If the overarching tech marketing theme in the ’90s was all about marketing as branding, and in the ’00s, marketing as lead generation, then the ’teens are shaping up to be about marketing as education. But not about educating customers about your product, per se. No, what I mean is educating customers about the business process/function and best practices that underlay your product, i.e., that your product supports.
In our recent B2B Social Technographics survey, fielded in Q1 2011, we asked customers, “Which are the most important vendor action factors when selecting the best vendor for a technology purchase?” By far, the No. 1 response was “how well the vendor can supplement our knowledge on the business process/function its product/technology supports.” [Other response options included “vendor’s demonstrated ability to communicate the economic benefit of implementing its product/technology” and “vendor salesperson’s demonstrated ability to understand our business problem.”]
An example is called for. I began my career as a programmer analyst (that title ages me!) for an aerospace and defense firm. I had the opportunity to “rotate” through all of the IT groups, including business applications, engineering systems, CAD/CAM, and IT operations. I won’t say I became a wizard in aeronautical engineering (although I know more than I ever wanted to about downwash), but by the time I wrapped up my stint in biz apps, I’m pretty certain I knew more about most of the company’s business processes than anyone other than, perhaps, the COO.
A lot of tech vendors – and channel partners – are struggling over what channel partners’ play in the cloud services demand chain is going to be. Technology is decreasingly delivered/consumed in the form of on-premise installation (a function performed by and the original raison d’être of channel partners), and increasingly delivered as-a-service by a service provider. In the software sector, that service provider is typically (but not always) the software vendor (think: salesforce.com).
And, in most cases, for good reason. Software has bugs. Early versions of software can be unstable and unpredictable. In the classic channel-partner-sells-and-installs-software model, the product (the software) remains in the control of the software vendor, i.e., the vendor assumes the risk of customers’ unmet expectations. The license is between the vendor and the customer, and the vendor is on the hook for providing bug fixes and tier-2 and -3 support.
As much as many channel partners would like to act as application hosters (and many of them do – approximately 15% of software is delivered via a hosting model today, and 20% of channel partners today have a hosting business [see “Channel Models In The Era Of Cloud”]), when it comes to early-version or mission-critical software, vendors simply can’t risk putting the as-a-service service level/performance responsibility in the hands of channel partners. Service failures, over which the vendor would have no control, would result in egg (or worse!) on the vendor’s brand, not the channel partner’s. Until tech vendors’ partner programs mature to the point where they can certify partners’ data centers, those vendors are going to be reticent to hand over the data center reins to partners.