SMBs and Analytics: What Don’t You Know?

stock-photo-information-overload-concept-of-becoming-overtaxed-by-the-growing-flood-of-information-which-can-101476243SMB Group is planning to launch the 2013 SMB Analytics and Big Data Study this fall. We decided to develop this survey study because even though “big data” is the latest “big thing” in the IT industry, we see a scarcity of quantitative information about where small and medium businesses (SMBs) are on the analytics and big data learning curve.

At the same time, big data and analytics vendors are making enormous investments to develop and market analytics and big data solutions for SMBs. While there’s no question that analytics and big data solutions can benefit SMBs, vendors need a sharper picture of how SMBs view, think about and consume (or not!) analytics solutions in their organizations in order to successfully reach and serve these businesses.

What We Know

We learned in our 2012 SMB Routes to Market Study that SMBs are all over the map when it comes to using  analytics in their businesses. While about 41% of SMBs use analytics solutions, the kinds of solutions they use range from modules that are part of a business solution (such as CRM or ERP) to advanced analytics solutions such as SAS, IBM Cognos or Tableau. The other 59% are getting by with Excel and other homegrown analytics tools.

Slide1We also know that the cloud is on its way to becoming SMBs’ preferred deployment method for analytics and business intelligence solutions. Our survey results indicate that among SMBs that deployed analytics and BI solutions over the past two years, 31% SMBs chose to deploy a cloud-based solution. Looking ahead, 53% of SMBs planning to deploy an analytics solutions believe they will select a cloud offering.

Over the last few months, SMB Group has also been involved in different qualitative projects to understand how SMBs are using advanced analytics in their businesses. We’ve interviewed many early adopter SMBs about why they decided to step up from homegrown Excel spreadsheets to more advanced analytics solutions, and I’ve shared a their experiences in the posts noted at the end of this post.

What We Don’t Know Enough About–Yet!

The SMB Group’s 2013 SMB Analytics and Big Data Study will drill down to more comprehensively understand and gain quantitative metrics about SMB decision makers’ attitudes and practices regarding analytics and big data. It will answer questions that we have yet to see strong, quantifiable answers to, including:

  •  SMBs’ views and understanding of big data, analytics, and related terms.
  • Drivers and inhibitors for analytics solutions.
  • Whether, how and how quickly SMBs’ are transforming their businesses for a data-driven world.
  • Current use of analytics for business decision-making in different departments and across the business.
  • Who creates and who consumes analytics?
  • What are they using it for and how do they consume it?
  • What are SMBs’ appetite, readiness and budget to adopt more advanced solutions than what they are using today?
  • What internal expertise do they have available to help with solution selection, implementation, integration, business process, etc.?
  • What do they need external resources for?

What Do You Need Answers To?

all of the infoWe also know that we haven’t thought of all the questions that need answers. So we’d love for you to be one of our survey sponsors, of course, and work with us one-on-one to help further define the questions and scope of this study.

Even if you’re not able to sponsor the study, we’re still very interested in finding out what questions you think we should try to answer in this study. Please take a moment and share your ideas in the comments section. Thank you!

Recent related SMB Analytics and Big Data posts:

Seeing the Light: How SMBs Are Using Data and Insights to Get Ahead

Key Considerations: How SMBs Are Using Data and Insights to Get Ahead

Getting Results: How SMBs are Using Data and Insights to Get Ahead

Is Big Data Relevant for SMBs?

Putting Big Data To Work For SMBs

Charting Your Big Data Journey

How Zoos and Museums Use Big Data to Refresh and Reset Visitor Experience

 

 

How Zoos and Museums Use Big Data to Refresh and Reset Visitor Experience

3-kids_mFor most of us, a trip to the zoo, museum or an aquarium is a fun and interesting way to learn about animals, history, art and other cultural experiences first hand. Behind the scenes, however, these organizations must work hard to create the engaging, interactive experiences that today’s visitors want, and successfully market that experience to the public.

This is especially true today, when these typically not-for-profit venues must compete with an expanding array of theme and amusement parks, live and digital entertainment events and sports attractions. To remain viable and vibrant, zoos and museums must continually fine-tune their vision and exhibits to grow visitor traffic and membership. They need to be creative with concessions, and optimize use of their meeting rooms and cafes.

In this post, I discuss how Point Defiance Zoo & Aquarium and History Colorado Museum are using analytics and big data to better understand what visitors want and to deliver it.

Point Defiance Zoo & Aquarium Refreshes Visitor Engagement and Conservation Initiatives

polar-bear-003_sAt the 100-year old Point Defiance Zoo & Aquarium (PDZA) in the Pacific Northwest, Manager Donna Powell oversees all business, budget and visitor services. The 29-acre combined zoo and aquarium promotes and practices wildlife and ecosystem conservation initiatives, and attracts more than 600,000 visitors a year.

PDZA generates millions of data records daily on attendance, exhibit and event preferences and participation in conservation initiatives—but didn’t have a good way to pull information out of it. As Powell explained, “Staff generated a SQL sales report from our point-of-sale (POS) system each morning but it only gave us turnstile sales and didn’t include online and reseller sales. So staff had to pull this all together manually, which took days.”

“It also couldn’t tell us what customers do while they visit, or what they’re saying about us on social media” adds Powell. “We need to know things like, which exhibits visitors prefer, and what conservation initiatives they’re participating in, what they liked and what they didn’t like.”

Powell knew that PDZA needed to better understand visitor trends and feedback, but had concerns that an analytics solution might be too difficult and/or expensive for an 80-person organization with 2 IT staff to deploy and use. Then she attended a presentation from the Cincinnati Zoo, and learned about the analytics system that they had deployed. “They were using the same POS as we use. They introduced us to BrightStar Partners an analytics solution provider that did their implementation that really understands zoos. The light bulb went on—if they could do it, so could we.”

PDZA went live withIBM Big Data Analytics in 2012. “Everyone immediately made the connection of how they could use this to help. We can strip things out, and see how things relate. Now we can pinpoint how different weather patterns will affect attendance and exhibits, and change scheduling as required. We can also use it for marketing. For example, after analyzing sales data and open rates, we sent a promotion to members whose membership was about expire and offered them a discount if they renewed before the end of the day. We had a 6% buy in on that campaign compared to the typical mail renewal rate of 3%.”

Other benefits Powell points to include:

  • A 700% rise in online ticket sales over the past year, with an expectation that online sales will go up another 25% by the end of this year.
  • The membership team can pull the data they need in minutes instead of waiting days for IT to extract data from the POS system to create a mailing list for campaigns.
  • PDZA also uses social media and analytics to more effectively engage millennial visitors in its conservation initiatives.

Zoo employees now use iPads to access financial, attendance, membership and retail information so they can make decisions anywhere anytime. Looking ahead, PDZA plans to introduce a mobile ticketing solution. In the future, visitors will be able to “check in” at different areas within the zoo, providing zoo managers with more data to better understand which exhibits are most popular and how much time visitors spend at them.

History Colorado Center Resets To Attract a New Target Audience

HistColorado_FrankOomsHistory Colorado Center likes to think of itself as a brand new 134 year-old museum. Founded in 1879, the museum had shared the same block with Colorado’s State Justice Center for more than 40 years. “The location wasn’t ideal, and the museum wasn’t as interactive or engaging as we would have liked,” as COO Kathryn Hill explained. “Most of our visitors were senior citizens and children on obligatory school field trips.”

In 2008, History Colorado had the opportunity to build new, state-of-the art museum–and to bring Colorado’s history alive through storytelling and interpretative exhibits. According to Hill, “We wanted to understand how we could bring history alive, attract more families, and best sustain our mission over time.”

In conjunction with planning and construction of the new building, History Colorado conducted extensive audience research to test design ideas and stories. During this process, Hill “stumbled on the story of how the Cincinnati Zoo was using analytics to drill down into all aspects of visitor behavior so they could continually improve the visitor experience.”

“As a non-profit, we don’t have a lot of money for marketing, so we needed to find a strategic way to keep a close pulse on how we can best engage families. We hadn’t budgeted for analytics, but once we learned about IBM’s BIg Data Analytics, it was a no-brainer for us,” according to Hill.

In collaboration with IBM Business partner BrightStar, History Colorado deployed IBM Big Data analytics simultaneously with their new POS system. “I’m not a tech person, but I can go in and look at admissions, programs, merchandise, food, and membership data in real-time,” notes Hill. “We have a single view of the data, and can see patterns now, such as when retail sales peak and what exhibits attract the most traffic.” This helps the Center’s 125 employees fine-tune exhibit and marketing strategies.

The museum is also developing more personalized experiences for its visitors by analyzing social media commentary, and expects that this will boost engagement and repeat visits.

“We have a unique mission to help visitors understand the present in the context of the past so Coloradans are better informed in making decisions for the future,” explains Hill. “To make this happen, we need to bring people in and provide a compelling experience. Analytics helps us do this.”

Perspective

Chances are that your organization isn’t a zoo or museum. But these stories underscore the fact that big data analytics solutions are within reach for organizations of all shapes and sizes.

However, these experiences also reveal some important pointers for getting successful outcomes from an analytics investment that other SMBs should keep in mind. First and foremost, PDZA and History Colorado had clearly articulated what information they needed, and how they would use it. In addition, both organizations:

  • Selected a solutions designed for SMB requirements and for limited IT and budgets.
  • Worked with a partner that had experience in your industry, and could tailor the solution to best meet their specific needs.
  • Had input and guidance from organizations with similar requirements.

Whether you need to know more about visitors or customers, exhibits or products, with a clear vision, solid planning, big data analytics can provide the insights your organization needs to thrive in an increasingly complex and competitive world.

This is a fourth, additional post in the blog series by SMB Group and sponsored by IBM that examines big data and its implications for SMBs. You can find the first three posts at these links:

Getting Results: How SMBs are Using Data and Insights to Get Ahead

In the first two posts in this series, Seeing the Light: How SMBs are Using Data and Insights to Get Ahead, I shared the motivations that prompted three SMBs to replace spreadsheets and intuition with a more sophisticated, analytics-driven approach to run their businesses.

In the second, I discussed the factors that decision-makers in these three companies viewed as make or break considerations in the analytics selection process.

In this third and final post, I look at how these SMBs are putting the SAS analytics solutions that they selected to work for their businesses, and the results that they’re getting.

An Early Warning System to Prevent Issues from Becoming Problems

EWS Control Chart Mock-upBGF Industries had millions of lab testing records, but lacked an effective way to extract insights from them to improve quality control. BGF wanted a system that could sort through this data, generate control charts, and proactively flag potential quality issues. The company also wanted a knowledge repository to make key findings readily available in case an issue came up again.

Working with SAS partner Lucid Analytics, BGF implemented SAS Enterprise BI for Midsize Businesses, giving BGF the “early warning system” it needs to constantly monitor production processes. “Every night this system pours through millions of lab testing records, generates control charts for each and every thing we test for, and creates a report that flags any charts where something may be out of control,” explains Bobby Hull, Corporate Quality Assurance Manager at BGF.

According to Hull,”The flexibility of the SAS solution is like Legos. You can take a little piece of this and stick it to that and get what you need.” This enabled Lucid Analytics to create a commentary field in the control charts for BGF to capture information about how to resolve quality issues. “Now we also have this guru repository so information can easily be passed on to different people,” adds Hull.

When it comes to return on investment (ROI), Hull puts it this way: “People were asking me about ROI when we started the project. I told them that I couldn’t quote them a dollar figure because how can you predict when you will avert a costly disaster? I couldn’t predict that negative, but I could tell them that the investment would pay them back because it would help us spot trends, improve quality in our products and better serve our customers–all of which it has done.” In addition, notes Hull, “It makes our auditor smile because the solution reflects our attitude toward quality and that helps enormously with ISO compliance.”

Delivering What Customers Want

Style: "Color tone - warm"Oberweis Dairy needed to better understand customer buying behavior across its three distribution channels--home delivery, ice cream and dairy stores, and distribution partners. It wanted to get its flagship home delivery service growing again, increase revenue per transaction, improve customer retention, and increase market penetration across all of its channels.

“Very complicated spreadsheets, macros and pivot tables weren’t providing the answers we needed,” according to Bruce Bedford, VP of Marketing. “Now, we understand customers’ buying behaviors like never before, and we can develop highly effective marketing campaigns across channels.”

In dairy stores, Oberweis has improved transaction-level profitability by 1.2% due to the analytical approach it can take with its menu boards. As Bedford explains, “Now we can now figure out the best configurations. What foods to put on the menu, what goes best with what. We can test ideas like, what if we feature sundaes in a waffle bowl? We can present and test different options, see what customers want. This also cuts down on the time it takes for customers to make their selections, and the time it takes for us to serve them.

In addition, customer retention for Oberweis’ home delivery service has soared by 36%–yielding over $640,000 of incremental revenue in just 6 months. “Our home delivery products are same price as in the store, but there’s a delivery fee,” Bedford notes. “We had been promoting free delivery by waiving our $2.99 weekly delivery fee for six months when customers signed up. But at the 6 month mark, we had a sharp drop in renewals. We figured it had to be tied to how we were structuring the promotion. We needed to decrease attrition, without lowering offer acceptance.”

Oberweis used SAS Business Analytics for Midsize Business to test and analyze different promotions, and learned that “when we offer new customers 99 cent delivery for one year, retention spikes up. Both promotions deliver $100 value to the customer, but the details significantly increased the retention rate, without reducing acceptance.’

The results have been so dramatic that Oberweis documented them in a paper that Bedford presented at the 2012 Midwest SAS User Group 2012 conference.

Improving Guest and Homeowner Experiences

Twiddy & Company Home ER004Twiddy & Co. balances the need to maximize revenue for its individual homeowners with the concurrent need to provide truly exceptional vacation experiences to its guests. But, a myriad of complex spreadsheets were no longer up to the job. For instance, Twiddy needed to create daily reports quickly and provide them to staff to scan so that they could efficiently address any cleaning or safety issues prior to or immediately after guests’ arrival. The company also wanted to provide vacation homeowners with the best possible value for needed property repairs and services. In addition, Twiddy wanted to optimize property bookings and pricing based on data instead of gut instinct.

Clark Twiddy, Director of Operations, recalls that when the company started to look for a solution, “It was a black hole. We didn’t know if we would need to spend $250 or $100,000 but we knew we needed better analysis and decision support. Candidly, we wouldn’t have spent $100,000, but we had to find a way innovate and improve. Our market here in North Carolina is very competitive with 14 smart companies in the same area. We joke that complacency is a great way for us to lose market share.”

According to Twiddy, SAS Business Analytics for Midsize Business and Pinnacle, a SAS partner, helped them do just that. “It used to take 3 or 4 people hours a day to get information together into reports that became obsolete the following morning. Now we can get a report in seconds and see, for example, the median day-to-day cost for a certain type of repair, and compare costs for the 1100 different service providers we contract with–saving homeowners real money. We even have vendors asking us how they’re doing on the SAS list and where they rank, so they can improve and get more business from us.”

Twiddy estimates the solution has also cut error rates by about 20% per year. “More timely, accurate reports make it less likely that we’ll send the wrong vendor to a home, or send a vendor to the wrong home, or that we’ll flat-out miss something that needs to be fixed. Our housekeeping scores have increased, and repeat guests have gone from 47% to almost 60%,” notes Twiddy.

Twiddy has also built a dynamic pricing model that he says “is an enormous help with building credibility and delivering results to homeowners. We’ve been able to deliver better bottom line results to homeowners, better vacation experiences to guests, smarter technology to staff, and sustain a high-end brand image in the mind of our customers.”

Perspective

If you’ve read all three of the posts in this series, you know that none of these companies just waved a magic wand and magically achieved successful outcomes from their analytics investments.

But, the good news is that none of these companies needed a magician–or an IT army–to help make this happen. Instead, they got there by:

  • Facing the fact that their businesses would need to employ a more sophisticated approach to gather, create and use information to make the decisions in order to move ahead.
  • Taking enough time upfront to assess what information they needed to make better decisions, what needs to happen to make this information actionable for the people who need to use it, and how you’ll measure outcomes.
  • Thoroughly evaluating internal capabilities, what they would need from an analytics solution and a solution provider, and getting the information they needed to select best-fit options for their companies.

So, mere mortal SMBs–take heart–and follow the guidance of these and other SMBs that are paving the way.

This is the final post in a three-part blog series by SMB Group sponsored by SAS that examines why and how SMBs are moving from spreadsheets and intuition to a data-driven approach to grow their businesses.

Key Considerations: How SMBs Are Using Data and Insights to Get Ahead

?????????????????????????????????????????????????????????????????????????????In the first post in this series, Seeing the Light: How SMBs are Using Data and Insights to Get Ahead, I shared the motivations that prompted three SMBs (BGF Industries, Oberweis Dairy and Twiddy & Company) to replace spreadsheets and intuition with a more sophisticated, analytics-driven approach.

But what factors do you need to assess in order to select an analytics solution that will work best for your business? In this post, I examine the factors that these decision-makers view as make or break considerations to guide the analytics selection process and ultimately, drive successful outcomes.

What Information Do You Need to Understand and Measure?

As Albert Einstein, said, “The important thing is not to stop questioning.” After you’ve determined the business requirements you need to solve for, the next step is to identify the specific questions you need to answer to solve for these requirements. For instance:

  • Oberweis Dairy initially wanted to determine why customers were discontinuing home delivery service so it could get that business growing again. But the scope quickly broadened. According to Bruce Bedford, VP of Marketing, “We have three channels of business–home delivery, ice cream and dairy stores, and distribution partners. We realized we had to understand customer buying behaviors across these channels to answer questions such as, how do we increase revenue per transaction, improve customer retention, and increase market penetration.”
  • Twiddy & Co. needed to maximize occupancy and revenues for vacation homeowners while still providing an optimal vacation experience for its guests. As Clark Twiddy, Director of Operations explained, “We asked what do we want this solution to show us, and what would we do with it once we had it?” For instance, Twiddy wanted to be able to scan for safety related items so it could immediately dispatch resources to correct them. “We also wanted to track costs and performance in different vendor categories. “I wanted to know what the median cost is, for example, for carpet cleaning, what each vendor charges, and who does the best job–sort of like a private Angie’s list.”
  • BGF Industries had millions of lab testing records that it could use to improve quality control, but lacked an effective way to extract insights from them. Notes Bobby Hull, Corporate QA Manager,” We needed a system to quickly comb through all these records, generate control charts, and flag anything that might be an issue–before it becomes an issue for our customers. We also wanted to build a knowledge repository to make key findings readily available if an issue comes up again.’’

Where Will the Data Come From?

Most SMBs start with wanting to analyze internal company data. But odds are that corporate data is in different “silos,” such as an internal financials application and a cloud-based HR or CRM solution. Data silos are usually inconsistent, expensive to support and a source of contention in companies. Bringing siloed data together into an integrated data store is the foundation to build a “single version of the truth” to run reports, build dashboards, and create visual or mobile user interfaces.

BGF was fortunate. It had already built a data warehouse for its lab testing data when it decided it needed a more powerful analytics solution. But Twiddy and Oberweis faced a dilemma more common to SMBs. For example, “Our Ice Cream and Dairy Stores operate in a completely different IT environment than our Home Delivery and Wholesale businesses,” explained Bedford. “For timely, accurate reporting and analysis of cross-channel purchase behavior, we needed to start by bringing all of our consumer and inventory data together into a single data warehouse.”

Look for solution providers who can help consolidate and standardize data from different sources and formats to build an integrated, rationalized data store. This foundation will enable you to derive deeper insights, better metrics and the confidence you want from your data.

How Much Data Do You Need to Analyze?

Big data isn’t only applicable to large businesses. In fact, the “big” in big data is relative–relative to the amount of information that your organization needs to sift through to find the insights you need, when you need them.

BGF was storing over 5 million lab testing data points in a data warehouse. “Many of the solutions we looked at couldn’t handle the data volume, they would choke after a couple of million data points. We needed a solution to power through this with the speed we needed,” according to Hull.

Consider both current data volumes and what’s coming down the pike. Oberweis’ Bedford notes, “We wanted to start with market analysis, but knew that down the road that we would want also improve inventory management and gain more predictive inventory control, which would bring more data into the picture.”

It’s a safe bet that the volume and variety of digitized data relevant to your business will continue to rise exponentially. You may need to bring in new, unstructured data from company emails, from external sources such as social media, or machine generated data from processes that you automate.

Select a solution that will be ready when you need it to crunch through more data, from more places, more quickly. Analytics solutions that take advantage of new technologies, such as Hadoop and MapReduce make it possible to run analyses that used to take days or weeks in minutes, and to weave new, external data sources into your analysis as required.

How Do You Make Data Actionable?

To have value, data needs to be accessible, consumable and actionable. People must be able to interact with it, and get the information they need, when and how they need it, to perform their jobs most efficiently.

Consumability was top of mind for Twiddy & Co. “We wanted something that would not only help our executive team to make decisions, but also shape information that we could disseminate to front line managers and the field,” notes Twiddy. Executives needed planning and forecasting capabilities to help maximize occupancy for almost 1000 properties, and manage service costs among 1100 providers. “But we also needed to bring together information from different sources into one simple document for our cleaning crews who clean and inspect the homes. Our data challenges were often to make our complicated data systems clear, understandable, and most importantly actionable.”

BGF’s Hull required “a daily report of issues, divided by market segment, that segment managers could pull up and start taking actions on immediately.” BGF also wanted to augment control charts with commentary field to capture knowledge about how to resolve issues. “One of my mentors recently retired with 52 years of service. When someone like that logs something, you want to keep it and pass that knowledge on in case the issue comes up again.”

Get clarity around who needs to use the data and how. Is it executives, front line managers, people in the field–or all of the above? Business users may need visualization capabilities to make it easier to explore large amounts of data. Executives might want mobile solutions so that they have information at their fingertips at the airport. Get broad input from stakeholders upfront to deliver information in the most actionable format.

What Internal Capabilities Do You Have and What Help Will You Need?

Like most SMBs, these companies had small IT staffs, ranging from 2 to 4 full-time people. They had varying degrees of analytics expertise. Oberweis’ Bruce Bedford is a PhD and an analytics background. BGF’s Hull had experience with desktop analytics, but had to juggle his day job as Corporate Quality Assurance Manager while implementing a server-based solution. And Clark Twiddy had to help move the company off spreadsheets while fulfilling his duties as Director of Operations.

If you lack IT staff and/or in-house analytics expertise, select an experienced solution provider who can fill in the gaps with consulting, implementation, training and support services. Since analytics is major investment for most companies, and your requirements will evolve over time, look for a provider that will really listen to what you are trying to do, work with you to overcome internal challenges and constraints, and provide a solution that will grow with your business. “Don’t be over-confident about simply buying a solution…in hindsight, we should have purchased a training plan and initial setup consultant upfront. It would have saved a lot of time.”

Perspective

With all the hype surrounding analytics today, it’s easy to get derailed from your objectives by buzzwords and the next new feature. But you can stay on track if you remember that the end goal of all metrics, reports, dashboards, alerts or any other features that an analytics solution provides is to answer your business-critical questions.

Evaluating key questions at the front of the solution assessment cycle proved critical to enabling these SMBs to choose the analytics solutions and providers that would be the best fit for their companies.

If you take time upfront to lay the groundwork with a thorough internal assessment, you will dramatically increase the odds of selecting an analytics solution and solutions provider that will help you get the insights you need to grow the business and stay ahead of the competition.

In the third and final post of this series, I’ll look at how careful planning paid off for these three SMBs, and how they are using analytics to help their companies grow.

This is the second of a three-part blog series by SMB Group sponsored by SAS that examines why and how SMBs are moving from spreadsheets and intuition to a data-driven approach to grow their businesses.

Top SMB Takeaways: SAP Sapphire 2013

sapphireA couple of weeks ago, I had the opportunity to attend Sapphire 2013, SAP’s annual user conference. As is the norm for these events, SAP opened the fire hose to reveal new directions, product and solution announcements, and partner and customer wins through a myriad of meetings and sessions.

Rather than attempt to drench you with the full blast, I’ll focus this post on what I see as most relevant for SAP’s direction in the small and medium business (SMB) space.

HANA for All

SAP HANASAP is betting big on its HANA platform, which began life in 2010 as an in-memory database and has quickly evolved to become SAP’s “development platform for innovation,” for both SAP and third-party developers.

At Sapphire, SAP underscored that HANA isn’t just for big business. The vendor discussed several initiatives to bring the benefits of HANA’s data-crunching power to SMB analytics and online transaction processing (OLTP) requirements. For instance:

  • SAP Business One on HANA. Business One is SAP’s ERP solution for small businesses and for departments in larger companies. The solution integrates core business functions, including financials, sales, customer relationship management, inventory, and operations, and includes embedded analytics and reporting capabilities. SAP offers Business One both as an on-premises offering or via a cloud-based subscription model. In September 2012, SAP announced SAP Business One analytics, powered by SAP HANA. This solution provides a Linux-based HANA analytics appliance for companies running SAP Business One on a Windows server with Microsoft’s SQL database. At Sapphire, SAP introduced a new offering, Business One, version for HANA,  slated for availability later this year. This version runs directly on HANA, enabling both the transactional (ERP) and analytical applications to run on the same Linux-based server. By running both ERP transactions and analytics on a single platform, Business One version for HANA speeds access to information for analytics, reporting and search, without slowing down transactional processing.
  • SAP Startup Focus Program, which enables startups to build solutions for small businesses. SAP has engaged over 430 startups to use HANA as a platform to develop user-friendly real-time analytics and advanced predictive solutions. For instance, Vish Cancron, CEO of Liquid Analytics, talked about his company’s cloud-based, mobile analytics applications for iPhone, iPad, Blackberry and Android users.  As Vish explained to me in this video discussion at a prior event, Liquid Analytics uses gamification and predictive analytics to help make it easier, quicker and more fun for wholesale industry sales reps to place orders and set and meet sales goals.
  • SAP HANA One. SAP has partnered with Amazon’s Web Services Cloud to offer a pay-as-you model for trying and using HANA. SAP claims that users can import data and get up and running with HANA cloud in as few as 5 minutes. HANA One is designed for analytics professionals, SIs and ISVs, supports up to a 30 GB compressed data set, and is priced at one dollar per hour per user. While most SMBs don’t have analytics professionals, HANA One gives SIs and developers an accessible, affordable mechanism to develop and test new HANA apps for SMB customers. SAP has also created an online and community support network to help SMBs get started and navigate their way through a HANA One instance.

Cloud Front and Center

sap cloudSAP’s journey to the cloud has been underway for several years. Though the company has seen a few setbacks, almost all of SAP’s solutions are now available in the cloud, including:

  • Home-brewed SAP ERP solutions such as Business One, Business All-in-One, Business Suite  and of course, cloud-only Business ByDesign.
  • Acquired cloud solutions such SuccessFactors and Ariba.
  • Afaria, SAP’s mobile management platform, which SAP announced at the event is now available as a cloud-based service, branded as Afaria in the Cloud.
  • SAP HANA One Premium, an advanced version of SAP HANA One with the same data compression rate but with greater accessibility to SAP source data, all SAP backend systems, data integrators and full SAP Support.

SAP also offers customers a choice of running some of its ERP solutions in either a public or private cloud environment, and a choice of cloud providers as well. For instance, customers can choose to run Business One in Amazon’s AWS, or in SAP’s HANA cloud center, an SAP partner’s cloud, or in a private on-premises cloud.

Notably, SAP revealed that it’s own HANA Cloud Center has the capacity to accommodate all of its current installed base customers. This gives existing customers a convenient on ramp both to move ERP solutions to the cloud and gain the power of HANA in one fell swoop–and underscores just how important the cloud is to enable SAP’s HANA strategy.

Upgrading the User Experience

sap uiLet’s face it, SAP is not known for user-friendly software or contracts. But the company is on a quest to improve customer experience by making its solutions more accessible and user-friendly. SAP is also expanding its portfolio of rapid deployment solutions (RDS), which offer fixed cost, fixed scope preconfigured software, best practices and implementation services that give customers everything they need to get up and running on midmarket solutions such as Business All-in-One in just a few weeks. SAP currently offers over 900 rapid-deployment solutions across its product lines. In addition to developing more appealing and streamlined user interfaces, SAP is trying to simplify pricing and contracts.

When it comes to new solutions, SAP is aiming to get accessibility and ease of use right from the get go. For instance, SAP’s newly minted Afaria for the Cloud solution for mobile management sports a streamlined user interface and is priced at 1 Euro per user per month. At that price, the solution should be attractive for even very small businesses that need to manage mobile devices get an affordable solution. It also opens the door for SAP to prove its worth, develop a relationship, and sell other solutions to new small business customers.

Shining the Spotlight on Ariba

aribaAttracting new customers, growing revenues, and increasing profitability are perennial challenges for all SMBs. As revealed in SMB Group’s 2012 SMB Routes to Market Study, about one-quarter of SMBs sell goods and services to large enterprises. These B2B SMBs want a bigger share of the billions of dollars that large businesses spend annually on goods and services. SAP is shining the spotlight on its Ariba business commerce network as a means to help them reach this end. SAP provides all of its Business One customers with a free connection into the Ariba network, and any company, whether an SAP customer or not, can enroll as a Supplier on the cloud-based Ariba Network. Once enrolled, SMBs can connect and collaborate customers, partners, peers, and prospects. Ariba gives SMBs another way to provide more value to its existing SMB customers, and an additional entry point to bring non-SAP SMBs into the SAP fold.

Perspective

We’ve all seen how quickly innovative, fast-growth start-ups can become marquee brands. SAP understands that the creation-destruction cycle for businesses in hyper-drive, as underscored by the story of Under Armour, a featured customer and keynote panelist at Sapphire. Kevin Planck, Under Armour CEO, discussed how he founded the company in his basement in 1996 to design T-shirts that would wick moisture to help athletes stay cool and dry. He also talked about how Under Armour has evolved and grown, and how SAP has helped the company achieve twelve consecutive quarters of 20%+ growth.

SAP is betting big on becoming the leading IT solutions provider for these high-growth SMBs, which SMB Group call Progressive SMBs. Progressive SMBs are growth driven, and more likely to invest in and use technology to gain market and competitive advantage than other SMBs. Our data shows that Progressive SMBs are also much more likely to anticipate revenue gains than peers whose tech investments are flat or declining. SAP’s strategy to target  Progressive SMBs with leading edge technologies that provide clear business benefit should help it to tap in more deeply to this segment.

As important, SAP seems to be making an authentic effort to consumerize the SAP experience by reducing friction in choosing, buying and using SAP solutions. In our 2012 SMB Routes to Market Study, 42% of small businesses rate “solution is easy to use” as the top reason to put solutions on their short lists. SAP is addressing this challenge with a commitment to the cloud, tight integration to HANA within business applications, and focus on bringing new, easy to buy and use applications to market.

Although SAP isn’t likely to become the volume leader, the company is charting a leadership course to engage fast-growth SMBs–who also have the potential to become high-value SAP customers–with a differentiated and compelling story.

Seeing the Light: How SMBs Are Using Data and Insights to Get Ahead

At a time when information is proliferating at an unprecedented rate, companies that effectively gather, create and use information can gain dramatic market advantages over those that don’t.  SMB Group’s 2012 Routes to Market Study shows that SMBs that have deployed business intelligence and analytics solutions are 51% more likely than peers to expect revenues to rise. Likewise, in a survey from the MIT Sloan Management Review and SAS Institute, 67% of respondents report that their companies get a competitive advantage through analytics.

Most small and medium business (SMB) decision-makers understand this at a conceptual level. But let’s face itfew have in-house business analysts and data experts. Consequently, it can be daunting just to think about moving beyond spreadsheets to a more innovative analytics-driven approach.

A Tale of Three SMBs

But it doesn’t have to be. In this three-part series, I explore the journeys that three SAS customerswithout armies of IT peoplehave taken to get more accurate, timely, usable insights for their businesses. And note: not one is a venture-backed tech or digital media start-up from Silicon Valley! In fact, all three are from traditional industries, with a combined 146 years of history behind them:

  • BGF Industries is a leading manufacturer of 2,000 high-performance Kevlar, fiberglass, and carbon products used in industries such as aerospace, marine, filtration, automotive, and ballistics. BGF was the first weaver of fiberglass textiles in 1941 when it was part of Burlington Glass Fabrics, and became a subsidiary of the Porcher Groupe of Badinieres, France in 1988. Today, BGF employs 800 people at six facilities in three states. With over 35 patents for specialized finishes and processes, BGF’s mission is to deliver excellent products and exceptional customer experience.
  • Oberweis Dairy began in 1915, when Peter J. Oberweis had too much milk and started selling it to neighbors. The Oberweis family began delivering fresh milk to homes on horse-drawn carts in 1927. Now, Oberweis continues its “Simply the Best” tradition as a family owned and operated business in Aurora, IL. Oberweis has also significantly expanded its product line, and opened 47 retail stores where customers can buy milk and enjoy its ice cream. It still delivers milk in glass bottles, although today it uses trucks instead of horses.
  • Twiddy & Company manages a portfolio of individual, privately owned vacation homes on the Northern Outer Banks of North Carolina.  Family owned and operated, Twiddy & Company employs 110 people year round and almost 500 during peak vacation season. Although the vacation rental market has changed over the years, Twiddy’s mission has remained constant throughout its 35-year history: Offer the very best selection, service, and successful experiences to both homeowners and guests. 

This post chronicles why these companies decided to bring more robust analytics capabilities into their organizations. In the second, I look at the key considerations that came into play in their search for a solution and how they decided which solution to use. The third post examines how analytics are helping their companies thrive and grow.

Triggers for Change

The vast majority of SMBs use spreadsheets and intuition for analysis and decision-making, even as spreadsheet errors proliferate, time is wasted, and trends are missed. So what drives some SMBs look for alternatives to “spreadsheet management”?

This quote from Albert Einstein sums it up nicely: “We can’t solve problems by using the same kind of thinking we used when we created them.” Faced with an “aha” moment that they could no longer ignore, each of the three companies we spoke with decided it was time for a change.

Creating a Competitive Edge with Better Owner and Guest Services

Wild Horse AerialIn 2009, Clark Twiddy, Director of Operations and son of founder Doug Twiddy, came home to the family business after serving in the Navy. He saw that Twiddy & Co. was “swamped in transactional data. We rent 900+ properties 25 times a year, with multiple and varied service transactions every week on each unit. We struggled to keep up with delivering great service to homeowners and guests.”

Twiddy must keep track of many variables. It needs to ensure each property is clean, safe and serviced properly for each visitor; optimize occupancy and rates for property owners; and negotiate better pricing from plumbers, carpet cleaners, electricians and other service providers.

As big, nationwide rivals entered the market, Twiddy recognized that “getting our information faster, more valuable, and easier for people who needed to act on it right away” was critical to the company’s future. “Keeping track of all the variables with Excel proved problematic. People sat behind desks and researched data for hours or days trying to find trends or just answer pretty simple questions.  For example, it was too easy to get blindsided because we didn’t spot a safety issue that should have been addressed.  The risks of unmanaged data became something we had to act upon.”

PrintStabilizing and Growing the Flagship Business

Survival of the home delivery business triggered a fresh look at alternatives at Oberweis Dairy, According to Bruce Bedford, VP of Marketing, “In 2010, we recognized that we had to stabilize and grow our flagship home delivery business, which accounts for about a third of revenues. We had to understand why customers would discontinue the service, and then take corrective marketing action to turn that around.”

At the time, Oberweis was using “very complicated” Excel spreadsheets, Visual Basic macros and pivot tables. “Although best efforts were made to figure out what was happening, it wasn’t cutting it,” explains Bedford.

Preventing Costly Process Errors

BGFCorporate QA Manager Bobby Hull and other managers at BGF had relied on individual, PC-based versions of SAS to monitor data and processes. As Hull noted, “That worked for a while, but we were growing so much, we had so much product diversity, the customer base and their demands were changing. We had to be quicker, better, faster, leaner and deliver higher quality.”

In the mid-2000s, a customer spotted a trend in a BGF product that Hull says, “We should have spotted ourselves. We had all of the information in our systems, we measured everything we could measure, but we had no good way to extract and use it.”

After investigating the issue, Hull notes that, “In hindsight, pulling the data out after the fact and looking at it, the trend was there…we should have spotted that. It was scary…these are technical fabrics going into complex, high-end industries and you can’t afford to drop the ball because it can get expensive really fast.”

As a result, BGF decided they needed “a serious way to dig into information quickly, easily and to surface it. We’d invested so much money to collect the information, but its dead money unless we do something with it.”

Perspective

Data is the new business capital. But just like financial capital, you have to invest wisely to reap value from it. As these three customer stories illuminate, making the investment to move beyond spreadsheets to an analytics-driven approach generates a very positive return on investment for the business.

Is it time for your business to make this investment? Think about what keeps you up at night. Can you put your finger on the pulse of information about operations, customers and processes–when, where and how you need it? Is your business out in front of customer trends, or playing catch up? Are you able to spot potential problems before they result in lost revenues and/or brand damage? How would you reimagine your business if you could take the pulse of key metrics more readily and easily? Thinking through the answers to these questions will help you answer this question and chart a more effective course to using data to make better business decisions and gain market advantages.

The next step is to assess internal capabilities, desired outcomes, and what you’ll need from a solution provider to reach your goals. In the second post in this series, I’ll discuss how BGF, Oberweis and Twiddy tackled this crucial phase.

This is the first of a three-part blog series by SMB Group and sponsored by SAS that examines why and how SMBs are moving from spreadsheets and intuition to a data-driven approach to grow their businesses.

 

Charting Your Big Data Journey

Slide1In the first post in this series, I examined the underlying trends driving the buzz around big data and its relevance for SMBs. In the second, I discussed how three IBM business partners (FYI Solutions, LPA Systems, Inc. and Waypoint Consulting) are helping SMBs take a pragmatic approach to successfully apply analytics and big data solutions to solve business problems.

In this third and final post, I’ll talk about how to determine business readiness for big data solutions, and considerations to keep in mind as you help your business move ahead in this area.

Big Data Readiness

Today, even small companies are generating and accumulating staggering amounts of data. The question is, can you turn this data into reliable, accessible and actionable information that you can apply to solve business problems and make better decisions?

Many SMBs rely on Microsoft Excel to generate information and reports. If you’re in this category, you can get ahead simply by taking advantage of analytics tools built into the financials, HR, CRM and other core systems that you use. Taking it a bit further, combining Google Analytics data from your website with CRM data can offer you fresh insights about who’s coming to your website, from where, and what they’re doing when they get there.

But as business complexity grows, data and reports are spread across more databases, spreadsheets and applications, and stored on servers, personal computers, mobile devices and in the cloud grows as well. Using disparate data sources and tools to answer key questions such as “what products can I price at a premium” and “what are the best ways to increase repeat sales?” becomes difficult, time-consuming and burdened with inconsistencies.

“When customers approach us, the top reason is because they don’t trust their data and reports. Too time-consuming always comes up as well. They are also struggling to get an enterprise-wide view of their data,” according to Joe Rodriguez, Software Practice Leader, FYI Solutions.

If you answer yes to the questions in Figure 1, your business probably needs to integrate key data sources into a central repository. As Brendan McGuire, Managing Partner, Waypoint Consulting puts it, “You need to pull data from the cloud and on-premise applications into an integrated, rationalized data store. You can do this on your own systems, or you can do it in the cloud in a subscription model.”

Figure 1: Big Data Readiness–Key Questions to Ask

Slide1With a core foundation of common, trustworthy and accessible data in place, you’ll be able to get deeper insights into operations and customer behaviors and preferences. Companies typically start out with “descriptive” business intelligence (BI) tools to dig in and get more visibility into key metrics such as those noted in Figure 1, and make better decisions. For instance, if you’re a retailer, these tools can provide analysis to pinpoint optimal locations for new stores, more accurately forecast customer demand, minimize inventory or negotiate better pricing from suppliers.

Moving Up the Curve

Until recently, having solid analytics capabilities for internal, structured data was enough to give many businesses an edge. But, with more data and different kinds of data pouring in from more places, companies are looking for new ways to help them access, analyze and use data to gain market and competitive advantages.

In broad-brush strokes, big data helps do this in two ways. First, big data technologies crunch through both structured and unstructured data exponentially faster than was ever possible before. Examples of technologies that enable this super-charged data crunching power include hardware with increased memory and parallel processing capabilities, and Hadoop and MapReduce, which harness the power of multiple, distribute computers for problem solving.

Using this kind of technology, you can run analyses that used to take days or weeks in minutes. This make it possible to analyze data that you may have collected for years, but were never able to analyze before, or to weave new, external data sources into your analysis.

In addition, new kinds of analytics tools and solutions make it easier to explore data in more accessible, actionable ways, including:

  • Mobile business intelligence. Nowadays decision-making is as likely to happen in an airport or at a customer site as in headquarters. Mobile solutions let users see, share, report, and analyze data on smartphones and tablets. They take advantage of native, user-friendly mobile interfaces, such as touch screens, and give users the ability to make smarter, faster decisions regardless of location.
  • Visualization. You may be able to look at a hundred of rows of data and make sense of it, but can you look at thousands of rows and figurer out what’s going on? Visualization solutions help people to see what’s happening across hundreds of thousands of data points quickly and easily.
  • Sentiment analysis. Social media and digital sites have given customers and potential customers a much bigger and louder voice. Sure, you can easily tell how many followers or fans you have, but do you really know what it means to your business? Sentiment analysis identifies the user attitudes towards a brand, product or event by using variables such as context, tone and emotion.
  • Predictive analytics. Using mathematical algorithms, predictive analytics helps you to spot what’s likely to happen next. With predictive tools, you can examine large amounts of historical data (internal and external, structured and unstructured) to identify hidden patterns to alert you to future trends and stay ahead of the market.
  • Prescriptive analytics take things a step further, actually guiding you to a course of action, via options for what you should do next. Prescriptive analytics solutions can fine-tune themselves as they take in new data to continually improve your decision alternatives.

Choosing Your Big Data Path

Where you go next depends on where you are today, and your business goals, as discussed in Putting Big Data To Work For SMBs. Often, explains Brendan McGuire, “the greatest opportunity is to make data more consumable…making it easier for the business person to have conversations with the data, whether its structured or unstructured, through better mobile solutions, or visualization.”

Meanwhile, LPA Systems is helping hotel chains use forecasting and planning solutions to get a better idea of expected occupancy rates based on historical transactional data mixed with external information about upcoming events and other factors to optimize pricing and marketing initiatives. As Jesse McNulty explains, “Now they can better assess if they’re going to be overbooked on a weekday in July, and charge more, or if they’re going to have occupancy issues, and need to do a promotion”.

Although prescriptive analytics is still further out on the horizon for most companies, Joe Rodriguez sees customer interest in this area growing. “Just like your GPS provides you with alternate routes, tells you where to go, and what turns to make in your car, prescriptive analytics can be like a crystal ball to help predict outcomes and improve decision-making for the business.”

Perspective

As revealed in the IBM Institute for Business Value and Said Business School, University of Oxford, three out of five midmarket respondents report that analytics, information and big data solutions “create a competitive advantage in their industry,” representing a 66% increase since 2010. Given the rapid rate and pace of change in business and technology, this gap will widen.

While turning information into insights isn’t easy, the good news is that vendors are increasingly recognizing that big data isn’t only for big businesses. Whether you are just starting to think about the relevance of big data for you business, or you have some of the basics in place, more vendors, including IBM, are focusing on SMB customers. Not only are they building more solutions tailored to SMB requirements, they are also developing educational materials to help you learn how more about applying big data solutions to real world business problems. As important, they are growing and training their business partners to help you get up the learning curve, implement solutions and optimize the value you gain from them.

So do your homework. Assess your company’s key challenges, we’re you’re at today, and were you want to go. Talk to colleagues and business advisors you trust. Start developing a strategy to get the wisdom you need to grow your business and stay ahead of the competition.

This is the final post in this blog series by SMB Group and sponsored by IBM that examines big data and its implications for SMBs. The first post, Is Big Data Relevant for SMBs? parses through the underlying trends and hype surrounding big data, and what is important and relevant for SMBs. The second, Putting Big Data To Work For SMBs looks at how IBM business partners are helping SMBs take practical steps to put big data to work for their businesses.

Putting Big Data To Work For SMBs

info you need photoIn my previous post, Is Big Data Relevant for SMBs?, I looked at the underlying trends driving the buzz around big data, and why big data is relevant for SMBs. I also discussed why “big” is a relative term–relative to the amount of information that your organization needs to sift through to find the insights you need, when you need them, and the widening performance gap between businesses that can find the right needles in the data haystack, and those that can’t.

But, charting the course from information overload to actionable business insights isn’t easy, especially for resource-constrained SMBs. In this post, I’ll draw on my conversations with three IBM business partners to discuss what they are seeing, and how they are helping SMB analytics novices chart a course to a successful big data landing. They include:

  • FYI Solutions is an IT consultancy based in Parisppany, NJ. FYI specializes in business analytics solutions for financial services, insurance, life sciences, media & publishing, and automotive companies. In business for 29 years, FYI Solutions takes pride in creating lasting value through lasting relationships–the average FYI Solutions client relationship is 15 years.
  • LPA Systems, Inc. is a business analytics and business intelligence company with deep roots in the healthcare, hospitality, finance and insurance industries. Founded in 2001, LPA’s main office is in Rochester, New York, with additional offices in Houston, Dallas and Cleveland.
  • Waypoint Consulting is a business analytics and financial performance management consultancy based in Newton Square, PA and a 2012 Philly 100 company. Waypoint combines proprietary methodologies, partner products and certified consultants to help customers deliver analytic solutions. Waypoint’s Project Management process provides clients with full transparency into a project while ensuring solutions are delivered on time and under budget.

Houston (or Parsippany, Rochester, Newtown Square), We Have A Problem

SMBs rarely seek out “big data” solutions. Instead, they’re looking to solve a business problem. They may need guidance to understand what data they need to solve the problem, where the data is that they need to use, and how to capture and use the data to address challenges and meet business goals.

Trying to solve business problems is nothing new. What’s changed is that they are dealing with more data, located in more places, and created in different formats. The other big thing that’s changed is that they need to get information and insights faster.

As Joe Rodriguez, Software Practice Leader, FYI Solutions states, “They can be coming at it from different angles. They may have delivery people in the field telling them that it’s too slow to do queries to check on inventory–they are waiting too long and losing money. Or their information is stuck in different silos, and it’s a time-consuming, laborious process to try to pull it into an enterprise wide view.” Or as Brendan McGuire, Managing Partner, WayPoint Consulting puts it, “With more external and internal data available, companies can no longer effectively leverage and use the data with the tools they’ve been using.”

The Right Stuff for Successful Outcomes

Most SMBs that come to these solution providers are just getting started down the analytics path. They come in frustrated with ever-more complicated Excel spreadsheets and pivot tables that take too much energy to create and update, and that propagate too many errors to trust.

Some are also coming from industries, such as healthcare, that have undergone a rapid transition to digital records due to new regulatory requirements. All of a sudden, they are swamped with data.

Few have in-house experts that are well-versed in analytic best practices and approaches, and many don’t even have business analysts. As Joe Rodriguez puts it, “We often have a brand new customer who will come to us because they have a problem to tackle. They may have limited knowledge about analytics, and need us to help them understand it and how it can help them.”

?????????????????????????????????????????????????????????????????????????????????????????????So what does it take for these novices to successfully navigate up the curve? The solution providers I spoke with shared common views on the essentials for good outcomes.

  1. Start with smarter decision-making, not tools. Start with a close examination of the business drivers for a more advanced analytics approach–not with the tools. As Brendan McGuire noted, “The first and most important part of the conversation is working with the client to understand what processes do they have and what decisions do they need to make, and how can better data insights support this? Or as Barbara Schiffman, Director of Technology Solutions, FYI Solutions says, “We don’t start out by talking about the tools. In fact, the tools are incidental. We start with what business problems are you experiencing? Where do you really want to be instead of where you are today?”
  2. Get on the right entrance ramp. As mentioned above, many SMBs are just getting started up the analytics curve. With so many bright and shiny objects under the big data umbrella, it can be tempting to bite off more than you can chew. Jesse McNulty, Account Manager, LPA Systems summed it up this way: Most SMBs are just getting started and have enough to do with getting good basic functional reporting in place. They can get enormous benefits just from getting the foundation in place, then build on their analytics competency from there. But some are already farther along, and ready to move into location analytics, forecasting, predictive analytics or other more advanced things–like prescriptive analytics.” On the flip side, they may not have given much thought to mobile analytics right out the gate, but could benefit from it. According to Brendan McGuire, “Most SMBs don’t initially think about it. But once we end up talking about it, many of them realize that their executives and business users are using tablets and smartphones, and that mobile needs to be part of the plan upfront.”
  3. Create the right roadmap for your business. I know I just said to stay focused, but at the same time, you also need to create a roadmap that will serve your needs as things evolve in your business, the market and with the competition. As Barbara Schiffman advises, “You shouldn’t just put a tactical Band-Aid on the problem. You need enough detail to figure out the real problems, solve for those today, but also look ahead to the future, and the types of problems that could arise.” Keep in mind that this is your roadmap, for your business. Just as there are many different entry points, the roadmap for each business will be different. “At the end of the day, it’s all about what solution will deliver the best business ROI for your company,” notes Schiffman.
  4. Decode data requirements. Take time up front to think through what data your business needs to enable better decision-making. What data are you drawing on today for decision-making and business processes? Where is the data, and how can you make it more accurate and usable? What data are you missing that you need, and how can you get it? Once you have a clear picture of the key data sources you need to pull from, you can start to figure out which tools you’ll need for the job. If you’re like many SMBs, you probably have data in different “silos”, such as an internal financials application and a cloud-based HR or CRM solution. Integrating these data sources is likely an investment you’ll need to make. As Brendan McGuire advises, “Data silos are inconsistent, expensive to support, cause errors. When you have an integrated data store, and you use that for analytics, it doesn’t impact your transactional systems. You use that to do any level of reporting, build dashboards, create mobile interfaces.”
  5. Evaluate industry-specific solutions. While horizontal solutions may fit the bill in some cases, tailor-made, industry-specific solutions and a solution provider with expertise in your industry can often save time, money and a lot of aggravation. As Jesse McNulty explained, “There is tremendous change occurring in the healthcare industry as payment models shift from fee-for-service to pay-for-performance or full risk. There are many nuances, for instance, to areas such as managing chronic disease populations, and healthcare organizations have very specific metrics that they need to monitor to improve business performance against them.” Having a pre-configured solution that integrates the internal and external data, structured and unstructured, into one location, and addresses specific healthcare needs with healthcare terminology and business practices helps save clients time and money. According to McNulty, “This enables us to get a client’s electronic medical records (EMR) system connected to and running on our Chronic Disease Management analytics in as little as two weeks.”
  6. Find a partner that provides comprehensive services. Because most SMBs will take an incremental approach, it’s important to seek out comprehensive services in this rapidly evolving area. Look for solution providers that offer consulting, and implementation and support services, and demonstrate a deep commitment to establishing ongoing relationships with their customers. However, since no one provider is ever likely to be able to do it all, in this volatile space, selecting a vendor that’s part of a strong ecosystem is also important. Being part of a bigger ecosystem gives solution providers the knowledge and training they need to stay ahead of the big data learning curve, and improve the offerings and services they provide to you.

Perspective

As all investment literature warns, past performance in not a guarantee of future success. Just ask Blockbuster, which was blindsided by consumers’ shifting preferences for renting movies; RIM BlackBerry, which underestimated how much the bring your own device (BYOD) trend would impact its smartphone sales to businesses; or Energizer, which missed the boat on how fast the sales of single-use, disposable batteries was dropping.

For most SMBs, being able to mine untapped data for business benefits is still at the aspirational stage. But now is the time to seriously consider what impact big data and analytics will have for your business, your customers and your industry. Think about trends you see taking shape–and even about the ones that you can now only imagine. What information and insights would help you capitalize on these trends? Likewise, what information are you missing that puts the business at risk?

Clearly, the perfect storm is taking shape as data volume, variety and velocity continue to soar ahead, almost guaranteeing that the businesses that can harness it to their advantage will benefit, and those that don’t will be blindsided.

This is the second of a three-part blog series by SMB Group and sponsored by IBM that examines big data and its implications for SMBs. The first post, Is Big Data Relevant for SMBs?, parses through the underlying trends and hype surrounding big data, and what is important and relevant for SMBs. In my next and final post in this series, I’ll talk about ways that you can get the conversation going and the questions you need to ask to help your business move ahead.


Is Big Data Relevant for SMBs?

?????????????????????????????????????????????????????????????????????????There’s little doubt that “big data” is the latest “big thing” in the IT industry. But for many small and medium business (SMB) decision-makers, big data is a somewhat fuzzy term. Ask any number of them what big data means, and you’re likely to get different definitions. Making matters worse, the “big” in big data, along with endless discussions of petabytes and zettabytes, make many SMBs skeptical that big data is relevant for their businesses.

So it’s not hard to make the case that “big data” is has become an over-hyped and poorly understood catch-all phrase. What does big data really mean, and what are the implications for SMBs? When we parse through the underlying trends and hype surrounding big data, what’s left that is actually important and relevant for SMBs?

The Realities Driving Big Data Buzz

The big part of big data is easy to understand. Basically, the volume and variety of digitized data is increasing exponentially. Think about how much and how many kinds of information have moved from physical to digital form just over the last several years. Doctors have moved from paper charts to electronic medical records; merchants have moved from paper credit card imprinters to POS terminals to virtual terminals to mobile payment devices. Movies have moved from Blockbuster to Netflix; and photos have move from Kodak to Facebook and Instagram. “Smart” machines–from traffic sensors to seismographs–are creating entirely new digital data streams as well.

As a result, researchers report that we have already created 2.5 quintillion bytes of data, and that 90% of it has been generated in the last two years alone. While quintillions are hard to wrap your head around, these facts make the concept more accessible:

  • 150,000 new URLs are created each day.
  • Twitter sees roughly 58 million tweets every day, and has more than 554 million accounts.
  • 160 million emails are sent every 60 seconds.
  • Over 20 billion credit card payments are processed annually in the U.S.
  • Power companies are moving from physical meter to digital “smart” meter readings, and going from monthly reading to gathering meter information every 15 minutes. This adds up to 96 million reads per day for every million meters–or a 3,000-fold increase in data.

The term “big data” refers to having the ability to dig in to this growing data avalanche more effectively and quickly with tools that make it easier to store, manage, analyze and act on information.

Big is Relative When It Comes to Big Data

According to findings from the IBM Institute for Business Value and Said Business School, University of Oxford, most large enterprises define the “big” in big data as databases with more than 100 terabytes, while most midmarket companies (less than 1,000 employees) consider anything more than 1 terabyte as “big”.

The fact of the matter is, “big” is a relative term–relative to the amount of information that your organization needs to sift through to find the insights you need to operate the business more proactively and profitably. Basically, if the data set is too big for your company to effectively manage and get insights from, then you’re facing a big data challenge.

This isn’t just a large enterprise problem. In SMB Group studies, SMB decision-makers repeatedly cite “getting better insights from the data we already have” as a top business challenge. SMBs may not be dealing with terabytes of data, but many are finding that tools that used to suffice–such as Excel spreadsheets–fall short even when it comes to analyzing internal transactional databases.

Welcome to the Insight Economy

info you need photoWith the amount and variety of digitized growing exponentially, these challenges and requirements will only increase.

Business that can find the right needles in the data haystack more quickly, easily and reliably than competitors can reap enormous market advantages. SMB Group’s 2012 Routes to Market Study shows that SMBs that have deployed business intelligence and analytics solutions are 51% more likely than peers to expect revenues to rise. Likewise, in the IBM-Oxford University study, three out of five midmarket respondents using business and analytics solutions reported that they are realizing significant advantages, most notably to “identify new opportunities in the marketplace” and to “understand and respond to customers better.”

Take the example of the Cincinnati Zoo & Botanical Garden. With one of the lowest public subsidies in the U.S., the zoo needed to increase attendance and boost food and retail sales to operate profitably. But the zoo was unable to easily access the data–which resided on different systems–so it could plan how to do this. The zoo implemented a business intelligence solution to get better insight into customer trends and its own operations, and answer questions such as, “How many people spend money outside of admissions costs?” and “What time of day do ice cream sales peak?” By answering these questions and others, the zoo was able to increase retail and food sales by 35%, save more than $140,000 per year in marketing dollars through more targeted, successful campaigns, and increase overall zoo attendance by 50,000 in one year.

Unfortunately, many SMBs are lagging large enterprises in this area. The IBM-Oxford Study revealed that the gap between large enterprises and the midmarket is increasing, and the SMB Group 2012 Routes to Market Study shows that the smaller the company, the less likely they are to use or plan to use BI solutions.

Perspective

Businesses have always needed the ability to measure critical success metrics and make sound business decisions. Big data solutions are designed to help businesses to do this in a world where the volume and variety of data is growing at breakneck speed.

When you look at the realities that are driving the big data bandwagon, its clear that long after the buzz fades, these realities will have a long-lasting impact on how businesses of all sizes operate. Over time, the performance gap will widen between businesses that can readily get the insights they need, when they need them, and those that can’t.

That said, figuring out where and how to start isn’t easy, especially for SMBs who are often resource-constrained. The good news, however, is that this is definitely an area where you want to take small steps first. In the next blog of this series, we’ll draw on conversations with IBM business partners to learn how they are helping SMBs to chart the big data journey.

This is the first of a three-part blog series by SMB Group and sponsored by IBM that examines big data and its implications for SMBs. In the next post, I’ll discuss how IBM business partners are helping SMBs take practical steps to put big data to work for their businesses.

SAP Shines the Spotlight on Small and Medium Businesses

SAP SME SummitSAP’s stellar success in building its blue-chip large enterprise business has often overshadowed its considerable but quieter achievements in small and medium business (SMBs) markets. But SAP is not a household name in the SMB community. Even technology insiders are often surprised to learn that SMBs (or as SAP refers them, small and medium enterprises, or SMEs) account for the majority of SAP’s 197,000 customer base.

But at SAP’s first small and medium-sized enterprise (SME) summit, hosted at the company’s New York offices in late November, co-CEO Bill McDermott and other key SAP execs made it clear that SAP is intensifying its aspirations and endeavors with new programs and initiatives that reach well beyond its conventional solutions.

From SME Solutions to an SME Ecosystem

Over the last few years, SAP has steadily grown its SME business with its traditional solution offerings. For instance, year-over-year revenues have grown 20% for SAP Business One, SAP’s flagship ERP offering for small businesses. As discussed in The Progressive SMB: Customer Stories are Worth 1,000 Analyst Words, SAP has been particularly attractive to Progressive SMBs, who realize the increasingly direct connection between strategic IT investments and successful business outcomes.

The steady growth of SAP solutions has been admirable, but, as we learned at the SME Summit, SAP is casting a much wider net through a series of different initiatives that bring SAP’s big data, mobile and cloud capabilities to smaller organizations in a more accessible manner. Together, these are starting to take the shape of a growing SAP SME ecosystem. For instance, SAP is:

  • Growing and enabling the traditional partner channel. SAP channel partners currently account for one-third of SAP SME sales. SAP intends to raise this to 40% by 2015. To help accomplish this, SAP is enabling more of its traditional partners (VARs, SIs, MSPs, etc.) with Rapid Deployment Solutions (RDS).  Currently, SAP offers 150 RDS solutions, which provide businesses with fixed cost, fixed scope preconfigured software, best practices and implementation services that give customers everything they need to get up and running in just a few weeks. RDS has proven to be very instrumental in driving SAP’s growth in the SME sector. In the past year, RDS deployments in SME have outpaced the 500%+ overall RDS growth rate over the prior year. The importance of building and enabling the channel cannot be underestimated: according to SMB Group’s 2012 SMB Routes to Market Study, over half of SMBs purchase business applications through indirect channels.
  • Recruiting partners to build micro-vertical solutions on Business One. The small business market is actually very fragmented. While all small businesses share some common needs, each micro-vertical has unique requirements and needs specific capabilities when it comes to business software. SAP is building a development-focused partner channel to zero in on the needs of each micro-vertical. For instance, SAP partner Orchestra is building specialized solutions on Business One for small businesses in the fuel, beer and food industries. OrchestraBeer was showcased at the Summit. In this video interview, Ryan Hilliard, CEO of Hilliard’s Beer, a small startup with less than 10 employees, explains to me why he selected OrchestraBeer. Ryan plans to grow his business, and wanted a solution that would grow with him, and one over the lifetime of his business. But he also needed a turnkey solution geared to his business, and able to track specific metrics–such as batches and barrels of beer for visibility into his supply chain and production.
  • Empowering startups with SAP HANA. At the Summit, SAP announced that it has powered over 150 startups in Silicon Valley with SAP HANA. These startups are using HANA as a development platform to provide SMBs with a new, user-friendly generation of real-time analytics and advanced predictive solutions. For instance, Vish Canaran, CEO of Liquid Analytics, talked about his company’s cloud-based, mobile analytics applications for iPhone, iPad, Blackberry and Android users.  As Vish explained to me in this video discussion, Liquid Analytics starts with the user experience to help optimize productivity. Liquid Analytics apps use gamification and predictive analytics to help make it easier, quicker and more fun for wholesale industry sales reps to place orders and set and meet sales goals. As noted in SMB Group’s 2012 SMB Routes to Market Study, the data fire hose is running at full blast and shows little signs of abating. But, the big gap in big data is painfully evident for small businesses: Just 18% have purchased/upgraded a business intelligence solution in the past 24 months, and only 17% plan to do so in the next 12 months. Solutions such as Liquid Analytics show promise to offer small businesses an accessible, user-friendly ways to harness big data for business good.
  • Extending the Ariba network effect. As part of SAP’s recent Ariba acquisition, every SAP customer gets a free connection into the Ariba network (and any company, whether an SAP customer or not, can enroll as a Supplier on the Ariba Network). As revealed in our 2012 SMB Routes to Market Study, about one-quarter of SMBs sell goods and services to large enterprises. Since attracting new customers, growing revenues, and increasing profitability are perennial SMB challenges, we expect that SMB interest and involvement in big company supplier networks to heat up in 2013. As discussed in SMB Group’s Top 10 SMB Technology Predictions for 2013, access to the Ariba network is one opportunity that SMBs can leverage to compete for their share of the $300 billion dollars that large businesses spend annually on goods and services.

Looking Beyond Technology

SAP is also expanding its engagements with influencers, venture capitalists, governmental agencies and other vital SME catalysts. The Summit’s “Power of Small” panel featured speakers with wide-ranging perspectives and influence in the SME market, and underscored that SAP’s focus will go well beyond technology to include initiatives focused on policy, people, capital to help create an environment in which SMEs can thrive.

For example, Linda Rottenberg of Endeavor, who pioneered the examination of how high-growth business can transform economies, discussed the necessity of “mentor capital” for SME success. At the event, Bill McDermott announced that SAP has committed to help Endeavor select, mentor, and accelerate high-impact entrepreneurs on a global scale. Sunil Hirani of trueEX examined the effect of immigration policies on entrepreneurship in the U.S., and the importance of aligning governmental policies to help SMEs prosper.

Perspective

With these initiatives, SAP is tapping into a very important trend. As discussed in SMB Group’s Top 10 SMB Technology Predictions for 2013, Progressive SMBs, who invest more in technology and use technology for competitive advantage are also much more likely to anticipate revenue gains than peers whose tech investments are flat or declining. We also see this gap widening year over year, and expect that it will continue to do so.

Although not everyone at SAP may yet “get” small business, it was clear from the event that Co-CEO Bill McDermott does understand them, and also values the increasingly make or break role that technology plays for SMEs. SAP’s commitment to enabling partners to expose it technology in a relevant way, and its investment in the broader SME community were on display at this high-profile event, making it clear that McDermott wants to make SAP a household name among SMEs.  A lofty goal, to be sure, but one that SAP is very committed to aspiring to.

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