TechNews digests: Jan - Mar 2010

TechNews is a technology, news and analysis service aimed at anyone in the education sector keen to stay informed about technology developments, trends and issues. TechNews focuses on emerging technologies and other technology news. TechNews service : digests september 2004 till May 2010 Analysis pieces and News combined publish every 2 to 3 month

BlockChain: A distributed solution to automotive security and privacy

Interconnected smart vehicles offer a range of sophisticated services that benefit the vehicle owners, transport authorities, car manufacturers and other service providers. This potentially exposes smart vehicles to a range of security and privacy threats such as location tracking or remote hijacking of the vehicle. In this article, we argue that BlockChain (BC), a disruptive technology that has found many applications from cryptocurrencies to smart contracts, is a potential solution to these challenges. We propose a BC-based architecture to protect the privacy of the users and to increase the security of the vehicular ecosystem. Wireless remote software updates and other emerging services such as dynamic vehicle insurance fees, are used to illustrate the efficacy of the proposed security architecture. We also qualitatively argue the resilience of the architecture against common security attacks

Social Media and Information Overload: Survey Results

A UK-based online questionnaire investigating aspects of usage of user-generated media (UGM), such as Facebook, LinkedIn and Twitter, attracted 587 participants. Results show a high degree of engagement with social networking media such as Facebook, and a significant engagement with other media such as professional media, microblogs and blogs. Participants who experience information overload are those who engage less frequently with the media, rather than those who have fewer posts to read. Professional users show different behaviours to social users. Microbloggers complain of information overload to the greatest extent. Two thirds of Twitter-users have felt that they receive too many posts, and over half of Twitter-users have felt the need for a tool to filter out the irrelevant posts. Generally speaking, participants express satisfaction with the media, though a significant minority express a range of concerns including information overload and privacy

To boardrooms and sustainability: the changing nature of segmentation

Market segmentation is the process by which customers in markets with some heterogeneity are grouped into smaller homogeneous segments of more ‘similar’ customers. A market segment is a group of individuals, groups or organisations sharing similar characteristics and buying behaviour that cause them to have relatively similar needs and purchasing behaviour. Segmentation is not a new concept: for six decades marketers have, in various guises, sought to break-down a market into sub-groups of users, each sharing common needs, buying behavior and marketing requirements. However, this approach to target market strategy development has been rejuvenated in the past few years. Various reasons account for this upsurge in the usage of segmentation, examination of which forms the focus of this white paper. Ready access to data enables faster creation of a segmentation and the testing of propositions to take to market. ‘Big data’ has made the re-thinking of target market segments and value propositions inevitable, desirable, faster and more flexible. The resulting information has presented companies with more topical and consumer-generated insights than ever before. However, many marketers, analytics directors and leadership teams feel over-whelmed by the sheer quantity and immediacy of such data. Analytical prowess in consultants and inside client organisations has benefited from a stepchange, using new heuristics and faster computing power, more topical data and stronger market insights. The approach to segmentation today is much smarter and has stretched well away from the days of limited data explored only with cluster analysis. The coverage and wealth of the solutions are unimaginable when compared to the practices of a few years ago. Then, typically between only six to ten segments were forced into segmentation solutions, so that an organisation could cater for these macro segments operationally as well as understand them intellectually. Now there is the advent of what is commonly recognised as micro segmentation, where the complexity of business operations and customer management requires highly granular thinking. In support of this development, traditional agency/consultancy roles have transitioned into in-house business teams led by data, campaign and business change planners. The challenge has shifted from developing a granular segmentation solution that describes all customers and prospects, into one of enabling an organisation to react to the granularity of the solution, deploying its resources to permit controlled and consistent one-to-one interaction within segments. So whilst the cost of delivering and maintaining the solution has reduced with technology advances, a new set of systems, costs and skills in channel and execution management is required to deliver on this promise. These new capabilities range from rich feature creative and content management solutions, tailored copy design and deployment tools, through to instant messaging middleware solutions that initiate multi-streams of activity in a variety of analytical engines and operational systems. Companies have recruited analytics and insight teams, often headed by senior personnel, such as an Insight Manager or Analytics Director. Indeed, the situations-vacant adverts for such personnel out-weigh posts for brand and marketing managers. Far more companies possess the in-house expertise necessary to help with segmentation analysis. Some organisations are also seeking to monetise one of the most regularly under-used latent business assets… data. Developing the capability and culture to bring data together from all corners of a business, the open market, commercial sources and business partners, is a step-change, often requiring a Chief Data Officer. This emerging role has also driven the professionalism of data exploration, using more varied and sophisticated statistical techniques. CEOs, CFOs and COOs increasingly are the sponsor of segmentation projects as well as the users of the resulting outputs, rather than CMOs. CEOs because recession has forced re-engineering of value propositions and the need to look after core customers; CFOs because segmentation leads to better and more prudent allocation of resources – especially NPD and marketing – around the most important sub-sets of a market; COOs because they need to better look after key customers and improve their satisfaction in service delivery. More and more it is recognised that with a new segmentation comes organisational realignment and change, so most business functions now have an interest in a segmentation project, not only the marketers. Largely as a result of the digital era and the growth of analytics, directors and company leadership teams are becoming used to receiving more extensive market intelligence and quickly updated customer insight, so leading to faster responses to market changes, customer issues, competitor moves and their own performance. This refreshing of insight and a leadership team’s reaction to this intelligence often result in there being more frequent modification of a target market strategy and segmentation decisions. So many projects set up to consider multi-channel strategy and offerings; digital marketing; customer relationship management; brand strategies; new product and service development; the re-thinking of value propositions, and so forth, now routinely commence with a segmentation piece in order to frame the ongoing work. Most organisations have deployed CRM systems and harnessed associated customer data. CRM first requires clarity in segment priorities. The insights from a CRM system help inform the segmentation agenda and steer how they engage with their important customers or prospects. The growth of CRM and its ensuing data have assisted the ongoing deployment of segmentation. One of the biggest changes for segmentation is the extent to which it is now deployed by practitioners in the public and not-for-profit sectors, who are harnessing what is termed social marketing, in order to develop and to execute more shrewdly their targeting, campaigns and messaging. For Marketing per se, the interest in the marketing toolkit from non-profit organisations, has been big news in recent years. At the very heart of the concept of social marketing is the market segmentation process. The extreme rise in the threat to security from global unrest, terrorism and crime has focused the minds of governments, security chiefs and their advisors. As a result, significant resources, intellectual capability, computing and data management have been brought to bear on the problem. The core of this work is the importance of identifying and profiling threats and so mitigating risk. In practice, much of this security and surveillance work harnesses the tools developed for market segmentation and the profiling of different consumer behaviours. This white paper presents the findings from interviews with leading exponents of segmentation and also the insights from a recent study of marketing practitioners relating to their current imperatives and foci. More extensive views of some of these ‘leading lights’ have been sought and are included here in order to showcase the latest developments and to help explain both the ongoing surge of segmentation and the issues under-pinning its practice. The principal trends and developments are thereby presented and discussed in this paper

Reforming Brazil's Cadastro Unico to improve the targeting of the Bolsa Familia Program

This case study is part of six country case study reports that were commissioned in 2003 by the World Bank specifically for the purposes of a summary report on the design and implementation of household targeting systems in the following countries: Chile, Colombia, Costa Rica, Mexico, Brazil and the United States. The report was prepared at the request of officials from the Ministry of Social Assistance. It seeks to examine Brazil's main existing beneficiary registry and selection mechanism. While targeting can effectively channel resources to the poor, implementation details matter tremendously to distributive outcomes. Several key factors affect performance, including: data collection processes; information management; household assessment mechanisms; institutional arrangements; and monitoring and oversight mechanisms. This report conducts an in-depth assessment of key design and implementation factors and their potential impact on outcomes for the household targeting system Cadastro Unico used in Brazil to target social programs to the poor and vulnerable.

Tourism and the smartphone app: capabilities, emerging practice and scope in the travel domain.

Based on its advanced computing capabilities and ubiquity, the smartphone has rapidly been adopted as a tourism travel tool.With a growing number of users and a wide varietyof applications emerging, the smartphone is fundamentally altering our current use and understanding of the transport network and tourism travel. Based on a review of smartphone apps, this article evaluates the current functionalities used in the domestic tourism travel domain and highlights where the next major developments lie. Then, at a more conceptual level, the article analyses how the smartphone mediates tourism travel and the role it might play in more collaborative and dynamic travel decisions to facilitate sustainable travel. Some emerging research challenges are discussed

Obama’s election campaign and the integrated use of social\ud media

When Barack Obama won the 2008 US Presidential election he\ud did so partly as a result of harnessing the power of social media to\ud communicate with, and enlist the support of, millions of Americans who\ud had never previously been active in the processes of an election campaign.\ud As a result of Obama‘s invitation and his use of new media, some of the\ud poorest members of the world‘s wealthiest nation found themselves able\ud to make a critical contribution through a myriad of small activities starting\ud from seemingly inconsequential choices such as the selection of a mobile\ud phone ring tone. Although ‗people power‘ is not a new force in politics,\ud the Obama campaign set a fresh benchmark for inclusive ways in which to\ud communicate to and with a holistic cross section of the American people,\ud including many who would not have been previously seen as a critical\ud ‗target market‘. This paper examines Obama‘s use of integrated\ud communications and considers the potential implications for other\ud campaigns which may have an inclusion agenda