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Guy Cranswick

info@ibrs.com.au

Guy Cranswick was an IBRS advisor between 2002 - 2017 who covered Google (Apps and Search), broadband/NBN, Web 2.0 technology, government and channel strategy, including areas of business productivity. Guy had worked in the UK and France as Strategy Manager for Initiative Media and director of European operations for Modem Media (Poppe Tyson), the first online marketing and development company. In Australia, Guy was Senior Analyst at both Jupiter Communications and GartnerG2 covering online technologies and strategy in Asia-Pacific. He has published analytical articles in business and technology media, including the AFR, and was the winner of the Australian Institute of Management 2003 essay prize on the topic of corporate communications.

In the last year billions and trillions seemed to be the only numbers that counted for anything anymore. The Australian government is raising approximately $1.5 billion dollars per week on bond markets; the US public debt could reach up $20 trillion dollars in five years. According to the International Money Fund, public debt in the world’s top 10 economies could balloon by 36% to 114% of GDP, or US$50,000 per capita by 2014; and let’s not forget the $680 trillion dollar OTC derivatives market, which may produce some more heart racing, and wealth destroying, events in the future.


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Conclusion: Any potential user of Google Apps should understand how Google operates and distributes software products and services. Google’s economies of scale may offer a compelling basis to utilise its software.


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Conclusion: While the total cost of ownership model is helpful in an initial comparison of products and services, the familiar problem with TCO as an analytical methodology is evident1. This problem is especially clear when dealing with Google Apps because its costs of production and distribution are atypical of the software industry.

The assessment of price should be done in relation to, or in the context of features and benefits. These may be itemised as utilitarian functions and therefore it is possible to assign costs to each feature. The differences in requirements for each organisation mean that to a large degree, TCO evaluation should be done in the context of an organisation’s own situation.


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Conclusion: As the economy enters recession both public and private organisations are trimming costs. There is emerging evidence that Google Apps Premier may have some appeal compared with other vendor products. Despite questions over Google’s capability and experience with channel partners, deeper investigation is worthwhile.

Organisations assessing Google Apps Premier must determine not only total cost of ownership, as Google does not have a model template to assist with that, but also whether the channel relationships will endure, as Google has almost no experience in running such programs.


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Conclusion: In recessions focus falls on efficiency and productivity. It becomes fundamental to a survival strategy. Designed to assist organisations with the productivity concept, Telstra’s Productivity Indicator1 offers some solutions but fails on methodological grounds and therefore on the application of its tool.

Now is the time to understand productivity because if not already, then it will become the dominating idea of business for the next two years. Firstly it will be used to make some drastic decisions and secondly it will be applied on the other side of recession. Knowing well and measuring productivity will be essential to manage organisations through this crisis and beyond.


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Conclusion: The possibility of enhancing websites is not high in 2009. Therefore, developing ingenious ways to improve old website properties is necessary. Evaluating and testing the website is a wise strategy in order to refresh content and enhance contact with site users.

A testing strategy should set out the business case, including the logic by which it will be conducted and the return on investment that may be expected. This focus on process will help to ensure that the testing program can achieve results and that other stakeholders within the organisation understand the objectives and purpose of such a testing program.


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Conclusion: The choice of technology for a website involves a selection process with several factors. The process must consider adequacy of the technology, future business needs, and organisational resources, both current and future. Clarity in the choice of products will reduce risk and offer better resource allocation.

The best way to decide the preferred technology option is to use a decision template which assists in the selection process, providing a rational, transparent background to choices. This method can work for an organisation into the future regardless of personnel.


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Conclusion: The importance of web site usability has higher recognition now than it did a few years ago, but there are still several gaps in achieving an effective usability evaluation process. In order to improve site usability for end users, combining technology with survey research will help considerably.

There have tended to be two paths to examining website usability. The first is the use of Web analytics data, and other technology tools generally, to improve a site’s functionality. The second path employs consultants’ expertise in conjunction with research focus groups to address the usability and functionality of web properties. The integration of these two methods, on a case by case basis, would be more effective.


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Conclusion: Exploring better content management solutions to remain competitive and to raise the value of online investments is a wise policy to adopt now. With much slower economic prospects ahead, gaining greater efficiency or reaching users in better ways is going to be necessary.

For commercial websites the criteria to implement content management should be underpinned by usage – that is, click rates, content access and so on. The web sites that create dynamic – and personalised – online environments are more likely to outperform stale Web sites. Having a better content management system process may also use resources more efficiently and help align an organisation’s objectives to the new business conditions.


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Conclusion: Web analytic tools are so pervasive and widely used it hardly seems necessary to consider their capabilities and implementation. Yet businesses and other organisations may under-use, their Web analytics software. In which case they are not obtaining the value they expected.

The evidence from both measured and anecdotal sources is that organisations that achieve the greatest gains through Web analytics have used a process to select the right tool for their needs, then integrated it well, and trained their staff to use the system to segment visitors, understand their engagement, and quantify the effectiveness of the website.


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In the News

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