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Retailers are just now investing in

technology (such as the services that

Mojo Networks offers). Hopefully, it

isn’t too late.

After all, Google says it can now

track purchases online and offline,

using all the data it collects plus ac-

cess to purchase data from about

70 percent of all credit card and

debit transactions in the U.S. Target,

meanwhile, has used a strategy of

buying or licensing designer goods

to have unique items that WalMart

and other outlets aren’t stocking.

Now with Amazon buying Whole

Foods, the brick and mortar grocery war

will begin. WalMart acquiring


not going to be enough. One of the prob-

lems with most online stores is the clunky

and arduous checkout process. Amazon

is frictionless and user friendly. How

many online stores can say the same?

The component that most provid-

ers miss out on is user experience.

However, emphasizing user experi-

ence would require that a company

admit that Peter Drucker was correct:

“There is only one valid definition of

business purpose: to create a cus-

tomer… Any business enterprise has

two — and only these two – basic

functions: marketing and innovation.”

With more than 30 companies utiliz-

ing VeloCloud for SD-WAN technology

and upward of 400 powering UCaaS

with Broadsoft, innovation has been left

to the vendors. That leaves marketing –

the way to differentiate between service

offerings despite the technology that is

powering that offering. (SD-WAN and

VoIP are both technologies not products.)

Furthermore, this undertaking would

require a marketing head (or CMO), a per-

son who could craft the brand, the mes-

sage, the value and the lead generation,

for the service provider and its services.

Too many service providers think

if they build it, customers will come. It





theWay of

Brick ‘nMortar


raditional retail is facing a major correction right

now. Online is easier with a better selection, but

that isn’t all of it. Stores often didn’t adapt to the

change in consumer buying and shopping habits.

Lessons in disruption from

your neighborhood retailer

doesn’t work that way. Even the supposed

magic of “growth hacking” requires mar-

keting, strategy and execution. It doesn’t

happen by happenstance or accident.

Service providers should learn from

industries being disrupted right now,

because sooner rather than later they

too will be disrupted. (Amazon launched

Chime and Cloud Contact Center as a

service; they will disrupt this sector soon.)

Retail offers an example of an industry

that ignored both the internet and chang-

ing buying habits. It was same old, same

old until the lights starting going dark.

In services, the bundles are the same.

The pricing is the same. The features are

the same. The deployment is the same.

This situation is ripe for disruption.

Consider the case of Google Fiber.

When Google decided to get into the

broadband game, it did it with pizzazz.

Following in the footsteps of Verizon

FiOS, it branded its broadband service

offering. It ended up branding Gigabit.

Today, gigabit is what people think of

when they think about fiber and broad-

band (even without knowing anything

else about those three terms.)

The pricing model was different – with

a free version. The packaging was cool.

The offices were hip and vibrant. They

built up anticipation – and with it came

demand. (You could argue about the de-

mand due to the staggering lack of paying

customers, but that too was by design.)

That kind of strategy is lacking in

most parts of telecom.

In VoIP, for the longest time, everyone

used a Polycom. It was unusual for any

VoIP provider to offer other brands (except

maybe Cisco). Then Polycom announced

it was merging with Mitel (it didn’t, but

channel management

Source: Google marketing slick




July - August, 2017