Raymond F Greenan

Service delivery was a new innovation for smartphones; having the ability to rapidly deliver new apps to capture revenue opportunities and create loyalty among new customers was in the nascent stages for service providers. The first mover advantage was key. The solution and the rich ecosystem associated with it enabled early wins, creating early leadership and loyalty.

The Department of Energy created a mandate for energy utilities to bring consumption down. This created a huge dilemma for them—how to maintain quality service while bringing the demand for it down. Creating a sell with marketing program to address large data centers who consumed energy inefficiently created an alliance of common interests to address this problem while meeting the green energy mandates.

Focus on key vertical markets was required to penetrate more lucrative large business. This required market analysis on all levels including competition, partner/alliance strategy, solution development, and delivery. Establishing credibility in a new area was critical to success. Additionally, training sales on how to sell into new areas required constant focus. New terms and propositions as well as buying groups needed to be assessed and plans established. The result of this focused approach gained further penetration into accounts in more profitable and larger opportunities.

Moving toward a focused and solution-based model was critical in penetrating the most lucrative part of the telecom market. It continues to be a fast-moving, dynamic area requiring a sustained approach with strong alignment based on analysis. New areas such as next-generation network, internet of things, and software-defined networks all required analysis, sizing, alignment, and fit. Getting it right was imperative since you only get one shot. Creating a strong product set with a go-to-market plan, route-to-market plan, and alliances was critical for credibility. Interlock between sales, marketing, and product groups was vital. Managing a diverse and interlocking solution portfolio was critical. Program management and solution portfolio management was key to success. The results established not only a new set of markets but ones with large annuity characteristics.

China is considered a lucrative market for chip design in/wins. Entering the market requires a studied approach in culture, business practices, and political reality. Engaging all the gears takes time and patience as well as trusted relations. An overall marketing and portfolio plan with all these aspects was required. Success meant engaging and program managing on all levels with localization-oriented programs and alliances. Today, there are many power chip projects being implemented in the greater China region.