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Business Advertising Canvas

posted Jul 21, 2015, 6:25 AM by Luiz Barboza



Business Advertising Canvas


A ferramenta proposta por Alexander Osterwalder, Business Model Canvas, permite descrever, comunicar, avaliar e principalmente ajustar modelos de negócio de maneira concisa e simplificada ainda na fase de planejamento. Como grande admirador desta ferramenta e observando objetivos similares no planejamento das iniciativas ligadas ao marketing digital, resolvi apresentar a proposta do Business Advertising Canvas.


No meio da publicidade digital, a velocidade na introdução de mudanças é bastante grande, assim algumas vezes acabamos nos esquecendo do alinhamento com os objetivos negócio na aplicação de algumas delas. A publicidade digital deveria estar sempre alinhada com a estratégia de marketing que por sua vez deveria estar em consonância com o próprio planejamento estratégico da empresa. Assim tal qual modelagem de negócio o marketing digital precisa ser planejado, comunicado e constantemente re-avalido. Desta maneira um quadro no qual as informações principais possam ser apresentadas de maneira concisa e facilmente alteradas pode ser de grande utilidade.


Então vamos lá, os compartimentos propostos neste canvas da publicidade digital são as seguintes:


  • Segmento de Mercado – Produto e Serviços:

O ponto principal de qualquer negócio é identificar corretamente seu segmento de mercado e qual sua proposta para suprir uma demanda específica deste segmento. Este compartimento então deve ser utilizada para descrever qual produto e/ou serviço tradicional oferece.


  • Segmento de Mercado – E-Commerce

Caso a empresa, mais do que divulgar e comunicar seus produtos e serviços via internet, utilize a tecnologia web para realizar suas entregas, este compartimento pode ser utilizado para descrever uma visão geral do processo de e-commerce da empresa.


  • Gestão de Conteúdo e Presença Digital

No mundo digital, um processo central certamente é manter uma presença digital que seja informativa, atrativa e acessível a seus clientes. Como estratégia de comunicação a presencia em si não é suficiente, é preciso gerar e divulgar contudo relativamente as pessoas em seu entorno. Esta comunicação se aplica inclusive a diversos canais, cobertos como outros compartimentos deste canvas. Desta forma, este compartimento deve descrever a arquitetura de informação da presença digital da empresa e do tipo de conteúdo que a empresa deseja divulgar. Falando especificamente para negócios locais, tipicamente PMEs, o conceito de presença deve ser extendido para os serviços de catálogos digitais.


  • Mídias Sociais:

As mídias sociais mudaram a forma como as empresas se comunicam como seus clientes e divulgam sua marca. Este compartimento deve ser utilizada para descrever em que canais sociais a empresa deseja estar presente e que tipo de mensagem deseja divulgar la. Lembrado que cada canal deste tem uma audiência diferente e com perfil comportamento distinto.


  • E-mail Marketing:

O e-mail por muitas vezes é considerado como uma tecnologia defasada, mas certamente ainda tem sua aplicabilidade com boa eficiência e baixo custo. Ele pode ser utilizado para converter novos clientes, aumentar o relacionamento com os clientes existentes e viabilizar novos negócios com estes. Assim este compartimento deve ser utilizado para descrever as ações de e-mail marketing.


  • SEO:

SEO, Search Engine Optimization, mais do que elementos técnicos na pagina web da empresa, se trata de reputação e credibilidade na rede. É algo então que precisa ser realizado constantemente e com uma visão de longo prazo. Este compartimento deve ser utilizado para descrever quais conteúdos devem publicados, quais relacionamentos com parceiros devem ser feitos, como as relações públicas devem ser conduzidas e quais ações de impressa devem ser realizadas.


  • Publicidade em Motores de Busca (SEM) :

Tão importante quanto as ações orgânicas do SEO, o SEM, deve ser utilizado principalmente para gerar e converter novos clientes. O planejamento do posicionamento desta e a diferenciação dos concorrentes é primordial aqui para a redução efetiva dos custos deste tipo de mídia. Este compartimento deve ser utilizado para definir quais motores de busca pretendem ser utilizados e com quais orçamentos. Para cada um destes definir qual mensagem deseja ser passada, em que localização, em que horários e outros.


  • Publicidade em Redes de Display:

As redes de display e redes de afiliados algumas vezes é subestimada, mas certamente é um veiculo bastante útil para promover a marcar, lançar novos produtos  e outros tipos de divulgação paga. Este compartimento deve ser utilizado para descrever que ações de branding desejam ser realizadas e que produtos produtos devem ser promovidos para que públicos alvos.


  • Suporte a Móvel e Vídeo:

Tão importante quanto o conteúdo o formato da mensagem deve ser pensado de maneira que seja atrativo ao seu ouvinte. Assim nas mídias digitais as mensagens com formato atrativo, composta por imagens e vídeos são fundamentais. Além do formato da mensagem, a disposição desta para dispositivos móveis é primordial no momento atual que os dispositivos móveis que os computadores pessoais. Este compartimento deve ser utilizado para descrever como o formato em vídeo pode ser utilizado para enriquecer as mensagens e qual o suporte a dispositivos móveis a comunicação da empresa deve ter.


  • Monitoramento e Medição:

Uma das grandes forças da publicidade digital é capacidade de medição da sua efetividade e assim monitorar qual o retorno ao investimento realizado. Este segmento deve ser utilizado para descrever quais indicadores desejam ser medidos e monitorados.


Como conclusão, aproveito para lembrar que a grande vantagem de modelar uma estratégia é o baixo custo de se realiza-la em uma fase de planejamento em comparação com a reprogramação desta uma vez em execução. Por outro lado, a oportunidade de melhorias e ajustes, mantendo a visão de longo prazo, é algo que deve ser feito constantemente e uma ferramenta concisa como esta pode ser de grande ajuda.





| Attachments: Business Advertising Canvas.pptx.pdf

Enterprise Architecture Matters

posted Apr 14, 2014, 5:35 AM by Luiz Barboza

Enterprise Architecture Matters
Adrian Grigoriu
The business architect role and the enterprise architecture of tommorrow


By Adrian Grigoriu on April 13, 2014 12:32 AM 0 Vote 0 Votes
To start with, we all agree that, ideally, there should be only one enterprise architecture that describes the overall business operation, technology and organization of the enterprise, in integration.
To be able to properly operate cross-enterprise, the EA function should report into the top enterprise management. 

In practice though, EA is, more often than not working, reporting and more importantly, delivering into IT today.

It is the "old" story of the two EAs. The current IT EA we have today and the target EA, to speak in our own EA terms, we want and need to have.

Thinking like EA architects then, how do we move from the IT EA of today to the full business EA practice?
The minimal effort is to employ a business architect who reports into IT. The probability of success is poor because IT has its own priorities, skill profiles and accordingly career prospects. The business architect, even if somehow successful, simply does not belong in IT.

I've recently seen a few positions of business architects that, in reality, were disguising business analysts roles dealing mostly with requirements and process modeling. The BAs were required to be TOGAF and ITIL certified and reported into IT.

Then, an alternative perhaps, is to employ a business architect that does report into the top management and coordinates the whole EA effort. It would be a cross functional effort.
That might work, had there been an overarching methodology that integrates other enterprise level developments with the IT EA in a single view and coordinated effort and had there been,  in practice, recognition of EA value.

In the absence of that, occasionally, a brilliant EA architect, working and innovating hard and coordinating the many design activities in the enterprise may succeed to develop an overall enterprise architecture.
But the outcome would be hardly reproduceable for lack of an acknowledged theoretical framework that would offer repeatability, predictability and consistency to all such developments. In fact the outcome would be seldom made public.

On the other hand, the business architecture (BA) know-how today may not be ready for prime time. We don't even agree on definition. BA often consists of a collection of activities such as: do strategy, model processes/value streams, document business capabilities etc. But that, we already have in most enterprises.

What we need is a single EA method and governance that considers not only IT but relates all enterprise level activities together, that is, corelates work in such functions like IT EA, BPM, Quality, architecture for technologies other than IT, strategy...

The issue is not new. In fact, this kind of debates had lead to the creation of the business architect role of today.

To sum up, the enterprise architect should operate higher up in the enterprise hierarchy to cover the whole enterprise and really contribute to its fate. But, to convince the enterprise, the architects must produce results first rather than debates and promises. And they must adopt a framework rather than each proposing to solve the issue in an own excellent way but different from all others.

This EA architect will ensure that it is the full blueprint of the enterprise created rather than the IT blueprint and will make sure that the audience is the whole enterprise and not IT alone.

To guide all developments toward the same goal and outcomes. one must have an overall method and framework rather than rely on the excellence of a single individual.
See this generic business architecture.

While the executives do a good job in managing the enterprise today, everybody misses is the synoptical  blueprint that enables them to talk about the same thing, in the same language, in same terms with same definitions.This blueprint would enable them model own parts with same conventions and constraints in the enterprise wide context.
That would render the enterprise united in one coherent operation and development effort while the EA would be the collective cross enterprise design where everybody contributes to the same plan and goals, in synchronization.
This architecture would enable people in the enterprise to do enterprise planning as a portfolio, would turn change reliable and ultimately, would make possible the implementation of strategy.

Yet, long live the EA IT architect of today because he is, today, the EA flame bearer!

It is ironic though for the IT architect, that, with the advent of the IT cloud computing though, the role of higher up enterprise architect outside the IT, becomes increasingly compelling, since off-the-shelf business services, hiding the implementation technology, become the norm.

As an uplifting thought, the business architect and designer of today's enterprise is the entrepreneur, because before puting together the enterprise and  funding, the entrepreneur comes with the plan that describes the products, the markets, the business and operating models, the resources and forecasts of costs and profits to make sure that the enterprise will be viable. The overall business architecture, while not put on paper, still exists somehow in the mind of the entrepreneur. That is lost in time though when the enterprise grows.

MEGA Introduces Mini-Webinar Program on Business Architecture

posted Apr 10, 2014, 1:48 PM by Luiz Barboza

MEGA, a company focusing on business and enterprise architecture, announced it will present the second MEGA Byte series of 20- minute mini-webinars. -MEGA Byte 4, April 24: Using Business Capability Maps to Realize Business Outcomes. -MEGA Byte 5, May 29: Exploring the Principles of Business Architecture Maturity.
http://insurancenewsnet.com/oarticle/2014/04/10/mega-introduces-mini-webinar-program-on-business-architecture-a-487823.html#.U0cDcO8U8dU 


Proquest LLC 

MEGA, a company focusing on business and enterprise architecture, announced it will present the second MEGA Byte series of 20-minute mini-webinars.

These new sessions, in April, May and June, are designed for business and enterprise architects, process analysts and project managers, especially those who typically find themselves unavailable for the standard one-hour webinar format.

The programs will be:

-MEGA Byte 4, April 24: Using Business Capability Maps to Realize Business Outcomes

-MEGA Byte 5, May 29: Exploring the Principles of Business Architecture Maturity

-MEGA Byte 6, June 26: Turning Change into a Strategic Opportunity Using Business Architecture

According to a release, MEGA Byte 4, on business capability maps, will show attendees how to build a community of architects, business analysts and executives across the company in a way that ensures that IT and business are supporting corporate strategy and providing essential decision making tools. It will demonstrate how to use the business capability landscape to support business transformation and understand the impact of potential risks.

MEGA Byte 5, on business architecture maturity, will explore the guidelines and steps in A Guide to the Business Architecture Body of Knowledge (BIZBOK) and show how they can help companies achieve the next level of maturity in business architecture in a way that provides business value. The discussion will also cover the importance of establishing an appropriate governance structure early in the business architecture maturity cycle.

MEGA Byte 6, on change as a strategic opportunity, will show how business architecture can be used to assess the potential impacts of change and how to build a business capability map and assign the right skills and competencies to support successful business transformation.

Speakers will be:

-Daniel Caron, principal consultant, MEGA

-Bill Ulrich, president, TSG Inc. and president, Business Architecture Guild

-Kevin Costa, sales engineer, MEGA

MEGA's software solutions provide a view of processes, resources and mission-critical organizational information. The solutions aid companies in better business decisions, improved risk management and successful business transformation.

Download the FREE BOLD Advisor Guide.

The company has been helping organizations manage enterprise complexity and business transformations for more than 20 years. Customers include Aetna, The College Board, Express Scripts, Johnson & Johnson, Nissan, Procter & Gamble, Starwood Hotels, Swiss Federal Railways, and Walgreens.

MEGA has been cited in numerous analyst reports on strategic solutions for enterprise governance, including enterprise architecture (EA) and governance, risk and compliance (GRC). The company won the 2013 GRC Technology Innovator Award from GRC 20/20 Research. Gartner Inc. has named MEGA as a leader in its EA Magic Quadrant reports for five consecutive years.

Additional citations by analyst firms include:

-Gartner's Magic Quadrant for Enterprise Architecture Tools (October 2013)

-The Forrester Wave: EA Management Suites, Q2 2013

-The Forrester Wave: Governance, Risk, and Compliance Platforms, Q1 2014

-Gartner's Magic Quadrant for Governance, Risk and Compliance Platforms (September 2013)

-Chartis Research's RiskTech 100 report

-Continuity Insurance & Risk Magazine's Risk Assessment Software Report

The monthly mini-webinars began in January with a series on application portfolio management. The three programs were Assessing Your Application Landscape, followed by Establishing the Target State of Your Application Landscape, and Managing the Design & Evolution of your Technical Architecture.

((Comments on this story may be sent to newsdesk@closeupmedia.com))

Copyright: (c) 2014 

A CALL TO ACTION FOR IT LEADERS

posted Apr 15, 2012, 5:24 AM by Luiz Barboza   [ updated Apr 10, 2014, 3:32 AM ]


Following the failed launch of HealthCare.gov, President Obama stated, "The way the federal government does procurement and does IT is just generally not very efficient. In fact, there's probably no bigger gap between the private sector and the public sector than IT."

The problems associated with HealthCare.gov made headlines and brought government IT to the forefront of politics. In spite of an agenda loaded with significant public policy and national security issues, Congress has spent substantial time debating legislation to reshape federal IT governance and procurement. Last week, the House passed the Federal Information Technology Acquisition Reform Act (FITARA) and lawmakers’ ongoing attempts to legislate the management of government IT are certain to continue in 2014. At CEB, we are watching these developments closely and believe changes to federal IT governance and procurement practices are inevitable, regardless of the changing outlook for a particular piece of legislation. We also believe that IT leaders need to assume responsibility for stewarding change for government IT, rather than waiting for change to be forced upon them.

The current legislation doesn’t fully address the funding model for federal technology, which is at the core of the challenge for IT departments. Unlike private corporations, federal IT budgets, decisions and authorities are so distributed that standards and shared services are often impossible to implement, even within a single agency. The oversight of an agency’s IT programs, applications and operations is generally fragmented, with budgeting authority and funding mechanisms often an obstacle to effective enterprise IT portfolio management. The annual appropriations cycle and the inability to take a multi-year approach to finance IT investments through depreciation and amortization make long-term planning a challenge. Investments that require near-term spending to achieve long-term savings can be incredibly difficult to justify and budget, including critical efforts to retire and replace legacy applications and infrastructures. It is for all of these reasons that we believe change is coming for government IT; the status quo cannot withstand increasing pressures and expectations from business partners, citizens and the media. 

Extensive CEB research on the future of government IT predicts that significant shifts will occur in the next three to five years in the essential competencies of federal IT organizations, including how technology is acquired and how talent is sourced. Despite honest intentions to ensure integrity and fairness, federal acquisition regulations have become a counter-force to innovation and evolution in technology. For instance, regulations that may work well for commodity hardware purchases often break down when applied to procurement of services based on human capital. Today, there are more opportunities to leverage technology across government than ever before. Because of this, the need for change is most critical in the capacity of federal agencies to apply more effective portfolio management discipline to IT programs, applications and operations.

Federal IT leaders know the issues with governance and procurement of IT better than anyone. For that reason, they should not acquiesce to historical precedence, nor should they allow events to play out without their influence. While the outlook for the FITARA legislation is still uncertain, it is certain that changing stakeholder expectations will dramatically change the landscape for IT leaders. Federal IT leaders need to be as focused on shaping policy and reform as they are committed to their departmental missions. While changing mandates for IT governance and acquisition processes is an extraordinary challenge, the steady influence and significant expertise of experienced IT leaders are essential to ensure positive progress.

Kris van Riper is a managing director and Lon Zanetta is a senior executive advisor at CEB.

(Image via Sergey Nivens/Shutterstock.com)
http://www.nextgov.com/cio-briefing/2014/03/call-action-it-leaders/79774/

IT role shifts from troubleshooting to strategic analysis

posted Apr 15, 2012, 5:24 AM by Luiz Barboza   [ updated Apr 10, 2014, 3:30 AM ]

CIOs and researchers say what has happened instead is that the cloud has led to a change in the traditional role of IT, shifting the work away from the nitty-gritty maintenance and troubleshooting of the past and toward more business-value activities, such as strategic software development, big data analytics and the creation of enterprise architecture.

Our brightest minds were getting too involved in day-to-day tasks and were not able to be visible players in areas that were adding value to the company.
Don Baker, CIO of Mediaocean

At Electronic Arts, Tonnesen said adopting a cloud computing model meant that IT staff members actually had time to spend an entire day working on developing a new tech strategy. In previous years, they might work on a strategy for an hour here or there in between constant interruptions from departments needing IT to repair breaks in applications.

"We would get fewer calls about tools that were broken, things like 'Fix my email' or 'This system doesn't work.' All of those things were in the cloud and they were working. There was less break-fix, less support and more strategic discussions about where we were going next," Tonnesen said. 

Don Baker, CIO of Mediaocean -- a company that provides a software platform for the advertising industry, including cloud computing solutions -- said the cloud has freed up his IT staff members from getting bogged down in the mundane maintenance duties that ate up most of their time in years past.

"There's been a big shift over the last 10 years in what I've been able to do with my staff. Our brightest minds were getting too involved in day-to-day tasks and were not able to be visible players in areas that were adding value to the company," said Baker, noting that Mediaocean's own internal IT applications run mostly on a private cloud.

Now these same IT people are meeting with new vendors, developing new technologies and thinking about how these technologies can be used to help Mediaocean take the next strategic leap into global markets and expanded product lines.

 "We're able to stay ahead now, where in the past we were just keeping up or triaging things," he said.

Appetite for mobile and social apps spurs cloud use
With the explosion of mobile and social platforms, technology is infiltrating every aspect of business today, creating an ever-pressing demand for IT, said Michael Beckley, CTO of Appian Corp., a software company that sells products that work either on premises or in the cloud. Appian hosts both its customers' applications as well as its own internal applications in Amazon's cloud.

 As is true for many companies, Appian's foray into cloud computing was both cautious and prompted by necessity. Internally, the company moved email to the cloud because its Exchange server was constantly going down. When that was met with success, other applications followed. With much of the app maintenance work taken off IT's plate, the staff is now able to respond to a wide variety of employee needs, whether it's building a new system, acclimating a new employee to IT services, or securely connecting an employee's mobile phone service to email, Beckley said.

"As I remember IT from my first job, they very rarely left the basement. Now they're spending a lot less time in some back server room and a lot more time with users at their desks, coaching them on their technology," Beckley said. "It's a different world. The job is more interesting. They're much more in tune with what's happening, and they're not just order-takers."

Go to part two of this SearchCIO feature story to read about the many ways CIOs and their organizations are squeezing more business value from cloud computing, from vetting the cost of public cloud services, to building private clouds to taking on a more strategic role in business operations.

About the author: Dina Gerdeman is a Boston area-based freelance writer and editor covering business news and features.
http://searchcio.techtarget.com/feature/CIOs-exploit-the-cloud-computing-model-for-business-gains

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