[En] MIB Dauphine - ICT1

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day 1 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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  • report by Capgemini consulting isquiteinteresting. Almost all clichés are to befound on thisslide‘innovation or R&D’ optimisingcurrentoperationsmayproveinnovativeearly-moveradvantage+ usual questions on sample, identity of respondents and various halo effectsin essence, what are wemeasuringhere?
  • image source: official microsoft clipart gallery
  • image source : Roger Viollet
  • image source : Roger Viollet
  • image source : Roger Viollet
  • image source : Roger Viollet
  • Empire State BuildingFrom Wikipedia, the free encyclopediaDesign and constructionThe Empire State Building was designed by William F. Lamb from the architectural firm Shreve, Lamb and Harmon, which produced the building drawings in just two weeks, using its earlier designs for the Reynolds Building in Winston-Salem, North Carolina, and the Carew Tower in Cincinnati, Ohio (designed by the architectural firm W.W. Ahlschlager & Associates) as a basis.[citation needed] Every year the staff of the Empire State Building sends a Father's Day card to the staff at the Reynolds Building in Winston-Salem to pay homage to its role as predecessor to the Empire State Building.[16][17] The building was designed from the top down.[18] The general contractors were The Starrett Brothers and Eken, and the project was financed primarily by John J. Raskob and Pierre S. du Pont. The construction company was chaired by Alfred E. Smith, a formerGovernor of New York and James Farley's General Builders Supply Corporation supplied the building materials.[3] John W. Bowser was project construction superintendent.[19][20][21]Excavation of the site began on January 21, 1930, and construction on the building itself started symbolically on March 17—St. Patrick's Day—per Al Smith's influence as Empire State, Inc. president. The project involved 3,400 workers, mostly immigrants from Europe, along with hundreds of Mohawk iron workers, many from the Kahnawake reserve near Montreal. According to official accounts, five workers died during the construction.[22] Governor Smith's grandchildren cut the ribbon on May 1, 1931. Lewis Wickes Hine's photography of the construction provides not only invaluable documentation of the construction, but also a glimpse into common day life of workers in that era.[23]A worker bolts beams during construction; the Chrysler Building can be seen in the background.The construction was part of an intense competition in New York for the title of "world's tallest building". Two other projects fighting for the title, 40 Wall Street and the Chrysler Building, were still under construction when work began on the Empire State Building. Each held the title for less than a year, as the Empire State Building surpassed them upon its completion, just 410 days after construction commenced. The building was officially opened on May 1, 1931 in dramatic fashion, whenUnited States President Herbert Hoover turned on the building's lights with the push of a button from Washington, D.C.Coincidentally, the first use of tower lights atop the Empire State Building, the following year, was for the purpose of signaling the victory of Franklin D. Roosevelt over Hoover in the presidential election of November 1932.[24]
  • image source : Roger Viollet
  • This slide is taken from the yearly Booz Allen study on innovation entitled global innovation 1000The slide is meant to highlight the foremost important innovation capabilities according to a panel of companies which have been identified.“Innovation executives this year were asked to rank the capabilities to consider most important for innovation success on a scale of 1 to 5 (least and most important). In each of the four stages of the innovation process, a few critical capabilities emerged: from the ability to gain customer insight and analytics at the ideation stage to expertise in pilot user selection and control rollouts at the commercialisation stage.”Yet, however obvious these 4 items may seem, each of those are equally debatable. Consumer insights are difficult to gain, mostly on markets on which we know nothing (Paul millier’s marketing the unknown). The risk you run in focusing your efforts and consumer insights on products and which you know nothing, is actually to spend more money measuring the unmeasurable and never sell anything for your entire life.Similarly, market potentials are equally difficult to measure when we are talking about blank sheet innovations. Enough has been said also about focus groups (point number three) when mistakes are made in selecting the people within the focus group, working on the feasibility with your product, and delivering bad results. This is a useful process of course, but no guarantee of success. Most of the time, they are ways for executives to reassure themselves. Many a time I have also seen pilots fail to prove the feasibility of a viability of the product, just because they were carried out in such a way that people weren’t actually buying the product or service. I found that out mostly in the software industry and came to the conclusion that if people are not actually paying for a service they don’t know whether can use it for, or they don’t even bother to use it at all.
  • There are three different types of innovators according to Booz Allen:need seekers: they want to “certainly needs and desires of consumers and then develop products that address those needs and get them to market before the competition does.” They want detailed understanding, customary insides and want to know everything about emerging technologies and trends in order to identified with customer needs and technology trends. Examples: Stanley Black & Decker’s DeWalt division, maker of battles professional contractors. Innovation comes from new innovation of how contractors work on building sites and this is how the design one of their most successful products, a 12 inch Saw.Market readers: they watch their customers and competitors carefully, focusing largely on creating value through incremental change and by capitalising unproven market trendstechnology drivers: four overcorrection suggested by the technological capabilities leveraging their investment in research and development drive both breakthrough innovation incremental change, often seeking to solve the only articulated needs of their customers via new technology.One may argue though that’s the difference between all these three different types of innovators is thin. The overlap between all three types is actually huge. This categorisation, very intellectual, may not be very helpful for innovators to be who want to seek advice as to how to get going.
  • [En] MIB Dauphine - ICT1

    1. 1. 1information and communicationstechnology (ICT) products andservicesthe marketing of technological innovationday oneParis, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
    2. 2. way back mid 2008 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    3. 3. but in times of crisis some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    4. 4. unless… some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    5. 5. understanding/decyphering bubbles: a must for innovators 1956-1966 1966-1976 1976-1984 1984-1992 1992-2000 2000-2008 2008-2016 2016-2024 Innovation Refinement Innovation Refinement Innovation Refinement Innovation Refinement & Growth & Digestion & Growth & Digestion & Growth & Digestion & Growth & Digestion 7% 6%IT investment to GDP ratio 5% 4% “Ubiquitous 3% IP Networked Computing” 2% computing – IT enterprise Everywhere Personal applications 1% Mainframe computers and Internet computers 0% 1956 1964 1972 1980 1988 1996 2004 2012 2020 Source: Forrester Research 2006 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    6. 6. preparing for the upturn (dec 2010) http://slidesha.re/gIBgCA • Laggards focus on optimizing current operations • Leaders, streamlined organization during the downturn, focus on expansion • not cutting back on innovation and R&D efforts during downturn  better positioned in long- term • Leaders betting on upturn  potential early-mover advantage some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    7. 7. still … the sky is the limit some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    8. 8. mobile phone bracelet Nokia 5-7 years?source: JDNet - 2010 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    9. 9. bionic contact lenses 5-7 years?source: JDNet - 2010 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    10. 10. self charging garments 3-5 years? Professor Zhong Lin Wang shows a prototype of self power generating microfibre © Georgia Tech Photo / Gary Weeksource: JDNet - 2010 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    11. 11. test tube meat 8-10 years?source: JDNet - 2010 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    12. 12. etc.http://bit.ly/futurityjdnet some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    13. 13. a matter of perspective a night at the Opera – Albert Robida cs. 1882 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    14. 14. yet … are we the most innovative century for all that? some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    15. 15. Paris Metro – circa 1900 disclaimer as per http://www.parisenimages.fr: reproduction of Paris en Image photo stock authorised in order to illustrate an educational or research project not commercialised in any form (e.g, classes, lectures, theses). some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    16. 16. Paris – early 1888 disclaimer as per http://www.parisenimages.fr: reproduction of Paris en Image photo stock authorised in order to illustrate an educational or research project not commercialised in any form (e.g, classes, lectures, theses). some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    17. 17. Paris – July 1888 disclaimer as per http://www.parisenimages.fr: reproduction of Paris en Image photo stock authorised in order to illustrate an educational or research project not commercialised in any form (e.g, classes, lectures, theses). some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    18. 18. Paris – Sept 1888, Feb 1889 and disclaimer as per http://www.parisenimages.fr: reproduction of Paris en Image photo stock authorised in order to illustrate an educational or research project not commercialised in any form (e.g, classes, lectures, theses). some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    19. 19. NYC – Empire State Building 1930-1931 disclaimer as per http://www.parisenimages.fr: reproduction of Paris en Image photo stock authorised in order to illustrate an educational or research project not commercialised in any form (e.g, classes, lectures, theses). some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    20. 20. Paris Metro – circa 1899 disclaimer as per http://www.parisenimages.fr: reproduction of Paris en Image photo stock authorised in order to illustrate an educational or research project not commercialised in any form (e.g, classes, lectures, theses). some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    21. 21. appearances can be deceiving some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    22. 22. who I am? What we‘ll doand where I‘m coming from …Paris, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
    23. 23. my personal research online… since 1995 • http://visionarymarketing.com • http://visionary.wordpress.com a French Web 2.0 website some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    24. 24. my (former) role at Orange Business Services •multimillion € innovation funds •team work with MNC clients •joint innovation to achieve mutual benefit •not just generating ideas but making it happen to download the Orange innovation whitepaper click here some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    25. 25. my new role at Orange http://orange.com some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    26. 26. my our objective some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    27. 27. objectives what we aim at what we don’t aim at • defining innovation • not your average • analysing innovation • innovation in ICT innovation presentation • use examples such as Internet • not a publicity for Apple & Social Media • being up to date • not a social media course • substantiating with numbers • (repeat) not aiming at • personal point of view turning you into SM • inspire experts • fighting prejudice • surprising you • battling myths some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    28. 28. agenda module timing topic one 2*1½ ICT marketing and innovation, main hours characteristics and principles two 2*1½ innovation management: towards wikinomics hours three 2*1½ online marketing innovation hoursmaterial will be made available online at http://visionarymarketing.com/mibdauphine some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    29. 29. a few questions •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? •… some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    30. 30. module onea few thoughts about ICT marketing andinnovationParis, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
    31. 31. 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 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    32. 32. where good ideas come from … some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    33. 33. module one – part oneinnovation is in the eye of thebeholderParis, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
    34. 34. what is technological innovation? •―creativity is the generation of new ideas. innovation is the implementation of creative ideas‖ jeffrey baumgartner http://jpb.com •you may get it wrong, clients won‘t •source: •http://www.strategic- innovation.dk/Engelsk/Consult.html some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    35. 35. http://slidesha.re/ibminnovpresosome rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    36. 36. ICT: no longer called new technologies Robida, invented IPTV before ADSL existed (the phonoscopic newscast system - 1870) ? some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    37. 37. another example: telepresence innovation or product? link to video of visit to Cisco telepresence demo centre some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    38. 38. what is technological innovation? youtube video •―MIT digital drawing board‖ •circulated extensively on the web in October 2006 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    39. 39. ‗everything to all people‘ (Brianna Sylver) 1/2 • It is critical to establish a baseline read of what innovation really means to the hiring organization (or client), so that the "innovation process" can be uniquely— and appropriately— tailored to address the specific challenges and requirements of that organization. But getting this foundational knowledge of what an "acceptable output of an innovation project" is...well, more difficult than one would suspect. true of b2b clients … but also of consumers some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    40. 40. what clinched it for the iPOD? •―Apple Cult Becoming a Religion‖ (NYtimes, 2007) •Apple "has a whole mystique and iconic value," says Rakesh Khurana, a Harvard professor (WSJ, Sept 6) some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    41. 41. cult product? some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    42. 42. not convinced yet? lenovo ultra mobile laptop video self explanatory – yet, guess which is the coolest/most successful product? some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    43. 43. anyone listening to this? 1. outstanding Iphone 3 problems 2. 4th Gen mobile phone but still 3G 3. Iphone 4 has trouble with WiFi 4. FaceTime limited to WiFi networks 5. easy to slip out of your hands shape 6. 16GB model at $199, 32GB sells for $299. The markups on the devices are outrageous. 7. Judging by Apples previous behaviour the Iphone 4 will be out of date within a year, although most mobile phone contracts are for two years. 8. Something more Androidish in a smartphone does more for the same price, without the Apple lock in. 9. The Iphone 4 built by Chinese wage-slaves working 12-hour shifts in conditions that have led to a rash of suicides, and Apple has called police to suppress freedom of the press. While the Iphone 4 is not less moral than the Iphone 3G, users now have less excuse to turn a blind eye to how the product is made. 10. It uses Bing instead of Google for Internet search some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    44. 44. is success predictable? •source: http://telephonyonline.com/iptv and comments by Lynnette Webb on flickr some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    45. 45. equipment rates in French households (source: ft, 2003) 2003 figures with progression ratesGrowth of equipment rate in French households - Q12003/Q12001 DVD Readers Digital cameras Equipment: 25% Growth: 430% Equipment: 9,5% Growth: 350% 300% Mini DV’s 250% 200% CD-Rom burners 150% Home Mass consumption Cinema appliances Video Tape Recorders 100% Equipment : 76% 16/9 TV sets Growth : +4% 50% Camcorders PC’s Video recorders Gaming consoles Analog & digital TV sets Pay TV Equipment: 95% 0% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Equipment rate (Q22003) Source: Médiamétrie&France Télécom Multimedia is key some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    46. 46. 2006-2010 IPTV status •IPTV subscribers worldwide >2006: 2.7 million >06/2010: 35 million >+9 million subscribers in 12 months since end of Q2 2009 •source: http://telephonyonline.com/iptv and source : IDC (06) screen digest (2010) comments by Lynnette Webb on flickr some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    47. 47. the most important innovation capabilitiesBooz Allen – Global Innovation 1000 consumer insights market potential prove feasibility pilot some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    48. 48. 3 types of innovative companies some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    49. 49. more perception issues: innovative sectors NET CHANGE/R&D spending (2008-9) source: Booz & Co 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    50. 50. yet more perception issues … againthe innovation top 10 in terms of R&D some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    51. 51. yet more perception issues … againr&d top 10 vs. top 10 highest reputations some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    52. 52. R&D and spending and financial results question : what is financial performance linked to?― our annual global innovator 1000 study has shown time and time again there is no statistically significant relationship between financial performance and innovation spending in terms of total R&D dollars or R&D as a percentage of revenues some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    53. 53. part one - what have we learnt? •innovation not = creativity •don‘t overestimate (or underestimate) ‗innovativeness‘ factor  pragmatism •fine line between products and innovation (who cares?) •innovation in the eye of the beholder •marketing > technicality •no relationship with financial performance •―always the unexpected happens‖ some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    54. 54. module one – part twobasic principles in marketing related to ICTproducts and servicesParis, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
    55. 55. ICT vs. mainstream marketing similarities differences •importance of trends and fads •hype cycles >apple brought fashion in IT •ecosystem a must •technology is being trivialised •a minimum of technicality must >the ‗broadband‘ factor be understood •b2b players  consumer >dual profiles welcome advertising •market maturity >ibm, microsoft, Cisco … >staggering number of players •accelarating pace of change (user/market) acceptance issues •blurred frontiers •paves way other markets >entertainment/IT (wikinomics) •chaotic (unfinished products…) ICT marketing mixes engineering+ marketing, it has its own rules, trends and techniques some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    56. 56. (within ICT) one-size fits all marketing recipe don’t exist •products: •Service >products are packaged >time and material >aka bespoke service >starts from the client‘s requirements‘ definition >or… elicits the requirement •serviceS >are dematerialised products •solutions >but are products anyway >is a package addressing a particular business problem • horizontal solution: hr, book keeping, etc. – shrink-wrap software • vertical solution: – e.g. data dissemination for Finance Industry some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    57. 57. the complexity of ICT marketing (mobility example) (Source: Marc Fesler, Unisys) SEAMLESS INTEGRATION Access Phone, PDA Pocket PC Clamshell Notebook Device Access Device Smartphone (Palm, Symbian) (XDA, Dell, iPaq) Handheld Tablet PC Manageability (Asset Management, Configuration, App. Deployment) Profile Mgmt. Profile Management Personalization Authentification Business & IT Consulting Transport (Bandwidth, Compression, Seamless Network Roaming) Link Synchronization (On-/Offline) Link Layer Delivery Maintenance Layer Session Management Integration Security (Encryption) Carrier-less Carrier (Telco, VNO, XSP, …) Network Wired Network Layer PAN (Bluetooth,..) wLAN (802.11, ..) wWAN (GPRS,..) Phone, Presentation Layer PDA Pocket PC Clamshell Notebook Present. Smartphone (Palm, Symbian) (XDA, Dell, iPaq) Handheld Tablet PC WFM ... etc, etc Finance KM (Oracle, ..) Apps Applications CRM, SCM, ERP Mail & (Unified)Messaging Personal Productivity Infrastruct. Windows Infrastructure Unix/Linux Mainframe some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    58. 58. however, should innovation remain technical? •how Internet users were seen in 1996 (aol advert, London, 1996) •to many banks, it wasn‘t on the agenda •10 years later, 50-60% of bank users doing banking operations online some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    59. 59. internet banking has worked for users Internet banking activity in the US year number of households with Internet share of Internet banking banking activity (millions) users 2006 (estimate) 45.41 58% 2005 41.53 55.9% 2004 36.51 52.3% Source: emarketer, may 2006 last update date: 02/08/2006 First two common operations on the Internet in France ( several answers possible, total > 100%) operation type dec. 2004 variation news search 64% -3% internet banking operations 53% +3% Source: JDnet 2003 average Internet banking usage = 31% no significant regional differences not for the reasons one thought in 1996 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    60. 60. 2 main trends, in opposite directionsconsumers B2C commodities mass-customisation SMB’s - SOHO B2B Commodities Bespoke B2B MNC’s mass produced bespoke one-size fits all some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    61. 61. 2 main trends, in opposite directionsconsumers B2C commodities mass-customisation innovation not happeninggrade technology and consumers use high in b2b markets SMB’s - SOHO home equipment > business equipment frontiers are blurred what consequences? B2B Commodities Bespoke B2B MNC’s mass produced bespoke one-size fits all some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    62. 62. so where does traditional marketing fit in this picture? frog reflex procedure won’t work here (if it ever did anywhere though) some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    63. 63. 2 common myths about ICT marketing •it‘s all about technology •it‘s all about asking what the client/user wants > innovation >the survey mythology >the customer sat delusion some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    64. 64. what is driving ICT sales? marketing or technology • can disruption arise from market surveys? • what is really measured in customer sat surveys? some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    65. 65. reverse-engineering: marketing the unknown • Desmarest-Krycève: ―It must be easier to improve something that people know about, rather than ask them to specify what they ignore or even fail to understand‖" 1 2 Pilot test Pilot Assumptions users/clients Changes Changes Feedback Survey control system 3 Sample application of the "reverse-engineering" approach in ICT Marketing Source: Yann Gourvennec (2001-2002) some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    66. 66. NO! not all perfect products/services will sell •and vice versa •msdos, winword, windows •nabaztag •… •hence, a product/service does not have to be perfect •so, what is the importance of marketing? some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    67. 67. 2 questions (2001) • who knows what webconferencing is? • who had ever used it? • a webconference recording example some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    68. 68. a real-life example •question: how do you build the marketing mix for products/services that people don‘t understand? 10 years on, webconference is now a commodity some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    69. 69. part two - what have we learnt? •ICT is really different from mainstream marketing •ICT marketing is segmented >products/service/services/solutio ns •minimum understanding a must •but technicality isn‘t sufficient •consumer and b2b markets: shifting grounds •clients aren‘t decerebrate frogs •easier to correct than design some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    70. 70. module one – part threereinventing marketing? marketing 2.0Paris, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
    71. 71. what is many people‘s view of marketing? not invented, but translated and adapted from www.cybercartes.com some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    72. 72. is marketing dead or is it being re-invented? some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    73. 73. unleashing the ideavirus Marketing by interrupting people isn‘t cost-effective anymore. You can‘t afford to seek out people and send them unwanted marketing messages, in large groups, and hope that some will send you money. Instead, the future belongs to marketers who establish a foundation and process where interested people can market to each other. Ignite consumer networks and then get out of the way and let them talk. (still) available at http://visionarymarketing.com to read the ideavirus, display slideshow (F5) and click here some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    74. 74. top 10 truths about the digital ecosystem Geoffrey Moore 1. omnipresent distractions increase the need for inner peace 2. symbolic competence creates competitive advantage 3. outsourcing and offshoring are inevitable 4. everything is media 5. services displace products 6. games tell all 7. wikis rule and “crowd-sourcing” works! 8. there is no place to hide 9. songs are the spiritual property of the young 10.images are king some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    75. 75. Pinko Marketing manifesto ―stop thinking in military analogies. no more campaigns. no more market penetration. if youre thinking of it as a war, youve lost already‖ some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    76. 76. part three - what have we learnt? •ICT marketing not = nonsense •a networked economy •clients want to be talked to and listened (not talked at) •but organisations still struggle with this •marketing is being reinvented •digital ecosystem is reshaping the economy some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    77. 77. FUTURELABA Reflection Feel free to re-use or mash-up thisOn Marketing Accountability presentation under Creative Commons 2.0 licence (non- commercial, attribution) some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    78. 78. end of day onethe marketing of technological innovationday oneParis, 2011 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec
    79. 79. assignment no.1: twitter now and then, a different perspective read assignment sheet #1 and answer those 3 questions: 1. was twitter considered a fad, back in 2007? why? 2. is it still now? why? 2007-2011 3. what is in store for twitter, in your HTG opinion, for the foreseeable future? innovation in the eye of the beholder assignment … some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    80. 80. 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 some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011
    81. 81. 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) some rights reserved - CC 2011 - visionarymarketing.com - Yann A. Gourvennec Paris, 2011

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