Somehow we ended up with four hashtags!
We do appreciate the enthusiasm. In approximate order of popularity at the moment they are:
When planning for global market growth and sizing up the opportunities in various countries, there is often a lack of data available from various industry sources. One could look at GDP figures or population data by country – both of those have some limitations. A better gauge might be to look at those business entities that generate the most revenue in each country as they will help contribute to other businesses in the geography and in general, raise the level of B2B activity overall.
Diving into the data of the Global 5000 companies – the 5000 largest companies in the world based on revenue – we find a couple of different ways to help guide your estimates of market size and rank order.
The first list is the top 10 countries by number of firms in our Global 5000 database with HQ in the country.
For each company in the database, there is an estimate for the amount spent on IT – both internal and external costs. When we take those amounts for each country and look at the average IT spending for these leading firms, we see a different order of countries which would also prove to be attractive targets.
Of course, all these companies are the biggest of the big and not all companies in that country will spend at that level — but it is indicative of the relative IT spending on a country basis and again shows some of the potential for attractive markets as you eye global opportunities.
Learn more about more the Global 5000 database
How is it that the blockbuster deals for acquiring software companies that rank highest in their markets spaces seem to end up smelling bad several months into the deals? The latest acquisition to take on taint was written about in the Wall Street Journal today, noting that HP Reports $8.8 Billion Charge on Accounting Misstatement at Autonomy. Not to dispute the fact that enterprise search megastars Fast (acquired by Microsoft) and Autonomy had some terrific search algorithms and huge presence in the enterprise market, there is a lot more to supporting search than the algorithms.
The fact that surrounding support services have always been essential requirements for making these two products successful in deployment has been well documented over the years. Hundreds of system integrators and partner companies to Microsoft and Autonomy do very well making these systems deliver the value that has never been attainable with just out-of-the-box installations. It takes a team of content, search and vocabulary management specialists to deliver excellent results. For any but the largest corporations, the costs and time to achieve full implementation have rarely been justifiable.
Many fine enterprise search products deliver high value at much more reasonable costs, and with much more efficient packaging, shorter deployment times and lower on-going overhead. Never to be ignored is that enterprise search must be accounted for as infrastructure. Without knowing where the accounting irregularities (also true with Fast) actually lay, I suspect that HP bought the brand and the prospective customer relationships only to discover that the real money was being made by partners and integrators, and the software itself was a loss leader. If Autonomy did not bring with it a solid service and integration operation with strong revenues and work in the pipeline, HP could not have gained what it bargained for in the purchase. I “know” nothing but these are my hunches.
Reflecting back on a couple of articles (If a Vendor Spends Enough… and Enterprise Search and Collaboration…) I wrote a couple of years ago, as Autonomy began hyping its enterprise search prowess in Information Week ads, it seems that marketing is all the magic it needed to reel in the biggest fish of all – a sale to HP.
Gilbane Conference Workshop: Successful Deployment of Systems of Engagement: Making it Work with the Team That Will Make it Work
Instructors: Scott Liewehr, President and Principal Analyst & Rob Rose, Senior Analyst, Digital Clarity Group
November 27th, 2012, 1:00pm – 4:00pm, at the InterContinental Boston Waterfront
We’ve all heard that enterprise marketing technology tools are really only as good as they are well-implemented. So why is it that enterprises often place much more effort into selecting the tool than they do the team that will make it work for their unique needs? Even if the deployment will be performed by the internal technology team, enterprise business managers need to make sure that the team that is going to help them realize their objectives by implementing the Web Content Management (WCM), Social, Marketing Automation, Search, and Analytics systems is ready to facilitate the new world of constant change in strategic content and web engagement. This workshop will explore proven methodologies for translating business strategies into selection criteria for both technologies and the agencies and integrators that implement them. It will prepare participants to answer critical questions that will help them ensure their enterprise technologies are successful:
We will explore all of this and more in an entertaining, informative and actionable workshop. Led by Digital Clarity Group’s Scott Liewehr and Robert Rose, attendees will leave this workshop much better equipped to make strategic decisions about how to select and work with the team that help fulfill their vision.