Telenet for Business chooses Lemarco as strategic content provider for new monthly newsletter


telenet_logoEverybody knows Telenet as the largest cable television operator in Belgium, with a hybrid fiber-coaxial cable network that spans the Flanders region and approximately one-third of Brussels.

Telenet ambitions for the business market are impressive. The company recently attracted Stijn Vandr Plaetse as VP for Telenet for Business en wants to strongly increase its footprint in the business market through specific business offerings (ncluding of course an integrated cloud offering based on Microsoft Office365).

A new monthly newsletter – Telenet Ondernemen – addressing the SoHo market, will be Telenet’s major communication vehicle. We are proud to announce that Lemarco was chosen as Telenet’s major content partner for this newsletter, helping Telenet with both the editorial calendar and copywriting the articles.

First edition expected by the end of April!

 

Enterprise 2.0: explaining complex things in a simple way


Traditional business software or ERP has been all about optimizing business processes. Today, the deployment of Web 2.0 technologies is a driver for more collaboration and knowledge management in the Enterprise 2.0 organization. As knowledge becomes more important than ever, companies also need to adopt a culture change that embraces their new key business drivers: their customers, markets and their own employees.

I just came across the name of of Jessica Hagy, who has the rare competence of being able to to explain complex topics using very simple illustrations or droodles. Here’s one she made about the value of Enterprise 2.0:

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The value of Enterprise 2.0 by Jassica Hagy, posted by Lemarco


Inge Smidts, Senior VP Residential Marketing bij Telenet, gaf op 19 februari voor de A12 Business Club een gesmaakte presentatie waar ze de ziel van Telenet heel even blootlegde. Mijn indruk: Telenet blijkt een vrij eigenzinnige Telco te zijn, waar transparantie en klantgerichtheid blijkbaar diep in de genen geworteld zitten.
Het bedrijf evolueerde van 200 producten voor de residentiële markt, naar amper 7 vandaag: transparantie. De voornaamste concern is rechter, ervoor zorgen dat alle klanten ook op het juiste product zitten.
Inge Smidts: “Als iemand van mijn team een voorstel heeft voor een nieuw Telenet product, moet hij eerst komen vertellen welke acties hij gaat nemen naar bestaande klanten toe.”
Als het waar is, alvast een antwoord op een pijnlijke angel  in de Telco sector…

Telenet: dan toch een telco die eerst aan bestaande klanten denkt?


Inge Smidts, Senior VP Residential Marketing bij Telenet, gaf op 19 februari voor de A12 Business Club een gesmaakte presentatie waar ze de ziel van Telenet heel even blootlegde. Mijn indruk: Telenet blijkt een vrij eigenzinnige Telco te zijn, waar transparantie en klantgerichtheid blijkbaar diep in de genen geworteld zitten.
Het bedrijf evolueerde van 200 producten voor de residentiële markt, naar amper 7 vandaag: transparantie. De voornaamste concern is rechter, ervoor zorgen dat alle klanten ook op het juiste product zitten.
Inge Smidts: “Als iemand van mijn team een voorstel heeft voor een nieuw Telenet product, moet hij eerst komen vertellen welke acties hij gaat nemen naar bestaande klanten toe.”
Als het waar is, alvast een antwoord op een pijnlijke angel  in de Telco sector…
Sent from my iPad

When products become commodities, the source of competitive advantage shifts to operational excellence


I just read a short but interesting contribution on ZDNet entitled Perception of Apple rides on anticipation for ‘great stuff’.

It’s true: being an innovator goes hand in hand with success… sometimes.  In thousands of cases, however,  innovation has been the source of failure.  People tend to forget that.

And yes, Apple has been lucky with product innovation up till now. And no, I’m sure this will not last. What surprises me, is how people seem to declare Apple (almost) dead if it doesn’t come up with a new product category very soon…

What happens in a market when products become commodities and a market reaches maturity, is that the source of competitive advantage among suppliers shifts from product innovation to operational excellence. Especially when margins in the market (as in tablets and smartphones) are decreasing.

And I think that’s exactly what Apple has understood and is focusing on now. It’s probably also what Jim Cook was appointed for. Meanwhile, Apple’s competitors are stuck in their ‘new product/device’ obsession… maybe fighting the wrong battle?

Satya Nadella new Microsoft CEO: three conclusions


satyanadella_pageThe decision was taken more quickly than expected. Satya Nadella new Microsoft CEO.

Appointing a new CEO also reveals a long-term strategic direction the company has in mind. So what can be said about Satya Nadella’s appointment? I think there are three conclusions:

 

1. Continuity over disruption

Microsoft clearly chose for continuity rather than taking the disrupting approach of recruiting someone externally who will change everthing. Satya Nadella has been with the company since 22 years and one thing is clear: he will probably not change everything overnight. 

2. Definitely Cloud and the enterprise

Satya Nadella was VP of Microsoft’s Cloud and Enterprise group. To choose him as CEO confirms what we stated in our previous blog: Microsoft believes that the future lies in the enterprise and the cloud, rather than in all kinds of consumer-related devices and products.

3. ERP and CRM business are there to stay

Nadella also lead the Business Group division. For sure he considers ERP and CRM serious business: Microsoft Dynamics is there to stay!

 

Microsoft Q2 2014 results: all warfare is based on deception


Microsoft’s Q2 2014 results are surprisingly strong. Those who declared Microsoft almost dead might have to review their statement.

In my opinion, Microsoft’s strategy is clear and very smart: Microsoft is undergoing a major shift from being a consumer-oriented software company becoming an enterprise company And I think that’s where the profits are to be made. Microsoft is entering a new competitive red ocean: that where IBM is now the big shark. But I believe Microsoft has all the assets to become much bigger than IBM in the enterprise area.

Yes, Microsoft is positioning itself also as a hardware company, with a strong focus on  consumers. But I believe believe there is a difference between the ‘external’ strategy a company communicates to the outside world, and the real strategy that management is betting the companies’ future on. So, the whole market is now blinded by Microsoft’s efforts in the devices/consumer market. Sun Tzu already knew deception it’s an excellent strategy:

“All warfare is based on deception. Hence, when able to attack, we must seem unable; when using our forces, we must seem inactive; when we are near, we must make the enemy believe we are far away; when far away, we must make him believe we are near.”

The irrelevance of hardware in Microsoft’s business is becoming clear when you look at the Gross Margin contributions of the several BU’s: if tomorrow, Microzoft would stop producing Surefaces and Smartphone, it would actually hardly make any difference at all…

Screen Shot Lemarco