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Writing the American Marketing and PR Playbook: Part II

17/12/2018

Jo Detavernier, vice president  of Swyft our US partner and the founding firm of our global network, First PR Alliance  provides this helpful two part guide for UK tech companies on how not to get lost in translation when venturing across the pond:

 

Part two UK marketing to US: getting it right

Any modern marketing and PR campaign must be integrated. Integration implies that you will try to have your ‘owned’ (your website, blog, etc.), earned (media coverage) and paid (advertising) channels working together to reinforce one another as much as possible. In many cases ‘shared’ (online shares) is added to the mix, which when added equates to PESO (paid, earned, shared & owned). In what follows we stick to the first three tracks and count shared with earned.

Here is a list oof tools that are available for a marketing and PR campaign in the US. For each campaign you will be making a very unique selection of building blocks. And since you have now been fairly warned about selecting the right market segment, speaking the right language, funding your effort sufficiently and employing the right channels, all of your marketing activities will now be poised to yield the highest possible return.

Owned media

  • Website with content and style tuned to an American audience (either a U.S. site or American pages on your global site) and plenty of call-to-actions to help people convert through the sales funnel.
  • Blog with articles that depart from the benefits of your products or services as they are relevant to American buyer personas.
  • Newsletter to send out content that is geared towards different buyer personas.
  • Video content aimed at providing valuable information to prospective buyers.

Earned media

  • Distribution of press releases to American news outlets that serve your target audience and to wire services (e.g., Business Wire) when warranted.
  • Offering interviews to journalists that attend a trade show at which you have a booth.
  • Pitching of stories, on an exclusive basis where practical, to journalists.
  • Press tour whereby you visit the offices of journalists for one-on-one talks (this assumes you are a sizable player in your respective industry or are first-to-market with disruptive technology).
  • Contributed articles to trade magazines.

Paid media

  • Advertising in print or online media.
  • Promoted content and/or ads on social media.
  • SEA on Google and/or Bing.
  • Sponsored posts (native advertising) / advertorials in print or online media.
  • Sponsoring of podcasts.

Integrating owned, earned and paid

As mentioned earlier, marketing and PR campaigns that yield the best results are ones that are fully integrated. Pitching interviews on a story in October, promoting posts on Facebook in January and paying for a sponsored article in March can and will have some impact, but they are not nearly as powerful as a fully integrated campaign where you bring everything together in ways that are mutually reinforcing.

Let’s illustrate this with an example. Let’s say you have just conducted a survey about a hot issue in your industry. How can you maximize the impact of that survey to increase brand awareness and stimulate lead generation?

  • Owned: You can make the survey report available on your site for people who leave their email address (make sure you respect American CAN-SPAM regulations while you are at it); write a series of blog posts on the results, illustrated by an infographic; dedicate a status update to the survey on your Facebook page; and publish a slide deck on your SlideShare account.
  • Earned: You can send out a release about the survey (after negotiating a scoop with a major tech news outlet or a trade publication if it’s got strong enough news value), pitch interviews with your CEO about the results and use the survey to feed your proof points for a contributed article in a key trade magazine.
  • Paid: Companies will typically not pay to promote a survey, but the buzz that is created by the survey will allow your now ‘primed’ audiences to be extra receptive to any advertising campaign that you would want to run in the months following the campaign.

In these two blogs we have discussed what some common mistakes are that European companies that are looking to expand in the US will typically make and what advice these companies should heed if they want to succeed across the pond. The American market is in many regards very different from aThe UK and those  entrepreneurs and marketing managers who stick to their UK playbook when arriving in the US will do themselves a huge disservice.

This white paper is based on the Swyft white paper How Should European Companies Write Their American Marketing and PR playbook? Swyft is the founding member and organizer of First PR Alliance. For more information on Swyft, visit growswyft.com

First PR Alliance is a network of independent PR and marketing agencies that offers highly-coordinated support spanning borders, time zones, languages and cultures. For more information, visit firstpralliance.com.

 

 

 

 

 

 


Writing the American Marketing & PR Playbook:Part I

03/12/2018

Jo Detavernier, vice president  of Swyft our US partner and founding firm of our global network, First PR Alliance  provides this helpful two part guide for UK tech companies on how not to get lost in translation when venturing across the pond:

 

Part one UK marketing to US: Common pitfalls

Promoting services and products on the American market looks at first sight very close to how it is done in  the UK. Are Americans B2B buyers not comparable to their counterparts across the pond? And are the best means to reach them the same as in the UK? Perhaps surprisingly, the answer to both questions is a resounding ‘NO.’ UK companies need a dedicated American marketing and PR playbook if they want to be successful on the American market.

So in the next two posts we look at what not to do and what to do to crack the US market.

What UK companies do wrong (most of the time)

  1. Trying to ‘boil the ocean’

Trying to ‘boil the ocean’ is an American expression referring to the trying to accomplish an insurmountable task, or making a project unnecessarily difficult.

Here’s the thing, the American market is simply way too large for any European company to attack all at once, at least not with the kind of budget one normally allocates to attack a single European country (or even Western Europe for that matter).

Omar Mohout, a prominent Belgian professor in Enterprise who teaches at the Solvay Brussels School of Business and Economics, recommends that European companies first target one specific American socio-demographic or geographic segment. For instance, say you developed a SaaS accounting solution perfect for small and mid-sized professional services organizations in the US. You might choose to first target only American law offices in a handful of major metro areas rather than attempt to sell the solution across multiple industries and geographic markets. In other words, figure out how to thrive and be successful in one specific niche, possibly one specific geographic market (for example, the state of Texas). Then you will have something to show when it’s time to convince investors to participate in your next big push to grow market share. Both your organic growth and the extra funding will help make the next chapter in your American expansion story become reality.

  1. Underfunding the effort

This second mistake is closely related to the first one. Not picking a segment that is small enough for you to thrive in will cause you to underfund your marketing and PR effort. But even the ones that do manage to pick a realistic segment will unfortunately often commit critical budgeting mistakes. For instance, marketing and PR agency costs run higher in the United States than they do in the UK (especially if you are contracting agencies on the West and East Coast). It stands to reason that the cost of any effort aimed at brand awareness and lead generation in one European country is much smaller than attacking the EU as a whole. The same rationale applies to the US, only on a potentially larger scale

The per unit cost of acquiring leads may vary in the US as well, if only because the degree of competition in the tech space is incredibly intense. Even the cost of sponsored posts in national trade websites will cost much more than counterparts in Europe. Google Adwords campaigns are tricky given the competitive nature of many U.S. tech businesses; it’s not uncommon for bidding amounts run so high as to make the ROI on leads untenable. Talking about Google AdWords, is about 13% more in the US than the UK.

What can you do to avoid underfunding your marketing efforts? Aim for what you can reasonably afford — don’t attempt to overreach on market size and in the process underfund the effort. Do plenty of research into your target market and what works and doesn’t work when it comes to marketing and PR. Don’t be shy about reaching out to local agencies for advice. What you learn from them could be the difference between success and failure.

  1. Not speaking the language

Well we do share a language but speaking the right language doesn’t only pertain to how things are said. It also has to do with the core messages of your marketing campaigns and the manner in which you articulate them. Clearly American culture is very different from  UK culture. A simple edit of a brochure or website into American English will not suffice. You have to ‘think’ like an American to attract their attention in an authentic way. Otherwise, you risk alienating your target audience within seconds.

  1. Picking the wrong channels

You have selected a segment that you want to target, but now the work begins. You will need to select the best mix of channels to achieve your marketing and PR objectives given your budget and target audience. If you are new to the market you will have to spend a majority of your time creating awareness. Don’t forget to track your inbound leads and properly attribute their source (e.g., Twitter ad, Google AdWords campaign, trade show, etc.) in some kind of spreadsheet. Fortunately, many marketing automation platforms (HubSpot, Pardot, etc.) do a reasonably good job at lead attribution. That said, lead attribution will only partially help inform your marcom spending decisions. Take SEA (Search Engine Advertising) for example: For European marketers, SEA equals Google AdWords. But Bing had in January 2018 a 23.7 % share of the American search engine market (source: Statista). While it’s not the largest search engine in terms of search volumes and ad spend, you can’t afford to ignore it in the long run if you hope to pick up market share against your competitors.

Now we know the mistakes to avoid, the next post will look at how UK companies  should write their American marketing and PR playbook.


We are hiring!

16/11/2018

On the prowl for freelance B2B tech and fintech PRs

Due to continued growth we’re looking for an experienced hardcore freelance b2b tech PRand or fintech PR who has a passion for pitching and strong media relationship skills, to join our team.

We think you’d like to work with us because:

There’s no need to come into the office because we don’t have one, but you’ll be working in a fully supportive, collaborative environment. You’ll work in a small team of fellow freelance PRs and writers on several accounts so you have cover and support as well as access to the best media and digital tools to get the job done. Most importantly, we are utterly best practise and genuinely nice people to work with. And we do meet face to face from time to time!

Our clients are pretty cool too. We’re retained by some very smart b2b tech start-ups as well as more established firms working in fintech, civic tech and public sector so you need to be familiar with the latest technologies and digital developments as well as be able to shape compelling stories and pitch them to the trade and national tech and business media.

If this sounds of interest please check us out and get in touch with our founder with your pitch! sam@commscrowd.com.


Plunge into freelancing it refreshes your soul…

30/07/2016

From newest member of the team, digital marketing diva –  Simona Cotta Ramusino 

Reality has finally hit. I have updated my LinkedIn profile with my new job title so it must be true: I am a PR And Digital Marketing Freelancer.

After 20 years of working for top class agencies and in-house marketing departments of international brands I have decided to take the plunge into freelancing. Making the decision to go freelance was a scary moment and I am just beginning to get to grips with my new status. It is something that, in just a short period of time, I have already come to appreciate and enjoy and won’t change my mind any time soon. Why? Well you need to know how I got into freelancing.

It’s really thanks to Sam.

Sam and I worked together a few years ago, and one of her talents back then was the ability to read people’s strengths and personalities and make it work well within a team. When I asked Sam for advice on whether I should join her band of freelancers she knew my type well: I am not a risk taker, I am someone who always has to think things through, always needs to have a Plan B (or C or D). So Sam not only laid out the naked truth about the freelance world but she also made sure I didn’t have too much time to think over the cons the new path would entail and got me straight to work as part of the Comms Crowd gang.

The “plunge” came with an important life lesson. As I started reconnecting and talking to previous colleagues, they all agreed it was a great career move for me, some even wondered why I hadn’t done this sooner. It surprised me. They knew more about me, about my skills and talent than I did. At the end it was their support and comments that gave me that final push and made me realise it was indeed a career change, it wasn’t something temporary, something I could do in my spare time or just as I was looking for something else. It was my new job title.

To answer my initial question on why I wouldn’t change being a freelancer this is because it lets me use all the communications skills I have learned through the years and apply them for a variety of clients that an agency wouldn’t even have on their books. I also feel it has elevated me professionally and it is giving me so much satisfaction, both professionally and personally. Because the relationships I establish with my clients seem to be more on a par, the recognition I receive for my work feels more personal and genuine.

So while some people may decide to go down the freelance route because they want a better work/life balance or be their own boss, for me these are just by-products. Freelancing means doing what you do best and enjoying it!

 


The Comms Crowd goes global!

24/04/2016

Sam Howard On how we are growing (albeit vicariously).

areas where we can provide on the ground support

When you go freelance, you quickly realise the limitations of what you can competently do and therefore the nature of the projects you can take on. So then, if you’re smart, you collaborate playing to your strengths working with others similarly smart but with complementary skills. Here at the Comms Crowd we have been sublimely happy in that phase for the last few years – steadily adding interesting clients that appreciate the hands on approach and building up the merits of the crew in a wholly organic stylee, even getting nominated for an award along the way. But what does our next iteration look like?

When I founded Comms Crowd it was not to become the next Edelman or even to get into the PR Top 100. In my experience bigger does not correlate to better – not for the clients, where more can buy you less; not for the staff, unless your job satisfaction depends on the length of your job title; nor even the bottom line, impressive offices and charismatic receptionist do not come cheap.

For me, small is truly beautiful and that’s the way we are going to stay. But that said who can deny the global nature of comms and the tech start-ups we work with, have global appeal and we need to secure them global attention without busting the budget…

So we have joined as a founding partner, globla network, The First PR Alliance courtesy of Swyft Communications in the US – a great fit for us and our clients as all the agencies focus on tech and start-ups so little will get lost in translatio. All the partner agencies are boutique independents like ourselves so we know all the work will be done by senior, accountable and personable teams and the buck stops with the founder,

Between us we can provide PR support from Peru to Poland, Singapore to Sweden, United Kingdom to the United States and stopping off in Belgium, Columbia, France, Germany, Italy,The Netherlands, Morrocco, Portugal, Spain along the way.

In tech comms at least, you don’t need to be big to be clever… just clever.


Piggybacking on the headlines

08/11/2015

PR Pro, Debbie Smith looks at how to ‘ride’ a current news story to raise your client’s profile…

George Wright

When you choose to work in B2B technology PR, most of your career is spent pitching to trade press and freelance journalists who specialise in the same area. Unless you’re working for a megabrand such as Microsoft or IBM, you’re not going to have many opportunities to pitch to the national press.

OK, let’s rephrase that – nothing’s stopping you pitching to them, but you’re unlikely to get much response unless your client’s invented a computer processor that isn’t based on silicon or found a solution to climate change. However, there’s a useful tool to add to your PR kit bag: link your story to something that’s already making the headlines, and your client suddenly becomes relevant to mainstream media.Critical to success are speed and relevance. The link has to be genuine, and you need to act fast. If you’ve spotted the link, you can be sure that another PR will have done so too. But if you get it right, you open up a whole new conversation for your client. Here’s how we made it work for Comms Crowd client, Elliptic.

Elliptic specialises in security and analytics for the blockchain. The firm was the founding member of the UK Digital Currency Association (UKDCA), and in this role provided input to a Government consultation on digital currencies. Earlier this year we thought the results of that consultation might be announced as part of the Budget a couple of days’ hence. This was an ideal opportunity to link Elliptic to a topic which would be given extensive coverage in the print media and online as journalists analysed every last detail of the Chancellor’s speech – assuming of course that digital currencies were included.

So we wrote a short alert to let key media know about the potential announcement and outline why Elliptic could provide expert comment. The following day we listened carefully to the Chancellor’s Budget speech – but no mention of digital currency. However, an online search led to the supporting papers for the Budget and there it was – the Government’s recommendations on how it proposed to make the UK a world leader in digital currency. We quickly followed up with our key media, providing a link to the announcement and offering comment.

The results exceeded all our expectations – interviews with the FT and the Guardian and several requests for written comment, resulting in 15 items of coverage including City AM, the Independent and the Wall Street Journal. Our client was delighted and so were we.

Opportunities like this don’t come around very often. It’s important to be aware of what’s making the headlines, think creatively and look for new and unusual ways in which you can link your client to a story. It may be straightforward, such as when a former colleague was working on a campaign against workplace bullying for a leading trade union and bullying in the Celebrity Big Brother house hit the headlines. A few media calls later and the client was on Sky News explaining what an individual should do if he or she was being bullied. But even if it’s a more tangential link, remember that journalists have pages to fill every day and may be looking for a different angle to keep the story alive. Why shouldn’t you be the one to provide it?


In going solo you can be part of something bigger

22/08/2015
 What happens when you swap the daily commute and a 100-strong team of colleagues across the UK for the spare room? Something unexpected and inspiring, says guest blogger and latest PR team member Debbie Smith.

When I said goodbye to early mornings at Cheltenham station and trains to PR offices around the UK, one of my main worries (apart from finding work of course!) was whether I’d miss the daily contact with colleagues. According to psychometric tests, one of my characteristics is ‘extraversion’, which means I get my energy by interacting with other people. I’ve always found this to be true, so how could I combine it with a freelance life?

To make things more difficult, I’d been commuting since I moved to Cheltenham, which had left me little time to make friends in the area. At one stage I joined a running club, but two weeks later I began a project which meant lots of time in London, so my only friends in the area were those I’d met via my partner.

The answer came from an unexpected and low-tech source – a noticeboard by my local shops, where I spotted a poster for a business talk organised by a group called ‘Cheltenham Connect’. I thought I’d give it a try and duly went along. The speaker was interesting, the people welcoming and I decided to go again the following month. It might help me make new contacts and would at least get me out of the house. The group also organised an informal co-working session in a local café every week, called Laptop Friday, and this helped me put some structure into my early weeks of freelance life.

Fast forward a few months and Wendy, the human dynamo who’d set up the organisation, invited me out for coffee. That’s nice, I thought – and then she sweet-talked into doing their PR! I didn’t really enjoy local PR but – oh well, why not help out for a few months? The first activity I had to promote was a business conference/exhibition, and before I knew it I was exhibiting and helping with event planning too. But it wasn’t all business related; there was a Christmas craft fair, a music festival with bands from the area….and local PR stopped being a chore because I could see the positive impact these events had on the community. They really mattered to the people involved, and they started to matter to me too.

But this was about more than feeling good by doing some pro bono work: I found I’d tapped into a ready-made support community. We swapped information on local activities, bounced around ideas, tipped each other off on new business opportunities and shared lifts to events. You could ask for a second opinion, or discuss something that was bothering you about running a business – chances were that someone would be able to help. If I had a week with no meetings, I’d arrange to meet one of my new contacts for coffee to swap ideas and recharge my extrovert batteries.

The year rolled round and my business grew, but I stayed involved with the group. I’ve become co-organiser of the business event, which has grown every year and now has 200+ attendees. Through it I’ve met a wide variety of people, from our MP and councillors to entrepreneurs running all types of businesses. I’ve also used it to try new things, such as chairing a discussion panel last year (it went really well, so it’s back again this year!).

As I specialise in technology PR, I didn’t expect any of this generate any business, but surprisingly it did. People sent me leads they’d seen on social media, recommended me to designers needing copywriters and passed on work they were too busy to handle. I even swapped writing a press release for attending a course on social media.

Five years on and as well as a positive glow from doing something for the community, I have a local support network I never dreamed of when I first became a freelance. Many of the people I’ve met have also become good friends. Three of us have had operations over the summer and we’ve had practical support and lots of encouragement during our recovery. My partner is continually surprised by how many people I know – and now he’s offered to help out one of the team with dog walking!

So my message to freelancers everywhere is use that extra time and contribute to your community as part of getting that elusive work-life balance right. You’ve nothing to lose except your inhibitions…


The fourth year – finding her forever clients

10/02/2015

Sam Howard is hitting her prime

Perhaps freelance years are like dog years, for I’m starting feel like I’m in my freelance prime! Four years in, and, as they say on those talent shows, ‘it feels like this is my time’! Oh why’s that then? Well I’ll tell ya.

A cuddly pineapple! It’s perfect! It’s what I always wanted!

Tech in general and fintech in partciular is finally hot!

After some 20 years of apologizing for working in a sector of which nobody has ever heard; countless conversations explaining what I do to those whose eyes glaze over in the time it takes  to say ‘enterprise-wide trading systems’ – all of a sudden our sector is hot!

Ya baby!

Not only is our sector hot, my home town for some 30 years, London, is fit to burst with tech startups and I do love a startup – always have! Not for me the 200 page branding guideline bible, the 83 slide PowerPoint on our ‘core’ USPs. Where’s the opportunity to add value to that (other than rip it up)?

I love the pace, the energy, vibrancy that comes with  young tech companies. They are brave, bold and, my lot at least, quite audaciously brilliant. But it’s always struck me, that at the point a young company needs the most care, nurturing and attention to its comms, is just when it can least afford it. Sometimes, that’s not a good fit for a standard agency, where there can be an expectation mismatch, (a big PR budget for a small company is still a small client for a big PR agency). But it’s a great fit for collaborations and small networks of specialist freelancers like The Comms Crowd. Freelancers by our very career choices have often rejected the status quo and defined ourselves as fellow disruptors.

Another great thing about working with young tech companies is the absolute lack of formality. This suits me down to the ground, I want to use my time helping that company do smart comms, not validating how smart I am. Decisions are quick, turnarounds fast, reporting is a spreadsheet in google docs and emails are brief, often littered with typos from both sides. Witness recent email exchange, informing client CEO that we had secured media interest from a noted publication.

ME – OMG We’ve got Forbes!
CEO – F*** yeah!

And of course when you work in a hot sector, in a hot city, with hot clients, you get to talk to media that you have never had the temerity to approach before, but that, it turns out, are really just like us, if you have a decent story to tell. And call me a easily impressed but for a long-toothed B2B fintech PR to be suddenly talking to the nationals, is just really rather cool!

So yeah, in this the fourth year, I find myself, in the right place, with the right business model at the right time – happy freelance birthday to me and the crew, being four rocks!


Fintech PR – How to get a bank to put its name to a story

28/11/2014

Throughout her career, Sam Howard has always maintained that providing PR for fintech companies isn’t rocket science, however it is a bit tricky.

Not only are you, the PR, the only person in the brain-chain without a PhD or three, which can leave you feeling perma-insecure; but also ‘tis hard to tell good stories if there are no good stories to tell.

Listening banks are great but talking ones are my favourite

Actually no news isn’t good news – but owing to the nature of the deals, it is not unusual for a small or a start-up fintech company to have just a few client signing announcements a year and those signings usually fall into three categories:

  • The no comment: you may not mention the bank in anyway shape or form – great thank you sooo much for that one.
  • The vanilla bean: you can prepare something but the details are to be so vanilla and that the quote so bland that it’s barely worth the effort.
  • The never never: You get the go ahead on the Friday night, write it on a Saturday, it gets signed off by your team on the Sunday and it’s with the bank for approval first thing Monday morning. And there it will stay, stuck in the corporate food chain awaiting sign off forever more, never to be seen again.

Five tips for getting a bank to sign off a press release

Over the years, working for a fintech start-up, then a fintech multi-national and then a fintech PR agency, these are the tactics I have seen work. It’s a bit of a team effort:

  1. Incentivize your sales people to negotiate press as part of the contract. Cash bonuses for press releases and double again for a case study, seems to work well enough
  2.  Incentivize your bank by giving them a discount in the contract if they agree to do press, get dates.
  3. During the sales process and the implementation, stay close to your champion in the bank and work directly with them on the story, using them as the spokesperson, and making sure your story shows your champion as the pioneer they truly are.
  4. Have the release written and ready to go so that it can be slipped under the nose of your happy, happy client the day everything goes live ahead of schedule and under budget.
  5. Make the release hardworking and insightful tell the story of the partnership between your company and the bank. Do not dwell on what was wrong in the first place, be realistic no bank is going to sign off a story that goes, ‘well it was just chaos here till you guys showed up’. And keep the quotes real and relevant not an unadulterated and shameless plug for your company. This will make it easier to get sign off, and more credible with the journalists, on whom you ultimate depend to publish it.

What if you hit an absolute  wall and can’t get the bank to talk no way no how?

Rather than issuing a no name press release, which somewhat reeks of desperation, consider going down the analyst relations route where your client can freely talk about the project and its successes to the industry analysts under the comfort of NDA.


The G-Cloud, where some vendors are more equal than others

03/11/2014

Eria Odhuba, resident analyst relations lead ooks at the opportunities and challenges for those public sector tech vendors mining the G-Cloud.

what’s the forcast for G-Cloud?

Over the last few years we’ve been working with vendors that have won significant projects through G-Cloud. From this vantage point it has got us thinking about the G-Cloud business opportunities available to small IT vendors and service providers, and some of the serious challenges they might face.

While 2015 might not necessarily be ‘make or break’ time for suppliers if they don’t get a bigger slice of the G-Cloud pie, we think one trend that will become more entrenched: there will be a small group of providers winning a disproportionately larger share of contracts, leaving the rest fighting over the scraps.

There are some vendors that are excellent at articulating their value propositions clearly and have the right staff, or well-designed systems, in place to get their messages out to their target market. More often than not, they will attract a bigger share of leads which, in turn, gives them more opportunities to convert these into contracts.Now, the UK government is no longer dragging its feet when it comes to exploring new and innovative models for IT spend and execution. As belts are tightened, it really wants to make sure it is getting value for money and look out for a larger number of suppliers that could potentially contribute to its success.
So discussions about cloud computing, agile software development, security, BYOD etc will be as intense. This should not be a surprise to anybody. The rise of the Public Services Network (PSN) and increased awareness of the benefits PaaS offerings could provide will see more government departments exploring cloud adoption and / or sourcing more complex requirements via the CloudStore.
So the opportunity is clearly there to make a mark via G-Cloud, which is great for smaller suppliers. However, it also throws up a massive challenge for them. With more suppliers signing up to G-Cloud month after month, it is getting harder to reach the key public sector decision makers who need to understand what is on offer. Being human, they can’t process indefinite amounts of information and spend their time talking to every supplier there is.
Success in one area of the public sector is increasingly noted in other parts, so whoever is in charge of implementing a new IT system or product might want that success replicated in their departments using the same supplier. In many ways, this makes sense. If you know a supplier can consistently deliver quickly, without going over budget, you’d be crazy not to speak to them. So suppliers that have got a string of wins under their belt are in a great position.Suppliers that are only signing up now or who have not had a chance to show what they can really deliver need to find a way of providing the evidence they can do so. T
hey also need a creative way of informing the public sector decision makers and IT community about their solutions or products, engage with them appropriately via social media and participate at the right events. Quite a lot to think about which, if not done properly, will mean they don’t get to sit at the table with the other winners.Some industry analysts predict more commoditisation of products and services in subsequent iterations of the G-Cloud Framework. If this results in further commoditization of IT and lower costs, many would argue that is great for the public sector.For suppliers, there is a trap to avoid though.
The last thing many want to do is simply fight contracts based on cost. This tends to be a quick route to disaster. Value is what suppliers should be thinking of. What value do they bring to the table and how will this benefit their customers?Getting to the stage where suppliers can articulate their value propositions clearly and hit their target market effectively, with evidence to support what they say, will be the keys to survival within G-Cloud.2015 will be a good year for those that do, and a pretty harsh one for those that don’t.