He also has deep industry specific knowledge in healthcare, and especially in diabetes management and medical information technology, information publishing, manufacturing, petrochemicals and financial services.
Prior to IntelliQ, Bert held senior leadership positions with NCR Corporation, Lexis Nexis, as well as several leading regional marketing services and advertising and strategy firms. Bert is a multilingual, naturalized, US citizen of Dutch descent and has a master’s degree in social and applied economics from Wright State University in Dayton, Ohio, where he has been teaching graduate and undergraduate marketing and management courses as an adjunct professor since 2006.
A significant evolution involving the business of big data and analytics is under way and was on full display during Teradata’s 2014 Partners Conference and Expo in Nashville. Teradata, NCR Corp’s former data warehousing division, is the world’s leader in enterprise data warehousing and analytics. Many of the Global 50 enterprises rely on Teradata to consolidate their data and provide insights that enable faster and better decision-making.
Perhaps the biggest takeaway from the conference is the message that big data and analytics are not just for “techies” anymore. Perhaps most telling was Teradata Labs President Scott Gnau tweeting several days after the conference that “this is the first time in Partners’ history that most attendees are from business and marketing, not IT - pretty cool.”
In fact, many of the sessions and presentations focused on insights from practical case studies related to customer engagement as well as digital marketing and campaign management. Increasingly, vendors and end-users recognize the growing need for analysts with multi-disciplinary backgrounds who can provide contextual business and industry understanding and can act on, and/or deliver, wisdom that enables agile and higher velocity decision-making, while creating competitive advantage.
Business intelligence and analytics vendors, many of whom exhibited at the conference, are responding with “out-of-the-box” analytics applications that are easier to use and don’t require programming skills, thus putting powerful self-service analytics and data visualization capabilities in the hands of non-IT business analysts. During his presentation, Microstrategy’s Michael Hiskey pointed out that he has observed an increasing level of sophistication among business analysts with analytics skills, capabilities that would have required the skills of statisticians 6 to 7 years ago. There is obviously significant value creation potential for businesses going forward.
A recent industry survey clearly confirms the growing importance of big data and analytics. According to NewVantage Partners’ 2014 Big Data Executive Survey, 67% of senior Fortune 1000 business executive report having big data initiatives running in their companies, up from 32% last year.
Moreover, 82% say that it is “important or mission critical,” and 23% say that its value is “revolutionary,” demonstrating that Big Data has gone mainstream and is delivering significant business benefits, including sustainable competitive advantage for those firms who master obtaining greater insights and learning from multiple sources of data, including structured and unstructured data. It is also telling that only 4% see technology selection as important to successful big data adoption, reinforcing that big data value is less about the technology per se, and more about the insights, wisdom and business value delivered.
For additional key takeaways from the Teradata Partners conference, and/or a free copy of an executive summary of the New Vantage Partners' 2014 Big Data Executive Survey, email us at infohealth.intelliqresearch.com. We welcome the dialog.
For many organizations, there has been considerable skepticism about the business value of social media. In many cases, business leaders have associated social media with employees wasting time on Facebook and Twitter. This sentiment has been reinforced by various industry watchers such as Gartner Group who prognosticated as recently as November of 2012 that through 2015 most social business initiatives would fail to meet business objectives.
However, the latest annual survey from MIT’s Sloan Management Review and Deloitte suggests that "times may be a changing," and that the negative views about the value of social business may have been premature. The study found that over 60% of managers surveyed report that their social business initiatives were at least somewhat successful and positively impacted business outcomes.
This is especially true for firms that have reached a certain level of social business maturity and have the ability and capacity to derive positive benefits from social business. In fact, the higher a company is rated on the social business maturity scale the more likely they are to report positive business outcomes. It is interesting to note that social business maturity involves more than simply implementing and using social media tools. Study participants with higher social business maturity levels have typically adjusted and evolved their business processes to take advantage of the power of social media tools to positively impact business outcomes.
Source: MIT Sloan Management Review, Spring 2014.
Moreover, as social business maturity rises, the use and benefits of social business tend to evolve from externally focused applications, such as marketing and customer service and support, to more internally focused applications such as innovation and product development. At the same time, the tools used to measure and assess social business results and ROI become increasingly sophisticated.
For more information and/or strategies and initiatives you can use to raise your organization's social business maturity level and capture its value, contact us at infohealth.intelliqresearch.com.
One of the questions we hear from customers and prospects most often is. . .
"How do I convince my stakeholders that an online community will solve core business problems and deliver measurable value?”
To learn more about the latest best practices for measuring, maximizing, and communicating the value of online communities, be sure to join us for an expert panel discussion, co-sponsored by IntelliQ Research and Strategy and Get Satisfaction:
Wednesday, October 30, 2013 from 1:00 p.m. - 2 p.m. EST
Participants: Ms. Vanessa DiMauro, founder and CEO of Leader Networks, Dr. Robert Miller, Ph.D., President and CEO of IntelliQ Research & Strategy and Ms. Lisa Sacquitne, Manager of Non-Integrated Services at SPS Commerce.
Whether you’re building a business case or simply trying to gain internal alignment, determining and selling the value of online community is a critical part of the implementation process.
Register HERE Today to join us for this interactive webinar on October 30, 2013 about calculating and communicating the value of community. And, don't just listen — but ensure that the panelists address your questions and concerns by asking them ahead of time in the Get Satisfaction community!
Throughout the last year we’ve talked to many B2B professionals about engaging with customers through online customer communities. While we are typically met with enthusiasm for what is an innovative, contemporary approach to customer relationship-building, we also hear about many misconceptions about online communities – what they are, how they are used, and who should (or should not) participate. Here is our list of the top three myths about online communities for B2B applications:
Myth #1: Online communities are synonymous with social networking sites.
Reality: Actually, online communities are not another social networking channel. Social networks like Facebook and Twitter are great for people to connect, share stories and photos, and make funny commentaries. LinkedIn, a professional networking site, is often used as a platform for community-building, but as Leader Networks CEO Vanessa DiMauro describes, communities on LinkedIn are often ineffective and “overrun with inappropriate and sales-driven content.”
While these social networking platforms are hugely popular spaces for connecting people of similar interests and sharing information, they do not allow companies to own and manage the overall customer experience. In contrast, online communities are often referred to as “owner” communities, as they enable companies to control the branding, manage and organize the content and discussions, and own and mine the resulting voluminous customer feedback data.
Unlike social networking sites, online communities are owned, controlled, and branded by you.
Myth #2: Online communities are just forums for people to complain.
Reality: Online communities are far more than complaint departments. Customers love to share their opinions; sometimes it’s useful feedback, and sometimes it's not. Perception is reality, though, so if a customer has an opinion – good or bad— you should want to know about it. In an online community, all of the activity is treated as customer feedback that can be used by your company to make meaningful improvements that are most important to your customers and will yield the best return. Encouraging customer feedback is one way of making customers feel valued by your company and can lead to improved relationships and increased loyalty.
Experienced community managers attend to any complaints that arise in an online community, and often these responses to complaints, when handled with care and genuine courtesy, can result in positive attitude changes and build trust among your customers.
Myth #3: Competitors will have access to trade secrets and other proprietary information available in an online community.
Reality: We often hear this concern, but B2B online communities are typically “closed” or “private” communities that securely operate behind your company’s firewall. (This is another way in which they are vastly different from open social networking sites, as described above.) As the owner of a private B2B community:
- You hand-select which customers, prospects, or other industry leaders can participate in your online community. You send a private invitation and require a secure password for entry into your community.
- You determine the most appropriate use cases for the community, based on your overall business strategy. Is the community’s main purpose for industry-specific information sharing? Building a knowledge base? Customer support call deflection? Customer and prospect insights and new product innovation? Market insights and research? Sales and lead generation?
- Based on the use cases identified by you and your team, you develop the initial content that encourages active participation from the members of your community. The content needs be engaging, insightful, and valuable to your customers, and needs to be well-aligned with the goals of your community.
Customers who actively participate in private B2B online communities do so to learn, share, connect, and contribute, not to steal your trade secret information, which isn’t available to them anyway. You build their trust by providing valuable, useful content.
Increasingly, B2B companies are recognizing the value of “social business.” Online customer communities are effective in meeting complex business needs for faster, more cost-effective, and better solutions, but there are many misconceptions about how they can be leveraged in B2B. We’ve identified the three most common misconceptions. Stay tuned for more to come.
CINCINNATI, OHIO and SAN FRANCISCO, September 23, 2013 — IntelliQ Research and Strategy, Inc., a full service global provider of market intelligence, research and analytics announced today that it has formed a strategic alliance and partnership with San Francisco-based online community solution provider, Get Satisfaction.
As part of this mutually beneficial agreement, Get Satisfaction will be able to leverage IntelliQ’s well-established position in the healthcare and B2B sectors, including its impressive roster of industry-leading global accounts, to expand its reach and position into these sectors, while IntelliQ will be able to provide market research and enhanced analytics services to Get Satisfaction’s growing base of online community clients.
Robert Miller, CEO of IntelliQ Research and Strategy said, “We are extremely pleased with this new relationship and we are excited to be able to bring Get Satisfaction’s robust and forward thinking online communities solution to our clients and the markets we serve. Online communities are clearly emerging as an essential method and platform for gaining continuous customer and market insights. Adds Miller, “Providing innovative tools that enable our clients to gain insights into their customers and markets more quickly and economically is a critical element of our business strategy, and Get Satisfaction’s industry leading solution is an essential capability we are proud to bring to our clients.”
Wendy Lea, CEO of Get Satisfaction, states “Our partnership with IntelliQ gives us direct access to leading companies we are looking to work with to help realize the opportunities engaged communities can bring to their businesses. We are seeing increased demand for clients in the healthcare and B2B sectors and know that the effect of community on their customer experience and success will be profound.”
About IntelliQ Research and Strategy
IntelliQ Research and Strategy is a leading market intelligence and research consulting firm focused on providing strategic insights to industry leading clients in the healthcare and B2B sectors. With offices in Cincinnati, Ohio and State College, Pennsylvania, IntelliQ brings value to its clients through sophisticated data processing, marketing sciences and analytics capabilities as well as deep industry knowledge and expertise in healthcare and a variety of B2B sectors.
About Get Satisfaction
Get Satisfaction helps customer-centric organizations engage millions of consumers in meaningful conversations about their products and services, every day. The Get Satisfaction community platform transforms these conversations into powerful user-generated marketing content and insights, enabling businesses to create differentiated customer experiences, acquire more customers and bring new innovations to market. Headquartered in San Francisco, Calif., Get Satisfaction's customers include Citrix, HootSuite, Intuit and Kellogg’s.
Start a conversation with your customers today: www.getsatisfaction.com.
Media Contacts:Bert KollaardChief Marketing and Strategy OfficerIntelliQ Research and Strategy, Inc.email@example.com
Bateman Group for Get Satisfactiongetsatisfaction@bateman-group.com415- 503-1818
While most industry sources continue to paint a relatively positive and upbeat picture about the economic outlook for the industrial sector, several recent reports also point to on-going concerns and caution among industrial executives.
For instance, Price Waterhouse Cooper's (PwC) Q1 2013 Manufacturing Barometer Survey shows that 55% of US industrial manufacturing sector respondents express optimism about the 12 month outlook, an increase of 7 points from the previous quarter. However, Bobby Bono, PwC's U.S. industrial manufacturing leader, points out that "management teams are taking a more conservative approach to forecasting top line performance for the year ahead, given the moderate recovery underway and uncertainty pertaining to fiscal policy.”
Likewise, in its' Economic Outlook Survey 2013: State of the Industrial Marketplace, IHS Global Spec reports that nearly half of the companies surveyed expect higher revenues in 2013 compared to 2012, with Biotechnology/ Pharmaceuticals (64%), Instrumentation & Controls (60%) and Automotive (59%) leading the charge. While only 26% expect lower sales for the year, for nearly 60% the economy continues to be the most frequently reported area of concern, an increase of three points from the previous year.
Source: IHS GlobalSpec Economic Outlook Survey 2013.
Besides economic and other concerns, the IHS Global Spec survey also provides insights into the spending and investment priorities and growth initiatives of key decision makers in the industrial sector. In addition to focusing on improving quality, most respondents report they are investing in innovation and growth by:
- entering new markets (60%),
- designing and developing new products (54%),
- researching new projects (47%).
For additional information about industrial sector business priorities and expectations, and/or a free copy of the IHS Global Spec report, just send me an email or give me a call at 513-605-3633.
While economic conditions continue to confound most, if not all of us, as marketers, we are also confronted with a variety of market and technology factor that are resulting in an increasingly complex business environment. The growth of digital media and devices, the emergence of social media, and the challenges as well as opportunities associated with the growing volume, velocity and variety of data has most of us scrambling trying to manage these issues and turn them into business advantage.
IBMs Global CMO Survey of 1743 Chief Marketing Officers across all industries and 64 different countries confirms that these are indeed the most pressing issues and challenges at the top of the minds of our marketing colleagues across the globe. Marketing leaders cite market and technology factors as the most significant external factors that will impact their roles and organizations over the next five years.
Regardless of geography, industry, type and size of organization, CMOs attribute these factors and growing business complexity to four key challenges:
- The explosion of data
- The growing use of social media
- The proliferation of channels and devices
- Shifting customer demographics.
While most CMOs agree that they are largely unprepared to manage the impact of these developments, the good news is that the vast majority are in agreement about the strategic imperatives required to address these challenges. And the most proactive among them, dubbed "out-performers" by IBM, are leading the way by focusing on three key initiatives:
- Delivering value to empowered customers by focusing on customers as individuals and identifying what individual customers want from traditional as well as new digital sources of information
- Fostering lasting connections and bonds with customers by focusing on relationships and not just transactions
- Improve decision-making and demonstrate accountability by measuring marketing’s contribution to the business in relevant, quantifiable terms with advanced analytics and relevant metrics.
I'd be interesting in hearing how other marketers are addressing and dealing with these challenges and opportunities.