Adobe buys OMNITURE

‘SpeedSynch’ aligns Media to Customers and Product to Customers which is critical to success as Adobe’s acquisition of OMNITURE shows.

Adobe buys OMNITURE

Click here or the image above to read about  the impact of the Adobe-OMNITURE deal.

SpeedSynch and Content

Yesterday Adobe purchased OMNITURE to help their Customers buy more Adobe software and create new content faster to meet the need of ever changing Customer requirements.

Speed trumps Software

Can you analyze data without buying software?  Yes you can and it is useful to go beyond Web interactions as they represent a small slice are a small part of CRM or what it takes to establish and nurture customer relationships.

How do we Start?

While software vendors must convince you to buy their newest and latest tool, why not use existing software.  If your project or company is smaller use Excel and Access, if you have an IT department it is likely that you already have  SharePoint and SQL and that is a good enough to create insight across application and channel silos like CRM systems, Call Centres, ERP systems, Market Research sources, blogs—any and only the places that matter to you. 

Creativity and Consumption

Today media and portals try to create as little as possible to decrease their business cost which creates a huge problem when Customers need new Content to support change in their business or persona processes.

Today and Tomorrow

You know how many Products were purchased by Customers today and how those sales were supported by Media and Content, but do your systems or processes help adapt to Customer behaviour changes tomorrow?

While it is useful to know how many products were purchased today what helps you understand it is critical to look forward to what it will take to serve your customers tomorrow from multiple Product and Customer perspectives.

Nick Trendov


Adobe Speed Dating

Adobe is Speed Dating so that you create new Content to serve Web Visitors

Adobe has been on an acquisition frenzy and purchased OMNITURE today and Catalyst recently. 

Why is Adobe Desperate?

Web development cycles are too long and often get bogged down by IT budgets decimated by a three pronged fork: 

  1. Frightened executives who automatically slash budgets
  2. Too many new Vendor tools
  3. Business Model confusion

How does Adobe stay Relevant?

Adobe must justify their value to new customers and make its content platform a ‘must-have’.

Today stale or re-purposed content is good enough for shell shocked or distracted executives and tomorrow the customers who were being served well by that content may go elsewhere.  This is a non-trivial problem for Adobe as there are more links to re-cycled content.

The key for Adobe is creativity or the creation of new content and basically Adobe loses if new content doesn’t land on new web pages.. 

Competing on Analytics

Adobe’s purchase of OMNITURE today provides an ‘analytics’ story to help free up money from left-brained accountants and CXO’s who need a ‘cover-my-butt’ reason to spend. 

Bottom line–Adobe has a hairy lip, is a little over-weight and maybe very desperate.



Brand Disaster by SEO

Words are to SEO what stories are to Brands and if these two things are confused, you may end up with a disaster.

Consider the words found in a recent IBM description of value promised to attendees of one of their upcomming analytics events–tipping point, ROI trends, social innovation, culture success, performance narrative.

If you can remember these words or event the feeling they convey, then the narrative or story that glues them together is redundant.
On the other hand the words above are used in many different places that are far removed from the products and services delivered by IBM.
Does this matter if the words provide successful SEO resultsÉ
Is the IBM promise a commodity item?
Bing, Google or Yahoo these words and you will find out.
Nick Trendov

Is this Afghanistan?

Is this Afghanistan?
SAP/BO fires the first shot with Don Tapscott,  IBM/Cognos counters with Malcolm Gladwell and 2 Canadians become cannon fodder.


 Malcolm Gladwell
Best-selling author of Outliers, Blink and The Tipping Point

Malcolm Gladwell has an incomparable gift for interpreting new ideas in the social sciences and making them understandable, practical and valuable to business and general audiences alike.

This probably embarrased Malcolm who is Canadian.

 He’s become so successful at this that, in 2005, Time Magazine named Malcolm one of its 100 Most Influential People.

It must be true!

 Malcolm’s most recent book promises to have an even greater impact on both business and society than his first two books.

Define ‘society’, please.

 With his first book Malcolm embedded the concept of The Tipping Point in our everyday vocabulary and gave organizations new tools for understanding how trends work.

Remind me, which tools?

 In Blink he analyzed first impressions—the snap judgments that we all make unconsciously and instinctively—and he explores how we can master this important aspect of successful decision-making.

That’s right, decide instantly without using numbers!

Now in his stunning new book Outliers, the bestselling author reveals the real—and mostly overlooked—secrets to extraordinary success.


He reveals that we pay far too much attention to what successful people are like, and too little attention to where successful people are from: their culture, their family, and their generation.

OK, to the library first and then to Europe.

Gladwell explains what Bill Gates, the Beatles and other world-class successes have in common, how culture affects their careers and performance.

Are you confused yet?

Along the way, Gladwell overturns many of our conventional notions about what makes a person successful.

Sarah Palin?

He creates an entirely new model for nurturing success and suggests ways to give people the best opportunities to succeed.


Because we so profoundly personalize success, we squander human potential.


We miss opportunities to lift others onto the top rung.

Mother Theresa?


OK, this cleared it up!

Malcolm is a staff writer for the New Yorker magazine. His editor describes his work as a new genre of story, an idea-driven narrative that’s focused on the everyday and combines research with material that’s more personal, social and historical.

He was previously a reporter for the Washington Post.

“Gladwell and his ideas have reached a tipping point of their own.”
~ Fast Company

  • Follow Malcolm’s blog
  • Read Malcolm’s New Yorker articles
  • Gladwell interview on the Early Show


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