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Worldwide Software-Defined Networking Market Expected to Reach $8 Billion by 2018, According to IDC

IDC PMS4colorversion 1 300x99 Worldwide Software Defined Networking Market Expected to Reach $8 Billion by 2018, According to IDC

Software-defined networking (SDN) continues to gain ground within the broader enterprise and cloud service provider markets for datacenter networking. According to a new forecast from International Data Corporation (IDC), the worldwide SDN market for the enterprise and cloud service provider segments will grow from $960 million in 2014 to over $8 billion by 2018, representing a robust CAGR of 89.4%. This forecast for the SDN ecosystem includes in-use physical network infrastructure, controller and network-virtualization software, SDN network and security services and related applications, and SDN-related professional services.

Software-defined networking is an innovative architectural model that is capable of delivering automated provisioning, network virtualization, and network programmability to datacenter and enterprise networks. SDN has emerged as a key driver for innovation and change in networking as several market and technology factors converge:

  • Growth of cloud applications and services across enterprise and cloud providers
  • Focus on converged infrastructures (compute/storage/network) and on the software-defined datacenter
  • Lessons learned regarding the benefits and best practices of server virtualization have become apparent
  • Increased demand for network flexibility to support mission-critical technologies based on 3rd Platform technologies, particularly cloud, mobility, Big Data, and Internet of Things (IoT) applications

“SDN is taking center stage among innovative approaches to some of the networking challenges brought about by the rise of the 3rd Platform, particularly virtualization and cloud computing,” said Rohit Mehra, Vice President, Network Infrastructure at IDC. “With SDN’s growing traction in the datacenter for cloud deployments, enterprise IT is beginning to see the value in potentially extending SDN to the WAN and into the campus to meet the demand for more agile approaches to network architecture, provisioning, and operations.”

IDC sees significant near-term use case opportunities for SDN in both cloud service provider rollouts and enterprise deployments. Although enterprises are largely still testing the waters to see what benefits will accrue from SDN, IDC sees the enterprise market as a major driver of overall SDN growth over the next several years. “The 2014 through 2016 period will be a significant launch point for SDN in the enterprise, with significant growth opportunities for both enterprise-focused SDN infrastructure and cloud service providers,” said Brad Casemore, Research Director, Datacenter Networks.

Among the use cases for SDN are the following:

  • Web scaling for hosting/public cloud providers
  • Private/hybrid cloud deployments
  • Network programmability/customization
  • Security applications

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“The tablet magazine has been flawed from the start”

Digiday

Magazine publishers have a tablet problem. According to one designer, they always have. Four years after Apple introduced the iPad, tablet apps are stagnating. A combination of design, pricing and discovery issues has made tablet magazines a hard sell, both for publishers and the digital readers they’re trying to reach.

“There are still a lot of issues,” said Joe Zeff, vice president of tablet app software company ScrollMotion, who helped launch apps for Fast Company and National Geographic.”These magazines are too hard to deliver, issues take a long time to download, and Apple’s Newsstand doesn’t make them easy to find. There are just too many things that have to go right.”

There was a time, not so long ago in the grand scheme, when the iPad was thought to be the savior of digital publishing. Magazines rushed out digital editions, many of which were flawed in both their pricing and in technology. The promised manna did not materialize. And now tablet sales are plateauing.

Zeff said that while publishers still have a lot of work to do with tablet apps, hope isn’t lost. Digiday spoke to him the magazine app’s successes, its failures, and why publishers should think of themselves as utilities.

Tablet magazines were supposed to save publishing. What went wrong?
The tablet magazine has been flawed from the start. They were conceived based on what publishers wanted and not what consumers wanted, so there was a lot of emphasis on extending old work flows and old reading habits rather than creating new products. We had the opportunity to put magazines on computers, which should have made magazines smarter. And that hasn’t really happened.

Are there any success stories?
There are some tremendous ones being created, yes. Wired is always a lot of fun, and Hearst, overall, seems to be doing a pretty good job at selling subscriptions, but I’d say that the success stories are few and far between.

Is this something that publishers can turn around? What are the opportunities?
There are some real opportunities to rethink the idea of a tablet magazine in order to recreate something that’s compelling. A tablet magazine should be smarter than the current set of publications. They should give me options about what content I receive and how and when it’s delivered. To do that, content has to be more modular. Today content is wrapped up in a magazine format, where everybody gets the same product. It really should be mixed and matched based on what works for me, not what works for the publisher. Content should be tied to where I am and what I’m doing, and become much more part of my regular routine.

That’s not happening now. Now, I’m getting a magazine that is very similar to what I can get anywhere else, and it’s not been created for me. It’s been created and looks in a way that suits the publisher, not the consumer.

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Organizational Tips for Leading the Marketing Transformation

IDC PMS4colorversion 1 300x99 Organizational Tips for Leading the Marketing Transformation

By Kathleen Schaub 

Do you ever feel overwhelmed by the marketing transformation? You aren’t alone.  An IDC analysis of tech marketing staff changes since 2009 reveals that CMOs have had to squeeze traditional staff functions to accommodate five new roles: analytics/business intelligence, marketing technology, social marketing, sales enablement, and campaign management. In 2013, these new five roles collectively made up 14% of the total marketing staff. 

IDC invited organizational change expert, Dr. Rick Mirable, to advise our clients on insights for leading more successful organizational change initiatives. Here are some of the tips that Dr. Mirable, who has more than 20 years of diverse business consulting and academic experience, offered:
  • What we believe about change determines how we will respond to change. People hold beliefs about the capability of both company culture and individual people’s ability to change. Good change initiatives raise awareness of these biases.
  • Successful change initiatives require that leaders be included. It’s not only individuals deep in the organization that need transformation, but leaders must also be role models for the change they want to see.
  • People resist change for many reasons. Change can threaten our sense of security (What will happen to me?) and our sense of competence (Can I learn new skills?). People may worry they will fail. They may not understand why change is needed. Companies may inadvertently reward people who resist change by penalizing people who try new things and fail.
  • Some resistance to change comes from unspoken resentment. Companies must allow for expression of the relevant “inner conversations” that people have with themselves about the change — views that are not explicit to others. Resentment is like dirty laundry — if you don’t get rid of it eventually it starts to smell!
  • Some change initiatives fail simply because the organization isn’t ready.Assess your readiness and then bring those areas found lacking up to speed before embarking.
  • The communication portions of most change efforts are weak and not consistent over the long haul. The communication must be open and bidirectional. Messages and goals need to be regularly repeated and reinforced.
  • Company culture is essential to sustaining success over time. One cultural attribute proven to accelerate change is the empowerment of individuals to make decisions that further the change goals. It is a best practice to ask people what they want to do (and ask for management permission to do it) rather than telling them what to do. This practice encourages innovation and accountability and drives change deeper in the organization.
  • Don’t confuse “movement” with progress. When you get off the freeway during a traffic jam, you may be able to move faster; however, that movement doesn’t guarantee that you are actually moving toward your destination or will get to it any more quickly. IDC notes that marketing teams that measure activity rather than outcomes are making this error.
  • Create circumstances for people to motivate themselves. Motivation can include extrinsic rewards such as money. Proven to be even more effective are intrinsic rewards — challenge, learning, responsibility, contribution, and career path advancement. Intrinsic rewards tap into the power of people’s passions. Companies are advised to structure people’s work so as to allow passion to surface.
  • Reduce resistance by creating a “burning platform.” Clarify the risks and benefits of the change and involve the collective wisdom of the group. Give people a role in the change. Involve a person’s “head” and “heart” as well as the “feet” of required actions.

For more blogs and research from IDC, click here

Shadow cloud services pose a growing risk to enterprises

IDG News Service

A growing tendency by business units and workgroups to sign up for cloud services without any involvement from their IT organization creates serious risks for enterprises.

The risks from shadow cloud services include issues with data security, transaction integrity, business continuity and regulatory compliance, technology consulting firm PricewaterhouseCoopers (PwC) warned last week.

“The culture of consumerization within the enterprise — having what you want, when you want it, the way you want it, and at the price you want it — coupled with aging technologies and outdated IT models, has propelled cloud computing into favor with business units and individual users,” PwC said in a report.

Increasingly, workgroups and even individual users in companies are subscribing directly to cloud services for business reasons because it is easy and relatively inexpensive for them to do, said Cara Beston, cloud risk assurance leader at PwC.

“There is a new form of shadow IT and it is likely more pervasive across the company” than many might imagine, given the easy access to cloud services, Beston said. “It is harder to find, because it is being procured at small cost and is no longer operating within the bounds of the company.”

Some typical use cases for shadow cloud services include collaboration software, storage, customer relationship management apps and human resources.

The Software as a Service (SaaS) delivery model allows business units and workgroups to quickly deal with business process challenges without having to wait for IT to help out. The fact that the cost for such services is usually an operating expense rather than a capital expense is another advantage.

“Shadow cloud is happening under the radar” at many organizations, Beston said. Without governance, such cloud services present significant data security risks and the potential for technology and service redundancies.

Risks include inadvertent exposure of regulated data, improper access and control over protected and confidential data and intellectual property and breaching of rules pertaining to how some data should be handled.

Companies in regulated industries face a real risk of becoming non-compliant with data security and privacy obligations without even realizing it. Importantly, while many business users sign onto cloud services because of the perceived lower costs, a lack of control over how the services are being used can often result in service duplication and higher-than-anticipated operational costs, she said.

Cloud services for work groups of between five and 10 business users can range from as little as a few hundred dollars a month to a few thousand dollars. But the costs can quickly get out of control when all the different groups that might be using similar services within an organization are counted.

Continue reading…

Why Are PC Sales Up And Tablet Sales Down?

TechCrunch

When iPads first came out, they were hailed as the undoing of the PC. Finally, a cheap and reliable computing device for the average user instead of the complicated, quirky PC. After a few years of strong growth for iOS and Android tablets and a corresponding decrease in PC sales, the inverse is suddenly true: PC sales are up and tablet sales are “crashing.” What happened?

The tablet slowdown shouldn’t be a surprise given that tablets have hardly improved beyond relatively superficial changes in size, screen resolution, and processor speed. The initial market for tablets is now saturated: grandparents and kids have them, people bought them as Sonos controllers and such, and numerous households have them around for reading. People that want tablets have them, and there’s just no need to upgrade because they more than adequately perform their assigned tasks.

Businesses and consumers alike are again purchasing PCs, and Mac sales are on the riseyear-over-year. Businesses in particular are forced to upgrade older PCs now that Windows XP is no longer supported. When purchasing a new PC, the main driver to choose a PC versus a tablet is fairly obvious: If you are creating any type of content regularly, you need a keyboard, a larger screen, and (for most businesses) Microsoft Office.

Reigniting Tablet Growth with “Super Tablets”

For the tablet category to continue to grow, tablets need to move beyond what Chris Dixon calls the “toy phase” and become more like PCs. The features required for a tablet to evolve into a super tablet are straight from the PC playbook: at least a 13” screen, 64 bit processor, 2GB of RAM, 256GB drive, a real keyboard, an actual file system, and an improved operating system with windowing and true multitasking capability. Super tablets form factors could range from notebooks to all-in-one desktops like the iMac. Small 7” and 9” super tablets could dock into larger screens and keyboards.

The computer industry is littered with the detritus of failed attempts to simplify PCs ranging from Sun Micrososytems’ Sun Ray to Oracle’s Network Computer to Microsoft’s Windows CE. But this time, it’s actually different. The power of mass-produced, 64-bit ARM chips, economies of scale from smartphone and tablet production, and — most importantly — the vast ecosystem of iOS and Android apps have finally made such a “network computer” feasible.

Businesses Need Super Tablets

As the former CIO at CBS Interactive, I would have bought such super tablets in droves for our employees, the vast majority of whom primarily use only a web browser and Microsoft Office. There will of course always be power users such as developers and video editors that require a full-fledged PC. A souped-up tablet would indeed garner corporate sales, as Tim Cook would like for the iPad … but only at the expense of MacBooks.

The cost of managing PCs in an enterprise are enormous, with Gartner estimating that the total cost of ownership for a notebook computer can be as high as $9,000. PCs are expensive, prone to failure, easy to break and magnets for viruses and malware. After just a bit of use, many PCs are susceptible to constant freezes and crashes.

PCs are so prone to failure that ServiceNow — a company devoted to helping IT organizations track help desk tickets — is worth over $8 billion. Some organizations are so fed up with problematic PCs that they are using expensive and cumbersome desktop virtualization, where the PC environment is strongly controlled on servers and streamed to a client.

And while Macs are somewhat better than Windows, I suggest you stand next to any corporate help desk or the Apple genius bar and watch and learn if you think they are not problematic.

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IDC Retail Insights Presents Big Data and Analytics Foundation for Next Generation Revenue Management

IDC PMS4colorversion 1 300x99 IDC Retail Insights Presents Big Data and Analytics Foundation for Next Generation Revenue Management

IDC Retail Insights  today announced the availability of a new report, “Business Strategy: Big Data and Analytics Lay the Foundation for Revenue Growth,” (Document # RI250177) which describes the Big data and analytics (BDA) foundation for revenue growth and charts the likely rapid evolution of new capabilities. The report presents a framework for understanding successive generations of product intelligence, leading to a new paradigm — participatory commerce. This paradigm trains evolved market intelligence on a much larger opportunity — the triple win of merchandise economics, promotional spend, and customer satisfaction.

  • ClicktoTweet, “@IDCInsights #IDCRetailInsights Presents #BigData&Analytics Foundation for #NextGeneration #RevenueManagement – will propel #BDA”

BDA will increase revenue growth through optimized pricing, and create new opportunities to improve assortments, new products, marketing, and other demand generators. Product intelligence creates new facets of market and competitive insight through price discovery in the near term, with broader reach into assortments, private labels, and management of private label and national brands. Within five years in the context of “give-to-get” shoppers, combined with forces like supply chain collaboration among retailers and brands, self-learning intelligent agents, and autonomous event-processing, product intelligence will lead to participatory commerce.

Key highlights of the report include:

  • In 2013, approximately 50% of retailers were aiming BDA at pricing strategies, market intelligence, and customer acquisition. More retailers will join their ranks over the next two to three years.
  • Price intelligence, a subset of product intelligence, is emerging as the initial set of capabilities aligned to support these BDA initiatives. Beyond discovering prices and supporting better pricing decisions, product intelligence sheds light on competitors’ pricing strategies and tactics, assortments, localization, and channel strategies as well as on consumer decision making when combined with psychological techniques.
  • Price discovery gives retailers a countermeasure in the “spy versus spy” world of price transparency, providing them an analytical advantage but leaving consumers with the edge when comparing prices online in the context of their purchase journeys. Next-best-action analytics remain a seller’s key tool against the consumer’s contextual advantage.
  • As already evident in the 2013 holiday shopping season — supported by price discovery, predictive analytics, and real-time ecommerce price management — high-speed algorithmic pricing will break constraints on price change cadences and create breakneck “channel chess” competition.
  • In the context of supply chain collaboration, give-to-get consumers, self-learning intelligent agents, and autonomous event-processing product intelligence will create opportunities for participatory commerce — marketplaces wherein transactions based on the buying, selling, and buying intentions of participating retailers, brands, and consumers will improve merchandise economics, returns on promotional spending, and customer satisfaction.

“In particular, one application of product intelligence, price discovery, gives retailers a countermeasure versus the ‘spy versus spy’ price transparency of retail today,” said Greg Girard, program director at IDC Retail Insights. “Next-generation product intelligence in consumer decision making, competitor tactics, and market conditions will propel BDA-based revenue initiatives beyond pricing further into marketing, assortments, buying, and product development.”

For additional information about this report or to arrange a one-on-one briefing with Greg Girard, please contact Sarah Murray at 781-378-2674 orsarah@attunecommunications.com. Reports are available to qualified members of the media. For information on purchasing reports, contact insights@idc.com; reporters should email sarah@attunecommunications.com.

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Are Businesses Prepared for the Internet of Things?

eMarketer

The “internet of things” (IoT) is coming. But are businesses ready for a completely connected future?

177221 Are Businesses Prepared for the Internet of Things?

According to a May 2014 study by Edelman Berland for GE, the majority of business executives worldwide had at least heard of the IoT; however, familiarity was low, with more than half of respondents who had heard of the IoT saying they weren’t sure what it meant. Meanwhile, 44% had never even heard of the concept.

Edelman Berland/GE defined the internet of things as “the next generation of internet, integrating complex physical machinery with networked sensors and software.”

177222 Are Businesses Prepared for the Internet of Things?

Looking at a breakdown by industry, the survey found that preparation and planning for the IoT varied greatly across sectors. Unsurprisingly, high-tech/IT sector business execs were the most prepared to optimize the IoT, with 34% of respondents from that industry saying so. Nearly one-quarter of professionals in that group were planning to prep for this new world—the highest percentage out of sectors once again. Telecoms execs were the second most prepared (31% of respondents), but interestingly, those who weren’t set to take advantage of the IoT were the least likely to say they were planning to—and the most likely to report that they had no intention to do so.

Meanwhile, both healthcare and manufacturing landed at the bottom in terms of preparedness, with just 21% of respondents from each of these industries saying they were ready to optimize the IoT—and nearly half never having even heard of it.

Neura’s novel approach: Baking intelligence into connected devices

CITEworld

A well-known problem in the Internet of Things is that many connected devices operate in silos. Your Fitbit doesn’t communicate with your Nest thermostat, for example.

One way some companies are trying to solve this problem is to create a hub, like Revolv. The idea is for all devices to connect to the hub, which serves as a central point for users to control all the devices and allows certain events to trigger activity in different devices.

Neura, a startup chosen as part of Microsoft Ventures’ accelerator program, has a novel approach to the hub concept. “The phone and potentially in the future the watch is how we treat a hub,” said Gilad Meiri, CEO of Neura.

Neura aims to be like a central clearinghouse for IoT data collected from fitness trackers, home automation products, and phones. But then it interprets that data into useful information that it supplies to other devices.

Here’s one scenario. Neura works around the idea of events in a person’s life. An important event could be waking up in the morning. Neura may figure out that a user has woken up based on information from a variety of devices like a sleep sensor, a Nest thermostat, motion sensors in a phone, and historical patterns.

Once Neura has detected such an event, it supplies it to partners that subscribe to that event data. For instance, a TV vendor might want to know a user has woken up in order to turn on the TV to the user’s favorite morning program. Waking up could trigger events like turning on the coffee maker or starting up the hot water heater.

“This is our model. To understand people and events and allow devices and services to subscribe to that,” Meiri said.

Neura offers its business customers a confidence scale around the information it delivers. For instance, the TV app may not want to turn on the TV unless Neura has 100 percent confidence that the user is awake because it wouldn’t be a great user experience if the TV turned on while the user is still asleep. But the app on the hot water heater might instead like to know when Neura is 60 percent sure the end user is awake since it takes some time to heat the water and it might be better to err on starting to heat the water before the user is awake.

Healthcare applications envisioned by Neura get even more interesting. Neura could detect that a user is driving to the gym and predict that in 20 minutes the user’s glucose level is likely to drop, based on historical data collected from the user’s glucose meter during previous workouts at the gym. The service can suggest to the user that it’s a good time to eat an apple.

Neura could also provide information to services so that, for example, a music service like Spotify can get a notification that a user only has 15 minutes left to her run so that the service can start playing music that might motivate her through the final stretch.

On the backend, Neura ingests the sensor data into its translation machine that it calls Harmony. It’s an abstraction layer that normalizes the data that’s coming from different sources. On top of that sits what Neura calls its Trac Event Machine which looks for patterns in user behavior. Its artificial intelligence layer makes sense of the data.

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Tablet boom helps digital magazines boost sales share

Marketing Week

Total digital sales increased 26 per cent year on year to 369,040, a slowdown on the 59 per cent growth seen in the same period last year. This was in part due to a slowdown in the number of magazines reporting digital sales, which only increased by 10 per cent to 95 magazines, compared to a 43 per cent increase in 2013.

That sales growth was enough to outpace the market, meaning digital publications now make up 2.9 per cent of magazines’ total circulation, up from 2.3 per cent a year ago. That is still just a tiny proportion of overall sales, with print circulation at 12.22m, a 3.8 per cent fall year on year and an acceleration of the 1.9 per cent drop seen in the same period a year ago.

However, a number of publishers have questioned the veracity of the ABC figures given that many now have a wide-ranging audience across the internet and mobile devices, not just through digital editions.

Barry McIlheney, CEO of the Professional Publishers’ Association, says the growth of digital editions is “encouraging” for the sector and highlights the growing demand for digital content.

He adds: “The figures in this report reiterate how shifting consumer media habits continue to impact upon today’s modern, multi-platform magazine brands. The growth of digital editions is encouraging for the sector, and it should also be remembered that this ABC report does not include the increasing number of other ways – websites, live events, social media, etc. – in which the magazine brands of today engage directly with their consumers.”

NME, which saw its average print circulation drop under 15,000 for the first time, claims to reach more than 3.6 million people across the UK.

Marcus Rich, CEO at NME’s owner IPC Media, says: “Our core focus is on expanding the overall reach of our powerful, market-leading brands. We continue to look for even more ways to satisfy and engage our consumers’ passions and in the past 12 months have launched new events and experiences, products and apps in a variety of sectors. We also look for new and exciting ways to leverage our portfolio of brands for the benefit of our advertising partners.”

The Economist’s digital edition saw the biggest increase in sales, up 72 per cent to 21,780, helping it overtake Private Eye as the most popular news magazine overall with average sales of 223,730. Total Film had the second highest average circulation at 14,091, an increase of 16 per cent, followed by BBC Top Gear magazine with 13,553.

TV choice remains the most popular paid-for magazine with total sales of 1.3 million, although its circulation dropped slightly, by 5.2 per cent. Northern & Shell’s magazine suffered a tough quarter, with OK!, New and Star all reporting double-digit declines.

5 Tweaks to Your Website That Could Increase Sales 300%

Mashable

A company website is a must-have in today’s Internet-driven economy. But while most companies have a website, few use them to their full potential to drive sales and revenue. That’s a shame, because websites are often a major investment in terms of time and money, and they can be a lot of work to keep updated.

So if you aren’t maximizing the return on investment of your site, you’re missing out on a huge opportunity.

Luckily, there are a few relatively simple updates you can make to your website that can have a huge impact on customer attraction and retention, sales, revenue and long-term brand loyalty. These steps don’t require hundreds of thousands of dollars in investment and can be implemented by small companies and multinational corporations alike.

There are five common areas that most company websites can improve upon and expect to see an immediate boost in revenue. Taken together, they have the potential to increase your revenue by 300% or more (depending, of course, on your industry, location and a variety of other factors).

1. Add video content

Consumers love video — and so should you. Our brains process visual information 60,000 times faster than text, so ditch the long-winded product descriptions and opt for dynamic video content visitors can engage with on your website. Videos on your landing page can increase conversion rates by 86%, and 44% of customers purchase more products on sites that provide informational videos — and these numbers are only rising.

Customers also tend to stay longer on sites with videos, and even better — they are more likely to return. Engaging product videos, customer testimonials and even tours of your work space can help increase conversions.

Potential opportunity: Up to 86% increase in sales

2. Go global and multicultural

The global economic potential of online communication totals $45 trillion. But if your site only offers content in English, you miss out on a whopping two-thirds of that market potential. Making your website available for multilingual — and multicultural — audiences will help you reach a much bigger slice of the pie, improving your overall market potential by as much as 200%.

Choose a translation management system that integrates into your site; it’s much more efficient than manual translations, which often require time-consuming email communications with translators. New translation tools make it easy to roll out and maintain translated websites for the long-term.

Beyond translation, it’s important to be sensitive to the different cultural norms of your markets. Make sure you don’t make the same blunders as companies like Pepsi, whose light-blue branding alienated an entire market of consumers who associated the color with death. By preparing your site with localized content, you open a world of new opportunities to your business — literally.

Potential opportunity: Up to 200% increase in sales

3. Prevent downtime

On Cyber Monday, Amazon sold 36.8 million items worldwide. Minutes of downtime could have cost the company a big chunk of change. Same goes for your site. If it isn’t loading fast enough, you can lose customers before they even get a glimpse of your content and products. In fact, 57% of visitors abandon a website if it takes more than three seconds to load. It’s important that your website is resilient and scales to meet demand, since 24% of people cite downtime as the reason they abandoned their shopping carts.

Improving your site’s scalability will prevent slow load-times and downtime, ultimately keeping more customers on your website and driving more purchases. Make sure to build your website on an elastic cloud platform that maintains your content and application quality, even when major traffic surges hit. And make sure to frequently test out your page speed on Google.

Potential opportunity: 24% increase in sales

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