visualization, with varying levels of detailand sophistication. However, piratetreasure maps, with their crude sophisticationand simple objective, are exactlywhat businesses need to provide contextto an increasingly complicated businessenvironment. Where’s the gold? Howdo we find it? In the days of high seaspiracy, a big “X” on a map meant gold.In today’s modern economy, the questfor new fortunes may take several formsas companies and financiers implementvarious performance scorecards.Nonetheless, if “X marked the spot”for the location of guaranteed revenue,customers, or other ROI, all organizationsand individuals would be in the mappingbusiness—or at least would be loyalmapping customers.Two key trends are changing theperceived value and cost of location data.First, companies like Netflix, Amazon,Ebay, Harrah’s Casino, and Disney recognizethat data are now part of a basicbusiness infrastructure that needs to bethought of as core and centric to doingbusiness. They claim data are the tablestakes of doing business today. If 80% ofdata is location-oriented, then are locationdata also now “table stakes”? Is it justanother part of the tool set that is neededto play the game? If they’re table stakes—no different than, for example, accountingsoftware or a point of sale system—thenthey’re no longer a discretionary expensethat merits the same ROI analysis.Second, the perception of the “cost”of spatial imagery and location data ischanging, but not because it appears“free” on the Internet. (What’s availablefor free on the Internet are map viewers,imagery and geocoding services. TheseIF LOCATION DATA ARE TABLESTAKES—NO DIFFERENT THAN,FOR EXAMPLE, ACCOUNTINGSOFTWARE OR A POINT OF SALESYSTEM—THEN THEY’RE NO LONGERA DISCRETIONARY EXPENSE THATMERITS THE SAME ROI ANALYSIS.consumer tools are not designed tohandle, in a secure fashion, large volumesof enterprise data, and they most certainlydo not address the costly issue of dataacquisition, maintenance and integration.In addition, the timeliness, source, andaccuracy of the data are not always clear.)Instead, the value and cost of locationdata are changing because the data canbe monetized.Data are generally monetized whencompanies derive revenue streams fromsale of the data. The sale of customerlists has been a longstanding practicein profiting from data. However, whena “long tail” of fragmented customersare nested in what seems like a “findFIGURE 1Waldo with $” exercise, location datacan create new value for the company.(See “Monetizing the Spatial Mashup,”Summer 2007.) Imagery and location dataon their own are costs. When combinedwith other business intelligence informationsuch as internal sales activity, marketdynamics, and demographics, companiescan suddenly see new opportunities forrevenue (otherwise called data mining,revenue mining or revenue mapping).The objective of a business is tocreate a customer. Once a customer iscreated, value is created and investmentsare monetized. In the past, direct mail,blanket advertising, nationwide marketingand direct sales provided brand recognition,but not a verifiable customer. Addinga mapping component to the sales andmarketing budget appeared to be simplyadding cost. Where was the treasure?Robert Quist, solar consultant forVibrant Solar, a solar engineering andconsulting company, and Xcel Energy’simplementation contractor for their10IMAGING NOTES // S UMMER 2008 // WWW.IMAGINGNOTES.COM
Google Maps, MyLoki, TomTom,Magellan, and other location-basedservices are demonstrating thatindividuals are also finding that treasuremaps are now part of contemporarylifestyle: Where’s the party? Where’s the poisonous shrub? Where are the kids?Solar Rewards program, uses imageryfrom Microsoft Live Search and GoogleEarth to speed up the qualifying processwhen customers call inquiring aboutsolar options. “What I’m looking for inthe imagery is an idea of roof slopes,which is key to determining solar access.The image resolution isn’t perfect and itdoesn’t give me the ability to measure theslope, but it’s enough to give me a roughidea of the opportunity, which maximizesthe efficiency of sales calls and eliminatesthe need for unnecessary trips—whichis particularly important with gas pricessoaring,” said Quist. (See .)To better maximize the inbound salesqualification process, what Quist wouldlike to have is the ability to measure theslope and better resolution. However,what Quist would find to be particularlyvaluable is an image-based, aerial mapthat points him to a qualified customerlead by showing rooftop slopes thatwould work for solar power. “That wouldbe worth shifting marketing dollars fromdirect mail to a subscription and datamining service,” said Quist. Locationbasedbusiness intelligence is thenext-gen treasure map!Location data is the bridgebetween top-line revenue developmentand bottom-line cost management.Small companies are most adept at thebalance of costs and revenue. Largecompanies, in contrast, have a number ofbusiness units, and product and servicelines with their own P&L, which makes itincreasingly difficult to balance. (Internalturf wars don’t help, either.)Information technology has been usedover the last twenty years to managecosts—ERP systems and cost accountinglook for the cost of inventory, supply chainmanagement, and human resources, forexample—whereas topline revenue growthis generally a function of marketing andsales, with marketing relying on marketresearch and demographics to targetcustomers, and sales being incentivedriven. Location-based business intelligencecombines top-line revenue issueswith bottom-line cost issues to deliver acontext-aware business map—a next-generationtreasure map for creating customers,growing businesses, and developing value.There are exciting new ways to put locationdata into operation, but first it has to beseen as a search question, not a bottom-upmapping exercise. One needs to demand,with the pirates of old, “ARGGG…I need amap where X marks the spot!”PHOTOGRAPH BY ANDREW STERNARDIMAGING NOTES // S UMMER 2008 // WWW.IMAGINGNOTES.COM11