Strategy. Innovation. Brand.

The Stack is Back

When I was getting my first taste of the computing industry back in the ’70s, most corporate customers bought “technology stacks” from a single vendor. I remember the DEC stack. You started at the bottom with the VAX — the machine itself. Then you added the operating system, VMS. On top of VMS — more or less in order — you added a file system (Files-11), a database (rdb), a network (DECnet), and  maybe some applications (All-In-One).  It all fit together rather nicely. Unfortunately, you also paid through the nose.  Once you started building the stack, you could only buy the next layer from one vendor: DEC. You were locked in and ultimately paid whatever DEC wanted you to pay. All the vendors did it – IBM, Burroughs, UNIVAC, NCR, Control Data, Honeywell — so the only real competition was when you initially chose the stack.

Buyers ultimately revolted and the industry shifted to “horizontal layers”. You bought a machine from one vendor, an operating system (often UNIX) from another, a database (Oracle, Informix, Ingres) from another, and applications (J.D. Edwards, Lawson) from still others. Competition existed at every layer of the stack and prices declined dramatically. Margins did too. Of all the vendors mentioned in the previous paragraph, only the strongest, IBM, survived.

The downside, of course, was a huge integration problem. The layers didn’t fit together neatly and they weren’t tuned for each other. Software services companies grew rapidly and every application vendor had its own service business as well. Implementing software was lucrative and complicated. I once worked for an applications company that required nine working days just to load the software!

Recent announcements from IBM and Oracle suggest that the stack is back. Both companies are offering systems that are pre-packaged with layers of software and utilities. The machines arrive on your premises almost ready to run. (It still takes a few hours — but not days or weeks or months). You can still choose which applications to run on the top of the stack — though I suspect Oracle will soon package its applications as the “solution” layer as well. IBM has fewer applications to put at the top of the stack which suggests that it may be in the market for additional third-party application vendors. IBM and Oracle may be the only two vendors currently capable of offering complete bottom-to-top stacks. HP doesn’t have the applications. SAP doesn’t have the hardware. Amazon doesn’t have either. So what does all this mean? Less business for software implementation/integration companies. Fewer independent enterprise application vendors. And a titanic battle between IBM and Oracle to control the next phase of the computing industry.

 

 

KISS Your Brand

Many of my clients are small to medium-sized software companies. They love to talk about their technology and features in very serious tones. Unfortunately, all their competitors are doing the same. The result is a mishmash of jargon, acronyms, and general confusion.

Business executives — the ones who actually make purchase decisions — don’t really understand it all. So they opt for safety — a large company with a known brand. Generally, the safe choice is not my client.  I tell my clients that they need to make a very simple, very clear statement of why they’re the better choice than the safe choice. Technical arguments don’t work well. Rather, the brand statement should revolve around a cluster of easily understood benefits, like flexibility, simplicity, or cost.  Keep it simple and use a little humor to attract attention.  Here’s how Lawson used simplicity and humor to project their brand argument: simpler is better.

Creating a Culture of Innovation

Can you create a corporate culture that stimulates innovation? Of course you can. In fact, according to the business writers Anthony Warren and Mark Turrell, there are at least ten attributes that will help you weave innovation into the very structure of your organization.  This week’s video summarizes the ten attributes or you can read the entire article by looking up:

Anthony C. Warren & Mark Turrell, “Innovation Management in an Agile Enterprise,” Chapter 5 in The Agile Enterprise, edited by Nirmal Pal & Daniel C. Pantaleo, Springer, 2005.

Branding – The Emotional Appeal

Toothpaste has shown us that you can brand a product by stating a benefit or by appealing to authority (coupled with endless repetition).   But what about emotion?  Isn’t that useful in branding? Of course, it is.  And that’s why we see so many animals in branding campaigns — animals appeal to us in emotional ways.  Let’s look at another toothpaste brand – Ipana – to learn the secrets of using animals in building your brand.

Branding – Benefit, Authority, and Memory

Toothpaste seems like your basic commodity product. After all, toothpaste is toothpaste.  So how do you stand out in an overcrowded market? One way is to state a benefit.  Another way is to appeal to authority.  Let’s look at two classic toothpaste campaigns — Pepsodent and Crest — to see how these approaches work.  They can also teach us how to make a brand memorable through rhythm, rhyme and repetition.  You might call them the 3R’s of branding. Learn more in the video.

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