This is a group of 10 presentations for an MBA Marketing Class.

1. Augmented
Reality, Artificial
Intelligence,
and
Business
Intelligence
Page 1

2. Augmented Reality
Patrick Sullivan
Marcela Munoz
Kristina Repcinova
Katie Brandenburg
John Estabrook
Page 2

3. What is Augmented Reality?
•Augmented Reality is part of
a continuum of technologies
that falls somewhere between
reality and virtual reality
•AR technology is used to
overlay real images with data
or digital images to increase
impact, to increase
usability, or to enhance
understanding Page 3

4. Examples
Augmented Reality
Has a real component
Virtual Reality
All digital Page 4

5. AR as Novelty
•GE uses augmented reality
as a novelty item to display
alternative energy systems.
This shows the product in a
setting, but does it add
value?
http://ge.ecomagination.com/smartgrid/?c_id=googa
ugreal&gclid=CP77tLzD_JwCFQ0aawod7QlybA#/au
gmented_reality
Page 5

6. AR for Online Sales
• One of the drawbacks to
online sales is the inability of
the consumer to hold and
inspect the product
• BestBuy uses AR to give
pseudo-touchability in the
online sales process
http://www.youtube.com/watch?v=hq_xVsaUqhc&feature
=PlayList&p=02B49CFD48EC61CB&playnext=1&play
next_from=PL&index=11
Page 6

7. AR in Print Media
• Anything that can be printed
can have an augmented
reality component
• This will add a new
dimension to
books, magazines, and
http://www.youtube.
product packaging com/watch?v=vB4F
8z5miTY&feature=re
lated
Page 7

8. Cross-Marketing
• AR can be used to cross-
sell products in a multi-
media presentation that
helps to drive sales
http://www.youtube.com/watch?v=mfSLcvt7nSY
Page 8

9. Escape from Novelty
• Will AR escape from the perception of
being a novelty in advertising?
• To do this, AR must add value to
products, to processes, and to experiences
Thank you
Page 9

10. Augmented Reality:
Applications and
Trends
by Marcela Cuello
Page 10

11. Augmented Reality
“Augmented Reality, will blur the line
between what's real and what's computer-
generated.
This will be possible by enhancing what we
see, hear, feel and smell”.
Page 11

12. Applications and Trends
 Education
• AR will change the “traditional” way of
education and learning
Page 12

13. Applications and Trends
 Gaming
• Virtual gaming
• AR under the water
Page 13

14. Augmented Reality By Hitlab
http://www.youtube.com/watch?v=ZKw_Mp5YkaE
Page 14

15. Other AR Applications
 Health Industry
• As a tool for diagnosis improvements
• Training
 Maintenance and Construction
 Automobile
Page 15

16. BMW’S VIDEO
HTTP://WWW.YOUTUBE.COM/WATCH?V=P9KPJLA5YDS
Page 16

17. Other AR Applications
 Customer Design
• Purchasing decision
• Additional value to the online sale
• Personal environment enrichment
Thank you
Page 17

18. B to C Advertising of AR
+
Four P’s
Kristina Repcinova
Page 18

19. Product
• How does it work?
• Where do I begin?
• What should I do?
• Benefits of AR
Page 19

20. Place for Consumers
• At home
– Books & magazines
– Games
• In mobile devices
Page 20

21. Promotion
• Online
– Youtube
– Online campaigns
• Offline
– Self promotion by other
companies
– Shows
– Magazines
Page 21

22. Events/ Exhibitions
• Road shows
• Exhibitions
• Press conference
• Live stage presentation
• Booth presentation
Page 22

23. Marketing Possibilities
– Interactive brochures
– Interactive packaging
– Interactive kiosks
– Magic Mirror
– Events
Page 23

24. Digital Marketing
• Enhance product visibility
• Help connect customers to brands
• Interactive kiosks
Page 24

25. Price
• Software is FREE
• Expense is hiring people
• Depends on customer creativity
• Cell phone requirements
• Software requirements
• Computer requirements
Page 25

26. World Leaders in
Distributing AR
• Independent Augmented Reality
solutions
– 3D measurement software
– 3D modeling software
– Augmented reality visualization software
Page 26

27. Customers
Page 27

28. Example of a Simple AR Ad
• http://www.youtube.com/watch?v=dBser6_
gToA&feature=related
Page 28

29. ETHICS
Katie Brandenburg
Page 29

30. Definitions
Webster’s Dictionary
Information
“the communication or reception of
knowledge or intelligence”
Page 30

31. Definitions
Webster’s Dictionary
Ethics
“the principles of conduct governing an
individual or group (professional)"
Page 31

32. Terms
Puffery
“exaggerated commendation esp.
for promotional purposes”
Buzz
“a: RUMOR, GOSSIP b: to be filled
with a confused murmur (the
room ~ed with excitement”
Page 32

33. Really?
Blogs and YouTube
Page 33

34. Targeting Kids
Current Debates
. The Ethics of advertising to
young children.
. The balance between the rights
of an industry to promote its
products & ideas and the role of
Government in protecting the
health of its citizens (particularly
vulnerable groups).
Page 34

35. Targeting Kids
. The Ethics of advertising
to young children.
Page 35

36. Power Rangers
Page 36

37. Video Games
Page 37

38. AR Gaming
Page 38

39. Targeting Kids
.The balance between the rights
of an industry to promote its
products & ideas and the role of
Government in protecting the
health of its citizens
(particularly vulnerable groups).
Page 39

40. Regulation
Tobacco Timeline on Ask Jeeves
Page 40

41. Children’s
Television Act
Thank you
Page 41

42. Future of AR
John Estabrook
Page 42

43. Speed Dating with AR
Page 43

44. Hype Cycle for Emerging Tech
Page 44

45. Google Trends: AR
Page 45

46. Nokia’s Point & Find
•Point camera at real world objects and plant
virtual information tags.
•Users can view each other’s tags on the phone
screen – crowdsourcing an augmented reality.
•“This year we’re feeling a real urgency to work
on augmented reality because the hardware is
finally catching up to our needs.” Rebecca
Allen, director of Nokia’s research center in
Hollywood.
Page 46

47. LED Contact Lens
•Scientists at the
University of Washington
have been developing a
contact lens containing
one built-in LED.
•Eventually, more
advanced versions of the
lens could be used to
provide a wealth of
information, such as
virtual captions scrolling
beneath every person or
object you see.
Page 47

48. 5 Barriers to a Web That’s Everywhere
1. Spam and Security
2. Social and Real-Time vs. Solitary and Cached
3. The User Experience
4. Interoperability
Thank you
5. Openness
Page 48

49. Page 49

50. Artificial Intelligence
and Business
Intelligence
Val Stella
Matt Atkins
Gloria Sanchez
Rob Timmins
Bob Mannherz
Page 50

51. What is
Artificial
Intelligence?
Val Stella
Page 51

52. What Artificial Intelligence Is Not
Artificial
intelligence tends
to be associated
with artifacts like
the Hal 9000 which
are the product of
Hollywood rather
than the kind of
thing that actually
happens in the
research labs of the
world today
Page 52

53. Definition of Artificial Intelligence
The Association for the Advancement of
Artificial Intelligence
The scientific understanding of the mechanisms
underlying thought and intelligent behavior and their
embodiment in machines.
Page 53

54. Definition of Artificial Intelligence
Ray Kurzweil
The ability to perform a task that is normally
performed by natural intelligence, particularly
human natural intelligence
Page 54

55. Definition of Artificial Intelligence
Wikipedia
The study of man-made computational
devices and systems which can be made to
act in a manner which we would be inclined
to call intelligent.
Page 55

56. Alan Turing 1912 - 1954
Worked on breaking the
German Enigma codes
during WWII
Turing’s theory of
computation suggested
0’s and 1’s
He foresaw AI, and
proposed the Turing Test.
Expected to be passed by
computers by 2029
So far, no computer has
fooled the judges by
passing as a human
Page 56

57. What does AI do?
Narrow AI, Strong AI
Used for logistics, data
mining, medical
diagnosis, communications,
computer-assisted design
systems, cruise
control, servers, personalize
d ads
 AI flies and lands
airplanes, guides intelligent
weapons systems, trades on
the stock market
Page 57

58. Major Players & Costs
Washington DC’s
revolving doors
Intelligent Systems
Technology Inc.
(ISTI), Russian
physicist
DARPA (Defense
Advanced Research
Projects Agency)
Page 58

59. DARPA Project
Lightweight robotic
bugs could be carried
by soldiers and used
to investigate the
terrain
ahead, detecting
enemy
troops, minefields and
other hazards."
Page 59

60. DARPA Contracts
Lockheed Martin has
DARPA contract for
$22 million for
automating air traffic
control
Now testing
Cormorant, a stealthy
autonomous spy jet
that starts and ends
its mission 150 feet
under water.
Page 60

61. DARPA Contracts
$23.7 million to IBM for Watson (picture)
$50 million to BBN for machine reading program
$22 million to Stanford Research Institute (SRI)
Page 61

62. DARPA
DARPA’s
Revolutionary
Prosthetics
program
Page 62

63. Ethical Concerns
Need for caution
US Army harrowing
situation earlier this
year
Ethical & legal guidelines
Page 63

64. Artificial Intelligence
And now to my
colleague Gloria
and the
Singularity
Gloria Sanchez
Page 64

65. Where is AI
Heading?
Singularity
• It is the technological creation of
smarter-than-human intelligence
– We will get to a point where technical
progress will be so fast that unenhanced
human intelligence will be unable to
follow it.
Page 65

66. Artificial
Intelligence
Emulating Computer
the human Science
brain Method (use of
cogno-science
and computer
science)
By By
2050 2020-2030
Page 66

67. Narrow AI
• Medical • Toys and
Industry Games (Second
Life)
• Financial
• Car Institutions
Industry
• Military
• Phone Industry
• NASA
Page 67

68. Strong AI
-Learns as he tries new
tricks, travels the
world, etc.
-It has recognition
technology
ASIMO -It can run (up to 6 km/hr)
Advanced Step in
-It has network integration
Innovative MObility
Page 68

69. Business Intelligence
(BI)
Overview of the Discipline
& Current Marketplace
Presented by Matt Atkins
Page 69

70. Define BI Today?
“refers to a variety of software applications that
analyze an organizations raw data and help extract
relevant and useful insights”
2009 ProQuest LLC, “The Brain Behind The Big Bad Burger And
Other Tales Of Business Intelligence”
“skills, technologies, applications and practices used
to help a business acquire a better understanding
of its commercial context. BI technologies provide
historical, current, and predictive views of business
operations”
Wikipedia
Page 70

71. The BI Discipline
• Consists of many
related activities Statistics,
Text & Data
that include Mining
Analysis &
Querying
statistics, text and
data
mining, analytical
processing, queryi
ng, predictive
analysis and
Reporting &
forecast reporting Informed Decision
Data Integration
& Dashboards
Making
Page 71

72. BI Desktop Widget
http://www.youtube.com/watch?v=bobZIke_CM0
Page 72

73. BI Marketplace
• Marketplace has grown significantly in
recent years!
• Two clear segments
– “Big Hitters”
•Companies that sell proprietary
enterprise wide software solutions
– “Up & Comers”
•Defined by companies using open
source solutions
Page 73

74. Big Hitters
• Comprised of large database and software
companies using proprietary platforms
– IBM, Oracle, Microsoft, SAP, HP……
– Clients are large corporate customers
which can shell out large dollars for
enterprise wide solutions
– Their current marketing efforts work to
sell “comprehensive easy to use BI
software solutions that integrate the
power of analytics and data integration to
share insights that power better business
decisions”
– Investment costs are driven “per-user”
Page 74

75. Up & Comers
• Companies building their enterprise
solutions upon open source
applications
• According to Acutate survey taken to
assess corporate acceptance of open
source BI software, 31% expected to
be using it soon
• Their approach to market – avoid
“lock in”
Page 75

76. Up & Comers
• By their very nature, open source projects
are fundamentally community-oriented
• They depend on the support of a
community of developers through culture
and necessity, have no interest in
establishing little empires of dependency
• They are based on open rather than
proprietary standards.
– If you want to mix and match parts of your BI
setup with some of your existing software
packages or with some in-house
development, you are likely to find it much
easier to do by committing to open source
rather than proprietary BI software.
Page 76

77. Up & Comers to Watch
• Pentaho
• Jaspersoft
• How do they make money???
– Charge for specialized add-on modules
to the core product which is distributed
for free
– Sell support for the product and “higher
end editions”
Page 77

78. Where are we heading?
• Open Source cloud-computing based
applications
• Seems we’re at a similar point as the
transition from Web 2.0 to 3.0
• Growing recognition of Software as a
Service
• Pay-as-you-go
Page 78

79. Open Source Cloud BI
http://www.youtube.com/watch?v=aYDZdvCpWfY
Page 79

80. AI-BI Sales
Intelligence
Rob Mannherz
Page 80

81. Definitions
Customer Relationship Management
(CRM): using available information sources to
effectively manage customer relations
throughout the sales process.
Data Mining: “deriving high-quality
information from text” (Wikipedia under text-
mining)
Page 81

82. Sales Intelligence
SI solutions provide unique insight into
customer buying patterns for high
volume, low profit sales.
By automatically analyzing and evaluating
these patterns, SI pro-actively identifies
and delivers up-sell, cross-sell and switch-
sell opportunities.
Most good SI products will inform you of
potential customer drift issues.
Page 82

83. Decision-Making Search
Engine
Bing is a search engine that finds and
organizes the answers you need, so you
can make faster, more informed
decisions.
http://www.youtube.com/watch?v=0wYrxHrsoXs
&feature=player_embedded
Page 83

84. Targeted Advertising
http://www.amazon.com/
www.google.com
Page 84

85. Searching in Marketing
Well-placed marketing
has become difficult to
penetrate.
eg. Villanova U online
Page 85

86. How will we use “Business
Intelligence?”
Branding and Marketing Strategies
Delivery and Distribution
Customer Service and a Unified Voice
Voice Of Customer
Page 86

87. Salesforce
Cloud computing for CRM
www.salesforce.com
Salesforce for GoogleApps
http://www.youtube.com/watch?v=E-o0QmS5TzM
Mashable Salesforce for
Twitter
http://mashable.com/2009/09/08/service-cloud-2/
Page 87

88. 2006 CRM Installations
Vendor Percent of implementations
Siebel (Oracle) 41%
SAP 8%
Epiphany (Infor) 3%
Oracle 3%
PeopleSoft (Oracle) 2%
salesforce.com 2%
Amdocs 1%
Chordiant 1%
Microsoft 1%
Metus Technology 1%
SAS 1%
Others 15%
None 22%
The above table lists the top software vendors for CRM projects
completed in 2006 using external consultants and system
integrators, according to a 2007 Gartner study. (from
Wikipedia, Customer Relationship Management.)
Page 88

89. Social Media in Marketing
Beginning in 2007, the rapid growth in social media and
social networking forced CRM product companies to
integrate "social" features into their traditional CRM
systems.
Some of the first features added are social network
monitoring feeds (i.e. Twitter timeline), typically built into
the system dashboard. Other emerging capabilities include
messaging, sentiment analysis, and other analytics.
Many industry experts contend that Social CRM is the way of
the future, but there are still many skeptics. Top CRM minds
agree that online social communities and conversations
carry heavy consequences for companies. They must be
monitored for real-time marketplace feedback and trends.
Page 89

90. Brand as a Conversation
According to Lloyd Salmons, first chairman of the
Internet Advertising Bureau social media council
"Social media isn't just about big networks like
Facebook and MySpace, it's about brands having
conversations."[1]. (Wikipedia “social media
marketing”)
Your brand is a conversation. Make it a good one.
A brand is a conversation between a company
and its customer tribes. That’s a simple
idea, yes, but it’s also one that’s very difficult to
deliver on. (Advertising for Peanuts)
Page 90

91. Brand as a Conversation
And just what do we mean by a “conversation”?
First a trip in the way-back machine: For a very long
time, businesses focused on products and sales. And they
thrived. Their marketing flowed in one direction, from company
to consumer: selling, advertising, and generally imposing their
brands on a hungry audience of consumers. A one-way
conversation.
Then: Change. Markets became crowded with competitive
choices, and interruptive advertising became pervasive.
Businesses no longer thrived. The marketing techniques that
grew out of their sales-and-product focus stopped working.
Today, the volume of product choice is enormous, and the media
is saturated.
Page 91

92. Brand as a Conversation
All brands, big and small, tell a story.
A brand story stays out of the way unless people seek it out.
A brand story that is present in places where
people are looking for it is well received.
A brand story gets customer tribes talking, both about the
company and to the company.
A brand conversation has integrity.
A brand conversation takes place anywhere the company
touches its customer tribe, so is therefore about much
more than the marketing media, but also the product
offering, customer service, consistency and integrity.
Page 92

93. Zappos - a conversation
What do the numbers say about Tony's Twitter activity over the
past 30 days?
Despite having 43,000 followers, Tony has relatively little activity on
Twitter.
He sent only 4 tweets a day on average despite receiving 50 tweets a
twitter.zappos.com day
Only 30% of his tweets were @replies (relatively low conversation
quotient)
http://twitter.com/zappos 41% of his onbound tweets contain links, aimed at driving people to
his blog where he promotes the people, products and culture of
Zappos
UPDATE: Tony responded to me after reading this blog post and
revealed an added dimension that is a very important piece of
the puzzle: Private conversation vs. Public conversation.
Here's his response: "Thanks for the great writeup. One thing I
wanted to point out is that most of activity through Twitter is
actually through DM's (direct messages), so they won't show
up on my Twitter timeline. For the month of January, I sent out
about 2000 DM's I send DM's instead of @ replies so that it
doesn't clutter up the timeline when you go to
http://twitter.com/zappos
It would be great if the conversation quotient took DM's into
account (if someone sends me an @ message, I reply via DM
which I would still count as a conversation), but Twitter doesn't
make that information public."rmation
Page 93

94. Collaboration
Calendar Sync
http://www.google/com
To Do Lists
http://www.toodledo.com
Page 94

95. Project Management
Online
Page 95

96. Travel
旅行
http://ekitan.com
www.kayak.com
www.orbitz.com
Page 96

97. Alternative Marketing Venues
craigslist
http://www.craigslist.org/about/sites
http://www.rakuten.co.jp/
Page 97

98. BI in CRM
Customer Relations
Management
Rob Timmins
Page 98

99. BI CRM Objectives
• Measure and Manage customer lifetime
value
• Key to sustain competitive marketplace
value
• Need robust/integrated technology
• Employees to manage customer
relations
• Integrate these values to create a
quantifiable equation and understand
components that drive CRM
Page 99

100. BI CRM Implications
• Old way: Manual searches and data entry
• Finding documents only by words occurring in
the documents
• New way: Search web based on meanings and
context rather than specific words
• Semantic web
• Large data sets facilitate social network
analysis or counter intel
• Stepping stone to communication machine to
machine, symbiosis, then singularity
http://www.youtube.com/watch?v=34ag4nkSh7Q
Page 100

101. Key to Customer Spending
• Measure lifecycle of long life customers
• Improve relationship marketing decision
making
• Focus on new customer’s increasing
/decreasing future spending from initial
purchase info
• Probability and statistic pattern learning
algorithms
• AI/BI interface to maximize data collected
Page 101

102. Customer Lifecycle
• AI allows for much more
accurate BI in identifying
the lifecycle of long life
customers
Page 102

103. AI/BI vs. Customer
Lifetime Value
• Company looks to balance sheets
• Often ignore soft assets (customers)
• Most valuable asset
• Company’s culture vs. customer
relations
• Most customers are poorly managed
• Key to acquiring and cultivating long
term highly profitable customer
relationships is:
Page 103

104. Understanding This
Relationship
• Quantifies and predicts profitability
for customer segments, business
units, products and services
• Develop actionable programs to
maximize profitability
Page 104

105. Value of Customer Asset
• Value of individual transactions
• Frequency/recency of purchases
• Cost of service
• Need to generate rich database of
customer needs and behavior
• Invest in BI
SaaS, OSS, TWDI, cloud
computing, text/data mining etc..
Page 105

106. Cost of a Customer
• Hardest most expensive sale is first
one
• Initial cost of customer and profit
generated vs. long term potential
Page 106

107. Transaction Value
• Historical customer behavior: most
important information
• Understanding how the customer
interacts with channels and
consumes goods and services TODAY
is key to FUTURE activity
Page 107

108. 3 Key Variables
• Frequency and recency
• Transaction size
• Customer churn rate (loss/attrition
is greatest cost to companies)
– Lost revenue
– Difficult to reacquire
Page 108

109. Evolving Habits
• Customers mature and buying
habits change
• Increase in value if measured and
managed appropriately
• Tremendous cross-selling and up-
selling potential
• Can reduce churn rate by
increasing customer satisfaction
Page 109

110. Aligning Operations
• Build customer centric operations
• Maximize customer lifetime value
• Erode profits with poor distributions
or product development w/o
customer in mind
• Data mining would provide info to do
this right
Page 110

111. 3 Elements of Success
• Integrate channel systems
• Marketing and incentive programs
• Product design strategies
Page 111

112. Integrating Channels
• Balance customer preferences with
costs of service
• Coordinate multiple channels in the
customer interaction process
• Roll of each channel to be clearly
defined and measured and managed
• Value of each subsequent customer
interaction will increase to both parties
Page 112

113. Multi-channel Strategy
Works!
• JC Penney proved it.
• 1999 internet shoppers spent $121/yr
• Retail only $194/yr
• Catalog only $242/yr
• Integrated with all three, over $1000/yr
Page 113

114. JC Penny results
• By integrating channel operations to
share customer information with all
departments, store and catalog
profits soared 83% in the third
quarter 2003 year over year
• Integration has been key to JC
Penney’s continued success
Page 114

115. Customer incentive
programs
• DRIVES REVENUE
• Invest heavily in marketing efforts
(incentives, branding, discounts)
• Can be a significant profit drain
• When armed with in depth, reliable BI on
revenue per customer, judicious, targeted use
can increase profit per customer
• Create tiered customer investment programs to
match current and potential return generated by
the customer
Page 115

116. Product Design Strategies
• Meet needs of customers
• Distribution channel system
• Dell computer customization
• UPS/Dell repair facility at SDF
• Levi Strauss individual design
• Engenders customer loyalty
Page 116

117. Role of Technology
• Key factor to measure/manage lifetime
value
• Captures and stores customer interactions
across all company touch-points
• Establishes more insightful customer
segmentation schemes
• Facilitates a more effective dialogue and
experience for each relationship
Page 117

118. CRM Technology
• Facilitates gathering and analysis for profiling
and planning (AI/BI interface)
• 1) Resources that interact with customers
gather important customer
transaction, preference and profile data
through data capture fields and processes
• 2) Analytical engines use pattern learning
algorithms, probability, and statistics formulas
(AI) to segment, identify, and analyze
trends, customer behavior, and preferences
http://www.youtube.com/watch?v=dp-D7aHzr6Q
Page 118

119. CRM Solution
• Each channel has a defined roll
• All channels are seamlessly
integrated
• Can measure and manage all
channel resources based on fact-
based real time reporting
Page 119

120. Customer Management
• Extract true value from customer
• Must build process and culture to
continuously monitor and manage
this critical success factor
• FedEx’s focus
Page 120

121. Conclusion: CRM BI
• Measure and Manage customer lifetime value
• Key to sustain competitive marketplace value
• Need robust/integrated technology
• Employees to manage customer relations
• Senior management buy in essential
• Process solutions to enable in depth, rapid
customer data gathering and analysis
• Exploit operational competencies to manage
and grow customer value (historical, anticipated
and network value)
• Integrate these values to create a quantifiable
equation and understand components that drive
CRM
Page 121

122. Questions?
Page 122