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  • C#/.NET Fundamentals: Choosing the Right Collection Class

    - by James Michael Hare
    The .NET Base Class Library (BCL) has a wide array of collection classes at your disposal which make it easy to manage collections of objects. While it's great to have so many classes available, it can be daunting to choose the right collection to use for any given situation. As hard as it may be, choosing the right collection can be absolutely key to the performance and maintainability of your application! This post will look at breaking down any confusion between each collection and the situations in which they excel. We will be spending most of our time looking at the System.Collections.Generic namespace, which is the recommended set of collections. The Generic Collections: System.Collections.Generic namespace The generic collections were introduced in .NET 2.0 in the System.Collections.Generic namespace. This is the main body of collections you should tend to focus on first, as they will tend to suit 99% of your needs right up front. It is important to note that the generic collections are unsynchronized. This decision was made for performance reasons because depending on how you are using the collections its completely possible that synchronization may not be required or may be needed on a higher level than simple method-level synchronization. Furthermore, concurrent read access (all writes done at beginning and never again) is always safe, but for concurrent mixed access you should either synchronize the collection or use one of the concurrent collections. So let's look at each of the collections in turn and its various pros and cons, at the end we'll summarize with a table to help make it easier to compare and contrast the different collections. The Associative Collection Classes Associative collections store a value in the collection by providing a key that is used to add/remove/lookup the item. Hence, the container associates the value with the key. These collections are most useful when you need to lookup/manipulate a collection using a key value. For example, if you wanted to look up an order in a collection of orders by an order id, you might have an associative collection where they key is the order id and the value is the order. The Dictionary<TKey,TVale> is probably the most used associative container class. The Dictionary<TKey,TValue> is the fastest class for associative lookups/inserts/deletes because it uses a hash table under the covers. Because the keys are hashed, the key type should correctly implement GetHashCode() and Equals() appropriately or you should provide an external IEqualityComparer to the dictionary on construction. The insert/delete/lookup time of items in the dictionary is amortized constant time - O(1) - which means no matter how big the dictionary gets, the time it takes to find something remains relatively constant. This is highly desirable for high-speed lookups. The only downside is that the dictionary, by nature of using a hash table, is unordered, so you cannot easily traverse the items in a Dictionary in order. The SortedDictionary<TKey,TValue> is similar to the Dictionary<TKey,TValue> in usage but very different in implementation. The SortedDictionary<TKey,TValye> uses a binary tree under the covers to maintain the items in order by the key. As a consequence of sorting, the type used for the key must correctly implement IComparable<TKey> so that the keys can be correctly sorted. The sorted dictionary trades a little bit of lookup time for the ability to maintain the items in order, thus insert/delete/lookup times in a sorted dictionary are logarithmic - O(log n). Generally speaking, with logarithmic time, you can double the size of the collection and it only has to perform one extra comparison to find the item. Use the SortedDictionary<TKey,TValue> when you want fast lookups but also want to be able to maintain the collection in order by the key. The SortedList<TKey,TValue> is the other ordered associative container class in the generic containers. Once again SortedList<TKey,TValue>, like SortedDictionary<TKey,TValue>, uses a key to sort key-value pairs. Unlike SortedDictionary, however, items in a SortedList are stored as an ordered array of items. This means that insertions and deletions are linear - O(n) - because deleting or adding an item may involve shifting all items up or down in the list. Lookup time, however is O(log n) because the SortedList can use a binary search to find any item in the list by its key. So why would you ever want to do this? Well, the answer is that if you are going to load the SortedList up-front, the insertions will be slower, but because array indexing is faster than following object links, lookups are marginally faster than a SortedDictionary. Once again I'd use this in situations where you want fast lookups and want to maintain the collection in order by the key, and where insertions and deletions are rare. The Non-Associative Containers The other container classes are non-associative. They don't use keys to manipulate the collection but rely on the object itself being stored or some other means (such as index) to manipulate the collection. The List<T> is a basic contiguous storage container. Some people may call this a vector or dynamic array. Essentially it is an array of items that grow once its current capacity is exceeded. Because the items are stored contiguously as an array, you can access items in the List<T> by index very quickly. However inserting and removing in the beginning or middle of the List<T> are very costly because you must shift all the items up or down as you delete or insert respectively. However, adding and removing at the end of a List<T> is an amortized constant operation - O(1). Typically List<T> is the standard go-to collection when you don't have any other constraints, and typically we favor a List<T> even over arrays unless we are sure the size will remain absolutely fixed. The LinkedList<T> is a basic implementation of a doubly-linked list. This means that you can add or remove items in the middle of a linked list very quickly (because there's no items to move up or down in contiguous memory), but you also lose the ability to index items by position quickly. Most of the time we tend to favor List<T> over LinkedList<T> unless you are doing a lot of adding and removing from the collection, in which case a LinkedList<T> may make more sense. The HashSet<T> is an unordered collection of unique items. This means that the collection cannot have duplicates and no order is maintained. Logically, this is very similar to having a Dictionary<TKey,TValue> where the TKey and TValue both refer to the same object. This collection is very useful for maintaining a collection of items you wish to check membership against. For example, if you receive an order for a given vendor code, you may want to check to make sure the vendor code belongs to the set of vendor codes you handle. In these cases a HashSet<T> is useful for super-quick lookups where order is not important. Once again, like in Dictionary, the type T should have a valid implementation of GetHashCode() and Equals(), or you should provide an appropriate IEqualityComparer<T> to the HashSet<T> on construction. The SortedSet<T> is to HashSet<T> what the SortedDictionary<TKey,TValue> is to Dictionary<TKey,TValue>. That is, the SortedSet<T> is a binary tree where the key and value are the same object. This once again means that adding/removing/lookups are logarithmic - O(log n) - but you gain the ability to iterate over the items in order. For this collection to be effective, type T must implement IComparable<T> or you need to supply an external IComparer<T>. Finally, the Stack<T> and Queue<T> are two very specific collections that allow you to handle a sequential collection of objects in very specific ways. The Stack<T> is a last-in-first-out (LIFO) container where items are added and removed from the top of the stack. Typically this is useful in situations where you want to stack actions and then be able to undo those actions in reverse order as needed. The Queue<T> on the other hand is a first-in-first-out container which adds items at the end of the queue and removes items from the front. This is useful for situations where you need to process items in the order in which they came, such as a print spooler or waiting lines. So that's the basic collections. Let's summarize what we've learned in a quick reference table.  Collection Ordered? Contiguous Storage? Direct Access? Lookup Efficiency Manipulate Efficiency Notes Dictionary No Yes Via Key Key: O(1) O(1) Best for high performance lookups. SortedDictionary Yes No Via Key Key: O(log n) O(log n) Compromise of Dictionary speed and ordering, uses binary search tree. SortedList Yes Yes Via Key Key: O(log n) O(n) Very similar to SortedDictionary, except tree is implemented in an array, so has faster lookup on preloaded data, but slower loads. List No Yes Via Index Index: O(1) Value: O(n) O(n) Best for smaller lists where direct access required and no ordering. LinkedList No No No Value: O(n) O(1) Best for lists where inserting/deleting in middle is common and no direct access required. HashSet No Yes Via Key Key: O(1) O(1) Unique unordered collection, like a Dictionary except key and value are same object. SortedSet Yes No Via Key Key: O(log n) O(log n) Unique ordered collection, like SortedDictionary except key and value are same object. Stack No Yes Only Top Top: O(1) O(1)* Essentially same as List<T> except only process as LIFO Queue No Yes Only Front Front: O(1) O(1) Essentially same as List<T> except only process as FIFO   The Original Collections: System.Collections namespace The original collection classes are largely considered deprecated by developers and by Microsoft itself. In fact they indicate that for the most part you should always favor the generic or concurrent collections, and only use the original collections when you are dealing with legacy .NET code. Because these collections are out of vogue, let's just briefly mention the original collection and their generic equivalents: ArrayList A dynamic, contiguous collection of objects. Favor the generic collection List<T> instead. Hashtable Associative, unordered collection of key-value pairs of objects. Favor the generic collection Dictionary<TKey,TValue> instead. Queue First-in-first-out (FIFO) collection of objects. Favor the generic collection Queue<T> instead. SortedList Associative, ordered collection of key-value pairs of objects. Favor the generic collection SortedList<T> instead. Stack Last-in-first-out (LIFO) collection of objects. Favor the generic collection Stack<T> instead. In general, the older collections are non-type-safe and in some cases less performant than their generic counterparts. Once again, the only reason you should fall back on these older collections is for backward compatibility with legacy code and libraries only. The Concurrent Collections: System.Collections.Concurrent namespace The concurrent collections are new as of .NET 4.0 and are included in the System.Collections.Concurrent namespace. These collections are optimized for use in situations where multi-threaded read and write access of a collection is desired. The concurrent queue, stack, and dictionary work much as you'd expect. The bag and blocking collection are more unique. Below is the summary of each with a link to a blog post I did on each of them. ConcurrentQueue Thread-safe version of a queue (FIFO). For more information see: C#/.NET Little Wonders: The ConcurrentStack and ConcurrentQueue ConcurrentStack Thread-safe version of a stack (LIFO). For more information see: C#/.NET Little Wonders: The ConcurrentStack and ConcurrentQueue ConcurrentBag Thread-safe unordered collection of objects. Optimized for situations where a thread may be bother reader and writer. For more information see: C#/.NET Little Wonders: The ConcurrentBag and BlockingCollection ConcurrentDictionary Thread-safe version of a dictionary. Optimized for multiple readers (allows multiple readers under same lock). For more information see C#/.NET Little Wonders: The ConcurrentDictionary BlockingCollection Wrapper collection that implement producers & consumers paradigm. Readers can block until items are available to read. Writers can block until space is available to write (if bounded). For more information see C#/.NET Little Wonders: The ConcurrentBag and BlockingCollection Summary The .NET BCL has lots of collections built in to help you store and manipulate collections of data. Understanding how these collections work and knowing in which situations each container is best is one of the key skills necessary to build more performant code. Choosing the wrong collection for the job can make your code much slower or even harder to maintain if you choose one that doesn’t perform as well or otherwise doesn’t exactly fit the situation. Remember to avoid the original collections and stick with the generic collections.  If you need concurrent access, you can use the generic collections if the data is read-only, or consider the concurrent collections for mixed-access if you are running on .NET 4.0 or higher.   Tweet Technorati Tags: C#,.NET,Collecitons,Generic,Concurrent,Dictionary,List,Stack,Queue,SortedList,SortedDictionary,HashSet,SortedSet

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  • Google I/O 2011: Smart App Design

    Google I/O 2011: Smart App Design Travis Green, Max Lin, Robert Kaplow, Jóhannes Kristinsson, Ryan McGee Learn how to recommend the unexpected, automate the repetitive, and distill the essential using machine learning. This session will show you how you can easily add smarts to your apps with the Prediction API, and how to create apps that rapidly adapt to new data. From: GoogleDevelopers Views: 10078 47 ratings Time: 01:01:04 More in Science & Technology

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  • South African .Net Bloggers

    - by MarkPearl
    Where would I be without the inspiration of the following South African developers who are constantly contributing to the .NET community. Robert MacClean Hilton Giesenow Rubi Grobler Zayd Kara Zlatan Dzinic Dave Coates As well as the great input we get from the local Microsoft people.

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  • SQLCruise Alaska was Amazing

    - by AllenMWhite
    You'd think that providing in-depth SQL Server training on a cruise ship would be an excuse for a vacation disguised as a business trip, but you'd be wrong. This past week I traveled with the founders of SQLCruise, Tim Ford and Brent Ozar , along with other top professionals in the SQL Server world - Jeremiah Peschka , Kendra Little , Kevin Kline and Robert Davis - and me. The week began with Brent presenting a session on Plan Cache Analysis, which I plan to start using very soon. After Brent, Kevin...(read more)

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  • SQLCruise Alaska was Amazing

    - by AllenMWhite
    You'd think that providing in-depth SQL Server training on a cruise ship would be an excuse for a vacation disguised as a business trip, but you'd be wrong. This past week I traveled with the founders of SQLCruise, Tim Ford and Brent Ozar , along with other top professionals in the SQL Server world - Jeremiah Peschka , Kendra Little , Kevin Kline and Robert Davis - and me. The week began with Brent presenting a session on Plan Cache Analysis, which I plan to start using very soon. After Brent, Kevin...(read more)

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  • Understanding the value of Customer Experience & Loyalty for the Telecommunications Industry

    - by raul.goycoolea
    Worried by economic woes and market forces, especially in mature markets, communications service providers (CSPs) increasingly focus on improving customer experience. In fact, it seems difficult to find a major message by a C-level executive in the developed world that does not include something on "meeting and exceeding customers' needs". Frequently in customer satisfaction studies by prominent firms, CSPs fall short of the leadership demonstrated by other industries that take customer-centric approaches to their bottom-line strategies. Consider the following:Despite the continued impact of global economic crisis, in July 2010, Apple Computer posted record revenue and net quarterly profit. Those who attribute the results primarily to the iPhone 4 launch should note that Apple also shipped around 30% more Macintosh computers than the same period the previous year. Even sales of the iPod line increased by 8% in a highly commoditized, shrinking media player market. Finally, Apple began selling iPads during the quarter, with total sales of more than 3 million units. What does Apple have that the others lack? Well, some great products (and services) to be sure, but it also excels at customer service and support, marketing, and distribution, and has one of the strongest brands globally. Its products are useful, simple to use, easy to acquire and augment, high quality, and considered very cool. They also evoke such an emotional response from many of Apple's customers, which they turn up their noses at competitive products.In other words, Apple appears to have mastered virtually every aspect of customer experience and the resultant loyalty of its customer base - even in difficult financial times. Through that unwavering customer focus, Apple continues to drive its revenues and profits to new heights. Other customer loyalty leaders like Wal-Mart, Google, Toyota and Honda are also doing well by focusing on customer experience as an essential driver of profitability. Service providers should note this performance and ask themselves how they might leverage the same principles to increase their own profitability. After all, that is what customer experience and loyalty are all about: profitability.To successfully manage all the critical touch points of customer experience, CSPs must shun the one-size-fits-all approach. They can no longer afford to view customer service fundamentally as an act of altruism - which mentality dates back to the industry's civil service days, when CSPs were typically government organizations that were critical to economic development and public safety.As regulators and public officials have pushed, and continue to push, service providers to new heights of reliability - using incentives and punishments - most CSPs already have some of the fundamental building blocks of customer service in place. Yet despite that history and experience, service providers still lag other industries in providing what is seen as good customer service.As we observed in the TMF's 2009 Insights Research report, Customer Experience Management: Driving Loyalty & Profitability there has been resurgence in interest by CSPs. More and more of them have stated ambitions to catch up other industries, and they are realizing that good customer service is a powerful strategy for increasing business performance and profitability, not an act of good will.CSPs are recognizing the connection between customer experience and profitability, as demonstrated in many studies. For example, according to research by Bain & Company, a 5 percent improvement in customer retention rates can yield as much as a 75 percent increase in profits for companies across a range of industries.After decades of customer experience strategy formulation, Bain partner and business author, Frederick Reichheld, considers "would you recommend us to a friend?" as the ultimate question for a customer. How many times have you or your friends recommended an iPod, iPhone or a Mac? What do your children recommend to their peers? Their peers to them?There are certain steps service providers have to take to create more personalized relationships with their customers, as well as reduce churn and increase profitability, all while becoming leaner and more agile. First, they have to define customer experience, we define it as the result of the sum of observations, perceptions, thoughts and feelings arising from interactions and relationships between customers and their service provider(s). Virtually every customer touch point - whether directly or indirectly linked to service providers and their partners - contributes to customer perception, satisfaction, loyalty, and ultimately profitability. Gaining leadership in customer experience and satisfaction will not be a simple task, as it is affected by virtually every customer-facing aspect of the service provider, and in turn impacts the service provider deeply - especially on the all-important bottom line. The scope of issues affecting customer experience is complex and dynamic.With new services, devices and applications extending the basis of customer experience to domains beyond the direct control of the service provider, it is likely to increase in complexity and dynamism.Customer loyalty = increased profitsAs stated earlier, customer experience programs are not fundamentally altruistic exercises, but a strategic means of improving competitiveness and profitability in the short and long term. Loyalty is essential to deriving long term profits from customers.Some of the earliest loyalty programs date back to the 1930s, when packaged goods companies offered embedded coupons for rewards to buyers, and eventually retail chains began offering reward programs to frequent shoppers. These programs continued for decades but were leapfrogged in the 1980s by more aggressive programs from the airlines.This movement was led by American Airlines, which launched the first full-scale loyalty marketing program of the modern era with the AAdvantage frequent flyer scheme. It was the first to reward frequent fliers with notional air miles that could be accumulated and later redeemed for free travel. Figure 1: Opportunities example of Customer loyalty driven profitOther airlines and travel providers were quick to grasp the incredible value of providing customers with an incentive to use their company exclusively. Within a few years, dozens of travel industry companies launched similar initiatives and now loyalty programs are achieving near-ubiquity in many service industries, especially those in which it is difficult to differentiate offerings by product attributes.The belief is that increased profitability will result from customer retention efforts because:•    The cost of acquisition occurs only at the beginning of a relationship: the longer the relationship, the lower the amortized cost;•    Account maintenance costs decline as a percentage of total costs, or as a percentage of revenue, over the lifetime of the relationship;•    Long term customers tend to be less inclined to switch and less price sensitive which can result in stable unit sales volume and increases in dollar-sales volume;•    Long term customers may initiate word-of-mouth promotions and referrals, which cost the company nothing and arguably are the most effective form of advertising;•    Long-term customers are more likely to buy ancillary products and higher margin supplemental products;•    Long term customers tend to be satisfied with their relationship with the company and are less likely to switch to competitors, making market entry or competitors gaining market share difficult;•    Regular customers tend to be less expensive to service, as they are familiar with the processes involved, require less 'education', and are consistent in their order placement;•    Increased customer retention and loyalty makes the employees' jobs easier and more satisfying. In turn, happy employees feed back into higher customer satisfaction in a virtuous circle. Figure 2: The virtuous circle of customer loyaltyFigure 2 represents a high-level example of a virtuous cycle driven by customer satisfaction and loyalty, depicting how superiority in product and service offerings, as well as strong customer support by competent employees, lead to higher sales and ultimately profitability. As stated above, this is not a new concept, but succeeding with it is difficult. It has eluded many a company driven to achieve profitability goals. Of course, for this circle to be virtuous, the customer relationship(s) must be profitable.Trying to maintain the loyalty of unprofitable customers is not a viable business strategy. It is, therefore, important that marketers can assess the profitability of each customer (or customer segment), and either improve or terminate relationships that are not profitable. This means each customer's 'relationship costs' must be understood and compared to their 'relationship revenue'. Customer lifetime value (CLV) is the most commonly used metric here, as it is generally accepted as a representation of exactly how much each customer is worth in monetary terms, and therefore a determinant of exactly how much a service provider should be willing to spend to acquire or retain that customer.CLV models make several simplifying assumptions and often involve the following inputs:•    Churn rate represents the percentage of customers who end their relationship with a company in a given period;•    Retention rate is calculated by subtracting the churn rate percentage from 100;•    Period/horizon equates to the units of time into which a customer relationship can be divided for analysis. A year is the most commonly used period for this purpose. Customer lifetime value is a multi-period calculation, often projecting three to seven years into the future. In practice, analysis beyond this point is viewed as too speculative to be reliable. The model horizon is the number of periods used in the calculation;•    Periodic revenue is the amount of revenue collected from a customer in a given period (though this is often extended across multiple periods into the future to understand lifetime value), such as usage revenue, revenues anticipated from cross and upselling, and often some weighting for referrals by a loyal customer to others; •    Retention cost describes the amount of money the service provider must spend, in a given period, to retain an existing customer. Again, this is often forecast across multiple periods. Retention costs include customer support, billing, promotional incentives and so on;•    Discount rate means the cost of capital used to discount future revenue from a customer. Discounting is an advanced method used in more sophisticated CLV calculations;•    Profit margin is the projected profit as a percentage of revenue for the period. This may be reflected as a percentage of gross or net profit. Again, this is generally projected across the model horizon to understand lifetime value.A strong focus on managing these inputs can help service providers realize stronger customer relationships and profits, but there are some obstacles to overcome in achieving accurate calculations of CLV, such as the complexity of allocating costs across the customer base. There are many costs that serve all customers which must be properly allocated across the base, and often a simple proportional allocation across the whole base or a segment may not accurately reflect the true cost of serving that customer;  This is made worse by the fragmentation of customer information, which is likely to be across a variety of product or operations groups, and may be difficult to aggregate due to different representations.In addition, there is the complexity of account relationships and structures to take into consideration. Complex account structures may not be understood or properly represented. For example, a profitable customer may have a separate account for a second home or another family member, which may appear to be unprofitable. If the service provider cannot relate the two accounts, CLV is not properly represented and any resultant cancellation of the apparently unprofitable account may result in the customer churning from the profitable one.In summary, if service providers are to realize strong customer relationships and their attendant profits, there must be a very strong focus on data management. This needs to be coupled with analytics that help business managers and those who work in customer-facing functions offer highly personalized solutions to customers, while maintaining profitability for the service provider. It's clear that acquiring new customers is expensive. Advertising costs, campaign management expenses, promotional service pricing and discounting, and equipment subsidies make a serious dent in a new customer's profitability. That is especially true given the rising subsidies for Smartphone users, which service providers hope will result in greater profits from profits from data services profitability in future.  The situation is made worse by falling prices and greater competition in mature markets.Customer acquisition through industry consolidation isn't cheap either. A North American service provider spent about $2,000 per subscriber in its acquisition of a smaller company earlier this year. While this has allowed it to leapfrog to become the largest mobile service provider in the country, it required a total investment of more than $28 billion (including assumption of the acquiree's debt).While many operating cost synergies clearly made this deal more attractive to the acquiring company, this is certainly an expensive way to acquire customers: the cost per subscriber in this case is not out of line with the prices others have paid for acquisitions.While growth by acquisition certainly increases overall revenues, it often creates tremendous challenges for profitability. Organic growth through increased customer loyalty and retention is a more effective driver of profit, as well as a stronger predictor of future profitability. Service providers, especially those in mature markets, are increasingly recognizing this and taking steps toward a creating a more personalized, flexible and satisfying experience for their customers.In summary, the clearest path to profitability for companies in virtually all industries is through customer retention and maximization of lifetime value. Service providers would do well to recognize this and focus attention on profitable customer relationships.

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  • Another Marketing Conference, part one – the best morning sessions.

    - by Roger Hart
    Yesterday I went to Another Marketing Conference. I honestly can’t tell if the title is just tipping over into smug, but in the balance of things that doesn’t matter, because it was a good conference. There was an enjoyable blend of theoretical and practical, and enough inter-disciplinary spread to keep my inner dilettante grinning from ear to ear. Sure, there was a bumpy bit in the middle, with two back-to-back sales pitches and a rather thin overview of the state of the web. But the signal:noise ratio at AMC2012 was impressively high. Here’s the first part of my write-up of the sessions. It’s a bit of a mammoth. It’s also a bit of a mash-up of what was said and what I thought about it. I’ll add links to the videos and slides from the sessions as they become available. Although it was in the morning session, I’ve not included Vanessa Northam’s session on the power of internal comms to build brand ambassadors. It’ll be in the next roundup, as this is already pushing 2.5k words. First, the important stuff. I was keeping a tally, and nobody said “synergy” or “leverage”. I did, however, hear the term “marketeers” six times. Shame on you – you know who you are. 1 – Branding in a post-digital world, Graham Hales This initially looked like being a sales presentation for Interbrand, but Graham pulled it out of the bag a few minutes in. He introduced a model for brand management that was essentially Plan >> Do >> Check >> Act, with Do and Check rolled up together, and went on to stress that this looks like on overall business management model for a reason. Brand has to be part of your overall business strategy and metrics if you’re going to care about it at all. This was the first iteration of what proved to be one of the event’s emergent themes: do it throughout the stack or don’t bother. Graham went on to remind us that brands, in so far as they are owned at all, are owned by and co-created with our customers. Advertising can offer a message to customers, but they provide the expression of a brand. This was a preface to talking about an increasingly chaotic marketplace, with increasingly hard-to-manage purchase processes. Services like Amazon reviews and TripAdvisor (four presenters would make this point) saturate customers with information, and give them a kind of vigilante power to comment on and define brands. Consequentially, they experience a number of “moments of deflection” in our sales funnels. Our control is lessened, and failure to engage can negatively-impact buying decisions increasingly poorly. The clearest example given was the failure of NatWest’s “caring bank” campaign, where staff in branches, customer support, and online presences didn’t align. A discontinuity of experience basically made the campaign worthless, and disgruntled customers talked about it loudly on social media. This in turn presented an opportunity to engage and show caring, but that wasn’t taken. What I took away was that brand (co)creation is ongoing and needs monitoring and metrics. But reciprocally, given you get what you measure, strategy and metrics must include brand if any kind of branding is to work at all. Campaigns and messages must permeate product and service design. What that doesn’t mean (and Graham didn’t say it did) is putting Marketing at the top of the pyramid, and having them bawl demands at Product Management, Support, and Development like an entitled toddler. It’s going to have to be collaborative, and session 6 on internal comms handled this really well. The main thing missing here was substantiating data, and the main question I found myself chewing on was: if we’re building brands collaboratively and in the open, what about the cultural politics of trolling? 2 – Challenging our core beliefs about human behaviour, Mark Earls This was definitely the best show of the day. It was also some of the best content. Mark talked us through nudging, behavioural economics, and some key misconceptions around decision making. Basically, people aren’t rational, they’re petty, reactive, emotional sacks of meat, and they’ll go where they’re led. Comforting stuff. Examples given were the spread of the London Riots and the “discovery” of the mountains of Kong, and the popularity of Susan Boyle, which, in turn made me think about Per Mollerup’s concept of “social wayshowing”. Mark boiled his thoughts down into four key points which I completely failed to write down word for word: People do, then think – Changing minds to change behaviour doesn’t work. Post-rationalization rules the day. See also: mere exposure effects. Spock < Kirk - Emotional/intuitive comes first, then we rationalize impulses. The non-thinking, emotive, reactive processes run much faster than the deliberative ones. People are not really rational decision makers, so  intervening with information may not be appropriate. Maximisers or satisficers? – Related to the last point. People do not consistently, rationally, maximise. When faced with an abundance of choice, they prefer to satisfice than evaluate, and will often follow social leads rather than think. Things tend to converge – Behaviour trends to a consensus normal. When faced with choices people overwhelmingly just do what they see others doing. Humans are extraordinarily good at mirroring behaviours and receiving influence. People “outsource the cognitive load” of choices to the crowd. Mark’s headline quote was probably “the real influence happens at the table next to you”. Reference examples, word of mouth, and social influence are tremendously important, and so talking about product experiences may be more important than talking about products. This reminded me of Kathy Sierra’s “creating bad-ass users” concept of designing to make people more awesome rather than products they like. If we can expose user-awesome, and make sharing easy, we can normalise the behaviours we want. If we normalize the behaviours we want, people should make and post-rationalize the buying decisions we want.  Where we need to be: “A bigger boy made me do it” Where we are: “a wizard did it and ran away” However, it’s worth bearing in mind that some purchasing decisions are personal and informed rather than social and reactive. There’s a quadrant diagram, in fact. What was really interesting, though, towards the end of the talk, was some advice for working out how social your products might be. The standard technology adoption lifecycle graph is essentially about social product diffusion. So this idea isn’t really new. Geoffrey Moore’s “chasm” idea may not strictly apply. However, his concepts of beachheads and reference segments are exactly what is required to normalize and thus enable purchase decisions (behaviour change). The final thing is that in only very few categories does a better product actually affect purchase decision. Where the choice is personal and informed, this is true. But where it’s personal and impulsive, or in any way social, “better” is trumped by popularity, endorsement, or “point of sale salience”. UX, UCD, and e-commerce know this to be true. A better (and easier) experience will always beat “more features”. Easy to use, and easy to observe being used will beat “what the user says they want”. This made me think about the astounding stickiness of rational fallacies, “common sense” and the pathological willful simplifications of the media. Rational fallacies seem like they’re basically the heuristics we use for post-rationalization. If I were profoundly grimy and cynical, I’d suggest deploying a boat-load in our messaging, to see if they’re really as sticky and appealing as they look. 4 – Changing behaviour through communication, Stephen Donajgrodzki This was a fantastic follow up to Mark’s session. Stephen basically talked us through some tactics used in public information/health comms that implement the kind of behavioural theory Mark introduced. The session was largely about how to get people to do (good) things they’re predisposed not to do, and how communication can (and can’t) make positive interventions. A couple of things stood out, in particular “implementation intentions” and how they can be linked to goals. For example, in order to get people to check and test their smoke alarms (a goal intention, rarely actualized  an information campaign will attempt to link this activity to the clocks going back or forward (a strong implementation intention, well-actualized). The talk reinforced the idea that making behaviour changes easy and visible normalizes them and makes them more likely to succeed. To do this, they have to be embodied throughout a product and service cycle. Experiential disconnects undermine the normalization. So campaigns, products, and customer interactions must be aligned. This is underscored by the second section of the presentation, which talked about interventions and pre-conditions for change. Taking the examples of drug addiction and stopping smoking, Stephen showed us a framework for attempting (and succeeding or failing in) behaviour change. He noted that when the change is something people fundamentally want to do, and that is easy, this gets a to simpler. Coordinated, easily-observed environmental pressures create preconditions for change and build motivation. (price, pub smoking ban, ad campaigns, friend quitting, declining social acceptability) A triggering even leads to a change attempt. (getting a cold and panicking about how bad the cough is) Interventions can be made to enable an attempt (NHS services, public information, nicotine patches) If it succeeds – yay. If it fails, there’s strong negative enforcement. Triggering events seem largely personal, but messaging can intervene in the creation of preconditions and in supporting decisions. Stephen talked more about systems of thinking and “bounded rationality”. The idea being that to enable change you need to break through “automatic” thinking into “reflective” thinking. Disruption and emotion are great tools for this, but that is only the start of the process. It occurs to me that a great deal of market research is focused on determining triggers rather than analysing necessary preconditions. Although they are presumably related. The final section talked about setting goals. Marketing goals are often seen as deriving directly from business goals. However, marketing may be unable to deliver on these directly where decision and behaviour-change processes are involved. In those cases, marketing and communication goals should be to create preconditions. They should also consider priming and norms. Content marketing and brand awareness are good first steps here, as brands can be heuristics in decision making for choice-saturated consumers, or those seeking education. 5 – The power of engaged communities and how to build them, Harriet Minter (the Guardian) The meat of this was that you need to let communities define and establish themselves, and be quick to react to their needs. Harriet had been in charge of building the Guardian’s community sites, and learned a lot about how they come together, stabilize  grow, and react. Crucially, they can’t be about sales or push messaging. A community is not just an audience. It’s essential to start with what this particular segment or tribe are interested in, then what they want to hear. Eventually you can consider – in light of this – what they might want to buy, but you can’t start with the product. A community won’t cohere around one you’re pushing. Her tips for community building were (again, sorry, not verbatim): Set goals Have some targets. Community building sounds vague and fluffy, but you can have (and adjust) concrete goals. Think like a start-up This is the “lean” stuff. Try things, fail quickly, respond. Don’t restrict platforms Let the audience choose them, and be aware of their differences. For example, LinkedIn is very different to Twitter. Track your stats Related to the first point. Keeping an eye on the numbers lets you respond. They should be qualified, however. If you want a community of enterprise decision makers, headcount alone may be a bad metric – have you got CIOs, or just people who want to get jobs by mingling with CIOs? Build brand advocates Do things to involve people and make them awesome, and they’ll cheer-lead for you. The last part really got my attention. Little bits of drive-by kindness go a long way. But more than that, genuinely helping people turns them into powerful advocates. Harriet gave an example of the Guardian engaging with an aspiring journalist on its Q&A forums. Through a series of serendipitous encounters he became a BBC producer, and now enthusiastically speaks up for the Guardian community sites. Cultivating many small, authentic, influential voices may have a better pay-off than schmoozing the big guys. This could be particularly important in the context of Mark and Stephen’s models of social, endorsement-led, and example-led decision making. There’s a lot here I haven’t covered, and it may be worth some follow-up on community building. Thoughts I was quite sceptical of nudge theory and behavioural economics. First off it sounds too good to be true, and second it sounds too sinister to permit. But I haven’t done the background reading. So I’m going to, and if it seems to hold real water, and if it’s possible to do it ethically (Stephen’s presentations suggests it may be) then it’s probably worth exploring. The message seemed to be: change what people do, and they’ll work out why afterwards. Moreover, the people around them will do it too. Make the things you want them to do extraordinarily easy and very, very visible. Normalize and support the decisions you want them to make, and they’ll make them. In practice this means not talking about the thing, but showing the user-awesome. Glib? Perhaps. But it feels worth considering. Also, if I ever run a marketing conference, I’m going to ban speakers from using examples from Apple. Quite apart from not being consistently generalizable, it’s becoming an irritating cliché.

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  • Oracle Systems and Solutions at OpenWorld Tokyo 2012

    - by ferhat
    Oracle OpenWorld Tokyo and JavaOne Tokyo will start next week April 4th. We will cover Oracle systems and Oracle Optimized Solutions in several keynote talks and general sessions. Full schedule can be found here. Come by the DemoGrounds to learn more about mission critical integration and optimization of complete Oracle stack. Our Oracle Optimized Solutions experts will be at hand to discuss 1-1 several of Oracle's systems solutions and technologies. Oracle Optimized Solutions are proven blueprints that eliminate integration guesswork by combing best in class hardware and software components to deliver complete system architectures that are fully tested, and include documented best practices that reduce integration risks and deliver better application performance. And because they are highly flexible by design, Oracle Optimized Solutions can be implemented as an end-to-end solution or easily adapted into existing environments. Oracle Optimized Solutions, Servers,  Storage, and Oracle Solaris  Sessions, Keynotes, and General Session Talks DAY TIME TITLE Notes Session Wednesday  April 4 9:00 - 11:15 Keynote: ENGINEERED FOR INNOVATION - Engineered Systems Mark Hurd,  President, Oracle Takao Endo, President & CEO, Oracle Corporation Japan John Fowler, EVP of Systems, Oracle Ed Screven, Chief Corporate Architect, Oracle English Session K1-01 11:50 - 12:35 Simplifying IT: Transforming the Data Center with Oracle's Engineered Systems Robert Shimp, Group VP, Product Marketing, Oracle English Session S1-01 15:20 - 16:05 Introducing Tiered Storage Solution for low cost Big Data Archiving S1-33 16:30 - 17:15 Simplifying IT - IT System Consolidation that also Accelerates Business Agility S1-42 Thursday  April 5 9:30 - 11:15 Keynote: Extreme Innovation Larry Ellison, Chief Executive Officer, Oracle English Session K2-01 11:50 - 13:20 General Session: Server and Storage Systems Strategy John Fowler, EVP of Systems, Oracle English Session G2-01 16:30 - 17:15 Top 5 Reasons why ZFS Storage appliance is "The cloud storage" by SAKURA Internet Inc L2-04 16:30 - 17:15 The UNIX based Exa* Performance IT Integration Platform - SPARC SuperCluster S2-42 17:40 - 18:25 Full stack solutions of hardware and software with SPARC SuperCluster and Oracle E-Business Suite  to minimize the business cost while maximizing the agility, performance, and availability S2-53 Friday April 6 9:30 - 11:15 Keynote: Oracle Fusion Applications & Cloud Robert Shimp, Group VP, Product Marketing Anthony Lye, Senior VP English Session K3-01 11:50 - 12:35 IT at Oracle: The Art of IT Transformation to Enable Business Growth English Session S3-02 13:00-13:45 ZFS Storagge Appliance: Architecture of high efficient and high performance S3-13 14:10 - 14:55 Why "Niko Niko doga" chose ZFS Storage Appliance to support their growing requirements and storage infrastructure By DWANGO Co, Ltd. S3-21 15:20 - 16:05 Osaka University: Lower TCO and higher flexibility for student study by Virtual Desktop By Osaka University S3-33 Oracle Developer Sessions with Oracle Systems and Oracle Solaris DAY TIME TITLE Notes LOCATION Friday April 6 13:00 - 13:45 Oracle Solaris 11 Developers D3-03 13:00 - 14:30 Oracle Solaris Tuning Contest Hands-On Lab D3-04 14:00 - 14:35 How to build high performance and high security Oracle Database environment with Oracle SPARC/Solaris English Session D3-13 15:00 - 15:45 IT Assets preservation and constructive migration with Oracle Solaris virtualization D3-24 16:00 - 17:30 The best packaging system for cloud environment - Creating an IPS package D3-34 Follow Oracle Infrared at Twitter, Facebook, Google+, and LinkedIn  to catch the latest news, developments, announcements, and inside views from  Oracle Optimized Solutions.

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  • Oracle Keynote Panel at AIIM - The Movie

    - by [email protected]
    I've uploaded the video of the Oracle keynote panel at AIIM. It's broken into a number of segments, and I've put some of the quotes in the comments area so you can follow the topics as you decide which one to view. You can see the video here. A big thanks to our panelists for their time and insights - Cindy Bixler of Embry Riddle Aeronautical Univerisity, Tom Showalter of JP Morgan Chase, Irfan Motiwala of Moodys Investments, and Monica Crocker of Land O' Lakes, and a special thanks to our moderator, Robert Shimp of Oracle.

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  • We have completed our 100th recording!

    - by van
    Well we did it.  We made our 100th recording.  It also had a record breaking attendance of over 100 attendees. So check it out, our 100th recording on Software Craftsmanship with Robert Martin. Thanks for everyone's help and support over the last few years. Zachariah Young http://virtualaltnet.com

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  • Webcast Replay Available: E-Business Suite Data Protection

    - by BillSawyer
    I am pleased to release the replay and presentation for the latest ATG Live Webcast: E-Business Suite Data Protection (Presentation)   Robert Armstrong, Product Strategy Security Architect and Eric Bing, Senior Director discussed the best practices and recommendations for securing your E-Business Suite data.Finding other recorded ATG webcasts The catalog of ATG Live Webcast replays, presentations, and all ATG training materials is available in this blog's Webcasts and Training section.

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  • Stairway to XML: Level 8 - Deleting Data from an XML Instance

    in order to use the modify() method to delete data from typed and untyped XML instances, you must pass an XML DML expression as an argument to the method. That expression must include the delete keyword, along with an XQuery expression that defines the XML component to be deleted. Robert makes it seem simple, as usual. The best way to version control T-SQLSSMS plug-in SQL Source Control connects SVN, TFS, Git, Hg and all others to SQL Server. Learn more.

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  • Adding Actions to a Cube in SQL Server Analysis Services 2008

    Actions are powerful way of extending the value of SSAS cubes for the end user. They can click on a cube or portion of a cube to start an application with the selected item as a parameter, or to retrieve information about the selected item. Actions haven't been well-documented until now; Robert Sheldon once more makes everything clear.

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  • L'ex vice-président d'IBM plaide coupable et risque 20 ans de prison dans le plus important scandale

    L'ex vice-président d'IBM plaide coupable et risque 20 ans de prison Dans le plus important scandale financier que le secteur IT ait connu Après la condamnation record à deux fois vingt ans de prison pour le plus grand piratage de listings de cartes bleues de l'histoire de la cybercriminalité, le monde IT va connaître un deuxième procès qui risque, lui, d'être encore plus retentissant. On n'appellera pas Robert Moffat un « pirate ». Et pourtant, certains esprits malins pourraient souligner qu'il n'est certainement p...

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  • Adding Actions to a Cube in SQL Server Analysis Services 2008

    Actions are powerful way of extending the value of SSAS cubes for the end user. They can click on a cube or portion of a cube to start an application with the selected item as a parameter, or to retrieve information about the selected item. Actions haven't been well-documented until now; Robert Sheldon once more makes everything clear.

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  • Stairway to XML: Level 7 - Updating Data in an XML Instance

    You need to provide the necessary keywords and define the XQuery and value expressions in your XML DML expression in order to use the modify() method to update element and attribute values in either typed or untyped XML instances in an XML column. Robert Sheldon explains how. "It really helped us isolate where we were experiencing a bottleneck"- John Q Martin, SQL Server DBA. Get started with SQL Monitor today to solve tricky performance problems - download a free trial

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  • Stairway to XML: Level 2 - The XML Data Type

    Robert Sheldon describes SQL Server's XML Data Type, and shows that it is as easy to configure a variable, column, or parameter with the XML data type as configuring one of these objects with any other datatype Keep your database and application development in syncSQL Connect is a Visual Studio add-in that brings your databases into your solution. It then makes it easy to keep your database in sync, and commit to your existing source control system. Find out more.

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  • Dites-moi quelle est votre adresse e-mail, je vous dirai votre niveau de connaissances en informatiq

    Dites-moi quelle est votre adresse e-mail, je vous dirai votre niveau de connaissances en informatique Que l'on soit ou non client chez un FAI, nous possédons presque tous au moins une adresse e-mail. Le blog satyrique The Oatmeal s'est ainsi lancé dans l'analyse de la personnalité d'un internaute en fonction de l'adresse e-mail qu'il s'est crée. Voici les traits de caractère supposés des propriétaires de boîtes à lettres électroniques : Si vous utilisez : - Votre propre domaine (par exemple [email protected] ou [email protected]) : Il y a de grandes chances que vous soyez très doué en informatique et comp...

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  • App Engine Hangout - chat with an App Engine Software Engineer in Test

    App Engine Hangout - chat with an App Engine Software Engineer in Test We'll be chatting with Robert Schuppenies, who is an App Engine Software Engineer in Test. He'll describe a bit about what he does, and talk about/demo some App Engine test frameworks, like the testbed module, code.google.com and code.google.com From: GoogleDevelopers Views: 0 0 ratings Time: 00:00 More in Science & Technology

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  • How are Implicit-Heap dynamic Storage Binding and Dynamic type binding similar?

    - by Appy
    "Concepts of Programming languages" by Robert Sebesta says - Implicit Heap-Dynamic Storage Binding: Implicit Heap-Dynamic variables are bound to heap storage only when they are assigned values. It is similar to dynamic type binding. Can anyone explain the similarity with suitable examples. I understand the meaning of both the phrases, but I am an amateur when it comes to in-depth details.

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