Morettini on Management

General Management and Marketing Advice for Software and Tech Companies

Tag: forecast

The New Corporation and Chronic Unemployment

This article is written primarily for my US readers, although anyone participating in the US marketplace may also have an interest.

As I write this article, US unemployment has been stuck stubbornly at 9% or above for 2 ½ years. The after effects of what has become known as the Great Recession are lingering, and there is no sign of a fast turnaround coming down the pike. The reasons that the Great Recession occurred have been reported and debated ad nauseam for the past several years. Basically it was a severe financial bubble, and historians have told us from the beginning of this downturn that recessions born of these circumstances lead to particularly slow and painful recoveries.

A major question comes to my mind as we endure this long-term economic pain: Is the US in a long-term structural decline? Looking at the issue dispassionately, all great civilizations/powers/countries in history that have risen to great prominence had an inevitable decline. In my business career, I’ve had a tendency to consider this question every time we’ve entered an economic downturn, which has happened several times in my adult life.

At times I’ve been pessimistic about the reasons that the great days of the United States may have run its course: Depleted natural resources, ballooning debt, declining educational standing, hollowing out of the manufacturing base, high costs of doing business and a high standard of living leading to a much has “hungry and motivated” populace. All have played a role in my thinking previously. Other emerging countries without the above stated disadvantages seemed to be poised to run past the US.

Added to these older fears has been a new one, high unemployment, which appears more then ever to have a structural rather than cyclical basis. This is being caused in part by a phenomenon which from a business standpoint is considered a good thing: The previously highly inefficient large corporations in this country have finally figured out they didn’t need all of the people they used to employ (and lay off during recessions, only to rehire them at the peak of the next upturn).

I have worked in and with very large corporations as well the smallest startups. If you’ve read this column for a while, you’ll know that I’m a long-time critic of the inefficient ways of big business. But finally, large corporations seem to have figured out that you don’t need layers and layers of bureaucracy to conduct business. There are many reasons for this change, including primarily productivity increases from technology, and a trend toward flatter organizations. But the net result is that large corporations have been, in aggregate, extremely profitable during the worst economy of our lifetime. This is great for shareholders, but terribly frightening for job-seekers and economists. Because it appears this do-more-with-less attitude means that many people will be out of jobs (in their former professions) permanently, with the economy stuck in the mud due to reduced consumption growth.

This is a pretty dire picture, and not an unrealistic one. Is this the end of the line for the US as a great economic power, with a reduced standard of living going forward for its citizens? I am optimistic that it’s not the case– and here are some of the key factors why I believe in a better future:

Entrepreneurship and Small Business Capitalism Unleashed

One of the very greatest strengths of the US economy, and indeed US culture, is the tradition of entrepreneurship. I believe it’s because we are a nation of immigrants and everyone had to create there own place in society. Relative to other countries, there are fewer people who were handed what they have. Go back no more than a generation or two in most families, and someone was pulling themselves up by the bootstraps. We have entered a phase where many people are again being forced to reinvent themselves, just like our immigrant forefathers. The way many previously earned a living is no longer possible. As stated above, those large corporations have figured out that they won’t need legions of people anymore; as many of those tasks are now being done by automation. Even those still in the biggest companies can’t expect to be there long term; lifetime employment is mostly a thing of the past. People will need to view their careers in a much more self-sufficient manner. There is much pain that has already come with this, and there will be much more yet to come. But this represents the efficient redeployment of labor that is at the core of capitalism. While painful, these labor resources will eventually find a way to make a living in a new way, ultimately expanding our economic activity and renewing growth. They will start new small businesses, invent new things or re-brand themselves as efficient “on-demand” contractors for larger companies. This will be a gradual process, but over time it will lead to a larger and more stable economy.

Innovation

We need the next big thing! The last time the economy was looking this moribund from the long view; the mainstreaming of the Internet saved the day and unleashed a torrent of innovation and economic growth. Of course, this also led to one of our more recent bubbles, but that’s a subject for another day. Over the history of the US, inventions of this type have created great economic progress: the cotton gin, the light bulb, telephony, the airplane, the mass production line, the computer, the Internet, etc. These great American inventions have played a major role in building the world’s largest economy, and indeed the world economy as a whole. Have we lost the recipe for these creations? I don’t think so. The American culture of capitalism and individualism is still the perfect crucible for great innovation. My only questions are what the next big thing will be, and when will it happen? I can’t wait!

Renewed Work Ethic

While the US has in fact become a bit fat, dumb and happy over the years as prosperity ensued, I for one don’t believe this is necessarily a permanent condition. The new economic conditions have a way of rekindling work ethic. Indeed for some the competitive instincts are flowing like never before. For many survival instincts are kicking in, and there’s nothing more powerful than that. All in all, I believe that the United States populace still possesses a very strong work ethic, and this will be one of the factors that kick-starts our economy once again.

Renewed Savings Rate

This is something that hasn’t received as much attention as some other adjustments to the economic rough times. The US has historically been a country of savers; however, in the go-go years of our latest bubble the savings rate actually went NEGATIVE. This is of course completely unsustainable by anyone’s math, and portended the economic collapse. The renewed savings rate over time will heal consumer’s balance sheets, leading to greater spending down the road, a more stable economy based on purchases aren’t made largely on credit, and greater capital formation for new enterprise. This is one of the more bullish signs I see for a renewal of economic growth, although this will have a long-term effect rather than a short term one.

Political Reconciliation

Winston Churchill famously said: “The Americans will always do the right thing… after they’ve exhausted all the alternatives.” The right thing that needs to happen today is for the political culture to come back toward the center, where historically elections were won and deals consummated during governance. The two ends of the political spectrum currently look very far apart and unable to deal with each other well enough for the government to run effectively. Indeed, the two parties are as far apart as they ever have been in my lifetime with moderates having been run out of both parties. But if you look back at the longer history of our country, this isn’t an unusual situation; the political classes have always come back to the center eventually, as the electorate inevitably gets sick of extremism and governance gridlock. The sooner this happens, the better, no doubt. But history tells us that it will occur.

So those are my crazy thoughts of optimism as we slowly crawl out of the Great Recession hole. What’s your forecast on the future growth of the US economy? Where are we headed, and does it end happily?

Post a comment with your own views on this subject. Follow Phil Morettini and Morettini on Management via Twitter, Facebook, LinkedIn, RSS, or the PJM Consulting Quarterly Newsletter. Contact Phil directly at info@pjmconsult.com

Health of the Tech Economy

I was reading an article recently about how the number of new tech startups in my local San Diego area has doubled, to 70 new companies, compared to the same quarter last year. More than half of those startups were in software, computer hardware or communications. The article included a number of other criteria useful in measuring the health of the local technology market.

The direction of these measuring criteria for technology market health was somewhat mixed: Local tech employment was up, patents up sharply and M&A activity was up as well. Total Venture Capital fundings, which is an extremely important factor in tech company formation, came in less than half the comparable quarter a year ago.

So are these results a good proxy for the state of the broader technology business overall? I think they represent a very good set of indicators. Let’s take a closer look at some of these factors in a broader geographic view, in addition to a couple of additional indicators that I’ve added to the mix:

TECH EMPLOYMENT

I’ve added tech employment as it’s obviously a very key indicator of the health of any sector. Challenger, Gray & Christmas stated that the number of planned layoffs in technology fields fell to just under 47,000 in 2010, the lowest yearly total for the sector since 2000. The firm says this signaled that technology is recovering more quickly from the economic downturn than employers in other sectors.

During the next 10 years, the tech sector is forecast to experience one of the fastest paces of job creation of any industry. There are many anecdotal reports of strong demand for tech talent, especially in the crucial Silicon Valley market. Nearly 150,000 tech jobs are expected to be added in the US in 2011, says Sophia Koropeckyj, an economist at Moody’s Analytics. In February, there were about 6.1 million tech jobs in the U.S., up 2.4 percent from a year ago.

Tech sector employment trends appear much more positive than in the overall economy.

VENTURE CAPITAL FUNDING

The estimated market value of venture capital-financed companies in the U.S. rose 19% in 2010’s fourth quarter and 23% for 2010, according to the Dow Jones U.S. Venture Capital Index. The bulk of this is technology, and past returns are a very good indicator of amount of VC capital that will be available going forward. When VC funds have good returns, more money pours into their new funds, creating greater amounts of capital available to new startups in the future.

CB Insights report on Venture Capital Fundings in Q1 2011 showed total invested capital rose to $7.5B, up from $6.5B in Q4 2010 and $5.9B in Q1 2010. While a bit choppy, the funding trend has been generally up since Q2 2009. Again, this is bullish for the tech sector, which relies more heavily than most industries sectors on VCs for capital formation. Venture capital is still harder to come by than before the recession. However, while still down significantly from the go-go days prior to the recession, Venture capital availability is still a positive indicator of the tech economy’s health going forward.

M&A

The best tech M&A data currently available is from the first quarter of this year, and it is very bullish indeed. Mergermarket’s report on global M&A activity, published in April 2011, paints a bullish picture for acquisition activity in the early part of this year. This report shows the total value of worldwide technology M&A deals rose to $27,872,000 in Q1 2011, up very strongly from $10,729,000 in Q1 2010, even though the total number of deals decreased by 3 in this period. The numbers for North America were comparable.

It should be noted that while Q1 2011 compared very well to the same quarter in 2010, in both North America and Worldwide the trend was down from Q4 2010. So while M&A activity has picked up very strongly since the recession officially ended, the short term trend of the last quarter wasn’t a positive indicator for the future. This means that M&A activity is a bit of a mixed bag with respect to measuring the health of the tech economy.

TECH CAPITAL SPENDING

Forrester Research predicts that IT spending will increase in 2011 by a healthy 7.5% in the US, and 7.1% worldwide.

InformationWeek conducted a survey which showed that 55% of information technology professionals said their companies will increase information technology spending in 2011, while only 19% expect it to fall and 26% expect it to remain unchanged.

“Technology executives clearly see a sustained recovery of relevant Products/Services and a strong appetite for technology-related purchases by U.S. companies and consumers, which helped raise the position of the U.S. market,” said Gary Matuszak, partner, global chair, and U.S. leader for KPMG’s technology practice. “Coupled with demand from emerging-market countries, this combined opportunity bodes well for the industry.”

Technology capital spending trends, particularly in the US, provide a positive sign for the health of the tech economy.

TECH STOCK MARKET VALUES

The Dow Jones US Technology Index is up almost 20% over the last 12 month period. Stock values are very volatile and are affected by many factors other than the overall health of the sector, particularly in the short term. But over time they are a very good indicator of the health of the sector.

What Does It All Mean?

The indicators that we’ve taken a look at offer a mixed bag of conflicting signals up and down. While it appears more of the signals are pointing up than down, we are in an economy with a lot of uncertainty, and no definitive direction that can be predicted with any confidence. However, the software and technology sector appears to be in much better shape in the near term than both the US and worldwide economies overall. Farther out, the prospects for the tech sector appear to be much more bullish, especially when considering very long-term timeframes such as the next decade. Every company needs to draw their own conclusions about the economic impact on their market segment and individual company prospects. But in a larger sense, the arrow for the tech economy is more likely point up than down. If I’m the CEO of a software or tech company, the overall tech economy would be a positive factor in my decision matrix going forward.

So where do you personally think we’re at? Have we recovered, in the process of recovering, or is the tech business still treading water or going backwards? Post a comment and let us know where your own company’s situation stands with respect to recovery and future prospects.

Follow Phil Morettini and Morettini on Management via Twitter, Facebook, LinkedIn, RSS, or the PJM Consulting Quarterly Newsletter. Contact Phil directly at info@pjmconsult.com

Is The Tech Recovery Upon Us?

Let’s face it, things still aren’t great economically: unemployment is over 10% nationally in the US, credit is tight for small businesses as well as reduced access to investment capital, and consumer’s moods, while improving are still not positive.

However, while I don’t want to overstate the case, but I do believe we are on the way to recovery. This has strategic implications for software and tech companies.

A look at the positives:

Stock markets on the rise–The Dow Jones Industrial average is up nearly 65% in the last nine months. Tech stocks in particular have been strong: the benchmark NYSE Arca Computer Technology Index is up nearly 95% in the same period. This is from a very deep bottom, of course. But it adds considerable wealth increases optimism, which usually leads to positive momentum.

Search firms are adding their own staff– ExecuNet’s benchmark Search Firm Hiring Index has increased the last two quarters, after many quarters of decrease. This is a nice indicator of expected increased hiring by businesses overall.

Worldwide employment on the rise — Manpower, Inc.’s Global Employment Outlook Survey for Q1 2010 states that the employment outlook is mostly positive in the Americas and Asia-Pacific, while still somewhat mixed in EMEA. Labor market strength in Asia-Pacific, which is becoming increasingly important as a consumer market, is expected to return to levels similar to before the global downturn.

VCs still have lots of money to invest — After sitting on the sidelines in fear (like everyone else with money in their pockets) during this great recession, Venture Capitalists are starting to poke their heads out among the economic green shoots. They were sitting on huge amounts of capital that was raised in the pre-recession bubble environment, much of which is still not invested-but still accruing management fees. I have heard that there are now many limited partners filing lawsuits as a result of their funds lying fallow, which may stimulate an acceleration of VC investments in the coming year.

IT spending is forecast to rise — After several down years and a very bad 2009, Garner is projecting an increase in excess of a 3% in IT spending worldwide in 2010. This is very important, and a bullish signal for the tech sector heading into the New Year.

The IPO market window appears to be opening — Security software company Fortinet had a very successful offering in November. Meru Networks, a supplier of wireless LAN solutions, announced today it planned to raise $86M in an initial public offering. IPOs tend to drive increased capital access up and down the food chain, and that window has been closed for some time. If it opens significantly, that bodes well for growth in the software and tech sector.

No more bubbles – at least anytime soon

We’re not heading toward another bubble anytime soon. It appears we’re headed for moderate, but hopefully sustainable growth as a result of our two catastrophic burst bubble in the last decade. Government debt, commercial real estate and inflation potential are concerns in the long run, but appear to be manageable in the near term.

What should tech companies do?

First of all, don’t be stupid and increase spending if your situation doesn’t support it — credit is still very tight, and access to investment capital still remains below typical levels of the last decade. So make sure your plans are supported by cash flow, or in the case of early stage companies, at least access to reasonable levels of debt financing or investment capital.

If you are able to spend, it’s a great time to grow fast or take share from competitors — when the economy is just starting to take off and buying is accelerating, act before your cautious competitors have come out of their shells.

In general, companies tend to be too conservative in their investment and hiring plans — Take note that hiring tends to peak at the apex of an economic cycle, just before growth slows or turns negative. In fact, many experts consider strong hiring a leading indicator of an economy that’s lost its momentum. I’ve never been a fan of hiring just because you have the money and growth rate to support it. This is a leading cause of bloated cost structures and bureaucratic, slow moving organizations. But most companies are pretty lean in staff after several years of recession. So if you really do need people, it’s more productive to hire them now as we begin an up cycle, instead of waiting until the very end of it as so often happens.

That’s my forecast and advice for the software and technology business sector as we enter 2010. What’s your forecast? I’d love to hear it. Post a comment or shoot me an email to add your own spin to this discussion.

Follow Phil Morettini and Morettini on Management via Twitter, Facebook, RSS, or the PJM Consulting Quarterly Newsletter. Contact Phil via email at info@pjmconsult.com.

Integrating Sales and Marketing at Software and Technology Companies

In some but not all tech companies the Sales and Marketing functions are managed separately. They are separate but closely related functions that some people without a strong background in either function have a tendency to confuse. Normally, there is a VP or Director heading up the Marketing department, and another VP or Director leading the Sales staff. But it is also not unusual to see a VP or Director of Sales & Marketing who leads both functions.

This all seems benign enough, so what’s the issue? The issue comes when actual revenue fails to meet the forecast–that’s when the finger-pointing usually begins. Unfortunately not meeting forecasts is a common event in technology businesses, where forecasting of new software and tech products can be particularly challenging. When that finger-pointing starts, it often breaks out first between the Marketing and Sales departments–here’s how the ensuing “discussion” might go:

SALES: “You haven’t planned products that our customers want to by. You’ve priced them too high. And those leads that you’ve spent SO MUCH money on that you are giving us aren’t qualified and are essentially worthless to us.”

MARKETING: “You’re not selling the right products as we directed, or presenting the positioning of our product line properly. All you do is try to sell on price, constantly discounting and hurting our margins. If you’d follow up on all the leads we gave you, get off of the golf course and work more than 4 hours a day, you’d be well over quota and the company would be doing fine.”

Sales folks and Marketers are different types of people, and tend to view the world differently and from their own selfish perspectives. This often nasty “discussion” as simulated above is far from uncommon, and can get pretty ugly–which can really hurt a company in trying to reach its goals. So what’s the right way to get the Sales and Marketing departments to work together as a team, avoiding all of this counter-productive ugliness?

SOLUTIONS TO REDUCE POTENTIAL CONFLICT

The VP of Sales & Marketing
One way to greatly reduce this conflict is to have a common leadership for the Sales and Marketing functions. This usually means having a VP-Sales & Marketing in your organization. If you can find the right person to fill this role, this can actually be an excellent solution. Having a single leader can go a long way toward eliminating or at least greatly reducing this conflict, assuming he has a balanced background and perspective and is fair, not favoring one department over the other.

Good people to fill this role are out there–but are very rare in my opinion. There are far more managers who have been put in the position of VP-Sales & Marketing than there are those who are well suited for the role. Most of the time you end up with a manager that understands one function well and gives short shrift to or completely screws up the other function.  You will often find this combined VP position in companies that are not “marketing-intensive”, where the sales function is the dominant aspect of the job. If the Marketing function is truly less important, a company can get by with this structure, although it usually isn’t ideal. You can read more about the issues with a VP-Sales & Marketing role in a previous article that I’ve written entitled “Big S, little m“.

CEO Demands Communication and Cooperation
If care isn’t taken, the very different personality types in sales and marketing can lead to some pretty intense conflicts. I’ve been a soldier, captain and general on both sides in this war–and let me tell you, it isn’t pretty. I’ve also (effectively) filled the role of VP-Sales & Marketing, which is a story for another day. Much like the battles between Marketing and Engineering that I’ve previously written about, I have seen this battle play out regularly in the companies that I have worked for as an employee as well as at many of my clients in eight years as a consultant at PJM Consulting. Things can get out of hand very quickly, and paralyze a company.

In many cases, the key is how the CEO handles the situation. He must go well out of his way to be a fair arbitrator in these discussions. Even the most benign comment can appear to show favor to one side in the eyes of the other.  A CEO can’t ignore or deny the problem or assume it will be handled at the VP level. It is the CEO’s responsibility to prevent, recognize and fix this problem. As a CEO you must also be careful to avoid inadvertently making decisions or setting up policies that reward or tolerate company politics.

Departmental Social Integration
Not everything can be avoided or corrected through traditional management techniques. In this situation relationships are really the key.   I recommend planning social activities which allow sales and marketing department counterparts to get to know each other as “people” outside of their project activities. Since a successful sales/marketing interface relies heavily on relationships, it’s very important to closely monitor the personal relationship between VP-Marketing and VP-Sales. Also, make sure that the VPs are monitoring the counterpart relationships below them. Ensure both VPs are open and honest with about the relationship between departments. Also watch for arrogance (especially from “experienced veterans”) when screening potential new hires for either department that will interface with the other –arrogance often is the trigger which starts the battle between departments.

Integration of Departmental Functions
Encourage the sales department to get marketers in front of their customers. Hire marketing people that have had some sales or business development experience,  who understand dealing directly with customers–and know what’s it like when your living depends upon making your quota. Insist that the marketing department include the sales folks in determining what a “qualified lead” looks like. If you can get agreement on this up front on this important issue, much of the finger pointing goes away when things don’t go as planned.

Joint Goals and Compensation Structure
It currently isn’t common to design department or individual goals which cross marketing and sales functions, but if you can find a way to do this you are structurally setting up the desire and need for close cooperation. Design goals or MBOs to reward the two departments for working together. It’s crucial that you don’t ever allow one department to “get ahead” by blaming the other–tie them together as much as possible in your goal setting.

SUMMARY
To limit issues between sales and marketing functions and ensure that they “sing from the same sheet’, pay close attention to the specific individual departmental activities which can greatly effect the perceived performance of the other department. Optimizing the cooperation between sales and marketing demands an upfront look at things such as the corporate structure at the highest levels, the social fabric of the company, compensation structure and use of targets/goals, as well as formal cross-departmental reviews so each department can influence the other department’s approaches. All too often I see these things aren’t taken into consideration until after the fact–when things have already blown up and there is a mess to clean up.

That’s my view on this all too common–but not often discussed–conflict. What has been your experience in this area? Post a comment and begin a discussion.

Follow Phil Morettini and Morettini on Management via Twitter, Facebook, LinkedIn, RSS, or the PJM Consulting Quarterly Newsletter. Contact Phil directly at info@pjmconsult.com

Forecasting New Technology Products

Forecasting is a thankless job. It’s a lot like being a referee or umpire in your favorite sport; the only time a game official is noticed is when they do something wrong! Similarly, a forecaster’s primary aim is too stay out of the “news”.

Make no mistake, forecasting is a very important function in any business. In the software business, your whole business plan could be riding on meeting the forecast to fund growth and product development. In a hardware business, it’s even worse–you have to worry about creating too much or too little inventory–either of which can be a huge problem for your business.

HARD IN THE BEST OF CIRCUMSTANCES

It’s bad enough when you are trying to forecast an existing mature product in a mature industry. This is a difficult and complex task, using well known techniques such as smoothing, trending and seasonality to fine tune the next monthly or annual forecast.

Early in my career at Hewlett Packard I spend 4 months in a special assignment dedicated solely to improving forecast accuracy. The marketing department was engaged in an ongoing argument with manufacturing over inventory levels. Not surprisingly, manufacturing wanted the inventory levels to be lean, while marketing favored a more robust number. This was because manufacturing was being graded on their costs and at that time “owned” the inventory; while Marketing was graded on revenue–and low inventory levels usually lead to missed sales opportunities.

I became a Lotus spreadsheet guru and we used everything we could find to try to improve our forecast accuracy. Keep in mind that these were high tech products (computer printers), but successful product lines with significant historical data available. Try as we might, the best we could ever do was to get within +/-25% of the eventual unit sales number.

NEW TECHNOLOGY PRODUCT ARE THE WORST POSSIBLE SCENARIO FOR FORECASTERS

The main message here is that forecasting  any product in high tech industries is very difficult, from an accuracy perspective. Forecasting accurately the performance of NEW PRODUCTS in technology markets is nearly impossible to do accurately. When you add in brutal competition, a tight market research budget, vague notions of market size, an early stage on the user acceptance curve and often the reality of an unknown brand — forecasters of new technology products needs to make sure they don’t end up in substance abuse clinics. But of course, even though it’s hard– it’s still VERY important. So what’s a forecaster to do?

There are two basic methodologies that I typically utilize when attempting to forecast sales for a brand new technology product:

TOP DOWN FORECASTING METHOD

The first approach that I usually engage is the “top down” method. You might also call this the “Macro” approach. This is an exercise of defining the size of your total addressable market using market research or number of potential users, and also estimating what a reasonable share will be for your product — given the various attributes of your market position. To establish your share consider everything you can in your analysis: your marketing budget, brand strength, an unbiased view of how your product stacks up vs. the competition, etc. It may be helpful to put it all in a spreadsheet, and quantify the various important attributes of your company/product vs. your competition. Be careful about assigning too much precision to these numbers; remember that garbage in equals’ garbage out. But if you go through this exercise thoughtfully it can be very helpful in analyzing your relative market position. In this case, obtaining your top down forecast is then as easy as multiplying the share you think you can obtain times the market size that you came up via research.

BOTTOM UP FORECASTING METHOD

After I’ve done the top down or Macro forecast, I like to use a “bottoms up” or “Micro” approach as a sanity check. To do this, you want to gather information on what you think you can sell by canvassing individual stakeholders in the sales area: direct field sales reps, Online/Web store, dealers, international distributors, etc. It’s helpful to gather info from any channel that will be a significant contributor to sales for this new product. Usually it’s impractical to do a complete survey of everyone that may be involved in the sales effort. What’s important is to obtain a representative sample that is both broad enough and deep enough that the data you gather has some significance. At that point, you can “normalize” the data. For example, say you were able to gather data from a broad cross-section of sales points, totaling approximately 10% of the total sales infrastructure. You would then multiply the total number of units/dollars you obtained from your sales entities times 10, to reach a bottoms up forecast totaling 100%.

DO YOU HAVE CONVERGENCE?

The key to this exercise is to discover whether your two views of the market are close enough that they appear to be focusing on the same topic! If they do, you may be in pretty good shape with your forecast. If they are off by an order of magnitude, it’s probably time to reconsider some of your assumptions.

So there’s my advice on how to approach the unenviable task of forecasting a brand new technology product. It’s a high risk, high return activity under the best of circumstances–and ideal conditions are seldom found in this activity in the technology space. But if you are able to construct both a top down and a bottoms up forecast and the two numbers at least fall in the same ballpark, you’re probably on the right track.

Give it a shot yourself next time you’re faced with a daunting new product forecast. Feel free to shoot me an email with your questions, or leave a comment to extend this discussion.

Follow Phil Morettini and Morettini on Management via Twitter, Facebook, LinkedIn, RSS, or the PJM Consulting Quarterly Newsletter. Contact Phil directly at info@pjmconsult.com

The Future of Wireless Communications

Land Lines are going away, right? Everyone says so. We hire young women, generally in their twenties, to help take care of my son. I can’t remember the last time one of their phones had an Area Code associated with the place they are currently living.

That’s because they don’t use landlines–many people in their twenties and thirties move around a lot, and rely strictly on a cell phone as their sole or primary telephone. If they have a couple of roommates, occasionally they will also have a landline. But the number usually isn’t given out, and doesn’t appear to be used much.

So does this mean that we are rapidly heading toward the wireless society that pundits have been predicting for a number of years? Or is wireless growth slowing and about to settle into mature market mode, with modest incremental growth in the future? There are a number of factors on both sides of this discussion–let’s explore a few.

Factors Pointing Towards Acceleration Of Wireless

Mobility
Society is becoming more and more mobile as time goes on, and everyone is getting used to being able to do things on the go, that used to be done only at home or the office. This trend appears to be one that will only continue–and is a positive thing to most people’s thinking. I do think there may be a bit of a backlash in this area–”too much of a good thing”–I’ll address this later on.

New Services
The addition of many new services should drive users to utilize wireless as an increasingly greater percentage of their total computing/communications device usage. Trends such as the merging of consumer cameras and music into smartphones create the types of new services that are driving increased wireless usage in the near term. Location-based services could provide another nice pop in growth, if they ever do reach their potential (and they’ve been “coming” for quite a while). I would note that I don’t consider these trends the type of major innovations that will cause a fundamental, “step-function” like shift and a major positive effect on wireless usage. I view these new applications as incremental, something to continue the modest growth we are currently seeing in the wireless market–in the western world, at least. Outside of the developed world, of course, there is some phenomenal growth occurring. In terms of market development, I view rapid wireless growth in developing countries as a “catch up” phenomena.

Cost
This is a bit of a two edged sword. Like any other technology-driven market, the cost of electronics and services are being continually driven down, especially as wireless has scaled into a mass market, with corresponding economies of scale. Up to this point, at least, there has been sufficient competition to drive down the price of services from the wireless carriers. There seems to be some flattening of this price deflation in the US recently, however. On the other hand, as new services have been introduced, the “total bill” that consumers end up paying for ALL of their technology services (wireless, TV, Internet Access, etc.) has been going up. There will be a point where consumers say “enough is enough”; the total tech entertainment and communications bill simply can’t rise forever.

Technology Innovation and Competition
I do believe that technological innovations, market scale, and competition will all play a factor in continuing to bring down overall costs in the long run. New technologies such as WIMAX, networked WiFi and in-home pico cell towers will provide technological alternatives for consumers, and therefore increased indirect competition. And there are certainly many exciting developments in research labs which we haven’t even heard of yet, that will lead to increased innovation and continuing industry growth. I really believe that the technological aspect of wireless is still in its infancy, and will be the major factor that leads to long growth in wireless markets.

Factors Pointing Towards Slowing Of Wireless

QOS
The biggest issue, in my opinion, that will limit the future growth of wireless, is the lack of sufficient Quality-of-Service. Current cell phone service in the US sucks. There’s no other way of putting it. Depending upon your carrier in a given metro area, service can still be spotty, with persistent dropped calls–even after all of these years, and the fact that cell phones are a ubiquitous mass market item. I still have 3 landlines in my house, two for business usage. I sure don’t want to talk to a new client on a cell phone connection–if I can help it. I know many business people that don’t feel this way, and use their cell phone exclusively–my opinion is hardly universal. But I don’t really understand it. Especially inside, in homes and offices, you just can’t trust that the call quality to be anywhere near what is demanded by an important business call. Some of this is based upon real issues–mountains in the way of radio waves, etc. But much of the problem is simply the wireless carriers jamming too many calls into too little spectrum, for cost reasons. I’m quite surprised that no one has yet come up with a “business quality” wireless service, which guarantees a higher level of call quality–much like a business or first class airline seat.

Complexity
As new features and services get added, even if they are welcomed, user interfaces and experiences almost always get more complex–at least initially. Complexity is the enemy of mass acceptance. So vendors need to be careful about adding new bells, whistles and new revenue-generating services faster than the market can become comfortable with them

Size
The size of devices, dictated by the need for mobility, works directly against a premium user experience for many functions. The new iPhone is a major step forward, for example, and sets a new standard for browsing the Internet on a truly portable device. Yet anyone that would rather surf the net on an iPhone, rather than any real computer, would have to be classified as insane. As more compelling online services are developed specifically for mobile devices, this may become less of an issue. But the size constraints required to make a good mobile device work against wireless devices for many current applications. Here is where I believe that truly breakthrough technologies–things like speech recognition, holographic displays and virtual keyboards–are needed to make a real dent in this issue.

User experience controlled by Telcos
The wireless carriers have held a stranglehold on the user experience thus far in the life of cell service. Because of this, you have large, conservative telephone companies basically deciding on what users want and should have, in an otherwise technology-driven space. Most of their decisions are driven by their own short term revenue concerns, with little vision on what can grow the market exponentially in the long run. At the most basic level, you can’t even take your cell phone and use it on a new carrier network. A few major technology vendors are pushing to open things up, such as Apple and the open browsing experience with the iPhone, and Google’s recent attempts to make new wireless spectrum open. But the wireless telcos still have a stranglehold on the market and will keep things as proprietary as possible for as long as possible. They’re terrified a being left as just commodity bandwidth providers, like their wired counterparts were in the dialup Internet market. No one on the carrier side wants to see THAT happen again. Because of this, innovation in user experience will continue to be stunted.

It’s Just “Too Much”
As I mentioned earlier in this article, we’re all becoming instantly accessible no matter where we are. I am an early adopter of many types of gadgets
–a real tech guy. I am also an email junkie. I always expected that I’d be one of the first users of a smartphone that provided the proper balance between a cell phone and a computer/data communications device. Certainly these devices have been refined, and exist today. But by the time it happened, I decided that I really didn’t need to be quite that accessible. I’m not an emergency room doctor, nor a high level commodities trader that needs instant access to everything. It’s rare that I’m not in front of a computer to get email access within a couple of hours. And I can always be reached with a regular call on my cell phone, office phone, or home phone. Do I really need a device that provides instant email, instant messaging and cell phone access? With the convenience of that device comes the penalty of never having a moment’s peace that is totally within your control. It’s my opinion that as modern life has accelerated to warp speed on a normal basis, more and more folks are going to be rejecting the notion that 24/7, instant access is a necessity–let alone a convenience.

Summary
It is always difficult to forecast how such a huge, important market will develop over time. In many ways wireless communications has already commoditized, and in other ways one can hypothesize that these technologies are in their infancy. If they are truly n their infancy–then forecasting the future is a dangerous game. My own feeling is that we are at a very early stage–a plateau of sorts, which appears much like the steady-state commoditization of mature markets. But I expect that there will be a number of disruptive technological changes coming, separated by a period of years where the negative factors slow growth, over the next couple of decades. Wireless communications will hit plateaus where it appears the market has matured and growth has slowed. Then a breakthrough new technology will appear, changing the game and re-igniting robust growth. What will those technological innovations be–holograms, speech recognition, or large increases in data throughput capacity in the wireless spectrum? That’s where the guessing game begins. How do you see this market? What breakthroughs do you see in the coming years? Post a comment and enrich our discussion on this interesting topic.

Phil Morettini
PJM Consulting
www.pjmconsult.com

Pricing High Tech Products

Pricing is always an interesting topic, but even more so in the High Tech and Software worlds. In the consumer products business, if there is a package of frozen peas from Green Giant that’s priced at $3.99, you’re not likely to see someone else offering the same-size package of peas priced at $14.99. But in High Tech, things are different.

The pace of innovation in the High Tech world leads to pricing that’s all over the map. It’s not unusual for a brand new competitor to come out at a higher price than the current established market leader—if their product is based on market-changing advances in product functionality due to a new technology. This is unheard of in most markets. Then you have the PC business, where rapid technological advancement over a long period of time has led to continuously lower prices—with great benefit to consumers but squeezing margin (and indeed many competitors) out of the market. Things move fast in High Tech.  Sometimes it’s a high initial price to harvest profits while you have a feature advantage, other times aggressive discounting based upon your lower cost structure due to less expensive technology. Whatever the case, you can often count on pricing moves to be dramatic, and to have a profound effect on High Tech market segment in the long-term.

So what’s the best way to price High Tech products? Is it best to add up your fixed costs and, allocate them to a forecasted number of units to ensure you are recovering your investment? Or is it better to take your variable product costs and use a standard multiplier derived from history? Maybe you just set your pricing based on the prices of your competitors. Or let your customers tell you what they’re willing to pay. While all of these approaches have merit and a place in pricing policy, none of them should be the over-riding factor in your pricing strategy.

So what is the most important factor to consider in Pricing? The most important thing to focus on in setting prices is VALUE. What is the value of your product to your customer as an economic, functional or emotional return? And how does the customer value the benefits of your product relative to your competitors?

So let’s talk about the nature of Value. Value is the underlying need or want that drives a customer to purchase a High Tech product. If the benefit that the product provides closely fulfills that want or need at an acceptable price, you have a sale! The most important consideration in value-based pricing is to SEGMENT your market properly prior to the pricing decision. Segmentation, by definition, is the process of separating the total addressable market into “buckets” or segments of potential customers who have similar values, and therefore will react similarly to a specific offer. What this means is that once you have divided your marketplace into appropriate market segments, you will be able to charge individual segments different prices that are based upon the perceived value the product provides them. Let’s look at an example of this segmentation approach, marketing a security software product to Corporate IT departments. Through your market research you have concluded that the potential customers with the highest pain threshold for the particular security problem you are solving are banks. By adding only a few banking-specific features to build a “fence” around this market segment, you may be able to charge a price for a banking-specific version of your product that far exceeds what other segments might pay. If you extend this model to multiple segments and do it properly, this approach will lead to far higher total revenue than if you set just one price for the entire market. The process of establishing value for each market segment, pricing to full value and communicating that value to the marketplace is the essence of Value-based pricing.

Finally it’s important also to remember that pricing actions should not be done in a vacuum. Pricing is one of the 4Ps of marketing, and all four are inter-related. You cannot properly price a product without at the same time considering the features and benefits of the product, as well as how it will be promoted and distributed. The price for an Internet-distributed software product will almost certainly need to be in a lower range than one distributed via a sophisticated direct sales force or VAR channel. And if you aren’t going to have much of a promotional budget, you most likely will need to be a price leader to have any chance of being successful. If your product is at a perceived value deficit, your price relative to the market leader will probably need to be aggressive. I’m sure you get the picture.

Pricing is a complex topic that many books have been written about. This post is meant to be an introduction to pricing in the High Tech world, and to get you thinking. I hope it’s been helpful. So when your next new product comes out, you’ll look a little harder before just pulling a price out of the air. Leave a comment with your own pricing observations and experiences…

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