I spent some time last week with Paul Gottsegen, Senior Vice President and Chief Marketing Office at Mindtree. Paul is one of our guest keynote speakers at our Sales Enablement Forum in March and Mindtree is one of the fastest growing business services companies in the industry. Services marketing, let alone services selling is a particular challenge; and thought leadership and storytelling play an important role in ensuring success. Like many companies, Mindtree has had to learn to elevate its story to align to the needs of business executives.
Paul and I discussed his upcoming presentation and here is our dialogue.
Peter: How are you helping your own salespeople to better understand their buyers?
On one level, IBM’s new z13, announced last Wednesday in New York, is exactly what the mainframe world has been expecting for the last two and a half years – more capacity (a big boost this time around – triple the main memory, more and faster cores, more I/O ports, etc.), a modest boost in price performance, and a very sexy cabinet design (I know it’s not really a major evaluation factor, but I think IBM’s industrial design for its system enclosures for Flex System, Power and the z System is absolutely gorgeous, should be in the MOMA*). IBM indeed delivered against these expectations, plus more. In this case a lot more.
In addition to the required upgrades to fuel the normal mainframe upgrade cycle and its reasonably predictable revenue, IBM has made a bold but rational repositioning of the mainframe as a core platform for the workloads generated by mobile transactions, the most rapidly growing workload across all sectors of the global economy. What makes this positioning rational as opposed to a pipe-dream for IBM is an underlying pattern common to many of these transactions – at some point they access data generated by and stored on a mainframe. By enhancing the economics of the increasingly Linux-centric processing chain that occurs before the call for the mainframe data, IBM hopes to foster the migration of these workloads to the mainframe where its access to the resident data will be more efficient, benefitting from inherently lower latency for data access as well as from access to embedded high-value functions such as accelerators for inline analytics. In essence, IBM hopes to shift the center of gravity for mobile processing toward the mainframe and away from distributed x86 Linux systems that they no longer manufacture.
“[W]e might hope to see the finances of the Union as clear and intelligible as a merchant’s books, so that every member of Congress, and every man of any mind in the Union, should be able to comprehend them, to investigate abuses, and consequently to control them.”
Thomas Jefferson to Treasury Secretary Albert Gallatin, 1 April 1802
Governments have made enormous progress in improving their transparency – thus increasing accountability. While the “union” is not quite there, implementation of the DATA Act with new standards for financial reporting and data publication will move the bar forward. In the meantime, local governments demonstrate numerous best practices. Thomas Jefferson would likely give a nod to many of the cities and states that have published checkbook-level details of their budgets.
Checkbook NYC Demonstrates Transparency
In July of 2010 the New York City Comptroller’s Office launched Checkbook NYC, an online transparency tool that for the first time placed the City’s day-to-day spending in the public domain. Using an intuitive dashboard approach that combines a series of graphs and user-friendly tables, Checkbook NYC provides up-to-date information about the City's financial condition.
Alibaba has an ambitious goal: becoming the first company to exceed $1 trillion in gross merchandise value in the next five years. To accomplish this, Alibaba is looking to expand in emerging markets, as developed markets like North America and Europe are mature and have high barriers to entry. Emerging markets with rapidly growing smartphone penetration, relatively poor offline retail experiences, challenging logistics environments, and limited online payment infrastructures are ideal targets for Alibaba’s expansion.
The mobile marketplace is a huge opportunity. Forrester expects mCommerce in India to top $19 billion by 2019— an attractive opportunity for players like Paytm, which currently counts more than 25 million users. Forrester expects that the number of online buyers in India will rise from 36 million in 2014 to 125 million by 2019.
As the importance of technology to consumers continues to grow, pretty much anyone working for a company that wants to improve their customer experience needs to understand consumers’ technology behaviors. Questions companies ask include: “How did US consumers’ technology use change in 2014?” “Who are the early adopters of wearable devices?” “Are older adults using digital media?” “Are Millennials really ready to cut the cord?” These are just a few of the questions we answer in our newly released report on The State Of Consumers And Technology: Benchmark 2014, US. This data-rich report is a graphical analysis of a range of topics about consumers and technology and serves as a benchmark for consumers’ level of technology adoption, usage, and attitudes. Our annual benchmark report is based on Forrester's Consumer Technographics® online benchmark surveythat we've been fielding since 1998.
To compete in today's global economy, businesses and governments need agility and the ability to adapt quickly to change. And what about internal adoption to roll out enterprise-grade Business Intelligence (BI) applications? BI change is ongoing; often, many things change concurrently. One element that too often takes a back seat is the impact of changes on the organization's people. Prosci, an independent research company focused on organizational change management (OCM), has developed benchmarks that propose five areas in which change management needs to do better. They all involve the people side of change: better engage the sponsor; begin organizational change management early in the change process; get employees engaged in change activities; secure sufficient personnel resources; and better communicate with employees. Because BI is not a single application — and often not even a single platform — we recommend adding a sixth area: visibility into BI usage and performance management of BI itself, aka BI on BI. Forrester recommends keeping these six areas top of mind as your organization prepares for any kind of change.
Some strategic business events, like mergers, are high-risk initiatives involving major changes over two or more years; others, such as restructuring, must be implemented in six months. In the case of BI, some changes might need to happen within a few weeks or even days. All changes will lead to either achieving or failing to achieve a business. There are seven major categories of business and organizational change:
The Webster Dictionary describes fatigue (also sometimes called exhaustion, tiredness, languor, lassitude or listlessness) as "a subjective feeling of tiredness which is distinct from weakness, and has a gradual onset."
Technology management transformations - and in specific, I&O transformations - suffer from fatigue in many organizations. Some of it is due to the fact that the term "transformation" is more jargon than anything real. Transformation means many things to many people and therfore we never really exit a transformation as we move from project to project, continually transforming.
If I asked you, does I&O transformation mean reshaping your architecture? Streamlining your service management and integration (SIAM) processes? Adjusting your automation strategy? Improving your application performance management to become more proactive? Reducing operational cost? Shifting your infrastructure and applications into the cloud? You would say "yes" to all of them, with all of them being described as some kind of transformation. Eliminating fatigue means following a transformation plan. The plan needs to be supported with details to shift the conversation from costs of the technology “feeds and speeds” to how the technology will enable the business to win, serve, and retain their customers.
I would like to take the opportunity to remind you of our upcoming Sales Enablement Forum on March 2-3 in Scottsdale, Arizona,where the overall theme this year is about the different approaches required to optimize your B2B sales channels. Our research shows that more transactional buyers now prefer more automation and self-service (eBusiness); whereas executives who are involved in buying prefer (no, insist on) having conversations and engagement that match their problem-solving needs. So we have designed an agenda that covers direct selling, selling through channel partners, as well as selling through eBusiness interactions. And, as this is a strategic topic, over and perhaps above the discipline of selling itself, most of the presentations will be made by marketing leaders in the B2B companies we have invited.
Asia Pacific marketers have moved from experimenting with social media in the recent past to integrating it into their marketing mix. However, a large number are guilty of setting and measuring metrics, such as vanity metrics, that do not inform the next course of action.
To increase your chances of social marketing success, you must:
Build an understanding of your audience. Brands all too often mistake social media platforms as a broadcast channel and rave about their own products and services without first understanding the conversations going around them. Astute marketers will first deploy listening platforms by studying the social behaviors of their target audiences and the context of their conversations. Forrester’s Social Technographics® will tell you both how social your audience is and the types of social behaviors in which they engage.
Invest in social marketing based on clear business outcomes. Many Asia Pacific marketers are still allocating media budgets based on user consumption of media — or worse, on how budgets were allocated in previous years. But this model is obsolete, thanks to new methods of accessing data and harnessing technology. Marketers must be able to answer which specific social activities drive specific business outcomes and boldly reallocate marketing investments based on these. For instance, marketers must show how their Facebook strategy has driven fans to their eCommerce site and helped stimulate them to complete a sale.