I’ve just uploaded a document to Scridb which is based on a series of blog entries from the REPAMA blog.
In this series of 8 blog postings I described the format of the positioning statement that we use to help our clients capture their company or product strategy. I’ve finally got around to committing the description of the 7 elements…
- target customer/ideal client
- main pain/need or desire
- product name
- product category
- main reason to buy
- primary competitor or alternative
- the unique selling proposition – USP
…to ‘paper’. The document is embedded below and can be found on scribd.com.
[scribd id=23826456 key=key-15yeyrl8slzgx9uzm65p width=620]
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I’ve been a bit busy recently and so instead of finishing off the complex REPAMA SAS into the “Cloud Computing / Cloud Software / Cloud Management / Application Services Management” study, I decided to produce a rough draft of the much simpler REPAMA into Force.com’s go-to-market strategy instead.
Whilst the segment analysis study only covers Force.com at the moment, I will add additional vendors/providers into the study over the coming weeks. If you have any suggestions who I should compare to/with Force.com, let me know.
As mentioned earlier in these pages I’m documenting my quest to arrive at a market segmentation model of the cloud computing market. This will allow me to perform a series of REPAMA competitive marketing studies into various vendors in the cloud computing space. I’m uncovering more and more interesting research as I go and one such piece is described below.
The smart people at NIST (The US Governmental agency responsible for something or other – standards I think) have released some interesting work on cloud computing. Aimed at reaching a common set of definitions around cloud computing and its use cases, but recognising that these will change over time, their work can be found here.
I’ve reproduced some sections… Continue reading
I’m continuing the REPAMA Segment Analysis Study into the Cloud Computing market attempting to arrive at a solid market segmentation and two things have become very clear.
Firstly, every vendor with a remotely related proposition appears to have added the word “cloud” to their product name, presumably in an attempt to bask in the reflected glory that cloud computing provides, perhaps in an effort to appease their investors. This means that there are a large number of vendors claiming to be part of specific segments that may or may not have legitimate claims. This makes the process I’m going through confusing and messy. And if I, as a marketing analyst am having problems, I wonder what sort of success a… Continue reading
Carrying on from my blog on “corporate shyness”, I’m looking here at the different ways we evaluate information and make decisions. The first thing to say is that this is a big subject and one that others are much better qualified to cover than I am. Myers-Briggs has led much of the work on personality types and if you’re looking for in depth information that is not a bad place to start. But I am going to look at how personality traits influence the way we make decisions and what impact that might have on a marketing strategy aimed at influencing people.
People who rely on intuition to make decisions typically believe that they see the whole… Continue reading
So closing out this series of posts looking at differentiation in markets where technical standards have caused little technical difference between products, I’m going to look at standards bodies and technical education as a technique to create differentiation.
Preach the gospel – Educate
The first point to make is that in my experience products that have developed through the process of ratification of technical standards, first find an audience amongst the technical community. This means that there is an opportunity, albeit with a finite window of opportunity, to become the first vendor to provide education together with access to evaluation software for these early technical evaluators.
I’ve had first hand experience of this early stage marketing exercise. We… Continue reading
I’m carrying on this series of posts on how vendors can differentiate themselves in the market when technical standards have had the effect of removing significant functional difference between competitive products.
This time I’m going to look at partnering to create differentiation in your offer. Whilst the product proposition will remain materially similar to that of the standards-driven competition, a proposition carved from the synergies of the product and a strategic partner can be beneficial.
Partnering – Other complimentary vendors
As I suggested in this post, broadening the product portfolio is one way to create differentiation. Whilst this can be done through internal product development, it is also possible to broaden the product proposition through strategic partnerships.… Continue reading
I’m continuing this series of blogs here by looking at the techniques that software vendors can use to create the “illusion” of differentiation in markets where technical standards have led to little material product difference.
So moving on from my last blog where I looked at the way an organisation can differentiate based on the way that they sell, this entry will look at techniques to move the focus away from the technology and onto some other element of the proposition where real differentiation between vendors exists.
I should perhaps first acknowledge that achieving this sort of holistic approach to taking a proposition to market is not the work of moments. It takes… Continue reading