Can Pricing Actions Make Google’s Cloud Platform Worth A Look?

Usually when a product or service shouts about its low pricing, that’s a bad thing but in Google’s case there’s unique value in its Sustained-use Discounts program which just might make it worth your consideration. 

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Revolutionize Your IT Service Management Journey: Focus On Your Customers!

The update to the Benchmarks report for Forrester’s Service Management & Automation (SMA) playbook is now live and with its publication marks a change in how we at Forrester - and you - should look at SMA.  

Past efforts in IT service management have brought some changes, but as our survey done in conjunction with itSMF USA indicates, not much has changed. Service management has focused too much on internal infrastructure and internal operations (IT), and while this is still important, the demands for technology to acquire and retain customers, which Forrester calls business technology (BT), must be addressed to leverage and apply technology to advance, not hinder or stifle the business we enable.

The world we support is progressing exponentially while ITSM is progressing linearly, arguably statically – please see the report for further evidence. Being linear is being human; the exponential comes from harnessing technology, and radically shifting our focus towards service management and automation topics essential to being partners with our business teams.

In lieu of data, here are three concepts from the report that promote a new way of thinking:

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Notes From My Meeting With Pitney Bowes CEO Marc Lautenbach

Back in July 2012, I authored a post about Pitney Bowes and the company’s focus on reinventing itself. At that time, the company had a great portfolio of software assets and a good overall market message — but its market approach was fragmented, its solutions were not integrated, and it was a difficult company to figure out from the perspective of a customer or prospect. About 15 months ago, Pitney Bowes appointed Marc Lautenbach as its new CEO to address these issues.

Fast forward to today. Last week I had the opportunity to spend some time with Marc while he was in Sydney. In his brief time with the company, he has sorted out a number of the challenges I was referring to — including giving the firm a laser-sharp focus on a few key areas, bringing traditional assets into the digital world, refining its sales model, and leveraging those areas in which it has competitive advantage.

Marc sees PB’s main opportunities in the following areas:

  • eCommerce. PB has the ability to classify assets for all types of commerce providers and ship them anywhere around the globe.
  • Location-based solutions. Not only does PB have great mapping information, but it can also integrate data from any domain and apply its own algorithms to make that data valuable.
  • Printers, sorters, meters, and inserters. This isn’t a fast-growing business, but it’s a big one — and one that’s still important to many companies. It’s also a segment in which PB has some unique capabilities.
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