UNDRSTND Group - AIIM London - Oct 2015 - Strategic Priorities for ECM Vendors
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The world of Enterprise Content Management and Information Management has changed for ever. The impact of the Cloud, SaaS business models, Mobile Devices, Social Media and much more business and technology change is upon us. To survive and grow we need to revisit our intrinsic value propositions, how we communicate with all participants in the markets we serve and build strategies that take advantage of vendor consolidation AND fragmentation. Martyn Christian is the Founder & CEO of UNDRSTND Group, a strategic partner for vendors in the ECM & IM markets who want to maximize their potential by Understanding, Presenting and Growing the value of their businesses more effectively. Prior to founding UNDRSTND, Martyn was CMO of Kofax (now a Lexmark company), the leading provider of smart process applications that simplify the business critical First Mile of information intensive customer interactions. Prior to Kofax, Martyn served as VP of IBM's FileNet/ECM division and was CMO of FileNet Corp. at the time of its acquisition by IBM for $1.6bn in 2006. At IBM Martyn was also part of the team that implemented Unica and a whole range of digital marketing and prospect nurturing processes globally. Martyn started his career with Kodak in the UK before joining Olivetti to help establish FileNet's presence in Europe. Martyn is an AIIM Fellow and was Chair of AIIM Board of Directors 2003-5.
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Transcript of UNDRSTND Group - AIIM London - Oct 2015 - Strategic Priorities for ECM Vendors
The world of Enterprise Content Management and Information
Management has changed for ever. The impact of the Cloud, SaaS
business models, Mobile Devices, Social Media and much more business
and technology change is upon us. To survive and grow we need to revisit
our intrinsic value propositions, how we communicate with all participants
in the markets we serve and build strategies that take advantage of vendor
consolidation AND fragmentation.
Martyn Christian is the Founder & CEO of UNDRSTND Group, a strategic
partner for vendors in the ECM & IM markets who want to maximize their
potential by Understanding, Presenting and Growing the value of
their businesses more effectively. Prior to founding UNDRSTND, Martyn
was CMO of Kofax (now a Lexmark company), the leading provider of
smart process applications that simplify the business critical First Mile of
information intensive customer interactions. Prior to Kofax, Martyn served
as VP of IBM's FileNet/ECM division and was CMO of FileNet Corp. at the
time of its acquisition by IBM for $1.6bn in 2006. At IBM Martyn was also
part of the team that implemented Unica and a whole range of digital
marketing and prospect nurturing processes globally. Martyn started his
career with Kodak in the UK before joining Olivetti to help establish
FileNet's presence in Europe. Martyn is an AIIM Fellow and was Chair of
AIIM Board of Directors 2003-5.
Understanding The Challenge Ahead
What Are the 3 Strategic Priorities for ECM Vendors
2015-2020
Martyn Christian
CEO & Founder - UNDRSTND Group
There is a simple way to package information that, under the right circumstances, can make it irresistible. All you have to do is find it.
Hypotheses
The intrinsic value proposition of our technology & solutions is changing as digital content becomes a cultural and business norm
The legacy methodologies for creating awareness, engaging with the market and persuading customers to buy our solutions are no longer valid
Vendor consolidation has become fragmentation and will again become consolidation
#1
#2
#3
Why do
you need
to
change?
What
factors to
consider?
What are
next
steps?
Value Proposition
• Branding in the New Normal – Sasha Strauss
• https://www.youtube.com/watch?v=1l2CUjkg0ug
#1
• You can't do great customer experience management
without getting control of content and processes that
cut across boundaries of the organization.
- Thornton May ― AIIM Conference 2015
Futurist & Executive Director
IT Leadership Academy
Value Proposition #1
New World IT Budgets
Gartner – CIO Insights 2015
#1
“Our processes are broken, we are
buried in information and it is killing
our ability to satisfy our customers.”
Chaos and Content Management in 2020 – J. Mancini, President, AIIM
• Consumerization of IT – The Need for User Centric Solutions
• Social & Mobile Apps -Information Captured & Delivered to Everyone
• The Internet of Things –Every Node a Data Source
Chaos and Content Management in 2020 – J. Mancini, President, AIIM
Value Proposition – Digital Content Disruption
#1
Value Proposition - Digital Content Disruption
• SoLoMo app developers are automating customer experience related business processes (feedback, surveys, claims, new business, customer service, loyalty programs) and need to manage inbound and outbound digital content and associated metadata and processes
CONTENT
PROCESS
SOCIAL &
MOBILE
SaaS &
CLOUD
ARCHIVE
LEGACY
APPS
BUILD or ACQUIRE?
#1
Value Proposition – The Nature of Work is Changing
#1
Value Proposition –New Tools
#1
Value Proposition –No Where to Hide
#1
Value Proposition - Customer Experience Management or Information Management
#1
Value Proposition –Next Steps
• Revisit Your Value Proposition Now!
• Recompile in the “New Normal”
– Where does Digital Content and Business Apps fit in the new work paradigm?
• Find the new tools that you will need to constantly update and improve your Value Proposition
• Decide if you a Customer Experience Management App or an Information Management Solution
– HINT: same thing – different messaging!
#1
Hypotheses
The intrinsic value proposition of our technology & solutions is changing as digital content becomes a cultural and business norm
The legacy methodologies for creating awareness, engaging with the market and persuading customers to buy our solutions are no longer valid
Vendor consolidation has become fragmentation and will again become consolidation
#1
#2
#3
Almost Infinite Granularity of Message & Audience
#2
And Its Everyone not just Millennials
#2
Consuming via Mobile #2
Consider all Audiences and all Routes to Market
• Prospects
• Customers
• Channel Partners
• Industry Analysts
• Press & Media
• Communities
MarketingSalesCustomer
Engagement
#2
Customer Engagement Continuum
#2
The Metrics of the Changing Communications Eco-System
CREATE COMMENT CONSUME
WAS 1 9 90
WILL BE 10 20 70
Because of super segmentation &
fragmentation more people will know more
about what you offer the market and will
publish it to those who want to know
#2
All These are Competing for Mindshare with YOU!
#2
Tools & Techniques• Establish a digital
marketing platform
• Create a new & more granular segmentation model
• Create customer personas
• Create content than is easily curated & consumed
• Create buyer behavior centric data sets
• Create nurture streams
• Create pull campaigns
#2
Best Practice/ Maturity Model
Initial
Managed
Defined
Quantified
OptimizedDigital Capacity
Strategy
Performance
Improvement Process
Management Buy-In
Resourcing & Org
Data & Systems
Integrated Customer
Communications
Integrated Customer
Experience
www.smartinsights.com
#2
Next Steps
• Revisit your Marketing Plan and Program Tactics Now!
• Recompile in a “Digital Marketing” context
– Detailed work on target audiences and personas
– Detailed work on content creation and consumption
• Partner with digital marketing vendors and agencies that fit your maturity profile and objectives
• Commit to creating quality information delivered to a targeted audience in the most effective and consumable way
– HINT: nothing really changed!
Hypotheses
The intrinsic value proposition of our technology & solutions is changing as digital content becomes a cultural and business norm
The legacy methodologies for creating awareness, engaging with the market and persuading customers to buy our solutions are no longer valid
Vendor consolidation has become fragmentation and will again become consolidation
#1
#2
#3
Gartner ECM MQ #3
Gartner ECM MQ #3
M&A Transactions 1H 2015
Smaller, innovative software & solutions companies
Acquired by bigger and slower systems companies
965Transactions
+3% YTY
$55.65bn
in value
65%less than
$33mnin value
http://berkerynoyes.com/publication/trends/2015half/software.aspx
#3
Is Innovation Dead in Large Software Companies?
• Less risky to buy than build
• Drive to SaaS revenue model encourages acquisition of smaller companies who are 100% SaaS
• Cash rich, large companies need to fuel growth when economic growth is -1 to +2%
• Price erosion in traditional markets means growth needs to come from new markets
#3
Innovation? #3
Next Steps
• Be prepared for approaches from and strategic partnerships with software and solution vendors big & small
• Prepare your “innovative” SoLoMO/SaaS/Cloud story now – rehearse and repeat!
• Remember that UK companies have some of the most well thought through and robust software products in the world – that real customers want to buy……… BUT most of the market (and money) is in the USA
– HINT: nothing really changed!
#3
“UK Software Ltd”
• Workshop based approach
– Improve your positioning & performance in preparation for growth & exit
• Range of Offerings
– Strategy Development
– Positioning & Messaging
– Go To Market & Sales Performance
– USA Market Growth
– Product Portfolio Management
– Exit Planning
• Deep subject matter expertise and experience
Thank You
Questions?
Martyn Christian
CEO & Founder - UNDRSTND Group
@martynchristian
+44 (0)7763 518902
