All posts in “Entrepreneurship”

TrueCommerce Integration With Shopify Promises Boatloads of Benefits

TrueCommerce, based in Seven Fields, Pennsylvania, on Wednesday announced the integration of its unified commerce solutions with Shopify, provider of a cloud-based, multichannel commerce platform.

Ottawa, Ontario-based Shopify powered more than 600,000 merchants across 175 countries as of last August.

The new offering, which is built on the TrueCommerce Foundry platform, will give Shopify merchants a unified scheme for greater integration across all commerce channels within a business’ systems and supply chain network.

In addition, TrueCommerce will provide the greater Shopify community with access to more than 92,000 fulfillment partners that will be pre-connected on the TrueCommerce global network.

Through this integration, Shopify will have a unified multichannel platform for seamless handling of orders placed either on the Shopify storefront or through national retailers and other digital marketplaces.

Tracking information and order confirmations can be sent back to Shopify automatically, while inventory can be synchronized in real time.

“The current wave of retailing places pressure on organizations across the value chain to grow their brands and retool their supply chain to offer a true omnichannel experience,” said TrueCommerce president Ross Elliott.

“TrueCommerce’s innovative supply chain solutions help equip organizations with the key capabilities needed to build and grow their digital strategies in a complicated and fiercely competitive market,” he added. “TrueCommerce integrated our full capabilities with the robust Shopify platform to better serve our customers who are asking for our help equipping their business to compete more effectively and grow in today’s marketplace.”

Shopify recently announced a partnership with Deliv to offer same-day delivery capabilities. It also recently joined forced with Google in an ad-based partnership. Shopify last year entered an integration partnership with Amazon, whereby it would allow merchants to sell on Amazon via their respective Shopify stores.

Enriching the User Experience

For retailers, another advantage of the TrueCommerce platform’s integration with Shopify will be the ability to have enriched product content published directly on the Shopify storefront, which could help optimize product listings and assortments.

Further, it will offer seamless integration with Shopify orders from more than 25 leading accounting and ERP systems, allowing orders to be synchronized and have their fulfillment status updated accordingly. The fulfillment capabilities can be enhanced along the way with direct integration of the TrueCommerce Pack & Solution, a Web-based, end-to-end automated platform.

All of these operations will be pre-connected with the necessary dropship vendors or third-party logistics providers. The integration also will leverage available product information management capabilities that will enable users to sync product data and pricing between various business systems and a Shopify store.

New Twist on an Old Idea

Although the TrueCommerce and Shopify partnership offers benefits for both parties, as well as associated retailers, at its core it is just a new twist on existing concepts.

“The vision of e-commerce that emerged during the dot-com boom in the 1990s was of a virtual playing field that was level for businesses of every size, kind and location,” said Charles King, principal analyst at Pund-IT.

“Two decades later, the reality is quite different, with behemoths like Amazon and Walmart slugging it out over cutthroat pricing and super-fast delivery, and mom-and-pop micro-businesses leveraging eBay and similar sites,” he told the E-Commerce Times.

“Caught in the middle are tens of thousands of companies that need the Web to support their businesses, but seldom have the time and resources to exploit its full potential,” King added. “Such organizations use Shopify to set up and manage their online stores and retail transactions.”

Taking On Retail Giants

The TrueCommerce integration also could allow smaller retailers to take on giants such as Amazon and Walmart, but Shopify could be hedging its bets by partnering with Amazon as well.

“In the same way enterprises are trying transform IT into a multicloud procurement strategy, online retail sales are increasingly multichannel,” said Paul Teich, principal analyst at DoubleHorn.

“Shopify grew from a small business focus, where its inventory and back-end functions are fairly simple,” he told the E-Commerce Times.

“That makes Shopify easy to use, but if a vendor is selling through its own storefront plus a few other e-commerce channels, such as eBay, Amazon and others, then inventory management and order fulfillment for all of those separate channels may become a challenge to manage in a unified fashion,” Teich explained.

TrueCommerce claims to interface with enterprise-class accounting and ERP systems on the back end, and also handles multicarrier shipping, noted Teich.

“The sweet spot for this bit of integration will be growing multichannel e-commerce businesses that may be struggling to coordinate order fulfillment across all their channels,” he suggested.

Importance of Managed Solutions

For small to mid-sized businesses, this integration could help ensure that they will not be displaced online the way some brick-and-mortar SMBs have been driven off Main Street by big box retailers.

“We’re seeing tech trending from point solutions that solve specific problems toward platform solutions that provide integrated and powerful solutions with one dashboard,” said Rick Ducey, managing director at BIA Advisory Services.

“SMBs want tech that is reliable, easy to use, secure and cost-effective, and it has to integrate easily with other tech,” he told the E-Commerce Times.

However, only a third of SMBs currently have e-commerce solutions, and just over a fifth plan to add these services, according to BIA Advisory Services’ recent research.

“This leaves an attractive gap as an addressable market for TrueCommerce and Shopfiy to target and serve,” said Ducey.

“SMBs find a variety of service levels — ranging from DIY (do it yourself) to DIWM (do it with me) to DIFM (do it for me) — helpful, depending on their circumstances,” he added. “We’re seeing the costs for tech platforms become more attractive to SMBs while also becoming better integrated and more powerful as accessible solution sets in terms of learning curves and maintenance. These factors combine to create an environment that will foster more sophisticated operations for SMBs and more competitiveness.”

Market Disrupter

In addition to being helpful to smaller players, the TrueCommerce integration could be a market disrupter by removing the middleman from the sales process.

“On paper it is like Amazon for merchants, and it could go a long way to making distributors obsolete,” said Rob Enderle, principal analyst at the Enderle Group.

“We used to call this ‘disintermediation,’ and if executed well, it would better allow merchants to compete with Amazon without as great a need for scale — and both enable and support new structures like Nordstrom Local,” he told the E-Commerce Times.

“As an initiative, this is very powerful. As a model, this could change dramatically the competitive dynamic between smaller stores and Amazon,” said Enderle.

Getting Consumers Engaged

It’s unclear how important this integration will be to consumers, who may not notice any of the benefits or improvements it brings to their experience.

“Consumers are still trying to decide what they like best on the front end, while on the back-end — where things really don’t show up for consumers — the real integration challenges take place,” said BIA Advisory Services’ Ducey.

“This is where much of the all-important customer experience actually gets built and operated,” he said.

“E-commerce is only about 10 percent of total retail sales, but critical to consumer engagement and satisfaction with the brand both online and in bricks-and-mortar,” Ducey pointed out.

“The stakes are high for managing the back end of e-commerce in ways that let businesses focus on the customer experience and let others drive the tech behind the curtains,” he noted.

“In essence, Shopify and TrueCommerce aim to reduce or remove many of the headaches associated with online retail with services,” said Pund-IT’s King. “Those are benefits that many Shopify clients are likely to welcome.”


Peter Suciu has been an ECT News Network reporter since 2012. His areas of focus include cybersecurity, mobile phones, displays, streaming media, pay TV and autonomous vehicles. He has written and edited for numerous publications and websites, including Newsweek, Wired and FoxNews.com.
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New B2B Customer Experience Dashboards Promise Better Business Visibility

MaritzCX on Tuesday unveiled preconfigured business-to-business customer experience templates that monitor key financial indicators; metrics for customer touchpoints, including Net Promoter Score and Overall Satisfaction; business-specific outcomes; and overall account performance.

The dashboards are integrated into the MaritzCX Technology Platform.

“The dashboards become a hub that aggregates all of the data being monitored,” said Jennifer Rubin, MaritzCX associate practice leader.

They give businesses “a centralized, holistic view of their information to make more informed decisions,” she told CRM Buyer.

Among the factors monitored:

  • Net Promoter Score and trends in NPS over time;
  • Response time to follow up requests;
  • Text analytics, to surface issues that have to be addressed;
  • Performance across accounts and account managers;
  • Revenue at risk by account size; and
  • Performance by industry or product and service offering.

The dashboards address a number of pain points: multi-tier distribution models, OEM and branded products, incomplete customer information, and the volume of disparate data. The templates help users better visualize account needs and opportunities, focus retention strategies, and profile NPS.

“As more and more companies move to account-based selling, understanding the overall health of accounts is important,” noted Rebecca Wettemann, VP of research at Nucleus Research.

“This includes top-down measurements like NPS and also bottom-up views of account activity, and the strength of individual relationships with influencers,” she told CRM Buyer.

Action Planning Built In

A team of customer experience designers and consultants will help configure dashboard templates to a company’s specific needs.

Companies also can use CXEvolution with the dashboards. CXEvolution is MaritzCX’s proprietary customer experience assessment model for designing CX roadmaps and building customer experience programs.

CXEvolution is the world’s largest study of CX practitioners, with more than 10,000 CX participants from 1,000 companies spanning 40 industries, MaritzCX’s Rubin said.

It measures performance in terms of CX strategy, people, processes, technology, customer alignment, existing customer growth and other financial indicators.

Companies are placed within one of four CX success stages — emerging, attentive, responsive or proactive — to provide a benchmark and pathway for realistic areas for improvement, Rubin said.

CXEvolution identifies and quantifies “individual roadblocks to success; benchmarks a CX program against other companies in [the user’s] industry; and provides prescriptive-action scenarios correlated to predictive financial returns,” she added.

Preconfigured B2B dashboards show company-specific information, Rubin said. Linking them with CXEvolution lets enterprises use the information from the study to see how their CX programs compare with others. They also can see a typical return on various CX initiatives other companies have implemented to help them determine where to invest their resources to get a similar type of return.

Each dashboard has action planning built in, so account managers can be held responsible for their customers’ experiences, and at-risk accounts can be monitored at all times.

“Understanding and presenting a view of this data is just the first step,” said Nucleus Research’s Wettemann. “Leadership will go to those who apply advanced analytics and AI to not just present the data, but use it to recommend best actions based on the data in context of the overall relationship.”

However, the dashboards “look like a play [by MaritzCX] to sell their research as a service through ongoing CX measurement,” Wettemann observed.

“I see MaritzCX more closely competing with the customer satisfaction research firms like Qualtrix,” she added.

“Most of the big CRM vendors have partnerships or organic capabilities to help large enterprises understand account health and customer satisfaction,” Wettemann said. “I don’t see anything particularly special here.”

The Need for B2B CX

More than 60 percent of B2B organizations consider CX impact and data in their operational decisions, according to data from a panel presentation at 2018 CXEvolution.

However, much needs to be done in the area of B2B CX, which is “an industrial wasteland,” according to Bertrand Duperrin, head of employee and client experience at Emakina France.

The B2B client “is a B2C client that walks through the office door,” he said, adding that enterprise consumerization means B2B clients have the same expectations as consumers. That means going digital isn’t about thinking marketing, but thinking value and services.

Meanwhile, the B2B buyer-seller gap has been growing, and purchasers increasingly have been relegating salespeople to specific parts of the process.

More than 70 percent of 500 B2B companies worldwide surveyed prefer to wait to engage a seller until the seller has a clear understanding of their needs, according to CSO Insights, the research division of Miller Heiman Group. Nearly 58 percent of buyers saw little difference among sellers, and only 23 percent consider vendor salespeople a preferred problem-solving resource.

“The intent of the dashboards goes beyond sales,” Rubin pointed out. “Delivering personalized service and account-level support is a trend that’s as important as the trend to use self-serve purchasing.”

Having access to the consolidated information the dashboards offer “is very helpful to personalizing the type and amount of support an account needs,” she noted. “The dashboards show how the account perceives the relationship with the company, alongside key financial and operational data, so that clients can identify revenue at risk as well as accounts that may be well positioned to expand sales.”

B2B procurement officers opt for self-service over live salespeople for convenience, Avionos has found. Ninety-seven percent of the 160 procurement officers at U.S.-based B2B companies recently surveyed considered a supplier’s online customer portal a critical factor in selection. Eighty-nine percent reported making more purchases online than they had a year earlier.

If an organization delivers a poor experience, “it doesn’t matter how easy it is to buy a product or service in an automated fashion,” Rubin said. That organization “will not likely be among the companies on procurement’s consideration list.”


Richard Adhikari has been an ECT News Network reporter since 2008. His areas of focus include cybersecurity, mobile technologies, CRM, databases, software development, mainframe and mid-range computing, and application development. He has written and edited for numerous publications, including Information Week and Computerworld. He is the author of two books on client/server technology.
Email Richard.

Will MVNO Worries Complicate T-Mobile, Sprint Merger?

T-Mobile and Sprint have embarked on the road to a merger, creating some consternation among competitors. One concern that the combined company would have too much power as a mobile virtual network operator — possibly controlling as much as 40 percent of the MVNO marketplace.

The question is, should regulators require the new company to do something about this prior to approving the deal?

The MVNO marketplace includes all the various brands T-Mobile and Sprint have built or acquired over the last several years — MetroPCS, Boost, Virgin Mobile and more. The concern is that too much power in the hands of one player is not a good thing. Higher prices and more difficult rules are among the potential undesirable consequences.

I don’t know what T-Mobile and Sprint have in mind, but at this point I don’t think merging will change their MVNO play. They need to merge in order to move into the coming 5G world, according to their own FCC merger application.

Based on that, I would think they need all the market share they can get, so they won’t tick off the MVNO sector of their business. If they do, there are plenty of competitors ready and willing to take it from them.

Besides, every other wireless carrier is also in the MVNO space, including AT&T Mobility and Verizon Wireless.

What Is MVNO?

In the past, wireless was always post-paid. Decades ago, you signed up for service and paid the bill for whatever you used at the end of the month. That meant people with poor credit or low incomes had a tough time getting wireless services.

Pre-paid wireless was successful in other countries, so U.S. service providers took advantage of it to address the need. In the past couple of decades, the pre-paid space has matured. It is now known as the “MVNO” space.

What started with low cost pre-paid services like Tracfone has developed into a high-level MVNO wireless service offered by companies that don’t own their own networks.

Google’s Project Fi, for example, resells Sprint and T-Mobile. Comcast Xfinity Mobile and Charter Spectrum Mobile resell Verizon Wireless. Altice will resell Sprint when it gets started next year.

Today’s marketplace is comprised of lots of top-quality service providers. MVNOs are the group of providers that don’t own their own networks but package and resell wireless services supplied by other companies’ mobile networks.

Every major wireless carrier — AT&T Mobility, Verizon Wireless, T-Mobile and Sprint — has MVNO agreements with a growing number of competitors, large and small. This is one way the wireless industry continues to grow.

MVNO Hardball Is Not an Option

If T-Mobile and Sprint should decide to play hardball with their MVNO customers, they would end up on the losing side. The wireless industry today is vibrant enough and has enough competitors to always guarantee choice.

The hardball approach would result in T-Mobile and Sprint losing their MVNO customers and partners to AT&T Mobility and Verizon Wireless. That risk alone is likely enough to ensure that the newly merged wireless carrier would play fair.

If competitors really are worried, and if there is good reason for their concern, they should try to convince the FCC and other regulators to impose conditions on the merger. What might that look like? Perhaps the companies could be required to sell a percentage of their MVNO business to reduce their 40 percent market share.

At this early stage, I don’t see the MVNO issues as being a big threat, but if it is, it should be addressed.

In any case, I don’t think this issue will stand in the way of a T-Mobile, Sprint merger. It makes a great deal of sense for these two companies and for the industry.

Over the last few years, it has become evident that Sprint has plenty of spectrum but has failed to market well. T-Mobile has done better with marketing, but it simply has too little spectrum. If these two companies merge, they will be able to function as a solid third place competitor.

Three strong competitors are better than two strong and two weak ones.

The opinions expressed in this article are those of the author and do not necessarily reflect the views of ECT News Network.


Jeff Kagan has been an ECT News Network columnist since 2010. His focus is on the wireless and telecom industries. He is an independent
analyst, consultant and speaker.
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Miller Heiman CEO Byron Matthews: Stay Tuned for the CRM 4.0 Revolution

Byron Matthews is the president and CEO of Miller Heiman Group, a global provider of sales methodology and sales technology solutions.

In this exclusive interview, Matthews shares some secrets to enabling sales success.

Miller Heiman CEO Byron Matthews

Miller Heiman CEO
Byron Matthews

CRM Buyer: What is sales enablement, and why is it important?

Byron Matthews: There’s a gap in performance across B2B selling, because buyers are innovating faster than sellers are getting better at selling. Sales enablement’s function is to try to close that gap. It’s not sales operation, like territory plans or comp plans. It’s more strategic, in terms of trying to drive sales performance by getting better content and coaching services for salespeople.

Selling models are changing. It used to be acceptable that you’d show up and ask good questions to get an understanding of a customer’s needs. Then you’d go back and find a solution. Today, that’s not good enough, because buyers are not going to sellers for information. They’re more informed, so the time you spend with a customer cannot be based just on getting an understanding of their needs. You need to provide insight and inspire and educate them. A lot of firms aren’t built that way.

Sales enablement provides content to sellers who have the situational fluency to know what information they need in order to make the conversations they have with buyers more sophisticated.

CRM Buyer: What does it mean to have a holistic approach to developing, managing and sustaining long-term customer relationships?

Matthews: Today it’s not just about initial sales, but a much larger relationship. It’s about the entire buyer journey, from how they connect with you to sales to service. All of those touchpoints need to be connected and coordinated. You need to manage the entire buyer’s journey.

CRM Buyer: What can be done to improve the adoption of CRM by sales reps?

Matthews: CRM has never been designed for the seller. It’s been designed for sales managers and sales operations. Find me a seller that would say, ” I would never have won that deal if it weren’t for my CRM system.” You can’t, because that comment doesn’t exist.

We believe that we’re on a verge of CRM 4.0.There’s a massive explosion of new technology, all trying to solve the what’s-in-it-for-me for the salesperson.

CRM 4.0 will be AI-driven, insight-led, and powered by sales processes and methodology. The way I engage my CRM system will be based on what I need to do, and defined by that methodology. The time of having a generic CRM interface is going to end.

AI-driven and insight-led engagement is what is everything will be about. What do I need to do? What meetings do I need to have? You’ll look toward the technology to help you answer those questions.

CRM Buyer: How do you see AI helping salespeople?

Matthews: If I’m chasing a deal, I have to figure out who are all the people who are making decisions, what role they’re in. There’s a whole series of behaviors I need to think about.

A methodology organizes all of that, and the behavior turns into action. It tells you that these are the next three things I need to do: I should meet with this person, get this information, send this email.

Imagine if that was the way that I interfaced with a CRM system. As I have more and more deals, it starts to learn my behaviors. It might learn, for instance, that I don’t get to the person who signs the contract in time. I use the people below them, and I don’t fight hard enough for the meeting with the economic buyer. It shows over time that I’m less successful when I don’t get to the economic buyer.

The system would say something like this: You’re losing 72 percent of the time when you don’t get to the economic buyer, so you need to consider leveraging the person who works for the economic buyer to get a meeting, and here’s the content you should use, because the last two times you did, it was successful. That would drastically increase the likelihood of me using the system.

It’s not about me filling out a form, but it’s a way for me to think, over time, about what I can do differently. That’s how the whole game’s going to get changed.

CRM Buyer: What role does gamification play in sales success, and in encouraging the adoption and use of CRM?

Matthews: We believe that the adoption of CRM will be way past 80 percent as we see more automated insights. After that, you can add in gamification, in the sense that you get badges and points. There are things you get for accuracy of forecast. There’s transparency around results.

But none of that’s going to happen until you turn a CRM system into something that adds value for a salesperson. It has to augment their thinking about what they should be doing in a day, and until that switch happens, you’ll never get above 70 percent adoption.

CRM Buyer: Why is it important to automate mundane selling tasks?

Matthews: There’s not a lot of value in them. Many really good sellers spend way too much time on those tasks, and time with buyers is decreasing. Buyer engagement is lower, because buyers don’t look to sellers for information anymore. If you have less time with buyers, the time you do have with them has to inspire and educate and provide insights. It takes time to do all of that.

If you are stuck in non-selling activity, you are spending less time preparing for those critical moments that matter. The most important thing is to prepare for client interactions. You cannot be stuck in tedious tasks.

CRM Buyer: How is CRM evolving and changing? What’s in the future?

Matthews: I think the whole thing’s going to change. CRM 4.0 is finally going to be about the user experience and about value to the user. It will be AI-driven, insight-led, and powered by methodology. It’s going to be a massive revolution.


Vivian Wagner has been an ECT News Network reporter since 2008. Her main areas of focus are technology, business, CRM, e-commerce, privacy, security, arts, culture and diversity. She has extensive experience reporting on business and technology for a variety
of outlets, including The Atlantic, The Establishment and O, The Oprah Magazine. She holds a PhD in English with a specialty in modern American literature and culture. She received a first-place feature reporting award from the Ohio Society of Professional Journalists.
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US Lawmakers Eye Apple, Alphabet Data Privacy Practices

The United States House of Representatives Committee on Energy and Commerce has written Alphabet CEO Larry Page and Apple CEO Tim Cook demanding information on their companies’ practices with regard to third-party access, audio and location data collection.

Members want answers to the following questions:

  • Whether Android phones and iPhones without SIM cards and with WiFi and Bluetooth turned off continue collecting, and locally storing, information about nearby cellular towers, nearby WiFi hotspots, or nearby Bluetooth beacons — and if they send that data to Apple or Google once they’re on a network;
  • If mobile phones re-enable all apps after users disable location services for multiple apps, but then re-enable them for just one app, and if so how users are notified of the changes;
  • Whether smartphones can listen to consumers without a clear, unambiguous audio trigger such as “Hey, Siri” or “Okay, Google” and, if so, how the data collected is stored and used;
  • The level of access to data Google and Apple give to third parties, including app developers;
  • Whether the companies can control or limit the data collected by third-party apps, and the limits they place on third-party app developers’ ability to collect information about users or from users’ devices; and
  • What punitive action they will take against rule breakers.

The committee has requested the companies brief its staff on these topics.

“This is a huge issue,” said John Simpson, privacy and technology project director at Consumer Watchdog.

“People are becoming aware of how much data about them is being sucked up by their smartphones,” he told the E-Commerce Times.

Alphabetical Orders

The committee wants Google to provide copies of its policies for data collection on Android devices; for third-party collection and use of data transmitted over smartphone mikes; and a list of all data elements third-party apps can collect.

Android phones gather the addresses of nearby cellular towers even when they don’t have an SIM card, when they have location services turned off, and when no apps have been used, Quartz reported last year.

That data is sent back to Google when the phones are reconnected to WiFi or to a carrier’s network, according to the report. Even devices reset to factory default settings and apps have collected and transmitted cellular tower data.

Android devices did not offer users a way to opt out of that data collection, Quartz noted.

Google pledged to end the practice.

“Theoretically, a smartphone using an intelligent assistant app is listening all the time,” said Michael Jude, program manager at Stratecast/Frost & Sullivan.

“However, capturing everything the phone hears and making sense of it is problematic for a number of reasons,” he told the E-Commerce Times.

The principal reason is that would require too much bandwidth, which would be easily noticed.

On the other hand, location, browsing, and other app-specific information “is easy to collect and could be done without the user’s knowledge,” Jude noted, because they are low bandwidth and use telemetry that’s “constantly generated by simply carrying the phone around. Many apps tell you this as a condition of use.”

Google last year pledged to stop using or scanning consumer Gmail content for ad targeting.

However, applications from “hundreds” of third-party software developers could scan consumers’ Gmail in-boxes, The Wall Street Journal reported last week.

Google responded that it vets third-party applications to ensure they only request relevant data and accurately represent themselves.

The Possibly Poisoned Apple

The committee’s letter to Cook quoted him saying earlier this year that detailed profiles of people patched together from multiple sources should not exist, and contrasted that with App Store apps “that you have highlighted as contradictory to Apple’s values, including Google and Facebook apps.”

It also pointed to Apple’s announcement of App Store rule changes a few weeks ago to limit how much data third-party app developers can collect from Apple device users.

Possible Outcomes From the Probe

Business considerations may make it difficult to further tighten up privacy practices.

Online advertising is expected to grow by 70 percent between 2017 and 2021, Forrester Research predicted last fall.

Apple’s introduction of Intelligent Tracking Prevention last year drew fire from the advertising industry, with advertising agencies contending that it cost them millions of dollars in lost revenue.

Apple updated its Intelligent Tracking Prevention last month.

The Impact on Apple and Google

“Google sells information, so that makes them money,” remarked Rob Enderle, principal analyst at the Enderle Group.

“Apple generally doesn’t, but it may depend on their relationship with carriers, who increasingly are selling this information,” he told the E-Commerce Times.

Further restrictions on data use and capture “shouldn’t hurt Apple very much, but could do massive damage to Google’s revenue stream,” Enderle said.

The Role of Congress

“Congress should enact a privacy law that provides the same protections as the European Union’s General Data Protection Regulation (GDPR) that just went into effect,” suggested Consumer Watchdog’s Simpson.

“Google and Apple seem to be able to follow the law in Europe,” he pointed out. “We should insist they offer the same protections to Americans.”

Congress “has generally been too little and too late,” Enderle said. “Initially this was because Google had excessive influence on the Obama administration; more recently, it’s because government has been impressively dysfunctional.”

Congress should follow the EU’s example, he said, but “Apple will embrace this, and Google will give it lip service and find ways to dodge compliance.”

On the other hand, the impact of the GDPR so far has been negative, according to Frost’s Jude, who maintained that “anything of a regulatory nature will hurt revenues.”


Richard Adhikari has been an ECT News Network reporter since 2008. His areas of focus include cybersecurity, mobile technologies, CRM, databases, software development, mainframe and mid-range computing, and application development. He has written and edited for numerous publications, including Information Week and Computerworld. He is the author of two books on client/server technology.
Email Richard.