FeaturedIDC Tweets, IBM, and Content Marketing
In 2012 and 2013, IDC sold my content with my name and Dave Schubmehl’s. These were nifty IDC “official” reports. The only hitch in the git along is that IDC did not trouble itself to issue a contract, get my permission, or tell me what they were doing with research my team prepared. The deal was witnessed by a law librarian, and I have a stack of emails about my research into such open source companies as Attivio, ElasticSearch (one of the disruptors of the enterprise search market), IBM (the subject of the IDC twit storm), Lucid Imagination (now Lucid Works which I write when I feel playful as Lucid works, really?), and eight other companies.
Hit by a twit storm. Rough seas ahead. Image from www.qsl.net.
In 2012, I had the open source research. IDC wanted the open source content to use in a monograph. So in front of a law librarian, IDC’s search “expert” thought the exchange of my information for open source intelligence, money, and stuff to sell was a great idea. (I have a file of email from IDC to me about what IDC wanted, but I never got a contract. But IDC had my research. Ah, those administrative delays.) IDC, however, was organized enough to additions to my company research like an open source industry overview.
In an odd approach to copyright, IDC did not produce a contract but it produced reports about four open source companies. Mr. Schubmehl and IDC just went about producing what were recycled company reports and trying to sell them at $3,500 a whack. Is that value or an example of the culture of narcissism? It may come as a surprise to you, gentle reader, but I sell research for money. I have a business model and it has worked for about 40 years. When an outfit uses the research without issuing a contract, I have to start thinking about such issues as fairness, integrity, copyright, and name surfing. Call me idiosyncratic, but when my name is used without my permission, I wonder how a big and allegedly respected organization can operate like a BearStearns-type senior executive.
Then, the straw that broke the proverbial camel’s back, a librarian told me that IDC was selling a report with my name and Mr. Schubmehl’s on Amazon. Wow, Amazon, the Wal-Mart for the digital age. The reports, now removed from Amazon’s blue light special shelf cost $3,500. Not bad for eight pages of information based on my year long research investment into the wild and volatile world of open source search and content processing. Surf’s up for Mr. Schubmehl.
Well, IDC after some prodding by my very gentle legal gerbil stopped selling my work. We received a proposal that offered me a pittance for a guarantee that I would not talk or write about this name surfing, unauthorized resale of my information on Amazon, and the flubs of Mr. Schubmehl.
My legal gerbil rejected IDC’s lawyer crafted “deal,” and I am now converting my IDC misadventure into a metaphor for some of the deeper issues associated with “experts” and certain professional services firms. My legal gerbil suggested a significantly higher fee, but, like many of that ilk, the gerbil broke my heart.
Hence, IDC and Mr. Schubmehl’s tweets and twit storm are on my fragile ship’s radar. Let’s review the IBM IDC Schubmehl twit storm on just one day in September 2014. Trigger warning: Do not emulate the IDC Schubmehl method for your content marketing program. One day of tweets only generates a lot of twit.
Now to the Twit Storm Unleashed on September 16, 2014
Using my Overflight system, I monitor IDC tweets. Quite an interesting series of tweets appears on September 16, 2014. Mr. Schubmehl posted 25 tweets about IBM Watson.
Here are three examples of the Watson content content to which his name was attached::
- September 16, 2014.
#WatsonAnalytics uses Watson cognitive technologies to ingest structured data and find relationships – Robin Grosset & Dan Wolfson
- September 16, 2014 Combo of cognitive with cloud analytics improves process, analysis and decision making – cognitive will change all mkts
- September 16, 2014
#WatsonAnalytics will be using a freemium model….first time for IBM…
Obviously there is nothing wrong with a tweet about an IBM product. What’s one more twit emission in a flow of several hundred thousand 144 character text outputs.
There is nothing illegal with two dozen tweets about IBM. What two dozen tweets do is make me laugh and see this content marketing effort as fodder for corporate weirdness.
Also, this IBM twit storm is not on the Miley Cyrus or Lady Gaga scale, but it is notable because it is a one day twit storm quite unlike the Jeopardy journey. Quite a marketing innovation: getting an alleged “expert” to craft 16 “original” tweets in one day and issue seven retweets of tweets from others who are fans of Big Blue. A few Schubmehl tweets on the 16th illustrated diversity; for example, “The FBI’s Facial Recognition System Is Here.” Hmm. The FBI and facial recognition. I wonder why one is interested in this development.
The terms mentioned in these IBM centric tweets on September 16, 2014, reveal the marketing jargon that IBM is using to generate revenue from the game show winning technology. My list of buzzwords from the tweets read like a who’s who of blogosphere and venture oriented yak:
- Automated data cleansing
- Analytics (cloud based)
- Big Data
- Cognitive (system and capabilities)
- Data explorer
- Natural Language Computing
- Natural Language Query.
From this list of buzzwords my favorites are “cognitive,” “Big Data,” and the number one silly word “Freemium.” Imagine. Freemium from IBM. Imagine.
My Interpretation of the Twit Storm
Let me capture several preliminary observations:
First, the Schubmehl Twitter activity on September 16, 2014 focuses mostly on IBM’s challenged Watson business development effort. The cluster of tweets on the 16th suggest a somewhat ungainly and down-market content marketing play.
Did Mr. Schubmehl wake up on the 16th of September and decide to crank out Watson centric tweets? Did IBM pay IDC and Mr. Schubmehl to do some content marketing like thousands of PR firms do each day? We even have these outfits in Harrod’s Creek, Kentucky to flog auto sales, bourbon, and cheesy festivals in Middletown, Kentucky.
Here’s a question: “How many tweets does a McKinsey or Bain type of consulting firm issue on a single day for a single product that seems to be struggling for revenue?” If you know, please, use the comments section of this blog to provide some factoids.
Second, the tweets provide the reader with a list of what seem to be IBM Watson aficionados or employees who have the job of making the shotgun marriage of open source code, legacy Almaden technology, and proprietary scripts into a billion dollar revenue producer soon, very soon, gentle reader. The individuals mentioned in the September 16, 2014, tweets include:
- Steve Gold, Baylor University
- Robin Grosset, Distinguished engineer Watson Analytics.
- Dan Wolfson, IBM Distinguished Engineer
- Bob Picciano, Senior vice president, IBM information and analytics group.
Perhaps Mr. Gold is objective? I ask, “Do the other three IBM wizards looking at the world through IBM tinted spectacles when reading their business objectives for the current fiscal year?” I asked myself, “Should I trust these individuals who presumably are also “experts” in all things related to Watson?” My preliminary answer is, “Not for an objective view of the game show winning Watson.”
Third, what’s the payoff of this twit storm for IBM? Did IBM expect me to focus on the Schubmehl twit storm and convert the information into my idea of a 10 minute stand up comedy routine to deliver at the upcoming intelligence and law enforcement conference in nine days? Is it possible that “doing social media” looks good on a weekly report when an executive does not have juicy revenue numbers to present? The value of the effort strikes me as modest. In fact, viewed as a group, the tweets could be interpreted as a indicator of IBM’s slide into desperation marketing?
What about consulting firms and their ability to pump out high margin revenue?
Outfits like Gerson Lehrman Group have put the squeeze on mid tier consulting firms. The bottom feeders with its middle school teacher and poet contingent are not likely to sell to the IBMs of the world. GLG types companies are also nipping at the low end business of the blue chip outfits like Bain, Boston Consulting, and even McKinsey.
Put GLG can deliver to a client retired professionals from blue chip firms and on point experts. As a result, GLG has made life very, very tough for the mid tier outfits. Why pay $50,000 for an unproven “expert” when you can buy a person with a pedigree for an hour and pay a few hundred bucks when you need a factoid or an opinion? I consider IDC’s move to content marketing indicative of a fundamental shift in the character of a consulting firm’s business. The shift to low level PR work seems out of character for a professionals services with a commitment to intellectual rigor.
Every few days I learn that something called TopSEOs.com generates a list of content marketing leaders. Will IDC appear on this list?
For those who depend on lower- or mid tier consulting firms for professional counsel, how would you answer these questions:
- What is the intellectual substance behind pronouncements? Is there original research underpinning pronouncements and projections, or are the data culled from secondary sources and discussions with paying customers?
- What is the actual relationship between a mid tier consulting firm and the companies discussed in “authoritative” reports? Are these reports and projects inclusions (a fancy word for ads) or are they objective discussions of companies?
- Are the experts presented as “experts” actually experts or are they individuals who want to hit revenue goals while keeping costs as low as possible?
I don’t have definitive answers to these questions. Perhaps one day I can use a natural language query to tap into Big Data and rely on cognitive methods to provide answers.
For now, a one day twit storm is a wonderful example of how not to close deals, build reputations, and stimulate demand for advanced technology offered via a “Freemium” model. What the heck does that mean anyway?
Stephen E Arnold, September 29, 2014
InterviewsElasticsearch: A Platform for Third Party Revenue
Making money from search and content processing is difficult. One company has made a breakthrough. You can learn how Mark Brandon, one of the founders of QBox, is using the darling of the open source search world to craft a robust findability business.
I interviewed Mr. Brandon, a graduate of the University of Texas as Austin, shortly after my return from a short trip to Europe. Compared with the state of European search businesses, Elasticsearch and QBox are on to what diamond miners call a “pipe.”
In the interview, which is part of the Search Wizards Speak series, Mr. Brandon said:
We offer solutions that work and deliver the benefits of open source technology in a cost-effective way. Customers are looking for search solutions that actually work.
Simple enough, but I have ample evidence that dozens and dozens of search and content processing vendors are unable to generate sufficient revenue to stay in business. Many well known firms would go belly up without continual infusions of cash from addled folks with little knowledge of search’s history and a severe case of spreadsheet fever.
Qbox’s approach pivots on Elasticsearch. Mr. Brandon said:
When our previous search product proved to be too cumbersome, we looked for an alternative to our initial system. We tested Elasticsearch and built a cluster of Elasticsearch servers. We could tell immediately that the Elasticsearch system was fast, stable, and customizable. But we love the technology because of its built-in distributed nature, and we felt like there was room for a hosted provider, just as Cloudant is for CouchDB, Mongolab and MongoHQ are for MongoDB, Redis Labs is for Redis, and so on. Qbox is a strong advocate for Elasticsearch because we can tailor the system to customer requirements, confident the system makes information more findable for users.
When I asked where Mr. Brandon’s vision for functional findablity came from, he told me about an experience he had at Oracle. Oracle owns numerous search systems, ranging from the late 1980s Artificial Linguistics’ system to somewhat newer systems like the late 1990s Endeca system, and the newer technologies from Triple Hop. Combine these with the SES technology and the hybrid InQuira formed from two faltering NLP systems, and Oracle has some hefty investments.
Here’s Mr. Brandon’s moment of insight:
During my first week at Oracle, I asked one of my colleagues if they could share with me the names of the middleware buyer contacts at my 50 or so named accounts. One colleague said, “certainly”, and moments later an Excel spreadsheet popped into my inbox. I was stunned. I asked him if he was aware that “Excel is a Microsoft technology and we are Oracle.” He said, “Yes, of course.” I responded, “Why don’t you just share it with me in the CRM System?” (the CRM was, of course, Siebel, an Oracle product). He chortled and said, “Nobody uses the CRM here.” My head exploded. I gathered my wits to reply back, “Let me get this straight. We make the CRM software and we sell it to others. Are you telling me we don’t use it in-house?” He shot back, “It’s slow and unusable, so nobody uses it.” As it turned out, with around 10 million corporate clients and about 50 million individual names, if I had to filter for “just middleware buyers”, “just at my accounts”, “in the Northeast”, I could literally go get a cup of coffee and come back before the query was finished. If I added a fourth facet, forget it. The CRM system would crash. If it is that bad at the one of the world’s biggest software companies, how bad is it throughout the enterprise?
Stephen E Arnold, July 2, 2014
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