Brands deals with human needs and wants. Leo Burnett, the advertising executive, said: "The work of an advertising agency is warmly and immediately human. It deals with human needs, wants, dreams, and hopes." Smart brands know not to initially focus on what they have to sell but rather on how it meets consumers' needs. If you can address a strong consumer need, you will get those consumers to act. If you can get them to act, then you have opened an all-important channel of dialogue.
The fulfillment of consumer needs, however, is not always a linear hierarchic approach as proposed by Maslow and effectively debunked by Forrester analyst James McQuivey in his book Digital Disruption. Human needs take place simultaneously and are fuelled by a mix of short- and long-term motivations — some conscious and some unconscious. As a student, I would sometimes forgo food on a Friday so I could afford to go to a concert that night; or consider a Spanish couple postponing the short-term comfort of a much-needed upgrade to their central heating so they can put their child through the next year of college.
The pyramid diagram below shows how the foundation of this needs-based thinking is built from the ground up, from customer descriptions through to the technology and KPIs applied.
Here’s a riddle: What is it that almost every organization believes it needs, many organizations have, and few organizations use? The answer is an IT strategy.
CEOs and CFOs task new CIOs and old CIOs alike with developing an IT strategy. But despite the millions of dollars, pounds, euros, and yen spent on creating IT strategy every year, few of these strategies will be put to effective use. The IT strategy is the foundation upon which CIOs communicate the value of IT across the enterprise. Despite this, or perhaps because of this, only 18% of organizations have IT teams that communicate the value of IT effectively.
HP recently hosted its Asia Pacific (AP) and Japan analyst event in Singapore. The company presented its “New Style of IT” value proposition and how it intends to position a combined HP hardware, software and IT services stack to deliver client value. After the Boston event back in February, I was particularly interested to see how HP Enterprise Services (ES) is positioning itself as the tip of the spear of the “one HP” messaging and offering in Asia.
When assessing service providers’ relevance to customer needs, I focus on two major areas:
Red ocean offerings – where service providers need to help their clients build scalable, flexible, secure and cost efficient technology foundations around cloud, mobility and analytics.
Blue ocean offerings – where service providers need to help the CIO engage business stakeholders to drive better business outcomes in areas like customer experience, for instance.
Over the past 12 months, I’ve taken a number of client inquiries on globalization and multilingual strategies. But in all cases, it turned out that the challenge wasn’t really providing multilingual support. Instead, organizations are struggling to meet demand among customers, suppliers, partners, regulators and others for direct access to core enterprise systems from multiple regions, often through mobile devices or pervasive web applications. So the real question is: How are user engagement strategies affecting our ability to achieve a single, global business and technology platform that supports the increasingly pervasive use of mobile technologies?
This is now a top-of-mind consideration for many companies, especially as emerging markets are an increasingly important part of their global business strategies. The challenge is how best to tailor and adapt their products and services to capitalize on these emerging market opportunities without losing the benefits of economies of scale and the requirements for global transparency and compliance. And it’s not just about global IT service delivery; it’s about how technology can now serve the unique needs of both internal and external users, particularly where major differences may exist across language, culture, law, infrastructure, geography, value systems, and the economy.
Last week, Forrester hosted a breakfast roundtable in Sydney for approximately 20 tech vendors seeking to capitalize on current IT spending trends in Australia and New Zealand. With expected IT spending growth of nearly 4% in 2013, the A/NZ market is still going strong. However, this good health hides major shifts, including the increased role that business decision-makers (BDMs) are taking in direct IT purchasing in areas like staff, products, and services. As a matter of fact, Forrester expects the percentage of IT budgets that IT directly owns or controls to decrease by 2% to 5% between 2012 and 2014 in most A/NZ organizations.
Last Friday, we hosted our first roundtable in Singapore focusing on the IT services industry in Asia. The goal of these quarterly events is to create a community of services leaders who can network and exchange ideas on the growth opportunities and challenges in the region.
Senior leaders from 14 large services vendors gathered this morning to discuss how a perfect storm of technologies (including cloud, social, big data, and mobility) is transforming the way clients engage with service providers in Asia. Forrester analysts John McCarthy, Frederic Giron, and Dane Anderson brainstormed with business leaders from services vendors including Atos, BT, HCL, HP, and IBM around the four factors that are reshaping the IT services industry (see Figure 1):
The restructuring of the Asian economy. The economic uncertainty has now spread to emerging markets, and economic growth is expected to slow down significantly in India and China this year. Forrester has revised its IT services spending forecasts downward by two to four percentage points in these countries for 2012 and 2013. Participants corroborated this downgrade and mentioned they were seeing the process of making decisions on large transformation projects getting longer, especially in the manufacturing industry.
Last year Netflix attempted to shift its business strategy to focus mainly on streaming video. Although I wasn’t present in the boardroom discussions, it’s a reasonable bet that Reed Hastings and his team had decided the future was online streaming and that physical discs were a dinosaur. Since the war for content would be fought over streaming, Netflix would focus on adding value to its streaming customers and spin off the disc customers. On the surface this seemed to many a reasonable strategy, especially since Netflix reported that its digital streaming customers and the disc-in-the-mail customers were mostly not one and the same. So Netflix execs crunched the numbers and decided this was the right move for them. Perhaps they had hoped to spin off the disc side of the business to raise some capital. Whatever their thinking, their strategy choices left some gaping unanswered questions for observers like me:
In November 2011, Atos and Yonyou (formerly Ufida) announced the creation of a joint venture dubbed Yunano™ aimed at the European SMB market. The two companies are at it again, this time focusing specifically on the Chinese domestic market. I recently met with Herbie Leung, CEO of Atos in Asia Pacific, to discuss the partnership and future market opportunities in China. This new agreement essentially covers three areas of collaboration:
Bringing PLM and MES expertise to Yonyou customers. With more than 1.5 million customers, Yonyou is one of the largest software providers in China with strengths in ERP and CRM solutions. However, the company lacks capabilities in adjacent areas like product lifecycle management (PLM) and manufacturing execution systems (MES). Following the SIS acquisition, Atos has significantly strengthened its capabilities in these domains and will offer them to Yonyou clients.
Helping Yonyou’s customers migrate to private cloud architectures. The lack of private cloud technical skills in China led Yonyou to leverage Atos’s expertise to develop private cloud assessment workshops and ERP migration services targeting the China market. Atos will in turn leverage Canopy, a company it recently created in partnership with EMC and VMware to provide cloud solutions to its clients globally.
Helping Yonyou expand into new markets in Asia. Like many Chinese companies, Yonyou has global aspirations.While theYunano joint venture focuses on bringing Yonyou’s ERP solutions to the mid-market in EMEA, the new partnership will leverage Atos go-to-market capabilities to take the Yonyou solutions to other markets in Asia.
During a recent global analyst event in Paris, Capgemini presented its strategy to a panel of market and financial analysts. It hinges on two main objectives: improving the resilience of the organization in an uncertain economic environment — especially in Europe — and finding new levers for margin improvements.
From an operations point of view, Capgemini intends to continue leveraging the usual suspects: industrialization, cost cutting, and accelerating the development of its offshore talent pool. It also aiming to optimize its human resource pool via a pyramid management program aimed at, among other things, allocating the right experience level to the right type of work.
More interestingly, the company showcased some of the global offerings it has put together or refined over the past 12 months. Capgemini’s strategic intent is to develop offerings addressing three major client-relevant themes – customer experience, operational processes, and new business models. The offerings will be enabled by a combination of cloud, mobile, analytics, and social technologies. Among the set of offerings managed globally, I found the following of particular interest due to their emerging nature and Capgemini’s interesting approach to developing them: