Our internal deadlines are looming for Forrester’s Marketing And Strategy Forum EMEA 2010, to be held in London on November 18 and 19. Pretty soon, all of our presentations have to be reviewed, content-edited and fact-checked, and then submitted. In case you hadn’t noticed, we have put together a special track at this event for marketing professionals in the tech industry; this runs on the Friday from 11:40 till 15:30. I will kick off and moderate this “conference within a conference,” where we will explore the idea that tech industry marketing should no longer be communicating product differentiation; it should be the difference. As technology becomes commoditized, customers take control of the vendor-user interaction, and social media becomes a standard interaction channel, marketing must move its contribution from just educating customers and persuading them to accept the product to a more strategic role of enabling interactions with customers to solve their problems -- an engagement model that Forrester calls "customer enablement."
We will also be talking about community marketing, marketing in a global economy, and aligning sales and marketing. Some of the presentations are based on our previous Marketing Forum held in Los Angeles back in March. But I have cajoled my colleagues into making sure that they illustrate their presentations with EMEA-based case studies and examples. I have been particularly energized to do this in the past few weeks as I have been looking forward to attending the bi-annual Ryder Cup golf contest between the USA and Europe, held this weekend in my home town in Wales.
Continuing my musings about the impact of cloud on our industry (see last week’s blog), I’m in the middle of a cloud project where we are identifying and profiling potential channel partners for an ISV that is about to launch a systems management product for cloud environments. I must say, I’m surprised by the number of channel partners already talking about cloud.
It reminds me of a conversation with staff at Nimsoft, a company recently acquired by CA, about how they were promoting their cloud offerings. My personal view is that Nimsoft managed to complete their exit strategy so quickly and successfully because they focused all of their new product announcements and general positioning toward the cloud. Coincidentally, CA had decided to turn up the heat on its own cloud campaign and promptly bought three technology companies to strengthen the cloud offering and show their commitment — Nimsoft, Cassat, and 3Tera.
While Cassat and 3Tera were cloud-specific solutions, Nimsoft was already successful as a provider of systems monitoring software to enterprises and managed service providers. My theory is that their cloud image was the result of a considered repositioning exercise that culminated in their placement on CA’s wish list. Here’s another example: Yesterday, Adobe announced its intention to acquire Day Software, the Swiss content management ISV. Day Software had a consistent ECM business with modest growth, but I notice that they turned up the cloud messaging over the last months — I suspect this is what got them into Adobe’s sights.
This week, I was at the Microsoft Worldwide Partner Conference in Washington, D.C., and it was all about THE CLOUD. Now, many colleagues argue that Microsoft will be the second-to-last major vendor to show a 100% cloud commitment, saying that “it’s too embedded in its traditional software business,” “it doesn’t understand the new world,” and “it’d be scared of cannibalizing existing and predictable maintenance revenues.” But I remember Stephen Elop, president of Microsoft Business Systems, tell me with a mischievous grin that he’ll probably earn more money from Exchange Online than the on-premise version — “firstly, it’s mainly new business from other platforms like Lotus Notes, and second, I even generate revenues by charging for things like the data center buildings, the infrastructure, even the electricity I use.” That was in Berlin last November. I suspected then that Microsoft did get it but was just getting its platform ready. This week, I am convinced — Microsoft is “all in,” as they say.
And at the Microsoft Worldwide Partner Conference, it was driving its partners to the cloud as aggressively as any vendor has ever talked to its partners at such an event. All of the Microsoft executives preached a consistent mantra: “MOVE to the cloud, or you may not be around in five years.”
Microsoft’s cloud-based Business Productivity Online Suite (BPOS) is already being promoted by 16,000 partners that either get referral incentives for Microsoft-billed BPOS fees or bundle it into their own offerings (mainly telcos). There are nearly 5,000 certified Azure-ready partners. This week, Microsoft turned up the heat with these announcements:
Last week, in addition to presenting at my quarterly Forrester Teleconference, I spoke at a Webinar hosted by the IT Services Marketing Association (ITSMA). I was in illustrious company: David Edelman, partner for the marketing and sales practice at McKinsey; John Lenzen, VP and global head of marketing at TCS; plus our host, Richard Seymour, managing director at ITSMA EMEA. We talked about the emerging organization model and competencies for marketing organizations in the tech industry.
Richard opened with this really interesting data slide, which shows that service providers are actually reducing their marketing spend in a dramatic fashion (see below).
Our recent survey confirms the 2010 increase in marketing budgets and reveals much more about how service provider marketing differs from other industries (see this report). Richard then listed some of the challenges that marketing is facing and postulated that “marketing has to change.”
David talked about the impact of the digital marketing challenge and discussed four critical questions that marketers should be asking themselves:
Last week, I held my quarterly Forrester Teleconference and discussed my April report on how European tech buyers use social media. Usually, we Europeans are asked to speak twice in the day - once at a convenient time for European audiences and once for our clients in North America. Unusually for an analyst, I hate repeating myself. So I elected to present the European slot in German and present specifically about Germany. This was, I think, a first for Forrester. Of course, we also leveraged the opportunity to get a few prospects listening in and even had several journalists collecting information. Now, not every Forrester analyst can present in German, so don’t expect all of us to do this, but the fact is: We actually have more German-speaking analysts than that other research company.
Our B2B Social Technographics data shows that German social media activity is really quite heavy: In some categories, the numbers we report show more aggressive behavior than in the US or other countries. After several client meetings where our data was questioned - especially by more experienced marketing executives who themselves are not using social media and expect the same backwardness from their peers - I am now well equipped with backup data that proves our points. So here is what I told the audience about German social media usage by tech buyers:
Last week, I was in Washington working for HP at their Software Universe event. I moderated their customer press conference, had several strategy meetings with HP execs, continued my preview of a new product they’re planning, and even got to play golf with three of their execs. Life can be tough as an analyst!
In the press conference, attended by around 40 journalists from all continents, I encouraged five HP customers to talk about how they were innovating within IT: Neuberger Bergman, Seagate, McKesson, Blue Cross and Blue Shield of Florida, and CollabNet. My challenge as moderator was to help these spokespeople bring across their messages (not everyone is a public speaker) and ensure that there was some “news” for the journalists to write about. So I kicked off the session with a Forrester slide with these five trends/challenges in IT. Each customer then spoke to the trend that affected them the most:
Virtualization and "cloud" adoption adds to complexity of IT management
Continued pressure to prove the business value of IT
Automation of optimized processes within IT
Understand and measure IT delivery in business terms
Agile development brings Business, AppDev and IT Operations closer together and coordinated
It has been quite a week for me. I’ve been finishing off a client study of tech buyer Social Technographics -- 130 enterprises in their home European country. The data is good: consistent with what we had already gathered in our published work (see our April report); but of course, we have collected much more detail around this client’s specific market. But the client does not accept the data.
Curiously, I have had several conversations with tech vendor marketers who doubt our Social Technographics data. Peter Burris and I debated at length last month with an industry marketing manager for a services company. He said that only half of the people he sold to even had a PC (he was selling to Government accounts). And this project client of mine also refuses to believe the data we have collected. Their issue is actually more about being credible in front of their own executives. They are afraid that, because their own executives do not use social media themselves, they’ll reject the concept that 43% of their potential audience are Creators, which is what we found out.
I did provide a clarification on our Social Technographics ladder methodology in response. A Creator population of 43% does not mean that nearly half are writing blogs (that number is actually 28%). Creators is a combination of 5 different questions: it is about publishing a blog post, your own Web pages, uploading a video, uploading audio/music or writing articles and posting them. Whoever does ONE of these things at least monthly is called a Creator. But the chances are still that this client will just shelve the data we have collected, plus the analysis and recommendations on a suitable social media strategy, in order to avoid having to argue against, or educate, their own management.
I had the pleasure of hosting an IT Services Marketing Association (ITSMA) workshop, “Building the Business Case for Social Media in B2B Marketing” at our London office this week. There were 12 IT services marketers attending, and we all enjoyed very informative presentations led by Moira Clark, Professor of Strategic Marketing at Henley Business School. Moira has lots of practical experience and did extensive research work for Cisco in 2009. We also heard from DNX Ltd, a marketing agency with several tech vendor clients, as well from LinkedIn.
I certainly learned a lot personally about using social media - there was quite a bit of “hands-on” work: assessing a company’s social media strategy, comparing listening platforms, and launching a community. Here are some of the highlights that I remember most (and consider me an experienced tech marketer now trying to understand the impact of social media on the marketing mix).
The IT Services Marketing Association (ITSMA) has just published this interview with me to its members to coincide with my presentation on this topic at the Forrester Marketing Forum here in Los Angeles. For those European members of ITSMA, I’d like to point out that I will be hosting and contributing to the ITSMA workshop “Building the Business Case for Social Media in B2B Marketing” in London on May 5th. Perhaps I will see you there . Anyway, I’m enjoying our conversations, so keep your comments and emails coming.
Always keeping you informed!
In this Viewpoint, Peter O’Neill, VP & Principal Analyst, Forrester, shares his research on and passion for international technology industry marketing, with a specific emphasis on field marketing strategy and execution, including the dynamics of interactions between headquarters and field marketing organizations.
ITSMA:What challenges do marketers face due to globalization?
O’Neill: Our clients often ask the basic question: What does it mean to "go global"? Well, going global really means having customers in multiple countries—i.e., in local geographic
By Peter O'Neill (with some comments by colleague Jonathan Penn)
I spent a couple of days with Symantec executives this week in Las Vegas, attending their Worldwide Analyst Summit as well as day 1 of the VISION user group conference. My interest in Symantec is partly based on my research in the service management market - they bought Altiris a few years ago; and also because I watch their partner program work. Anyway, here are my highlights of the briefings.
Symantec has a very subdued style of presenting to analysts, but for users it was all show business
The presentations to us started very gently and modestly. Instead of egoistical VPs showing slides and speaking down to us from the stage, they led with a panel discussion moderated by their major entertainer, Steve Morton, VP of Product Marketing. That was much more pleasant to listen to and the required points were still all made. Also the tone of the questions was often very self-critical (“now Symantec is not renowned for having integrated its acquisitions well, how are we doing on that front now?”) - a good idea. I am sure it was easy to work out what critical questions were going to come and pre-empt those discussions.
Now Steve is probably the reason they bought Altiris because the “keynote” session at VISION was a 90 minutes Tonight show with Steve performing more like Jay Leno than the man himself. Clearly very talented in this role, he was aptly supported by a band, videos and stage show. From his stage desk he hosted numerous guests on his couch in a humorous, chatty, and loosely-scripted format. Again, all the points were made without boring anybody.