Based on strong interest from my previous blogs on choosing the right marketing vehicles, I figured I'd continue the discussion with another angle that's often vexing for tech marketers - how do marketing vehicles vary by geography?
Cultural preferences factor significantly into how technology decision-makers consume information as they go through the purchase process. In analyzing more than 20,000 interviews across the US, Europe, and Asia Pacific, we see that vehicle selection varies by region by up to 40%. For tech marketers, this means that straightforward localization of global programs won’t work. Instead, you must understand how cultural preferences shape vehicle preferences and build programs that map to the specific vehicles appropriate for each market. Let’s look at a detailed example and then some broad guidelines.
We get a lot of questions about vehicle preferences for the C-suite, so I’ll pick CFOs as our example. Across the US, Europe, and Asia Pacific, the CFO is a critical player at the beginning and end of the purchase process for investments in collaboration and virtualization technology. When we take a look at vehicle preference for CFOs across these regions, we find that CFOs in the US prefer a balanced mix approach (vendor site, search, in-person sales discussion, and online business print such as Forbes and The Wall Street Journal). CFOs in Europe prefer web vehicles (online business print, online tech print, and online tech info sites) and CFOs in Asia Pacific favor events and sales over web vehicles. In all regions, the CFO is involved and tech-savvy. However, a marketer needs a unique regional mix to reach and influence the CFO.
Today’s launch of Forrester Tech Marketing Navigator seemed like a good catalyst to dig a little deeper into my previous blog post about how many marketing vehicles are needed for a B2B tech solution (How Many Marketing Vehicles Do You Need? Guiding Principle Number Two.) If you read that blog, you’ll recall that I identified that on average 7.6 marketing vehicles are used by IT or business professionals during a technology purchasing process (with considerably more than 30 available for marketers to use.) Note that you’ll need to use more than 7.6 marketing vehicles in your overall marketing mix because you’re likely need to influence various stakeholders whose use of marketing vehicles varies. This makes a tech marketer’s job challenging.
An important prerequisite for a full cloud broker model is the technical capability of cloud bursting:
Cloud bursting is the dynamic relocation of workloads from private environments to cloud providers and vice versa. A workload can represent IT infrastructure or end-to-end business processes.
The initial meaning of cloud bursting was relatively simple. Consider this scenario: An enterprise with traditional, non-cloud infrastructure is running out of infrastructure and temporarily gets additional compute power from a cloud service provider. Many enterprises have now established private clouds, and cloud bursting fits even better here, with dynamic workload relocation between private clouds, public clouds, and the more private provider models in the middle; Forrester calls these virtual private clouds. The private cloud is literally bursting into the next cloud level at peak times.
An essential step before leveraging cloud bursting is properly classifying workloads. This involves describing the most public cloud level possible, based on technical restrictions and data privacy needs (including compliance concerns). A conservative enterprise could structure their workloads into three classes of cloud:
Productive workloads of back-office data and processes, such as financial applications or customer-related transactions:These need to remain on-premises. An example is the trading system of an investment bank.