Electronic commerce, commonly known as e-commerce, is where buying and selling of product or service is conducted over electronic systems such as the Internet and other computer networks. Electronic commerce draws on technologies such as mobile commerce, electronic funds transfer, supply chain management, Internet marketing, online transaction processing, electronic data interchange (EDI), inventory management systems, and automated data collection systems.
The term sounds a bit dated these days, though there certainly are still commercial transactions with physical money.
Digital experience (DX) emerged from work in the 1990s on “experience management” which included customers, employees, suppliers, and other stakeholders. Customer experience (CX) became the primary focus of experience management in the 2000s fueled by the growth of web commerce and other digital marketing channels. Technology suppliers and analysts serving marketing organizations began targeting CX in their products and services with features and their own marketing and branding efforts. In particular many “web content management (WCM) systems” became “customer experience management” (CXM), web experience management” or “web engagement management” systems (both using the WEM acronym). Most of these same products and services were also applicable and already in use for managing other stakeholder experiences, and became “digital experience” (DX) systems or platforms (DXPs), with CX being one component.
A positive digital experience requires much more than a pretty and fast web page or mobile app. There are other marketing technologies, internal back-end systems, supply chains, and operational workflows, digital or not, that need to be integrated with to ensure a smooth and informed experience. See Digital Experience is all about integration and agility.
The 2014 edition of the Gilbane Conference in Boston focused on Content Management, and Digital Experience: manage, measure, mobilize, monetize, and was designed for marketers, content managers, technologists, and executives responsible for building strategies and implementations for compelling multichannel digital experiences for customers, employees, and partners.
Chaired by: Frank Gilbane ∙ Organized by: Information Today Inc
Language localization (from Latin locus and the English term locale, “a place where something happens or is set”) is the second phase of a larger process of product translation and cultural adaptation (for specific countries, regions or groups) to account for differences in distinct markets, a process known as internationalization and localization.
User-generated content (UGC) covers a range of media content available in a range of modern communications technologies. The ‘user’ typically refers to a customer, sometimes an employee, or any public commentator. It entered mainstream usage during 2005, having arisen in ‘social media’ marketing (which morphed into ‘content marketing’ when social media marketing’s reputation suffered) , web publishing and new media content production.
Customer experience (CX) emerged from work in the 1990s on “experience management” which was not limited to “customers” but included employees, suppliers, and other stakeholders. Customers became the primary focus in the 2000s and was fueled by the growth of digital marketing channels. Technology suppliers and analysts serving marketing organizations began targeting CX in their products and services with features and their own marketing and branding efforts. In particular many “web content management (WCM) systems” became “customer experience management” (CXM), web experience management” or “web engagement management” systems (both using the WEM acronym). Most of these same products and services were also applicable and in use for managing other stakeholder experiences, and became “digital experience” (DX) systems or platforms (DXPs), with CX being one component.
Scott Brinker: “Martech stack utilization is a misguided metric… (when it’s disconnected from value)”. This is certainly true. Products/tools in your stack usually have many features, only a subset of which actually provide value for your needs. Identifying and
focusing on those features can save resources and provide more accurate ROI calculations. Read More
4 questions retailers need to ask about augmented reality
It seemed like AR was poised for rapid adoption (beyond Pokémon Go) a couple of years ago when apps started appearing from Ikea and others. IndeedI thought so. There has certainly been a lot of activity and some very useful applications, but as usual the use-case specifications, cost justifications, integrations, and learning curve take a time-toll. Bain & Company has some good advice for execs creating or reviewing a plan. Read More
Google announces a new Glass augmented reality headset for B2B
Much of the advice in the Bain article we reference above is also relevant to non-consumer AR applications. Whether B2B AR deployments are ahead of B2C or not, project planning should be informed by research into both. ROI calculations will be very different, but technologies and user experience design considerations largely overlap. Google Glass was a consumer flop but their Enterprise Edition is making some progress and what they are learning is valuable. After all, employees and professionals are consumers too. Read More
Can we trust machines that sound too much like us?
David Weinberger raises a good point. He is not asking whether we can trust machines. He is asking whether we want to loose the trust signals we get from talking with humans when we can’t tell the difference between machine and humans voices. He also wonders about the efficiency and how our preferences will evolve. Human sounding machines will not always be the right choice. Read More
The Gilbane Advisor curates content for content management, computing, and digital experience professionals. We focus on strategic technologies. We publish more or less twice a month except for August and December.
For all the promise of voice and chatbot applications, widespread adoption has been limited to fairly simple use cases, and even then getting the usability and appropriate scale right is a learning experience. This shouldn’t be surprising given the dependence on natural language processing. Nonetheless, the potential for well-designed voice and chatbot experiences is large. Erin Abler can help you understand why some organizations have been successful, and how you can get started with a business case.
B205. Making the business case for voice and chatbot experiences
Conversational voice and chatbot experiences are rapidly becoming the new norm in our houses, cars, and even some workplaces. Getting your news, weather, and driving directions is now as easy as asking for them aloud. But if you’re wondering what the business case is, you’re not alone. For many product owners, strategists, and marketers, it’s still hard to envision a viable way to get started. We work with clients every day who’ve taken on this exact challenge and found success. Through real-world examples, this presentation will show you how to identify and pursue the right opportunity for your next conversational design project. We’ll cover why people choose conversational interactions over other digital experiences, how to uncover legitimate use cases for your business, and how to avoid common stumbling blocks in the design and development process. You’ll walk away knowing how to identify a compelling conversational experience for your brand, and be ready to navigate the challenges and opportunities of working with emerging conversational interfaces.
Tuesday, April 30: 4:15 p.m. – 5:00 p.m.
Erin Abler
Principal Conversational Designer
Mobiquity
Learn more & register with code FG19 for best available price
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Gilbane Conferences have been providing content, computing, and digital experience professionals with trusted content since 2002.
