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190-831 - Developing Web Sites using IBM Workplace Web Content Management 2.5 - Dump Information

Vendor : Lotus
Exam Code : 190-831
Exam Name : Developing Web Sites using IBM Workplace Web Content Management 2.5
Questions and Answers : 84 Q & A
Updated On : November 16, 2018
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190-831 Questions and Answers

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190-831 Developing Web Sites using IBM Workplace Web Content Management 2.5

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190-831 exam Dumps Source : Developing Web Sites using IBM Workplace Web Content Management 2.5

Test Code : 190-831
Test Name : Developing Web Sites using IBM Workplace Web Content Management 2.5
Vendor Name : Lotus
Q&A : 84 Real Questions

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Lotus Lotus Developing Web Sites

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Lotus designer's very own collection donated to museum | killexams.com Real Questions and Pass4sure dumps

The own collection of Lotus fashion designer Ron Hickman, together with normal drawings and documents, has been donated to the country wide Motor Museum believe at Beaulieu.

Over a hundred sketches and conception drawings, as well as reference photos and files make up nearly all of the assortment, and had been donated through Hickman’s widow Helen, with Ron having died seven years ago aged seventy eight.

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Hickman changed into at the back of several of Lotus’s activities cars, together with the Elite in 1957, the Elan in 1962 and then the Europa and Elan 2+2, and invented the progressive Black & Decker Workmate folding workbench. His presence has been felt throughout the whole of engineering.

He become born in South Africa in 1932, and expert in legislations earlier than moving to England in 1954 to work at Ford’s Dagenham design studio. a gathering with Lotus founder Colin Chapman not lengthy after caused a change to the activities vehicle and components 1 brand, the place he became a core member of its design group.

items from his spell at Lotus – the marque he's most synonymous with – fill many of the collection, together with from his spell because the business's director. The drawings protected are basically from Hickman’s own hand, and with a heavier bias in opposition t originals rather than copies, as this changed into all earlier than the days of computer design.

As many as 60 field files of files comprise correspondence relating to his autobiography, as well as an entire mission displaying his proposed redecorate of the Caterham Seven.

‘We extend grateful because of Mrs Hickman for this beneficiant and significant donation,’ talked about Andrea Bishop, the countrywide Motor Museum believe’s director of collections. ‘Ron Hickman’s huge contribution to car design adds a fascinating insight into the construction of Lotus cars to our motoring archive. we are looking forward to exploring this large assortment and sharing a few of its content material on our web page next yr.”

The country wide Motor Museum have confidence has a major assortment, including over 250 cars, and has acquired approval as an authorized museum and from Arts Council England.


Migrating from Lotus Domino to contemporary internet options | killexams.com Real Questions and Pass4sure dumps

IBM Lotus Domino is a product born in late 80s which gives commercial enterprise options for electronic mail, collaboration tools and an utility platform. It can be used as a electronic mail Server or as an utility Server to run Lotus Notes purposes based on databases in NSF format.

Over the ultimate few decades, many groups adopted this platform and through it they developed a fine deal of purposes in response to its doc database.

From the aspect of view of the utility development, Lotus Domino has developed over the years, trying to adapt to new applied sciences and developments, including the ability to supply a web interface or the means to scale reasonably neatly with large volumes of records.

for this reason, it cannot be denied the skill of Domino to deliver up-to-date features, akin to a web front-conclusion or excessive scalability or a fairly flexible consumer interface.

youngsters, the business market for quite some time has been orienting in opposition t different options: an structure just like the one in every of Domino, based on distributed databases, appears now not to fit the actual wants of most of the groups; moreover, from the point of view of the WWW, internet servers like Apache net Server or Microsoft IIS nearly cowl the complete internet market and in the back of them there are other development structures, similar to Java, Microsoft or Hypertext Preprocessor, simply to mention probably the most generic ones. These systems make it greater satisfactory and particular the manage of a developer about the web web page content material, as an example in the course of the introduction of contemporary technologies akin to Ajax or iframe or dynamic javascript.

additionally, lots of the up to date internet purposes work with relational databases, as opposed to doc databases like the ones of Lotus Notes apps. probably the most advantages of the ralational mannequin is the opportunity to create advanced enquiries, producing information outcomes coming from a big variety of tables, because of the expressivity and strength of the SQL language and because of this the functions developed in that way can reach a big level of complexity.

at the moment, an organization has the need of multi-channel solutions as smartly: now not best internet however also cellular: one more reason to focal point on options greater opened towards distinctive media and devices.

at last, license fees worried with the Lotus Domino Server are not precisely low cost and handy, specifically when in comparison with the prices of choice structures which are available for free of charge or with a big decrease fee, just like the aggregate of Linux o.s., Apache net Server, Apache Tomcat and the Java/JEE Platform.

What simply outlined are among the main the reason why a firm should still movement away from Domino and adopt choice solutions. From the enterprise viewpoint, that capability discovering choice components operating and protecting a number of facets: a mail server, a collaborative suite and a development platform to run custom net purposes.

involving the first two systems, it's somewhat effortless to find incredible solutions available in the market, for example those supplied with the aid of Google Apps for company or Microsoft office 365.

Migrating a huge degree of custom purposes developed using Lotus Notes represents the actual challenge in the mean time for a corporation, seeing that it has brilliant expenses concerned with the ri-engineering and redevelopment of those functions with a further platform.

A deep perception of what it ability to migrate Lotus Notes functions is fundamental; independently of the applied sciences chosen with a view to migrate, it's feasible to identify a series of steps required for that migration:

  • information structure extraction, starting from the doc databases in NSF format

  • statistics extraction, starting from the document databases in NSF format, together with security settings about users and groups granted to read and write single documents, which is a powerful function of Lotus Domino files

  • file extraction, ranging from the doc databases in NSF structure, which may comprise attachments and RTF files and embedded files

  • design of the closing relational database constitution; this pastime should be carried out devoid of deliberating the customary structure of the information in Domino: during this manner, the re-design can take advantage of the relational database model and optionally different sources of statistics available inside the company and now might be extra handy to connect with, such as LDAP servers or different information systems/Databases

  • information/records conversion and loading, from the extracted structure to the ultimate model; usually this step can also be accomplishsed via a data Integration tool

  • design and development of the customized purposes, according to the new information model and the new chosen construction platform

  • Schermata 2014-07-10 alle 22.19.53.png

    When searching at the steps stated above, it is obvious that some of these actions are exceedingly easy to method using methodologies established interior a software house or the IT branch of an organization: evaluation and design, the adoption of a knowledge integration tool and relational databases.

    Two critical degrees are nevertheless to organize and require a careful assessment:

  • the extraction of metadata, information and information from Domino, preferably by using potential of a an automatic extraction tool in a position to cut the fees concerned with the database migration project

  • The latter is definetively essentially the most critical problem, considering it's the most costly, assuming a huge number of purposes to rewrite.

    A feasible building platform to adopt so as to finished the migration is 4WS.Platform .

    This answer offers an embedded tool for metadata/records/data extraction from Domino Server, in addition to a fast software building layer which can be used each for net utility development and cellular app construction.

    in addition, this product may also be deployed within the cloud if required, and might also be linked with a number of exterior services: email Server, collaboration suites (Google Apps), the ECM Alfresco (in case a company desires to keep files in an external content management equipment), an LDAP Server (in case of a centralized authentication system for users/organizations), Activiti BPM (when complex workflow techniques are required).

    Schermata 2014-07-09 alle 08.28.12.png

    4WS.Platform is in keeping with Java and Javascript, because the different open supply items it's linked to (Alfresco, Activiti, Jasper document, Sencha ExtJS, and so on.); this structure dramatically reduces the license expenses involved with the adoption of a new building platform, which turned into probably the most complaining concerns of the IBM Domino platform.

    The core part of 4WS.Platform is the one which makes it possible for to promptly build new functions, because of a sequence of reverse engineering tools in a position to fetch the database structure as neatly as the doc class structure in Alfresco. ranging from the representation when it comes to objects and family members retrieved through these tools, the business good judgment layer and the person interface can be created by way of means of a collection of wizards that may also be used to visually configure these components of the software. in the conclusion, they enable to dramatically cut back the development time and the time to market required to supply a new version of the Lotus Notes functions.

    some of the perks of 4WS.Platform is the pliability of its programming model: many of the applications to boost can also be created visually, with out the should write code; youngsters, it is at all times possible to embed inside the application some items of code written in Java or Javascript or SQL to create advert hoc constituents with a more average method: this function of 4WS.Platform ensures that any application can at all times be prolonged with advanced parts when vital and never restrained to what created with the visible tools only.

    The effect of the graphical configuration with 4WS.Platform is a collection of metadata representing every part of the configured utility. This set of metadata can then be interpreted in a few environments:

  • via an internet interpreter, embedded in the 4WS.Platform Server, which is capable of dinamically produce the net application and purchasable through a latest technology internet browser (IE eight or above, Mozilla, Chome, Safari)

  • through a cellular interpreter for Apple iOS, which is a native cellular app put in into the iPad or iPhone device and synchronized with the 4WS.Platform Server

  • through a cell interpreter for Android, which is a local cell app put in into an Android pill or smartphone and synchronized with the 4WS.Platform Server.

  • To sum up, when an organization wishes migrate Lotus Notes applications and reduce the prices involved with this ri-engineering process, 4WS.Platform can signify a superior answer, able to extract and move each data from Domino and swiftly boost web and cellular applications with reduced charges, the usage of updated applied sciences.


    190-831 Developing Web Sites using IBM Workplace Web Content Management 2.5

    Study Guide Prepared by Killexams.com Lotus Dumps Experts


    Killexams.com 190-831 Dumps and Real Questions

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    190-831 exam Dumps Source : Developing Web Sites using IBM Workplace Web Content Management 2.5

    Test Code : 190-831
    Test Name : Developing Web Sites using IBM Workplace Web Content Management 2.5
    Vendor Name : Lotus
    Q&A : 84 Real Questions

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    Knowledge and Content Management: A Foundation for Business Success | killexams.com real questions and Pass4sure dumps

    By Samuel Greengard

    If content is king, then most organizations eventually come to recognize that they are servants to information and knowledge. Despite sophisticated servers and storage devices crammed with terabytes of data, relatively few companies are adept at harnessing the content and knowledge tucked away in all corners of the enterprise.

     “There is a tremendous amount of valuable information that is never put to use,” observes Stephen Powers, vice president, research director at Forrester Research.

    The situation isn’t getting any easier. Today, organizations find themselves buried in unstructured data—including audio and video files, meeting notes and e-mail messages. And as the use of mobile tools and social networking spreads, there’s a growing need to capture, manage and share content and knowledge in new ways.

    “Businesses are looking to unlock the full value of their content,” says Erik Larson, a senior executive in Accenture’s Process and Information Management Practice. “Unfortunately, many organizations lack the systems to do so.”

    Achieving success is not east. There’s no single tool or software package that can capture, store and manage all the content and knowledge that resides in computers and people. There’s also no single way to share information and content among employees and with customers and business partners.

    Best-practice organizations understand that an effective strategy requires cross-functional planning and expertise, the right information technology, and an eye on processes and workflows.

    The idea of capturing and sharing expertise is nothing new. To a certain extent, businesses have always looked for ways to manage content and knowledge more effectively. But the advent of computers—and particularly the Internet—has changed things in a significant way. Beginning in the late 1990s, organizations began looking for ways to share everything from existing files and snippets of information to insights and experiences.

    Knowledge management (KM) and enterprise content management (ECM) aim to provide content, expertise and knowledge where and when they’re needed. Forrester’s Powers defines KM as the governance model and ECM as the system that supports an initiative.

    ECM can take many forms, including collaboration tools, Web- or server-based file- and document-sharing technology, social media systems and more. “It makes sense from both a strategic and cost point of view to reuse the best content and share knowledge,” Accenture’s Larson says.

    Electrolux Believes in Sharing

    One company that has fully embraced the concept is Electrolux, the world’s second-largest manufacturer of appliances. The company—based in Stockholm and with 50,000 employees spread across 60 countries—has turned to KM to share key content across half a dozen business units, including its Frigidaire and Eureka brands. “We realize that we can work smarter together than apart,” says Ralf Larsson, director of online employee engagement and development.

    In 2009, Electrolux identified a need to move away from what Larsson describes as a “traditional, corporate-driven” approach to sharing content and knowledge. It turned to Microsoft SharePoint as well as IBM’s Connections, Lotus Notes and Sametime software, so that employees could access content and collaborate on the fly through an intranet, online communities and microblogs. More than 100 portals now exist, including 1,100 collaboration spaces with upward of 8,500 members.

    The system offers a platform for knowledge sharing and collaborative problem solving. For example, last year, when the organization created a mobile-based social Internet capability that didn’t function as intended, IT professionals in Germany, Italy and the United Kingdom began working on a fix. “Within two hours, the problem was resolved,” Larsson says. “In the past, we would have had dozens of phone calls and struggled for hours to address the problem.”

    Electrolux also uses the platform for onboarding new hires. Employees use the system to learn about job functions and the company by accessing an array of content. In the past, updating content was complex and somewhat unwieldy. Today, authorized human resources managers and others can share insights, collaborate and rewrite content on the fly.

    In addition, community members—typically top managers—can respond to questions posted by the company’s CEO or another high-ranking executive. This serves as a way to spark new ideas and innovation. Says Larsson: “We’re seeing open dialogue and knowledge sharing in areas as diverse as R&D and customer service.”

    Instrument of Change

    Three primary areas of KM and ECM exist, Forrester’s Powers says. These encompass internal content, transactional content and so-called “persuasive” content that targets the outside world. The last one represents a significant opportunity that many organizations do not fully exploit.

    “Outward facing initiatives—including Websites, mobile and social initiatives—are very different from traditional document management systems,” he says. “You can dictate formats and devices internally, but you have little control over customers.”

    One company attempting to ratchet up externally facing KM and ECM initiatives is National Instruments (NI), a leading manufacturer of testing equipment used by engineers, scientists and other technical specialists. The Austin, Texas, company, with annual revenues exceeding $1 billion and more than 6,000 employees, sells a software programming platform, LabVIEW, that uses a graphical system design and virtual instrumentation to automate testing processes for equipment.

    “Our success is based on the ability of our customers to become proficient with our tools,” says John Pasquarette, vice president of e-business. “The community of users takes the platform to places we hadn’t envisioned. In many instances, they know how to use it better than we do.”

    As a result, NI turned to the Jive Engage Platform to enable socially focused knowledge and content sharing both internally and externally. “The community approach, including discussions about how to get the most out of LabVIEW and solve various issues, “drives better solutions and ultimately sells our products,” he says.

    For instance, a customer with a problem can post a question and receive input from users all over the world. “Historically, we had a traditional approach of feeding content into the Website,” Pasquarette says. “Tech support engineers, R&D specialists and product marketing managers created content to support LabVIEW—including [sample] programs and white papers.

    “These new collaborative technologies are shifting the publishing role toward the customer. Participants like to share their expertise, and they have a great deal of credibility with their peers. It’s a winning situation for everyone involved.”

    The content is also plugged into a knowledge base that’s used by customers. The result? NI has reduced phone support and call center costs and improved its support metrics. Says Pasquarette: “Customers that are active on these sites display higher loyalty rates, they buy more products and they make more recommendations to peers.”

    Knowledge Rules!

    Not surprisingly, the challenges of building effective KM and ECM tools multiply as organizations confront a growing tangle of systems and formats containing document files, spreadsheets, Web content, social media feeds, databases and more. The ability to understand governance issues and business context—and map out a strategy—is paramount.

    “There’s no single software package that can address the full spectrum of ECM needs,” Powers notes. “An enterprise may require a portal, a document management system, a digital asset management system and numerous other components.”

    It’s also important to recognize that a KM or ECM system is only as good as the search results it generates. In some cases, the use of tags can help manage the crush of content, although these tools present problems at the enterprise level because people label things differently.

    Accenture’s Larson suggests tweaking and fine-tuning search capabilities by examining how users search and access content. “You can change the hypothesis a bit to gain insight into what works best.” In addition, the best systems take into account a person’s job category or role when delivering results. 

    In the end, the growing complexity of managing enterprise content is both an opportunity and a challenge. Organizations that harness the full power of KM and ECM are able to work faster, smarter and better. They’re able to connect to content and distribute it in new and innovative ways.

    Says Larson: “Organizations must view information management in a broad way and understand the full value of what knowledge management and enterprise content management provide.”

     

    Samuel Greengard is a freelance writer for Baseline.


    Five Customer Experience Milestones on Your Journey to Digital Transformation | killexams.com real questions and Pass4sure dumps

    Last year my wife and I decided to buy a condo in Coronado (near San Diego). Since we were new to the area, we spent six months learning about the real estate market, with a big help from online services Zillow, Trulia, and Redfin. Each provided the basics, but over time I gravitated to Redfin despite a less attractive user experience.

    Why? Because Redfin’s site and services provided better support to our complete buying process. More than just a digital marketing island, Redfin convinced me it was really was different. Agents are paid on customer satisfaction, not commission, and their ratings are posted for all to see. Collaborative technology is used to keep all the parties in synch on key deadlines.

    Oh, and real kicker is this: As a buyer I would get a rebate! Now, this really got my attention. If I can get a better buying experience and save money, why not give it a whirl? So I did, and overall, Redfin delivered as advertised. We found a condo for sale, made an offer, managed most of the closing activities online (with a big help from DocuSign, I might add). It’s a good example of a company that has leveraged digital technologies to create value for buyers and upset the industry status quo.

    Digital Experience Journey

    These days there’s plenty of talk about “digital transformation” which, according to one breathless advertisement I received recently, “is taking the world by storm.” Oddly, what the vendor was selling was just a Content Management System (CMS) — not exactly a new solution.

    Yes, it will be exciting someday when the Internet of Things (IoT) connects my Fitbit to the refrigerator to the doctor’s office. There are plenty of industries ripe for a serious rethink, according to Manish Grover, digital strategist and author of Dancing the Digital Tune: The 5 Principles of Competing in a Digital World. He contends that companies must look beyond mere digitization — automating existing processes and channels — and seek opportunities to integrate and transform the customer value chain.

    More on that later, but for now let’s see how companies might get to the Digital Transformation Promised Land. Here’s my view of how companies will progress.

    Source: CustomerThinkSource: CustomerThink

    Milestone 1: Adoption

    Customers have been shifting to digital channels for many years. Here are a few industry stats to illustrate:

  • Smartphone and tablet adoption will reach market saturation in a fraction of the time it took desktop computers, laptops, or regular old (feature) cell phones (Pew)
  • Globally, mobile usage is now 25% of web activity, growing by leaps and bounds year over year (Sitecounter)
  • In 2014, for the first time, respondents said they used FAQ pages on company web sites more often than speaking with a live agent via phone (Forrester)
  • Digital experiences have become an expected part of everyday life. In a recent conference keynote in Latin America, I asked the audience how many used a smartphone. Answer: 100%. One time when I had a DSL problem, I tried the “self-service” option, found it too difficult, then used Twitter to get the company’s attention. When booking a car service appointment recently, the dealer offered a nicely designed online reservation system, with chat available if I had questions.

    In each case, I enjoyed the convenience and the company saved an expensive phone call.

    However, while digital channels are growing in popularity, there is no sign of any one-size-fits-all channel emerging. As an Avaya study found, channel preferences vary by interaction type. Internet self-service is the most popular option for research and getting help, but the phone is tops when consumers have a question about their account or bills, and email is used most commonly for complaints.

    As digital channels have emerged, it has resulted in a proliferation of channels and systems — silos of automation — that don’t always take the best care of the human beings needing help. That’s why the next phase is becoming a mainstream trend.

    Milestone 2: Consolidation

    When it came time for a site redesign, storage and data management vendor NetApp started by learning what users wanted. Refreshing! Instead of the traditional approach which results in sites designed to promote internal priorities, digital marketing head Kristen Kaefer said they invested in a usability study in March 2014 to understand the top tasks users were trying to accomplish.

    This process lends to credence to Kaefer’s assertion that they want to provide a “stellar” experience to Netapp users, whether “lead bearing” (a juicy prospect) or not. This is music to my ears, having lamented that most B2B companies don’t give a rip about the buyer’s experience, unless it’s for a potential prospect. Nice to see that changing.

    Using a list of 10 major tasks, NetApp redesigned its site, then implemented the design using solutions from SDL, a prominent player in the market for Web Content Management (WCM) solutions. By using one platform instead of a hodgepodge of sites, it took just seven weeks from redesign to implementation for 20 sites around the world. Without a platform, that process would have taken 9 months, says Kaefer. Using this agile process, they also saved 400 developer hours.

    Milestone 3: Personalization

    It’s also important to be as relevant as possible. Why show customers/users information that they don’t need? Sitecore, another major WCM player, offers the capability to personalize content based on user attributes and behaviors.

    The possibilities were illustrated nicely on a recent webinar, where a Sitecore partner showed how UnitedHealth Group personalized their digital recruiting experience on four “pivots” — content, marketing campaign, recruiting event, and location (GeoIP). The process took about a year and, like NetApp, started with thorough research about what potential candidates wanted to accomplish. The results were impressive. User profiling and “intelligent content matching” increased traffic to career areas of their site, boosted total hires and “dramatically reduced marketing spend.”

    Sitecore Chief Strategy Officer Darren Guarnaccia says predictive analytics is a critical technology. Every design change can be tested to see how it impacts behavior (e.g. registration) or purchase conversions. Changes can be automatically rolled back if KPIs move in the wrong direction.

    Milestone 4: Orchestration

    One of the biggest customer frustrations is what I’ve dubbed “touchpoint amnesia” — forgetting customer information as they move through their journey. Go to any web site, then pick up the phone and I’ll wager that you’ll have to repeat yourself. (Don’t take that bet: the odds are 80% I’ll win.) The impact is severe: consumers are 50% less likely to recommend (after a service experience) and up to 35% less likely to complete a purchase (during a buying experience).

    Fortunately, the problem is recognized now, and more companies are stepping out to “orchestrate” channels to provide a more consistent experience.

    Sprint, for example, used a specialized cross-channel analytics solution from Clickfox to learn why customers start interacting with a digital channel (web site or IVR), got frustrated and then called a live agent. Solving this channel orchestration problem saved Sprint millions of dollars while dramatically improving customer satisfaction. From 2008 to 2013, Sprint’s ACSI score (a measure of overall satisfaction and loyalty) improved from a dismal 56 to an industry-competitive 71.

    Milestone 5: Transformation

    The foregoing is still fundamentally about delivering the same value proposition, packaged in a better customer experience.

    For real “transformation,” executives need to look beyond process efficiency or channel orchestration. For example, Grover points out that Nike aspires to be more than a shoe and apparel maker, and has “embedded itself into the daily ecosystem of its customers.” He opines: “Could Nike’s next partners be with fitness centers, organic food makers, or with doctors and nutritionists?”

    Four Seasons, one of my favorite hotels, has been on its digital journey since 2009, according to Susan Helstab, Executive Vice President of Marketing.

    We realized that we needed to create a platform that we could leverage for all those future opportunities to engage and ultimately transact with our guests. The other a-ha moment was that with marketing, consumers were going to have control of the conversation. We wanted to be in a place were we could influence that. We wanted to create content and assets that people saw as authentic and that they wanted to share. We need to make sure all of our assets could be accessed through that platform.

    Along with a slickly redesigned www.fourseasons.com and more aggressive digital marketing, Helstab increased customer engagement with a portfolio of web properties including Have Family Will Travel, Concierge Recommends, and Taste, just to name a few. This is part of what Grover calls a digital transformation for Four Seasons to be a more complete travel planning partner, not just a destination.

    Tips for a Successful Journey

    You won’t get far on your Digital Experience Journey without the right strategy. I’ll close with three recommendations to help.

    1. Start with the Customer

    As the examples from Netapp and UnitedHealth Group illustrate, it’s critical to work backwards from the customer. What are they trying to accomplish? How does your approach help customers with their “jobs to be done” better than competitors?

    Bill Price, contact center expert and coauthor of Your Customer Rules! Delivering the Me2B Experiences That Today’s Customers Demand, says it’s time to stop thinking about B2B or B2C. That first “B” implies that the business is in control. Customers beg to differ. Instead, counsels Price, companies should develop a CX strategy that recognizes people want “Me2B” experiences.

    This is where journey mapping can be a huge help. Spend time walking in your customers shoes — digital and otherwise — and you’ll see the disconnects, overlaps and points of corporate amnesia that drive customers crazy. Make digital an integral part of your total CX strategy.

    2. Invest in Omni-Channel Engagement Platform(s)

    To succeed, you’ll need to overcome some hurdles, says SDL’s Chief Marketing Officer Paige O’Neill. Chief among them is organization silos, rated the number one obstacle to customer-centric success in my recent benchmark study. O’Neill sees the proliferation of systems and data for marketing, sales and service as part of the problem, and I agree. It’s one good argument for investing in a digital experience platform, such as offered by Adobe, IBM, OpenText, SDL and Sitecore.

    Did I say platform? I meant platforms, plural. Because for the foreseeable future customers will still want support by phone. Vendors like Avaya, Genesys, Interactive Intelligence, Oracle, and Nice offer omni-channel support that has grown out of their CRM and/or call center roots.

    Add to this specialty vendors like Clickfox (cross-channel analytics), Marketo (real-time personalization), and Pega (process/analytics) and it’s clear that system integration will be critical to deliver a seamless customer experience.

    3. Differentiate via Your People. Yes, Real Human Beings!

    It may seem counter intuitive, but people will matter even more in the digital world. There may be fewer human interactions, so you must make them count!

    Part of the problem with digital is that, despite effort to personalize, it’s still not personal. And I’ve done numerous studies that show people are the secret sauce in memorable experiences.

    So instead of using digital to eliminate interactions with your expensive people, make them a value-adding part of the customer experience. In my Redfin experience, for example, the process of securing human-to-human time was too difficult. Why not make it easier for buyers to launch a chat or phone call via the web site or cell phone? Take a tip from Amazon’s Mayday service and use real live customer service to differentiate.

    Good luck on your journey!

    My sincere thanks to the following people for their generous time in interviews for this article: Ed Burek (Pega), Manish Grover (IGATE), Darren Guarnaccia (Sitecore), Markus Hoischen (d-Group), Kristen Kaefer (Netapp), Paige O’Neill (SDL), Bill Price (Driva Solutions), and George Skaff (TouchCommerce).

    Further reading:

    Disclosure: This post is part of my independent coverage of technology industry developments. No endorsement is implied for any companies mentioned in this post. Please visit our sponsor page for information on companies that have supported this community.


    APIs Fuel The Software That’s Eating The World | killexams.com real questions and Pass4sure dumps

    Marc Andreessen once famously said that “software is eating the world.” What he didn’t say was that increasingly sophisticated APIs were driving the rapid creation of software. It used to be coding was a highly tedious and manual task. You had to code each specific service — and that took time.

    That meant if you wanted to add a service like taking a credit card, you needed to code it all manually. Today with a few lines of code, you can tap into some remarkable resources whether it’s a payment network like MasterCard, a mapping service like ESRI or the machine learning engine that powers IBM’s Watson.

    When you look at the hacks that came out of the past weekend’s TechCrunch Disrupt Hackathon, there is an incredible sophistication to many of them driven by these APIs. People weren’t creating just simple applications, they were stringing together multiple APIs where they were pulling data, communicating to the cloud, sending SMS messages, displaying the data on a map and taking a credit card payment.

    All of this is made possible by APIs that with a few lines of code enable programmers to tap into a world of services.

    “We are at a time when it’s incredibly easy and cheap to prototype new ideas. Many will not go anywhere, and a handful will be products of the future,” Tarikh Korula, CEO at Seen and co-host of the TechCrunch Disrupt Hackathon told TechCrunch.

    APIs Powering Business

    On Monday, at TechCrunch Disrupt in New York City, Aaron Levie talked about the power of his company’s APIs to drive his business with 6 billion API calls every month. As he pointed out that may not seem like much when you compare it to web scale APIs, but it’s impressive for the enterprise. Using those APIs, third parties are building tools on top of Box that fill in holes and fuel its other strategy to build vertical markets.

    Box has gone so far as to flip the API idea on its head with the release of Box Developer Edition, which lets developers embed Box inside other applications to take advantage of the services Box has developed. In effect, it lets developers use pieces of Box like content management and security, which Box has spent years developing.

    Levie sees Box becoming more of a platform play in the future, possibly making more money from the platform than the application itself.

    Levie is not alone in this approach by any means. Yesterday, Dennis Crowley from FourSquare told TechCrunch’s Matthew Panzarino that his company has been working on building out its APIs from its earliest days and today its monetization strategy is explicitly tied to opening up FourSquare data to third parties.

    “When we started in 2009, I really thought that stuff would work in 2011 and 2012 but the phones weren’t good enough. If we want to do that we have to build all this technology; we can’t just rely on what Google and Apple will give us from APIs and SDKs,” he says. “So in 2011 we got serious about it, building shapes and detection algorithms. It’s taken a really long time to build this stuff and so it’s only now that we’re able to offer [for example] push recommendation services,” Crowley told Panzarino.

    Using APIs To Create Businesses

    Screen Shot 2015-05-06 at 1.11.15 PM

    All of the companies that came to the TechCrunch Disrupt Hackathon had one thing in common. They were trying to attract developers to use their products and platforms to build applications. These companies know that hackathons are a great way to introduce developers to their services and evangelize to them.

    Korula says everyone wants to be cool and attract developers to their platforms, but it takes work and commitment to community. “You have to listen developers and be an authentic member of the community to figure out the value they need. You can’t just open an API and expect they want it,” he said.

    You have to listen developers and be an authentic member of the community to figure out the value they need. You can’t just open an API and expect they want it. Tarikh Korula

    As an example, IBM, which is obviously a huge company, is working hard to get developers to use the BlueMix platform — and part of that is showing up at hackathons. Last month it teamed up with NASA on a worldwide hackathon, and it participated in the TechCrunch Disrupt Hackathon giving participants access to the Watson API.

    ESRI, an enterprise mapping company has been generating new business by working with startups that use the ESRI platform to build their apps. All of the startups are enterprise or B2B focused and ESRI has gone so far to open up an app store to help distribute the applications to its own customers, effectively acting as a marketing engine for these startups.

    Not Always Dead Simple

    As easy it sounds, it’s not always dead simple to make these APIs work and sometimes developers have to bend the tool to their will, Gillian Morris from HitList explained. She and her team built elsewhere.hitlist.com, a machine learning tool designed to help travelers figure out a vacation destination.

    “We used Amazon’s machine learning tool and it was harder than we expected. We had to do some work-arounds to make it work,” she said.

    She wanted to build a machine learning tool, where she accessed data from her parent website Hitlist, then using a series of questions determine where people want to visit. “We have a tremendous amount of data about where people are interested in going. We wanted to create location genome, like the music genome or Netflix algorithm,” Morris said

    There are even tools out there that create API-like functionality when there is no API available, Korula said. He pointed out a startup called Kimono that lets you scrape any web data and create an API on the fly.

    In fact, Korula’s own company has generated a hack for Meerkat called Katch. It lets you use the hashtag Katch on Twitter, then automatically saves your Meerkat video to YouTube, and tweets a link to you and your followers. As he points out, Meerkat doesn’t have an API yet, but his team simply piggybacked on the Twitter hashtag.

    Regardless of how you do it, APIs can drive the rapid creation of software. It might not always to be successful, but there is power in being able to rapidly iterate and discard things that don’t work — and as these APIs grow more sophisticated it raises the bar at hackathons and the state of the art in programming.



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