Chair - Aventri€¦ · Mobile BI 2012. BI Survey 10. MicroStrategy Mobile #1. Mobile Usage. Howard...

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

AustinCharlotteChicago

DallasKansas CityLos Angeles

MontrealNew York

San FranciscoSeattle

TorontoTysons Corner

BarcelonaBunnikBrusselsCologneDubaiFrankfurtLisbonLondonMadridMilanMunich

BeijingHangzhouMumbaiSeoulShanghaiSingaporeTokyo

ParisRome

StockholmVienna

WarsawZurich

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.

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&ServiceInnovationirene.ng@warwick.ac.uk

@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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