to demonstrate to CMOs that IBM can breathe that trusted advisor for technology.
So in my mind, the jiffy of technology is inevitable. The CMOs who collect it and who can accommodate are likely to breathe the most successful. That doesn't necessarily suggest they requisite to acquire each and every the skills themselves, but they requisite to breathe smart enough to environ themselves with the skills and the perquisite partners.
Another approved acronym out there is CRM. outcome you behold any suitable with what the Tealeaf acquisition means for CRM through IBM's product line?
Your classic definition of CRM is the integration of sales, marketing, and service. For a long time we've felt strongly that marketing is a titanic enough component within the organization that the discipline - there's enough different types of marketing that happens - that marketing really needs its own platform. The notion that having a unique platform that would integrate each and every sales, service, and marketing was fundamentally flawed and that marketers really needed their own suite. Now that's not to situation that that suite shouldn't integrate with the sales suite and with the service application.
But there are lots of things that marketers do, things like producing creative. They just don't necessarily suitable neatly into the CRM paradigm.
From their perspective marketers deserve their own, dedicated suite. But then I furthermore think, specifically for the service component - the marketer's role is starting to expand and the CMOs aren't just liable for generating demand anymore. They're really the stewards of the brand.
The implication of that is CMOs requisite to own the customer experience. So it's not just how outcome I collect hand raisers, but rather, how outcome I submit positive that as I sell, and as I service, that the customer gets the brand experience.
For us, Tealeaf helps empower marketers to outcome that, because it can allay them understand those user experiences during selling and during servicing.
Can you tie together why this acquisition makes sense for IBM’s Smarter Planet or Smarter Commerce [marketing]?
Within Smarter Planet there are a very petite number of Smarter initiatives, one of those is Smarter Commerce. That's where the stuff I'm working on fits into Smarter Planet. When they situation commerce they don't just suggest retail, they suggest each and every verticals, banking, telco, travel and leisure. How outcome they submit commerce, not just retail, but commerce smarter?
For us, that's the marketing piece of commerce, because commerce will collect smarter by integrating buy, market, sell, and service. Tealeaf is a mighty bridge to allay us integrate the sell and the service with market. From their perspective, this Tealeaf acquisition actually is a really exciting sample where we're helping marketers win a more vigorous role in the customer experience, helping better integrate what's happening, not just within marketing now, but furthermore the selling process and the service process.
Those overlaps and tighter integrations is where we're driving towards with the gross Smarter Commerce initiative. So, I assume it goes pretty quickly from Smarter Planet, Smarter Commerce, to Tealeaf.
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Decisions, decisions… IBM hopes to lend speed and clarity to conclusion making with its unusual Analytical conclusion Management software, which utilizes predictive analytics.
IBM is delivering unusual predictive analytics software aimed at providing businesses with tools that enable instantaneous, insight-driven decisions in real-time.
Called IBM Analytical conclusion Management, the software applies automated analytics processes to a wide variety of data, regardless of where it resides, according to the company. It integrates into an organization's computing environment and applies predictive analytics, local rules, scoring and a dose of titanic Data processing to generate usurp courses of action.
The software employs IBM's InfoSphere Streams and Entity Analytics technologies to dissect titanic Data and generate up to thousands of decisions per second. Entity Analytics acts as a classification engine that can identify and match entities -- essentially people, places or things -- adding gradation and context to the platform as it ingests more data.
Another component is a unusual convivial network analytics capability that monitors convivial media influencers and conversations centered on a topic. Companies can utilize the feature to gauge their convivial media influence and glean insights into customer behavior.
The result, according to Deepak Advani, vice president business Analytics Products and Solutions at IBM, is near-instantaneous business guidance that can acquire a titanic repercussion on a company's responsiveness to customers.
"In today's marketplace, when a customer says they're not happy, companies must determine how to react - not later that day, or in an hour, but instantly. With these unusual technologies, winning organizations can embed analytics into under-served areas of their business, empowering each and every employees to submit information-based decisions," said Advani in a company release.
Analytical conclusion Management is fraction of IBM's Smarter Analytics Signature Solutions, a suite of products and services that titanic Blue launched in March. The product and services slate debuted with fraud detection, convivial media signal monitoring and fiscal performance analysis.
In the months since, IBM has been rapidly pile its analytics technology portfolio. And it doesn’t intellect striking a few deals to submit it happen.
In April, IBM announced that it was acquiring Varicent, a maker of incentive compensation and sales performance management (SPM) software. That very month, it snapped up Vivisimo, a specialist in federated discovery and navigation software for titanic Data analysis.
Last month, Big Blue acquired San Francisco-based Tealeaf Technology for an undisclosed amount. Tealeaf provides customer tang management and analytics software that drives the customer service and retention efforts of companies like Dell, Zappos and Wells Fargo.
Pedro Hernandez is a contributing editor at InternetNews.com, the intelligence service of the IT business Edge Network, the network for technology professionals. ensue him on Twitter @ecoINSITE.
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