Technology
Fluency & influence, from e-readers to enterprise SaaS
KAE sits at the top table of technology’s biggest names. Our level of influence on their technology marketing strategy – indeed, their business – comes down to one thing: sector fluency.
Whether we’re developing entire go-to-market strategies or enhancing technology B2B marketing propositions, whether we’re talking NetBooks, apps outsourcing or HD broadcast cameras, we’re always talking your language.
The result is that we’re responsible for significant innovations and success stories in technology marketing and technology market research (and, of course, combinations of the two) for B2B and B2C clients across the sector.
These are just some of the questions we’ve answered lately:
- How can we improve how the channel articulates our points of difference?
- What is the future of SaaS applications?
- How can we better understand the user experience throughout the products lifecycle?
- How can we improve the way we segment our business markets?
- How can we improve our enterprise sales arguments?
- How can we create preference within our reseller network?
Markets
Don’t just size a market…look for underserved segments whose needs match your own core competencies and your capabilities to target
Building a feasible go-to-market
Client: Application Services
When a global technology brand set up a new Applications Services business unit, it needed a go-to-market that would bypass several larger players. Experienced in several core verticals, the business needed to extend into new segments and focus its resources on known new business opportunities. KAE’s response? To develop a sequential segment targeting plan based on a robust valuation of market value and levels of competitive intensity. This revealed the segments that were underserved by the primary players in the market and that could feasibly provide the required returns.
Channels
Use research to: flesh out new, unique and value-added approaches to drive preference; protect your channel from competitors; and ultimately, drive POS recommendation
How to create channel preference
Client: B2B Printing
Our client’s reseller network was under attack from both subsided competitor incentive schemes and less stringent reseller accreditation offers. KAE’s first move was to audit the client’s working assumptions regarding channel marketing activities. Next, we benchmarked the client’s channel programme against its competitors’ with the key resellers. The resulting insights allowed us to realign channel marketing priorities and introduce new value-added propositions that were unique within the market and highly prized by the channel.