For our Forrsights Workforce survey, Forrester annually surveys information workers.* I’m leading final preparation of our Forrsights Workforce survey focused on end user hardware and aimed at five major markets – the US, Canada, the UK, France, and Germany. By end user hardware, we primarily mean PC/Macs, tablets, and smartphones, but we may also focus a bit on peripherals. And we hope to mirror some of the questions from the Forrsights IT Hardware survey, which we develop after this one, so that we can compare results from this information worker survey to what IT buyers report in their survey. Analyst Heidi Shey is working on the other half of the survey, which will focus on security issues.
Below are the hypotheses and topics we plan to explore in the survey. Please give them a quick read, then post or email feedback by Friday, April 12 (Tuesday, April 16 at the very latest). If you are a Forrester client and would like to see a survey draft, please email your account rep and me.
These are statements of ideas we are planning to test in the survey questions, which are designed to confirm or disprove the idea. But we probably can’t fit all of these, so please help us prioritize – especially if you are a Forrsights Workforce client!
Have multiple devices used for work, including many that are personally chosen and/or owned; they spend significant money on devices used regularly for work; and they expect to continue doing so.
Often blend work and personal tasks on the same device, despite employer policies to the contrary.
One of the most popular questions clients ask me is, “When will tablets be used for productivity, rather than just consumption?” My answer: They already are, but in different ways than we have come to expect from the PC era. As I discuss in a new Forrester report, tablets, smartphones, and future devices like wearables are tools of a new era of post-PC productivity.
Combining the native capabilities of post-PC devices with cloud connectivity yields powerful new productivity scenarios that weren’t available in the PC era, such as:
On-screen, in-person presentations. With a laptop, the screen is a wall that divides participants; tablets enable participants to share a screen, and their lightweight, instant-on form factor makes spontaneous presentations using apps like Slideshark possible in hallways or trade show floors — not just conference rooms.
Scanning, processing, and sharing from a single, portable device. The combination of a high-quality camera combined with the ability to annotate and share documents condenses document workflow, using apps like DocScanner and PaperPort by Nuance Communications.
Remote, anywhere document access, editing, and sync. Before its acquisition by Google, Quickoffice generated $30 million in revenue in 2011 with products that allow users to remotely access, search, edit, sync, and share documents across devices, platforms, and cloud services.
I've spent the day at Microsoft's unveiling of Office 2013 at the Metreon in San Francisco. This product has been years in the making. It was conceived before the iPad hit the shelves, and its improvements are largely PC-focused--Excel, Word, and PowerPoint deliver richer and more fully-featured experiences on the PC than ever before. It's a product that has adapted to the multi-device lifestyle, with user-based subscription pricing (Office 365) and cloud-streamed Web apps (Office on Demand)--but the PC is still the star, and tablets are an afterthought. Office does have a mobile strategy, but that's explicitly not the focus of this event today. Even Microsoft's own Windows 8 platform won't get native Metro apps for all the Office programs at launch. (The version of Office that will be available for Windows 8 and Windows RT at launch is touch-optimized but won't use the Metro UI, except for Lync and OneNote, which will be native "Windows 8-style" apps.)
Office is a $20 billion business, and Office 2013 is the best version of Office yet. It will sell millions of licenses to consumers and enterprises (Office 2010 has sold more than 100 million copies, and that doesn't include the millions of users who use pirated versions of Office). But products at the peak of their success can still be vulnerable to disruption, and Office 2013 certainly is, especially to competitors who put mobile first, and who deliver less-good experiences for cheap or free.
It’s a beautiful sunny day here in England, the first snowdrops have appeared in my garden and at least one of my pet hens has restarted laying – yes, Spring is on the way. Meanwhile, in the US the main harbinger of the changing season is the migration of baseball teams to Florida and Arizona for their annual pre-season ritual known as ‘Spring Training’. In the software sourcing world, the rites of Spring often include major negotiations with Oracle and Microsoft ahead of their fiscal year ends of May and June respectively. That’s why this is a perfect time of year to get some spring training of your own, at one of our ever-popular Microsoft Negotiation workshops.1 Anyone considering a major purchase or renewal with the Redmond Sluggers between now and the World Series should come along to Amsterdam on February 16 or Dallas on March 2 to hear why they may have extra leverage this year, and how to use it to get the best possible deal.
Microsoft had very high sales revenue for its December quarter, particularly the business division, but that didn’t come from the multi-year Enterprise Agreement (EA) and Software Assurance (SA) deals that the direct sales teams need. Microsoft’s revenue boost came from one-off purchases of its just-released Office 2010 product through its retail and small business programs. EA/ SA deals would initially appear in the accounts as unearned revenue in the balance sheet, and that was at the same level as two years earlier.2 So these results are consistent with our research that predicts that Microsoft’s direct sales teams will struggle to meet their tough EA bookings targets this year, and that will strengthen prospective buyers’ negotiating position.
We can’t promise warm weather or adoring fans, but our spring training session will help you with:
Congratulations, product marketers: You've been a critical part of the innovation process.
Sorry to break it to you, product marketers: On average, technology vendors stink at the phase of innovation where you play the biggest part.
Translating The Nouns But Not The Verbs
By no means are product marketers per se to blame for this outcome. Until recently, the technology industry has been slow to realize how innovation works. Vendors tacitly assumed that there were two separate processes at work, one that brought new products and services to market and another that convinced people to buy and use them.
At the boundary between product management and product marketing (as clearly as you can draw one), a hand-off occurred where one process ended and another began. The hand-off created predictable problems, in the same fashion as phone companies that assign one team for turning off phone service at your old location and a second team for turning it on at your new one.
One of the most painful consequences is fragmented, incomplete, and inaccurate information about a topic of interest to everyone: adoption. Every person in a tech company depends on some understanding of the who, what, why, when, and how of adoption, from the engineer who builds the technology, to the marketer who describes it to a general audience, to the salesperson who tries to persuade specific people to buy it. With rare exceptions, the engineer, marketer, and salesperson do not share the same mental image.
Learning about customers is hard, and everyone has deadlines to meet. Meanwhile, engineers, marketers, and salespeople can achieve a gestalt on a different topic: the technology's capabilities. For product marketers, product-centric marketing content is a natural result.
Many product strategists are, like me, old enough to remember software stores like Egghead. Those days are gone. Today, consumer packaged software represents a very limited market – the software aisle has shrunk, like the half-empty one at the Best Buy in Cambridge, MA (pictured).
Only a few packaged software categories still exist: Games. Utilities and security software. And Microsoft Office – which constitutes a category unto itself. Some 67% of US online consumers regularly use Office at home, according to Forrester’s Consumer TechnographicsPC And Gaming Online Survey, Q4 2009 (US). Office is the most ubiquitous – and therefore successful – consumer client program aside from Windows OS.
Office 2010, Microsoft’s latest release, will continue to succeed with consumers. On the shoulders of Office 2010 rests nothing less than the defense of packaged software in general. It’s also the most tangible example of Microsoft’s Software Plus Services approach to the cloud – a term that Microsoft seems to be de-emphasizing lately, but which captures the essence of the Office 2010 business goal:
To sell packaged client software and offer Web-based services to augment the experience.