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TRANSCRIPT
Chair
Paul Taylor, Business Technology and Telecoms Editor, Financial Times
Welcome remarks
Stephen Dunnigan, Country Manager, UK and Ireland, MicroStrategy
December 4, 2013
Mobile Analytics
Introducing the MicroStrategy Analytics Platform
Steve Dunnigan, UK&I Country Manager, MicroStrategy
5
• Top independent analytics software vendor by revenue
• Operating in 42 cities in 23 countries• Over 4,000 customers, 20 industries
• $594M 2012 Revenue• $100M dedicated annually to R&D• Long time innovator in web, mobile, and
cloud-based analytics
Innovator and leader in enterprise analytics
About MicroStrategy
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The Information Contained In This Presentation Is Confidential And Proprietary To MicroStrategy. The Recipient Of This Document Agrees That They Will Not Disclose Its Contents To Any Third Party Or Otherwise Use This Presentation For Any Purpose
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3
“A truly disruptive technology appears and causes major changes to business, society, or economies.
It yields non-linear effects, on so many levels, and at such a grand scale that it’s very hard to grasp the scope until the dust settles.”
MicroStrategy is a Leader in Mobile Analytics Software
Thought Leadership“The Mobile Wave” by MicroStrategy CEO and Author,
Michael J. Saylor
New York Times Best Seller
Product RecognitionAnalysts agree.
MicroStrategy Mobile #1Mobile Product Rating
Critical Capabilities of Mobile BI 2012
BI Survey 10 MicroStrategy Mobile #1Mobile Usage
Howard Dresner | DAS Advisory ServicesMobile BI Market Survey 2011 MicroStrategy Mobile #1
Mobile Product Rating
iTunes Rewind 2011 Best iPhone Business Apps in 2011
NetworkWorld 20 iPad Apps Every CIO Should Want
TECHACCESS 10 of the Best Enterprise Apps
The Information Contained In This Presentation Is Confidential And Proprietary To MicroStrategy. The Recipient Of This Document Agrees That They Will Not Disclose Its Contents To Any Third Party Or Otherwise Use This Presentation For Any Purpose
Other Than An Evaluation Of MicroStrategy's Business Or Its Offerings. Reproduction or Distribution Is Prohibited.
Multimedia Analytics- Mobile front-end to ERP/CRM- Sell products and schedule services
Transactions- Multimedia content - Mobile information channels
- Analytics, grids and graphs- Data visualizations and explorations
Mapping Desktop Publishing
PDFs ePubs VideoApprovalmgmt.
Editable Grids
Data entry
BrowserContent
PaymentsAlerting Graphs AnalyticsData Exploration
DataVisualizations
Grids
Mobile Analytics is Combining Three Sets of Capabilities
Opening keynote address: The new business realities in the digital age – How are business models changing as a result of innovation and mobility?
Jonathan Liebenau, Reader in Technology Management, Department of Management, London School of Economics
Jonathan Liebenau
FT Mobile Business Futures Summit: Leveraging real‐time mobility intelligence for business
who innovates?
most comes from major players
but not necessarily from
within ICT
and well established niche
players are necessary
catalysts
what is this industry?
network architecture is a legacy of big players who used to control
entry
by constraining underlying technologies
by controlling interfaces
by shaping consumer expectations
recent redefining; breaking away
content, transport & services reign
alternative infrastructures newly possible
mobility business cycles
expansion of internet services based on
mobile video, social networking, data
services
bandwidth hunger & investment cycles
new relationships among POTS, mobile
telcos, software and digital services
companies
RIM took an early lead, but
Apple prompted the upturn
iPhone's
impact since 2007: mass, mobile utility
the opportunity to "make" or "complete" your own product
paradoxes of incomplete products, control & closed systems
iTunes store kick‐started the apps economy
Microsoft responds
Windows goes mobile
Nokia's last chance
VoIP (Skype) and cloud (Azure)
earlier efforts to create systems with network
effects (Nokia’s OVI store)
as mobile services providers
move to add value beyond
connectivity
banking; location intelligence; sensor
networks; big data analysis
O2 & experiments to deepen usage
Vodafone & strategy to widen usage
widespread applications of
mobile intelligence
TfL
experiments in NFC, congestion mgt.
Network Rail apps for project management & data
analysis
retailers, insurance, warehousing … daily life
platforms
from standards wars to platform wars
platforms generatebusiness
models by simplifying
interrelations (how to charge for what)
platforms as facilitators& control mechanisms
promote diversity of alternative strategies to build on
platforms
modules extend platforms
modules are self‐contained to create realms of control &
innovation
while being mutually interactive
modules ease entry (as with apps developers)
mobile business spans borders
the key to new mobile business models is in delineating
boundaries that are permeable and fertile, like estuaries
these borderlands are zones of innovation
the modules protect by providing stability
where innovation occurs
borderlands promote rapid innovation
platforms explain how inter‐relationships become
tied without contracts (but this does not work at
any scale)
modularity theory explains how much innovation
within modules can be boosted (occasionally at the
expense of inter‐module innovations)
new niches
payment systems (from unified to fragmented –
and back?)
gaming platforms (from games to training to
multimedia interaction and controls)
advertisement‐based services
mobile social networking
the new mainstream
footfall models and other geo‐location tools
mobile work and information sharing
peer‐to‐peer and crowdsourcing
for information &
analysis as well as exchange
so
big players’
strategy of innovating both by platform&
by harnessing modules of others
mobile business models are stimulated by numerous
fertile niches with low entry barriers and easy
interrelationships
borderlands differentiate successful companies
capable of growing in this space vs. those dependent
upon the controls of the big players (e.g. iTunes)
Promoting innovation is more than about finding
niches and rewarding invention.
It is about ensuring that those who have enthusiasm
can follow their creativity and gain satisfaction
from what is often an irrational (or economically
unjustifiable) urge to act on wonderment.
Panel Discussion: Deriving value from mobile business intelligence
Kamran Ashraf, Vice President, Head of Analytics & Information Services, Visa Europe
Nick David, Enterprise Services Manager, Consumer IT Services, Shell
Paul Scullion, Head of Business Intelligence, Carphone Warehouse
Paul Zolfaghari, President, MicroStrategy
Networking Coffee Break
We will resume at 15:45
Industry Special Insights Interview Sessions: Transforming Healthcare
Lesley Neary, Head of Performance and Intelligence, Liverpool Community Health NHS Trust
Industry Special Insights Interview Sessions: Retail 2.0: How customers are influencing tomorrow's retail world
Paul Bosher,European Director of Business Intelligence,Coca-Cola Enterprises
Stephen Kneebone, VP Corporate Information Systems, Organisation Development and External and Government Affairs, Nissan Europe
Industry Special Insights Interview Sessions: Finance Futures: How innovative intelligence is shaping financial services and customer expectations in a stringent regulatory environment
Ruchir Rodrigues, Managing Director, Digital Strategy and Delivery, Barclays Bank
Closing Keynote Address: Creating new markets in the digital economy
Irene Ng, Professor of Marketing and Service Systems and Director of the International Institute of Product and Service Innovation (IIPSI) at WMG, University of Warwick
IreneCLNgProfessorofMarketing&ServiceSystems,WMG
Director,InternationalInstituteofProduct&[email protected]
@ireneclnghttp://uk.linkedin.com/in/ireneclng
bit.ly/vcssblogwww.warwick.ac.uk/go/sswmg
www.ireneng.com
Creating New Markets in the Digital
Economy
The world tomorrow
15 October 2013
Everything in the cloud
Connected people, sharing information – about everything
Manufacturing companies becoming internet companies
Why? What is happening? What is
fundamentally changing?
yes
Can we understand the change so that we can be ahead of it?
WMG
VALUEWHAT IS IT?
10/15/13 37
Value was exchange (WORTH)
$$$$$$
££££££££€€€€€€€€
But it wasn’t exchange that made us happy. It was experiencing what we
bought that gave us the outcomes we wanted (VALUE is in USE)
Service‐
Dominant Logic: value
is co‐created for
outcomes/benefits: value‐in‐use
CO-CREATEDVALUE that cd be
higher thanproposed
Propose
Enhance
Realise
Propose
Peace of mindEntertainment
Love
RESOURCES
RESOURCES????
Copyright Irene Ng, 2012. All rights reserved.
Ownership/Possession was the only way to get the ‘service’
of an object
Previously, the only route to service/outcomes was through
ownership e.g. music CDs
Firms have talked, promoted and sold on the basis of
benefit and use
of things but benefit (outcomes) and use is not aligned to
revenues – we still only buy ownership and not outcomes
But outcomes/benefits come only in the context of use and
experience
If firms found a way to serve
contexts, ownership may not be the
dominant biz model
Case study: Music15 January 2013
Copyright Irene Ng, 2012. All rights reserved.
Market inefficienciesWhere we buy, where we consume (beer)
What we buy, what we want to consume (tea)
When we buy, when we want to consume (beer)
How we buy and how we want to consume
Innovation and Speed will prevail to reduce market inefficiencies
15 October 2013
Where will new markets come from?
Future markets are in the contextual consumption
space, and subject to contextual variety of consumption
The surge in mobile business is driven by the fact that the current device is the only device in context and available on demand
The battle for context is only beginning...
Glasses, watch, .....
Value is Contextual. Resources are also Contextual.
This camera is
available so it is a
resource in
context
This camera
is not
Things become of value in context because they enable resources for co-creation in context for outcomes
Two functionally the SAME cameras but not the same value in context.
The difference: its ‘capture’-abilityThe competency of the camera in context
COMPETENCY OF A PRODUCT IN CONTEXT IS KEY TO NEW MARKETS
COMPETENCY OF A PRODUCT IN CONTEXT IS KEY TO NEW MARKETS
•
Products that have become more 'competent'
by being situated on a mobile platform–
Dictionary–
Calculator–
Translator–
Music–
Books•
What next?
Markets in Consumption contexts changes
the business model
Value PropositionValue (co) creation
Value capture (revenue streams)
WMG
THE BUSINESS MODEL‐
traditional loosely coupled system and
relationship with the market and customer
1/15/1333
Value Creation(Experience)
Value prop
(Offering)
Valu
e ca
ptur
e(R
even
ue
stre
ams)
Customer
Consumption space (in context)
The Firm
Design, create, deliver (channel) space
Exchange space
Supply Chain
Marketing
ManufacturingStrategyHRM, Finance
Consumption cultureConsumer research
The market
Markets in Consumption contexts changes
the nature of products/services (value
proposition)
Products have to be
designed to be 'competent'
to serve contexts
How does a product become
competent in context?
By being a service
Economics of informationAt exchange, firm suffers from asymmetric
information (what
does the customer want/need)At exchange both
firm and customer suffers from incomplete
information (when is the need fulfilled)In context, only the customer is present. The customer is
therefore the most efficient entity to 'complete' a product when
context is known.But the firm has to ensure customers is able to complete a
product ‐
product has to be redesigned as incomplete, and
connected, since consumption/experience of one product is
always linked to another
Copyright Irene Ng, 2012. All rights reserved.
Competency in Serving contexts changes the product into
an incomplete and connected product
A product becoming a service:
Is more visible (can be discovered)
Allows for actuation (can be controlled)
Is part of a system (can be coordinated)
Is dynamically reconfigurable (can be contextually useful)
integrates personal data (can be personalisable)
15 October 2013
Markets in Consumption contexts changes
transaction boundaries (value capture)
What are Transaction Boundaries?
Compensating the firm for
its offering
Transaction boundaries (aka
'monetisation'/appropriation of rents/compensation)
‘mutually agreed‐upon transfers with
compensation within the task network’
and ‘serves to divide one set of tasks and
others’
(Baldwin, 2008, p.156). E.g. Kitchen and the BlacksmithE.g. Couple, baby and the Nanny
The connected and incomplete product:
boundaries for TransactionThe market for context is different
The transaction boundary is different
Transaction
boundary is the boundary in time/space where the resource
integrated by the customer to create value is compensated by the
customer to
the firm(s) i.e. “what did you give for it”, "where did you give", "when did you
give"
E.g. Outcomes as transaction boundary (power by the hour), product/money
exchange as transaction boundary (purchase), data/info exchange as
Transaction boundary (google)
Transaction boundaries in connected digital economy can occur within another value
proposition e.g. intelligent toilet
In Internet‐of‐Things, when every THING is a ‘website’, a ‘web‐thing’
–
what does it do,
how does it behave, what are the new transaction boundaries
Markets in Consumption contexts creates
the personal data economy in the way value
(co)creation
occurs
Value co‐creation, Personal data and
incomplete productWhen a product becomes incomplete and connected ‐
it's
completeness can come from:
Applying unstructured personal 'data' onto the product e.g.
Drinking tea with variable sugar
Applying structured personal data onto the product e.g. 3‐D
printed wedding cake figurines of the bride and groom
Applying structured data directly onto the product to
complete it e.g. Nutrition data used to complete grocery
bundles
Copyright Irene Ng, 2012. All rights reserved.
For more information.....
15 January 2013
*
www.valueandmarkets.com
Amazon kindle and PDF, available now Printed version, available Feb 2014
New Markets and a Economic Models for
Personal data
How do we evolve a personal data economy that is privacy
preserving, and can be internalised into the economy to
create wealth, jobs, and new business models
Kick starting the personal data economy by designing and
emerging the first market in context of the home
The HAT project........
http://hubofallthings.org
Closing Remarks
Paul Taylor, Business Technology and Telecoms Editor, Financial Times
Drinks Reception
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