So here we are in the middle of Spring 2015 and the temperature is beginning to rise, yes finally here in New England the temperature is beginning to rise after such a harsh winter. What is also on the rise according to ACG Research is the Cisco IP Infrastructure Market-Share. ACG published today their 1st Quarter 2015 Mobile IP Infrastructure Report and it stated that Cisco led the mobile industry
- Mobile IP Infrastructure at 44.7% up 5% QoQ
- Mobile IP Backbone at 69.6% up 2.6% QoQ
- Mobile IP Backhaul at 45.7% up 9.9% QoQ
- Packet Core (EPC + MPC) at 30.1%
With the recent announcements of merger mania in the Video and Mobile market, we expect Read More »
Tags: ASR5000 Series, ASR9000, ASR901, Cisco, Cisco VNI, EPC, esp, Evolved Packet Core, evolved services platform, LTE, mobile backhaul, Mobile IP Core, mobility, MPC, packet core, Service Provider, Virtualized packet core, vPC
Last month, I encouraged you to come visit our booth at TMFLive! in Nice to see how Cisco’s unified service management solution helps Service Providers transform their networks into centers of excellence for building customer trust and loyalty by enhancing the customer experience. Now I am proud to announce that, once again, Cisco has partnered with other industry leaders in a number of exciting Catalyst projects that take the evolution of customer experience to the next level while driving operational transformation towards unprecedented agility and efficiency. I’d like to briefly introduce these Catalysts, and encourage you to visit their booths in Nice to learn more:
1) Big Data Driven OSS
Cisco is collaborating with Read More »
Tags: Big Data, Cisco, hybrid networks, OSS, Service Provider, TM Forum, TMFLive
The explosive growth of mobile offers the greatest opportunity for contact centers. If the consensus among those at ICMI’s Contact Center Expo and Conference is any sign, mobile is the place to focus.
But while there’s consensus about mobile, there isn’t consensus on a standard definition of mobile customer care. Many consider mobile to be just another device to support or another channel into the contact center. However, participants and speakers at ICMI did not have a standard definition of mobile customer care. Many consider mobile to be just another device to support or another channel into the contact center.
I talked to Nemertes Research Analyst Lisa Durant to get her perspective. She agrees there is a dramatic evolution in the industry as mobile interaction continues its explosive growth as a contact method. Durant takes a broader view of mobile customer care to include “any interaction using a mobile device.” Whether a customer makes a voice call to a contact center, completes a transaction online, or engages via social media, she points out that the user is most likely on a mobile device.
As a silver sponsor at ICMI, the Cisco team experienced that strong interest in mobile. Attendees kept the booth staff busy demonstrating Remote Expert Mobile. Armed with iPads and Cisco DX80 endpoints, Cisco engineers Brian Cole and Doug King demonstrated products in the Cisco Customer Collaboration portfolio, including Cisco Unified Contact Center Enterprise, Cisco Unified Contact Center Express, Remote Expert Mobile, and Context Service.
The Evolving Mobile Customer Experience
Despite continued growth in mobile, Read More »
Tags: Cisco, collaboration, contact center, customer service, ICMI
The way we sell to customers continues to evolve. What works for a while may not be effective in a year or two because the market and buyers are continually changing. Back when I first started in sales many moons ago, the small regional company I worked for didn’t leverage any type of formal selling model. We were encouraged to personalize our sales approach, build relationships with customers and continually build pipeline. While these things are still important, they may not be enough to sustain your business. Understanding the various sales methodologies and applying those models that fit the maturity of your particular local market is critical for your long term success.
The first methodology I was able to leverage was Solution Selling in the mid 1990’s. With Solution Selling, the salesperson focuses on the customer’s pain(s) and addresses those pains with his or her offerings (product and services). The resolution of the pain is what constitutes a “solution”. Typically, we would focus on taking a “latent pain” (something that was always in the back of the customers’ mind) and create a sense of urgency around it. Since I was selling IT services, my questions and solutions were designed for IT Buyers. This worked very well for a few years as I was selling a limited set of solutions.
With Cisco in the mid 2000’s, we were focused on solution selling but it became a challenge as more and more of our products were designed to work together. We needed a selling methodology that would put our products and services into a much broader context for our customers. We moved to an Architectural Selling Model. Instead of solving for specific business problems, the architectural seller looks for opportunities to change and improve entire customer business functions by creatively applying their products and services. Here, an architectural seller from Cisco would look to determine how a large investment in Collaboration hardware, software and services can help clients improve the effectiveness and efficiency of how they collaborate, increase productivity and lower their total cost of ownership, accelerate time to market and increase revenue growth, improve customer satisfaction and generate new ideas. Typically this type of selling is directed towards IT buyers as well and results in much larger deal sizes. Read More »
Tags: Cisco, karin surber, lob selling, partner, sales
In case you missed it, here a summary of Karen Walker’s latest blog on the IoE Blog site that reaches out to all those in the Oil and Gas Industry:
“…we recently published a new report that shows a global oil and gas (O&G) industry awash with disruption, and primed for digital transformation. Low oil prices have upended the sector, spurring an urgent rethinking of strategy by oil and gas executives—and accelerating the adoption of IoE.”
Karen Walker, Senior Vice President of Marketing at Cisco and interim CMO, highlights some of the key findings from the report:
“To become agile enough to compete in the IoE Era, the oil and gas workforce must possess a mix of technical skills, industry knowledge, and business acumen. With talent shortages due to massive numbers of professionals retiring over the next few years—and a lack of necessary digital skills among those who remain— O&G firms need to make bold moves to transform their workforce strategy:
- Extend the reach of existing expertise –Video-based collaboration can help bridge the expected talent gap by making the most of professional expertise that is spread too thin, as well as providing ongoing training throughout the organization.
- Attract digitally-savvy talent – As up to 50 percent of oil and gas workers prepare for retirement in the next five to 10 years, who will be the next generation of workers that replaces them? An earlier Cisco report showed the next wave of digital transformation will be all about capturing timely, actionable insights from the deluge of data being generated by the Internet of Things (IoT), a key enabler of IoE.
- Bridge the silos – In addition to analytics expertise, O&G companies will need employees who can see and work across the boundaries between IT and operational technology (OT).
- Create a culture of innovation – O&G companies don’t compete just with each other for top talent, they compete with the likes of Google and Facebook. The best and brightest data scientists and software engineers want to be on the leading edge of innovation, not mired in “the way we’ve always done it”.”
Read the full blog to find out further insights here:
…and, as always, let us know what you think!
Tags: analytics, CERAWeek, Cisco, collaboration, Data Science, digital, Disruption, future workforce, IIoT, Internet of Everything, IoE, IoT, Karen Walker, marketing, oil and gas, oil prices, operational technology, OT, transformation