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The Ottawa inferiority complex theorem

• Posted by Francis Moran
• October 31, 2007
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By Francis Moran

Here at inmedia, we regularly have the pleasure, challenge and reward of working with some phenomenal Ottawa companies where our assignment is generating the kind of media and analyst coverage that will move their business yardsticks in the global markets into which they sell.

At the same time, we all too regularly come across a deep-seated inferiority complex about the real ability of companies in this town to compete on the world stage.

This city is where inmedia was born and, notwithstanding that much of our business now comes from outside Ottawa, it’s where most of us live and it’s where we have the deepest community roots. We’re passionate about Ottawa and we care deeply that the technology sector in this city succeeds globally. So it is with the same trepidation that a parent feels about correcting a wayward child that I broach today’s difficult subject, around which I have developed a theorem. The theorem states:

“The likelihood that an Ottawa company will hire an Ottawa service provider to help it tackle its global markets is inversely proportional to the confidence it has in its own ability to actually tackle those markets.”

And there’s a corollary to my theorem:

“The likelihood that a prospective client will be sceptical about our ability to engage with global media and analysts declines exponentially the farther I travel from Ottawa.”

Maybe it’s not just an Ottawa thing, maybe it’s a Canadian thing. But it’s a worrisome thing. And here’s why.

An Ottawa technology company must export or whither on the vine. Such companies are turning to global markets and saying to their prospects, “I’d like you to put the wellbeing of your business in the hands of my small Ottawa company.” Then they turn to me and say, “There’s no way I’m putting the wellbeing of my business in the hands of your small Ottawa company.”

Talk about choking on your own dogfood.

Why does this happen?

Francis Moran

Posted in:

• Technology marketing

When to announce a new product to the media?

• Posted by Danny Sullivan
• October 30, 2007
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By Danny Sullivan

This is the question facing many technology companies as they draw close to having a product reach market-readiness. And, while there isn’t a definitive answer as far as timing goes, the real question to bear in mind is, “Are we ready to support this?”

Let’s first think about timing. Waiting to spill the beans until you have secured some lead customers who are ready and willing to support your story certainly gives you a great chance to secure some quality media coverage in support of your launch. But for most companies, this kind of delay is unwelcome as it can mean lost ground on competing products, or simply a missed opportunity to hit the market early with a strong message to drive business development.

And, while I will always espouse the tremendous value that customer validation of a product has among the media, it is not this PR guy’s advice to wait either. Launching a product early can be a powerful strategy, but such a launch must be executed with a clear plan in place to support it with the additional elements of the story within a credible time frame.

A frequently committed PR mistake around a product launch goes something like this: Company X decides to announce its brand new product to the world. It conducts a successful media launch of the product and generates good immediate coverage and interest among its target media. The company then basks in the glow of the launch and says nothing more for six months.

In some cases, the six months of silence may be due to the fact that something happened in development and the product was delayed. But, in many instances, the real reason for the silence was that the product launch was the only PR initiative that had been planned, and PR then became an afterthought as so-called “more important” concerns took over. And guess what? After six months without communicating anything to the marketplace, by the time the company is ready to say something again, the entire introduction exercise needs to be performed again because everyone has forgotten what happened the first time around.

This is one of the greatest disappointments for a PR firm. To take a client through a successful launch exercise and then watch the great momentum established slowly disappear through a lack of commitment to capitalise on that initial investment.

If you are prepared to make the call to launch a product, make sure that you are also prepared to give it the support it deserves.

Danny Sullivan

Posted in:

• Product marketing
• Public and media relations
• Technology marketing

Electronic health model rising

• Posted by Linda Forrest
• October 30, 2007
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By Linda Forrest

Both government and enterprise are getting in on the move to an electronic health model. With Microsoft acquiring an enterprise-grade health information software company in the hopes that it “will allow international hospitals to achieve improved workflow and patient safety through information technology” and President George Bush offering incentives to 1,200 doctors to make the move from paper-based systems to electronic health records, e-health is beginning to take hold. Implementation will no doubt take years, but it’s a step in the right direction.

Linda Forrest

Posted in:

• Random thoughts

Business technology managers face the digital content ecosystem

• Posted by Jill Pyle
• October 29, 2007
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By Jill Pyle

Aditya Kishore’s article “Resistance is futile fatal,” published online at Internet Evolution and in the October 15 edition of Information Week, describes the dilemma many business technology managers are facing: restrict access to the “digital content ecosystem” or embrace it and use it to meet business objectives.

Kishore writes, “Today’s social networking and digital content sites are shaping IT users’ expectations and experiences for years to come. Rich media applications are becoming an essential part of the Internet experience, not just for entertainment but also for legitimate business reasons. Similarly, online communities and networking sites are becoming increasingly important for communication and interaction.”

For companies ready to acknowledge that times have changed and resistance isn’t the answer, Kishore shares a few recommendations. First, work with employees at all levels to define a clear policy on acceptable Internet use at work. Second, install network intelligence software that tracks the volume and type of network traffic. When monitoring networks, make sure employees are aware of the situation and proactively address privacy concerns. Finally, consider implementing filtering software but limit the number of sites blocked and communicate the rational for restrictions.

Jill Pyle

Posted in:

• Social media

Asleep at the wheel?

• Posted by Danny Sullivan
• October 29, 2007
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By Danny Sullivan

Well that’s how this article from the Register describes software vendors’ current status in developing mobile apps. With all the hype around mobile technologies these days, it’s interesting to hear some good points being made about the current limitations in the space.

While there certainly are challenges associated with developing mobile apps, the article states “It’s not clear why ISVs are dragging their feet because demand is there.”

Come on developers – our pimped out phones and PDAs need a better workout!

Danny Sullivan

Posted in:

• Technology marketing