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Understanding how today’s enterprise technology buyers actually buy, and how to make the most of your sales and marketing efforts

Inside the Mind of

Executive IT

An executive IT interview moderated by TechTarget’s Jon Brown- VP, Strategic Markets and produced by Courtney Kay- VP, Field & Product Marketing

How does an enterprise technology project actually kickoff? What’s the role of the IT professional vs. line-of-business in a technology purchase today? How does research actually get conducted? As busy sales and marketing professionals, we rarely get the opportunity to take a step back and get a better understanding of our prospects- how they do what they do, and most importantly, what they actually want from their vendors. While there is plenty of research out there, sometimes it’s just better to hear it directly from the source.

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Recently, TechTarget’s VP of Strategic Markets, Jon Brown got the opportunity to sit down with two technology executives, Kevin Stokes, CIO of the Town of Brookline, Massachusetts and Randall Gamby, Information Security Officer for the Medicaid Information Service Center of New York. This six-part interview sheds light on how today’s enterprise technology projects come to life, and what you as vendors can do to better meet the needs of your prospects,-- ultimately improving the effectiveness of your marketing efforts.

Contents

1 Project

Origin

2 Research

Process

3 Optimal

Messaging

4 Role of the

Business

5 Disruptive

Technologies

6 Marketing

Tips

With the rapid consumerization of IT, growth of cloud-based applications, and growing reliance of the business on technology, the origin of the IT project has become an increasingly questioned topic. In this part of Jon Brown’s interview with Randall Gamby and Kevin Stokes, Jon explores how IT projects come to be within their organizations.

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Jon Brown: If you were thinking about a recent, relatively involved, technology purchase that your organization has gone through, what was the initiation for, or how did that project actually get started and become something that IT was involved in? Randall Gamby: At the MISNY, we have a formal software development lifecycle. So the first thing we have to do before we make any decisions is to classify the type of issue that we’re trying to address or the type of products that we’re looking at. It’s really broken down into three different areas.

[First] we have things that are broken problems that we have to fix. [Second] we have issues related to enhancements. So maybe something is working, but maybe not working so well and we may either have to do an adjustment to the existing software or possibly do an additional purchase to allow that to happen. And [third] of course, we have new features, which almost always involve some type of new purchase. And inside of those, we have two classifications of how we address them.

The origin of the technology project

1

The first one is an emergency- so it’s broken, we need to fix it, and that’s typically shortcut, very little research, trying to come in very quickly with a solution. Let’s say, we had something burn up or something has failed or we know there was a defect and that it’s something that’s

4 © TechTarget Source: TechTarget Sr. IT Tech Trends, Research Habits and Preferences Survey, 2013

unrecoverable and therefore, we need to replace it. And then the other one is the normal process of a request coming in that we’re going to evaluate. Kevin Stokes: So in my world, there are probably three avenues- the primary avenue being the strategic component.

So hopefully, through my dealings with my fellow department heads, I’m plugged into our key problems . That way, I’m making sure that we’re driving a strategy that will be complimentary to the enterprise. We have operational challenges as well. Enhancements are known issues that we have to contend with. And then the third is probably more of a wildcard route where it’s an executive mandate or it could be a business unit that’s come up with something that’s, relatively new or maybe off the radar, maybe departmental so it’s not necessary,

Projects

Sr. IT is

prioritizing

in 2013

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something that rises to the strategic level for the organization. I chair a functional group within my organization that’s chartered with looking at technology and the strategic use of technology. So it’s the senior department heads and myself, and we typically [employ] a vetting process. It could be internal– applications that drive efficiency, better operations etc.; but, they could be external as well- customer-facing- a lot of the public have performed a transaction or achieved some goal that we presently can’t do.

1 When the scope of the project covers multiple functions

2 The technology enables a new business function

3 When it’s a new delivery platform or approach

4 The project exceeds a specific dollar amount

5 When the timeline is considerable

When Senior IT gets involved in a project

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How technology buyers research buys

2 Once a technology need is identified, and the wheels of a project put in motion, the research process kicks off. In this segment of the Jon Brown’s interview with our esteemed technology professional panel, Jon explores what that research process entails- how and where research is conducted, what sources are most reputable and how the type of project plays into the research process.

Jon Brown: One of the things that is of tremendous interest to marketers specifically, is how you go about conducting research. Take a project that was initiated either through some high-level committee or a business person trying to introduce a new capability or enhance some capability that the organization already has. How do you go about actually conducting the research to discover solutions, to narrow that down, and to decide who you ultimately want to talk to and buy?

Randall Gamby: So in my case, the first thing I start with is what I call the GOBN, which is the ‘Good Old Boy Network.’ I go to my peers in the industry, people I have close relationships with, that I know have a similar environment, possibly have a similar problem that they’ve solved already, to find out what they looked at and what were possible solutions that they found because they’ve already done the research- leveraging the research time that I don’t have because they’ve already done it on my behalf.

If it turns out that I need additional information from there, typically the next approach I take (if I know this is a hardware or software product) is go to my strategic vendor to keep my technology portfolio management down to a controllable level. If they’ve got a product that fits, the pricing’s right, we already have negotiated a discount or whatever, it makes life much better and there’s hopefully little to no integration. Jon Brown: If there were a new vendor that offered a similar capability, what would it take for them to get noticed by you?

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Randall Gamby: That’s when I go to my third level and this is where TechTarget and other organizations are involved. I go out to a paid subscription service like a Gartner or a Forrester to look at people on the leading edge of the technology space down to the cash cow space to see where the vendors are fitting from several criteria or I’ll go to TechTarget, to see if they’ve got any white papers, documentation, stuff like that, and, if necessary, even Google searches and look on the web.

I use a couple of key phrases I’m looking for and see if vendors pop up to at least give me an initial set of products or vendors that I might want to consider. Again, this is all preliminary. This is “let’s face and understand where the marketplace is, what are the kind of vendors are in that space” and it gives me a kind of a long, short list to start working from-- other than from scratch and calling up a lot of people. Kevin Stokes: From my perspective, it probably depends on what vertical you’re looking at.

If it’s an application, there’s always new innovation and there are new applications out there that have different value propositions. When you get into infrastructure, it’s a little bit more challenging to just up and change an infrastructure when you’ve got a significant investment already. Whether it’s an application or an infrastructure or an emergency – emerging technology, so right now, mobile device management... that’s a new frontier for us where it’s a blank slate we’re looking at, lots of different products;

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but, we’re also looking for guidance on what best practices are and governance etc. So that’s very research-intensive for our market right now, because there are so many unknowns. Jon Brown: So the way that we have separated out those types of buys is – Is it a first buy? Is this the first time we’re solving this or are we enhancing our last solution? Or now, do we know what we don’t know? We definitely see some different research paths there and we can tell from Activity IntelligenceTM how much transaction is happening.

Take something like mobile device management- we’ll see multiple people researching- they’re reading 30 articles, 20 articles, etc.. Now, when you get to backup, they read 1 and they already have a backup solution in place. They’re just trying to be better at it. That’s a different type of path that we see. Randall Gamby: I was just going to point out that there is one other path and that’s when you have a distributed culture environment. In a previous job that I had, we had three lines of business that were very culturally different.

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And so even though it might be a second or third buy, we may actually change the architecture quite substantially to fit within the culture of that sub-unit of our business. Let’s say we have one where we have a distributed sales environment where another line of business they have a centralized sales environment. That could drastically change the idea--maybe we have to go to mobile for one. Traditionally, the other organization could care less about mobile. So there is the third case - a culturally diverse organization.

We have to select something that will fit from a culture perspective, not necessarily an integration and technology level. Jon Brown: So what you’re talking about is something that we often call IT business alignment- and it’s interesting if you’re in a conglomerate type of situation where you have multiple businesses that you’re supporting, especially if those individual businesses have their own P&L- you’re viewing them as clients, I would assume, and you’re saying “hey, whatever they need is what we’re going to deliver?”

Randall Gamby: Recognizing that there’s still a corporate layer, even if it’s thin, that needs to be consistent across the corporation because eventually everything has to roll up, right? So you have to make sure that there’s not a lot of integration at the executive level, that you can integrate from the bottom to the top and you can look at it as enterprise architecture rather than component architecture.

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A look at the research preferences of IT Executives

TechTarget Sr. IT Tech Trends, Research Habits and Preferences Survey, 2013

What messages resonate best with buyers

3 Thanks to the proliferation of content available today, our prospects are more demanding than ever before. In this segment of Jon Brown’s interview with our technology executive panelists, we uncover how to make content more valuable to technology buyers and influencers as they conduct their research.

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Jon Brown: In terms of things that marketers do; a good amount of their time is spent on content marketing or coming up with interesting ‘stuff’ for you to read- putting out infographics, making webcasts, etc. What is particularly effective and alternatively what is particularly ineffective or even perhaps offensive? Kevin Stokes: I think in terms of what’s an effective strategy, it’s knowing who you’re talking to, knowing enough about their organization, enough about their challenges, whether you’re a CIO or an IT director or if you’re a project manager, program manager etc.

They all have different roles. They have slightly different focuses. Ultimately, they’re all probably supporting a strategy. So to have knowledge of that organization or at least enough to demonstrate value from the initial phone call is important. The converse which would be “tell me what I can do to help” or “tell me what your problems are,” is less effective because you live those all day long - if you’ve got an hour that day, you might be able to have that conversation, but chances are you don’t have an hour and if you did, it’s probably not the best time spent.

Jon Brown: How about before the phone call? We know through TechTarget’s original research, that somewhere between 60% and 70% of the research is done before the phone ever gets picked up- before a personal conversation even happens between a vendor and a potential customer that some are 60% or 70% done the research. First question: is that an accurate portrayal of how it is, or, do you have a different perspective on that? And then the second question is, in that pre-vendor interaction or pre-direct vendor interaction phase,

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what are the things that marketers do that are useful or not? Kevin Stokes: I don’t know the exact number in terms of percentage, but it’s significant. I think the difference is that while there may be a significant amount of research being done, you’re still trying to understand the problem, you’re still trying to understand how to attack the problem. So I think that a marketer coming in after-the-fact may be very successful if they’re able to touch upon where the problem is currently sitting at that point. You’ve done some research. What are the questions?

What are the things you’re struggling with? What are you trying to do to move forward or are you able to move forward? Those are all different answers depending on what the project is at that particular time; but, the strategic part of this may be a very long period of time in terms of doing research and trying to figure out what the problem is because you’re ultimately trying to find out what the magnitude of your problem is and then how to go about finding a solution to that. They don’t always line up very easily.

So often you’re sort of in the middle of both of those questions...and if somebody can get you further along on one side, then you can focus more on the other side and be able to get to some point, then you brought a lot of value. Jon Brown: So in that case would a case study that was relevant be a good thing? Randall Gamby: When I go on to a site, or do an investigation on a product and I look at the marketing materials, I get right into the solution part of it and it’s especially useful if the solution is broken down into verticals. 13 © TechTarget

I’m in kind of the medical/healthcare environment. They have a healthcare vertical in there that talks about how the solution works, which may be a white paper or maybe a case study, I don’t care really – whatever it is to help me understand how that product benefits the healthcare environment- then that’s going to be more interesting to me than seeing a list of products that just have different functions, that don’t detail how this function would fit in the overall environment. The context of taking it to my business environment is what matters- I have a business issue I’m trying to solve.

If you can address that issue with a business solution or potential solutions and not only say how – what it may solve, but why it solves those –that’s really important. It’s one thing to say we’re good, cheap and fast. Instead, “we’re good because we do this. We’re cheap because we do this. We’re fast because we do this.” They forget the ‘because’ part. So you just get good, cheap and fast and it really isn’t in context. Then, if it comes up and says “it’s good in the healthcare environment because…” versus “it’s good in the financial market because…” that helps qualify it even more.

I’ve seen very good marketing sites that do that- they’ll say, “we have an infrastructure product or generic product and yes, it does this; however, if you look in our solutions, you’ll see this is how it addresses the problem in each of the verticals.” Jon Brown: So it’s not just benefits, it’s applied benefits. Randall Gamby: How you actually apply it. And I think that’s something that good marketing organizations really apply into their sites.

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That helps us in our research because if we go look at our vertical and we see what it does, we understand where they’re coming from. Maybe that’s not what I was looking for. Move on. That saves that vendor from having to incur sales expense for something that I’m not going to buy and it saves me time, and allows me to go onto my next research vendor.

IT Leadership IT Staff

Data Protection

IT Management

Cloud Computing

Systems & Network Mgmt

Cloud Infrastructure

DR/Business Continuity

Business Intelligence

Software Testing & QA

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A look at topical preferences of IT executives vs. technology staff for vendor content

Based on an activity analysis of TechTarget visitors in 2013

The role of business vs. IT in the purchase of enterprise technologies is a popular topic today. In this interview segment, Jon takes the opportunity to differentiate the role of the business from IT in today’s enterprise technology purchases.

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Jon Brown: You brought up an interesting point about the business. How important is the business or the line of business that you’re trying to support with technology? How important are they to the decision-making process and where do they get involved in this sort of journey from “I’ve got an idea or a problem” to, “We have found a solution.”? Randall Gamby: So in my case, the business is involved primarily in the requirements at the very beginning because we have something that we’re trying to do and we have to understand what the business wants to do with it.

Doing something for technology’s sake to me is very hard sale, it probably won’t go through. So we have to show how that benefits the business. The second thing we have to do – and it’s typically more of a touch point – is during the research process say “Look. I found a product. This is what I think it does. Does this sound like what you had in mind?” Because you can’t wait until the end and say, “OK. Now, here’s the problem we’ve solved and this is what it’s doing.” Then, I missed the mark.

The role of ‘the business’ in the buy

4

You have to be in a constant dialogue with any customer- if you’re providing a service, you don’t get the requirements, go off and come back. And so, you have to work in partnership with them, but do they need to be involved in every aspect of the research or every vendor you touch? No; but, you should have a periodic schedule of updates and make sure that they are communicated through the whole trip to make sure that they really understand what’s going on. It keeps them involved and it also provides a sense of ownership in the process,

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Kevin Stokes: I think at the core of whatever change you’re proposing, you have to have that partnership with the business unit to make sure that whether the project is being driven from this side or from this side, at the end of it, it’s all coming back to the business unit and they have to be on-board. They have to be supportive of it and they certainly have to be agreeable to the outcomes and what the expectations are. Jon Brown: Are business people coming to you occasionally and saying “hey, I saw this in the Wall Street Journal (or wherever). We’ve got to do this!”?

Kevin Stokes: I think every article that involves cloud ends up with IT. “Why aren’t we in the cloud? We should be looking at the cloud.” But that’s a perfect example, whether it’s cloud or big data. Today’s word is big data- “what’s big data and why aren’t we doing it?” Those are things that from an IT perspective, you’re constantly looking at your infrastructure and your organization to see if you’re moving it forward; but, you also have to be responsive to the departments and the organization as a whole when they’re coming back at you with “I need this data.”

On our side, we have a considerable amount of data we have to provide as a school system, both to the state and to the federal level in terms of student achievement, outcome, etc.- we’re challenged with collecting that data, aggregating it, keeping it safe, secure, reliable etc. There’s constantly a lot of evolution and flow in that marketplace to try to make sure we’re staying compliant, but also making it easy to collect all that. Randall Gamby: I don’t want to get too much into it, but if you look at product lifecycle, the problem that you run into is that product

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introduction and product features always lag product desire. You can’t get too early into the marketplace because you’re going to have dissatisfaction when that product has finally evolved. So when those business managers bring you those latest technologies, you have to give them a flavor of the reality of that technology. You don’t necessarily say “no, we don’t want to do that,” but, you may want to identify that along the maturity model and to the point where you feel comfortable that you can deploy it and that they’ll be comfortable and happy with the results of what comes out.

Jon Brown: Internally, we say that marketers are 18 to 24 months ahead of the market. We survey our audience all the time about what they think for example, something like software defined networking and they respond with “I’m thinking about it, but call me back in 2 years when I can see it working.” Randall Gamby: Well, since we’re talking about marketing, one of the things marketers need to be careful about it is that the buzz word they develop for a given year (whether it’s cloud, whether it’s big data, whatever the terminology) is what that market will use to sell against.

Typically, that’s 12 to 24 months ahead of what the market really can do. So you’ve got to temper that. And sometimes I go back and say something like “well, big data’s not my big thing right now, which is what you’re currently talking about; but, whatever happened to that cloud stuff? I’m interested in that now,” and sometimes the marketing people forget their old materials. We need to keep that fresh throughout their cycle so that we can pull that stuff back because now, we’re 24 months in and now, the cloud stuff’s important to us- but they’re onto big data.

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Cloud, big data, and BYOD are changing the game. In this interview segment, Jon talks with our technology executive panel about how these technologies are impacting today’s enterprise IT environments.

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Jon Brown: Cloud, big data, consumerization/ BYOD, are those impacting your organizations now, and if so, at a high level, how and what are you doing about them if they are? Kevin Stokes: All of the above for me. There are two sides to it- managing an infrastructure to support the municipal government and public schools. On the student side, we have a very large need to be able to provide BYOD services, security and infrastructure support for that. From an employee standpoint, we have a very large mobile enabled workforce now.

They drive police cars, they drive BPW trucks. We know where the trucks are. We know if they are down. We know if they’re dropping sand, salt and everything else. We can get a ticket to them if they’re out fixing potholes that day. We have a lot of correspondence with our folks in the field and we’re trying to keep them in the field because that improves our efficiency. So yes, absolutely all of those are important to us. We do try to stay 24 months ahead of the technology trends because that’s part of what we have to do.

A look at today’s disruptive tech in the enterprise

5

Our job is to look at our overall infrastructure and say “all right, our storage network will probably get another 2 to 3 years. What’s the next thing?” In our instance, the question is “when do we move to the cloud? What’s the right move for us? Do we do it in pieces? Do we do it in, the whole?” There’s, a value proposition that we have to equate there, but software defined network is something that’s interesting, and if you’re looking at the evolution of the technology from three to five years out, you have to be knowledgeable of what that means and where it’s going. 21 © TechTarget

Virtualization was very much that roadmap. It was here for three years before we found a place that we could point our flag and say, “here we go,” but at that point, we were comfortable. We knew it worked. We knew where we were going with it. We knew that we had an opportunity to do more with it because it was a significant investment. Randall Gamby: I have to say in our organization, we have three enterprise architectures. We have the current enterprise architecture, the one the IT department talks about that will come, and the internal one that’s in my head that nobody

discusses yet because I’m looking out into the future. And the idea is that part of my job is to present a good transition plan to get us from the traditional to our planned architecture to the future architecture and stay on that plan so we don’t deviate; however, understanding what the implication is, if different technologies come in. So if all of a sudden everyone’s gotten rid of their desktops and they’re now using their Google glasses then how does that impact my future architecture- the security, the supportability and everything around that?

That, then, is in my head. That’s something I might discuss with the IT people depending on its maturity level and something we would never talk to management about. If we present the desire, then they’re going to be disgruntled if they don’t get it. Managing expectations is extremely large when it comes to IT infrastructure and services because you have to know what the future is, but not bring it in until the appropriate time and in the appropriate place for it to be executed correctly so that everyone understands and can benefit from

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what you’re trying to do. Early adopter has its place, you don’t want to have an early adopter infrastructure for the entire enterprise. Jon Brown: We surveyed about 200 CIOs or VPs of IT and found that three-quarters of them said that they personally are early adopters of technologies; but, they would never do that for their organization. Randall Gamby: You’re talking populations of 1 versus populations of potentially hundreds of thousands. So you have to keep the economies of scale involved as well.

71% see themselves as cloud pragmatists considering alternatives where they make sense

66% of businesses have changed security models to accommodate BYOD

In this final segment of Jon Brown’s technology executive interview, Jon asks our panelists to provide a single piece of advice for the marketers and sales professionals trying to reach them.

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Jon Brown: Our audience is mostly IT marketers- is there anything that you want people who are involved in the marketing and selling of technology to know? Kevin Stokes: There isn’t a broad brush you could paint all of this with. I think everyone is different- technology evolves and changes so quickly that we don’t have the typical sales cycle, we don’t have a typical anything. So the inertia or the momentum of any particular project varies. Something could be fast-tracked; something could be more of a sole-measured discussion.

So at the end of the day, it’s still always about what value you can bring and can you portray that value to the end customer such that they’ll actually view you as a partner in solving that problem? Randall Gamby: Mine would be: know thy product, both good points and bad, and don’t be shy to talk about that. You shouldn’t say, “ our product is bad,” but if there’s an integration point, a pre-requisite, if it fits within a larger set of solutions or if it expects a certain ecosystem underneath it, you should let your customers know up-front.

What tech marketers need to know

6

Just be honest with them and, again, get back to the partnership side of it, because eventually if we buy that product, you might only get one sale but it’s better to have one satisfied customer versus 100 dissatisfied customers. You’ll get 10 times the marketing exposure from that. And I think sometimes the vendors walk in knowing that there are certain dependencies and they feel that that may hamper their sales if they mention them. So they tend not to bring those up initially and you shouldn’t, but as you start building that relationship,

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you should feel comfortable with treating your customer as a confidant and talk to them in realistic terms because, if someone comes in and says, “this is going to be very easy for you, bring it in and you’ll have very little integration cost” and I come in and it turns out I have just spent $100 million to get something to work, I’m going to be very, very dissatisfied. You just don’t want to go down that route of a dissatisfied customer. I know I’ve been in the vendor space before and you’re encouraged to always promote the positive,

bring the positive aspects into it and that’s fine. And like I said, if it’s a dependency or if it’s a certain ecosystem you expect, be honest and let folks know. I think IT people will respect that and will not really discount you for that. In fact, you’ll probably score more points if they come in and tell us- that’s how you become a strategic partner.

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Build a diversified, trustworthy content portfolio and make it available across multiple online and offline outlets. Research is personal, but one thing remains consistent- it’s considerable. IT professionals spend a lot of time conducting research across peer communities, analysts, online publications, and vendor websites. Make sure your content is widely distributed, and most importantly, factual and informative. Personalize the positioning of your solutions. If you haven’t headed down the path of a persona based strategy, it’s time to get started.

Bucketing your solutions and corresponding materials based on industry, functional responsibility, and project type can mean the difference between generating and losing a new prospect. Structure your website to clearly communicate to your different personas, and find third parties that resonate with each of those personas to distribute your content through. Don’t ignore the technology team in your marketing efforts. While the business can be influential in initiating a technology project, IT is critical to the selection of a solution.

Key takeaways for today’s technology marketer

Understand the different attributes of your solutions that resonate with the various project types and market them accordingly. Projects start in several ways, they could be the result of a failure or emergency, a scheduled upgrade, or a need for a new feature. Each type of project results in a different information need and approach to conducting research.

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IT is involved in vetting, evaluating and implementing the final technology- capable of suggesting an alternative to your solution- if they don’t feel it meets their business’s ultimate needs or infrastructure. Businesses need to understand solutions in the context of a cloud-based, distributed, and data dependent environment- regardless of whether or not their infrastructures require it. Disruptive technologies may not be impacting every business, but it doesn’t mean there isn’t an information need. Technology professionals need to be informed to anticipate what’s next,

in some cases, 24 months ahead of where today’s infrastructure might be. Finally, know your buyer, and be honest. Technology professionals aren’t looking for a sales pitch from the content they consume, they’re looking for personalized, honest information. Make sure you’re meeting that need with each piece of content you build.

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TechTarget publishes a number of

different resources for today’s

technology marketer. To explore the

research TechTarget has to offer,

including best practices, white papers,

market research reports and ROI

driven case studies, please visit:

• TechTarget’s marketing blog -

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• TechTarget resource library-

TechTarget’s resources for

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About TechTarget TechTarget (NASDAQ: TTGT) is the online intersection of serious technology buyers, targeted technical content and technology providers worldwide. Our media, powered by TechTarget’s Activity Intelligence™ platform, redefines how technology buyers are viewed and engaged based on their active projects, specific technical priorities and business needs. With more than 100 technology specific websites, we provide technology marketers innovative media that delivers unmatched reach via custom advertising, branding and lead generation solutions all built on our extensive network of online and social media. TechTarget is based in Boston and has locations in Atlanta, Beijing, Cincinnati, London, Paris, San Francisco, Singapore, and Sydney. For more information, please visit: www.techtarget.com.