This summer Switzerland’s incumbent carrier, Swisscom, launched a simple but revolutionary new mobile tariff, Natel Infinity. Infinity is a speed-based tariff that comes in the versions XS, S, M, L, and XL, which represent download speeds ranging from 200 kbit/s to 100 Mbit/s. Prices range from CHF59 to CHF169 per month (€49 to €139). Significantly, the tariff throws in unlimited national voice, SMS messaging services, and data usage without any additional charge (XL even comes with unlimited international calls to most destinations and SMS).
The idea is simple: The greater your urge for fast mobile services, the more you pay — irrespective of which apps you use and how you wish to communicate. All that matters is speed. In this respect, Swisscom has replicated for the mobile world a tariff approach that is already fairly common in the fixed-line world. I believe this move by Swisscom is noteworthy in two respects:
It effectively pulls the rug from under the OTT voice and messaging services like WhatsApp and Tango by removing the arbitrage potential created by time- or distance-based pricing schemes.
It brings in line capital spending on and actual demand for network infrastructure capacity.
Much like in the story of “Goldilocks and the Three Bears,” tech marketers must find the right balance between too many and too few messages. Common pitfalls include standardizing on a one-message-fits-all philosophy to having so many messages that sales and marketing are unable to deliver them to the right people, at the right time, and in the right context. That’s where Guiding Principle Number Five fits in.
Guiding Principle Number Five: Messaging 3x2
For almost all technology solutions, it’s necessary to have variances in messaging to reflect the different roles or titles, geographies, size companies, different industries, etc., that tech marketers are targeting. The good news for tech marketers is that Forrester Tech Marketing Navigator data shows that by focusing on the top three shared messages that are relevant across multiple segments and the two messages that are uniquely relevant to a specific segment/target, tech marketers can achieve the Goldilocks’ “just right” quotient for messaging.
SAP Has Managed A Turnaround After Léo Apotheker’s Departure
In February 2010, after Léo Apotheker resigned as CEO of SAP, I wrote a blog post with 10 predictions for the company for the remaining year. Although the new leadership mentioned again and again that this step would not have any influence on the company’s strategy, it was clear that further changes would follow, as it doesn’t make any sense to simply replace the CEO and leave everything else as is when problems were obviously growing bigger for the company.
I predicted that the SAP leadership change was just the starting point, the visible tip of an iceberg, with further changes to come. Today, one year later, I want to review these predictions and shed some light on 2010, which has become the “Turnaround Year For SAP.”
The 10 SAP Predictions For 2010 And Their Results (7 proved true / 3 proved wrong)