[En] MIB Dauphine - ICT2

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day 2 of the ICT Marketing presentation to the Master in International Business (MIB) classes at Paris Dauphine. The presentation is a condensed version of a 360° analysis of ICT marketing. This version now includes a comprehensive review of Marketing 2.0 and Social Media applied to big business.

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  • Solution Selling is at the heart of all we do on the Web and especially what we do regarding Social Media
    This is behind our content creation, content-sharing and b2b label initiative.
  • Indeed the picture is not that simple. The previous chart was quite old but in fact, over the years, not much has changed and if anything, the situation has worsened with more and more payment types all diverging from one another.

    If we have a look at this 2009 map – courtesy of e-bookers – the list of different payment systems is daunting.

    But why bother about so many payment systems? And should one try and tackle that many payment systems on one’s own if one is a merchant?

    We’ll address this issue later on
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  • [En] MIB Dauphine - ICT2

    1. 1. Paris, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec information and communications technology (ICT) products and services the marketing of technological innovation day two 1
    2. 2. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec agenda module timing topic one 2 * 1 ½ hours ICT marketing and innovation, main characteristics and principles two 2 * 1 ½ hours innovation management: towards wikinomics three 2 * 1 ½ hours online marketing innovation material will be made available online at http://visionarymarketing.com/mibdauphine
    3. 3. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec a few questions (beyond the credit-crunch) •is the ICT sector different? •what is and what isn’t innovation? •why is everybody talking about innovation now? •innovate or die: is it only true? •what are the most common ways of managing innovation? •what are the guiding principles? •what are the main/classic pitfalls? •how are people really working on innovation? a survey •is economics moving towards wikinomics? •…
    4. 4. Paris, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec module one a few thoughts about ICT marketing and innovation
    5. 5. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec module one agenda day one • part one: innovation is in the eye of the beholder • part two: basic principles in marketing related to ICT products and services • part three: reinventing marketing? marketing 2.0 day two • part four: a critical look at product life-cycles • part five: solution selling – the vertical factor • part six: marketing alliances, a cornerstone of ICT marketing
    6. 6. Paris, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec module one – part four a critical look at product life-cycles
    7. 7. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec a famous inventor RUDOLF 1858 – 1913
    8. 8. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec the product lifecycle conundrum classic ‘bell-curve’ representation
    9. 9. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec crossing the chasm: new technology adoption rates Norman (1998: The Invisible Computer) Modified from Moore [1995]). Source: http://www.jnd.org/dn.mss/life_cycle_of_techno.html
    10. 10. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec the product lifecycle conundrum (2) a counter example: mobile phones Source: Paul Millier emergenc y/security transport sector road warriors execs teenagerssales time all users >100% equipment rate
    11. 11. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec the product lifecycle conundrum (3) or more frequently sales time
    12. 12. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec useful but … don’t lose track of reality • 80% of projects never make it to phase one > wrong design > wrong concept > not timely > nih > lack of internal marketing > …
    13. 13. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec a real-life example: unified messaging A weird concept for 1999 users and maybe even today SMS
    14. 14. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Presence & Identity end-user Web conference E-Mail Video back office applications based on user-role Instant Messaging Telephony from stovepipe communications to intelligent communications (integrated) Integrated user experience Integrated Control (SIP-based) stovepipe approach end-user Web conference E-Mail Video back office applications based on user-role Instant Messaging Telephony advanced communications today
    15. 15. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec • Allows for flexibility & extensibility • Easy Access to Enterprise Applications • Consistent implementation of Business Rules & Policies • Enables presence to be federated & shared • No one vendor will provide it all Importance of Industry Standards Communication s Driven Productivity Apps Driven Email Document Management Calendar Web Conferencing Emerging Web Tools IP Telephony Audio Conferencing Voice Messaging Video Conferencing Web Conferencing Instant Messaging Presence Presence advanced communications today with Avaya
    16. 16. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec my proposal •phase1: will product ever exist? •chasm •phase 2: launch •chasm •phase 3: normal IT cycle (G Moore) •phase 4: continuous innovation •chasm •phase 5: time to think about a new idea crossing the chasm or … a roller-coaster ride instead? chasm chasm chasm 1 2 3 4 5
    17. 17. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec the Gartner hype cycle (2008)http://www.gartner.com/technology/research/hype-cycles
    18. 18. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec the Gartner hype cycle (2009)http://www.gartner.com/technology/research/hype-cycles
    19. 19. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec internal marketing of paramount importance
    20. 20. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec part four - what have we learnt? •not just one type of lifecycle •ICT products  different lifecycle (chasm) •but few products have a lifecycle at all •the ICT hype cycle (Gartner) •the ICT roller-coaster •internal marketing  critical
    21. 21. Paris, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec module one – part five solution selling – the vertical factor
    22. 22. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec IDEO, the shopping cart and the halo effect •nice video, smart people… but >what is good design? >nice-looking products? >is it about practicality? >who do we do this for? • users? • shop owners? • industry experts?
    23. 23. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec dual investment technical marketing
    24. 24. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec the added-value trap Core product ancillary services and added value source: nuts, bolts & magnetrons, Palmer & Millier 80% investment 20% investment 80% impact 20% impact what enterprises sell what clients actually purchase
    25. 25. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec in b2b ICT markets •b2b clients hassled •swamped with services •what clients want is >pertinent solutions >relevant to their sector
    26. 26. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec what is a solution? • it is the answer to a problem
    27. 27. some rights30 solution selling http://amzn.to/solsell
    28. 28. vertical illustration online payment systems Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
    29. 29. 32 • Laser • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Solo • Cheque • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • directebanking • e-Wallet • Carte Bleue • Cheque • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • E-Wallet • Euro6000 • 4B • Bank transfer • Amex • Visa • Visa Electron • Mastercard • JCB • Diners Club • e-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • directebanking • e-Wallet • iDeal • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • directebanking • e-Wallet • Sofortüberweisung •Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club •e-Wallet • Poste Pay • Carta C • Bank transfer • Amex • Visa • Visa Electron • Mastercard • JCB • Diners Club • e-Wallet • Sofortüberweisung • ELV • Giropay • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • EPS • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club •Sofortüberweisung • e Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • P24 • BPH • Inteligo • Mbank • Multitransfer • Nordea • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Nordea • Solo • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • eBG • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • Epay • e-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Nordea • Solo • Bank transfer • Amex • Visa • Mastercard • JCB •Diners Club • e-Wallet • Bank transfer • Visa • Amex • Mastercard • JCB • Diners Club • E-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Poli • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Poli • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet• Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Allpay • Local Instant Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Bank Wire • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • eNets • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet • Visa • Mastercard • Amex 32 • Poli • Bank transfer • Amex • Visa • Mastercard • JCB • Diners Club • e-Wallet worldwide payment systems October 2010copyright © 2010 Yann A Gourvennec - http://visionarymarketing.com32 source: moneybookers
    30. 30. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec segmentation … … or ‘segmentuition’?
    31. 31. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec part five - what have we learnt? •b2b clients are all different •segments and sub-segments •solution = answer to a problem •segmentuition
    32. 32. Paris, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec module one – part six marketing alliances, a cornerstone of ICT marketing
    33. 33. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec very complex hi-tech ecosystem Arthur Andersen Business Consulting, Bain, Mars, BCG, CVA KPMGconsulting PriceWaterHouseCoopers Deloitte&Touche strategy project management systems integrators audit and finance CSC Peat Marwick AT KEARNEY EDS Cap Gémini Ernst & Young investment banks Accenture Cesmo Mc Kinsey KPMG (fiduciaire de France) PWC (BEFEC) (ARTHUR) ANDERSEN hardware manufacturers Sun Compaq IBM Global Services HP Cisco Exodus Fluxus IX EUROPE GFI, VALORIS, CS Communication IBM HP ATOS ORIGN EDS AT KEARNEY CAP GEMINI ADP GSI INTEGRA independent web hosting companies Lazard Morgan Stanley Merryl Lynch Valtech Net & B (stéria) Opéria (bull) Alcatel Nortel Digital Island (C&W) IP CENTA (Completel) UUNET (worldcom) Telco EQUANT SAP People soft Oracle Baan software vendors Source : O Courtel 2005 French Hitech landscape
    34. 34. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec the telecoms ecosystem TELCO PROVIDERS - Cisco - Alcatel Lucent - Nortel - Avaya - ... COMMUNICATION SW ISV’s - Microsoft - Adobe - Webex (Cisco) - Lotus/IBM etc. - Premiere TELECOM ARMS OF SI’s DIRECT SALES FORCE INDIRECT (VARS or NOT)  DVI TELECOM CONSULTANTS Devoteam, Soluco, ... ENTERPRISE CLIENTS SOHO SME LNA FRENCH-BASED MNC’s OTHER MNC’s (??) IT VALUE CHAIN TELECOMS (INC. TELECOM INTEGRATION SERVICES) VALUE CHAIN NETWORK IP TRANSFORMAT ION NETWORK RELATED SERVICES VER TIC AL SO LU TIO N S PR O VID ER S (H AR D , SO FT and SER VIC E) Vertical experts developing solutions for given markets  Banking (Net2S, Finan)  Retail (Wincor Nixdorf for checkout solutions, Planan for digital signage etc.)  Schlumberger for oil & Gas etc.  vertical mobility solutions providers (building-blocks) Extended Systems etc. Critical business apps Business processes and real-time Access multimedia information, anywhere, anytime Bandwidth, coverage and seamless access ISV (generic, not nw-related) Systems integrators (SI’s) Opinion leaders, Influencers FING, Cigref, Europe?? Outsourcing consultants TPI, Gartner ... Strategy consultants OTHER TELCO PROVIDERS - Security (Symantec, Checkpoint, Network associates …) - Nw admin and protection sw - terminals, equipment... OTHER TELCOS BUSINESS-CENTRIC ALLIANCE MAPPING YANN A GOURVENNEC INNOVATION PRINCIPAL GLOBAL SERVICES +33 (0)6 7075 9028 HW mnftrs - Toshiba - Dell - HTC? (3G+) ITconsulting SAAS - Webex (Cisco) - Salesforce - Google
    35. 35. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec open innovation  the iPod ecosystem •http://www.wikinomics.com/blog/index.php/tags/open-innovation/
    36. 36. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec sample partnership capability matrix not applicable Telco major player SI major player Sur le run des applications / Progiciels CRM, CGE&Y est en voie de devenir un acteur majeur. Réseau Voix Infrastructure informatique + VOIP Infrastructure Téléphonie PABX SVI CTI Applications / Progiciels Process People Strategy CRM Business Case Design - Cadrage - Cahier des charges - RFP Change Build Run Infrastructure Run Applications Run People /Process (hébergement + BPO) Optimisation
    37. 37. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec please, draw me an alliance programme! marketing alliances are about change management
    38. 38. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec a typical alliance programme manager
    39. 39. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Proposed Methodology • Avoid short-term opportunistic approaches >Sales engagement should always be seen as part of an overall sales and Mkg alliance programme • Evaluate, size and measure >Market >Offering >Targeted industries • Build 3D consortiums with other vendors (hw/sw/services) if required >Setup 1 ASE (Accelerated Solution Environment) meeting per tentative field •Approx. 5-10 preparatory meetings •2-day to 4-day ASE sessions • Evangelisation required at all stages >Marketing, Technical staff and sales >Formal Presentations >Formal Training >Selling kits • Executive Sponsors must support joint initiative at all times; but … >Avoid high-level Marketing meetings with exec sponsors at all cost >Organise Exec sponsor meetings to validate what has already been carefully planned • Establish joint account planning sessions • Some sort of formal revenue commitment is inevitable
    40. 40. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec the way that alliance programmes should be managed is it solving any of our clients’ pains? Value for clients Value for us is it really worth it? Ability to deliver can we make it happen, how, and how long it is going to take to get there? How could we implement it? go/no go decision ??!!
    41. 41. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec the pole position example (2003-2006) •sector-based sales & marketing programme >traffic lighting / account planning >vertical market proposition •accelerating existing IP services •developing new high growth IP services •eco system
    42. 42. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec part six - what have we learnt? •ecosystem: you’ll never walk alone •ICT  complex ecosystems •alliances are obligatory •alliance management = change management •business prioritisation techniques
    43. 43. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec module one recap - what have we learnt? •innovation is in the eye of the beholder •basic principles •reinventing marketing? •life-cycles •solution selling – the vertical factor •marketing alliances
    44. 44. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec assignment no.2: a critical look at product lifecycles critical lifecycle analysis assignment … Cloud computing or lipstick on a pig? 2011
    45. 45. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec about Yann Gourvennec •since 02/2008, director, Web, Digital & Social Media, Orange •01/2008-02/2011 head of Internet & digital media, Orange Business Services •06/2005-01/2008, innovation principal, Orange Business Services •2003-06/2005, alliance partner manager, france telecom •1999 – 2002 - director e-business: france telecom teleconferencing services •1997 - 1999 – consultant, Internet, marketing & information systems, cap gemini •1995-1997 – internet marketing consultant, unisys europe •1992-1995 – business systems manager, unisys europe •1988-1992 – business systems manager, unisys france •1985-1988 – account executive, philips france my research is available online at: http://visionarymarketing.com/ http://www.linkedin.com/in/ygourven
    46. 46. Paris, 2011some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec copyright notice •This presentation is made available to all the registered readers of visionarymarketing.com •This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 3.0 License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc- sa/3.0/ or send a letter to Creative Commons, 543 Howard Street, 5th Floor, San Francisco, California, 94105, USA. •You are allowed to use one or all the slides/images contained within this presentation provided you quote the author and the source of this information (http://visionarymarketing.com) •You are also welcome to recommend this website to your friends and colleagues and to invite them to register to our free newsletter (http://visionarymarketing.com/listbot.html)

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