Marketing Memos

I drank my fair share of beer back in college, so the word buzz has a
lingering meaning.

We marketing types know what buzz is at beer gut level. Many firms, notably Proctor and Gamble with their Tremor initiative, are mastering the creation of buzz.  Yet many of these innovating firms have created buzz management in the small scope of well defined markets and segments.  What is a company to do when they want to improve buzz across the big, bad internet with ill defined points of origin?

Some of the answers may well come from BuzzLogic, a firm still (partially) under wraps, but soon to emerge from their cocoon deliciously near Willy Mays Field in San Francisco ( SBC Park my ^%#&# ).  I stumbled
across one of BuzzLogic’s co-founder’s at a little Silicon Valley dog and pony show. They also invited me to their offices to get an eagle’s view of their developing tool and the nature of buzz.

What must be understood about buzz, and what the folks at BuzzLogic can map
and diagram automatically, are the vectors of buzz.  These include who
starts buzz, who amplifies buzz, and how much their creation/amplification
matters.  For example, if I write a blog that needles Sun Microsystems, and
100 people link to my blog and pass it along saying "Look at what that madman
Smith wrote today", and these people in turn reach 100 more people, then Sun has
some negative buzz with which to deal.  I created the buzz, blog readers
amplified it, and Sun sucks it up.

The key elements that BuzzLogic measures in the ether include:

Influence: Do the originators or amplifiers of buzz really
influence the thinking of others.

Popularity: How many people do influencers and amplifiers
reach.

Relevance:  How relevant is the information to the buyers of
a product/service.

What BuzzLogic offers is a way to trace all this buzz back to the source. 
Let’s say you are Sun Microsystems and some malcontent uses his blog to claim that Sun Microsystems is struggling. After a couple of generations of passing that thinking along, the provocateur’s thinking becomes common wisdom, and the source of negative spin is largely lost.  BuzzLogic maps backwards, and can show (graphically and in tables) who are
creating and spreading these vicious and nasty ruminations.  Naturally this
works with positive buzz as well.

The bad news is that marketers are no longer in control of communications. 
In the old days, we could create branding and shove it down the collective
throats of buyers via magazines, television, and direct mail.  Peer to peer
conversations were rare, fleeting, and not easy to propagate.  Today you
can spend a million dollars doing just that, and have your investment vanish
when one influential person with an email program and a contact list of peers
gets motivated to write.  This ugly new reality will soon require every
company to identify who in their industry creates, spreads, and amplifies buzz,
and bribe them (just kidding - maybe).  Companies will have to influence
the influencers.

This will be tricky.  According to Pew Internet research and others, people trust peers mainly because they are perceived as sources of impartial information (this excludes political blogging where people actively seek either similar and opposing viewpoints with little regard to trust and
validity). If a company compromises an influencer, and this is detected, then
the value of the influencer declines.  If little Cindy Sophomore’s friends
discovered that Cindy was bragging about Proctor and Gamble’s Cover Girl makeup
line because P&G had sent a case of that war paint to her house, then they might
quit reading Cindy’s blog, quit passing along her recommendations to other
teenyboppers, and might well extract some school bathroom revenge.  This of course should not stop Sun Microsystems from sending me a couple of fully loaded servers for my home recording studio (oh, and a million dollars, small unmarked bills, no consecutive serial numbers please).

Having not used BuzzLogic for any specific project, I cannot personally
attest to its effectiveness (though I heard one interesting story of discovery
via BuzzLogic’s tools).  But marketing people will have need to invest in
such tools, and there is a growing list of such service vendors, including
Nielsen.  Marketers will also have to learn the motivations of each
influencer, and craft specific methods for coaxing each into positive influence. 

The first step is knowing who to coax.

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The Tuesday San
Francisco Chronicle business section (an oxymoronic term if ever there was
one) radiates a bright, Sunny orange hue as a backdrop to a story that

glosses over Sun and their "daring comeback bid."  The article echoes
the blog of

Sun’s pony tailed Comeback King, Jonathan Schwartz proclaiming "The
proprietary and expensive moniker is now dead. Dead, dead, dead."

Deny, deny, deny.

You might think that I’m preparing  to bash Sun Micro yet again. 
Well I am, but that comes later on down the page.  I cannot pass the
opportunity to lambaste the Chronicle, a "news" organization not hindered by
journalism, for their angle on this piece.  Naturally, they want to paint
any neighboring Silicon Valley advertiser in radiant colors, but even the
Chronicle had to stretch facts beyond their normal capacity for truth bending
(with only Pravda being better equipped at that unsavory art).

The article’s opening gambit is based on a recent Gartner report that (based
on server revenues ) puts Sun ahead of Dell and into 3rd place behind the
neck-and-neck pair of HP and IBM (and even then with less than 1/2 their
individual server revenues).  By wrapping this marginal news item with
speculation concerning Sun retaining their loyal customers ( proof point? ) 
while reaching out to new customers ( proof point? ), the Chronicle positions Sun
as a revitalized success story that nobody knows about.  They go as far as
saying "The company needs a positive buzz to reestablish itself as a top player
in a rapidly growing market for business information technology".  Though
at the tail of the article the Chronicle alluded to Sun’s continuing fiscal
anemia, little was said about the lack of homogeneality concerning Sun’s alleged
strategy, their negative earnings, or why anyone thinks the light in the sky is
not Sun in the early phases of going nova.

Let me first berate the analyst groups over the ongoing inequity of using
revenue number as a basis for measuring market share.  IDC and Gartner
obfuscate imbalances caused by relative pricing of large, small, and commodity
servers.  They ignore market share as a factor of rate-of-adoption, which
would be measured in units shipped and not dollars charged.  Finally, using
revenue as a basis says nothing about the long-term prospects of a vendor,
especially those hemmoraging cash.  To be fair, if you spend enough money
with them, you can get unit shipment data, but that is never what they use to
generate headlines.

For the sake of investigation (a foreign word in the San Francisco
Chronicle lexicon), I grabbed annual financials for Sun and then Dell (who IDC
and Gartner claim has slipped to forth place).  Sadly these numbers do not
reveal server-specific revenue or units shipped by Sun or Dell (more on that
momentarily), but they do show the top- and bottom-line effects of core
strategy.  Dell has gained top-line revenues for each of the last five
years, while Sun has bobbled up and down with only a recent short spike. 
Dell has had positive earnings in the billions of dollars, while sun has five
straight years of losses, with the last approaching a cool billion.  (if
any of these numbers are off, blame Fidelity Investments).

The real kicker is the burn rate.  Unless Microsoft Excel lied to me
(which is not unthinkable), Sun has 1.5 years of life left at best given their
current loss rate, and 1.2 years if you average their last five annual loss
rates against current net assets.

From a strategy standpoint, Sun is in a bind, though they are slowly finding
a path through the woods.  That path might lead to a tar pit, but that
remains to be seen.  At very least Sun wants people to believe that their
"proprietary moniker" is dead. 

I’ll believe that one I see both Novell and Red Hat with a SPARC-based Linux
on their price list.  Sun has augmented their product line up, and tried to
seed the market with free Solaris as a way to ease high-end server sales, but
their current solution set still reeks of selling in (with barely competitive
low-end offerings) to later sell up into … proprietary hardware.

IBM still sells proprietary hardware, namely mainframes.  But in the
face of growing competition from commodity systems, they discovered how to make
mainframes part of the overall solution set, both as an expandable hub to
commodity forests surrounding that castle, and by sporting Linux on the
mainframe in logical partitions nearly a decade ago.  Sun has awakened to
the fact that Solaris and SPARC are destined to be only a part of any solution
set, and don’t seem ready to find ways of being unique and competative in the
now dominate world of commodity computing.

The back story here is that HP has gotten downright feisty of late (is Mark
Hurd passing

Peruvion Marcing Powder around the HP HQ? ).  While trolling for data I
discovered that

HP is not satisfied with analyst use of revenue as a market share indicator
either.  In pages boldly titled "The Real Story about Server Market
Share", HP has claim to the #1 position based on units shipped, with an alleged
server ship rate six times larger than Sun.  The telling part (if HP
calculators are still to be trusted) is that Linux on x86 is shipping 81 times
as many servers as Solaris on x86 shipments.  This is perfectly believable,
and given the now dominent demand for commodity servers, shows the
Sisyphus-grade
task that Sun cannot likely accomplish in 1.5 years.

One last aside too comical for commentary (well, OK, I’ll make at least one
snide remark).  HP slipped into abject sillines in their "real story" by
noting they are the #1 shipper of Itanium servers, holding 62% of that market. 
I believe this means they shipped 62 Itanium servers last year.

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( stollen from a whiteboard at BuzzLogic )

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