Oh, Yes! Tech Buyers In Germany Are Well Into Social Media

Peter O'Neill

 

By Peter O'Neill

Last week, I held my quarterly Forrester Teleconference and discussed my April report on how European tech buyers use social media. Usually, we Europeans are asked to speak twice in the day - once at a convenient time for European audiences and once for our clients in North America. Unusually for an analyst, I hate repeating myself. So I elected to present the European slot in German and present specifically about Germany. This was, I think, a first for Forrester. Of course, we also leveraged the opportunity to get a few prospects listening in and even had several journalists collecting information. Now, not every Forrester analyst can present in German, so don’t expect all of us to do this, but the fact is: We actually have more German-speaking analysts than that other research company. 

Our B2B Social Technographics data shows that German social media activity is really quite heavy: In some categories, the numbers we report show more aggressive behavior than in the US or other countries. After several client meetings where our data was questioned - especially by more experienced marketing executives who themselves are not using social media and expect the same backwardness from their peers - I am now well equipped with backup data that proves our points. So here is what I told the audience about German social media usage by tech buyers:

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The Data Digest: On Which Devices Do Generations Play Games?

Reineke Reitsma

Americans of all ages — not just the young — spend a lot of time playing games. Our Technographics data shows that all generations spend about 7 hours a week playing PC games, but younger consumers also play games on consoles, handhelds, and mobile phones. Generation Y spends close to 20 hours a week playing games!

The reason why console gamers play on game consoles is that they can play against others (49%), while computer gamers choose their platform because it's convenient (55%). Forrester wrote a report about the role of PCs and portable devices in gaming called “The Re-Emergence Of The PC As A Proper Gaming Platform.” The accessibility of gaming today is one important reason that video gaming is very popular. Mobile devices, like the iPad, give consumers the ability to play games nearly anywhere at any time, and, in many cases, they can play for free.

Ensure Your Software Reseller Can Overcome Its Potential Conflict Of Interest

Duncan Jones

Yesterday I attended Computacenter’s Analyst Event. It’s a major independent provider of IT infrastructure services in Europe, ranging from reselling hardware and software to managing data centers and providing outsourced desktop management. My main interest was how it manages the potential conflict between properly advising the client and maximizing revenue from selling software. For instance, clients often ask me if it's dangerous to employ their value-added reseller (VAR) to advise them on license management in case the reseller tips off its vendors about a potential source of licence revenue.

An excellent customer case study at the event provided another example. A UK water company engaged Computacenter to implement a new desktop strategy involving 90% fully virtualized thin clients. Such a project creates major licensing challenges on both the desktop and server sides, because the software companies haven’t enhanced their models to properly cope with this scenario. The VAR’s dilemma is whether to design a solution that will be cheapest for the customer or one that will be most lucrative for itself.

As we said in our recent report “Refresher Course: Hiring VARs,” sourcing managers should decide whether they want their VARs to provide design and integration services like these or merely process orders at a minimum margin.

Computacenter will do either, but they clearly want to do more of the VA part and less (proportionately) of the R. So, according to their executives, they have no hesitation doing what is best for the customer even if it reduces their commission in the short term. But they didn’t think many of their competitors would take the same view.

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What BigFix Adds To IBM’s Portfolio Of Green IT Products And Services

Doug Washburn

Today, IBM announced its acquisition of BigFix, an established client and security management suite vendor. Beyond gaining BigFix’s core competencies in securing and managing client devices and servers, the acquisition adds PC power management* to IBM’s already broad portfolio of green IT products and services.

So why is PC power management important to IBM customers?

While IBM already offers its customers energy-efficient servers and their “Tivoli Monitoring for Energy Management” software for the data center, bigger opportunities for savings exist across distributed IT assets, like PCs, monitors, phones, and printers. In fact, Forrester finds that distributed IT assets consume 55% of IT’s total energy footprint versus only 45% in the data center. And the extent of these savings can add up. For example, BigFix cites a large US public school district with 80,000 PCs saving $2.1 million in annual energy costs (or $26 per PC per year) using BigFix’s Power Management software.

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Will Russia Really Change? Cisco Places Its Bet. But Seeing Is Believing.

Jennifer Belissent, Ph.D.

Russian president Dmitry Medvedev toured Silicon Valley last week, meeting with tech vendor executives and local entrepreneurs.  At Cisco, Medvedev participated in a telepresence session and used a Flip video camera for the first time. He met with representatives of public organizations and academic and business circles at Stanford University.  And, more informally, AmBAR, the American Business Association of Russian-Speaking Professionals, hosted a session in a café in Palo Alto with local students and entrepreneurs.  In each setting, the Russian president hoped to gain an understanding of what makes the Silicon Valley tick and glean some of the best practices developed in the region to take home and apply to his new Skolkovo initiative.  He has been talking about diversifying the economy for some time.  But with this initiative he has plans to develop a Russian “Silicon Valley” just outside of Moscow.  This new “inno-grad” (from “innovation” and the Russian word for city – think Leningrad) will promote Medvedev’s new modernization directions, including advancements in IT, telecommunications, and also biomedical and nuclear technologies. He aims to attract local and foreign high-tech companies with infrastructure, tax incentives, and other government support.  

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Your Future Needs A Type 4 Technology Strategy

Randy Heffner

As I discuss with clients the developing notions of Forrester's Business Capability Architecture (see blog post #1 and blog post #2), I have found it important to distinguish between different levels of scope for technology strategy. The primary distinctions have to do with (a) the degree to which a strategy (and the architecture it promulgates) aims to account for future change and (b) the breadth of business and technology scenarios addressed by the strategy.

Thus, I define a four-part technology strategy taxonomy along a two-dimensional continuum with (a) and (b) as axes (IOW, the four parts are archetypes that will occur in varying degrees of purity), to wit:

  • Type 1: project strategy for successful solution delivery. With Type 1 strategy, the goal is simply to achieve successful project delivery. It is beyond the strategy’s scope to consider anything not necessary to deliver a solution that operates according to immediate business requirements. Future changes to the business and future changes in technology are not considered by the strategy (unless explicitly documented in the requirements). The classic case for a Type 1 strategy is when an organization definitively knows that the business scenario addressed by the solution is short-lived and will not encounter significant business or technology change during the solution’s lifetime (history argues that this is a risky assumption, yet sometimes it is valid).
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Mobile Internet - How It Has Grown

Julie Ask

AdMob just released its May 2010 Metrics report.

One of the significant shifts in consumer mobile behavior identifed by Forrester in the past two years has been the increase in use of the Internet on mobile phones. The growth has been staggering -- consumers don't typically shift their behavior this quickly. One of the reasons has been growth in the number of smartphones we own and use. Great user experiences delivered by great user interfaces on phones and fast networks have been part of that smartphone upgrade as well. The AdMob data shows that smartphones generate 46% of its ad requests.

Download the report for a deep dive. Look for the growth in the number of countries where individuals are using their cell phones to access the Internet. We've also seen a new category emerge - "Mobile Internet Devices." See its breakdown of iPad ad requests. The US generates 58%, with Japan second at 5%.

 

Here are a few highlights:

The reports also includes a refresh of much of the network data that we have shared in our feature sections over the last several months. Other highlights from the report include:

  • 92 countries generated more than 10 million monthly requests, up from 27 in May 2008.

  • Traffic from North America, Asia, Western Europe, Latin America and Oceania all increased by a factor of at least 6x from May 2008 to May 2010.

  • Smartphones accounted for 46 percent of traffic, feature phones for 42 percent of traffic and Mobile Internet Devices for 12 percent of traffic in May 2010.

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Windows Intune Gives A Glimpse At Microsoft’s Licensing Future

Christopher Voce

With Microsoft's fiscal year end coming to a close today, I wanted to spend some time focusing on future licensing direction. Windows Intune is a significant offering from Microsoft that blends cloud-based management, on-premises tools  from the Microsoft Desktop Optimization Pack (MDOP), and Windows – as a subscription service. Let’s put Intune aside for a moment.

Like all software vendors, Microsoft is keen on pulling customers into an annuity relationship for their offerings – a dependable revenue stream that isn’t as vulnerable to things like economic downturns or anything that might delay a purchase. When Microsoft first introduced the Software Assurance (SA) program, it was primarily just upgrade rights –  while a license was covered under SA, you had rights to deploy any new versions that came out during that time. Over the years Microsoft has refined the program, adding different benefits to incent customers into the program – but the primary focus of value has remained upgrade rights. Unlike other vendors, Microsoft included security patches and updates as part of a license, so their “software maintenance” program has always been something a little different.

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A Guide To Community Management

Melissa Parrish

Just a few short months ago, I was an implementer of community and social media products and programs.  The success I had in those roles, and the knowledge I carry with me now, is thanks in part to the Forrester research reports that helped guide me along the way — so I’m especially excited to now be the author of one of those documents.

My first Forrester report is called the Community Management Checklist (Forrester clients can click the link to read it.)  It’s an overview of the process marketers need to follow and the important-but-sometimes-overlooked concepts and ideas to keep in mind as they work towards launching or engaging with their community.  

Through my research, I identified four phases of the process that can be handily summarized by the acronym PALM:

Planning: Laying the groundwork, setting objectives, exploring existing conversations, making necessary early decisions.

Alignment: Building internal consensus and processes.

Launch: Attracting and retaining members.

Maintenance: Cultivating relationships with your members and turning them into loyalists.

In the document, I’ve covered many issues that marketers have told me they’ve struggled with, so I hope you’ll find that it gives you actionable advice to help you during your own planning process. If it sparks other thoughts or questions, let me know in the comments here or on Twitter — a quick comment from you might turn into an important research topic for me.  

Understanding The Evolving Ecosystem Of Innovation Service Providers

Christopher Andrews

I recently finished the draft of my report on the ecosystem of innovation services providers.  This report, to be published in July, explores the landscape of companies that are unified by a single purpose:  they are dedicated to helping their clients unleash their own innovation potential.  These are not companies who simply use "innovation" as a marketing buzzword.  Rather, they are dedicated to the discipline of innovation – and bring unique innovation expertise to clients in wide variety of corporate roles. This report builds on much of Forrester’s previous work related to Innovation Networks and Innovation Management, but expands the "ecosystem" to consider all of the companies I interact with that have a distinct innnovation focus.  In the report, I explore the offerings of:

  • Strategy consulting organizations
  • Technology service providers
  • Product management firms
  • Outsourced product development firms
  • Idea management/solution generation companies
  • Other niche service providers (including training program, design firms, and others)

 

I argue that this ecosystem of providers will be an increasingly important part of a comprehensive innovation strategy. However, it will be up to very knowledgeable and “connected” individuals within companies to help manage the diverse players, and connect suppliers to the right role, at the right point in the innovation process.  I also argue that this is an opportunity for SVM professionals who want to play a more strategic role  in their organizations.

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