BDMs consider their main tasks in decision-making to be framing/planning decisions (67%), managing the decision process (65%), and evaluating/controlling outcomes (64%). They describe their role as leading, managing, communicating, coordinating, and overseeing strategic direction, goals, budgets, and departments within their organizations. BDMs have significant influence over technology decisions as they determine IT purchases and how technology can become a strategic asset.
This summary provides an overview of the document, which is an agenda for the vFS3 event featuring presentations on using IBM's Industry Models.
1) The event will feature case studies and keynotes from various organizations on their experiences using IBM's Industry Models for banking, insurance, healthcare and other industries to realize business benefits.
2) Presentations will be given by representatives from Barclays, BMO, Forrester Research, IBM, Wachovia, Westfield Group and other organizations on how they have leveraged the models in areas such as data architecture, business architecture, data warehousing and more.
3) The agenda provides details on each presentation including title, presenters and time slots to
vFS3 features many educational breakout session - available to "attend" at your leisure at any hour you wish! This year you don't have to worry about not being able to attend two breakouts occurring at the same time! Check them out here: detailed session abstracts and speaker bios.
Dean Eyers presents on strategic marketing at Cisco. The presentation covers who strategic marketing is at Cisco, their focus on customer and market research, analyzing markets and competitors, and how they provide a bigger picture view. It summarizes Cisco's strategic marketing capabilities including custom research, customer intelligence, market analysis, and competitive analysis.
Intrepid is a research and consulting firm that uses qualitative, quantitative, and ethnographic techniques to deliver commercial insights and innovation. It has offices in London and Seattle with a focus on projects in the UK and US. Intrepid differs from other agencies by exploring a wide range of sources to find insights that are often unexpected, rooted in anomalies, and inspire competitive advantages. It works with major companies across various industries.
Intrepid is a research and consulting firm that uses qualitative, quantitative, and ethnographic techniques to deliver commercial insights and innovation. It has offices in London and Seattle with a combined annual turnover of £4 million. Intrepid works with clients in industries such as IT, telecoms, media, financial services, retail, and FMCG to deliver projects in areas like new product development, customer loyalty measurement, market segmentation, and brand positioning. The company prides itself on taking a creative and flexible approach to exploring business issues and finding insights in unusual sources rather than relying solely on traditional research methods.
Master Thesis Presentation: Business Models for Mobile Broadband Media Servic...Laili Aidi
The increase mobile data traffic from the emerging Internet services, especially multimedia, has posed considerable challenges for the telecom industry. Their initial mobile data services business models are generally not compatible with these emerging Internet services. Thus, there is a substantial need to investigate the suitable options to make media as a profitable telecom business sector. However, there are different challenges and opportunity factors in developing sustainable mobile media business in each market, due to the unique circumstances applied as the result of customer characteristics, mobile market situation and regulatory/law enforcement.
The first purpose of this thesis is to explore the business model options to deliver media services on top of mobile broadband. Although, we limit our focus to Indonesia, we first analyzed the worldwide patterns toward the media services in order to get a broader view of the current trend. We mapped multitudes of actor involved in digital online / on the top (OTT) media service, which together they form different types of constellation in the value network, as well as service, delivery and revenue model. We also put our focus to get the lessons learned from Spotify’s business model, by framing it using Chesbrough and Rosenbloom’s model.
The second purpose is to understand the Indonesian mobile user's characteristic toward the mobile media services. We conducted survey to 119 Indonesians, analyzed the result with one sample T-tests and validated it with the correlation tests (Cronbach Alpha and Pearson correlation), within the Unified theory of acceptance and use of technology (UTAUT) framework. Our findings confirm the low willingness to pay, but an open attitude for the services. The mobile device and network quality are not the barriers for them to adopt the services, and there is a tight connection between the decisions to adopt the services with the perception that the service is popular.
Through those findings, we assessed the feasibility of the identified options and formulated the recommendations. We used our understanding about Indonesian market structure (telecom and media), regulation, and mobile user, as well as the lesson that we got from media services provisioning in Sweden and worldwide trend. We found that the pricing tiers, adjustable pricing, and differentiated features are some of the key success factors. Meanwhile, being part in the point-to-multipoint partnership with the well-known OTT player is the potential position that the Mobile network operators (MNOs) in Indonesia should take in provisioning OTT media services, rather than deliver the services by their own.
Intrepid is a research and consulting firm that uses qualitative, quantitative, and ethnographic techniques to deliver customer insights and innovation solutions. It has offices in London and Seattle with a focus on projects in the UK and US. Intrepid helps clients make better decisions through evidence-based insights rather than just research reports. It takes a multi-disciplinary approach and works across many industries including IT, telecoms, media, education, finance, gaming, and retail.
This summary provides an overview of the document, which is an agenda for the vFS3 event featuring presentations on using IBM's Industry Models.
1) The event will feature case studies and keynotes from various organizations on their experiences using IBM's Industry Models for banking, insurance, healthcare and other industries to realize business benefits.
2) Presentations will be given by representatives from Barclays, BMO, Forrester Research, IBM, Wachovia, Westfield Group and other organizations on how they have leveraged the models in areas such as data architecture, business architecture, data warehousing and more.
3) The agenda provides details on each presentation including title, presenters and time slots to
vFS3 features many educational breakout session - available to "attend" at your leisure at any hour you wish! This year you don't have to worry about not being able to attend two breakouts occurring at the same time! Check them out here: detailed session abstracts and speaker bios.
Dean Eyers presents on strategic marketing at Cisco. The presentation covers who strategic marketing is at Cisco, their focus on customer and market research, analyzing markets and competitors, and how they provide a bigger picture view. It summarizes Cisco's strategic marketing capabilities including custom research, customer intelligence, market analysis, and competitive analysis.
Intrepid is a research and consulting firm that uses qualitative, quantitative, and ethnographic techniques to deliver commercial insights and innovation. It has offices in London and Seattle with a focus on projects in the UK and US. Intrepid differs from other agencies by exploring a wide range of sources to find insights that are often unexpected, rooted in anomalies, and inspire competitive advantages. It works with major companies across various industries.
Intrepid is a research and consulting firm that uses qualitative, quantitative, and ethnographic techniques to deliver commercial insights and innovation. It has offices in London and Seattle with a combined annual turnover of £4 million. Intrepid works with clients in industries such as IT, telecoms, media, financial services, retail, and FMCG to deliver projects in areas like new product development, customer loyalty measurement, market segmentation, and brand positioning. The company prides itself on taking a creative and flexible approach to exploring business issues and finding insights in unusual sources rather than relying solely on traditional research methods.
Master Thesis Presentation: Business Models for Mobile Broadband Media Servic...Laili Aidi
The increase mobile data traffic from the emerging Internet services, especially multimedia, has posed considerable challenges for the telecom industry. Their initial mobile data services business models are generally not compatible with these emerging Internet services. Thus, there is a substantial need to investigate the suitable options to make media as a profitable telecom business sector. However, there are different challenges and opportunity factors in developing sustainable mobile media business in each market, due to the unique circumstances applied as the result of customer characteristics, mobile market situation and regulatory/law enforcement.
The first purpose of this thesis is to explore the business model options to deliver media services on top of mobile broadband. Although, we limit our focus to Indonesia, we first analyzed the worldwide patterns toward the media services in order to get a broader view of the current trend. We mapped multitudes of actor involved in digital online / on the top (OTT) media service, which together they form different types of constellation in the value network, as well as service, delivery and revenue model. We also put our focus to get the lessons learned from Spotify’s business model, by framing it using Chesbrough and Rosenbloom’s model.
The second purpose is to understand the Indonesian mobile user's characteristic toward the mobile media services. We conducted survey to 119 Indonesians, analyzed the result with one sample T-tests and validated it with the correlation tests (Cronbach Alpha and Pearson correlation), within the Unified theory of acceptance and use of technology (UTAUT) framework. Our findings confirm the low willingness to pay, but an open attitude for the services. The mobile device and network quality are not the barriers for them to adopt the services, and there is a tight connection between the decisions to adopt the services with the perception that the service is popular.
Through those findings, we assessed the feasibility of the identified options and formulated the recommendations. We used our understanding about Indonesian market structure (telecom and media), regulation, and mobile user, as well as the lesson that we got from media services provisioning in Sweden and worldwide trend. We found that the pricing tiers, adjustable pricing, and differentiated features are some of the key success factors. Meanwhile, being part in the point-to-multipoint partnership with the well-known OTT player is the potential position that the Mobile network operators (MNOs) in Indonesia should take in provisioning OTT media services, rather than deliver the services by their own.
Intrepid is a research and consulting firm that uses qualitative, quantitative, and ethnographic techniques to deliver customer insights and innovation solutions. It has offices in London and Seattle with a focus on projects in the UK and US. Intrepid helps clients make better decisions through evidence-based insights rather than just research reports. It takes a multi-disciplinary approach and works across many industries including IT, telecoms, media, education, finance, gaming, and retail.
This document discusses the SaaS landscape in India in 2009 according to a report by Zinnov, a consulting firm. It finds that:
1) The domestic SaaS market in India was estimated to be around $50-56 million USD and was dominated by collaborative applications and CRM workloads.
2) The market was still nascent with only a handful of early movers having cornered a large share. Major players included Salesforce.com and Ramco Systems.
3) Many top global SaaS companies were not strongly focusing on the Indian market at that time.
It also notes some challenges SaaS providers faced in India like lack of knowledge about local workflows
David Snook is a bi-lingual marketing management professional with over 25 years of experience in consumer electronics and consumer goods. He has a proven track record of leading teams, developing marketing plans, and growing revenue. He has extensive experience in product management, marketing, forecasting, and optimizing supply and demand. Recommendations praise his leadership, communication skills, passion for delivering quality products, and ability to manage business across borders.
M Life 2009 Modern Government And Mobility Eduardo Fernandez RojoEd Fernandez
Modern Government and Mobility discusses how mobility extends the reach of government. It provides three examples: [1] Providing mobile offices for public servants in the field; [2] Connecting government assets through tracking and sensors; [3] Enabling machine-to-machine communication for remote monitoring and scheduling of resources. The document advocates that government embrace mobility to meet challenges through a strategic approach.
1) The document discusses emerging trends in enterprise applications for 2009, including a greater focus on cost-cutting, easier integration of applications, and new consumption models like cloud/SaaS.
2) Key application areas that will be important in 2009 include BPM, collaborative CRM, financial BI, and tools that support innovation.
3) New application models like software as a service (SaaS) and "mashups" that combine multiple applications and services will become more prevalent, enabling more customized solutions.
This white paper discusses how software can balance standardization and customization for businesses. It argues that software should incorporate standard best practices while also adapting to each business' unique processes. The paper proposes using configuration over customization when possible to avoid high development costs. For needs beyond configuration, it recommends either standardizing the functionality for future releases or developing custom modules through external APIs. This approach helps software remain prescriptive of good processes while adapting to business uniqueness.
Small and Medium Businesses feel the desperate need for adopting IT, yet no single vendor solution seems to serve their plight. Does this call for an entirely different service model?...
The document discusses the strategic marketing plans and objectives of an organization for the year 2012. It provides details on the organization's mission, strategies for various divisions, strategic management approaches, and image marketing. It also outlines the scope of works, development plans up to 2012, factors like electricity generation and capacity in Bangladesh. Overall, the document focuses on analyzing the external environment, developing long-term vision and strategic priorities to guide business planning for transforming and growing the organization.
The Lifestyle 21 - Mobile UX design & wireframe concept for HUBBACarzanova
Nathasit Wajasittisilp - CMO of The Lifestyle 21 Co., Ltd.
This work shop has been specifically provided for @Hubba - Coworking space in Thailand during Jelly Week of 2013.
Material is about concept of mobile UX design and wireframe
which create impact for stakeholders even more than you can think of.
SMB Auto Piloting-IT In The Auto Component SectorChirantan Ghosh
This white paper discusses how IT processes can be automated for SMBs in the auto-component sector through "IT on Tap", which provides on-demand IT and process solutions in a pay-per-use model without requiring capital investment. It describes how IT on Tap can help optimize production scheduling and other processes by integrating plant data systems with analytics tools hosted remotely. TCS claims its iON solution provides this type of process automation and integration to help SMBs improve efficiency through auto-piloting their processes.
In this presentation, we will discuss the e-business architecture, multilayer architecture for e-business sites and various e-business areas. We will also talk about the evolution of e-business and potential of various e-business applications.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
The document discusses electronic business and e-business applications. It describes key areas of e-business like merchandise planning, fulfillment, inventory management, and customer relationship management. Emerging applications discussed include portals, trading exchanges, order management, and virtual fulfillment networks. The document also outlines e-business architecture, benefits, and a multi-tiered architecture for e-business sites. It analyzes challenges, categories of B2B marketplaces, and top business reasons for adopting e-business.
E-business has varied components; they include merchandise planning and analysis, inventory management, knowledge management and customer relationship management. Several new technologies have now emerged to support e-business. Some of them are portals, trading exchanges and indirect procurement among others.
The main reasons for conducting E-business include improving service level, creating growth potential, enhancing customer access and reducing distribution costs.
B2B marketing is dead. Long live marketingSteve Kemish
Presentation from TFM&A London in Feb 2013 - looking at why traditional b2b marketing is dead. Goodbye single-channel blast and hope, hello to multi-channel marketing, for ever!
The document discusses trends that will impact businesses in 2010, including global integration, the participatory internet, workforce demographics, software as a service, virtualized data and devices, and simplicity from design. It identifies opportunity gaps around employee integration, global collaboration, and simplicity/hosting. The 2010 CIO Outlook themes are open data reuse, participation capture, transition to simple/open hosted tools, customization encouragement, reputation-based sharing, and client integration. Services Oriented Architecture and Web 2.0 patterns provide foundations for innovation. Software as a Service offers simpler, easier to use and manage, customizable, and lower cost hosted software.
1. Metastorm provides business process analysis, management, and enterprise architecture software that allows users to comprehensively model and improve business processes and strategy.
2. Their portfolio includes solutions for process discovery, analysis, automation, and optimization that work together to provide end-to-end business process insights and management.
3. By using Metastorm's model-driven approach and focus on business value, organizations can more quickly design, implement, and measure process improvements that increase efficiency and effectiveness.
Learning More About Saa S Strategy TuneupAccenture
The document describes Montclair Advisors' SaaS Strategy Tune-up service. The tune-up provides an analysis of a company's SaaS business model and strategy, comparing it to competitors. It identifies challenges and opportunities to improve profitability, market share, and avoid mistakes. The process involves interviews, market analysis, and delivering actionable recommendations to help companies optimize their SaaS strategy.
The document describes a maturity model for service oriented architecture (SOA) with 5 stages:
Stage 0 focuses on IT departments with little architecture and no reuse. Stage 1 sees some modular software reuse within applications. In Stage 2, information is strategic and SOA expertise grows within lines of business. Stage 3 realizes cost savings through cross-LOB application code reuse. The most mature Stage 4 integrates business flexibility across the entire company.
The document discusses electronic business and commerce applications. It describes cross-functional integrated systems, functional business information systems that support marketing, production, human resources, accounting and finance. It also discusses electronic commerce technologies like transaction processing systems and electronic payment and security systems.
Stage gate innovation decision making new product development process screen ...SlideTeam.net
The document describes a stage-gate innovation process consisting of 5 stages and 5 gates. Ideas move from screening, to development, to testing, and finally to launch if approved at each gate. Each stage involves key activities - scoping in stage 1, building a business case in stage 2, development in stage 3, testing and validation in stage 4, and launch in stage 5. Projects must pass through gates at the end of each stage to move to the next.
This document outlines a phase-gate approach to product launches with 5 phases: (1) Business Case, (2) Solution Definition, (3) Solution Creation, (4) Market Feedback, and (5) Sales & Operations. Each phase has entrance and exit criteria as well as deliverables that must be approved by management in phase-gate reviews in order to progress to the next phase. The goal is to provide oversight and accountability for product launch efforts.
This document discusses the SaaS landscape in India in 2009 according to a report by Zinnov, a consulting firm. It finds that:
1) The domestic SaaS market in India was estimated to be around $50-56 million USD and was dominated by collaborative applications and CRM workloads.
2) The market was still nascent with only a handful of early movers having cornered a large share. Major players included Salesforce.com and Ramco Systems.
3) Many top global SaaS companies were not strongly focusing on the Indian market at that time.
It also notes some challenges SaaS providers faced in India like lack of knowledge about local workflows
David Snook is a bi-lingual marketing management professional with over 25 years of experience in consumer electronics and consumer goods. He has a proven track record of leading teams, developing marketing plans, and growing revenue. He has extensive experience in product management, marketing, forecasting, and optimizing supply and demand. Recommendations praise his leadership, communication skills, passion for delivering quality products, and ability to manage business across borders.
M Life 2009 Modern Government And Mobility Eduardo Fernandez RojoEd Fernandez
Modern Government and Mobility discusses how mobility extends the reach of government. It provides three examples: [1] Providing mobile offices for public servants in the field; [2] Connecting government assets through tracking and sensors; [3] Enabling machine-to-machine communication for remote monitoring and scheduling of resources. The document advocates that government embrace mobility to meet challenges through a strategic approach.
1) The document discusses emerging trends in enterprise applications for 2009, including a greater focus on cost-cutting, easier integration of applications, and new consumption models like cloud/SaaS.
2) Key application areas that will be important in 2009 include BPM, collaborative CRM, financial BI, and tools that support innovation.
3) New application models like software as a service (SaaS) and "mashups" that combine multiple applications and services will become more prevalent, enabling more customized solutions.
This white paper discusses how software can balance standardization and customization for businesses. It argues that software should incorporate standard best practices while also adapting to each business' unique processes. The paper proposes using configuration over customization when possible to avoid high development costs. For needs beyond configuration, it recommends either standardizing the functionality for future releases or developing custom modules through external APIs. This approach helps software remain prescriptive of good processes while adapting to business uniqueness.
Small and Medium Businesses feel the desperate need for adopting IT, yet no single vendor solution seems to serve their plight. Does this call for an entirely different service model?...
The document discusses the strategic marketing plans and objectives of an organization for the year 2012. It provides details on the organization's mission, strategies for various divisions, strategic management approaches, and image marketing. It also outlines the scope of works, development plans up to 2012, factors like electricity generation and capacity in Bangladesh. Overall, the document focuses on analyzing the external environment, developing long-term vision and strategic priorities to guide business planning for transforming and growing the organization.
The Lifestyle 21 - Mobile UX design & wireframe concept for HUBBACarzanova
Nathasit Wajasittisilp - CMO of The Lifestyle 21 Co., Ltd.
This work shop has been specifically provided for @Hubba - Coworking space in Thailand during Jelly Week of 2013.
Material is about concept of mobile UX design and wireframe
which create impact for stakeholders even more than you can think of.
SMB Auto Piloting-IT In The Auto Component SectorChirantan Ghosh
This white paper discusses how IT processes can be automated for SMBs in the auto-component sector through "IT on Tap", which provides on-demand IT and process solutions in a pay-per-use model without requiring capital investment. It describes how IT on Tap can help optimize production scheduling and other processes by integrating plant data systems with analytics tools hosted remotely. TCS claims its iON solution provides this type of process automation and integration to help SMBs improve efficiency through auto-piloting their processes.
In this presentation, we will discuss the e-business architecture, multilayer architecture for e-business sites and various e-business areas. We will also talk about the evolution of e-business and potential of various e-business applications.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
The document discusses electronic business and e-business applications. It describes key areas of e-business like merchandise planning, fulfillment, inventory management, and customer relationship management. Emerging applications discussed include portals, trading exchanges, order management, and virtual fulfillment networks. The document also outlines e-business architecture, benefits, and a multi-tiered architecture for e-business sites. It analyzes challenges, categories of B2B marketplaces, and top business reasons for adopting e-business.
E-business has varied components; they include merchandise planning and analysis, inventory management, knowledge management and customer relationship management. Several new technologies have now emerged to support e-business. Some of them are portals, trading exchanges and indirect procurement among others.
The main reasons for conducting E-business include improving service level, creating growth potential, enhancing customer access and reducing distribution costs.
B2B marketing is dead. Long live marketingSteve Kemish
Presentation from TFM&A London in Feb 2013 - looking at why traditional b2b marketing is dead. Goodbye single-channel blast and hope, hello to multi-channel marketing, for ever!
The document discusses trends that will impact businesses in 2010, including global integration, the participatory internet, workforce demographics, software as a service, virtualized data and devices, and simplicity from design. It identifies opportunity gaps around employee integration, global collaboration, and simplicity/hosting. The 2010 CIO Outlook themes are open data reuse, participation capture, transition to simple/open hosted tools, customization encouragement, reputation-based sharing, and client integration. Services Oriented Architecture and Web 2.0 patterns provide foundations for innovation. Software as a Service offers simpler, easier to use and manage, customizable, and lower cost hosted software.
1. Metastorm provides business process analysis, management, and enterprise architecture software that allows users to comprehensively model and improve business processes and strategy.
2. Their portfolio includes solutions for process discovery, analysis, automation, and optimization that work together to provide end-to-end business process insights and management.
3. By using Metastorm's model-driven approach and focus on business value, organizations can more quickly design, implement, and measure process improvements that increase efficiency and effectiveness.
Learning More About Saa S Strategy TuneupAccenture
The document describes Montclair Advisors' SaaS Strategy Tune-up service. The tune-up provides an analysis of a company's SaaS business model and strategy, comparing it to competitors. It identifies challenges and opportunities to improve profitability, market share, and avoid mistakes. The process involves interviews, market analysis, and delivering actionable recommendations to help companies optimize their SaaS strategy.
The document describes a maturity model for service oriented architecture (SOA) with 5 stages:
Stage 0 focuses on IT departments with little architecture and no reuse. Stage 1 sees some modular software reuse within applications. In Stage 2, information is strategic and SOA expertise grows within lines of business. Stage 3 realizes cost savings through cross-LOB application code reuse. The most mature Stage 4 integrates business flexibility across the entire company.
The document discusses electronic business and commerce applications. It describes cross-functional integrated systems, functional business information systems that support marketing, production, human resources, accounting and finance. It also discusses electronic commerce technologies like transaction processing systems and electronic payment and security systems.
Stage gate innovation decision making new product development process screen ...SlideTeam.net
The document describes a stage-gate innovation process consisting of 5 stages and 5 gates. Ideas move from screening, to development, to testing, and finally to launch if approved at each gate. Each stage involves key activities - scoping in stage 1, building a business case in stage 2, development in stage 3, testing and validation in stage 4, and launch in stage 5. Projects must pass through gates at the end of each stage to move to the next.
This document outlines a phase-gate approach to product launches with 5 phases: (1) Business Case, (2) Solution Definition, (3) Solution Creation, (4) Market Feedback, and (5) Sales & Operations. Each phase has entrance and exit criteria as well as deliverables that must be approved by management in phase-gate reviews in order to progress to the next phase. The goal is to provide oversight and accountability for product launch efforts.
Business plan & how to lauch a new productAly RaZa
The document outlines a business plan for launching a new mobile phone product called Vicky Mobiles. It discusses what a business plan is and the typical steps involved. The plan then describes the Vicky Mobiles product, its distinctive features compared to Samsung Galaxy S3, how it will be manufactured keeping the target market in mind, and how the product will be marketed and seen as emerging among competitors. The target market is identified as youth, business professionals, engineers and doctors.
Marketing strategy : how to manage a product launch ?Pauline Sayet
Discover the key steps to to prepare and manage a product launch.
This presentation will give you best practices for intronucing new products on a market with success.
This document provides an overview of an integrated go-to-market approach for B2B product and service providers focused on customer acquisition and retention. It outlines elements of the approach including a go-to-market readiness assessment, an integrated planning and operating model, and a value framework. The integrated planning and operating model addresses key challenges through collaboration, planning, execution, reporting and leadership. The value framework helps clearly define value drivers, differentiators, and customer value to guide marketing and sales.
IBM - Full year Go-to-market plan templateArrow ECS UK
1) The document outlines a marketing planning template for IBM business partners to generate software revenue growth. It includes identifying revenue targets, growth areas, projected revenue and leads needed to hit targets, and determining the target mix from new and existing customers.
2) The template provides guidance on selecting target industries, audiences, and key messages tailored to different stages of the buyer's journey. It also addresses allocating marketing and sales resources.
3) The template is designed to help business partners develop a full year marketing plan with targeted activities, timelines, budgets, and assigned responsibilities to generate qualified leads and achieve required revenue.
How To Launch A Product: 7 Tips To Drive DemandDrift
Whether you're a product marketer, growth marketer or customer marketer, you'll be able to use the 7 steps in this guide to nail your next product launch and drive demand.
Stephen Ulanoski presented concepts around using technology and data to drive business transformation. He discussed how analyzing location data, customer behaviors, and asset performance can provide insights to improve competitiveness. Ulanoski provided examples of how telematics and business intelligence solutions can optimize fleet routing, dispatching, and capacity planning to reduce costs and increase efficiency. The presentation emphasized translating data insights into strategic business value through partnerships that integrate analytics into customer operations.
Sugarcrm on ibm social business overview at ce bit 2012Friedel Jonker
This document provides an overview of SugarCRM on IBM's social business platform. It discusses IBM and SugarCRM's partnership to bring an open social business platform to customers, leveraging each company's market leading technologies and professional services. Integrated offerings combine SugarCRM, IBM Connections, Cognos, SPSS and other IBM software. The goal is to provide an end-to-end solution for social business.
As marketing dollars continue to shift into digital channels, a new class of software applications has emerged to help automate and integrate digital marketing activities, from customer acquisition through retention and loyalty programs. The JEGI Sector Insights brief provides an overview of this EMM Stack of applications that are helping marketers address the growing complexity of digital campaign execution. Demand is strong, and budgets are sizable, for a new class of digital marketing services required to build and maintain the Stack. These services actually look more like technology consulting and IT services. The outlook for growth in this new services category is attracting new providers to the market and is driving continued growth in the Stack and a vibrant M&A market.
This document provides biographical information about an individual. They were born in 1987 in Jamshedpur, India. They have a Bachelor's degree in Computer Science from Pune, India. They have worked in the media and IT industries in India and the U.S./U.K. since 2006, gaining experience in various roles including business strategy, customer presentations, solution design, and coordination. They are currently pursuing a global MBA degree in marketing management with a focus on becoming an industry leader in the IT field.
John Kottcamp is the Chief Marketing Strategist at Ascentium, a digital marketing agency. He has over 20 years of experience in strategic marketing and has held executive roles at several large companies. Ascentium has over 600 employees, $80 million in annual revenue, and is focused on strategy, research, experience design, and measurement for its clients. Successful CMOs need to be strategic thinkers who are customer-oriented, results-focused, and able to create and manage change. However, CMOs face challenges like short job tenure and a lack of respect from other C-level executives. To be successful, CMOs must adopt a data-driven, customer-focused approach and ensure marketing efforts are measurable and aligned with
Hari Sarma has over 30 years of experience in the automotive and IT industries. His long term career goal is to become a CIO or senior management. In the mid term, he aims to become a Director of Business Intelligence Centers of Excellence. In the short term, his goal is to take on a role as Group Sustainability/Program Manager. Currently, he is an IT Application Sustainability Manager.
This document provides an overview of IBM for Henrik Dalin. It discusses IBM's history starting in 1911 in the US and expanding to Sweden in 1928. It now has over 400,000 employees working in 170 countries, and had $100 billion in revenue in 2010. The document also summarizes that IBM focuses heavily on research through its 4000 researchers across 9 facilities, publishing numerous reports, and receiving several Nobel Prizes. It describes IBM's structure and business groups.
Demand Driven Marketing. By Greg Banks. Available On Linked In. February 2011.banksgreg
This document discusses demand-driven marketing and Greg Banks' professional experience in helping companies generate recurring growth and ROI. It begins by explaining how marketing has shifted from a supply-driven to a demand-driven era where customers are in charge. The document then outlines Greg Banks' professional distinctiveness in having experience across many industries and his ability to help employers generate recurring marketing growth. Finally, it discusses how Greg Banks could help the company by assisting with business development, client-facing leadership, or service build-out using his process for recurring growth and ROI.
The document provides tips for marketing on a frugal budget. It recommends (1) thinking narrowly to focus offerings on a specific audience or niche, (2) owning the ecosystem by controlling related areas, and (3) creating your own marketing channels through customized media, awards, and building a customer community. It also suggests prioritizing insights over information to provide thought leadership, and leveraging online channels where target audiences spend time using a hub-and-spoke strategy. The overall message is that marketing can be effective with limited funds by taking a targeted approach and controlling your messaging.
Ibm future of retail and consumer products 2013Friedel Jonker
This document discusses strategies for retailers to adapt to changing consumer behaviors. It outlines IBM's 2I Intelligent Integrated 4S Blueprint approach, which provides solutions, software, systems, and services to help retailers understand smarter consumers. The approach aims to create a seamless customer experience by knowing, valuing, informing, and securely serving customers across channels. IBM can help retailers transform digitally and achieve their goals through various phases. The biggest challenge is that consumers are becoming more informed, interconnected, and empowered due to technology changes, so retailers must adapt.
You've just embarked a Business Process Improvement initiative for your company, but how do you communicate your goals with your internal audience? Where do you start and what communication channels should be used to achieve optimal buy-in? Read more or visit us at http://www.verityconsult.com
This document discusses the creation of a new organization called Global Trade Solutions (GTS) to address challenges with the bank's existing fragmented trading systems and solutions. GTS would consolidate trading applications across divisions under one organization to develop integrated, global solutions. This would help reduce costs and complexity while enabling growth. The objectives are to organize trading IT staff under GTS, define an architecture to support long-term sustainability, identify core applications to invest in, and eventually expand GTS to other regions. The document was produced by Kaushik Pramanik on October 1, 2009.
Amazon Org Structure Study and proposal for entry in IndiaTushar Gupta
The document proposes organizational changes to Amazon's structure in India. In Stage I over 1-2 years, it recommends a two-stage setup with heavy involvement of Indian leadership to preserve culture while increasing the customer base. Key goals in Stage I include establishing Amazon's flagship offerings in India while upholding brand values, adapting the retail business to India, and establishing engineering teams to support Kindle and e-commerce platforms.
2009 Summit Presenation on enterprise applications, Analytics and KMEinat Shimoni
The document discusses trends in enterprise applications, knowledge management, business intelligence, and other technologies. It covers the following key points:
1) In a time of economic recession, IT projects face tighter budgets and scrutiny, focusing on low-risk projects with quick paybacks. New models like SaaS are gaining traction.
2) Major trends include the rise of SaaS and open source software. SaaS provides savings through a multi-tenant architecture but faces challenges in Israel related to data sovereignty and local support. Open source is gaining acceptance but requires available expertise.
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2. Contents
Purpose of this document
The bigger picture (audience, segments, verticals)
Business audience deep-dive on:
BDMs IWs
− Who are they? − Who are they
− Their responsibilities − Segmentation
− Challenges they face − How they work
− Sources of information − What they use
− Products they choose − Products
− Their attitude towards Microsoft − Insights
− Insights and communications − Opportunities
Final thoughts
3. Your hosts today
Raj Misra Benedicte Philippe-Domin
Senior Strategist Training & Readiness Global Lead
(Seattle) (Paris)
4. Purpose of this document
To equip you with in-depth
knowledge about
Microsoft‟s business
audiences, being BDMs
and IWs, and how to best
connect with them.
5. Why do we care about business audiences?
Technical audiences MANAGE Business audiences USE technology
technology o Productivity increase
o Security o Improved client service
o Reliability o Mobile capabilities
o Disaster recovery o Storage / recovery
o Workload minimization
“People want to save everything they have which “Exchange makes us way more productive, it is
creates storage problems” business critical”
“Only about 1% of our email isn‟t Spam, so we “We use it because it is works with my mobile
need good protection” phone really well plus the shared calendars are
going to be very important”
With democratization of technology, end users and business audiences
are playing a more important role
7. Microsoft Segmentation Approach
VERTICALS
What are the specific industry
traits must we address?
AUDIENCES
(BDM, IW, IT PRO, DEVELOPERS…)
Who is our audience, what
SEGMENTS are the insights and best ways
(Enterprise, Partners…) communication points?
Which segment are we talking to?
8. SMSG Marketing Matrix
SEGMENTS
EPG SMS&P
Public
Enterprise Education Depth Breadth Partners
Sector
BUSINESS DECISION MAKERS (BDM)
A
IT DECISION MAKERS (ITDM)
U
D
Marketing
Audience
I ITI IMPLEMENTOR (ITI)
E
N DEVELOPERS
C
E
DESIGNERS
S
INFORMATION WORKERS (IW)
Segment
Marketing
9. Commercial audiences mapping
Function Leaders
CxO
VP Sales CMO COO VP R&D Other
ITDM : CIO CFO (Finance)
(Sales) (Marketing) (Operations) (R&D)
VP HR (HR)
BDMs
Business Apps / LOB CIO
Infrastructure & delivery
Supply Chain Management
Research & Development
Training & Development
Product Management
RM / Digital Marketing
Executives
Function
Architecture / CTO
Customer Service
Administration
eCommerce
Procurement
Accounting
Advertising
Recruiting
Planning
Treasury
Logistics
Benefits
Development
Legal
Sales
PR
Security
IT I
Other EU / IW
Desig Develo
IT ners pers
Technical audiences (TAGM) Business audiences
CxO CEO, CTO, CIO, CMO etc.
ITDMs IT Decision Makers
Business Decision Makers
IT Implementer BDM-TI Technology Influence
ITI
IT generalist, IT specialists BDM non-TI Business Decision Makers
Other IT Non - Technology Influencers
(desktop support, infra
support, LOB specialist) EU / IW End Users / Information Workers
11. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
What titles they carry
What job do they do?
What
responsibility do
they carry ?
What is the decision
making process
like at different BDM
levels?
What challenges
come with the job?
To excel at their job,
where do they go for
information?
What products
are relevant to
them?
When considering
Microsoft, what is
their attitude
towards us?
What insights can we
tap into to best
communicate with
them?
12. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
A very versatile group of people.
From a 10-man company owner
to
a 100,000-people global, public-listed company CEO
13. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
A BDM persona
I am a man (78%). I obtained tertiary education. I work in a
service or manufacturing company. My annual
compensation can easily exceed $150,000. I use a
computer in my office, and work with Windows XP & Office
2007. I always have my mobile phone near me or my PDA. I
surf the web every day. I feel optimistic about my future. I
am ambitious and love my job. I read a lot about the
economy, my own industry and my job to stay ahead of the
curve and lead my company.
I‟m around 40 years old. I‟m married with children. My wife
is working too. My professional life and my private life are
not completely balanced. I live in a high-paced cityor its
suburbs. I love sports. I often read. Outside of work, I like
going to clubs to meet like-minded leaders. At home, we
are over-equiped with high tech products. I am a frequent
flier for both business and personal reasons, on business
class (20%).
14. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Who is a Business Decision Maker
Decision maker of a company or an organization exceeding 10 persons
Covers both private and public sector
Manages either the whole company or a department
Does NOT work in the IT department
Top job is managing people and budgets efficiently and effectively
Looks after the long-term, strategic company direction (strategic, human,
budgetary)
Most likely to meet with senior company management
Many BDMs have an influence on technology : TIDM (technology-influencing
decision maker) or TI BDM (same thing)
TI BDMs are not just c-level executives
Most involved with technology as capital expenditure
Top goal is turning IT from an expense into a strategic asset
Final decision authority on technology purchases
Little or low opinion of Microsoft
Microsoft‟s focus has been on BDMs in : finances, sales and marketing, HR and the
supply chain roles (from procurement to after-sales services including production)
15. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
BDM at work
Their career success is their first objective, they accept the
sacrifices required to succeed (length of a day worked, little
family time)
Their personal priorities :
– 1st : increase their income (52 %)
– 2nd : develop new competences (42 %)
They are optimists
– 84 % are optimistic about the future of the company
– 84.5 % are optimistic about their professional future
16. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
BDM audience size in USA
Download sizing breakdown for your country.
1,951,000
Enterprise
4,310,000
Mid Market
2,858,000 1,496,000
Small Org
2,733,000 2,226,000
Tech Competency
- Non TI BDM TI BDM
+
9,902,000 Non TI BDM 5,673,000 TI BDM
Source: Microsoft‟s BDM Group, March 2010.
17. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
TI BDM vs. BDM ?
TIDM and TI BDM: same same
The TI BDMs are a sub group of BDMs and represent 73% of the BDMs
TI BDM overall involvement in the IT purchase process is high
TI BDMs‟ IT influence varies by IT product category; lowest for server/tools
products, highest for business applications
Top focus areas for most TI BDMs are customer-facing and financial process
software
Most TI BDMs report friendly relationships with ITDMs
There are 4-6 TI BDMs in a typical mid-market company; 12-15 in a typical
enterprise
Microsoft‟s primary marketing focus is on TI BDMs.
18. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
A BDM can also fully/partly be an ITDM
19. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
A BDM can also partly be an IW
20. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
BDM vis-à-vis IW
Which of the following best describes your role at work?
I am responsible for making
Exec decisions about the goals/priorities
BDM
of my department and/or the
overall company.
Management
I determine how to complete
Coordination my projects and/or tasks.
or
IW
I am responsible for
Implementation
contributing to a team and
completing my own
projects/tasks.
21. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
How they describe their responsibilities:
22. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
BDM Roles & Responsibilities – Key Words
When asked to define the „essence‟ of their positions in just a few words, the following
terms that emerged with some frequency were: manage, control, lead,
communicate, coordinate and oversee.
– I could say that I manage the direction, I oversee it more so. [Chicago, BDM]
– I have to lead, responsibilities, the juggling of different personalities throughout the organization… [Chicago, BDM]
– To be considered a leader amongst my team and to direct responsibilities and job functions to others and to hold them
accountable. [Chicago, BDM]
– Oversee, planning and implement. […] It‟s basically what I do. […] Oversee is the same word as management. [SF,BDM]
– Coordinate, project management, and events. […] I see coordinating as taking pieces from different people and putting
them all together, whereas the events and project management is something that I own and make all the decisions on and
roll out completely on my own. [SF, BDM]
– I control payments within Germany and on an international level, so I underlined control. I test and find new software. So I
control, tend and test. [Frankfurt, BDM]
– I said to check the budget, control purchase, and help to structure and the IT content. I underlined control, agree, and
participate. […] This is control whether people stick to the defined budget. We have to work with the budget that we have.
[Frankfurt, BDM]
– The first one is communication. We‟ve got about a thousand staff in 18, 20 offices across the globe, so we‟ve got to
communicate everything from the engineers to the media to the staff… it‟s very difficult to keep everyone up to date with
the bids, to tracking, to just trying to make a big company seem like a local company is key. [London, BDM]
– The three words [for the essence of my position], I‟ve got detail, management, and communication. [London, BDM]
– The coordinator. I am the go-between between the top management and lines of business, and I have to develop
concrete plans, action plans, and manage the plans. Actually it‟s the line of people to implement and I have to manage
them implementing plans. [Tokyo, BDM]
– I plan. […] And manage people implementing plans. [Tokyo, BDM]
Source: CMG Market Research “BDM Influence Mapping Final
Report_033108”
23. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
BDMs self-expressions on their roles and responsibilities
Despite a broad range of roles and industries a number of consistent
elements emerged when BDMs were asked to describe their roles.
– Most BDMs tended to describe their roles in terms of their responsibilities, often listing the
functional areas they managed or the key deliverables they were accountable for.
- I‟m a Purchasing Manager for a large insurance company. I buy all products using internally outside services. I
also manage the corporate travel and the corporate auto fleet. In addition, I also manage our San Francisco
office‟s portion of our internal mailroom, 12 employees total. [SF, BDM]
- I work for an export company. I supervise a staff overseas. I work with 34 managers. I purchase products. I
meet with vendors. I meet our customer demands. I work with our warehouse staff. I do advertising and I
manage our local office. [SF, BDM]
- I am the Operation Supervisor of AG Edwards, a financial. I take care of all the employees, all the trading, the
daily ins and outs of all trades electronically, and all of the communications the branch goes through, whether
it be phone or computer, that kind of thing. [Chicago, BDM]
- I‟m responsible for the service planning. I make tenders. I speak with employees. I‟m in contact with other
branches of the company and I‟m in contact with our customers and I‟m responsible for customer care. So it‟s
service planning, employee care and customer care. [Frankfurt, BDM]
- I‟m Manager of a varied group of about 10 people providing support services in the global head office in a
Fortune 100 company. So I‟m head of the facility support unit. We‟re providing everything that people need
to do their job, whether it‟s the chair they sit on or the desk they sit at, what phone they use, what car they
drive, what lunch they eat. [London, BDM]
- Marketing Service Manager for a worldwide travel company. Production of sales and photography. Run a
team of people, databases and print and ensure online imageries are kept up to date and maintain
corporate and individual identities. [London, BDM]
- From the planning all the way up to the implementation for the entire process I have the decision making
process, and I should be responsible for the result of the actions taken and the process. [Tokyo, BDM]
Source: CMG Market Research
“BDM Influence Mapping Final Report_033108”
24. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
BDM involvement in the decision process
BDM consider having three main tasks :
– 67 % of them consider they have ”to frame/plan”
– 65 % of them consider they have ”to manage”
– 64 % of them consider they have ”to decide”
BDM also take part in the IT purchases process of their company
BDM % Index
BDM involvement in the buying process
66 200
64
64 197 195
62
190
60
58 185
182
56 55 180
54
175
52
50 170
For software > $ 5,000 Hardware equipment > $5,000
Source: FCA 2008
25. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Social and non-social influences on
BDM‟s decisions
26. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
BDM‟s [professional] social influences
Social influencers are a select bunch of people close to a BDM
Social influencers most often (over three-quarters) to be "internal", i.e., part of the BDM's
organization
Social influencers are far more likely to be drawn from the Finance and IT
departments (over three-quarters) than from any other department
Only two social influencers on average
Long standing relationships; average 7+ years
Social influencers are viewed as honest, dependable, trustworthy and credible (top
2-box scores higher than 80%)
The information provided by social influencers is characterized as very important
And this information is perceived as free from any vested interests (over 80% of
social influencers are "not trying to push an agenda")
As such they are in frequent and regular contact
Source: BDM Influence Mapping, MaPS and
CMG Market Research, March „08
27. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Email and in-person contact top the
interaction with social influencers
0% % by Phone 25% 0% % by e-mail/IM 25% 0% % In-Person 25%
Multiple times a day 15% 21% 18%
Once a day 8% 11% 11%
Several times a week 17% 19% 11%
Once a week 17% 13% 13%
Several times a month 13% 14% 11%
Once a month 13% 11% 12%
Once every 2-3 months 9% 6% 11%
Once every 6 months 2% 3% 5%
Once every year 1% 0% 4%
Less than once a year 1% 0% 2%
Never 4% 2% 1%
Source: BDM Influence Mapping, MaPS
and CMG Market Research, March „08
28. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Most prefer a work-only relationship *
Relationships are strictly
social
Relationships are
predominantly social with
some work related 4%
2%
interactions
29% 65%
Relationships are
predominantly work related
with some social interactions
Relationships are strictly work
related
* More so in enterprises and less so in small and medium business.
* This is also less applicable to regions like Asia where work-personal relationships are more common.
Credit: BDM Influence Mapping, MaPS and CMG Market Research, March „08
29. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
BDM‟s non-social influences
Non-social influences are all influences other than social influencers
The top sources of non-social influence are:
Product demonstrations
Conferences
Sales presentations
Worth noting that the above three sources all involve a human element and
interactivity
Three times as many non-social influences as social influencers.
Likely to be much less impactful as compared to social influencers.
Six non-social influences on average
Least impactful non-social source: pure content.
Non-social influences not viewed as honest, dependable, trustworthy and
credible
Likely to be characterized as non-essential or simply unimportant
Information being affiliated with vendors/suppliers and as such perhaps
colored by vested interests
Non-social sources of influence consulted on an "as-needed" basis and at a
much lower frequency than social influencers
30. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Engaging non-social influences happens once
every 2-3 months.
10
0% 25% 00
%%
Multiple times a day 1%
Once a day 2%
Several times a week 4%
Once a week 6%
Several times a month 9%
Once a month 17%
Once every 2-3 months 22%
Once every 6 months 20%
Once every year 14%
Less than once a year 5%
Credit: BDM Influence Mapping, MaPS and CMG
Market Research, March „08
31. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
TI BDM Influence Map
Webcasts/webinars (239, 83) Trade shows (245, 56)
Bus. pubs./ columnists (233, 46)
Trade mags./journals (245, 56)
Non-social Influence
White papers/tech l
iterature (227, 40)
Conferences/speakers (343, 57) Social Influencer
IT Dir/SM-IT/MIS,
Supplier websites (343, 57)
Co-worker (210, 196)
Books
TI BDM Sales presentations (361, 122) = 0.48
(175, 26)
Pdt. Demos (419, 170)
Analyst websites
(169, 72)
Tech. Consult.
websites (140, 65)
Dir. rpt./Subord.
(122, 149)
E-mail newsletters CXO-Finance, Boss/Mentor
(116, 26) (29, 156)
BBs, DGs, blogs (105, 29)
Other (52, 116)
CIO/CTO-IT/MIS, Co-worker
(76, 261) External, Tech. Consult. (70, 130)
Other-Other, Co-worker (52, 145)
The first number is the strength index calculated as the ratio of the percent of times an influence is cited to the average percent of times all social and non-social
influences are cited. The second number is the impact index calculated as the ratio of the percent of times a cited influence is described as essential to the average
percent of times all cited social and non-social influences are described as essential.
Source: BDM Influence Mapping, MaPS and CMG Market Research, March „08
32. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Majority seek advice from colleagues before making a decision.
Many prefer committee-based decisions are well advised and are willing to
observe others prior to making a decision.
BDM Personal Decision Making Style
% Top 2 Box
0% 100%
Seek out advice from colleagues before making 59% 59%
recommendation
Decisions made by committee are less risky as 44% 44%
several perspectives are considered
Rely on others' good experience with product 42% 42%
Observe others before making decision 39% 39%
Hands-on decision maker 21% 21%
Continue using product with experience rather 16% 16%
than try new ones
Decisions made by committee are safer and have 16% 16%
less accountability
Like to gamble on new products 8% 8%
Rely on gut feel and experience 7% 7%
This indicates that these BDMs are likely to be influenced by social and
non-social influencers. This is good news for us.
Credit: BDM Influence Mapping, MaPS and CMG Market Research, March „08
33. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Reaching BDMs is like
catching a slippery fish
34. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
It‟s a demanding audience…
65% of business decision makers claim to never click on
online ads
Many won’t get past the headlines of a print ad
They are expensive to reach
35. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
It is expensive and difficult as they tend to stay away
from eDMs and banner ads.
Source : Microsoft Digital campaign benchmarking tools
(comparative global results, Q4 FY08)
36. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
So where do they get information and
knowledge?
37. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Recommended Contact Tactics for BDMs
BDM‟s current information seeking patterns :
– reliance on WOM, especially social influencers
– desire for targeted, industry-specific information
– need for solving business, not technical challenges
Based on these patterns, a series of tactics were
evaluated, based on:
– Efficiency at moving a BDM lead from awareness to
purchase
– Impact of the tactic (relative to others)
– Cost
– Time to generate a lead
38. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Evaluation of media tactics (cont)
Messaging Stage
Impact of Tactic Awareness / Cosideration / Loyalty / Time to
on Target Knowledge Trial Satisfaction Advocacy Cost generate leads
Reach /
Tactic (1 = Low / 3 = High) (Effectiveness, 1 = Low / 5 = High) Depth ($ = Low / $$$ = High) (1 = Low / 3 = High)
Breakfast meetings / symposia 3 5 5 4 4 Depth $ 2
Business leader groups/Chambers of Commerce 3 3 2 2 2 Depth $$ 2
In-flight magazine 3 5 5 4 4 Reach $$ 2
Collateral 3 5 5 4 4 Reach / Depth $$ 2
Analysts (eg. Foley) 3 5 4 3 2 Depth $$ 2
CIO mag ad buy 3 5 4 3 3 Reach $$ 2
Industry 3 5 5 3 3 Reach $$ 2
conferences
Industry leader 3 5 5 3 3 Reach $$ 2
Targetted Email 3 4 4 3 3 Reach / Depth $ 1
Online search 3 4 4 2 2 Reach $ 2
Buzz creation kit 3 4 4 3 3 Depth $$ 2
Local and regional Events 3 4 3 3 3 Reach $$ 2
Roundtable discussion 3 4 4 3 3 Depth $$ 2
Local radio spots 3 4 4 2 2 Reach $$$ 3
(with CTA - website, event, offer
Blog channels 2 4 4 3 2 Reach $$ 2
Source: ALM Dev Framework for Microsoft by Y&R Brands, March 2007
40. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Evaluation of media tactics (cont)
Messaging Stage
Impact of Tactic Awareness / Cosideration / Loyalty / Time to
on Target Knowledge Trial Satisfaction Advocacy Cost generate leads
Reach /
Tactic (1 = Low / 3 = High) (Effectiveness, 1 = Low / 5 = High) Depth ($ = Low / $$$ = High) (1 = Low / 3 = High)
Viral Game 2 2 2 1 1 Reach $$$ 2
Cab flyers 1 2 2 1 1 Reach $ 1
Messenger BOT 1 2 2 1 1 Reach $$ 2
MSFT 2 1 1 4 4 Depth $$ 3
Recognition
SMS content 1 1 2 2 1 Depth $$ 2
Executive 1 1 1 3 3 Depth $$ 3
Dashboard
Source: ALM Dev Framework for Microsoft by Y&R Brands, March 2007
41. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Few practical things we have learned
Social influencers and non-social influences need to be
paired up
Best to engage TI BDM alongside an ITDM
– For example, in BI (business intelligence), targeting Finance
Director/ CFO (as TI BDM) alongside a CTO (as ITDM) would be key
to winning.
From our experience, we know;
– direct mail + email + telemarketing to begin engagement
– online + telemarketing to sustain dialogue
– events to close deals
42. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Product involvement
View
of
Business Process & Highest Opportunity for SW/IT
Integration App Integration & Connectivity
Storage
Strategic
Management &
Security
ROI
Server Foundation
Stable
Utility
Client
Cost
External Only Internal Only Internal & External Blend
TI BDM Focus
43. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Even the most engaged BDMs (with IT influence)
perceive Microsoft as monolithic, unaware, and
indifferent.
• Most BDMs only interact with Microsoft‟s desktop products, therefore Microsoft = Office
• They lack awareness of Microsoft‟s broader capabilities and struggle to comprehend the
company and its people as something apart from Office and Windows
44. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Having a relationship with Microsoft is perceived as out of reach for
most, relative to other great business relationships.
• Most BDMs feel the real Microsoft is well beyond them…
• BDM‟s company is too small for Microsoft to accommodate
or even care about…
• Or they cannot grasp the idea of having a relationship with (as a Company)
this very large company, MS.
• Beyond Bill Gates, these BDMs have difficulty picturing the
people behind Microsoft.
• When comparing MS to their preferred relationships,
BDMs expect to see a sense of caring and personal
relationship.
• BDMs know what makes a great relationship.
• This is diametrically opposed to BDM perceptions of MS.
• The way BDMs see MS has profound implications on how MS
needs to build a relationship.
• A few ponder whether they even need more of a
relationship with Microsoft beyond that of a user.
• No reasonable alternative to Microsoft.
• Microsoft‟s pervasiveness does not require a great
relationship
Source: Relationship and Advocacy Focus Group Research, WW BDM
Audience Group, June 2008
45. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
BDMs are less certain of the value Microsoft offers as opposed to ITDMs
who are the most likely to see Microsoft as a good value.
Targeted
Consumers ITDMs IT Is BDMs SBOs Developers
Broad Elites
Quality
Most important Good Value Good value
(43%)/Value Quality (43%) Quality (42%) Quality (42%) Quality (42%)
factor in purchases (33%) (45%)
(41%)
Strongly agree
Microsoft is a good 31% 11% 59% 36% 22% 33% 30%
value
Family/Company
has been affected
32% 27% 35% 39% 25% 38% 26%
by downtown
a great deal
Top Good Value Quality for a Quality for a Quality for a Quality for a Quality for a
Customer service Reliability
Driver good price good price good price good price good price
Highest
Lowest
Source: Microsoft Value Messaging Research, CMG
Market Research, May 2009
46. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Q64-82. Please indicate how much it applies to
Microsoft. Scale - 1 = “Does not apply at all” and 9 =
“Applies completely.” BDM ITDM Where Microsoft
falls short on
Net Score = Top 3 Box (9 + 8 + 7) – Bottom 3 Box (1 + 2 + 3)
Ranked by Consumer
85 85
creating value
Is an industry leader
Has a vision for the future of technology 74 79
Is innovative 70 82 [quality + cost]
Offers leading-edge products 73 78
with BDMs.
Has reliable products and services 57 78
Makes my life easier 70 78
Is a company I trust 66 77
Offers leading-edge services 63 75
Has secure products and services 55 71
Products are high quality for a good price 53 76 BDMs see less “quality” in
Services are high quality for a good price 46 76 Microsoft than ITDMs
Has products and services that fit my household/company
61 78
budget
Helps me/my company create opportunities to succeed 58 82
Has good customer service 43 71
Wide divide between
Helps people get access to the products they need at a low cost 30 77
Total cost of deployment is lower than competitors 32 65
BDMs and ITDMs on “cost”
Total cost of ownership is lower than competitors 34 67
Source: Microsoft Value Messaging Research, CMG Market Research, May 2009
47. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
BDMs perceive getting better value from Dell, HP and even Apple.
ITDMs see Microsoft as best value.
Q54. Which of the following companies do you think is most
concerned with offering good value to its customers? BDM ITDM
Ranked by Consumer
Dell 42 18
Microsoft 13 37
Hewlett Packard 20 10
Apple 14 12
ASUS 3 1
IBM 8 22
Source: Microsoft Value Messaging Research,
CMG Market Research, May 2009
48. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
Company Advocacy Assessment Exercises…
Situation 1: Solving a Business Problem
Customer Selected
Vendor
I do not involve I proactively
the vendor or work with vendor
company at all or company to
when define the
determining the business problem
business and shape the
problem. solution.
49. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
Company Advocacy Assessment Exercises (cont.)
Situation 2: Interacting with Peers and Management
Customer Selected
Vendor
I publically
I do not communicate
communicate the vendor or
the vendor‟s or company‟s
company‟s value at external
value ever. events and in
external written
communications
50. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & comm
Current dialogue
Business decision makers are not used to hearing from
Microsoft directly
Especially not in person
51. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
When communicating with BDMs, we
typically use the following three
dimensions:
– Segment:
• GMSC | depth | breadth
• Commercial | Public Sector
– Function:
• CEO, IT, HR, Finance, Sales, Marketing, etc.
• ITDM or TI BDM
– Industry sector:
• Retail, Manufacturing, Finance, etc.
52. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
How Microsoft communicates with BDMs
Microsoft
Dev Evangelists
BDM
CxOs VPs, LOB
Microsoft
Microsoft
Field Sales
Hi-Touch
Partners
Development
managers
Lo-Touch
Partners
Key
Promotion
Evangelism
Influence
Source: Microsoft / Y&R ALM Framework
62
53. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
Microsoft has considerable room to grow in order to
build relationships and advocacy among BDMs.
Key Steps for Building Strong Relationships and Advocacy
• Performing above and beyond
the call
• Coming through in a tough or
difficult situation
• Consistent great performance
• Putting name/reputation on the
line
• Making the BDMs look good
54. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
Unaided, BDMs recommend for Microsoft to focus on:
Build Solution Awareness Develop Personal Relationships
•General and targeted advertisements •Account representatives (1:1)
•Direct mailings •Get to know me and my company
•Ads in trade magazines •Determine my needs
•Brochures •Provide solutions
•DVDs •Lunch
•Trial offers •Follow-up
•Participate in tradeshows and conferences •Host social events
•Product demonstrations and workshops •Raise awareness of involvement in charities,
•Traveling Microsoft road show scholarships, and the environment
•Offer discounts and incentives
•Technical support
Source: Relationship and Advocacy Focus Group Research, WW BDM
Audience Group, June 2008
55. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
What would make a BDM leave his office?
• Compelling reasons or benefits to BDM (job
made easier or more efficient)
• Topics of interest to the BDMs
• Cocktails/entertainment
• Key Microsoft Executive speakers
• Attendance prizes (discounts on
products, dinners with MS Execs, etc.)
• Casual environment
• List competency required (making
less skilled more comfortable)
Source: Relationship and Advocacy Focus Group
Research, WW BDM Audience Group, June 2008
56. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
So what do TI BDMs want from Microsoft?
Very short, high And not too One way only – Make it job- and
level messages often… “I’ll call you” industry-specific
• “I should get the bullet • “Once a month some kind • “I would like to get 1 way • Do your homework - you
points to know how it can of newsletter.” communication I can know our SIC code – give
assist me in human and deal with at my leisure like me things focused on
real terms. How the • “Once a year or so is all I the magazine. For that.”
technology works send it need.” discussion call IT. If I have
to IT.” a need I will find them.” • “Get on our web site and
• “A monthly email with understand the business.”
• “I prefer the technical new products, • “Send me magazine and
gets funneled through IT. information, news – but invitation and don't call • “I need industry specific.
Just give me the more give me something to me – send me stuff.” They have to show they
global bullet points and if make me think or grin or have gone above and
there were more questions something.” • “1 way communication beyond to learn the
I can call them or call IT.” so it‟s on my timetable business - talk to customer
• “I wouldn‟t want them and my schedule.” service and call into the
• “I don't know the contact me saying guess organization before you
technical jargon and what I have for you. If it • “I need to peruse it on my call up a decision maker.”
want to know the business was an add on to what I time and no phone calls.”
perspective. If it‟s have I would like it but I • “Say we have something
interesting from a business don't need a groupie • “Contact me through an that does this or handles
perspective send it to me hanging on “ email and I‟ll contact that. That is what will
and then they can talk back if I want solutions- attract me more than
tech to IT.” • “A quarterly magazine but I wouldn‟t be generalities.”
seems right.” receptive of them calling
me out of the blue to sell
me a product.”
Source: BDM Relationship With Microsoft, BDM Relationship
Group, March 2003
57. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
Findings on BDMs can be paradoxical
From research available, we might hear feedback and
recommendations from BDMs that are contradictory and
paradoxical. E.g. not wanting regular outreach from
Microsoft – yet feeling they should be made aware of any
relevant offerings at the time they are seeking information
for a new application or to solve a business need.
This could be due to the differences in the organization
size and/or geographies.
This means, we need to:
– Understand the specifics of the targeted BDMs
– Test on smaller sampler before going big-bang
58. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
Messaging : what works and does not work
What Works:
– Solve a Business Pain. BDMs manage business pains on a daily basis. Resolving or
easing any of these pains in our messaging will resonate well.
– Quantify Savings. Showing that Microsoft software (e.g. Office) costs just about a $1
day for hours upon hours of productivity helps explain the value that Microsoft
brings to businesses.
– Connect Microsoft Products Directly to Immediate Savings. BDMs process
Microsoft value in terms of results and they are looking for immediate delivery of
those results. The relationship between Microsoft’s Unified Communications and
the resulting increase in productivity and decrease in travel costs gives BDMs an
example that is easily understandable and appears to be immediate.
– Emphasize Innovation, Vision, Trust. These form a trifecta for BDMs: BDMs trust
Microsoft will deliver products that help drive business; in addition Microsoft has the
vision and will continue to innovate which will help BDMs grow their companies.
59. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
Messaging : what works and does not work
What Doesn’t Work:
– Highlighting $9b in research. Opposite to SBOs, BDMs do NOT want to think about
Microsoft massive commitments and the resulting economic impact – perhaps the
figure spawns a sense of delay in enjoying the benefits of the investment
(counterpoint to the immediate savings point above).
– Going too technical. As with the SBO audience, virtualization and cloud computing
did not register (again possibly due to a perception of delayed savings).
– Implying Microsoft is Always the Answer. Messages that infer Microsoft’s products
are the answer for companies no matter the economic condition – good, bad or
somewhere in between – are not believable or successful.
60. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
Business Decision-Makers: Top Ranking Messages
Index Score = Net Believability + Strongly Agree MSFT Good Value + Very Likely to Purchase/Deploy/Develop
Net Stgly Very Index
Net Believability = (5 + 4) – (1 + 2) Top 10% Top 33% Bottom 33% Bel Ag Lkly Score
Ranked by Index Score
Your most important asset and key to business success is your people, never more so than in tough
Familiar economic times.
Microsoft puts powerful, familiar tools in the hands of your people, enabling them to get to
Product =
Empower- work quickly on projects and work the way that’s best for them. Microsoft’s familiar toolset and well-established presence across business 79 20 22 121
ed Employ-
ees
processes helps empower your employees to get the most value from
familiar, existing technology.
Microsoft Office represents incredible value for your organization-- for about a dollar a day your
people can have a full productivity suite that organizes mail, handles presentations and budgets along with
Office 60 25 25 110
scheduling and contacts. This incredible value has helped Microsoft Office to become the standard of modern business against many
competitors, even free ones.
businesses can’t afford to make a risky investment or to retrain staff on new
In times like these,
technologies that don’t have a rapid return on investment. Microsoft server technologies like Windows Server
Eco-
system and SQL Server are industry standards, with hundreds of thousands of certified professionals 64 20 21 105
with skills to support your Microsoft infrastructure. With such a robust ecosystem, you can be confident that your
trained staff can maximize the impact of your Microsoft investments.
Since 1975, Microsoft has helped lead the software revolution that has brought computers to where
robust tools that have contributed to economic growth, from world capitals to
they are today:
Stability remote villages. No matter how great the challenge, Microsoft will be there to give our customers, both home 70 18 16 104
and business users, the tools that will help them realize their potential and open
new worlds.
Sometimes your company’s best people are spread across the country, or even the world. In tough economic times, it’s understandable that travel policies tighten up. Microsoft Unified
Better
Commun- Communications provides a familiar interface across PC, web and mobile devices, accelerating end- 64 20 20 104
ication/
Less Travel
user adoption and enhancing productivity. Your company’s staff stays productive and
travel costs are cut.
Source: Microsoft Value Messaging Research, CMG Market Research, May 2009
61. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
Business Decision-Makers: Middle Ranking Messages
Index Score = Net Believability + Strongly Agree MSFT Good Value + Very Likely to Purchase/Deploy/Develop Top 10% Top 33% Bottom 33%
Net Stgly Very Index
Net Believability = (5 + 4) – (1 + 2)
Bel Ag Lkly Score
Ranked by Index Score
Windows Mobile software is designed so you don't need a $500 device with a touch-screen to get all
of the advantages of an advanced smart-phone. Windows Mobile software works with a wide variety of phones,
Windows including more basic phones that cost less but can use all its features of syncing mail, calendars and contacts. Windows 60 23 20 103
Mobile Mobile Software was designed with value in mind and in extending more advanced technology for less to
million more users.
When Microsoft was PC in every home and every desk by helping to make it affordable
founded, it sought to put a
PC on
every
and useful at a moderate price. the next billion users in developing countries, offering
Today, Microsoft is helping extend this philosophy to
59 20 17 96
desk lower-cost starter editions of its operating system and seeking to put affordable technology in the hands of
people across the globe.
Microsoft products, like SharePoint and Communicator are a good value investment for your company because they allow for easy
Better
Use of IT
collaboration among employees – whether they are separated by a hallway or an ocean. Because the products are built to
58 18 18 94
Support integrate smoothly, your people will experience a familiar layout enabling them to get the job done, without intense training or assistance
from the IT department.
Microsoft has helped develop an ever-growing community of diverse
Beyond our own products,
companies who build products, create solutions, or provide additional services using
The Microsoft technology. This global partner ecosystem is a strong network of 700, 000
Comm- business partners, working to develop and sell Microsoft-based technologies and solutions. Microsoft has 58 19 16 93
unity
supported this community of companies in building their businesses, which in turn drives
the economy by creating new products and services, new opportunities and
new jobs.
Microsoft's heritage has from the beginning been to create products that put in the hands of people
superior technology for much less than existed before. The PC revolutionized small business
Heritage by making computing power affordable and easy to use for them; and today Microsoft in all its products 60 16 16 92
from mobile phone to gaming software seeks to broaden the marketplace by making advanced technology more
affordable to millions and even hundreds of millions.
Source: Microsoft Value Messaging Research, CMG Market Research, May 2009
62. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
Business Decision-Makers: Bottom Ranking Messages
Index Score = Net Believability + Strongly Agree MSFT Good Value + Very Likely to Purchase/Deploy/Develop
Net Stgly Very Index
Net Believability = (5 + 4) – (1 + 2) Top 10% Top 33% Bottom 33%
Bel Ag Lkly Score
Ranked by Index Score
Microsoft has always been pushes the boundaries of software innovation, and we remain
a company that
Optimistic
optimistic that future innovations will serve as a catalyst for economic recovery and help
about all of us improve our lives. Microsoft is committed to purposeful innovation, which is why we invest $9 63 15 14 92
Tomorrow
billion a year in research and development, a full billion dollars more than last year, to market to study and bring the
best software experience for our customers.
The soft economy impacts almost every market and community, creating an ebb and flow that can be a challenge to ride from
Riding the recession back to growth. Microsoft products and services become a particularly valuable strategic 48 14 17 79
Wave investment during a downturn because they support remote worker productivity,
virtual solutions, and are easily scalable when your business is ready to grow.
Increase Economic uncertainty creates changes in your customers’ behavior, and addressing those changes early could be the advantage your company needs to stay
Results ahead. To weather tough times and excel in better times, Microsoft Dynamics offers a valuable set of software and tools
with 44 16 14 74
Business that provide real-time, actionable information, which your company can use to react quickly to
Insight
changing business conditions.
Virtualizati Think making IT cuts was hard? How about when your company recovers and you need to get back to par with less time and fewer resources? Microsoft products represent a good value
on Helps
with the
advantage of virtualization and cloud computing, giving you the
because they take
41 15 17 73
Up/Down flexibility and choice to more easily expand and contract your IT load to match
Economy
business conditions.
Microsoft continues to deliver software innovations that help individuals and organizations around the world learn and grow while accomplishing everyday tasks and achieving their
Spark
Economic
goals in increasingly efficient ways. The upcoming Windows 7 and other Microsoft innovations offer cost-effective 42 15 15 72
Growth solutions for both individuals and businesses and serve as resources to aid in the exploration, growth and
innovation that help spark economic growth.
Source: Microsoft Value Messaging Research, CMG Market Research, May 2009
63. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
The Bottom Line
Value matters to all audiences, but we need to tune the message for each one
– Arm ITDMs (“believers”) with value-based content and air cover so they can sell up to their
leadership
- Messaging connecting value to performance and reinforcing IT as a strategic investment
that can reduce costs in the long-run helps strengthen the case
– Inform BDMs (“skeptics”) of the value we deliver to their organization today through
empowering their employees to get the most value from familiar technology, our investment
in innovations, and strong service and support ecosystem in order to shift their perceptions of
Microsoft value
- Since BDMs are skeptics, they have the potential to block Microsoft as they increasingly
take a larger role in budget decisions
– Remind Consumers and Small Business Owners (“fence sitters”) of the history of value
Microsoft has delivered (Office, Windows , Live, UC, etc.) and continue to deliver (via new
offerings, free features) to reinforce our strong value heritage and to convert existing equity
into consideration of the next wave of offerings (Windows 7, Office, Search, Server, etc.)
- For example, consumers look for immediate cost savings and need to be “reminded” of
the ‘hidden’ cost savings in Microsoft products and services
64. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
Example
How to promote the new Xerox
black & white copy machine to
medium size company CEOs ?
65. Who are they? Responsibilities Making decisions Challenges Source of info Products Attitude to MSFT Insights & Comm
Write the value proposition
Product features and benefits:
– High resolution b&w (1600 dpi)
– Smaller than the competition
– Access to statistics in real time
– A service contract that provide you a 24/7 intervention
– The quickest copy machine in terms of copies / minutes
– A price among the lowest ones with a flexible lease offered to S&M size companies
Insights :
– What BDMs dislike most is to imagine their employees losing their time in useless actions
– BDMs are seeking to hire the best employees despite the lack of « sex appeal » of small
companies for young people.
– SMB BDMs are looking for flexible paiment conditions.
– BDMs does not wish to lose their time in dealing with copy machine and toilet paper
details, they want to focus on development and company benefits