Italo Vignoli reflects on his professional journey from journalism to becoming an online media expert and provides insight into the competitive landscape of office suites. He notes that a competitor has gained significant market share from Microsoft Office, which is experiencing a decline due to its focus on enterprise solutions. The document discusses various innovation types and marketing strategies within the high-tech sector, emphasizing the need to adapt and sell around skeptical customers.

1. Italo Vignoli Marketing OOo in 2011 and beyond

2. Who I am ? Born as a journalist, educated as a geographer, grown up as a marketeer, getting old as an online media expert

3. I am 56, definitely a "digital immigrant"

4. I have met the first computer at age 27 and since then I have lived thanks to marketing of high tech products

5. I have never written a line of code and will never write it even in the future

6. JUST FOR FUN The Urban Legend ITALO VIGNOLI Born on August 12 at 12 Leo ascendant Scorpio ITALO VIGNOLI Born on August 12 at 12 Leo ascendant Scorpio

7. OOo Today For the first time in the history of office suites a competitor of MS Office earns its own market share (out of "others" slice)

8. Our estimate based on projections and other market information is 15% global and 20% Europe

9. Unfortunately, US still weakest area

10. Let's see how we got here

11. My Objective Provide "food for thought" for the Strategic Marketing Plan

12. Look at marketing under a different point of view

13. Find the "weak signals" in the OOo success story

14. What has not been done or could be done in a better way ?

15. Marketing Evolution

16. Product Evolution

17. June 7, 2000

18. Microsoft Mistake In the year 2000, Microsoft Office reached a 95% market share

19. When you have a 95% market share, you can only lose sales

20. On the contrary, Steve Ballmer - a salesman, not a marketeer - though it was possible to reach 100%, losing customer focus

21. Today, Microsoft Office is under 80%

22. Product Life Cycle

23. Crossing the Chasm

24. Early Market Technology Enthusiasts People who are fundamentally committed to new technology on the grounds that it is bound to improve our lives. Visionaries True revolutionaries in business and government who want to make a break with the past and start a new future.

25. Mainstream Market Pragmatists Make the bulk of all technology infrastructure purchases. Neutral about technology and look to adopt innovations only after a proven track record. Conservatives Pessimistic about their ability to gain any value from technology investments. Price-sensitive, highly skeptical, and very demanding. Skeptics Ever-present critics, not potential customers. Goal of high-tech marketing is not to sell to them but to sell AROUND them.

26. Breaking the Bell

27. Sales & Profit

28. Market Scenario

29. Where is Innovation Disruptive Innovation Application Innovation Product Innovation Platform Innovation Enhancement Innovation Process Innovation Experiential Innovation Integration Innovation Marketing Innovation Business Model Innovation Line Extension Innovation Value Engineering Innovation Harvest & Exit Renewal Innovation Organic Renewal Structural Renewal

30. Four Innovation Zones Product Leadership Zone Operational Excellence Zone Customer Intimacy Zone Value Renewal Zone Disruptive Innovation Application Innovation Product Innovation Platform Innovation Enhancement Innovation Integration Innovation Experiential Innovation Process Innovation Marketing Innovation Business Model Innovation Line Extension Innovation Value Engineering Innovation Harvest & Exit Renewal Innovation

31. IT Users

32. Affluent Pessimist

33. Less Affluent Optimist

34. More Affluent Optimist

35. The IBM Lesson