[En] MIB Dauphine - ICT2

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

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

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?
•…

Paris, 2011
module one
a few thoughts about ICT marketing and
innovation

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

Paris, 2011
module one – part four
a critical look at product life-cycles

a famous inventor
RUDOLF 1858 – 1913

the product lifecycle conundrum
classic ‘bell-curve’ representation

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

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

the product lifecycle conundrum (3)
or more frequently
sales
time

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
> …

a real-life example: unified messaging
A weird concept for 1999 users and maybe even today
SMS

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

• 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

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

the Gartner hype cycle (2008)http://www.gartner.com/technology/research/hype-cycles

the Gartner hype cycle (2009)http://www.gartner.com/technology/research/hype-cycles

internal marketing of paramount importance

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

Paris, 2011
module one – part five
solution selling – the vertical factor

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?

dual investment
technical
marketing

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

in b2b ICT markets
•b2b clients hassled
•swamped with services
•what clients want is
>pertinent solutions
>relevant to their sector

what is a solution?
• it is the answer to a problem

some rights30
solution selling
http://amzn.to/solsell

vertical illustration
online payment systems

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

segmentation …
… or ‘segmentuition’?

part five - what have we learnt?
•b2b clients are all different
•segments and sub-segments
•solution = answer to a problem
•segmentuition

Paris, 2011
module one – part six
marketing alliances, a cornerstone of
ICT marketing

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

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

open innovation  the iPod ecosystem
•http://www.wikinomics.com/blog/index.php/tags/open-innovation/

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

please, draw me an alliance programme!
marketing alliances are about change management

a typical alliance programme manager

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

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 ??!!

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

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

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

assignment no.2: a critical look at product lifecycles
critical lifecycle analysis assignment …
Cloud computing or lipstick on
a pig?
2011

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

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