Zimbra has been the sleeper cloud-based email provider for the enterprise. I've known about the Bechtel deal -- roughly 50,000 seats globally -- for some time, but couldn't talk about it. Though it's been a while since I've spoken to Ramesh May, he did share some important facts with me:
1. Zimbra's code base is open source, with a 20,000 active members in the community. The Zimbra code base runs on Linux. It can be downloaded to run on-premises and it also is the foundation of Zimbra's cloud email service.
2. Yahoo! Zimbra was selling an email seat for $28/mailbox/year for 50+ seats. We'll be interested to see how the pricing changes.
3. The company was working with the community on adding instant messaging, expanding widgets, and building an offline email client. We also saw some interesting mashup and document viewing features.
4. Back in April, the company had 130 employees, 600+ .edu customers, 44M mailboxes, and 60,000 customers.
So why hasn't Zimbra been bigger on the national stage selling its hosted (80% of seats) and on-premises (20% of seats) email and calendaring solution? Two reasons.
First, Yahoo! did not build a direct sales force that way Google and every other enterprise email provider did.
Second, because a lot of these seats are sold through service providers. Comcast and NTT Communications have been selling Zimbra seats. You may be running Zimbra and not even know it.
So now it becomes clearer why VMWare bought this massively successful email provider.
Last week, Forrester published my research about how to deepen engagement engagement with programs focused on your best, most active customers. I think social software and activity will play a huge role here in 2010. Why? Because engaging business customers requires contact.
Like many other well-known organizations, we face cyber attacks of varying degrees on a regular basis. In mid-December, we detected a highly sophisticated and targeted attack on our corporate infrastructure originating from China that resulted in the theft of intellectual property from Google. However, it soon became clear that what at first appeared to be solely a security incident–albeit a significant one–was something quite different.
First, this attack was not just on Google. As part of our investigation we have discovered that at least twenty other large companies from a wide range of businesses–including the Internet, finance, technology, media and chemical sectors–have been similarly targeted. We are currently in the process of notifying those companies, and we are also working with the relevant U.S. authorities.
Second, we have evidence to suggest that a primary goal of the attackers was accessing the Gmail accounts of Chinese human rights activists. Based on our investigation to date we believe their attack did not achieve that objective. Only two Gmail accounts appear to have been accessed, and that activity was limited to account information (such as the date the account was created) and subject line, rather than the content of emails themselves.
The Second Case Study on Customer Service Social Media: How To and The Results...
If you have been following this blog, you might remember that I posted this a while back. But with the new year here, I thought it might be good to repeat some of the case studies while adding new ones... just incase you missed them or incase you wanted a refresher as you start down the path of providing a solution to your company social media needs!
This is the second case studies in the series on Customer Service Social Media Best Practices! You might be wondering what I meant by "ownership." In organizational change management language... there are three stages of project success - awareness, buy-in and ownership. Here ownership doesn't me "owning" like it's mine - not yours. It means taking 100% responsibility for leading and faciliating solid, genuine, collaborative relationships with the whole company to further the whole company's succcess. Here's more details on how Lenovo accomplished their social media goals!
Why Did Lenovo Consider Social Media?
When Lenovo acquired the IBM PC computing division, they realized customers were talking about their products on 3rd party forums like notebookreview.com and thinkpads.com. They felt left out of these important customer conversations. To remedy that, they took ownership and lead the customer social media interactions.
While attending Dreamforce last month, I took a walk around the show floor to see which firms were exhibiting. It wasn’t surprising to see a raft of new companies talking about sales-support additions to the AppExchange family with lead generation and pipeline health hot issues in this economy.
By the end of this year, we will likely all be sick of the phrase “systemic risk.” Referring to the complex and interconnected nature of risks that brought down the financial services sector, the phrase has been a focal point in the discussions on how to prevent such failures in the future. (And in my experience, this increased attention means that service and software vendors will be using the term in their marketing literature with increasing frequency in 2010.)
Policy makers are recommending systemic risk solutions such as new oversight bodies to assess for systemic risks or penalties for companies that are perceived to threaten the system. European Central Bank president Jean-Claude Trichet even suggested that financial institutions help avoid systemic risks by "putting aside their own profit" and being "moderate in remuneration behavior," in order to reinforce their balance sheets.
2009 was a miserable year for tech vendors, especially for sellers of capital equipment like PCs, servers, routers, and licensed software, and for systems integrators who helped implement that software. 2010 will be a much better year, especially for these very same vendors. We’re not talking boom yet, so we are not predicting double-digit growth rates across the tech market (though some categories will see those kinds of growth). But, as our latest tech market report shows (http://www.forrester.com/rb/Research/us_and_global_it_market_outlook_q4/q/id/53384/t/2), we do think there will be a solid tech recovery in 2010, with growth rates in the high single digits.
Given that other IT advisory firms are predicting that tech markets will see growth of 3% to 4% in 2010, why are we so (relatively) bullish with our predictions of 6.6% growth in the US tech market, and 8.2% growth in the global tech market (when measured in US dollars)? Three reasons:
Anyone watching much TV these days has probably been as inundated with commercials from wireless carriers talking about the quality and breadth of their high speed networks.
I felt like I was in one of their TV commercials last night. I went to see the Cleveland Cavaliers play against the Golden State Warriors in Oakland, CA. (Those are NBA teams, Seth) Saw someone I went to college with and I wanted to text a mutual friend. But alas, I had "no bars." I couldn't EVEN send a text message. So much for the notion of in-stadium marketing, voting, or sweepstakes. Take note marketers.
But the best part is, the spectator in front of me not only has bars, but he is streaming video clips - not the kind delivered over a broadcast network.
This is my first blog in 2010 but I cannot help reflecting about something that happened to me in 2009 - it left me thoughtful for most of the Christmas holiday which, for me as a European is over 2 weeks. In December I was discussing social media with 60-odd field marketing managers from around EMEA and we discussed customer reference programs and lead management among other things. While they clearly understood much of what I was saying to them, they equally clearly resented this one slide which is entitled: “The day in the life of modern marketer”.
Few consumer-facing product and service companies AREN'T working on their mobile strategy today. Everyone is thinking about how best to engage with their customers on their cell phones. And, can you even do NEW customer acquisition with teenagers or young adults without a mobile option?
Many mobile initiatives start without a plan or a strategy. They start with:
"Our CMO was observing his teenage daughter use her cell phone ...."
"Our competitors have an iPhone application. My boss told me to get one for us."