TechnologyOne has inked a five-year contract with New Zealand’s Central Agency Shared Services, under which it will provide software-as-a-service (SaaS) to the Treasury, the State Services Commission and the Department of Prime Minister and Cabinet.
For the past few years, data scientists are highly sought after to analyse data that can help organisations better understand their business, customers and trends. But, it looks like artificial intelligence-based solutions may be taking over that role in the near future.
Global IT spending is expected to grow to US$3.7 trillion in 2018, an increase of 4.5 percent from 2017, according to Gartner.
The public cloud services market in the mature Asia-Pacific (APAC) region — Australia, New Zealand, Singapore and South Korea — is forecast to grow 17.7 percent in 2017 to total US$10 billion, up from US$8.5 billion in 2016, according to Gartner.
By 2019, Gartner predicts that total public cloud services spending in these countries will rise to US$13.6 billion.
Public cloud services are shared, meterable, elastic and scalable multi-tenanted IT offerings delivered as a subscription-based service to external customers using internet technologies.
Software revenue in India rose 8.3 percent to hit US$4 billion in 2014, according to Gartner.
“The enterprise software marketplace is dynamic and ever-changing. Its growth and structure are being shaped by the factors and forces of decentralised purchasing, consumerisation and mobility, influence of emerging markets, cloud-based implementations, and new consumption models. Improvement in global economic conditions has somewhat relaxed the strain on the Indian economy, thereby boosting corporate sentiments. Along with a new stable government at the center, this has helped in alleviating concerns about economic growth — to a certain extent — with early signs of spending in growth initiatives beginning to emerge,” said Bhavish Sood, Research Director of Gartner.
Several leading trends include:
- Software as a service (SaaS) adoption and development
- Open-source software (OSS) adoption and its broader market implications
- Changing buying behaviors and purchasing styles associated with the digital business
- Spending in key growth markets such as India and China
Australian enterprises are taking to cloud computing. According to IDC’s 2013 Australia End-User Cloud Survey, 86 percent of Australian enterprises were currently using cloud computing, up from 71 percent in 2012.
IDC observed that line-of-business (LOB) managers in leading-edge enterprises had begun to add to CIO’s cloud spending by direct acquisition of cloud services as a delivery mechanism for new competitive offerings within their own industries and marketplaces. This was validated by the survey results where the business unit (69.6 percent) was ranked higher than the IT department (59.8 percent) by the respondents when it came to the responsibility for selection of the service providers in their most recent cloud computing projects.
“Until 2012, cloud was primarily an IT label for IT infrastructure services delivered as a service. Now, cloud is no longer just an IT infrastructure play. Cloud-based business services being acquired by LOB managers will now drive growth in the use of externally sourced services. Cloud in 2013 is now business as usual for CIOs, IT managers, and LOB managers. By 2015, cloud will be just another delivery model for a range of “as-a-service” offerings that are based on infrastructure as a service (IaaS), platform as a service (PaaS), and software as a service (SaaS),” said Raj Mudaliar, Senior Analyst, Cloud Services Research at IDC Australia.
hybris has integrated hybris Commerce Accelerator with hybris Order Management Services (OMS) to enable merchants to deliver a complete omni-channel shopping experience, including browsing and fulfillment – like buy online and pick up in store and cross-channel stock-level display.
This significant enhancement means that B2C merchants of all sizes can now, at an affordable price point, go live with a world-class commerce system in less than four months through ready to use storefront templates and channel integrations that can be deployed quickly and then enhanced with more functionality over time.
Customers can also chose the deployment and purchase model which best meets their needs – traditional on-premise perpetual license, hosted by hybris or on-demand (software-as-a-service) with a monthly fee based on usage or revenue share.
Looks like the public cloud services market in India is growing fast. According to Gartner, this market is expected to grow 36 percent from US$326 million in 2012 to US$443 million in 2013.
Infrastructure as a service (IaaS), including cloud compute, storage and print services, continues as the fastest-growing segment of the market in India, growing 22.7 percent in 2012 to US$43.1 million, and is expected to grow another 39.6 percent in 2013 to US$60.2 million.
Software as a service (SaaS) continues to be the largest segment of the cloud services market in India, comprising 36 percent of the total market in 2012. Gartner predicts that from 2013 through 2017, US$4.2 billion will be spent on cloud services in India, US$1.6 billion of which will be spent on SaaS.
Matching your business’ interests with those of your online customers’ is a delicate balancing act. On the one hand, you want the customer to find the product that they are looking for, but on the other you also want to influence their purchase decision based on your preferences, (i.e. if a certain product has a higher margin, too many of one product in stock, or end of a product line, etc.)
Successful merchandizing is not enabled by just one tool. It is a mixture of various techniques, the data you’ve got and, last but not least, your very own gut feel. Here are a few points you may find helpful when discussing your merchandizing strategy and tools selection.nd the product that they are looking for, but on the other you also want to influence their purchase decision based on your preferences, (i.e. if a certain product has a higher margin, too many of one product in stock, or end of a product line, etc.)
Of course there are the obvious features you’ll look out for when selecting your merchandizing tool:
– support for search (with all its modern enhancements, auto completion, type ahead support, etc)
– guided navigation – automatic filtering.
Obviously you also want the tool to perform well under load as it will be an important piece of your overall offering.
However, there are some points you should also consider before choosing your tool based on the above features.
1. How good is your data?
The old saying of “garbage in equals garbage out” is as true in merchandizing as anywhere else. Will the tool you are about to select give you the ability to:
– Effectively administrate, govern and steward the data you want to use?
– Help you to improve the overall quality of your data?
– ensure consistency across various data outlets and not just your merchandizing tool?
– Give you the ability to define and manage the facets you will later show to your customers?
Ultimately, good data management means good navigation and effective search.
2. Do you think about going global?
Support for multi-language on the front end as well as in the back end will be key for a successful global roll-out. Often tools struggle due to the additional amount of data that’s required for multi-language support. Keep in mind that, while tools often provide the additional language packs, they come at a significant extra cost and synonym dictionaries are not available. Languages such as Chinese or Arabic are a no-go.
3. How complex is your pricing model?
Do you really have only one price per product, as often assumed by merchandizing tools? If not, because of the approach that merchandizing tools take to index your data, by flattening the data structure, billions of data rows are not uncommon. Can the tool of your choice deal with this BIG Data-style situation?
4. Can you create association between products?
Certainly guided navigation and a great search can do a lot, but what’s also really powerful is establishing cross, up or accessory relations. The setup, management and handling of bundles is also a very powerful merchandizing mechanism that requires more than a powerful search.
5. Can you create landing pages dynamically?
Your customer searched for a specific brand? Wouldn’t it be great to have them land on a page dedicated just to that one brand? Alternatively, they may search for a category, for example, running shoes. Why not have them land on a page dedicated to running, presenting shoes and additional running gear along with promotions relevant to their search?
6. Speaking of relevancy. Context is king
The context of a search is as important as the search itself. Here are a few questions you may want your tool find the answers for and then weave them into the execution of merchandizing rules. Do you know this customer? What did he/she buy in the past? What do you know about the customer’s current session? Have they logged in with a facebook account and provided me with access to what they like? Or what have they pinned on their pinterest board? You may have that product in your store and, although they haven’t searched for it explicitly, why not show it anyway? How did they interact with your business on other channels? Have they bought from your stores, via your mobile site or contact center? Can you create rules that take this effectively into account?
7. Promotions are more than just displaying a banner
Displaying a promotion is often more complex than just showing a banner. Besides that, it depends on a customer’s context as well as the context of the page or the navigation and economical aspects play a role too. Some of them have to be evaluated in real-time. For example, a promotion is limited in how many customers can use it. You don’t want to show a promotion to your customer first, only to tell them later that they are no longer entitled to it. A much better practice is to show just the promotions they are actually entitled to.
8. Can you re-use your merchandizing tool across customer touch points?
By design each customer touch point has different characteristics, which merchandizers have to cater for. Although the goal is fundamentally still the same – get the right product at the right time in front of the customer – the way to achieve it is different. What works very well at one touch point may not work so well at another. Take mobile vs. online for example. On a website it’s perfectly acceptable to have a search & navigation bar, show cross and up sell products, have lots of filters and sometimes long lists of products. Research though has shown that customers rarely use mobiles in the same way that they use browsers on a notebook or desktop. In fact they often have the clear intent to find the one product that they are standing in front of. So the journey would probably not start with browsing and is more likely to be a desire to get to the product quickly. This then bypasses nicely crafted landing pages, search & navigation tools and other techniques delivered by merchandizers. As a result merchandizing has to happen on the product detail page, but in a way that does not distract the customer from the product they have already expressed interest in. Hence the tool set should support the merchandizing of accessories or similar alternatives in the space available.
Merchandizing tools that work across touch points offer another great opportunity. They can be used to support customer service or sales personnel in-store when interacting with a customer. To date retailers have had to train their personnel to provide them with insights on which products to push, which products accessorize well with other products or which offer great up-sell opportunities. However, once the sales associates are back on the floor they’re on their own. Tablets that provide access to content fed by the merchandizing tool, however, can help sales people to stay educated, which leads to more effective and insightful interaction with the customer. In turn this will increase the likelihood of a sale dramatically.
9. Do you have access to all information in your merchandizing tool?
Of course the product catalog is a very important part of merchandizing, but successful merchandizers know that other data elements are equally important. Can you present products depending on a customer’s location? Can you factor-in real-time stock levels? Are the commercial aspects up to date and do they reflect what is actually available? Successfully blending product, order, customer and stock level information with the real-time context of the customer allows for very powerful merchandizing. It’s like creating an individual world for your customers.
10. Does your merchandizing tool play well with others?
As stated in the headline, there is no silver bullet that solves all your merchandizing needs. Every specialist solution has its sweet spot but sooner or later it requires help from another tool. How do you organize this zoo of packaged solutions? Keep them all fed with consistent information and allow them to work effectively together.
Striking the right balance – things to remember
1. Merchandizing is a team sport. It’s not the individual that decides whether you win or lose. The best teams do not necessarily need stars. They are more than the sum of their parts. So when selecting your tool set, think about how your perfect team looks so that it can deliver the trophies you deserve.
2. When you think about feeding your merchandizing tool with content, remember the pertinent saying, “You get out what you put in”
3. Multi-language support is often key nowadays. Even if you are not planning a global rollout right now, make this part of your system’s DNA otherwise it will present you with a big headache should you decide to take your business global (or even just into a neighboring market).
4. Leverage your merchandizing tool across customer touch points. It will not only benefit your customers, it will also make your sales force more effective when on the ground and in-front of the customer.