13 items tagged "Market"

  • BI Market Survey Indicates Need for Improved Data Discovery and Access

    Noetix Corp., a BI-software provider, revealed the results of a nationwide market survey -conducted by Unisphere Research- indicating that improvements to data discovery and access will accelerate the impact that BI can have on business success.

  • Big Data en privacy kunnen zeker goed samengaan

    fd-big-dataBig Data wordt gezien als de toekomst van onderzoek en dienstverlening. De economische belofte is groot. Vanuit die optiek proclameren consultancybedrijven regelmatig dat je als bedrijf nu op de Big Data-trein moet springen, of anders over 5 jaar 'out of business' bent. Niet meedoen is dus geen optie. Tegelijkertijd zijn veel bedrijven huiverig, omdat Big Data problematisch kan zijn in het kader van privacy. Met nieuwe, strengere privacyregelgeving op komst kan dat betekenen dat meedoen met Big Data betekent dat je over twee jaar juist 'out of business' bent. Tijd om privacy innovatie expliciet onderdeel te maken van Big Data ontwikkelingen. Zo kunnen de economische vruchten van Big Data geplukt worden, terwijl privacy van gebruikers gerespecteerd wordt.

    De verwachte economische omvang van Big Data zal volgens Forbes groeien naar een wereldwijde markt van $ 122 mrd in 2025. Vanzelfsprekend is dit een interessant gebied voor de EU, die toch van origine een economische samenwerking is. Vanuit diezelfde EU kwam in december de definitieve tekst van de Algemene Verordening Gegevensbescherming, die de huidige regelgeving over privacy en bescherming van persoonsgegevens gaat vervangen. Als het Europees Parlement de tekst goedkeurt, deze maand of februari, wordt de nieuwe wetgeving in 2017 van kracht. Wie daarna niet voldoet maakt kans op torenhoge boetes (4% van de wereldwijde jaaromzet). Bedrijven zullen dan activiteiten moeten stopzetten als ze zich niet aan de regels uit die Verordening houden.

    Het verwerken van grote hoeveelheden persoonsgegevens, zonder vooraf duidelijk vastgesteld doel, zal niet zomaar toegestaan zijn. En was het hele idee van Big Data nu niet juist dat je enorme hoeveelheden gegevens verwerkt? En is het analyseren van gegevens met behulp van algoritmen, waarbij je de uitkomst (en het mogelijke doel) niet vooraf kúnt voorspellen, niet juist één van de kroonjuwelen van Big Data? Want hoe handig is het als een supermarktketen op basis van je aankoopgedrag als eerste weet dat je zwanger bent, of wanneer een verzekeraar op basis van Big Data kan voorspellen of je een risico bent qua gezondheid of rijgedrag zodat je wellicht meer premie moet betalen?

    Het is duidelijk dat privacybescherming bij Big Data toepassingen niet vanzelfsprekend is. En dat Big Data ook echt voordelen oplevert, natuurlijk. Gelukkig biedt de Verordening ook uitkomst. Het principe van Data Protection by Design zal een belangrijke rol spelen. Dat betekent dat organisaties de vereisten voor bescherming van persoonsgegevens in moeten bedden in de ontwikkeling van nieuwe diensten. En als je dat bij Big Data toepassingen goed doet hoeft de Verordening dus niet te betekenen dat je 'out of business' bent. Zeker niet wanneer je als organisatie je klanten echt centraal stelt. Het faciliteren van privacy kan immers ook een nicheproduct zijn, en een kansrijk product bovendien. Denk aan toepassingen waarbij eerst op basis van geaggregeerde en geanonimiseerde gegevens analyses worden gedaan.

    Vervolgens kun je op basis van de kennis die daaruit voortvloeit gerichte producten of diensten aanbieden door op individueel niveau de koppeling te maken, met de toestemming van de gebruiker uiteraard. Want die ziet dan ook de toegevoegde waarde en weet welk product of dienst hij krijgt. Innovatieve benaderingen kunnen Big Data faciliteren, mogelijk verbeteren, en met inachtneming van privacy een belangrijk dienstensegment ontsluiten. En als je het goed doet word je ook geen slachtoffer van kritiek van consumenten en onjuiste beeldvorming in de media. Daardoor zijn immers in het recente verleden al enkele initiatieven de das omgedaan.

    Organisaties moeten dus zeker op de Big Data trein springen. Maar als ze met die Big Data nog langer dan een paar jaar vooruit willen moeten ze wel eerste klas reizen, in de Data Protection by Design wagonnetjes. Ze moeten vooral ontdekken wat mogelijk is onder de nieuwe Verordening en wat ze daarvoor moeten doen, in plaats van alleen hindernissen te zien. Want Big Data en privacy kunnen prima samengaan, als je er bij het ontwerp van je diensten maar aan denkt.

    Mr.dr. Arnold Roosendaal is onderzoeker Strategie en Beleid voor de Informatiemaatschappij bij TNO en tevens verbonden aan het PI.lab.

    Source Financieel Dagblad

  • Business Intelligence market to grow in 2016, says Gartner

    sales-business-analytics-900x506Revenue in the business forecasting market will grow this year, a market analyst firm is forecasting. Ugh, this sentence hurt my brain.

    Anyway, Gartner predicts that the revenue in the business intelligence and analytics market will grow 5.2 per cent this year, reaching $16.9 billion (£11.6bn). It will be able to offer more, as it transitions from IT-led to business-led, self-service analytics: “The shift to the modern BI and analytics platform has now reached a tipping point,” said Ian Bertram, managing vice president at Gartner. “Organisations must transition to easy-to-use, fast and agile modern BI platforms to create business value from deeper insights into diverse data sources.”

    Analytics have become key to any business, and a strategic asset, which is why “every business is an analytics business, every business process is an analytics process and every person is an analytics user.”

    Mr. Bertram believes CMOs can no longer be tasked with only branding and ad placement. Nowadays, they must also be customer analytics experts. “The same is true for the chief HR, supply chain and financial roles in most industries.”

    The biggest difference between traditional, IT-oriented business intelligence and analysis platform, and the modern one, is the amount of modelling required. The required skillset has also changed.

    “To get the full benefit of modern BI and analytics platforms, leaders must rethink most aspects of their current IT-centric, centralised analytics deployments, including technology, roles and responsibilities, organisational models, governance processes and leadership,” said Mr Bertram.

    Source: IT ProPortal

  • Companies collect CI, but don't use it

    The first requirement for being competitive is to know what others in your space are offering or plan to offer so you can judge the unique value proposition of your moves. This is just common sense. The second requirement is to anticipate response to yourcompetitive moves so that they are not derailed by unexpected reactions. That’s just common sense, too.

    sitting on data

    The third requirement is to ask the question: Do we have common sense?

    In my work in competitive intelligence I have met many managers and executives who made major decisions involving billions of dollars of commitments with only scant attention to the likely reaction of competitors, the effect of potential disruptors, new approaches offered by startups and the impact of long-term industry trends. Ironically, they spent considerable time deliberating potential customers’ reactions, even as they ignored the effect of other players’ moves and countermoves on these same customers. That is, until a crisis forced them to wake up.

    In my experience, the competitive perspective is almost always the least important aspect i

    n managerial decision-making. Internal operational issues including execution, budgets, and deadlines are paramount in a company’s deliberation, but what other players will do is hardly ever in focus. This “island mentality” is surprisingly prevalent among talented, seasoned managers.

    The paradox is that companies spend millions acquiring competitive or market “intelligence” from armies of vendors and deploy the latest technology disseminating the information internally. Some estimate the market for market research alone at $20 billion annually. Specific competitor information is another $2 billion. On the other hand, management never questions the actual use of this information by employees in brand, product, R&D, marketing, business development, sales, purchasing or any other market-facing function. Instead, management implicitly assumes the information is being used, and used optimally. Leadership is happy to ask that proposals and presentations be backed by “data.”  Every middle manager is familiar with the requirement for a 130- slide deck of tables, graphs and charts in the appendix for presentations to top executives.

    Yet no one asks: which of the information purchased at high cost from the outside army of research vendors and consultants was ignored, missed, discounted, filtered or simply not used correctly?

    What Did Peter Drucker Really Say?

    Peter Drucker is often quoted as coming up with the managerial bromide, “What gets measured gets managed.” Yet this does not actually represent his thoughts on measurement. Some have argued that he never actually said that at all; others have claimed that the quote has been mangled, and that in context, it was part of a larger lamentation that managers would only manage what was easy to measure, rather than what was important or useful. Regardless, it’s clear from Drucker’s writings that he worried that management often measures the wrong things, and believed that some critical aspects of management can’t actually be measured.

    And the impact of competitive information on an organization’s decisions is one of those things that c

    an hardly ever be measured. It is neither direct, nor unambiguous. Since impact can’t be measured and therefore results can’t be directly attributed to the competitive information, management resorts to measuring the wrong thing, exactly as Drucker feared. For example, in several companies I worked with, management measured output. How many reports did the analysts issue? How many research projects were completed within budget and on time? This is the equivalent of searching for your car keys under the street lamp simply because that’s where the light is.

    The failure to measure the impact of competitive data leads to an interesting dilemma for companies: even when it’s obvious that the company has missed an opportunity or been blindsided by a threat because they failed to consider competitive data, managers are at a loss how to improve the situation.

    Improving decision quality – measured as the extent to which decision makers use all available competitive information- requires focus on usage rather than production of intelligence. This is a major mindset leap for most companies but if offers a way to improve decisions without directly measuring the elusive impact. Just ensuring that managers look at and consider competitive perspective should in principle, improve decisions. How can companies achieve that?

    A Simple Yet Powerful Suggestion

    Improving competitive intelligence usage requires an “audit” of major decisions – at the product/service or functional level – before they are approved by management. This competitive intelligence sign-off is simple to institutionalize. It replaces the haphazard dissemination effort of mass of information (much of it may be just noise to the user) with systematic competitive perspective.

    Would a manager submit to a “sign-off” voluntarily? Maybe. Over the years I have encountered many managers who wanted to stress-test their plans and thinking against third parties’ likely moves via war games. But war games are the more advanced step, and they are typically not systematically applied in an organization. A competitive “audit” or review is the more basic level. The potential cost saving or growth opportunities afforded by institutionalized competitive reviews of major initiatives and projects can be significant. A byproduct of these reviews would be better use of costly information sources, or rationalization of the cost of these sources.

    That said, a company can’t force its managers to use information optimally. It can, however, ensure they at least consider it. In many areas of the corporation, mandatory reviews are routine- regulatory, legal, financial reviews are considered the norm. Ironically, competitive reviews are not, even though the cost of missing out on understanding the competitive environment can be enormous. Consider this admittedly extreme example. Financial institutions are known to spend billions on mandatory regulatory and legal reviews of their practices. How much do they spend on mandatory competition review? To judge by the measly performance of mega banks’ in the past two decades, compared with more locally focused smaller banks, not much (The Economist, March 5, 2015, “A world of pain: The giants of global finance are in trouble”).

    Drucker did say, “Work implies not only that somebody is supposed to do the job, but also accountability.” If managers choose deliberately to ignore the competitive perspective, they should be held accountable. And it is only reasonable to ask top management to apply the same principle to itself: a systematic, mandatory, institutionalized strategic early warning review may keep major issues on the table.

    Think about it this way: If competition reviews were mandatory at Sears, Motorola, Polaroid, AOL, Radio Shack and A&P, to name a few, would they have failed to change with the times? We would never know. Common sense suggests a company shouldn’t wish to find out.

    Author: Ben Gilad

    Source: Harvard Business Review

  • Competition is not only there to beat! We can learn from them as well

    learning from the competitionOur competition isn’t just there to beat. They can also teach us how to get better at what we are doing so that we can beat them at their own game. I see my competition as a bar set for me to jump over.

    In the business world, anything goes. While some people like to think of scoping out and spying on the competition as a bad thing, I love looking at everything they are doing through a spy glass. This gives me insights into what's working and I should focus my time on and what isn't working and I shouldn't waste my time.

    Here’s what my competition is teaching me about productivity across various aspects of their company that's helping change my business for the better:

    1. Content.

    While I never copy my competition's content, I read what they have, if they use a call to action, how they approach what is shared and how often they update their content.

    Look to see if your competition is using video, infographics or some other type of content that resonates with your shared audience. It’s also good to know where they are sharing this content to see if there are any places I'm missing opportunities to add or share information. Reading the competition’s content showed me how to say it differently. Had I not looked at the competition, it would have taken me longer to shape my content strategy. I avoided misstepped that would have cost me prospects or customers.

    I recently found out that my competitor has a piece of content that ranks well. They attract nearly half their organic traffic to their site each month from one term. I created a much better version of this and push it hard. I don't look at this as bad or negative. I see this as a big opportunity to give users an even better experience.

    2. Online marketing.

    To see if my marketing strategy would work, I considered what the competition was using as their primary messages in terms of a value proposition and the visuals they used to communicate that. I didn’t want to copy it, but I wasn’t going to do anything so different that the audience would be confused. I tracked my competition’s online campaigns on various sites and paid advertising platforms like Google AdWords to see what they were saying.

    Kompyte and Perch are new tools that make it easier to stay on top of what the competition is doing. By using these I speed up how long it takes me to formulate the differentiation position that dictates the messages I select.

    Related: How to Compete in a Crowded Marketplace

    3. Search.

    By looking at their website and overall content platforms, I compiled a list of keywords the competition uses. I took these keywords to search engines to determine if the rankings they received were better than my own. When they were, I compared the keyword terms and added those to my online presence, including website, landing pages, pictures and headers. 

    Available analytics tools from ComScore and others yield deep insights into the results of what your competition is doing. This has changed how I approach search engine optimization and resulted in a higher ranking for my company.

    4. Customer engagement.

    I learned what works effectively with my target audience by observing what the competition did on Facebook, Twitter and other social media platforms. Rather than experimenting with the type of social media content, time of day and frequency, I saw how their followers and fans responded. This saved me many trial runs and resources.

    In the long run, I approached customers and prospects differently than if I did not consider what the competition was doing. The result was conversations where previously there had been silence.

    5. Brand management.

    Since I had never developed or managed a brand before, the competition provided a baseline for me to learn how the process works, how to define brand attributes and then how to use this image to craft and manage the reputation process. It also guided what I could do with my own brand to set it apart and provide more value, yet included the attributes that our shared audience wanted.

    6. User experience.

    Reading the comments and feedback that the competitions’ customers provided in social media, blog posts and forums is an invaluable source of intelligence about a shared audience. I even asked a few questions on these posts to get the competitions’ customers to explain how they felt about their experience with the competition. This told me what type of user experience they are looking to develop.

    Related: Don't Declare War. Respect Competitors, and Capitalize on Your Own Strengths.

    7. Product development.

    To shape the type of solutions my business offers small business owners and companies, I tried what the competition offered. My product development became more productive when I could see what features were working and what were not. Then, I exploited these differences and added my own spin. Studying the competition triggered new ideas about how to approach development, making it easier to pinpoint where and how changes in my product could propel it farther ahead.

    8. Social media.

    Studying how the competition used social media saved considerable resources. I started looking at what sites they used and discovered the results of those efforts in terms of fans and followers. I also considered what they were doing on professional sites including LinkedIn to see how they presented themselves professionally. When I tried the social media sites the competition was not using I found they were missing some key platforms, giving me an advantage.

    9. Research.

    My competition did the heavy lifting for me when it came to target markets and state of the industry. They did not do all the research and hand me a white paper, but using Google Alerts to keep tabs on the competition provides an ongoing stream of information about their strategy, performance and any pivots. This can all be discerned from sales letters, email campaigns, press releases and mission statements. This was certainly more productive than creating my strategy in a vacuum and hoping it would meet the market need and beat the competition.

    10. Company culture.

    Although I was not privy to the internal workings of the competitions’ organizations, I did create a more productive team by studying how they defined their culture and addressed values, motivation, training and retention. Their hiring literature and employee programs provided new insights on best practices designed to get the most from my team. That enabled me to design a culture around what I wanted to achieve and put it into place quickly, with few changes afterward. Additional information about hiring practices, benefits and perks helped me provide a more effective way to onboard talent.

    I'm too busy to reinvent the wheel. Everything I observed my competition do shortened my learning curve and sped progress toward what I was trying to achieve.

    I learned from their mistakes and from their processes, ignoring what didn’t work and benchmarking best practices. Scope out your target audience and the overall external environment, but it’s just as important to track the competition.

    Related: What You Need to Know A

    Source: entrepreneur.com, 2016, John Rampton

  • Competitive Intelligence is crucial to your business succes

    Competitive intelligence is crucial to business success

    To maintain a competitive edge in business, you've got to keep a close eye on the competition. That's why access to competitive intelligence is critical to the success of your organization. Your executives need competitive intelligence to keep up with competitors' announcements, mergers and the direction of industry and media trends. R&D needs it to stay abreast of competitors' developing products and services. Your sales force needs competitive intelligence to monitor competitors' offerings, customers and price points. After gathering all this diverse information, you need to make sure it's delivered to the right people in your organization—in time for them to act upon it. 

    Superior competitive intelligence at your fingertips

    Compiling competitive intelligence from multiple sources is critical, but doing so by scouring the newspapers, trade journals and Web sites of multiple competitors is an extremely time-consuming task. The chance of missing a critical bit of competitive intelligence—or not getting a bit of information to the right people at the right time—is extremely high. The online competitive intelligence information available from sources on the Web can be incomplete and inaccurate. Subscriptions to various news services may provide more accuracy but can be costly and very inefficient. 

    Tools and services like for instance Dow Jones Factiva provides access to world-class global content not found in any other single service. Gathering information from more than 28,000 sources from more than 200 countries in 23 languages, these services deliver the competitive intelligence you need within minutes.

    Easy access to competitive intelligence

    With tools employees can access continuous competitive intelligence from the corporate environment. Dow Jones Factiva offers the flexibility needed to deliver breaking news to employees in a way that best fits any organization—from an intranet or portal, via e-mail, or through Factiva's award-winning business information service

    The ability to create competitive intelligence topics for the entire company to track, as well as topics for specific departments or individuals within the organization is another benefit of Dow Jones Factiva's competitive intelligence offering. Because Dow Jones Factiva delivers information directly to the desktop, employees can track competitive intelligence while they continue working. Additionally, when more detailed intelligence is needed, employees can go to Factiva.com, where they'll find a single point of access to a deep archive of news and business research not available on the free Web. 

    www.dowjones.com

  • Data Lakes necessary for advanced market intelligence

    When The Weather Company wanted to up its game in the forecasting world, executives knew the answer was to analyze even more data. However, the company's data warehouse was too constricting; it accepted only structured data and required a

    data lakess long as six months to develop appropriate schemas.

    "Our goal was to inject data into our businesses as fast as possible to be able to see new opportunities," says Bryson Koehler, executive vice president, CTO and CIO of The Weather Company. "It's not realistic for a business to go dark on a project for any extended period of time just to clean up data. So much changes on a daily basis -- so many new sources of data -- that that journey would never be complete."

    Koehler wanted to bring in data from anywhere it originated, including personal weather stations and Internet of Things sensors, to enrich analysis. With traditional data warehouses, this would have been near impossible because of the unstructured nature of the new data, the volume, and the lengthy development time necessary to process and validate it.

    "We get data from a lot of startups, and I can't ask these companies to create a specialized format for us," Koehler says. "They would go somewhere else that would take it [as is],and that would take away a competitive advantage."

    To ward off that potential, two years ago The Weather Company became an early adopter of data lakes. This approach allows enterprises to ingest, analyze and store unstructured, semi-structured and structured data in an agnostic manner, providing a more flexible repository than traditional data warehouses.

    Author: Sandra Gittlen

    Source: Computerworld

     
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  • Gebruik van market intelligence nog steeds uitdaging

    Data is er te over in de hedendaagse marketingomgeving. Het doen van onderzoek naar klanten en con
    currenten was nog nooit zo laagdrempelig en directe feedback uit veel verschillende 

    MI

    gelederen van de organisatie is ook laagdrempelig beschikbaar, nu bijna alle bedrijfsfuncties via CRM en ERP systemen digitaal in verbinding staan. 
    Het is niet voor niets dat Chief Marketing Officers de data-explosie de grootste uitdaging noemen. Naast databeschikbaarheid is het ontbreken van inzicht een probleem. Doordat alles in principe meetbaar lijkt te zijn geworden en er van alle touchpoints data terug de organisatie invloeien komt er veel data beschikbaar. 
    Het mappen van markten is een steeds belangrijkere en noodzakelijke voorwaarde voor Marketing Intelligence. Maar geeft nog geen garantie op inzicht. Een bestuurder van een auto kan niet meer zonder zijn dashboard en alle parameters van de interne en externe omgeving.  Maar tegelijkertijd staan deze data niet op zichzelf. Data kunnen slechts tot waarde worden gebracht als ze geconfronteerd worden met marketinginzicht. Als dat niet gebeurd ontstaat het gevaar dat marketeers steeds tactischer gaan opereren. Gefocused op steeds kleinere deelgebieden, omdat ze het geheel niet meer overzien. De verwerkingscapaciteit is te beperkt, de selectiviteit in waar nu echt op gestuurd moet worden, ontbreekt. Er is kortom geen overzicht. Er zal de komende jaren daarom niet alleen op databeschikbaarheid en fact based kennis van markten maar ook meer gestuurd moeten worden op de indikking van marketing data naar marketing intelligentie. De intelligentie die we bedoelen, vraagt een unieke combinatie van kennis van data, de toepasbaarheid ervan en de toepasselijkheid. Een combinatie van onderzoekskunde en bedrijfskunde, dus. Idealiter ontstaat er bij fact-based marketing een samenwerking tussen onderzoekers die businesswise of marketingwise goed onderlegd zijn en marketeers die affiniteit hebben met het werken met en interpreteren van data. Dat bereikt u niet zomaar, maar vraagt om het doelbewust inrichten van de Marketing Intelligence organisatie die bij uw organisatie past.
    Het opbouwen van een Marketing Intelligence functie binnen een organisatie gaat niet van vandaag op morgen. De organisatie groeit naar zo’n functie toe, vaak ongemerkt en vanuit een toenemende en vaak pas laat geïdentificeerde behoefte aan externe kennis en inzichten. 
     
    BI-kring redactie
  • NAVO-topman ziet nog jaren vol uitdagingen

    De NAVO ziet zich geconfronteerd met uitdagingen die nog jaren zullen voortduren. Het zijn de grootste uitdagingen in meer dan 20 jaar. Dat zei vertrekkend NAVO-topman Anders Fogh Rasmussen maandag tijdens een afscheidstoespraak in Brussel.

    Zijn speech voor het internationale politieke instituut Carnegie Europe had als motto: Een sterke NAVO in een onrustig tijdperk. Hij wees op een reeks crises die de NAVO en het westerse vrijheidsideaal bedreigen, zoals de Russische agressie jegens NAVO-partner Oekraïne en de opkomst van de radicaalislamitische organisatie Islamitische Staat.

    De Deen Rasmussen hield zijn eerste toespraak na zijn aantreden in 2009 ook voor Carnegie Europe in Brussel. Hij wordt op 1 oktober opgevolgd door de Noorse ex-premier Jens Stoltenberg.

    ANP, 15 September 2014

  • Overview of MI Tools needed

    Overview of MI Tools needed!

    Organisations with access to the right market information at the right time have the power to transform themselves into successful market leaders while companies that don’t have access to accurate and current information are taking unnecessary risks that may undermine expansion and profitability. 

    Market intelligence is the process of acquiring, processing and analysing information about customers, competitors and markets. Market Intelligence as a systematic corporate activity is becoming increasingly commonplace not only in the largest global companies but also in small and middle-sized enterprises.

    While competition has grown, the media sources that provide critical business information have exploded exponentially. Information is being created at an alarming rate and the tools required to collect and analyse this information are becoming increasingly complex. 

    An overview of these tools and their funcitonality is missing. Companies that have the right tools to access this data are more likely to succeed. Tranlatemedia is one of the few companies that published a report containing some examples of data sources, intelligence tools and tips that should allow businesses to gain greater insights into their target markets thereby increasing the likelihood of global success.

    www.translatemedia.com

  • Research and Markets: Global Business Intelligence and Analytics Software Market Analysis & Trends - Industry Forecast to 2020

    The Global Business Intelligence and Analytics Software Market is poised to grow at a CAGR of around 7.7% in the next 5 years to reach approximately $24 billion by 2020.

    This industry report analyzes the global markets for Business Intelligence and Analytics Software across all the given segments in the research scope. It presents historical market data for 2012, 2013, 2014 revenue estimations are presented for 2015 and forecasts till 2020.

    The study focuses on market trends, leading players, supply chain trends, technological innovations, key developments, and future strategies. The report provides comprehensive market analysis across four major geographies such as North America, Europe, Asia Pacific and Other parts of the world.

    Report Highlights:

    • The report provides a detailed analysis with current and future market trends to identify the investment opportunities
    • Market forecasts till 2020, using estimated market values as the base numbers
    • Key market trends across the business segments, Regions and countries
    • Key developments and strategies observed in the market
    • In-depth company profiles of key players and upcoming prominent players
    • Market opportunities and recommendations for new investments

    Key Topics Covered:

    1 Market Outline

    2 Executive Summary

    3 Market Overview

    4 Business Intelligence and Analytics Software market by Deployment type

    5 Business Intelligence and Analytics Software market by Application

    6 Business Intelligence and Analytics Software market by Platform

    7 Business Intelligence and Analytics Software market by End User

    8 Business Intelligence and Analytics Software market by Service

    9 Business Intelligence and Analytics Software market by Geography

    10 Leading Companies:

    Alteryx
    Birst
    GoodData
    IBM
    INFOR
    Information Builders
    Microsoft Corporation
    Microstrategy Incorporated
    Oracle Corporation
    QLIK Technologies, Inc.
    SAP SE
    SAS Institute, Inc.
    Salesforce
    Tableau Software, Inc.
    Tibco Software, Inc.

    Source: Business Wire

  • Research details developments in the business intelligence (BI) market that is estimated to grow at 10% CAGR to 2020

    HOIThe global business intelligence market report, an analyst says In the past few years, social media has played critical roles in SMEs and mid-sized organizations. Many SMEs are increasingly embracing this trend and integrating their BI software with social media platforms.

    Market outlook of business intelligence market - market research analyst predicts the global business intelligence market to grow at a CAGR of around 10% during the forecast period. The growing adoption of data analytics by organizations worldwide is a key driver for the growth of this market.

    The majority of corporate data sources include data generated from enterprise applications along with newly generated cloud-based and social network data. business intelligence tools are useful in the retrieval and analysis of this vast and growing volume of discrete data.

    They also help optimize business decisions, discover significant weak signals, and develop indicator patterns to identify opportunities and threats for businesses.

    The increased acceptance of cloud BI solutions by SMEs is also boosting the growth of this market. The adoption of cloud services allows end-users to concentrate on core activities rather than managing their IT environment.

    Cloud BI solutions enable applications to be scaled quickly, can be easily integrated with easy integration with third-party applications, and provide security at all levels of the enterprise IT architecture so that these applications can be accessed remotely.

    Market segmentation by technology of the business intelligence market:

    • Traditional BI
    • Mobile BI
    • Cloud BI
    • Social BI

    The mobile BI segment accounts for approximately 20% of the global BI market. It enables the mobile workforce to get business insights by data analysis, using applications optimized for mobile and smart devices.

    The growing smartphone adoption is likely to emerge as a key growth driver for this segment during the forecast period.

    Market segmentation by deployment of the business intelligence market

    • Cloud BI
    • On-premises BI

    The on-premise segment accounted for 86% of the market share during 2015. However, the report anticipates this segment to witness a decline in its shares by the end of the forecast period.

    In this segment, the software is purchased and installed on the server of an enterprise. It requires more maintenance but is highly secure and easy to manage.

    Geographical segmentation of the BI market

    • Americas
    • APAC
    • EMEA

    The Americas dominated the market during 2015, with a market share of around 56%. The high adoption of cloud BI solutions in this region is the major growth contributor for this market.

    The US is the market leader in this region as most of the key vendors are based out of here.

    Competitive landscape and key vendors

    Microsoft is one of the largest BI vendors and offers Power BI, which helps to deliver business-user-oriented, self-service data preparation and analysis needs through Excel 2013 and Office 365. The competitive environment in this market is expected to intensify during the forecast period due to an increase in R&D innovations and mergers.

    The market is also expected to witness a growing trend of acquisitions by the leading players. The key players in the market are expected to diversify their geographical presence during the forecast period.

    The key vendors of the market are -

    • IBM
    • Microsoft
    • Oracle
    • SAP
    • SAS Institute

    Other prominent vendors in the market include Actuate, Alteryx, Board International, Brist, Datawatch, GoodData, Infor, Information Builders, Logi Analytics, MicroStrategy, Panorama Software, Pentaho, Prognoz, Pyramid Analytics, Qlik, Salient Management Company, Tableau, Targit, Tibco Software, and Yellowfin.

    Key questions answered in the report

    • What will the market size and the growth rate be in 2020?
    • What are the key factors driving the BI market?
    • What are the key market trends impacting the growth of the BI market?
    • What are the challenges to market growth?
    • Who are the key vendors in the global BI market?
    • What are the market opportunities and threats faced by the vendors in the BI market?
    • Trending factors influencing the market shares of the Americas, APAC, and EMEA?
    • What are the key outcomes of the five forces analysis of the BI market?

    Source: WhaTech

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