The Future of Enterprise Analytics

Over the last couple weeks since the 2016 Hadoop Summit in San Jose, eSage Group has been discussing the future of big data and enterprise analytics.  Quick note – Data is data and data is produced by everything, thus big data is really no longer an important term.

hspeopleeSage Group is specifically focused on the tidal wave of sales and marketing data that is being collected across all channels, to name a few:

  • Websites – Cross multiple sites, Clicks, Pathing, Unstructured web logs, Blogs
  • SEO –  Search Engine, Keywords, Placement, URL Structure, Website Optimization
  • Digital Advertising – Format, Placement, Size, Network
  • Social
    • Facebook – Multiple pages, Format (Video, Picture, GIF), Likes (now with emojis), Comments, Shares, Events, Promoted, Platform (mobile, tablet, PC) and now Facebook Live
    • Instagram – Picture vs Video, Follows, Likes, Comments, Reposts (via 3rd Party apps), LiketoKnow.it, Hashtags, Platform
    • Twitter – Likes, RT, Quoted RT, Promoted, Hashtags, Platform
    • SnapChat – Follows, Unique views, Story completions, Screenshots.  SnapChat to say the least is still the wild west as to what brands can do to engage and ultimately drive behavior.

Then we have Off-Line (Print, TV, Events,  etc). Partners. 3rd Party DataDon’t get me started on International Data. 

Tired yet?

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While sales and marketing organizations see the value of analytics, they are hindered by what is accessible from the agencies they work with and by the difficulty of accessing internal siloed data stored across functions within the marketing organization – this includes central corporate marketing, divisional/product groups, field marketing, product planning, market research and operations.

Marketers are hindered by access to the data and the simple issue of not knowing what data is being collected.  Wherever the data lies, it is often controlled by a few select people that service the marketers and don’t necessary know the value of the data they have collected.  Self-service and exploration is not possible yet.

Layer on top this the fact that agile marketing campaigns require real-time data (at least close real time) and accurate attribution/predictive analytics.

So, you can see there are a lot of challenges that face a marketing team, let alone the deployment of an enterprise analytics platform that can service the whole organization.

Now that I have outlined the business challenges, let’s look at what technologies were mentioned at the 2016 Hadoop Summit that are being developed to solve some of these issues.

  • Cloud, cloud, cloud– lots of data can be sent up, then actively used or sent to cold storage on or off prem.  All the big guys have the “best” cloud platform
  • Security – divisional and function roles, organization position, workflow
  • Self-Service tools – ease of data exploration, visualization, costs
  • Machine Learning and other predictive tools
  • Spark
  • Better technical tools to work with Hadoop, other analytics tools and data stores
  • And much more!  

Next post, we will focus on the technical challenges and tools that the eSage Group team is excited about.

Cheers! Tina

 

 

 

Immediate Job Opening – Mexico Based Microsoft BI Stack Engineer

Microsoft BIThe eSage Group is a Marketing Data Analytics firm established in 1998, headquartered in Seattle, Washington, USA. We have Fortune 500 clients including Disney, the LA Times, and Microsoft.

 Our company is always on the lookout for talented developers at all levels in both Mexico and the US. We have worked hard to create a company culture of sharp, quick learning, hardworking professionals who enjoy being part of a winning team with high expectations. As such, we hire self-motivated people with excellent technical abilities who also exhibit keen business acumen and a drive for customer satisfaction and solving our client’s business challenges.

 We have a strong remote team in various locations in Mexico, including Monterrey, Aguascalientes, Mexico City, and Guadalajara. All employees work from home. All employees are full-time employees, not contractors.


We need  Mid-Level Software Engineers (3+ years of experience) with the Microsoft BI stack.esage 2logo

All candidates must have a strong interested in business intelligence and marketing analytics. They must be willing to work with other companies at the same time. They must have a strong desire to understand business problems and look to disparate data sources to integration to gain insights to help solve the business problems.

Qualifications/Experience
• Advanced English Skills both written and spoken
• Advanced Excel and SQL skills
• Strong past data analysis experience
• Good oral and written communication skills
• A keen eye for detail is required. This person must be extremely detail oriented
• Ability to produce high quality, accurate, deliverables
• Proven ability to work under pressure with deadlines
• Ability to learn quickly, follow direction, and execute tasks independently

Technical Skills
• SQL Server
Knowledge of databases, stored procedures, and writing T-SQL script. Should know about primary and foreign keys, indexes and why they are important. Should know how to use temporary tables and know something about the use of cursors within a script. Basic error handling within a script would also be nice.

• OLAP / Analysis Services
Ability to design and build an OLAP database within Visual Studio. Understand the following concepts: Data Source View, calculated measures, named set, referenced dimension, Measure Group. Able to deploy and process an OLAP database. Understanding of basic MDX and how it is different from SQL. Knows the difference between a set, a tuple, and a value.

• SSIS (Integration Services)
Experience designing SSIS packages that can extract, transform, and load data. Use of Data Flow and Script Task components. Able to use C# and variables within SSIS. Able to package and deploy SSIS components.

• C# / .NET Framework
This includes the ability to create custom classes, interfaces, and events. Understands concepts like inheritance, polymorphism, referenced assemblies, and delegates. Should be comfortable working with lists (.NET or custom) and familiar with the standard .NET types arrays, dictionaries, lists, structs. Knowledge of Generics is a plus.

Please email your resume to tinam (at) esagegroup (.) com and/or complete form below.

 

Immediate Need for 2 Technical Business Analysts

eSage Group has an immediate need for 2 solid Technical Data Analysts.  Both positions are in Bellevue, WA.  No remote.

The successful candidate is someone who enjoys diving into our client’s business issues, understanding needs, evaluating the data available and then doing the analysis and creating reports that provide our clients with meaningful insights.  Candidate should have great communication skills, a keen curiosity about business challenges, and possess the intermediate SQL and Data Schema skills required to be able to evaluate and then query available date sources to create reports.

analyticsResponsibilities:

  • Work directly with business users to understand information needs
  • Inspect data sources and conduct data audits to verify data accuracy and ensure quality
  • Analyze data for trends and outliers
  • Create report and charts that highlight meaningful insights about their business, customers, etc.

Qualifications

  • Strong past Data Analysis Experience working directly with end users
  • Intermediate Data Base and SQL Skills – Ability to use MS SQL to assess data quality and availability, and then write queries to assemble the data to build reports.
  • Advanced Excel Skills, ability to do advanced charting, Pivot Tables and ad hoc analysis
  • Good oral and written communication skills
  • Mathematical mind with great analysis skills
  • Highly organized, detail oriented and produces quality work that has been fully checked and can be trusted by decision makers who will rely on it

 Nice to have:

  • Experience working with OLAP data cubes
  • Advanced MS SQL/Database skills
  • Experience with MS Power BI Tools

Please email your resume to tinam (@) esagegroup (.) com.

Wow, is this really true? CMO Tech Spending Good For IT?

Blog“Wow, is this really true??….

A recent article by Doug Henschen in InformationWeek (see full text below) mentions a prediction from Gartner that indicates CMO’s will outspend CIO’s on technology by 2017.  Even if this prediction is anywhere near true, it would be amazing and really shows the influence that digital marketing and associated analytics technologies are having on this space.  Marketers are now truly learning the immense benefits associated with properly tracking and extracting value out of multi-channel marketing data.  CMO’s can now use technology to analyze what channels are working best to attract specific customer segments and how one marketing channel leads to engagements on other related channels.  So today you can now track who is engaging on your social media channels and also navigating to your web properties to learn more about your products or make purchases.  What all this means of course is that marketers will need to form even tighter relationships with the IT teams at the organizations where they work, to bring all the pieces together.  There will need to be hardware to host all the digital marketing tools, likely deployment of big data platforms like Hadoop to store and process all the data, then the hosting and maintenance of the associated data integration and marketing analytics tools required to extract value out of all this multi-channel marketing data. Marketing will need to work closely with IT to get this infrastructure in place, but there will be challenges when blending the two worlds due to communication and prioritization issues.  Marketers will need help bridging this gap to make sure that their requirements are being understood, the right tools are deployed to meet their specific needs, and new incremental functionality is being rolled out in a rapid Agile fashion.  The role of the marketer is evolving rapidly with the associated expansion in responsibilities and the requirement for a new level of integration with other teams like IT.

The good news is that these are exciting times for marketers, now we just need to hope that these new investments are spent wisely on quickly extracting customer insights from this data in a matter of weeks, not months, or years….”

Article: Why CMO Tech Spending Is Good For IT

As CMOs increase their tech spending, it’s up to IT to get wise to marketing’s ways.

By Doug Henschen, Big Data
February 04, 2013
URL: http://www.informationweek.com/big-data/news/big-data-analytics/why-cmo-tech-spending-is-good-for-it/240147374

By now, most CIOs have heard the Gartner prediction that chief marketing officers will outspend CIOs on technology by 2017. Whether or not you agree with that prediction, there’s no question that marketers are now influential technology buyers, even if they’re not taking swaths of responsibilities away from CIOs.

The onslaught of interactive marketing and digital commerce — starting with the Web and email and more recently venturing into mobile and social interactions with customers — is behind much of this technology spending. It has also put marketers under pressure to reconsider how they measure, manage and execute marketing across traditional channels, whether print, TV, radio, in-store, Web or call center.

Technology is finally doing to marketing what it did to financial markets two decades ago: driving it toward automation and real-time analysis, says marketing strategist David Meerman Scott, author of The New Rules of Marketing & PR.

On the automation front, specialized workflow systems with supporting asset management and collaboration features are helping marketers develop and execute campaigns at scale and with the speed demanded by fast-moving consumer trends. Analytics is bringing more precise measurement and, hopefully, better planning and smarter decision-making, both within individual marketing channels and across channels, letting companies adjust their investment mix for maximum impact.

Too many marketing organizations have been underinvesting in technology, relying instead on manual tracking using spreadsheets and email. But those old ways are breaking down given the demand for scale and speed. The future of marketing is going to be “much less art and much more science,” says Meerman Scott.

The science relies on analytics, requiring plenty of data. This should be welcome news to IT pros, who are in the best position to help with the inevitable data management challenges. But CIOs “can’t just wait for CMOs to say, ‘Please help us,'” warns John Kennedy, VP of corporate marketing at IBM.

Only 10% of 550 marketing execs surveyed by the CMO Council put a priority on improving collaboration with their IT organizations this year, despite the fact that 43% of them plan to hire marketing or customer analytics talent, 41% plan to deploy email marketing automation and a third plan to deploy website performance optimization and mobile apps. If marketing and IT teams don’t work together, this marketing tech spending won’t reach its full potential. “CIOs have a role to play at all levels of marketing, particularly in aligning the technology so it can scale,” Kennedy says.

Understand Marketing’s Needs

One of the problems is that CIOs often don’t get how the CMO role has changed. “The marketer’s role has expanded from just driving demand and sales,” Kennedy says. “Now they’re also creating content, customer experiences and customer engagement” through Web, mobile and social channels.

IT leaders must map what marketing does these days to the emerging technology that backs various functions. The three main categories of marketing management systems, as defined in Gartner’s Magic Quadrant, are CRM-based multichannel campaign management (MCCM), integrated marketing management (IMM) and marketing resource management (MRM). Automation and analytics show up in all three categories.

MCCM systems are used for such processes as managing loyalty-card programs and promotional content. Their decision-support capabilities let companies quickly change inbound and outbound marketing offerings. IMM systems track a project from start to finish: from developing marketing concepts and allocating resources (money and people) to creating, testing and executing campaigns and evaluating results and feeding that analysis back into the next concept-development phase. MRM systems have supported strategy and planning. They’re now moving into operations by incorporating creative workflow management, asset management and fulfillment capabilities for the logos, videos and other materials used in marketing campaigns.

IBM was among the first big tech vendors to jump into marketing technology when it acquired Coremetrics (Web analytics) in 2010, followed in short order by acquisitions of Unica (MCCM and MRM), Sterling Commerce (e-commerce) and, in 2012, DemandTec (marketing analytics) and Tealeaf (customer experience analysis). Adobe acquired Web analytics vendor Omniture in 2009, expanding into MCCM. Teradata acquired Aprimo (MCCM, IMM and MRM) in 2010. SAS acquired Assetlink (MRM) in 2011.

Salesforce.com has focused on the social channel with its 2011 acquisition of Radian6 (social analytics) and Buddy Media (social marketing). Last year, Microsoft acquired MarketingPilot (IMM and MRM) and Infor acquired Orbis Global (MRM).

In the latest big marketing tech deal, Oracle announced in December plans to acquire Eloqua, which does MCCM. Competitors are downplaying Oracle’s $871 million deal as mostly focused on business-to-business marketing, but Oracle could easily extend and integrate Eloqua’s technology with its other assets to address consumer marketing, says Forrester analyst Rob Brosnan. Combined with other Oracle cloud apps such as Oracle Fusion CRM, Eloqua has the makings of a fresh replacement for Oracle’s aging Siebel CRM platform, Brosnan says.

IT teams must understand the five groups within marketing organizations and the key technology investments they’re making, Forrester contends. The list starts with CMOs at the top and then moves down to brand marketers, marketing operations, relationship marketers and interactive marketers (see below). Analytics is on the list at every level, and automation is needed at every level below the CMO.

What Marketing Technology Buyers Need
Group Key Needs Representative Technologies
CMO and other marketing leadership Focus on all aspects of marketing. Key areas include measurement,   strategy and marketing optimization. > Marketing performance management
> Marketing mix modeling
> Attribution
Brand Marketer Focus on building the brand and creating compelling brand content. Work   with agencies, media buying firms and creative shops. > Brand measurement
> Marketing resource management (planning)
> Asset management and localization
Marketing operations Central organization that focuses on budgets, processes, vendor   relationships and fulfillment. > Marketing finance management
> Marketing resource management (workflow)
> Production and fulfillment management
Relationship Marketers Emphasize customer insight development and direct communications. > Descriptive and predictive analytics
> Campaign management and marketing automation
> Interaction management and contact optimization
> Event-based marketing
Interactive marketers Focus on digital advertising, itneractive marketing and emerging media   strategy. > E-mail, search, display, social and mobile
> Web analytics and online testing
> Behavioral targeting and recommendations
> Audience management
Data: Forrester   Research

 

The Red Cross Needed Help

At the American Red Cross, much of the marketing in years past was done locally, at more than 700 chapters, with little central coordination and control. Four years ago, however, new management brought in a team from the for-profit world to build a strong headquarters-level marketing organization.

More Insights

“We wanted marketing that’s consolidated, powerful and breathtaking, but you don’t get that when your efforts are fragmented,” says Banafsheh Ghassemi, a telecom industry veteran hired as VP of marketing-eCRM and customer experience.

The Red Cross wanted consistency not only between national and chapter-based marketing, but also across channels (TV, radio, print, direct mail, Web, etc.). Consistent “omnichannel” messaging and measurement is one of the hottest priorities in marketing.

The Red Cross had a mix of manual methods, point technologies and contract relationships with agencies. It lacked a marketing management system to track campaigns and return on investment by channel; those initiatives were tracked in paper notebooks, whiteboards, spreadsheets and email messages. The charity had a Teradata data warehouse, but it lacked campaign management tools and internal know-how for marketing segmentation and targeting.

Over the last three years, the Red Cross has filled many of its marketing technology gaps. It chose Aprimo, now owned by Teradata, as its marketing management platform. The charity’s brand and creative team uses the system’s automated review and approval workflows to develop marketing programs. The field marketing team uses the system to collaborate with Red Cross chapters about those programs and related priorities, planning and resource allocation.

The Red Cross is now deploying Aprimo’s campaign management features. That deployment was delayed for 18 months because the Red Cross learned that it needed a better handle on its data before it could do customer segmentation, testing and targeting internally. The IT team discovered that not every Red Cross line of business (disaster relief, support for military families, health and safety training, blood supply and international services) was feeding data into its Teradata data warehouse, and those that were using it weren’t defining data consistently. The Red Cross ended up hiring a VP of data strategy, Disney veteran Chris Taylor, to fix the problems. Poor data quality has been the bane of business intelligence and analytics projects for decades, one reason marketing teams need to work more closely with their IT colleagues.

Another data challenge is sheer scale. “Three years ago, we didn’t have the system or even the techniques in place to keep some of the data that we now know to be significant for effective targeting and segmentation,” Bob Page, eBay’s VP of analytics platform and delivery, said during a recent CMO Council webinar. While eBay had data on its marketing — mostly email campaigns and keyword buys — and the resulting transactions, it wasn’t keeping behavioral data such as clickstreams and site search records.

“We knew what products customers bought when they checked out, but we didn’t know how often they came to the site, how long they stayed and what they looked at before they bought,” Page said. “This behavioral data helps you understand interests, impulses and motivations … but it also explodes the amount of data you have to collect.”

redcross Analytics In Demand

Most companies are reluctant to throw out marketing technologies they’ve already bought; they’d rather build on what they have than start over. This preference explains why IT vendors are acquiring or building out their marketing capabilities to create a suite of products. Swedish insurance company Folksam, for example, uses Infor’s Epiphany CRM system. Epiphany added integration to Orbis Global’s marketing resource management system last year, and then in December Infor acquired Orbis Global. Around the same time, Folksam chose to replace an aging on-premises deployment of Aprimo’s software.

Folksam started deploying Orbis’s software on premises in October, and it expects to have it in production by May. The deployment will address outbound telemarketing, inbound call center, direct mail and email marketing. Folksam handles Web campaigns using a separate system, and its social network activity is limited to monitoring customer comments.

“All of our monthly plans and budgets for campaigns are set up in Orbis, and the campaign leader sets up the customer offer and what kind of media we’re going to use — whether that’s email or direct mail,” says Staffan Magnehed, Folksam’s director of CRM. “We also have to determine what the offer is going to look like, the budget, and how many different activities we’ll have in a multichannel campaign.”

Once the campaigns are planned and prepared in Orbis, the next steps of customer segmentation, targeting and campaign execution are handled in Epiphany’s Customer Interaction Hub, which combines automation and analytics capabilities.

Banks and telecom companies in particular are getting sophisticated with their promotional offers to new customers, says Forrester’s Brosnan. Those efforts might involve targeting certain customers to receive cross-sell or up-sell offers, waiting a certain amount of time and then triggering follow-up offers depending on the customer’s response. Such marketing was a manual process in years past “and would have taken place at a direct marketing agency or marketing services provider like Acxiom or Experian,” Brosnan says.

Now that Red Cross is on its way to resolving its data quality problems, it plans to handle customer segmentation, testing and targeting using Aprimo’s campaign management tools. The Red Cross used to outsource that work to agencies. “If I can have a system in front of me that lets me play with my segmentation and do testing at my fingertips, that’s a huge time savings compared to sending emails, submitting a work order and then calling to find out when that work will come back,” Ghassemi says.

Holy Grail: Knowing What Works

As companies market across more channels, it only intensifies an age-old problem: Which ads or promotions worked to drive a sale? Marketers refer to it as “attribution.” You might know, for instance, that a customer clicked on an email offer and bought something, but did a prior direct-mail offer, a search keyword buy, a Web or print ad, or a social media interaction make that customer more receptive to the email pitch?

Attribution determines where CMOs spend their marketing dollars. In a conventional, direct-attribution approach, companies look at each channel separately, measuring response within that channel without considering other efforts. Now companies are coming up with ways to study customer-interaction histories across channels and give credit where it’s due. But this has mostly relied on crude rules applied manually or replicated within marketing management systems. For example, a system might assign a sale to the first or last marketing touch, or it might average the attribution across all marketing interactions with a given customer.

Advanced analytics hasn’t cracked this nut yet, but vendors are trying. IBM, for one, last month released an Attribution Modeler application that uses advanced algorithms to assess the impact of efforts in each channel.

Macys.com uses SAS software for attribution analysis. “You need to understand the causation and correlations between digital and offline activities so you know what’s triggering which behaviors and which activity drives the next,” says Kerem Tomak, VP of marketing analytics for the online retailer.

Did display advertising drive traffic to search and then to a website, or did the interaction start with search? Is a visit to a website a failure if a customer puts an item in a shopping cart and then abandons it, or did the customer decide to go pick up the item at one of our stores? Can individual campaigns lose money while still moving customers a step closer to a valuable sale?

Macys.com is using its attribution modeling techniques to allocate marketing budgets by channel and to determine which products are best promoted through which channels — “building a bridge,” as Tomak describes it, between marketing and merchandising decisions.

“If you track interactions, attribute correctly and test your models so you know you can trust your analysis, then you have a very powerful tool that will help you orchestrate everything you do,” Tomak says.

2nd

This Isn’t A Threat

The complexity involved in knowing how best to market to your would-be customers is only growing. Forty-four percent of store shoppers surveyed during the last holiday season said their first step was to go to a store, but 20% said they went to that retailer’s website first and 10% said they started with a general online research. That’s according to a study of more than 24,000 consumers across 100 websites, 29 retail stores and 25 mobile sites, conducted by customer experience analytics vendor ForeSee.

Among mobile buyers, 43% said their first choice would be to buy in store, but they ended up buying through a mobile app, likely because the item was out of stock or they looked at the item in store and found a less expensive option online.

In this kind of multichannel environment, marketing is a whole lot more than a brand message. It doesn’t matter if the CMO or CIO is signing the checks, companies must use technology to interact better with their customers. They need to better understand their customers so that they can respond more quickly to changing buying patterns and please customers in every interaction, be it online, on the phone or in person. As IBM’s Kennedy puts it: “How we operate can be a bigger factor than what we communicate.”

IT pros shouldn’t see these marketing trends as a threat. The Red Cross’s marketing tech initiative meant spending more on the IT side and hiring a director of data strategy. The lesson: Whether they’re supporting customers or personalizing an email marketing message, great technologists remain at the center of making sure the customer experience lives up to the marketing promise.

 

 

QUICKLY EXTRACTING VALUABLE INSIGHTS FROM BIG DATA

With the proliferation of user interaction data available from digital sales and marketing channels, marketers now have more valuable knowledge than ever on their customers and how they interact across various marketing channels.  Sources such as ecommerce sites, online video players, digital advertising systems and social media platforms like Facebook, Google +, Twitter and Pinterest all are generating volumes of data that hold meaningful insights into customers.   But in order to leverage this valuable stream of information in this fast moving internet world, marketers need the ability to quickly pose questions, get answers from it and take action.

More and more organizations are storing data collected from their various sales and marketing channels, often referred to as “Big Data” within Hadoop.  In order to extract marketing value from this Big Data, organizations need to quickly extract the information out of Hadoop and into a usable format – one that allows for simple but powerful analysis leading to a better understanding of their customers, improved marketing and user experiences and ultimately improved sales.  Unfortunately Hadoop is not known to be able to quickly extract value from this valuable data.  Hadoop is a great platform for cost effectively storing lots of data, but quickly getting the information that you want out of it is not nearly as easy as marketers would like.  Worse yet, with the current shortage of developers with the appropriate experience on Hadoop; many organizations are left without the talent to get this data into a usable format so they can start to realize the value.

The eSage Solution

eSage Group has recognized the frustration with not being able to quickly leverage the knowledge stored within Big Data to target marketing campaigns, enhance the user experience on ecommerce sites, react to customer interactions on social media channels, etc.  Our focus is to rapidly develop useful tools that allow marketers to get at and extract powerful value in a matter of weeks instead of months or years.

Our technical teams, including Technical Business Analysts, work to quickly extract the most valuable data out of  Hadoop  and get it into the hands of marketers who can leverage it.  Our goal is to work with the marketing organization to understand what metrics will provide the insight required, then bridge the gap with the technical teams to access the required data and quickly get it into a format that will provide the most value to the business.

Many times this means that we extract meaningful aggregations of the raw data from Hadoop into a SQL Server data mart and OLAP solution. This allows us to perform detailed trend analysis, prediction modeling, and reporting, with results usually surfaced through familiar tools like Microsoft Excel, SSRS (SQL Server Reporting Services), and SharePoint. Our import and analysis processes are also automated and can run on a set schedule according to a client’s unique business needs.

Quickly Extract Value from Big Data
Quickly Extract Insights from Big Data

We are able to accomplish this through our unique in-depth understanding of the needs of marketers, our focus on high value rapid solutions that provide value in weeks instead of months or years and our substantial investment in building a Business Intelligence practice that not only has deep skills with the Hadoop platform, but also many years of experience with user friendly, yet powerful presentation tools from companies like Microsoft.

By focusing on the specific needs of the marketing team and using the right tool for the right job eSage is able to get extremely insightful Big Data analytics solutions built and deployed in incredibly short time frames.

For more information, contact eSage today!

eSage Group Becomes Hortonworks Systems Integration Partner

HDP ImageWe are excited about our partnership with Hortonworks and the value it adds to our customers needing to unlock the insights that are in Big Data!

eSage Group leverages Hortonworks Data Platform to integrate Microsoft Office and Server tools with Big Data – extracting valuable marketing insights in just weeks

SEATTLE – June 13, 2012 – eSage Group, an enterprise business intelligence consultancy, today announced it has become a Hortonworks Systems Integration Partner.  Hortonworks is a leading commercial vendor promoting the innovation, development and support of Apache Hadoop. The Hortonworks Data Platform is a 100 percent open source platform powered by Apache Hadoop, which makes Hadoop easy to consume and use in enterprise environments.

eSage Group is the first Hortonworks Systems Integration Partner that specializes in delivering sales and marketing analytics using trusted Microsoft tools such as Excel, PowerPivot, and backend applications like Microsoft SQL Server in which both IT and marketers are most familiar.  eSage Group helps organizations capture and analyze structured and unstructured data (Big Data) to gain new insights that were previously not available.

“eSage Group has the unique combination of business acumen and the technical expertise to harness the vast amount of data from disparate marketing channels and make it meaningful and actionable,” said Mitch Ferguson, vice president of business development, Hortonworks.  “By partnering with Hortonworks and leveraging the Hortonworks Data Platform for customer engagements, eSage Group can deliver increased value and data insights to their customers.”

Helping Marketers Make Business Sense Out of Big Data

To derive value from data residing in today’s vast number of marketing channels – web sites, social, CRM, digital advertising, mobile, and unstructured “Big Data” – organizations must develop robust business intelligence to extract hidden relationships across these channels and derive new insights. The result is more effective marketing campaigns, improved customer engagement, increased customer lifetime value and ultimately greater revenue.

eSage Group helps marketers bridge the gap between marketing and IT. By leveraging its Intelligent Enterprise Marketing Platform with decades’ worth of business intelligence expertise, eSage Group creates a roadmap for integration that allows organizations to capture key insights in just a few weeks versus months or even years.

“Savvy marketing organizations today have an unprecedented opportunity to leap ahead of their competition by tapping the valuable customer insight locked in big data,” said Duane Bedard, eSage Group President. “eSage Group couples an Agile marketing process with newly available tools to quickly and easily expose this information, allowing marketers to create targeted, rapid messaging that drives sales and engages their existing customers.”

About eSage Group

Founded in 1998, eSage Group is an enterprise technology consultancy that helps marketers make sense out of marketing data, including Big Data. Leveraging its Intelligent Enterprise Marketing Platform (iEMP) with business intelligence expertise, eSage Group helps clients create and implement an agile marketing strategy and infrastructure, enabling them to map key sales and marketing goals to actionable performance metrics.  With eSage, organizations can gain deep cross-channel understanding of their customers, track which marketing campaigns are meeting their overall marketing goals, and ultimately increase revenue.  eSage Group’s customers include Disney, Microsoft, Chase, Classmates.com, ViAir, Wireless Services, and many more.

About Hortonworks

Hortonworks is a leading commercial vendor of Apache Hadoop, the preeminent open source platform for storing, managing, and analyzing big data.  Our distribution, Hortonworks Data Platform powered by Apache Hadoop, provides an open and stable foundation for enterprises and a growing ecosystem to build and deploy big data solutions. Hortonworks is the trusted source for information on Hadoop and together with the Apache community, Hortonworks is making Hadoop more robust and easier to install, manage, and use. Hortonworks provides unmatched technical support, training and certification programs for enterprises, systems integrators, and technology vendors. For more information, visit www.hortonworks.com.

About The Hortonworks Systems Integration Partner Program

The Hortonworks Systems Integrator Partner Program was created to train, certify and enable a broad ecosystem of systems integrators to deliver expert Apache Hadoop consulting and integration services. For more information about the program, visit http://hortonworks.com/partners/systems-integrator-partner-program/.

Tech Talk Thursday: Weighted Averaging with Apache Hive and SQL Server 2008 R2

Apache Hive Logo

By J’son Cannelos
Partner/Principal Architect

To Be Is To Do        -Shakespeare

To Do Is To Be        – Voltaire

DoBeDoBeDo           – Sinatra

I recently had an interesting challenge with a client who wanted to see how long a particular group of users would watch an online video. Through a partnership with Video Content leader, Freewheel (http://www.freewheel.tv/), our client knew exactly when a user hit a particular online video, how long they stayed there, and for good measure, that the user belonged to a group of segments that further defined who they were. A user could belong to segments such as “College Men” or “Mothers”, et. In all, there were more than 100 segments available and user could belong to more than one (although cross over was rare).

Due to the sheer amount of log data available for the client, Apache Hadoop was the only reasonable way to store and backup this data while still allowing for reasonably quick analysis. Installed with the cluster was Apache Hive – a data warehouse system that allows for ad-hoc queries and more – no Java required! See Raul Olvera’s recent article, “Starting with Hive“ (https://esagegroup.wordpress.com/2012/05/17/starting-with-hive/), for a good primer on this subject.

Click here for the rest of this article.

Click here for more information on eSage Group.