What recent acquisitions mean to SAP?

Holger Kisker

Dali-elephantsHow Many Legs Does An Elephant Need?

 

While Oracle’s acquisition of Sun Microsystems is still pending there has been a lot of speculation about which IT giant will take the next big acquisition step in response.

 

Is there a rule of cause & effect that fuels the spiral of acquisitions?

 

·         Know your enemy and know yourself

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Are big companies in big cities different in emerging markets?

Jennifer Belissent, Ph.D.

Jennifer Bélissent [Posted by Jennifer Bélissent]

In a recent discussion with execs at Intel about how to position netbooks into emerging market, someone raised the question about how different technology buyers in metro areas in emerging markets are from those in mature markets.  Are tech buyers in the Tier 1 cities in China — Shanghai, for example — any different from those in New York, London, or Paris?  I was reminded of this discussion when reading one of Mark Beckford’s Disruptive Leadership blog entries, “10 Things You Must Do To Win in Emerging Markets”.

Mark looks at Shanghai and says that it is more like New York and Paris than like rural parts of China.  In my new blog entry at B2B Beyond Borders, I examine this claim and the how different economic drivers influence purchases in different markets and regions.  I encourage you to give it a read.

Business Rules Technology Belongs In Your Architecture

Mike Gualtieri

Mike_Gualtieri_ForresterCheckmate! You're Toast.

Those are words you don't want to hear when playing chess. Similarly, you don't want to be checkmated in the rough and tumble of the business real world.

To win at chess and in business to you have to make smart decisions constantly and consistently - decisions that are guided by a carefully crafted strategy designed to checkmate your opponent or, at a minimum, to stay in the game. Deciding what moves to make in chess is hard enough even though it is just you and your opponent. The decisions businesses have to make everyday can be much more complicated and the stakes are much higher.

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Videoconferencing Heats Up

Claire Schooley

by Claire Schooley and Ted Schadler

This podcast cover's Cisco's recent acquisition of Tandberg and what it means for Cisco moving forward. The podcast also covers different forms of Web conferencing from Telepresence to single computer HD conferencing. The podcast concludes with expectations for the market and advice for companies who are considering video conferencing.

http://a964.g.akamaitech.net/f/964/714/1h/www.forrester.com/role_based/images/author/imported/forresterDotCom/Podcasts/IKM/Claire%20Schooley_Ted%20Schadler_Videoconferencing_Heats_Up.mp3

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2009-2010 Forrester And Disaster Recovery Journal Survey

Stephanie Balaouras

Stephanie Balaouras

Two years ago, Forrester and the Disaster Recovery Journal partnered together to field surveys on a pair of pressing topics in Risk Management: Business Continuity (BC) and Disaster Recovery (DR). The surveys help highlight trends in the industry and to provide organizations with some statistical data for peer comparison. The partnership has been a huge success. In 2007, we examined the state of disaster recovery preparedness, in 2008, we examined the state of business continuity preparedness and this year, we examine the state of crisis communications and the interplay between enterprise risk management and business continuity.

We decided to focus on crisis communications because as last year’s study revealed, one of the lessons learned from organizations who had invoked a business continuity plan (BCP) was that they had greatly underestimated the importance and difficulty of communication and collaboration within and without the organization. In any situation, a natural disaster, a power outage, a security incident or even a corporate scandal, crisis communication is critical to responding quickly, managing the response and returning to normal operations.

Organizations approach crisis communication differently. In some organizations, crisis communications is a separate team that works together with BC/DR planning teams to embed communication strategies into BCPs/DRPs and in other companies, BC/DR planning teams do its best to address crisis communication.

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Reaching real tech buyers in emerging markets virtually. Really!

Jennifer Belissent, Ph.D.

Jennifer Bélissent [Posted by Jennifer Bélissent]

Not all technology buyers in emerging markets are accessing the internet from mobile phones or dial-up connections.  In fact, many places in countries considered "emerging markets" are rapidly resembling more mature markets, in income levels and especially in mobility, internet access, and now broadband penetration.  Shanghai, for one, is probably better connected than some cities in the middle of the US.  What does that mean for technology marketers?  It means that they can leverage their complete toolbox of marketing tools to reach those audiences -- and increasingly they are doing just that.

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Does The Federal CIO Set The Transparency Bar Higher For Everyone Else?

Sharyn Leaver

by Sharyn Leaver

Sharyn-Leaver It has been an interesting year – who would have thought that the federal government would have done such a thing – provided a Federal IT Dashboard of allocation of federal IT dollars to investments for all of us out there in citizen-land to read? Federal CIO, Vivek Kundra, announced it and the keyword of the effort that made the headlines is "radical transparency."  It’s very clever in its design and visuals – "mashup ready." It would be especially appealing if the shell of the software would be made available to anyone who wants it – since some real (taxpayer) money went into this project.

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What keeps your customers up at night?

Jennifer Belissent, Ph.D.

Jennifer Bélissent [Posted by Jennifer Bélissent]

Adapting marketing messages to specific audiences is a topic I’ve written on here and in a few of my Forrester reports.  Getting the messages right requires an understanding of the drivers and motivations of buyers.  And, going into new geographical markets means that you’ll need local knowledge; you can’t assume that you know what will resonate in a particular market.  Recently I came across an example that illustrates the point in The Blue Sweater: Bridging the Gap Between Rich and Poor in an Interconnected World, by Jacqueline Novogratz, Founder and CEO of Acumen Fund.

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Leaving User Experience To Chance Hurts Companies

Mike Gualtieri

Mike_Gualtieri_ForresterHave you ever driven in Boston?

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Acer is now #2 PC maker, surpassing Dell

JP Gownder

According to recent shipment data (which Forrester doesn't track), Acer has overtaken Dell to become the #2 PC company in the world behind HP.

This achievement wasn't unexpected -- in August, 2007, we predicted that Acer would become a formidable industry titan: "Acer's announcement that it will acquire Gateway is a clever plan, as Acer simultaneously improves its brand recognition, channel reach, and opportunity for gains in margin. Like IBM Deep Blue, Acer strategists calculated several moves ahead in the global PC chess game. If the execution is solid, this deal will create a powerful third-place PC competitor that will challenge HP and Dell by 2009, and it portends the rise of non-Japanese Asian PC superpowers."

Acer has proven shrewd in product strategy over the past few years. (Indeed, we declared that "even war strategist Sun-Tzu" couldn't have done better!). Acer's work with Ferarri was a masterstroke in branding (from an unexpected company, at the time). Acer's excellence in netbooks has ridden the wave of the market at the right time. More fundamentally, Acer's cost structure benefits from its proximity to Asian-based factories and original design manufacturers (ODMs). Dell, once the king of cost structure, isn't in as privileged a position.  And Acer's access to retail channel (including Gateway's) and experience in SKU management in retail is currently superior to Dell's. (Dell re-entered retail after a long hiatus).

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