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000-474 - IBM Tealeaf Customer Experience(R) Management V8.7, Business Analysis - BrainDump Information

Vendor Name : IBM
Exam Code : 000-474
Exam Name : IBM Tealeaf Customer Experience(R) Management V8.7, Business Analysis
Questions and Answers : 100 Q & A
Updated On : November 19, 2018
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000-474 exam Dumps Source : IBM Tealeaf Customer Experience(R) Management V8.7, Business Analysis

Test Code : 000-474
Test Name : IBM Tealeaf Customer Experience(R) Management V8.7, Business Analysis
Vendor Name : IBM
Q&A : 100 Real Questions

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IBM IBM Tealeaf Customer Experience(R)

IBM Acquires Tealeaf to add customer buying Analytics To Smarter Commerce products | killexams.com Real Questions and Pass4sure dumps

another week, another IBM acquisition. big Blue has introduced the purchase of Tealeaf technology, which provides consumer event analytics application that helps agencies access tips about consumer internet experiences. economic particulars were not disclosed.

definitely, Tealeaf’s utility captures and statistics what each and every customer is doing and seeing in real-time on each page and throughout all web page visits, right down to the page-through-web page, browser-stage journey. by capturing each client’s seek advice from, as smartly as the response of the site in keeping with the customer’s requests, Tealeaf captures each the quantitative and qualitative particulars of each interplay. This statistics is then used against optimizing the customer adventure.

for example, Tealeaf can determine what campaigns or interactions triggered a client session to conclusion in advance and outcomes in a non-conversion. one other instance of Tealeaf’s expertise in action is an internet shuttle agency discovering that when friends misspell a vacation package identify and get hold of zero search outcomes, well-nigh 100 percent of the visitors leave the site devoid of completing a booking.

IBM says the acquisition is a component of bettering its smarter commerce initiative. Tealeaf’s technology will add analytics for valued clientele who desire precise-time and automatic insights into online customer purchasing experiences across on-line and mobile gadgets. because of this, IBM says that organizations can benefit actionable insight that makes it possible for them to improve client guide, radically change web page usability, tailor advertising and marketing campaigns and boost on-line conversion costs.

Tealeaf has over 450 consumers global together with 30 of the Fortune a hundred corporations, including Dell, Wells Fargo, Air Canada, GEICO, Orbitz, Crate & Barrel, Neiman Marcus, Expedia, Zappos, ING Direct, best purchase, DirecTV, McKesson and StubHub. The company has raised $12 million from Bay companions, Matrix companions and groundwork Capital.

large Blue is making a bet on commerce utility as a whole. IBM, which has invested more than $3 billion in constructing out its smarter commerce neighborhood of items, says Tealeaf may be built-in into IBM’s commercial enterprise advertising and administration neighborhood, which includes previously got assets from Coremetrics, Unica and DemandTec. IBM says its Smarter Commerce initiative, which aims to help organizations reply to moving customer purchasing patterns, is a $20 billion market possibility, above all in the software space.


IBM Discusses Tealeaf And CMO's client adventure administration needs | killexams.com Real Questions and Pass4sure dumps

IBM Buys TealeafOn Wednesday, IBM persevered its quest to construct out an business marketing system in aid of the CMO via acquiring Tealeaf, an internet and cell commerce analytics enterprise. read the free up.

Jay Henderson, method Director of IBM Digital advertising, mentioned the acquisition and its implications with AdExchanger.

AdExchanger: What does the Tealeaf acquisition by means of IMB suggest for the CMO?

JH: when we look greatly in the marketplace and the alterations that the CMO is going via, one of the crucial things that we fully see is the need for entrepreneurs to be able to always drive better consumer event throughout the internet and cell contraptions. it truly is partly because buyers have greater expectations of the brands they have interaction with - as well as a proliferation of channels and contraptions.

when we study how the role of marketers is altering, we see that consumer event as one of the key accessories. For [IBM], Tealeaf helps handle client experience administration and lengthen our capabilities in a new course.

it'll allow marketers to identify patterns, see issues in the site, or probably mobile utility design. And ultimately create greater streamlined experiences across these gadgets.

How does the Tealeaf transaction work with present IBM agencies? i used to be pondering mainly Coremetrics and Unica. where's the interface there?

So one of the crucial brilliant materials about this Tealeaf acquisition is or not it's complimentary. There are in fact no overlapping property.

Tealeaf is offering that skilled, very granular analysis of being capable of play again individual sessions on sites to peer what that user adventure is like. Coremetrics compliments that with combination-stage reporting, charts, graphs and interactive analysis. So throughout that playback of the individual classes in addition to rolling up those individual classes into exact line recording, it will all become the digital marketing and analytics of our solution.

We're going to use both of these strategies together in a single solution.

Then when you focus on how does it lengthen into one of the other constituents of the business advertising administration portfolio, knowing how those people are interacting with your digital brands creates the basis for how you want to inform your advertising and marketing campaigns.

So your on-line habits, people on your web site expressing interest in products and services should still be influencing the way you in shape up what advertising and marketing messages or offers you are going to ship to them. so that you can take all of that suggestions about these digital interactions and create customer profile attributes that may assist force improved advertising and marketing inside the Unica portfolio.

Then there may be the extension outside of the business marketing administration portfolio into probably the most different issues that we can do from a promoting technique – so, inspecting WebSphere Commerce sessions the usage of the Tealeaf solution in addition to carrier interactions so so that you can understand and resolve provider considerations.

Do you you trust this conclusion-to-end answer that you just're putting together for the CMO ‑ a marketing automation answer? by marketing automation, i'm thinking about agencies like – HubSpot, Marketo, Eloqua or an ExactTarget. Do you suppose there may be a healthy with that sector?

The vendor map you just laid out covers vast swath of americans. a few of the vendors you outlined I think of as concentrated a little bit down market from where we're. So we're basically concentrated around commercial enterprise businesses. I believe a few of them are additionally very B2B focused where we do each B2B and B2C - actually the greater part of the company is giant, purchaser marketers, banks, agents, telco, commute and enjoyment.

Then, the one anomaly in that combine became ExactTarget, who I think has a very powerful e mail advertising and marketing company.

actually there are times when we could see some of these providers competitively. but in case you seem on the core commercial enterprise marketing automation area, there is a a little diverse mix of providers there. however completely would say that we're in that area, that we're a leader in that area.

So in case you seek advice from Forester, Gartner, they'll both have us within the chief spots of their Magic Quadrant or Wave for that crusade administration and advertising automation market. So absolutely, yeah.

so you consider of the core right here as advertising automation for B2C - you like that characterizaton?

sure. It’s reflective of what we're doing.

a lot of CMOs… they may now not be tech-oriented. Do you consider enterprise solutions ‑ such because the one that IBM is putting collectively ‑ can prompt or encourage “the large idea?”

From my perspective, the element I see this is pretty enjoyable is for years the CMO has had this depended on marketing consultant for creative -and that is the reason their agency. What we're seeing is the position that expertise performs has improved so a whole lot that marketers want a trusted marketing consultant on know-how concerns. a large part of what you're seeing with the advent of this community within IBM, with the acquisitions that we're making, is a dedication to display to CMOs that IBM can be that trusted consultant for technology.

So in my mind, the magnitude of technology is inevitable. The CMOs who get it and who can adapt are prone to be the most a success. That doesn't always suggest they need to have all of the capabilities themselves, however they should be wise adequate to encompass themselves with the talents and the correct companions.

an additional widely wide-spread acronym accessible is CRM. Do you see any healthy with what the Tealeaf acquisition capacity for CRM through IBM's product line?

Your basic definition of CRM is the mixing of earnings, advertising, and service. For a long time now we have felt strongly that marketing is a big enough part inside the corporation that the discipline - there may be sufficient different types of advertising that happens - that advertising and marketing definitely needs its own platform. The concept that having a single platform that would combine all income, carrier, and advertising was essentially wrong and that marketers truly crucial their own suite. Now this is no longer to say that that suite mustn't integrate with the income suite and with the service software.

but there are a lot of things that marketers do, issues like producing artistic. They simply don't always fit neatly into the CRM paradigm.

From our perspective entrepreneurs deserve their own, dedicated suite. however then I also think, exceptionally for the provider element - the marketer's position is starting to extend and the CMOs aren't simply chargeable for producing demand anymore. they're really the stewards of the company.

The implication of that's CMOs should own the customer event. So or not it's now not just how do I get hand raisers, however reasonably, how do I make certain that as I sell, and as I provider, that the client gets the company journey.

For us, Tealeaf helps empower entrepreneurs to do this, because it can help them keep in mind these consumer experiences throughout selling and all the way through servicing.

are you able to tie collectively why this acquisition makes feel for IBM’s Smarter Planet or Smarter Commerce [marketing]?

within Smarter Planet there are a very small variety of Smarter initiatives, one of those is Smarter Commerce. it is the place the stuff i am engaged on suits into Smarter Planet. When we are saying commerce we do not simply imply retail, we imply all verticals, banking, telco, commute and enjoyment. How can we make commerce, now not simply retail, however commerce smarter?

For us, that is the advertising piece of commerce, because commerce will get smarter by integrating purchase, market, promote, and repair. Tealeaf is a very good bridge to help us combine the sell and the provider with market. From our viewpoint, this Tealeaf acquisition basically is a extremely exciting example where we're helping entrepreneurs take a more energetic position in the customer adventure, helping greater integrate what's happening, not just inside marketing now, however additionally the selling technique and the carrier procedure.

those overlaps and tighter integrations is where we're riding towards with the total Smarter Commerce initiative. So, I believe it goes relatively right away from Smarter Planet, Smarter Commerce, to Tealeaf.

via John Ebbert


Democratizing synthetic Intelligence: against A 'Google internal' mannequin Of competitors? | killexams.com Real Questions and Pass4sure dumps

© 2018 Bloomberg Finance LP

The emerging artificial intelligence (AI) deliver chain is effervescent and unstable. Startups, digital systems, application suppliers, and hardware producers are struggling to offer items, options, and enterprise models to serve a growing to be demand from end users.

here's the starting of a new business, although it is unclear how AI will attain the closing client mile and a mass market. AI is composed of a collection of sub-applied sciences capable of interpreting external signals; extracting patterns; generating outputs comparable to speech and text synthesis; evaluating outcomes; and autonomously reprogramming its personal common sense to learn from adventure. A core set of AI applied sciences (machine gaining knowledge of) allows machines to self-modify their programmes via experimentation in pursuit of a given aim.

a major market is being created round this new expertise. PricewaterhouseCoopers (2017) estimated that AI will add $15.7 trillion to global GDP by way of 2030. The have an effect on of AI can be corresponding to the other digital waves that penetrated each a part of former company fashions and person home equipment: PCs within the 80s, the cyber web within the 90s, or smartphones within the 2000s. despite the fact, it isn't yet clear how AI provide chains can be structured, what may be the dominant technological necessities, or which final business fashions will emerge. How will AI reach the mass market? How, subsequently, will AI be democratized?

The emergence of recent industries as a result of disruptive applied sciences is characterised with the aid of initial ‘effervescent’ phases, all the way through which entrepreneurs, former leaders, and new entrants compete for market alternatives. Technological discontinuities generate an preliminary messy moment of experimentation and competitors between different avid gamers and their various technological techniques, products, and market solutions. eventually, a ‘dominant design’ for the configuration of a product or service looks that presents most useful efficiency and comfort to the market. Examples of dominant designs include the Ford model T (vehicles), the Remington typewriter, the IBM laptop (own computer systems), or Google (search engine).

all over the formation of the notebook business, a swarm of startups competed to define the standards (Atari, Amiga, Commodore, Sinclair, next, and Apple), and it became the IBM design that finally prevailed for 2 a long time (with more than 90% of the market). within the case of the vehicle market, a small neighborhood of huge manufacturers (including Ford, GM, Chrysler, Toyota, Volkswagen, and Fiat) dominated the marketplace for an entire century in a classical example of an ‘oligopoly’.

If we count on the former models of industrial innovation, then the AI industry is in its fermentation section. Yet the theory predicts the creation of some type of dominant design so as to allow the survival of a few players who achieve trade leadership. quality (2000) states that the advent of commercial deliver chains follows a cyclical technique (a form of ‘clockspeed’), between modular/horizontal and vertical/indispensable architectures. every modular and disintegrated trade suffers competitive pressures towards vertical integration whereas attempting to find efficiency and market control. In contrast, every verticalized business suffers competitive pressures to crumble under the burden of its personal forms and core rigidities, and the lateral growth of rivals from adjacent market niches. Assuming this model, we're prone to witness a verticalization of the AI industry, with the appearance of one or a couple of critical, end-to-end AI supply chains (from computing hardware to the customized end-consumer answer). in the identical way as any digital trade, AI follows a ‘winner-takes-it-all’ video game. only a couple of avid gamers will live to tell the tale and dominate the business, so we can doubtless be vertical and defined by means of a dominant structure.

Amazon has shown the course to the conclusion person for AI (the rising dominant structure). Years ago, Amazon's hyper-skill in laptop functions and reminiscence storage led the business to present computing energy and reminiscence storage to 3rd parties during the cloud. Amazon adopted a ‘SaaS’ mannequin (software as a service) with Amazon internet capabilities (AWS). It was a tremendous success. AWS is now a sixteen billion-dollar company it truly is becoming 42% yearly (McCracken, 2017) Microsoft and Google have adopted Amazon’s footsteps. The three organizations are expected to seize 80% of all cloud platform profits through 2020 (Forrester, 2017). With this strategy, groups can connect to an AI ‘hose’, parameterize their needs, instruct faraway state-of-the-art processors, and access the consequences via cloud features, whereas paying for the time and computing capability used. in line with the economic instances, ‘AI within the cloud could be the next awesome disrupter’ (Waters, 2016).

in the light of how previous industries had been created, a couple of AI avid gamers may additionally impose their requirements, gain market vigor, and extend across integrated deliver chains. however simplest big gamers will be capable of provide the computational energy, hardware, and R&D investments to create global AI necessities. The most beneficial positioned are the digital leaders: platforms like Amazon, Google, Microsoft, or IBM. Centripetal forces tend to focus elements and benefit vital mass backwards in their value chains, with massive R&D investments and supercomputing power; while, on the equal time, AI suffers powerful centrifugal forces forward, driven with the aid of the growing to be demand for final consumer purposes or items. If awareness dynamics take off, it is going to boost the herbal aggressive merits of digital platforms, such as Google or Amazon, with the aid of absorbing much more massive records flows from hundreds of far flung and small consumers and applications – and thereby gaining extra really expert and segmented knowledge, superior algorithms, and unbeatable AI competences via spillovers. The AI expertise created via digital systems for a set of clients in a given business (similar to retail) may also be used for other buyers in a kind of cross-spillover impact in information management. Digital systems might be the engine of future AI deliver chains and act as international drivers of AI through the cloud.

As in the 80s, when miraculous computing vigor become mass marketed and offered to the area in IBM PCs and their clones (and became a commodity), so AI supercomputing vigour may be mass marketed via digital platforms through cloud functions. It can be the last dominant design of the trade. AI could be commoditized and democratized. just like the information superhighway, a standard AI connection could be attainable for each company. authentic aggressive abilities can be offered by using the best and amount of information (reflecting the records approach) and superior consumer journey. And, like years ago, when an ‘Intel internal’ phenomenon emerged (indicating that a laptop turned into no more than the user’s interface for an Intel processor inner), we might also soon find a startup, supermarket, sanatorium, hotel, financial institution, or automobile, labeled ‘Google inner’ or ‘Amazon inner’. They may be powered with the aid of a Google or Amazon AI brain, and may use the same AI hardware and algorithms as the leaders.




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000-474 exam Dumps Source : IBM Tealeaf Customer Experience(R) Management V8.7, Business Analysis

Test Code : 000-474
Test Name : IBM Tealeaf Customer Experience(R) Management V8.7, Business Analysis
Vendor Name : IBM
Q&A : 100 Real Questions

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IBM Tealeaf Customer Experience(R) Management V8.7, Business Analysis

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IBM, Perficient Deliver Smarter Commerce to The Men's Wearhouse | killexams.com real questions and Pass4sure dumps

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Earnings Preview: IBM | killexams.com real questions and Pass4sure dumps

No result found, try new keyword!International Business Machines Corporation (IBM) provides information technology (IT ... In the last quarter it reported $2.78 EPS, beating analyst estimates of $2.65. The consensus EPS estimate is $...

Does CEM Need a Technology Platform? | killexams.com real questions and Pass4sure dumps

The title for this post is a question because I really would like to get some feedback on this idea. Is it time for the technology industry to provide a platform for Customer Experience Management?

For the past 10-15 years, CRM rode the tech hype for good and bad. The roots of CRM actually go back to the 1980s and the concept of “relationship marketing.” But it wasn’t until tech was introduced with direct/database marketing and then CRM that relationship marketing became productized.

The history of CEM is quite different. You can go back to 2+ decades to Jan Carlzon’s book “Moments of Truth” or maybe 10 years ago to “experiential marketing.” In neither case is tech the central focus. Around 2005 CEM seemed to take off as a buzzword, but since then it’s been mainly pushed by consultants as a strategy/methodology. In some cases tech can help, but it’s generally been a secondary issue.

Our research has found that most people think of CRM/CEM as a kind of left brain/right brain approach to customer relationships. CRM more analytic and internally focused and thus heavier on automation, and CEM more externally focused and more about people and their emotional response to interactions.

Just like real brains, it’s good to use both halves! One of my favorite examples is Best Buy, because they are very analytical inside to figure out the products that each store should carry and how to promote them (CRM), but are equally adept at hiring/training their staff to provide a great shopping experience (CEM).

CEM Solutions

Vendors have been slow to adopt CEM in their marketing, in part because a “CEM solution” doesn’t fit in one of those technology buckets that analysts like to create. And besides, not all experiences can or should be automated — think the retail shopping experience and interactions with staff on the floor.

RightNow was one of the first to really major on CEM in its messaging, going back 2-3 years now. The company sells a SaaS-based solution to improve customer service, which of course is one important experience. A few other vendors have pushed CEM marketing messages, including Genesys a couple of years ago. And some of the Voice of Customer vendors (e.g. Satmetrix, Tealeaf) are promoting their products as at least part of a CEM solution.

So there are plenty of CEM point solutions, or CRM solutions that can be used to support CEM. But there hasn’t been a concerted effort to create a technology category around CEM like CRM. That appears to be changing.

CEM going Tech?

Late last year, SAP unveiled a new go-to-market approach with CEM at the forefront. Much more than a marketing makeover and I think a significant development for CEM if they can pull it off. I will be interested to find out how this shift is progressing at the upcoming SAPPHIRE in Orlando.

More recently Adobe has been making some noise about a CEM “platform.” At a dinner hosted by Adobe yesterday we talked about the need for an “experience” layer to tie together end-to-end customer interactions across multiple channels. What this leads up to is the notion that large enterprises will require a “CEM platform” to bring order to the chaos that exists today in poorly integrated silos of CRM automation. Kind of a blend of BPM and composite apps, with a dash of content management and channel orchestration thrown in for good measure. Definitely NOT a warmed over CRM solution with a new label.

I have mixed feeling about tech vendors getting interested in CEM in a big way. On the one hand, technology can certainly help improve some experiences — in contact centers, web interactions or mobile. And bigger companies could use help with a platform or glue layer to avoid “touchpoint amnesia” and other problems that degrade the customer experience.

But it would be a shame for CEM to become just another tech buzzword and for people to think they can “install” it like CRM, forgetting about the role of people and emotion to make CEM really successful.

This is an important turning point for the CEM industry. So what do you think? Does the industry need a CEM platform? And if so, who are the players who are likely to provide it?



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