augmented reality, artificial intelligence, and business intelligence
DESCRIPTION
This is a group of 10 presentations for an MBA Marketing Class.TRANSCRIPT
Page 1
Augmented Reality, Artificial
Intelligence, and
Business Intelligence
Page 2
Augmented Reality
Patrick SullivanMarcela Munoz
Kristina RepcinovaKatie Brandenburg
John Estabrook
Page 3
What is Augmented Reality?
• Augmented Reality is part of a continuum of technologies that falls somewhere between reality and virtual reality
• AR technology is used to overlay real images with data or digital images to increase impact, to increase usability, or to enhance understanding
Page 4
Virtual RealityAll digital
Augmented Reality Has a real component
Examples
Page 5
AR as Novelty
• GE uses augmented reality as a novelty item to display alternative energy systems. This shows the product in a setting, but does it add value?
http://ge.ecomagination.com/smartgrid/?c_id=googaugreal&gclid=CP77tLzD_JwCFQ0aawod7QlybA#/augmented_reality
Page 6
AR for Online Sales
• One of the drawbacks to online sales is the inability of the consumer to hold and inspect the product
• BestBuy uses AR to give pseudo-touchability in the online sales process
http://www.youtube.com/watch?v=hq_xVsaUqhc&feature=PlayList&p=02B49CFD48EC61CB&playnext=1&playnext_from=PL&index=11
Page 7
AR in Print Media
• Anything that can be printed can have an augmented reality component
• This will add a new dimension to books, magazines, and product packaging http://www.youtube.
com/watch?v=vB4F8z5miTY&feature=related
Page 8
Cross-Marketing
• AR can be used to cross-sell products in a multi-media presentation that helps to drive sales
http://www.youtube.com/watch?v=mfSLcvt7nSY
Page 9
Escape from Novelty
• Will AR escape from the perception of being a novelty in advertising?
• To do this, AR must add value to products, to processes, and to experiences
Thank you
Page 10
Augmented Reality: Applications and Trends
by Marcela Cuello
Page 11
“Augmented Reality, will blur the line between what's real and what's computer-generated.
This will be possible by enhancing what we see, hear, feel and smell”.
Augmented Reality
Page 12
Applications and TrendsEducation• AR will change the “traditional” way of
education and learning
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Applications and Trends Gaming• Virtual gaming• AR under the water
Page 14
Augmented Reality By Hitlabhttp://www.youtube.com/watch?v=ZKw_Mp5YkaE
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Other AR Applications
Health Industry• As a tool for diagnosis improvements• TrainingMaintenance and Construction Automobile
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BMW’S VIDEOHTTP://WWW.YOUTUBE.COM/WATCH?V=P9KPJLA5YDS
Page 17
Other AR Applications
Customer Design• Purchasing decision• Additional value to the online sale• Personal environment enrichment
Thank you
Page 18
B to C Advertising of AR+
Four P’s
Kristina Repcinova
Page 19
Product
• How does it work?• Where do I begin?• What should I do?
• Benefits of AR
Page 20
Place for Consumers
• At home– Books & magazines– Games
• In mobile devices
Page 21
Promotion
• Online– Youtube– Online campaigns
• Offline– Self promotion by other
companies– Shows– Magazines
Page 22
Events/ Exhibitions
• Road shows• Exhibitions• Press conference• Live stage presentation• Booth presentation
Page 23
Marketing Possibilities
– Interactive brochures – Interactive packaging – Interactive kiosks– Magic Mirror– Events
Page 24
Digital Marketing
• Enhance product visibility• Help connect customers to brands
• Interactive kiosks
Page 25
Price
• Software is FREE• Expense is hiring people • Depends on customer creativity
• Cell phone requirements• Software requirements• Computer requirements
Page 26
World Leaders in Distributing AR
• Independent Augmented Reality solutions– 3D measurement software– 3D modeling software– Augmented reality visualization software
Page 27
Customers
Page 28
Example of a Simple AR Ad
• http://www.youtube.com/watch?v=dBser6_gToA&feature=related
Page 29
ETHICS
Katie Brandenburg
Page 30
Definitions
Webster’s Dictionary
Information“the communication or reception of
knowledge or intelligence”
Page 31
Definitions
Webster’s Dictionary
Ethics“the principles of conduct governing an individual or group (professional)"
Page 32
Terms
Puffery“exaggerated commendation esp. for promotional purposes”
Buzz“a: RUMOR, GOSSIP b: to be filled
with a confused murmur (the room ~ed with excitement”
Page 33
Really?Blogs and YouTube
Page 34
Current Debates
. The Ethics of advertising to young children.
. The balance between the rights of an industry to promote its
products & ideas and the role of Government in protecting the
health of its citizens (particularly vulnerable groups).
Targeting Kids
Page 35
. The Ethics of advertising to young
children.
Targeting Kids
Page 36
Power Rangers
Page 37
Video Games
Page 38
AR Gaming
Page 39
. The balance between the rights of an industry to promote its products & ideas and the role of Government in protecting the health of its citizens (particularly vulnerable groups).
Targeting Kids
Page 40
Tobacco Timeline on Ask Jeeves
Regulation
Page 41
Children’s Television Act
Thank you
Page 42
Future of ARJohn Estabrook
Page 43
Speed Dating with AR
Page 44
Hype Cycle for Emerging Tech
Page 45
Google Trends: AR
Page 46
Nokia’s Point & Find
•Point camera at real world objects and plant virtual information tags.
•Users can view each other’s tags on the phone screen – crowdsourcing an augmented reality.
•“This year we’re feeling a real urgency to work on augmented reality because the hardware is finally catching up to our needs.” Rebecca Allen, director of Nokia’s research center in Hollywood.
Page 47
LED Contact Lens
•Scientists at the University of Washington have been developing a contact lens containing one built-in LED.
•Eventually, more advanced versions of the lens could be used to provide a wealth of information, such as virtual captions scrolling beneath every person or object you see.
Page 48
5 Barriers to a Web That’s Everywhere
1. Spam and Security
2. Social and Real-Time vs. Solitary and Cached
3. The User Experience
4. Interoperability
5. OpennessThank you
Page 49
Page 50
Artificial Intelligence and Business Intelligence
Val StellaMatt Atkins
Gloria SanchezRob Timmins
Bob Mannherz
Page 51
What is
Artificial
Intelligence?
Val Stella
Page 52
What Artificial Intelligence Is Not
Artificial intelligence tends to be associated with artifacts like
the Hal 9000 which are the product of Hollywood rather than the kind of
thing that actually happens in the
research labs of the world today
Page 53
The Association for the Advancement of Artificial Intelligence
The scientific understanding of the mechanisms underlying thought and intelligent behavior and their embodiment in machines.
Definition of Artificial Intelligence
Page 54
Ray Kurzweil
The ability to perform a task that is normally performed by natural intelligence, particularly human natural intelligence
Definition of Artificial Intelligence
Page 55
Wikipedia
The study of man-made computational devices and systems which can be made to act in a manner which we would be inclined to call intelligent.
Definition of Artificial Intelligence
Page 56
Alan Turing 1912 - 1954
Worked on breaking the German Enigma codes during WWII
Turing’s theory of computation suggested 0’s and 1’s
He foresaw AI, and proposed the Turing Test. Expected to be passed by computers by 2029
So far, no computer has fooled the judges by passing as a human
Page 57
What does AI do?
Narrow AI, Strong AIUsed for logistics, data
mining, medical diagnosis, communications, computer-assisted design systems, cruise control, servers, personalized ads
AI flies and lands airplanes, guides intelligent weapons systems, trades on the stock market
Page 58
Major Players & Costs
Washington DC’s revolving doors
Intelligent Systems Technology Inc. (ISTI), Russian physicist
DARPA (Defense Advanced Research Projects Agency)
Page 59
DARPA Project
Lightweight robotic bugs could be carried by soldiers and used to investigate the terrain ahead, detecting enemy troops, minefields and other hazards."
Page 60
DARPA Contracts
Lockheed Martin has DARPA contract for $22 million for automating air traffic control
Now testing Cormorant, a stealthy autonomous spy jet that starts and ends its mission 150 feet under water.
Page 61
DARPA Contracts
$23.7 million to IBM for Watson (picture)$50 million to BBN for machine reading program$22 million to Stanford Research Institute (SRI)
Page 62
DARPA
DARPA’s Revolutionary
Prosthetics program
Page 63
Ethical Concerns
Need for cautionUS Army harrowing
situation earlier this year
Ethical & legal guidelines
Page 64
Artificial Intelligence
And now to my colleague Gloria
and the SingularityGloria Sanchez
Page 65
Where is AI Heading?
• It is the technological creation of smarter-than-human intelligence– We will get to a point where technical
progress will be so fast that unenhanced human intelligence will be unable to follow it.
Singularity
Page 66
Artificial Intelligence
Emulating the human brain
Computer Science Method (use of cogno-science and computer science)
By 2050
By2020-2030
Page 67
Narrow AI
• Medical Industry
• NASA
• Toys and Games (
Second Life)
• Military
• Financial Institutions
• Car Industry
• Phone Industry
Page 68
Strong AI
ASIMO
-Learns as he tries new tricks, travels the world, etc.-It has recognition technology-It can run (up to 6 km/hr)-It has network integrationAdvanced Step in
Innovative MObility
Page 69
Business Intelligence (BI)
Overview of the Discipline & Current Marketplace
Presented by Matt Atkins
Page 70
Define BI Today?
“refers to a variety of software applications that analyze an organizations raw data and help extract relevant and useful insights”
2009 ProQuest LLC, “The Brain Behind The Big Bad Burger And Other Tales Of Business Intelligence”
“skills, technologies, applications and practices used to help a business acquire a better understanding of its commercial context. BI technologies provide historical, current, and predictive views of business operations”
Wikipedia
Page 71
The BI Discipline
• Consists of many related activities that include statistics, text and data mining, analytical processing, querying, predictive analysis and forecast reporting
• Statistics, • Analysis & • Querying
• Reporting & • Informed Decision
• Making
• Text & Data• Mining
• Data Integration • & Dashboards
Page 72
http://www.youtube.com/watch?v=bobZIke_CM0
BI Desktop Widget
Page 73
BI Marketplace
• Marketplace has grown significantly in recent years!
• Two clear segments – “Big Hitters”
• Companies that sell proprietary enterprise wide software solutions
– “Up & Comers”• Defined by companies using open
source solutions
Page 74
Big Hitters• Comprised of large database and software
companies using proprietary platforms– IBM, Oracle, Microsoft, SAP, HP……– Clients are large corporate customers
which can shell out large dollars for enterprise wide solutions
– Their current marketing efforts work to sell “comprehensive easy to use BI software solutions that integrate the power of analytics and data integration to share insights that power better business decisions”
– Investment costs are driven “per-user”
Page 75
Up & Comers
• Companies building their enterprise solutions upon open source applications
• According to Acutate survey taken to assess corporate acceptance of open source BI software, 31% expected to be using it soon
• Their approach to market – avoid “lock in”
Page 76
Up & Comers• By their very nature, open source projects
are fundamentally community-oriented • They depend on the support of a
community of developers through culture and necessity, have no interest in establishing little empires of dependency
• They are based on open rather than proprietary standards. – If you want to mix and match parts of your BI
setup with some of your existing software packages or with some in-house development, you are likely to find it much easier to do by committing to open source rather than proprietary BI software.
Page 77
Up & Comers to Watch
• Pentaho • Jaspersoft• How do they make money???
– Charge for specialized add-on modules to the core product which is distributed for free
– Sell support for the product and “higher end editions”
Page 78
Where are we heading?
• Open Source cloud-computing based applications
• Seems we’re at a similar point as the transition from Web 2.0 to 3.0
• Growing recognition of Software as a Service
• Pay-as-you-go
Page 79
Open Source Cloud BI
http://www.youtube.com/watch?v=aYDZdvCpWfY
Page 80
Rob Mannherz
AI-BI Sales Intelligence
Page 81
Definitions
Customer Relationship Management (CRM): using available information sources to effectively manage customer relations throughout the sales process.
Data Mining: “deriving high-quality information from text” (Wikipedia under text-mining)
Page 82
Sales Intelligence
SI solutions provide unique insight into customer buying patterns for high volume, low profit sales.
By automatically analyzing and evaluating these patterns, SI pro-actively identifies and delivers up-sell, cross-sell and switch-sell opportunities.
Most good SI products will inform you of potential customer drift issues.
Page 83
Decision-Making Search Engine
http://www.youtube.com/watch?v=0wYrxHrsoXs&feature=player_embedded
Bing is a search engine that finds and organizes the answers you need, so you can make faster, more informed decisions.
Page 84
Targeted Advertising
http://www.amazon.com/
www.google.com
Page 85
Searching in Marketing
Well-placed marketing has become difficult to
penetrate.
eg. Villanova U online
Page 86
How will we use “Business Intelligence?”
Branding and Marketing Strategies
Delivery and Distribution
Customer Service and a Unified Voice
Voice Of Customer
Page 87
Salesforce
http://mashable.com/2009/09/08/service-cloud-2/
Mashable Salesforce for Twitter
Salesforce for GoogleApps
http://www.youtube.com/watch?v=E-o0QmS5TzM
Cloud computing for CRM
www.salesforce.com
Page 88
2006 CRM InstallationsVendor Percent of implementations
Siebel (Oracle) 41%SAP 8%Epiphany (Infor) 3%Oracle 3%PeopleSoft (Oracle) 2%salesforce.com 2%Amdocs 1%Chordiant 1%Microsoft 1%Metus Technology 1%SAS 1%Others 15%None 22%
The above table lists the top software vendors for CRM projects completed in 2006 using external consultants and system integrators, according to a 2007 Gartner study. (from Wikipedia, Customer Relationship Management.)
Page 89
Social Media in MarketingBeginning in 2007, the rapid growth in social media and social networking forced CRM product companies to integrate "social" features into their traditional CRM systems.
Some of the first features added are social network monitoring feeds (i.e. Twitter timeline), typically built into the system dashboard. Other emerging capabilities include messaging, sentiment analysis, and other analytics.
Many industry experts contend that Social CRM is the way of the future, but there are still many skeptics. Top CRM minds agree that online social communities and conversations carry heavy consequences for companies. They must be monitored for real-time marketplace feedback and trends.
Page 90
Brand as a Conversation
According to Lloyd Salmons, first chairman of the Internet Advertising Bureau social media council "Social media isn't just about big networks like Facebook and MySpace, it's about brands having conversations."[1]. (Wikipedia “social media marketing”)
Your brand is a conversation. Make it a good one. A brand is a conversation between a company and its customer tribes. That’s a simple idea, yes, but it’s also one that’s very difficult to deliver on. (Advertising for Peanuts)
Page 91
Brand as a Conversation
And just what do we mean by a “conversation”?
First a trip in the way-back machine: For a very long time, businesses focused on products and sales. And they thrived. Their marketing flowed in one direction, from company to consumer: selling, advertising, and generally imposing their brands on a hungry audience of consumers. A one-way conversation.
Then: Change. Markets became crowded with competitive choices, and interruptive advertising became pervasive. Businesses no longer thrived. The marketing techniques that grew out of their sales-and-product focus stopped working. Today, the volume of product choice is enormous, and the media is saturated.
Page 92
A brand story stays out of the way unless people seek it out.
All brands, big and small, tell a story.
A brand story that is present in places where people are looking for it is well received.
A brand story gets customer tribes talking, both about the company and to the company.
A brand conversation has integrity.
A brand conversation takes place anywhere the company touches its customer tribe, so is therefore about much more than the marketing media, but also the product offering, customer service, consistency and integrity.
Brand as a Conversation
Page 93
Zappos - a conversationWhat do the numbers say about Tony's Twitter activity over the past 30 days?
Despite having 43,000 followers, Tony has relatively little activity on Twitter.He sent only 4 tweets a day on average despite receiving 50 tweets a dayOnly 30% of his tweets were @replies (relatively low conversation quotient)41% of his onbound tweets contain links, aimed at driving people to his blog where he promotes the people, products and culture of ZapposUPDATE: Tony responded to me after reading this blog post and revealed an added dimension that is a very important piece of the puzzle: Private conversation vs. Public conversation.
Here's his response: "Thanks for the great writeup. One thing I wanted to point out is that most of activity through Twitter is actually through DM's (direct messages), so they won't show up on my Twitter timeline. For the month of January, I sent out about 2000 DM's I send DM's instead of @ replies so that it doesn't clutter up the timeline when you go to http://twitter.com/zappos
It would be great if the conversation quotient took DM's into account (if someone sends me an @ message, I reply via DM which I would still count as a conversation), but Twitter doesn't make that information public."rmation
http://twitter.com/zappos
twitter.zappos.com
Page 94
Collaboration
To Do Lists
http://www.toodledo.com
http://www.google/com
Calendar Sync
Page 95
Project Management Online
Page 96
Travel旅行
http://ekitan.com
www.kayak.com
www.orbitz.com
Page 97
Alternative Marketing Venues
http://www.rakuten.co.jp/
http://www.craigslist.org/about/sites
craigslist
Page 98
BI in CRM
Customer Relations Management
Rob Timmins
Page 99
BI CRM Objectives
• Measure and Manage customer lifetime value
• Key to sustain competitive marketplace value
• Need robust/integrated technology• Employees to manage customer
relations• Integrate these values to create a
quantifiable equation and understand components that drive CRM
Page 100
BI CRM Implications
• Old way: Manual searches and data entry• Finding documents only by words occurring in
the documents• New way: Search web based on meanings and
context rather than specific words• Semantic web• Large data sets facilitate social network
analysis or counter intel• Stepping stone to communication machine to
machine, symbiosis, then singularity
http://www.youtube.com/watch?v=34ag4nkSh7Q
Page 101
Key to Customer Spending
• Measure lifecycle of long life customers• Improve relationship marketing decision
making• Focus on new customer’s increasing
/decreasing future spending from initial purchase info
• Probability and statistic pattern learning algorithms
• AI/BI interface to maximize data collected
Page 102
Customer Lifecycle
• AI allows for much more accurate BI in identifying the lifecycle of long life customers
Page 103
AI/BI vs. Customer Lifetime Value
• Company looks to balance sheets• Often ignore soft assets (customers)• Most valuable asset• Company’s culture vs. customer
relations• Most customers are poorly managed• Key to acquiring and cultivating long
term highly profitable customer relationships is:
Page 104
Understanding This Relationship
• Quantifies and predicts profitability for customer segments, business units, products and services
• Develop actionable programs to maximize profitability
Page 105
Value of Customer Asset
• Value of individual transactions• Frequency/recency of purchases• Cost of service• Need to generate rich database of
customer needs and behavior• Invest in BI SaaS, OSS, TWDI, cloud
computing, text/data mining etc..
Page 106
Cost of a Customer
• Hardest most expensive sale is first one
• Initial cost of customer and profit generated vs. long term potential
Page 107
Transaction Value
• Historical customer behavior: most important information
• Understanding how the customer interacts with channels and consumes goods and services TODAY is key to FUTURE activity
Page 108
3 Key Variables
• Frequency and recency• Transaction size• Customer churn rate (loss/attrition
is greatest cost to companies)– Lost revenue – Difficult to reacquire
Page 109
Evolving Habits
• Customers mature and buying habits change
• Increase in value if measured and managed appropriately
• Tremendous cross-selling and up-selling potential
• Can reduce churn rate by increasing customer satisfaction
Page 110
Aligning Operations
• Build customer centric operations• Maximize customer lifetime value• Erode profits with poor distributions
or product development w/o customer in mind
• Data mining would provide info to do this right
Page 111
3 Elements of Success
• Integrate channel systems• Marketing and incentive programs• Product design strategies
Page 112
Integrating Channels
• Balance customer preferences with costs of service
• Coordinate multiple channels in the customer interaction process
• Roll of each channel to be clearly defined and measured and managed
• Value of each subsequent customer interaction will increase to both parties
Page 113
Multi-channel Strategy Works!
• JC Penney proved it. • 1999 internet shoppers spent $121/yr• Retail only $194/yr• Catalog only $242/yr• Integrated with all three, over $1000/yr
Page 114
JC Penny results
• By integrating channel operations to share customer information with all departments, store and catalog profits soared 83% in the third quarter 2003 year over year
• Integration has been key to JC Penney’s continued success
Page 115
Customer incentive programs
• DRIVES REVENUE• Invest heavily in marketing efforts (incentives,
branding, discounts)• Can be a significant profit drain• When armed with in depth, reliable BI on
revenue per customer, judicious, targeted use can increase profit per customer
• Create tiered customer investment programs to match current and potential return generated by the customer
Page 116
Product Design Strategies
• Meet needs of customers• Distribution channel system• Dell computer customization• UPS/Dell repair facility at SDF• Levi Strauss individual design • Engenders customer loyalty
Page 117
Role of Technology
• Key factor to measure/manage lifetime value
• Captures and stores customer interactions across all company touch-points
• Establishes more insightful customer segmentation schemes
• Facilitates a more effective dialogue and experience for each relationship
Page 118
CRM Technology
• Facilitates gathering and analysis for profiling and planning (AI/BI interface)
• 1) Resources that interact with customers gather important customer transaction, preference and profile data through data capture fields and processes
• 2) Analytical engines use pattern learning algorithms, probability, and statistics formulas (AI) to segment, identify, and analyze trends, customer behavior, and preferences
http://www.youtube.com/watch?v=dp-D7aHzr6Q
Page 119
CRM Solution
• Each channel has a defined roll • All channels are seamlessly
integrated• Can measure and manage all
channel resources based on fact-based real time reporting
Page 120
Customer Management
• Extract true value from customer• Must build process and culture to
continuously monitor and manage this critical success factor
• FedEx’s focus
Page 121
Conclusion: CRM BI
• Measure and Manage customer lifetime value• Key to sustain competitive marketplace value• Need robust/integrated technology• Employees to manage customer relations• Senior management buy in essential• Process solutions to enable in depth, rapid
customer data gathering and analysis• Exploit operational competencies to manage
and grow customer value (historical, anticipated and network value)
• Integrate these values to create a quantifiable equation and understand components that drive CRM
Page 122
Questions?