business audiences insight
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August 2010
Business Audiences Deep Dive
Contents Purpose of this document The bigger picture (audience, segments, verticals) Business audience deep-dive on:
−Who are they?−Their responsibilities −Challenges they face−Sources of information −Products they choose −Their attitude towards Microsoft −Insights and communications
BDMs
−Who are they −Segmentation −How they work −What they use −Products −Insights −Opportunities
IWs
Final thoughts
Your hosts today
Benedicte Philippe-DominTraining & Readiness Global Lead
(Paris)
Raj MisraSenior Strategist
(Seattle)
Purpose of this document
To equip you with in-depth knowledge about Microsoft’s business audiences, being BDMs and IWs, and how to best connect with them.
Why do we care about business audiences?
Business audiences USE technologyo Productivity increaseo Improved client serviceo Mobile capabilitieso Storage / recovery
“We use it because it is works with my mobile phone really well plus the shared calendars are going to be very important”
“Only about 1% of our email isn’t Spam, so we need good protection”
“Exchange makes us way more productive, it is business critical”
“People want to save everything they have which creates storage problems”
Technical audiences MANAGE technologyo Securityo Reliabilityo Disaster recoveryo Workload minimization
With democratization of technology, end users and business audiences are playing a more important role
The bigger p ictureAudiences vis-à-vis Segments v i s -à -v i s V e r t i c a l s
Microsoft Segmentation Approach
VERTICALS
What are the specific industry traits must we address?
AUDIENCES(BDM, IW, IT PRO, DEVELOPERS…)
Who is our audience, what are the insights and best
ways communication points?SEGMENTS
(Enterprise, Partners…)
Which segment are we talking to?
SMSG Marketing Matrix
SegmentMarketing
Audie
nce
M
ark
eti
ng
Enterprise Public Sector
Education Depth Breadth Partners
BUSINESS DECISION MAKERS (BDM)
IT DECISION MAKERS (ITDM)
ITI IMPLEMENTOR (ITI)
DEVELOPERS
DESIGNERS
INFORMATION WORKERS (IW)
AUDIENCES
SEGMENTSEPG SMS&P
Commercial audiences mappingCxO
BDM-TI
ITDMs
EU / IW
BDM non-TI
Business audiences
ITI
IT Decision MakersIT Implementer
Business Decision Makers Technology Influence
End Users / Information Workers
Business Decision Makers Non - Technology InfluencersOther IT
IT generalist, IT specialists (desktop support, infra support, LOB specialist)
ITDM : CIO
Fu
ncti
on
Execu
tives
Fu
ncti
on
Lead
ers
Technical audiences (TAGM)
Arc
hite
ctur
e / C
TO
Infras
truc
ture
&
deliv
ery
Dev
elop
men
t
Secu
rity
Bus
ines
s App
s / L
OB
CIO
IT I
Developers
Other IT
Designers
CFO (Finance)VP
Sales (Sales)
VP HR (HR)
VP R&D (R&D)
COO (Operations
)
CMO (Marketing)
Other BDMs
Lega
l
Acc
ount
ing
Proc
urem
ent
Trea
sury
PR
eCom
mer
ce
Adv
ertis
ing
RM
/ D
igita
l Mar
ketin
g
Recr
uitin
g
Trai
ning
& D
evel
opm
ent
Ben
efits
Cus
tom
er S
ervi
ce
Sale
s
Rese
arch
& D
evel
opm
ent
Prod
uct M
anag
emen
t
Supp
ly C
hain
Man
agem
ent
Plan
ning
Logi
stic
s
Adm
inis
trat
ion
EU / IW
CxO CEO, CTO, CIO, CMO etc.
Let’s talk about BDMs
first
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
What titles they carry
What job do they do?
What
responsibility do they carry ?
What is the
decision making process like at different BDM levels? What
challenges come with the job? To excel at their job,
where do they go for
information? What products are relevant to them?
When considering Microsoft, what is
their attitude towards us?
What insights can we tap into to best
communicate with them?
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
A very versatile group of people.
From a 10-man company owner
to
a 100,000-people global, public-listed company CEO
A BDM personaI am a man (78%). I obtained tertiary education. I work in a service or manufacturing company. My annual compensation can easily exceed $150,000. I use a computer in my office, and work with Windows XP & Office 2007. I always have my mobile phone near me or my PDA. I surf the web every day. I feel optimistic about my future. I am ambitious and love my job. I read a lot about the economy, my own industry and my job to stay ahead of the curve and lead my company.
I’m around 40 years old. I’m married with children. My wife is working too. My professional life and my private life are not completely balanced. I live in a high-paced cityor its suburbs. I love sports. I often read. Outside of work, I like going to clubs to meet like-minded leaders. At home, we are over-equiped with high tech products. I am a frequent flier for both business and personal reasons, on business class (20%).
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Who is a Business Decision Maker Decision maker of a company or an organization exceeding 10 persons Covers both private and public sector Manages either the whole company or a department Does NOT work in the IT department Top job is managing people and budgets efficiently and effectively Looks after the long-term, strategic company direction (strategic, human,
budgetary) Most likely to meet with senior company management Many BDMs have an influence on technology : TIDM (technology-influencing
decision maker) or TI BDM (same thing) TI BDMs are not just c-level executives Most involved with technology as capital expenditure Top goal is turning IT from an expense into a strategic asset Final decision authority on technology purchases Little or low opinion of Microsoft Microsoft’s focus has been on BDMs in : finances, sales and marketing, HR and
the supply chain roles (from procurement to after-sales services including production)
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
BDM at work
Their career success is their first objective, they accept the sacrifices required to succeed (length of a day worked, little family time)
Their personal priorities :– 1st : increase their income (52 %)– 2nd : develop new competences (42 %)
They are optimists– 84 % are optimistic about the future of the company– 84.5 % are optimistic about their professional future
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Mid
Mark
et
Tech Competency- +
5,673,000 TI BDM
BDM audience size in USAEnte
rpri
se
Download sizing breakdown for your country.
Sm
all
Org
1,951,000
1,496,000
2,226,000
9,902,000 Non TI BDM
4,310,000
2,858,000
2,733,000
TI BDMNon TI BDM
Source: Microsoft’s BDM Group, March 2010.
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
TI BDM vs. BDM ?
TIDM and TI BDM: same same
The TI BDMs are a sub group of BDMs and represent 73% of the BDMs
TI BDM overall involvement in the IT purchase process is high
TI BDMs’ IT influence varies by IT product category; lowest for server/tools products, highest for business applications
Top focus areas for most TI BDMs are customer-facing and financial process software
Most TI BDMs report friendly relationships with ITDMs
There are 4-6 TI BDMs in a typical mid-market company; 12-15 in a typical enterprise
Microsoft’s primary marketing focus is on TI BDMs.
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
A BDM can also fully/partly be an ITDM
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
A BDM can also partly be an IW
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Which of the following best describes your role at work?
BDM vis-à-vis IW
I am responsible for making decisions about the
goals/priorities of my department and/or the overall
company.
BD
M
I determine how to complete my projects
and/or tasks.
or
I am responsible for contributing to a team
and completing my own projects/tasks.
IW
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Exec
Management
Coordination
Implementation
How they describe their responsibilities:
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
BDM Roles & Responsibilities – Key Words When asked to define the ‘essence’ of their positions in just a few words, the
following terms that emerged with some frequency were: manage, control, lead, communicate, coordinate and oversee.– I could say that I manage the direction, I oversee it more so. [Chicago, BDM]
– I have to lead, responsibilities, the juggling of different personalities throughout the organization… [Chicago, BDM]
– To be considered a leader amongst my team and to direct responsibilities and job functions to others and to hold them accountable. [Chicago, BDM]
– Oversee, planning and implement. […] It’s basically what I do. […] Oversee is the same word as management. [SF,BDM]
– Coordinate, project management, and events. […] I see coordinating as taking pieces from different people and putting them all together, whereas the events and project management is something that I own and make all the decisions on and roll out completely on my own. [SF, BDM]
– I control payments within Germany and on an international level, so I underlined control. I test and find new software. So I control, tend and test. [Frankfurt, BDM]
– I said to check the budget, control purchase, and help to structure and the IT content. I underlined control, agree, and participate. […] This is control whether people stick to the defined budget. We have to work with the budget that we have. [Frankfurt, BDM]
– The first one is communication. We’ve got about a thousand staff in 18, 20 offices across the globe, so we’ve got to communicate everything from the engineers to the media to the staff… it’s very difficult to keep everyone up to date with the bids, to tracking, to just trying to make a big company seem like a local company is key. [London, BDM]
– The three words [for the essence of my position], I’ve got detail, management, and communication. [London, BDM]
– The coordinator. I am the go-between between the top management and lines of business, and I have to develop concrete plans, action plans, and manage the plans. Actually it’s the line of people to implement and I have to manage them implementing plans. [Tokyo, BDM]
– I plan. […] And manage people implementing plans. [Tokyo, BDM]
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Source: CMG Market Research “BDM Influence Mapping Final Report_033108”
BDMs self-expressions on their roles and responsibilities
Despite a broad range of roles and industries a number of consistent elements emerged when BDMs were asked to describe their roles.
– Most BDMs tended to describe their roles in terms of their responsibilities, often listing the functional areas they managed or the key deliverables they were accountable for.
- I’m a Purchasing Manager for a large insurance company. I buy all products using internally outside services. I also manage the corporate travel and the corporate auto fleet. In addition, I also manage our San Francisco office’s portion of our internal mailroom, 12 employees total. [SF, BDM]
- I work for an export company. I supervise a staff overseas. I work with 34 managers. I purchase products. I meet with vendors. I meet our customer demands. I work with our warehouse staff. I do advertising and I manage our local office. [SF, BDM]
- I am the Operation Supervisor of AG Edwards, a financial. I take care of all the employees, all the trading, the daily ins and outs of all trades electronically, and all of the communications the branch goes through, whether it be phone or computer, that kind of thing. [Chicago, BDM]
- I’m responsible for the service planning. I make tenders. I speak with employees. I’m in contact with other branches of the company and I’m in contact with our customers and I’m responsible for customer care. So it’s service planning, employee care and customer care. [Frankfurt, BDM]
- I’m Manager of a varied group of about 10 people providing support services in the global head office in a Fortune 100 company. So I’m head of the facility support unit. We’re providing everything that people need to do their job, whether it’s the chair they sit on or the desk they sit at, what phone they use, what car they drive, what lunch they eat. [London, BDM]
- Marketing Service Manager for a worldwide travel company. Production of sales and photography. Run a team of people, databases and print and ensure online imageries are kept up to date and maintain corporate and individual identities. [London, BDM]
- From the planning all the way up to the implementation for the entire process I have the decision making process, and I should be responsible for the result of the actions taken and the process. [Tokyo, BDM]
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Source: CMG Market Research “BDM Influence Mapping Final Report_033108”
BDM involvement in the decision process
BDM involvement in the buying process
55
64
182
197
50
52
54
56
58
60
62
64
66
For software > $ 5,000 Hardware equipment > $5,000
170
175
180
185
190
195
200
BDM % Index
BDM consider having three main tasks :– 67 % of them consider they have ”to frame/plan” – 65 % of them consider they have ”to manage” – 64 % of them consider they have ”to decide”
BDM also take part in the IT purchases process of their company
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Source: FCA 2008
Social and non-social influences on BDM’s decisions
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
BDM’s [professional] social influences
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Social influencers are a select bunch of people close to a BDM
Social influencers most often (over three-quarters) to be "internal", i.e., part of the BDM's organization
Social influencers are far more likely to be drawn from the Finance and IT departments (over three-quarters) than from any other department
Only two social influencers on average
Long standing relationships; average 7+ years
Social influencers are viewed as honest, dependable, trustworthy and credible (top 2-box scores higher than 80%)
The information provided by social influencers is characterized as very important
And this information is perceived as free from any vested interests (over 80% of social influencers are "not trying to push an agenda")
As such they are in frequent and regular contactSource: BDM Influence Mapping, MaPS and CMG Market Research, March ‘08
% by Phone % by e-mail/IM % In-Person
Multiple times a day
Once a day
Several times a week
Once a week
Several times a month
Once a month
Once every 2-3 months
Once every 6 months
Once every year
Less than once a year
Never
21%
11%
19%
13%
14%
11%
6%
3%
0%
0%
2%
0% 25%
18%
11%
11%
13%
11%
12%
11%
5%
4%
2%
1%
0% 25%
15%
8%
17%
17%
13%
13%
9%
2%
1%
1%
4%
0% 25%
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Email and in-person contact top the interaction with social influencers
Source: BDM Influence Mapping, MaPS and CMG Market Research, March ‘08
Most prefer a work-only relationship *
Relationships are strictly work related
Relationships are predominantly work related with some social interactions
Relationships are predominantly social with some work related interactions
Relationships are strictly social
2%4%
29% 65%
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
* More so in enterprises and less so in small and medium business. * This is also less applicable to regions like Asia where work-personal relationships are more common.
Credit: BDM Influence Mapping, MaPS and CMG Market Research, March ‘08
BDM’s non-social influences Non-social influences are all influences other than social influencers The top sources of non-social influence are:
Product demonstrations Conferences Sales presentations
Worth noting that the above three sources all involve a human element and interactivity
Three times as many non-social influences as social influencers. Likely to be much less impactful as compared to social influencers. Six non-social influences on average Least impactful non-social source: pure content. Non-social influences not viewed as honest, dependable, trustworthy
and credible Likely to be characterized as non-essential or simply unimportant Information being affiliated with vendors/suppliers and as such perhaps
colored by vested interests Non-social sources of influence consulted on an "as-needed" basis and
at a much lower frequency than social influencers
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Multiple times a day
Once a day
Several times a week
Once a week
Several times a month
Once a month
Once every 2-3 months
Once every 6 months
Once every year
Less than once a year
0%
100%
1%
2%
4%
6%
9%
17%
22%
20%
14%
5%
0% 25%
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Engaging non-social influences happens once every 2-3 months.
Credit: BDM Influence Mapping, MaPS and CMG Market Research, March ‘08
TI BDM Influence Map
The first number is the strength index calculated as the ratio of the percent of times an influence is cited to the average percent of times all social and non-social influences are cited. The second number is the impact index calculated as the ratio of the percent of times a cited influence is described as essential to the average percent of times all cited social and non-social influences are described as essential.
Social Influencer
Non-social Influence
TI BDM = 0.48
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Pdt. Demos (419, 170)
Sales presentations (361, 122)
Supplier websites (343, 57)
Conferences/speakers (343, 57)
Trade mags./journals (245, 56)
Trade shows (245, 56)Webcasts/webinars (239, 83)Bus. pubs./ columnists (233, 46)
White papers/tech literature (227, 40)
IT Dir/SM-IT/MIS, Co-worker (210, 196)
Books (175, 26)
Analyst websites (169, 72)
Tech. Consult. websites (140, 65)
Dir. rpt./Subord. (122, 149)
E-mail newsletters (116, 26)
BBs, DGs, blogs (105, 29)
CIO/CTO-IT/MIS, Co-worker (76, 261) External, Tech. Consult. (70, 130)
Other-Other, Co-worker (52, 145)
Other (52, 116)
CXO-Finance, Boss/Mentor (29, 156)
Source: BDM Influence Mapping, MaPS and CMG Market Research, March ‘08
Majority seek advice from colleagues before making a decision. Many prefer committee-based decisions are well advised and are willing to
observe others prior to making a decision.
% Top 2 Box
Average Length of Time Used (In Years)
Seek out advice from colleagues before making recommendation
Decisions made by committee are less risky as several perspectives are considered
Rely on others' good experience with product
Observe others before making decision
Hands-on decision maker
Continue using product with experience rather than try new ones
Decisions made by committee are safer and have less accountability
Like to gamble on new products
Rely on gut feel and experience
59%
44%
42%
39%
21%
16%
16%
8%
7%
59%
42%
39%
21%
16%
16%
8%
7%
44%
0% 100%
BDM Personal Decision Making Style
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Credit: BDM Influence Mapping, MaPS and CMG Market Research, March ‘08
This indicates that these BDMs are likely to be influenced by social and non-social influencers. This is good news for us.
Reaching BDMs is like catching a slippery fish
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
It’s a demanding audience… 65% of business decision makers claim to never click
on online ads
Many won’t get past the headlines of a print ad
They are expensive to reach
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
It is expensive and difficult as they tend to stay away from eDMs and banner ads.
Source : Microsoft Digital campaign benchmarking tools(comparative global results, Q4 FY08)
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
So where do they get information and knowledge?
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Recommended Contact Tactics for BDMs
BDM’s current information seeking patterns :– reliance on WOM, especially social influencers– desire for targeted, industry-specific information– need for solving business, not technical challenges
Based on these patterns, a series of tactics were evaluated, based on: – Efficiency at moving a BDM lead from awareness to
purchase – Impact of the tactic (relative to others)– Cost– Time to generate a lead
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Evaluation of media tactics (cont)
Breakfast meetings / symposia 3 5 5 4 4 Depth $ 2
In-flight magazine 3 5 5 4 4 Reach $$ 2
Collateral 3 5 5 4 4 Reach / Depth $$ 2
Analysts (eg. Foley) 3 5 4 3 2 Depth $$ 2
CIO mag ad buy 3 5 4 3 3 Reach $$ 2
Industry conferences
3 5 5 3 3 Reach $$ 2
Industry leader 3 5 5 3 3 Reach $$ 2
Awareness / Knowledge
Cosideration /Trial Satisfaction
Loyalty / Advocacy
(1 = Low / 3 = High) ($ = Low / $$$ = High) (1 = Low / 3 = High)
Time to generate leadsCostReach /
DepthTactic
Impact of Tacticon Target
Messaging Stage
(Effectiveness, 1 = Low / 5 = High)
Targetted Email 3 4 4 3 3 Reach / Depth $ 1
Online search 3 4 4 2 2 Reach $ 2
Buzz creation kit 3 4 4 3 3 Depth $$ 2
Local and regional Events 3 4 3 3 3 Reach $$ 2
Roundtable discussion 3 4 4 3 3 Depth $$ 2
Local radio spots (with CTA - website, event, offer
3 4 4 2 2 Reach $$$ 3
Blog channels 2 4 4 3 2 Reach $$ 2
Business leader groups/Chambers of Commerce 3 3 2 2 2 Depth $$ 2
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Source: ALM Dev Framework for Microsoft by Y&R Brands, March 2007
Evaluation of media tactics (cont)
Briefings and workshops
2 4 4 3 3 Depth $$$ 2
CIO summit 2 4 4 3 3 Depth $$$ 2Magazine inserts 2 4 3 2 2 Depth $$$ 2SME / Exec Circle Podcasts 2 4 4 3 3 Reach / Depth $$ 3
Gartner summit 2 4 4 2 2 Reach $$ 3HBR / MIT extracts 2 4 4 2 2 Reach $$ 3
EMBA programs 2 4 4 3 3 Depth $$$ 3Management consultants 1 4 4 2 2 Depth $$$ 2
DM w/brochures 2 3 4 3 3 Reach / Depth $ 2
Management retreat in a box 2 3 3 3 2 Depth $ 2
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Promotion 2 3 5 3 3 Reach $$ 2
Online banners 2 3 2 1 1 Reach $$ 2
Magazines / publications 2 3 2 1 1 Reach $$ 2
Venture capitalists 1 3 3 1 1 Depth $$ 2
Case studies / success stories
2 2 3 3 2 Reach $$ 1
Funny disruptive blog - dysfunctional organization and its turnaround
2 2 2 1 1 Reach $$ 2
Whitepapers 2 2 3 2 1 Reach / Depth $$ 2
Awareness / Knowledge
Cosideration /Trial Satisfaction
Loyalty / Advocacy
(1 = Low / 3 = High) ($ = Low / $$$ = High) (1 = Low / 3 = High)
Time to generate leads
eCostReach /
DepthTactic Target
Impact of Tacticon Target
Messaging Stage
(Effectiveness, 1 = Low / 5 = High)
Source: ALM Dev Framework for Microsoft by Y&R Brands, March 2007
Viral Game 2 2 2 1 1 Reach $$$ 2
Awareness / Knowledge
Cosideration /Trial Satisfaction
Loyalty / Advocacy
(1 = Low / 3 = High) ($ = Low / $$$ = High) (1 = Low / 3 = High)
Time to generate leadsCostReach /
DepthTactic
Impact of Tacticon Target
Messaging Stage
(Effectiveness, 1 = Low / 5 = High)
Cab flyers 1 2 2 1 1 Reach $ 1
Messenger BOT 1 2 2 1 1 Reach $$ 2
MSFT Recognition
2 1 1 4 4 Depth $$ 3
SMS content 1 1 2 2 1 Depth $$ 2
Executive Dashboard
1 1 1 3 3 Depth $$ 3
Evaluation of media tactics (cont)
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Source: ALM Dev Framework for Microsoft by Y&R Brands, March 2007
Few practical things we have learned
Social influencers and non-social influences need to be paired up
Best to engage TI BDM alongside an ITDM– For example, in BI (business intelligence), targeting Finance
Director/ CFO (as TI BDM) alongside a CTO (as ITDM) would be key to winning.
From our experience, we know; – direct mail + email + telemarketing to begin engagement – online + telemarketing to sustain dialogue– events to close deals
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
TI BDM Focus
View of
SW/IT
External Only Internal & External Blend
Cost
Strategic
Silo Appro
ach vs. Need For In
tegrated Applicatio
ns
High
Highest Opportunity for App Integration & ConnectivityHighest Opportunity for App Integration & Connectivity
Business Process &
Integration
Management & Security
Server Foundation Stabl
e Utility
ROI
Low
Internal Only
Client
Storage
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Product involvement
Even the most engaged BDMs (with IT influence) perceive Microsoft as monolithic, unaware, and indifferent.
• Most BDMs only interact with Microsoft’s desktop products, therefore Microsoft = Office• They lack awareness of Microsoft’s broader capabilities and struggle to comprehend the
company and its people as something apart from Office and Windows
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Having a relationship with Microsoft is perceived as out of reach for most, relative to other great business relationships.
(as a Company)
• Most BDMs feel the real Microsoft is well beyond them…
• BDM’s company is too small for Microsoft to accommodate or even care about…
• Or they cannot grasp the idea of having a relationship with this very large company, MS.
• Beyond Bill Gates, these BDMs have difficulty picturing the people behind Microsoft.
• When comparing MS to their preferred relationships, BDMs expect to see a sense of caring and personal relationship.
• BDMs know what makes a great relationship.• This is diametrically opposed to BDM perceptions of MS.• The way BDMs see MS has profound implications on how
MS needs to build a relationship.
• A few ponder whether they even need more of a relationship with Microsoft beyond that of a user.
• No reasonable alternative to Microsoft.• Microsoft’s pervasiveness does not require a great
relationship
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Source: Relationship and Advocacy Focus Group Research, WW BDM Audience Group, June 2008
Consumers Targeted Broad Elites ITDMs IT Is BDMs SBOs Developers
Most important factor in purchases
Quality (43%)/Value
(41%)Quality (43%) Quality (42%) Good Value
(33%) Quality (42%) Good value (45%) Quality (42%)
Strongly agree Microsoft is a good
value31% 11% 59% 36% 22% 33% 30%
Family/Company has been affected
by downtowna great deal
32% 27% 35% 39% 25% 38% 26%
Top Good Value Driver
Quality for a good price Customer service Reliability Quality for a
good priceQuality for a good price
Quality for a good price
Quality for a good price
BDMs are less certain of the value Microsoft offers as opposed to ITDMs who are the most likely to see Microsoft as a good value.
Highest
Lowest
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Source: Microsoft Value Messaging Research, CMG Market Research, May 2009
Q64-82. Please indicate how much it applies to Microsoft. Scale - 1 = “Does not apply at all” and 9 = “Applies completely.”Net Score = Top 3 Box (9 + 8 + 7) – Bottom 3 Box (1 + 2 + 3)Ranked by Consumer
BDM ITDM
Is an industry leader 85 85
Has a vision for the future of technology 74 79
Is innovative 70 82
Offers leading-edge products 73 78
Has reliable products and services 57 78
Makes my life easier 70 78
Is a company I trust 66 77
Offers leading-edge services 63 75
Has secure products and services 55 71
Products are high quality for a good price 53 76
Services are high quality for a good price 46 76
Has products and services that fit my household/company budget 61 78
Helps me/my company create opportunities to succeed 58 82
Has good customer service 43 71
Helps people get access to the products they need at a low cost 30 77
Total cost of deployment is lower than competitors 32 65
Total cost of ownership is lower than competitors 34 67
Where Microsoft falls short on creating value [quality + cost] with BDMs.
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Source: Microsoft Value Messaging Research, CMG Market Research, May 2009
BDMs see less “quality” in Microsoft than ITDMs
Wide divide between BDMs and ITDMs on “cost”
Q54. Which of the following companies do you think is most concerned with offering good value to its customers?Ranked by Consumer
BDM ITDM
Dell 42 18
Microsoft 13 37
Hewlett Packard 20 10
Apple 14 12
ASUS 3 1
IBM 8 22
BDMs perceive getting better value from Dell, HP and even Apple. ITDMs see Microsoft as best value.
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
Source: Microsoft Value Messaging Research, CMG Market Research, May 2009
Company Advocacy Assessment Exercises…
I do not involve the vendor or company at all when determining the business problem.
I proactively work with vendor or company to define the business problem and shape the solution.
Situation 1: Solving a Business Problem
Customer Selected Vendor
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Company Advocacy Assessment Exercises (cont.)
I do not communicate the vendor’s or company’s value ever.
I publically communicate the vendor or company’s value at external events and in external written communications
Situation 2: Interacting with Peers and Management
Customer Selected Vendor
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Current dialogue
Business decision makers are not used to hearing from Microsoft directly
Especially not in person
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT
Insights & comm
– Segment: • GMSC | depth | breadth• Commercial | Public Sector
– Function: • CEO, IT, HR, Finance, Sales, Marketing, etc. • ITDM or TI BDM
– Industry sector: • Retail, Manufacturing, Finance, etc.
When communicating with BDMs, we typically use the following three dimensions:
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
How Microsoft communicates with BDMs
MicrosoftMicrosoft
Field Sales
Hi-Touch Partners
Lo-Touch Partners
CxOs VPs, LOB
Development managers
MicrosoftDev Evangelists
KeyPromotionEvangelismInfluence
62
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Source: Microsoft / Y&R ALM Framework
BDM
Microsoft has considerable room to grow in order to build relationships and advocacy among BDMs.
Advocacy
Put
customer’s reputation on the line
Willingness to take
chances
based on Strong
Relationship
Development of Trust and
Dependability
Development of a
personal relationship
Knowledge of company/business
Consistent performance
Quality Product
or Service
• Performing above and beyond the call
• Coming through in a tough or difficult situation
• Consistent great performance• Putting name/reputation on the
line• Making the BDMs look good
What sets Advocacy apart
from Good Relationship?
Current Position
Key Steps for Building Strong Relationships and Advocacy
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Build Solution Awareness• General and targeted advertisements
• Direct mailings• Ads in trade magazines• Brochures• DVDs• Trial offers
• Participate in tradeshows and conferences
• Product demonstrations and workshops
• Traveling Microsoft road show
Develop Personal Relationships• Account representatives (1:1)
• Get to know me and my company• Determine my needs• Provide solutions• Lunch• Follow-up
• Host social events• Raise awareness of involvement in
charities, scholarships, and the environment
• Offer discounts and incentives• Technical support
Unaided, BDMs recommend for Microsoft to focus on:
MS
Product
Solutions
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Source: Relationship and Advocacy Focus Group Research, WW BDM Audience Group, June 2008
What would make a BDM leave his office?
• Compelling reasons or benefits to BDM (job made easier or more efficient)
• Topics of interest to the BDMs• Cocktails/entertainment• Key Microsoft Executive speakers• Attendance prizes (discounts on
products, dinners with MS Execs, etc.)• Casual environment• List competency required (making
less skilled more comfortable)
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Source: Relationship and Advocacy Focus Group Research, WW BDM Audience Group, June 2008
Very short, high level messages
One way only – “I’ll call you”
Make it job- and industry-specific
And not too often…
• “I should get the bullet points to know how it can assist me in human and real terms. How the technology works send it to IT.”
• “I prefer the technical gets funneled through IT. Just give me the more global bullet points and if there were more questions I can call them or call IT.”
• “I don't know the technical jargon and want to know the business perspective. If it’s interesting from a business perspective send it to me and then they can talk tech to IT.”
• “Once a month some kind of newsletter.”
• “Once a year or so is all I need.”
• “A monthly email with new products, information, news – but give me something to make me think or grin or something.”
• “I wouldn’t want them contact me saying guess what I have for you. If it was an add on to what I have I would like it but I don't need a groupie hanging on “
• “A quarterly magazine seems right.”
• “I would like to get 1 way communication I can deal with at my leisure like the magazine. For discussion call IT. If I have a need I will find them.”
• “Send me magazine and invitation and don't call me – send me stuff.”
• “1 way communication so it’s on my timetable and my schedule.”
• “I need to peruse it on my time and no phone calls.”
• “Contact me through an email and I’ll contact back if I want solutions- but I wouldn’t be receptive of them calling me out of the blue to sell me a product.”
• Do your homework - you know our SIC code – give me things focused on that.”
• “Get on our web site and understand the business.”
• “I need industry specific. They have to show they have gone above and beyond to learn the business - talk to customer service and call into the organization before you call up a decision maker.”
• “Say we have something that does this or handles that. That is what will attract me more than generalities.”
So what do TI BDMs want from Microsoft?
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Source: BDM Relationship With Microsoft, BDM Relationship Group, March 2003
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Findings on BDMs can be paradoxical From research available, we might hear feedback and
recommendations from BDMs that are contradictory and paradoxical. E.g. not wanting regular outreach from Microsoft – yet feeling they should be made aware of any relevant offerings at the time they are seeking information for a new application or to solve a business need.
This could be due to the differences in the organization size and/or geographies.
This means, we need to:
– Understand the specifics of the targeted BDMs
– Test on smaller sampler before going big-bang
Messaging : what works and does not work
What Works:
– Solve a Business Pain. BDMs manage business pains on a daily basis. Resolving or easing any of these pains in our messaging will resonate well.
– Quantify Savings. Showing that Microsoft software (e.g. Office) costs just about a $1 day for hours upon hours of productivity helps explain the value that Microsoft brings to businesses.
– Connect Microsoft Products Directly to Immediate Savings. BDMs process Microsoft value in terms of results and they are looking for immediate delivery of those results. The relationship between Microsoft’s Unified Communications and the resulting increase in productivity and decrease in travel costs gives BDMs an example that is easily understandable and appears to be immediate.
– Emphasize Innovation, Vision, Trust. These form a trifecta for BDMs: BDMs trust Microsoft will deliver products that help drive business; in addition Microsoft has the vision and will continue to innovate which will help BDMs grow their companies.
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Messaging : what works and does not workWhat Doesn’t Work:
– Highlighting $9b in research. Opposite to SBOs, BDMs do NOT want to think about Microsoft massive commitments and the resulting economic impact – perhaps the figure spawns a sense of delay in enjoying the benefits of the investment (counterpoint to the immediate savings point above).
– Going too technical. As with the SBO audience, virtualization and cloud computing did not register (again possibly due to a perception of delayed savings).
– Implying Microsoft is Always the Answer. Messages that infer Microsoft’s products are the answer for companies no matter the economic condition – good, bad or somewhere in between – are not believable or successful.
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Index Score = Net Believability + Strongly Agree MSFT Good Value + Very Likely to Purchase/Deploy/DevelopNet Believability = (5 + 4) – (1 + 2)Ranked by Index Score
Net Bel
Stgly Ag
Very Lkly
Index Score
Familiar Product = Empower-ed Employ-
ees
Your most important asset and key to business success is your people, never more so than in tough
economic times. Microsoft puts powerful, familiar tools in the hands of your people, enabling them to get to
work quickly on projects and work the way that’s best for them. Microsoft’s familiar toolset and well-established presence across business processes helps empower your employees to get the most value from familiar, existing technology.
79 20 22 121
Office
Microsoft Office represents incredible value for your organization-- for about a dollar a day your people can have a full productivity suite that organizes mail, handles presentations and budgets along with
scheduling and contacts. This incredible value has helped Microsoft Office to become the standard of modern business against many
competitors, even free ones.
60 25 25 110
Eco-system
In times like these, businesses can’t afford to make a risky investment or to retrain staff on new
technologies that don’t have a rapid return on investment. Microsoft server technologies like Windows Server and SQL Server are industry standards, with hundreds of thousands of certified professionals with skills to support your Microsoft infrastructure. With such a robust ecosystem, you can be confident that your trained staff can maximize the impact of your Microsoft investments.
64 20 21 105
Stability
Since 1975, Microsoft has helped lead the software revolution that has brought computers to where
they are today: robust tools that have contributed to economic growth, from world capitals to
remote villages. No matter how great the challenge, Microsoft will be there to give our customers, both home and business users, the tools that will help them realize their potential and open new worlds.
70 18 16 104
Better Commun-
ication/ Less Travel
Sometimes your company’s best people are spread across the country, or even the world. In tough economic times, it’s understandable that travel policies tighten up. Microsoft Unified Communications provides a familiar interface across PC, web and mobile devices, accelerating end-user adoption and enhancing productivity. Your company’s staff stays productive and travel costs are cut.
64 20 20 104
Business Decision-Makers: Top Ranking Messages
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Top 10% Top 33% Bottom 33%
Source: Microsoft Value Messaging Research, CMG Market Research, May 2009
Index Score = Net Believability + Strongly Agree MSFT Good Value + Very Likely to Purchase/Deploy/DevelopNet Believability = (5 + 4) – (1 + 2)Ranked by Index Score
Net Bel
Stgly Ag
Very Lkly
Index Score
Windows Mobile
Windows Mobile software is designed so you don't need a $500 device with a touch-screen to get all of the advantages of an advanced smart-phone. Windows Mobile software works with a wide variety of phones, including more basic phones that cost less but can use all its features of syncing mail, calendars and contacts. Windows Mobile Software was designed with value in mind and in extending more advanced technology for less to million more users.
60 23 20 103
PC on every desk
When Microsoft was founded, it sought to put a PC in every home and every desk by helping to make it affordable and useful at a moderate price. Today, Microsoft is helping extend this philosophy to the next billion users in developing countries, offering lower-cost starter editions of its operating system and seeking to put affordable technology in the hands of people across the globe.
59 20 17 96
Better Use of IT Support
Microsoft products, like SharePoint and Communicator are a good value investment for your company because they allow for easy collaboration among employees – whether they are separated by a hallway or an ocean. Because the products are built to
integrate smoothly, your people will experience a familiar layout enabling them to get the job done, without intense training or assistance from the IT department.
58 18 18 94
The Comm-unity
Beyond our own products, Microsoft has helped develop an ever-growing community of diverse companies who build products, create solutions, or provide additional services using Microsoft technology. This global partner ecosystem is a strong network of 700, 000 business partners, working to develop and sell Microsoft-based technologies and solutions. Microsoft has supported this community of companies in building their businesses, which in turn drives the economy by creating new products and services, new opportunities and new jobs.
58 19 16 93
Heritage
Microsoft's heritage has from the beginning been to create products that put in the hands of people superior technology for much less than existed before. The PC revolutionized small business by making computing power affordable and easy to use for them; and today Microsoft in all its products from mobile phone to gaming software seeks to broaden the marketplace by making advanced technology more affordable to millions and even hundreds of millions.
60 16 16 92
Business Decision-Makers: Middle Ranking MessagesTop 10% Top 33% Bottom 33%
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Source: Microsoft Value Messaging Research, CMG Market Research, May 2009
Index Score = Net Believability + Strongly Agree MSFT Good Value + Very Likely to Purchase/Deploy/DevelopNet Believability = (5 + 4) – (1 + 2)Ranked by Index Score
Net Bel
Stgly Ag
Very Lkly
Index Score
Optimistic about
Tomorrow
Microsoft has always been a company that pushes the boundaries of software innovation, and we remain
optimistic that future innovations will serve as a catalyst for economic recovery and help
all of us improve our lives. Microsoft is committed to purposeful innovation, which is why we invest $9 billion a year in research and development, a full billion dollars more than last year, to study and bring to market the
best software experience for our customers.
63 15 14 92
Riding the Wave
The soft economy impacts almost every market and community, creating an ebb and flow that can be a challenge to ride from recession back to growth. Microsoft products and services become a particularly valuable strategic investment during a downturn because they support remote worker productivity, virtual solutions, and are easily scalable when your business is ready to grow.
48 14 17 79
Increase Results
with Business Insight
Economic uncertainty creates changes in your customers’ behavior, and addressing those changes early could be the advantage your company needs to stay
ahead. To weather tough times and excel in better times, Microsoft Dynamics offers a valuable set of software and tools that provide real-time, actionable information, which your company can use to react quickly to
changing business conditions.
44 16 14 74
Virtualization Helps with the
Up/Down Economy
Think making IT cuts was hard? How about when your company recovers and you need to get back to par with less time and fewer resources? Microsoft products represent a good value because they take advantage of virtualization and cloud computing, giving you the flexibility and choice to more easily expand and contract your IT load to match
business conditions.
41 15 17 73
Spark Economic Growth
Microsoft continues to deliver software innovations that help individuals and organizations around the world learn and grow while accomplishing everyday tasks and achieving their
goals in increasingly efficient ways. The upcoming Windows 7 and other Microsoft innovations offer cost-effective solutions for both individuals and businesses and serve as resources to aid in the exploration, growth and
innovation that help spark economic growth.
42 15 15 72
Business Decision-Makers: Bottom Ranking Messages
Top 10% Top 33% Bottom 33%
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Source: Microsoft Value Messaging Research, CMG Market Research, May 2009
The Bottom Line Value matters to all audiences, but we need to tune the message for each one
– Arm ITDMs (“believers”) with value-based content and air cover so they can sell up to their leadership
- Messaging connecting value to performance and reinforcing IT as a strategic investment that can reduce costs in the long-run helps strengthen the case
– Inform BDMs (“skeptics”) of the value we deliver to their organization today through empowering their employees to get the most value from familiar technology, our investment in innovations, and strong service and support ecosystem in order to shift their perceptions of Microsoft value
- Since BDMs are skeptics, they have the potential to block Microsoft as they increasingly take a larger role in budget decisions
– Remind Consumers and Small Business Owners (“fence sitters”) of the history of value Microsoft has delivered (Office, Windows , Live, UC, etc.) and continue to deliver (via new offerings, free features) to reinforce our strong value heritage and to convert existing equity into consideration of the next wave of offerings (Windows 7, Office, Search, Server, etc.)
- For example, consumers look for immediate cost savings and need to be “reminded” of the ‘hidden’ cost savings in Microsoft products and services
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
How to promote the new Xerox black & white copy machine to medium size company CEOs ?
Example
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Product features and benefits:– High resolution b&w (1600 dpi)– Smaller than the competition– Access to statistics in real time– A service contract that provide you a 24/7 intervention– The quickest copy machine in terms of copies / minutes– A price among the lowest ones with a flexible lease offered to S&M size companies
Insights :
– What BDMs dislike most is to imagine their employees losing their time in useless actions
– BDMs are seeking to hire the best employees despite the lack of « sex appeal » of small companies for young people.
– SMB BDMs are looking for flexible paiment conditions.
– BDMs does not wish to lose their time in dealing with copy machine and toilet paper details, they want to focus on development and company benefits
Write the value proposition
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
– Product features and benefits:- High resolution b&w (1600 dpi)- Smaller than the competition- Access to statistics in real time- A service contract that provide you a 24/7 intervention- The quickest copy machine in terms of copies / minutes- A price among the lowest ones with a flexible lease offered to S&M size companies
– Insights :
- What BDMs dislike most is to imagine their employees losing their time in useless actions
- BDMs are seeking to hire the best employees despite the lack of « sex appeal » of small companies for young people.
- SMB BDMs are looking for flexible paiment conditions.
- BDMs does not wish to lose their time in dealing with copy machine and toilet paper details, they want to focus on development and company benefits
Write the value proposition
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
The quickest copy machine in terms of copies/minutes
What BDMs dislike most is to imagine their employees losing their time in useless actions
Value proposition:The new Xerox copy machine allows your employees to work faster
Write the value proposition
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Value proposition:The new Xerox copy machine allows your employees to work faster
Communication promise:With the new Xerox copy machine, your employees won’t stand for hours in the copy machine room
From the value proposition to the communication promise
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
The Idea:
– Materialize and dramatize the time lost by users with their current machine
The solution:
– A piece of used carpet sent to BDMs, giving a clear idea of the time lost by employees in front of the copy machine, time that could have been more profitable.
– Telemarketing follow-up
.
The abruption idea
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
BDMs are OK to be contacted directly even if IT is bypassed
• A few suggest Microsoft should leverage their IT department relationship to…
o Present LOB products and discuss business benefits
o Identify key BDMs within the organizationo Facilitate learning business needs and
offering solutions ideas
• How?o Advertising in industry publications, trade
journals, and business magazineso Onsite product demonstrationso Direct mail/brochures targeting functional
areas or their specific industry
BDMsIT
• Why?o BDMs know their own needs better than
ITo Most IT groups are not passing on or
sharing the information about Microsoft’s other products
o Business groups typically pay for IT solutions
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
In the case of low priority of BDM marketing
• Even if Microsoft is not interested in building a strong relationship with BDMs in a sub, it should at a minimum educate the BDMs on the product portfolio and relevant business benefits to encourage some level of influence over IT.
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Final thoughts
BDMs are the hardest audience to reach, significant effort is required, but they can be the deal-breaker
BDM in a 10-man company is very different from a public-listed company CEO; this filter needs to be applied in this training material
Local nuances are key in developing highly relevant communications
Who are they?
Responsibilities Making decisions
Source of infoChallenges Products
Attitude to MSFT Insights & Comm
Let’s talk about IW
now
SMSG Marketing Matrix
Enterprise Public Sector
Education Depth Breadth Partners
BUSINESS DECISION MAKERS (BDM)
IT DECISION MAKERS (ITDM)
ITI IMPLEMENTOR (ITI)
DEVELOPERS
DESIGNERS
INFORMATION WORKERS (IW)
AUDIENCES
SEGMENTSEPG SMS&P
Commercial audiences mappingCxO
BDM-TI
ITDMs
EU / IW
BDM non-TI
Business audiences
ITI
IT Decision MakersIT Implementer
Business Decision Makers Technology Influence
End Users / Information Workers
Business Decision Makers Non - Technology InfluencersOther IT
IT generalist, IT specialists (desktop support, infra support, LOB specialist)
ITDM : CIO
Fu
ncti
on
Execu
tives
Fu
ncti
on
Lead
ers
Technical audiences (TAGM)
Arc
hite
ctur
e / C
TO
Infras
truc
ture
&
deliv
ery
Dev
elop
men
t
Secu
rity
Bus
ines
s App
s / L
OB
CIO
IT I
Developers
Other IT
Designers
CFO (Finance)VP
Sales (Sales)
VP HR (HR)
VP R&D (R&D)
COO (Operations
)
CMO (Marketing)
Other BDMs
Lega
l
Acc
ount
ing
Proc
urem
ent
Trea
sury
PR
eCom
mer
ce
Adv
ertis
ing
RM
/ D
igita
l Mar
ketin
g
Recr
uitin
g
Trai
ning
& D
evel
opm
ent
Ben
efits
Cus
tom
er S
ervi
ce
Sale
s
Rese
arch
& D
evel
opm
ent
Prod
uct M
anag
emen
t
Supp
ly C
hain
Man
agem
ent
Plan
ning
Logi
stic
s
Adm
inis
trat
ion
EU / IW
CxO CEO, CTO, CIO, CMO etc.
Which of the following best describes your role at work?
BDM vis-à-vis IW
I am responsible for making decisions about the
goals/priorities of my department and/or the overall
company.
BD
M
I determine how to complete my projects
and/or tasks.
or
I am responsible for contributing to a team
and completing my own projects/tasks.
IW
Management
Coordination
Implementation
Who are theySegmentatio
n How they work InsightsWhat they
use Opportunity
What is a typical IW
persona?
Why and how
Microsoft segments IWs
Where, how, how long…
What devices, applications, web services and tools they use
What insights can we connect with?
What
opportunities can we build on?
Products
What office products they use
IW persona
Mindset“We are expected to do more and more work, with our professional and personal lives becoming an increasing blur. None of us have time to learn new technologies, but we are expected to be fully fluent on everything available to us.”
Need State“We need to have easy access to information for us to make decisions. We don’t want to go through lots of extra hoops to get our work done, and we want to be able to use what is familiar to us.”
Who are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Who are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
How they define their work
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
- 10,000 20,000 30,000 40,000 50,000
Not all countries have the same level of PC adoption as the US or Western Europe
Gross National Income per Capita
PC
pen
etr
ati
on
Source: The Economist Intelligence Unit
International iWorker
Brazil
France
Germany
US
Who are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Why IW segmentation
Information workers (think of them as the people you see at a
football game) are unique individuals.
Uniqueness created by use of productivity, collaboration, and mobility tools varies tremendously based :– Job requirements– Corporate culture and structure– Attitude towards technology
Segmentation is shorthand for understanding customers– We’re human, we naturally assume that everyone is like us. But they’re
not.– It’s impossible to know each IW individually– But it is possible to segment IWs into like-minded groups
Who are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
3 factors divide IWs into segments
“Accidental” tool user, not confident
Highly engaged, highly skilled, highly
motivated
Use of productivity tools
•Frequency using productivity tools•Expertise with productivity software•Perceptions about productivity software
LowHigh
Usually desk-bound, occasionally deskless
Highly mobile, connected and working
everywhere
Location flexibility
•Number of locations using laptops/smartphones•Attitude towards flexible access to work materials
Low High
Task worker, no project-based teams
Collaboration leader, 3+ teams
Level of collaboration
•Percentage of time working on a collaborative team•Frequency of collaboration tool use•Geographic distribution of the team•Need to manage document versions
Low High
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
Getting to know the IW segments Segment % of IWs Description
All Stars 20%These are the alpha dogs of mobility, collaboration, and productivity tools. Think executive, multiple teams, workaholic, tech enthusiast power user, smartphone junky. Aspiration: More power.
TechRealist
25%The Tech Realists represent 25% of the provisioned workforce. Tech Realists understand the potential for technology to improve productivity. They have a higher than average influence on productivity application purchases. Not as “sophisticated” as All Stars. They work from multiple locations, on multiple devices, collaborate with others but may not lead projects. Aspiration: Get time back.
DeskboundContributor
18%(large
r in FR, DE)
They prefer simple, familiar tools that help them get the job done. They use the full suite of Office applications and a few ‘line of business’ apps. Work/life balance is important, they want to get work done quickly. They rarely install other software on their own. Aspiration: All resources within reach.
Road Warrior
17%These are loners, on the road, carrying a bag. They are more likely to be in sales or professional services. They do more presentations and less word processing. Aspiration: Get more done on the road.
Generalist 20%This group uses tools because they must. Think finance, operations, or service rep that works independently. 9-5ers with predictable jobs. They do more data entry and have more shared PCs. Aspiration: Hassle-free tools.
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
Segments differ in marketsWho are they
Segmentation How they work Insights
What they use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
Segmentation method has not been operationalized by Microsoft yet and should at this point be used for reference only.
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
All Stars: Want more power
Productivity Tool (HIGH)• Presentation (78%) users and experts• Excel jockeys (47% do pivot tables)• Twice as likely to do advanced features• Expertise self-ranking across tools: 86%-97%• 99% think productivity tools give competitive
advantage (33% average)
Location flexibility (HIGH)• 96% telecommute or bring work home• 43% use laptops 4+ hours/day (21% average)• Create or edit docs in 3.8 places on average• Smartphones are key to some (12% use)• Critical to edit docs outside office (85%)
Professional & Personal characteristics• 20% of information workers• 57% “have clout” in organization (2X)• 57% have 10+ people reporting to them• 61% Male (10% above average)• 47% business decision makers (24% average)• High for “keep up w/latest tech developments” (96%/78% avg.) • High for “like tech that sets them apart” (88%/65% avg.)• High MP3 player usage (94%/75% avg.) • High for “buy new tech before anyone else” (35%/16% avg.)
Collaboration (HIGH)• Member of 3.2 teams on average• 57% use IM daily (30% average)• 57% are team leaders (38% average)• Half use Web conferencing (1/3 is average)• 33% spend more than half their time working
with team mates (24% average)
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
Tech Realist : Get time back
Productivity Tool (MEDIUM)• 86% use spreadsheets (79% average)• 40% do highly unstructured tasks (32% avg)• 51% use email most frequently (41% avg)• 16% use work processing most (11% avg)• 42% think productivity tools give competitive
advantage (66% average)
Location flexibility (MEDIUM)• 84% telecommute or bring work home• Create or edit docs in 2.9 places on average• 47% use a laptop 4+ hours/day (21% average)
Professional & Personal characteristics• 13% of information workers• Professional worker (51%, 35% is average)• Engineers, educators• Young and married no kids, or single• More likely to be male (59% vs. 51% average)• Low for “like tech that sets them apart” (57%/65% avg.)• Slightly Low for “tech helps them relax/unwind” (70%/75% avg.)• Average for “buy new tech before anyone else they know” (13%16% avg.)
Collaboration (MEDIUM)• Member of 2.4 teams on average• Individual contributor (50%, 44% average)• Use social networks for work (23%, 18% avg)• Only 15% spend more than half their time
working with teammates (24% average)
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
Deskbound Contributor: Resources in reach
Productivity Tool (MEDIUM)• Perform data entry, uses e-forms (Avg+4%)• Expert at using spreadsheets (69%/70% Avg)• Frequently uses Office at work (84%/82% Avg)• Unlikely to create presentations (22%/33% Avg)• Will use advanced functions (1.1/1.6 Avg week)• Use tools to achieve work goals (91%/85% Avg)
Location flexibility (LOW)• Rarely works away from desk (.6/1.5 Avg)• Uses fewer devices anywhere (.7/1.3 Avg)• Not critical to synch email (26%/40% Avg)• Doesn’t collect data when away (32%/49% Avg)• Doesn’t need to access work calendar when
away (35%/48% Avg)
Professional & Personal characteristics• 19% of information workers• Structured task worker (25%, Avg+7%)• 67% don’t install SW on work PC (Avg+12%)• 58% female (Avg+9%)• Empty nesters, young single, married no kids• Customer services, non decision-maker•Slightly Low for “tech helps them relax/unwind” (70%75% avg.) • Slightly Low for use an MP3 player (69%/75% avg.) • 2 x Lower for “buy new tech before anyone else” (8%/16% avg.)
Collaboration (MEDIUM)• Work on 1.99 project teams (1.33 Avg)• Use 2.28 collaboration tools daily (1.5 Avg)• Use some web conferencing (18%/31% Avg)• Most face-to-face collaboration (89%)• Have individual contributor role on teams (54%)• Most work with other office staff (84%/77% Avg)
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
Road Warrior: Get more on the road
Productivity Tool (MEDIUM)• 44% create PDFs weekly (41% average)• Create presentations but don’t view selves as
experts (46%/65% Avg)• Create documents 79% (Avg+11%)• Work highly unstructured (37%/32% Avg)• Use advanced functions (1.7/1.6 Avg week)
Location flexibility (HIGH)• 82% telecommute or bring work home (Avg+16)• 58% need to access work calendar (Avg+10)• 38% use a laptop 4+ hours/day (21% average)• Critical to synch email (51%/40% Avg) • Need flexibility where can work 87% (Avg+12)• High use of devices 1.8 (Avg+.5)
Professional & Personal characteristics•17% of information workers• Sales, professional services• Business decision makers 30% (Avg+6)• Some clout in organization 36%/31% Avg• Young and single, older family with kids at home• Male, 40+ (56%, 52%) • Moderate for “like tech that sets them apart” (73%/65% avg.)• Moderate MP3 player usage (81%/75% avg.)
Collaboration (LOW)• Doesn’t use collaboration tools daily (0%)• Doesn’t work on project teams (0%)• Primarily works on own (44%/36% Avg)• 23% work for single-site firms (19% Avg)
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
Generalist: Hassle-free tools
Productivity Tool (MEDIUM)• Moderate data entry, e-forms (55%/58% Avg)• Low use of presentation SW (36%/55% Avg)• Less frequent Office users (73%/82% Avg)• Use few apps other than Office (1.07/1.65 Avg)• Use some advanced functions (1/1.6 Avg week)
Location flexibility (MEDIUM)• Not critical to synch email (26%/40% Avg)• Doesn’t need to access work calendar when
away (34%/48% Avg)• Rarely works away from desk (.8/1.5 Avg)• Flexibility where work moderate (62%/66% Avg)• Avg # of devices used anywhere (1.2/1.3 Avg)
Professional & Personal characteristics• 14% of information workers• Most deskless workers (11%/5% Avg)• Data entry worker (21%/13% Avg)• Middle aged, unmarried, DINK• Retail, Cust. Svc, trade, public safety, manuf.• Roughly equal male/female (49%/51%)• Slightly lower for “keep up w/latest tech developments” (73%/78% avg.)• Slightly lower for "like tech that sets them apart” (60%/65% avg.)
Collaboration (LOW)• Primarily works on own (44%/36% Avg)• Doesn’t use collaboration tools daily (0%)• Doesn’t work on project teams (0%)• Low use of IM (23%/37% Avg)• Low use of collab SW (22%/31% Avg)
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
Each industry has a different breakdown of IW segments
Segment
Significantly higher likelihood of
this Industry
All StarsLocal Government, Wholesale, Hospitality
TechRealist
DeskboundContributor
Road Warrior
Generalist
Significantly lower likelihood of this
Industry
Engineering, Computer-Related
Computer-Related, Engineering, Utility, Education
Utility
Construction, Hospitality
Computer-Related Hospitality, Legal, Banking
Banking, Transportation, Federal Government
Note: The sample sizes for some of the segments by industry are quite small (<10), so consider this directionally correct.
iWorker Exec Pres
Who are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Summary of essential differences
20% 13% 19% 17% 17%
High Medium Medium Medium Low
High Medium Medium Low Low
High Medium Low High Low
High Medium Low Medium Very low
More power
Time back
Within reach
More on road
Nothing new
All StarsTech
RealistDeskboundContributor
Road Warrior
Generalist
Percentage of iWorkers
Use of Productivity Tools
Need for collaboration
Location flexibility
Clout in the organization
Primary aspiration
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
About one-fifth telecommutes regularly
Source: February 2010 “Understanding The Influential Information Worker”
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: February 2010 “Understanding The Influential Information Worker”
Desk and desktops dominate
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
40% can download with limits and 60% have internet access
Source: February 2010 “Understanding The Influential Information Worker”
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Mainly use Dell and HPUS iWorkerWho are they
Segmentation How they work Insights
What they use OpportunityProducts
Source: February 2010 “Understanding The Influential Information Worker”
iWorker Exec Pres
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Email, calendar, IM and document sharing are most used
Source: February 2010 “Understanding The Influential Information Worker”
Daily use of email is universal; not so with presentations
102
“How frequently do you use each of the following types of software at work?” (% Using Daily)
92%
81%76%
68%
33%
92%
70%
62%
53%
12%
88%
63% 63%
54%
7%
90%
62% 62%
49%
14%
83%
44%
51%46%
4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Email Calendar Word processing Spreadsheets Presentations
All Stars Tech Realist Deskbound Contributor Road Warrior Generalist
Base: Total (n=2002)
Email is even hourly for 52%
All Stars lead in presentations.
iWorker Exec Pres
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
Advanced activities are: a) not daily for most; and b) found mostly in All Stars
“How frequently do you do the following activities when using productivity software at work?” (% doing Daily)
81%
47%
36%30%
16%
59%
25%
12% 10%
3%
64%
30%
17%13%
2%
62%
21% 20%
13%
4%
54%
19%13%
9%
1%0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Spell check documents Sort column data in spreadsheets
Create recurring appointment
Create document templates Generate pivot tables
All Stars Tech realist Deskbound Contributor Road Warrior Generalist
Base: Total (n=2002)
Spell checking is a common daily task for most IWs
Pivot tables are a daily task for only 16% of All Stars and single-digit levels for others.
iWorker Exec Pres
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
PC use is high across all segments, but only some use laptops or smartphones
100%
43%
22%
95%96%
47%
8%
77%
83%
0% 2%
37%
88%
38%
12%
87%
72%
1% 1%
34%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Use PC 4+ hours per day Use laptop 4+ hrs per day Use smartphone 4+ hrs per day * Use PC or smartphone in more than 1 location
All Stars Tech Realist Deskbound Contributor Road Warrior Generalist
Laptops and especially smartphones vary by segment and correlate with the need for location flexibility.
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
For project-based teamwork, All Stars lead in every category
105
“How frequently does your team use the following collaboration tools?” (% Using Daily)
72% 70%
49%
28%
19%
42%
32%
17%
3% 3%
50%
30%
11%
4% 2%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Intranet portal Instant messaging Telephone conferencing Web conferencing Video conferencing
All Stars Tech Realist Deskbound Contributor
For every conferencing technology, but particularly for Web and Video conferencing, All Stars are the big users
IM is only mainstreamfor All Stars
iWorker Exec Pres
iWorker Exec Pres
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
LEAST used tools are those companies do not provide
iWorker Exec Pres
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: February 2010 “Understanding The Influential Information Worker”
On Smartphones: email, contacts and calendar are top
iWorker Exec Pres
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: February 2010 “Understanding The Influential Information Worker”
BB most popular but iPhone catching up
iWorker Exec Pres
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: February 2010 “Understanding The Influential Information Worker”
Most use company-approved smartphones but 23% chose their own
iWorker Exec Pres
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: February 2010 “Understanding The Influential Information Worker”
Smartphones; not necessary but wanted
iWorker Exec Pres
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: February 2010 “Understanding The Influential Information Worker”
Cloud won’t be a total novelty
iWorker Exec Pres
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: February 2010 “Understanding The Influential Information Worker”
Productivity tools most used web services
iWorker Exec Pres
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: February 2010 “Understanding The Influential Information Worker”
Not downloaded apps because of no permission
iWorker Exec Pres
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: February 2010 “Understanding The Influential Information Worker”
Web browsers and desktop search apps is what they download most
iWorker Exec Pres
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: February 2010 “Understanding The Influential Information Worker”
Applications that help their job
iWorker Exec Pres
iWorker Exec Pres
US iWorkerWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: February 2010 “Understanding The Influential Information Worker”
What products would be relevant to IWs
ITDMiWorker Exec Pres
iWorker Exec Pres
Who are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Core InfrastructureWindows (server + client)
Hardware
Productivity SuitesE.g. Office, Sharepoint, Outlook
ApplicationsE.g. EI, Forefront
CloudE.g. BPOS
Productivity suites used at organizations
Productivity Suites in Use at Org (Q3/3A)
Total(n=454)
SENT(n=122)
LENT(n=332)
ITDM(n=355)
BDM(n=99)
Single Site
(n=69)
Multi-Sites/One
Country(n=212)
Multi- Sites/ Multi-
Country (n=173)
Above Avg. # Unprov
PS*(n=190)
Avg. or Below Avg. # Unprov
PS*(n=264)
Productivity Suites in Use at Org
Microsoft Office 96% 94% 97% 97% 96% 97% 96% 96% 94% 98%
IBM Lotus SmartSuite 45% 52% 43% 46% 41% 43% 46% 44% 50% 40%
OpenOffice, StarOffice or Red Hat Linux
39% 43% 39% 41% 35% 51% 33% 42% 41% 38%
Google Docs and Spreadsheets 38% 38% 38% 38% 38% 42% 34% 41% 42% 35%
Other desktop-based productivity software
21% 15% 23% 18% 33% 15% 21% 23% 20% 22%
Other web-based productivity software
4% 1% 5% 3% 8% 5% 3% 6% 7% 2%
Above average
Below average
ITDMiWorker Exec Pres
iWorker Exec Pres
Who are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
Insights Product-related About half IWs don’t understand how a particular feature will help them. The other half needs to be shown the benefits, not the feature. Imagine a world in which an IW can step out to a community for help, for
videos on how to use the feature, for peer advice?
Time and training • All workers are constrained by time and resources
• … to close more deals. • … to get back personal time • … to be better at what they do
• IW thinks “my time”, BDMs thinks “company time” and “their time” • Formal training takes a back seat to learning on the fly
Empowerment In the US, many IWs see themselves as BDMs; they feel empowered to do
more than what the job description reads In France, Germany and Brazil this insight does not apply.
Who are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
75% ITDM’s say they will provision some of their workers who aren’t currently using a productivity suite in the next 12 months
Reasons for not provisioning workers with productivity suites relate primarily to costs. Three-quarters indicate a desire to provide individual productivity apps or web-based
solutions to these workers.
ITDMs are looking for any excuse to provision No-Suite Workers
Likelihood of Provisioning – No-Suite Workersn=454 (Q1) Top Box % (Very Likely: 7-9)
If the license cost for full productivity suites were 1/10th the current license cost 83%
If the cost of providing email for employee communications was cheaper than using physical mailboxes
78%
If you could provide a Web-based solution 74%
If they were to be given a PC or access to a PC 74%
If you could select individual productivity applications to be provisioned 72%
If the license cost for full productivity suites were half the current license cost 70%
If you could provision workers with email or calendar only 67%
ITDMWho are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Source: Microsoft’s “IW@Work Comprehensive Deck” , June 2009
Challenge and opportunity
Microsoft is designing Office for All Stars, while overlooking the needs and issues of the other 80% of IWs.
Designing for the needs of the other 80% does not necessarily mean changing the SKUs, but it does mean thinking about how different segments would value or prioritize a feature or design principal.
Focus on Features and not Benefits only. Features can be owned by Microsoft, benefits often not so. E.g. “saves time” is a benefit that can be claimed by any brand. What FEATURES make it “save time”?
Who are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
In closing See it as a PUSH and PULL strategy
• PUSH • Targeting the IT Pros as they make IT
recommendations and decisions. • Knowing IWs well will enable us to develop
communications which will help the IT Pros to position products to IWs and sell better internally.
• PULL • See IWs as influencers who will make requests /
demands to IT (Apple, RIM strategy)• The new/younger IWs grew up with high-tech,
they will be more demanding of IT to satisfy their high IT appetite.
Who are theySegmentatio
n How they work InsightsWhat they
use OpportunityProducts
Thank you !For more information please contact
Raj MisraSenior Strategist
raj.misra@wunderman.com
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