Telstra bought Microsoft Surface units to run the nsquared business pack and some custom software that the nsquared team built specifically to engage the Telstra small business customers.
Monday, March 28, 2011
Enriched Customer Engagement at the Table
The February issue of Cutter IT Journal published an article I wrote on the experiences nsquared had building a table top solution for Telstra.
Telstra bought Microsoft Surface units to run the nsquared business pack and some custom software that the nsquared team built specifically to engage the Telstra small business customers.
Telstra bought Microsoft Surface units to run the nsquared business pack and some custom software that the nsquared team built specifically to engage the Telstra small business customers.
Wednesday, March 23, 2011
Depth vs. Breadth vs. Value
After some recent conversations I thought I would jot down some thoughts on how different companies position their brands through the way they target their audience.
I have recently been involved in a number of conversations regarding breadth marketing, essentially this means going for more customers over a wider range of vertical markets. On the other hand depth marketing means targeting a small number of (often already known) customers and spending more time making sure they are incredibly happy with your product.
Given a limited amount of resources (every company in the world has its limits, just some are bigger limits than others) the breadth approach means a lower level of engagement per customer than a depth approach.
The question in my mind is how does the approach taken to marketing impact on the perceived value of the brand.
and can making the right choice of approach combined with a price point help a brand become more successful.
The question about perceived value seems like it might be a no-brainer. Yet the question might be better asked this way; in order to be successful does the marketing approach effect the perceived value or does the product value determine the marketing approach ?
Surely an approach that encourages a deeper level of customer engagement will increase the perceived value. Take for example the custom built super car industry. Here the customer is cherished and their hand is held through each step of making choices about the car, including fittings and extras. This is clearly a high value product and nearly always perceived as high value brand; you don’t go to Citroen in order to get a customer super car built, you go to Ferrari or Lamborghini. Yet we could flip this on its head and say that because this is such a high value product it dictates that the customers be given a better service. If you look at it this way it would then suggest that the higher the value of the product the deeper you would want your customer engagement. I also wonder if deciding to position your product for a breadth marketing campaign actually lowers the perceived value of your product. The more people that use your product the less exclusive they feel.
Some products are clearly well positioned for breadth-marketing examples include; soft drinks such as Coke or Pepsi, consumer electronics such as iPods or televisions, and mainstream movies such as Spiderman or Harry Potter. These are all low value products and have mass-market appeal, or so their producers would like us to believe.
Lets focus on technology for a moment and consider the entire experience, not just hardware and not just software, but the end-to-end experience. Clearly Apple has a lot of passion in this space, they have built a strong brand on the user experience of their products. Yet the Apple products are themselves not that expensive and are certainly targeting the mass-market space. Apple is clearly going for breadth marketing, and it seems to be working out pretty well for them. Microsoft has done well in this space with Xbox and recently incredibly well with Kinect, again a low value, consumer focused device with mass-market appeal.
So why all this pontificating?
Recently I have come across a few products that are clearly high value propositions, not targeting consumers but rather specific verticals and small numbers of clients (in the big scheme of things) and yet they are taking a breadth marketing approach. They are twittering like crazy, putting their products to be touched by consumers that will never be able to afford the products and trying to drive what appears to be a consumer facing marketing campaign for a non-consumer device. To me this seems like a mistake and yet maybe they will prove me wrong.
Time will tell.
I have recently been involved in a number of conversations regarding breadth marketing, essentially this means going for more customers over a wider range of vertical markets. On the other hand depth marketing means targeting a small number of (often already known) customers and spending more time making sure they are incredibly happy with your product.
Given a limited amount of resources (every company in the world has its limits, just some are bigger limits than others) the breadth approach means a lower level of engagement per customer than a depth approach.
The question in my mind is how does the approach taken to marketing impact on the perceived value of the brand.
and can making the right choice of approach combined with a price point help a brand become more successful.
The question about perceived value seems like it might be a no-brainer. Yet the question might be better asked this way; in order to be successful does the marketing approach effect the perceived value or does the product value determine the marketing approach ?
Surely an approach that encourages a deeper level of customer engagement will increase the perceived value. Take for example the custom built super car industry. Here the customer is cherished and their hand is held through each step of making choices about the car, including fittings and extras. This is clearly a high value product and nearly always perceived as high value brand; you don’t go to Citroen in order to get a customer super car built, you go to Ferrari or Lamborghini. Yet we could flip this on its head and say that because this is such a high value product it dictates that the customers be given a better service. If you look at it this way it would then suggest that the higher the value of the product the deeper you would want your customer engagement. I also wonder if deciding to position your product for a breadth marketing campaign actually lowers the perceived value of your product. The more people that use your product the less exclusive they feel.
Some products are clearly well positioned for breadth-marketing examples include; soft drinks such as Coke or Pepsi, consumer electronics such as iPods or televisions, and mainstream movies such as Spiderman or Harry Potter. These are all low value products and have mass-market appeal, or so their producers would like us to believe.
Lets focus on technology for a moment and consider the entire experience, not just hardware and not just software, but the end-to-end experience. Clearly Apple has a lot of passion in this space, they have built a strong brand on the user experience of their products. Yet the Apple products are themselves not that expensive and are certainly targeting the mass-market space. Apple is clearly going for breadth marketing, and it seems to be working out pretty well for them. Microsoft has done well in this space with Xbox and recently incredibly well with Kinect, again a low value, consumer focused device with mass-market appeal.
So why all this pontificating?
Recently I have come across a few products that are clearly high value propositions, not targeting consumers but rather specific verticals and small numbers of clients (in the big scheme of things) and yet they are taking a breadth marketing approach. They are twittering like crazy, putting their products to be touched by consumers that will never be able to afford the products and trying to drive what appears to be a consumer facing marketing campaign for a non-consumer device. To me this seems like a mistake and yet maybe they will prove me wrong.
Time will tell.
Thursday, March 17, 2011
The Hotel Room of the Future
This week I have been at the Hotel Hospitality and Design Expo in Sydney. The nsquared team released the nsquared hospitality pack for Microsoft Surface. This includes three applications designed specifically for the hospitality industry, nsquared concierge, nsquared room service and nsquared tourist table. Each of these applications helps the hotel up-sell services that they offer directly or through affiliations.
Wednesday, March 09, 2011
It is not cloud or client
With so much discussion recently about moving your computing solution to the cloud as opposed to building a rich client application I thought I would make some observations.
Step back 30 years (1981) to the days when the mainframe was being positioned as a computing solution for business via thin client terminals. At the same time a new type of computer was starting to become popular, the personal computer. The personal computer was a low powered device by comparison to the mainframe, but it was all yours,.There was no sharing of resources or concerns of your personal and private data getting into the wrong person's hands. Microsoft made it their mission to put a computer on every desktop, it was a noble cause, a democratization of computing power. As personal computing power increased and with it the software for personal computers, the dream has become a reality. Now the modern day personal computer is often more powerful than many of the mainframe devices. The personal computer has also become so cheap as to be considered a disposable item by large companies. Place a large number of personal computers together and you can create an immensely powerful shared computing resource. In many ways, this stacking together of large numbers of computers provides more redundancy than a single large powerful computer. When a part of it fails it is really disposable and can be left as a dead component in the array of computers. The operating systems that these personal computers run is not considerably different from the operating system that runs the modern day laptop or the desktop computer.This has lead to a shift in the dynamics of the industry. The manufacturers of the personal computer operating system (let's face it, I am talking about Microsoft here in the main), is now the same company that is producing the operating system for the shared resource computing accessed through the modern day terminal (the browser). This now means the same company that has lead the charge to bring computers to the desk and into your hands is motivated to create large online shared resource centers, centers that run their operating system.
The interesting thing is that over the last 20 years Microsoft's Windows operating system has matured into a far superior server technology than client technology. Consider the Vista issues that clients reported and compare that to the lack of issues reported for Windows Server 2008. Windows Server 2008 is a really solid operating system and yet at its core is the same operating system as Windows Vista. It should not be surprising then that a company like Microsoft would play to its strengths and be motivated to sell more of its server operating systems. Windows 7 has done a lot to regain credibility for Microsoft as an operating system on the personal computer yet it is clear that market share is being lost to other products.
Many of these other products are no longer the traditional 'personal computer' and Steve Jobs in his announcement of the iPad2 referred to these computers as 'post PC' devices. Clearly your phone, slate computer or TV are not quite the same as your personal computer, yet these devices all harness the same (if not more) computing power as the personal computer of 5 years ago.
These post pc devices are often designed for richer media consumption such as movies, video chat, music and games. In order to optimize the experience for the consumer the software running on the devices is getting increasingly complex.
This clear movement to richer and richer experiences on client devices leads to a higher and higher consumption of bandwidth. At the same time greater levels of abstraction are being created by developers to simplify their lives. For example consider the heavy use of XML as a data transfer medium, XML is human readable and easy to debug, yet it increases the bits required to send the information compared to other methods software developers used when the available bandwidth was far more constrained. Couple this increased use of bandwidth with, what seems like, an insatiable appetite for richer experiences and we have a scenario where more power is being required on both the server and the client.
The cloud or shared computing resource is here. It has been here for a long time and will be here for a long time yet. Creating a new name for this massive shared computing resource may help with marketing it as the new thing, but ultimately it is nothing more than a huge online computing platform that is shared and scalable. I am sure I remember a salesman from IBM telling me this about the IBM offering in 1986!
The smartphone, tablet, tv and laptop will always provide a better experience when the application is written to target that device specifically. The web provides a lowest common denominator for interfaces that might be interesting for businesses that want to maximize their reach at the cost of user experience. The most enjoyable experiences will always come from applications designed to take advantage of the platform upon which they are running.
I think the argument of cloud vs client is not a real decision that needs to be made. To create an optimal user experience requires a rich client application. To make the experience seamless across the different devices in our pockets and on our desks requires shared storage that is reliable, scalable and can be accessed from (almost) anywhere. It is not about cloud or client, it is about cloud AND client.
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