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Your New Digital Business & APIs
© 2014 CA. All rights reserved.
<name>
<date> Tyson Whitten
Director Solutions Marketing, CA Technologies
May 22, 2014
2 © 2014 CA. ALL RIGHTS RESERVED.
Today, every competitive company is a digital company. Are you?
In 2014, CEOs must focus on leading their organizations to think like and become more like "tech" companies, because within a few years, digital business capabilities will dominate every industry. Urgent action is needed because first-mover advantage is common in digital business, and fast followers must be very fast.
Gartner; “CEO Resolutions for 2014—Time to Act on Digital Business”; Mark Raskino; March 5, 2014
From sneaker company to data enabled athletic brand.
From book seller to insight driven delivery service, cloud servicer and entertainment hub.
From UK Grocer to global consumer retailer leveraging data and technology that reframes the shopper experience.
3 © 2014 CA. ALL RIGHTS RESERVED.
Trends impacting all organizations today
CLOUD SERVICES
MOBILE APPS
INTERNET OF THINGS/ BIG DATA
SOCIAL REGISTRATION
DEVELOPER COMMUNITY
INCREASED THREATS THE OPEN ENTERPRISE
4 © 2014 CA. ALL RIGHTS RESERVED.
Trends impacting all organizations today
CLOUD SERVICES
MOBILE APPS
INTERNET OF THINGS/ BIG DATA
79% of organizations are using SaaS¹
50B connected devices by 2020⁵
25 Average biz apps per
device³
11,000 APIs published⁴
Monthly Facebook users²
1.28B
91% Increase in targeted attacks⁶
Sources: 1. Ponemon Institute. 2. Facebook; 3. eMarketer 4. programmableweb.com (May, 2014) 5. Cisco 6. from 2012 to 2013. 2014 Data Breach Investigations Report, Verizon, Inc.
DEVELOPER COMMUNITY
SOCIAL REGISTRATION
INCREASED THREATS
5 © 2014 CA. ALL RIGHTS RESERVED.
What steps to take in this new digital world?
6 © 2014 CA. ALL RIGHTS RESERVED.
Digital business assessment
INTERNAL
CUSTOMERS
COMPETITORS
• Same products continually the largest revenue generators? • Has the market share of your key products/services
declined over the past few years? • Has resource skillsets remained status quo?
• Is it unclear why customers are making decisions? • Has website traffic been reduced over the past few years? • Are customers requesting to do business over multiple
channels?
• Have your competitors products improved recently? • Are your competitors accessing new markets you never
thought of targeting? • Are your competitors marketing through different means?
7 © 2014 CA. ALL RIGHTS RESERVED.
Select your Chief Digital Officer
8 © 2014 CA. ALL RIGHTS RESERVED.
Common Roles of the Chief Digital Officer Digital Strategist
– Advises the board, CEO and other execs on survival in the digital world
– Deep understanding of the business, competitive strategy and evolving digital trends
Digital Marketing Officer – Optimizes end-to-end marketing strategy with
respect to the design and creation of digital products, markets and channels
– Wide range of marketing disciplines, and a deep understanding of current and emerging digital trends and capabilities
Digital General Manager – Business unit CEO of online/digital business units
– Focused on online/digital channels and/or digital products and services
Gartner; “Six Key Steps to Build a Successful Digital Business”; Ken McGee, Diane Morello, Lee Weldon; April 30, 2014
9 © 2014 CA. ALL RIGHTS RESERVED.
Find the right digital skills
Establish knowledge
areas
Competitive recruiting
Develop digital evangelists
Acquire digital business startups
Virtual teams
10 © 2014 CA. ALL RIGHTS RESERVED.
How do you apply the right mix of digital assets to stay
competitive?
11 © 2014 CA. ALL RIGHTS RESERVED.
What are your digital objectives?
Accelerate application release cycles
Differentiate service delivery
Consistent user engagement across multiple channels
Access to new ideas out side of your organization
Innovate and reach new markets
Efficiently manage supply chain
Goes back to the digital assessment and analysis
12 © 2014 CA. ALL RIGHTS RESERVED.
What trends to leverage
“Most C-level executives say the three key trends in digital business—namely, big data and analytics, digital marketing and social-media tools, and the use of new delivery platforms such as cloud computing and mobility—are strategic priorities at their companies”
*http://www.mckinsey.com/insights/business_technology/minding_your_digital_business_mckinsey_global_survey_results
Social media
mobile apps/ cloud platforms
big data management
13 © 2014 CA. ALL RIGHTS RESERVED.
A digital platform emerges
Identities App API Data
14 © 2014 CA. ALL RIGHTS RESERVED.
The API is fundamental to your digital platform
Web
Web API
Information
Presentation, interface
{ “min”: “23C”, “max”: “11C”…}
Presentation, interface
Information
15 © 2014 CA. ALL RIGHTS RESERVED.
The API is fundamental to your digital platform
{ “min”: “23C”, “max”: “11C”…}
16 © 2014 CA. ALL RIGHTS RESERVED.
An “agile” digital platform emerges
Identities App API Data
Seamlessly connect Enterprise Data to
Your Digital Ecosystem
Accelerates Mobile App
Development
Enables multi-channel
engagement
Extend Reach into
new markets
17 © 2014 CA. ALL RIGHTS RESERVED.
How do you monetize your APIs?
18 © 2014 CA. ALL RIGHTS RESERVED.
Who’s your market?
Employees Customers
Private/Open Internal
Market
API Types
Partners
19 © 2014 CA. ALL RIGHTS RESERVED.
What’s the value of your data?
Cost Driven Revenue Driven
Capacity Constraints Savings in developer costs, independent contractors, etc.
Faster Go-To-Market Gains in sales volume, market share, channel and market penetration
Employee Turnover Savings in finding, recruiting More Cost Competitive Product
Gains in sales volume, market share, channel and market penetration
Worker Productivity Savings on wasted tasks, inefficient use of employee time, task yield
More Differentiated Product Gains in margins, sales volume, market share, channel and market penetration
Resource Reallocation Savings on salary and compensation of misallocated personnel
More Profitable Customer Mix
Gains in margins and customer profitability
Training/Learning Savings on training and education expenses
Marketing Efficiencies Gains Scale economies due to gains in sales volume, market share, channel and market penetration
Equipment/Inventory Savings on unnecessary capital or inventory investment
Customer Loyalty Gains Gains in margins, sales volume, market share due to repeat purchase and loyalty
Reliability/Durability Replacement savings, better yields
Customer Networking Gains Gains in sales volume, market share due to word-of mouth opinion leader
20 © 2014 CA. ALL RIGHTS RESERVED.
API Business Models
Free = Drive usage of API in support of an adjacent business
Direct = Charge developer based on the value of the API
Indirect = Pay developer for driving usage and pulling in business
Internal = Not monetizing the API directly but fundamental to product or service delivered
21 © 2014 CA. ALL RIGHTS RESERVED.
API Price Structure Types
Business Model Price Structure Examples
Free None
22 © 2014 CA. ALL RIGHTS RESERVED.
API Price Structure Types
Business Model Price Structure Examples
Direct (Developer Pays) Non-segmented (flat rate) Tiered • Product (free, low, med, high) • Volume (calls per day) • Peak load (peak and off-peak) • Metering (usage, transaction) • Location based
23 © 2014 CA. ALL RIGHTS RESERVED.
API Price Structure Types
Business Model Price Structure Examples
Indirect (Developer Gets Paid)
Tiered • Revenue Share • Affiliate Revenue Share
24 © 2014 CA. ALL RIGHTS RESERVED.
API Price Structure Types
Business Model Usage Examples
Internal • Content acquisition/syndication • SaaS delivery models • Consumer apps
25 © 2014 CA. ALL RIGHTS RESERVED.
What businesses have made the transition to digital?
26 © 2014 CA. ALL RIGHTS RESERVED.
Netflix
27 © 2014 CA. ALL RIGHTS RESERVED.
Tesco
28 © 2014 CA. ALL RIGHTS RESERVED.
Nike
29 © 2014 CA. ALL RIGHTS RESERVED.
GM
30 © 2014 CA. ALL RIGHTS RESERVED.
What does the future behold?
31 © 2014 CA. ALL RIGHTS RESERVED.
The evolution of connectivity Continuous App Delivery
Refresh software continuously, downtime not an option
Context & Act Real-time Collect, analyze and respond based on
data collected
Integration New apps are rolled out, old apps don’t
die
Reduce Risk Control access to data based on risk and
regulations
Director Solutions Marketing
tysonwhitten
slideshare.net/CAinc
linkedin.com/company/ca-technologies
ca.com
Tyson Whitten
33 © 2014 CA. ALL RIGHTS RESERVED.
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