Positioning is poetry! Is “recruitment marketing” a new branch? When is brand purpose a driver of business? Is marketing generic or do you need product depth? Why is bad marketing such a common topic in marketing discussions? Did you say “removed negative reviews”? Join in!
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Here at OrionX.net, our research agenda is driven by the latest developments in technology. We are also fortunate to work with many tech leaders in nearly every part of the “stack”, from chips to apps, who are driving the development of such technologies.
In recent years, we have had projects in Cryptocurrencies, IoT, AI, Cybersecurity, HPC, Cloud, Data Center, … and often a combination of them. Doing this for several years has given us a unique perspective. Our clients see value in our work since it helps them connect the dots better, impacts their investment decisions and the options they consider, and assists them in communicating their vision and strategies more effectively.
We wanted to bring that unique perspective and insight directly to you. “Simplifying the big ideas in technology” is how we’d like to think of it.
Thus was born our first podcast/slidecast series: The OrionX Download™
The OrionX Download is both a video slidecast (visuals but no talking heads) and an audio podcast in case you’d like to listen to it.
Every two weeks, co-hosts Dan Olds and Shahin Khan, and other OrionX analysts, discuss some of the latest and most important advances in technology. If our research has a specially interesting finding, we’ll invite guests to probe the subject and add their take.
Please give it a try and let us know what we can do better or if you have a specific question or topic that you’d like us to cover.
Shahin is a technology analyst and an active CxO, board member, and advisor. He serves on the board of directors of Wizmo (SaaS) and Massively Parallel Technologies (code modernization) and is an advisor to CollabWorks (future of work). He is co-host of the @HPCpodcast, Mktg_Podcast, and OrionX Download podcast.
Competitive analysis (competitive intelligence) is critically important for strategy, planning, and sales support. But it should also permeate an organization’s DNA, preserve high ethical standards, and deliver high quality content. Competitive awareness is like security awareness or commitment to quality – it’s the duty of everyone in the organization. This is what we call a “Competitive Culture”.
A competitive culture means everyone in the organization is tuned in to the competitive realities the company and its products and services face. It is not a one-time activity, but an essential ongoing requirement. It must evolve continuously as competitors strengthen and fade, new competitors enter the market, and as you introduce new offerings or pursue new strategies.
Jesse Owens, 4 gold medals, 1936 Olympics
The competitive function takes input from and supports various stakeholders, including sales, marketing, executive management, and engineering. As it matures within the organization, it evolves into both a back-office function, with its own processes and roadmap, as well as a collective effort for the organization at large.
Everyone in the company can contribute to intelligence about the competition and can use it to enhance their work performance. And everyone must protect information that, if known by competitors, would decrease the company’s competitiveness.
OrionX has a history of excellence in developing best practices and tools across the competitive intelligence discipline and we offer a range of packages. The starter package provides:
* Target market / solutions / product roadmap review
* Program objectives, elements, timelines, calendar, dashboard
* Competitive SWOT, playbook, head-to-head comparisons, beat sheets, and more
“A very critical requirement for every company and every organization is competitive analysis. It is something that needs to be done with high integrity but also with high quality. And it requires the development of processes and the ability to look at your competition and understand why customers might be buying [from] them, and how they evaluate you based on the competition. We have developed best practices and have effectively worked with clients to arrive at a competitive intelligence function that you can be proud of.”
– Shahin Khan, Partner and Founder, OrionX
Please contact us if you would like to enhance your company’s competitive stance. Additional options beyond the starter package are available that would include ongoing execution, internal sales campaign, public campaigns, and corporate and business programs.
Stephen Perrenod has lived and worked in Asia, the US, and Europe and possesses business experience across all major geographies in the Asia-Pacific region. He specializes in corporate strategy for market expansion, and cryptocurrency/blockchain on a deep foundation of high performance computing (HPC), cloud computing and big data. He is a prolific blogger and author of a book on cosmology.
“Just how big a market is this?” If you are an entrepreneur raising money or a seasoned product manager, or a CEO planning on an IPO, someone is going to ask you that question and you need to be well prepared with the answer. Market sizing is an important and common requirement. It is an especially challenging task when you are creating a new market or addressing emerging opportunities. This is why we created a packaged solution focused on market sizing.
Market sizing can be defined as the number of buyers of your product, or users of your service, and the price they are willing to pay to get them. Given the number of users and average solution pricing calculating the market size, growth and expected market share is now possible, for example.
The main purpose of market sizing is to inform business or product viability, specifically go/no-go decisions, as well as key marketing decisions, such as pricing of the service, resource planning, or marketing tactics to increase usage, together with an estimate of the level of operational and technological capabilities required to service the expected market.
There are two main market-sizing methods: bottom-up and top-down, each with unique benefits and challenges.
Organizations can draw on several sources for market sizing data. For example:
When doing market analysis, market sizing is frequently referred to as TAM, SAM, and SOM, acronyms that represents different subsets of a market. But what do they mean and why are they useful to investors or product development executives?
Depending on your company’s product or service calculating TAM, SAM and SOM will be very different. A hardware-based company may be constrained by geography because of the service and support requirement. Whereas, today’s software company does not have these same constraints as distribution is via the Internet and by default it is global. Similarly a startup is very different to an established company, XZY Widgets versus IBM for example.
Still confused about TAM SAM SOM? Here is an example.
Let’s say your company is a storage startup and planning to introduce a new storage widget. Your TAM would be the worldwide storage market. If your company had business operations in every country and there was no competition, then your revenue would be equivalent to the TAM, 100% market share — highly unlikely.
As a storage startup organization, it would be more realistic to focus on prospects within your city or state. Geographic proximity is an important consideration at this early stage as you have limited distribution and support capability, close proximity makes sense. This would be your SAM: the demand for your storage products within your reach. If you were the only storage provider in your state, then you would generate 100% of the revenue. Again, highly unlikely.
Realistically, you can hope to capture only part of the SAM. With a new storage product you would attract early adopters of your new widget within your selected geography. This is your SOM.
TAM SAM SOM have different purposes: SOM indicates the short-term sales potential, SOM / SAM the target market share, and TAM the potential at scale. These all play an important role in assessing the investment opportunity and the focus should really be on getting the most accurate numbers rather than the biggest possible numbers.
In-depth industry knowledge, logical analysis, and a command of business processes are some of the necessary ingredients used by OrionX to arrive at reliable market size projections based on available data. The analysis can then be customized for executive updates, due-diligence, the pricing process, market share objectives, or manufacturing capacity planning.
Steve brings a unique blend of expertise to the technology industry. He has held senior VP positions in sales & marketing for HPC and Enterprise vendors including Sun Microsystems and Hitachi. He’s also worked with early stage technology and Internet start-ups helping to raise over $300M for clients.
The world of quantum computing frequently seems as bizarre as the alternate realities created in Lewis Carroll’s masterpieces “Alice’s Adventures in Wonderland” and “Through the Looking-Glass”. Carroll (Charles Lutwidge Dodgson) was a well-respected mathematician and logician in addition to being a photographer and enigmatic author.
Has quantum computing’s time actually come or are we just chasing rabbits?
That is probably a twenty million dollar question by the time a D-Wave 2X™ System has been installed and is in use by a team of researchers. Publicly disclosed installations currently include Lockheed Martin, NASA’s Ames Research Center and Los Alamos National Laboratory.
Hosted at NASA’s Ames Research Center in California, the Quantum Artificial Intelligence Laboratory (QuAIL) supports a collaborative effort among NASA, Google and the Universities Space Research Association (USRA) to explore the potential for quantum computers to tackle optimization problems that are difficult or impossible for traditional supercomputers to handle. Researchers on NASA’s QuAIL team are using the system to investigate areas where quantum algorithms might someday dramatically improve the agency’s ability to solve difficult optimization problems in aeronautics, Earth and space sciences, and space exploration. For Google the goal is to study how quantum computing might advance machine learning. The USRA manages access for researchers from around the world to share time on the system.
Using quantum annealing to solve optimization problems
D-Wave’s quantum annealing technology addresses optimization and probabilistic sampling problems by framing them as energy minimization problems and exploiting the properties of quantum physics to identify the most likely outcomes or as a probabilistic map of the solution landscape.
Quantum annealer dynamics are dominated by paths through the mean field energy landscape that have the highest transition probabilities. Figure 1 shows a path that connects local minimum A to local minimum D.
Figure 2 shows the effect of quantum tunneling (in blue) to reduce the thermal activation energy needed to overcome the barriers between the local minima with the greatest advantage observed from A to B and B to C, and a negligible gain from C to D. The principle and benefits are explained in detail in the paper “What is the Computational Value of Finite Range Tunneling?”
The D-Wave 2X: Interstellar Overdrive – How cool is that?
As a research area, quantum computing is highly competitive, but if you want to buy a quantum computer then D-Wave Systems , founded in 1999, is the only game in town. Quantum computing is as promising as it is unproven. Quantum computing goes beyond Moore’s law since every quantum bit (qubit) doubles the computational power, similar to the famous wheat and chessboard problem. So the payoff is huge, even though it is expensive, unproven, and difficult to program.
The advantage of quantum annealing machines is they are much simpler to build than gate-model quantum computing machines. The latest D-Wave machine (the D-Wave 2X), installed at NASA Ames, is approximately twice as powerful (in a quantum, exponential sense) as the previous model at over 1,000 qubits (1,097). This compares with roughly 10 qubits for current gate-model quantum systems, so two orders of magnitude. It’s a question of scale, no simple task, and a unique achievement. Although quantum researchers initially questioned whether the D-Wave system even qualified as a quantum computer, albeit a subset of quantum computing architectures, that argument seems mostly settled and it is now generally accepted that quantum characteristics have been adequately demonstrated.
In a D-Wave system, a coupled pair of qubits (quantum bits) demonstrate quantum entanglement (they influence each other), so that the entangled pair can be in any one of four states resulting from how the coupling and energy biases are programmed. By representing the problem to be addressed as an energy map the most likely outcomes can be derived by identifying the lowest energy states.
A lattice of approximately 1,000 tiny superconducting circuits (the qubits) is chilled close to absolute zero to deliver quantum effects. A user models a problem into a search for the lowest point in a vast energy landscape. The processor considers all possibilities simultaneously to determine the lowest energy required to form those relationships. Multiple solutions are returned to the user, scaled to show optimal answers, in an execution time of around 20 microseconds, practically instantaneously for all intents and purposes.
The D-wave system cabinet – “The Fridge”– is a closed cycle dilution refrigerator. The superconducting processor itself generates no heat, but to operate reliably must be cooled to about 180 times colder than interstellar space, approximately 0.015° Kelvin.
Environmental considerations: Green is the color
To function reliably, quantum computing systems require environments that are not only shielded from the Earth’s natural environment, but would be considered inhospitable to any known life form. A high vacuum is required, a pressure 10 billion times lower than atmospheric pressure, and shielded to 50,000 times less than Earth’s magnetic field. Not exactly a normal office, datacenter, or HPC facility environment.
On the other hand, the self-contained “Fridge” and servers consume just 25kW of power (approximately the power draw of a single heavily populated standard rack) and about three orders of magnitude (1000 times) less power than the current number one system on the TOP500, including its cooling system. Perhaps a more significant consideration is that power demand is not anticipated to increase significantly as it scales to several thousands of qubits and beyond.
In addition to doubling the number of qubits compared with the prior D-Wave system, the D-Wave 2X delivers lower noise in qubits and couples, delivering greater confidence in achieved results.
So much for the pictures, what about the conversations?
Now that we have largely moved beyond the debate of whether a D-Wave system is actually a quantum machine or not, then the question “OK, so what now?” could bring us back to chasing rabbits, although this time inspired by the classic Jefferson Airplane song, “White Rabbit”:
“One algorithm makes you larger
And another makes you small
But do the ones a D-Wave processes
Do anything at all?”
That of course, is where the conversations begin. It may depend upon the definition of “useful” and also a comparison between “conventional” systems and quantum computing approaches. Even the fastest supercomputer we can build using the most advanced traditional technologies can still only perform analysis by examining each possible solution serially, one solution at a time. This makes optimizing complex problems with a large number of variables and large data sets a very time consuming business. By comparison, once a problem has been suitably constructed for a quantum computer it can explore all the possible solutions at once and instantly identify the most likely outcomes.
If we consider relative performance then we begin to have a simplistic basis for comparison, at least for execution times. The QuAIL system was benchmarked for the time required to find the optimal solution with 99% probability for different problem sizes up to 945 variables. Simulated Annealing (SA), Quantum Monte Carlo (QMC) and the D-Wave 2X were compared. Full details are available in the paper referenced previously. Shown in the chart are the 50th, 75th and 85th percentiles over a set of 100 instances. The error bars represent 95% confidence intervals from bootstrapping.
This experiment occupied millions of processor cores for several days to tune and run the classical algorithms for these benchmarks. The runtimes for the higher quantiles for the larger problem sizes for QMC were not computed because the computational cost was too high.
The results demonstrate a performance advantage to the quantum annealing approach by a factor of 100 million compared with simulated annealing running on a single state of the art processor core. By comparison the current leading system on the TOP500 has fewer than 6 million cores of any kind, implying a clear performance advantage for quantum annealing based on execution time.
The challenge and the next step is to explore the mapping of real world problems to quantum machines and to improve the programming environments, which will no doubt take a significant amount of work and many conversations. New players will become more visible, early use cases and gaps will become better defined, new use cases will be identified, and a short stack will emerge to ease programming. This is reminiscent of the early days of computing or space flight.
A quantum of solace for the TOP500: Size still matters.
Even though we don’t expect to see viable exascale systems this decade, and quite likely not before the middle of the next, we won’t be seeing a Quantum500 anytime soon either. NASA talks about putting humans on Mars sometime in the 2030s and it isn’t unrealistic to think about practical quantum computing as being on a similar trajectory. Recent research at the University of New South Wales (UNSW) in Sidney, Australia demonstrated that it may be possible to create quantum computer chips that could store thousands, even millions of qubits on a single silicon processor chip leveraging conventional computer technology.
Although the current D-Wave 2X system is a singular achievement it is still regarded as being relatively small to handle real world problems, and would benefit from getting beyond pairwise connectivity, but that isn’t really the point. It plays a significant role in research into areas such as vision systems, artificial intelligence and machine learning alongside its optimization capabilities.
In the near term, we’ve got enough information and evidence to get the picture. It will be the conversations that become paramount with both conventional and quantum computing systems working together to develop better algorithms and expand the boundaries of knowledge and achievement.
References and attributions:
Paper on What is the Computational Value of Finite Range Tunneling? http://arxiv.org/pdf/1512.02206v4.pdf
Paper on Benchmarking a quantum annealing processor with the time-to-target metric: http://www.dwavesys.com/sites/default/files/ttt_arxiv.pdf
White rabbit from Sir John Tenniel’s illustrations of “Alice’s Adventures in Wonderland” by Lewis Carroll
“White Rabbit” Lyrics copyright Jefferson Airplane/ Grace Slick
Peter ffoulkes – Partner at OrionX.net
Peter is an expert in Cloud Computing, Big Data, and HPC markets, technology trends, and customer requirements which he blends to craft growth strategies and assess opportunities.
The TV series Mad Men was a smashing success, and it offered many teachable moments in marketing.
If you have not seen it, here is a quick intro: Mad Men (as in, Madison Ave men) is the story of an ad exec in the 50s-60s. The lead character is Don Draper who is a partner and the creative genius in a small but respected ad agency. His complex past, personality, and evolution form the main story line and are nicely mapped to the actual events of that period. His protege is Peggy Olson, competent and rising through the ranks while dealing with the even-tougher-than-now atmosphere for women in the workforce in those years.
There are 4 scenes throughout the 7 seasons and 92 episodes of the series that stood out for me as brilliant marketing. Each of the clips below offers several marketing lessons – story telling comes through over and over and you can see the absolute importance of mindset, the way success or failure is determined by how you see things – but I have highlighted one main aspect.
Season 1, Episode 1, “Smoke Gets in Your Eyes”
Client: Lucky Strike cigarettes
Setup: New regulations prevent cigarette makers from making any health claims which has been the focus of their advertising up to that point. The bosses of Lucky Strike, the owner and his son, are coming to hear new ideas. Despite working on all angles and even exploring then-new methods like psychological research, Don has nothing. His boss and the account manager are justifiably nervous. But then he sees it!
This is a great example of coming up with perceived differentiation in a competitive market with similar products.
Season 2, Episode 13, “The Wheel”
Prospect: Kodak
Setup: Kodak is looking for an ad agency for their new slide projection add-on which they call “the wheel” (or doughnut) and are having difficulty making it an exciting product. They are evaluating multiple agencies. This is their stop to hear what Don has to say. They have a meeting with another agency after this scene.
Recognizing the emotional content of the product is what draws the audience in but it requires a different better name for the product.
Season 2, Episode 4, “Three Sundays”
Prospect: American Airlines
Setup: AA had a plane crash in 1962 on the same day John Glenn had a ticker-tape parade in NYC, a few days after becoming the first US astronaut to orbit the Earth. Looking to re-establish their image, American Airlines is open to new ad agencies and Don has to come up with the right pitch. They’ve all been working many days and it is now the weekend before they present to the client. But Don has new clarity on how to see it and what they should do.
This is a very powerful example of formulating the right question and leveraging what else is going on in the world.
[The video doesn’t seem to be available anymore so I include the text of Don’s revelation. Imagine a floor full of people working on a weekend and Don throws open the door to his office, stops at the 1st table and without any introduction launches into this:
“American Airlines is not about the past any more than America is. Ask not about Cuba. Ask not about the bomb. We’re going to the moon. There is no such thing as American history, only a frontier. Let’s pretend we know what 1963 looks like.”
And he goes right back to his office, new direction having been given.
Season 7, Episode 7, “Waterloo”
Prospect: Burger Chef
Setup: The agency is presenting to a new prospect, Burger Chef, after weeks of field research and preparation. The presentation happens to be on the day after the 1st moon landing. Everyone was watching it the night before. Everyone is awed by it and is talking about it. They expect their audience will be distracted. To make matters more interesting, Don wants Peggy, his protege, to give the pitch instead of him. She’s never done the big presentations and is nervous. The scene starts with Peggy’s out-of-body observation of the meeting room. Not only does Peggy eloquently find her way to her pitch, she eases beautifully into the client’s value proposition.
This is a great example of capturing the moment, going back to the basics of your value proposition, and story telling.
Here’s the script for this one:
Don: Every great ad tells a story. Here to tell that story is Peggy Olson.
Peggy: Thank you, Don.
That’s a lot to live up to. Because I certainly can’t tell a better story than the one we saw last night. [moon landing]
I don’t know what was more miraculous– the technological achievement that put our species in a new perspective or the fact that all of us were doing the same thing at the same time. Sitting in this room, we can still feel the pleasure of that connection.
Because, I realize now, we were starved for it.
We really were.
And, yes, we’ll feel it again when they all return safely.
And, yes, the world will never be the same in some ways.
But tonight, I’m going to go back to New York, and I’ll go back to my apartment and find a 10-year-old boy parked in front of my TV, eating dinner.
Now, I don’t need to charge you for a research report that tells you that most television sets are not more than six feet away from the dinner table.
And that dinner table is your battlefield and your prize. This is the home your customers really live in.
This is your dinner table.
Dad likes Sinatra, son likes The Rolling Stones.
The TV’s always on, Vietnam playing in the background. The news wins every night.
And you’re starving.
And not just for dinner.
What if there was another table, where everybody gets what they want when they want it It’s bright and clean, and there’s no laundry, no telephone, and no TV.
And we can have the connection that we’re hungry for.
There may be chaos at home, but there’s family supper at Burger Chef.Client: That’s beautiful.
Peggy: That’s nice to hear because that’s the name of the spot.”
You can’t nail it if you don’t see it, and you don’t see it if you don’t get the essence of it, at a deep level. These are beautiful examples of that.
Leave me a comment and share examples that have influenced you.
ps. If you’d like to see the script for the other ones, there is a site [sadly, this site doesn’t seem to be available any more] that has a very nice compilation for this show and many others.
* Image credit: wallrart.com
Shahin is a technology analyst and an active CxO, board member, and advisor. He serves on the board of directors of Wizmo (SaaS) and Massively Parallel Technologies (code modernization) and is an advisor to CollabWorks (future of work). He is co-host of the @HPCpodcast, Mktg_Podcast, and OrionX Download podcast.
Welcome to Orion and OrionX.net!
When we formed Orion Marketing more than 6 years ago, our vision was to offer a technology marketing capability that would cover the entire spectrum from the board room to customer programs. We anticipated that marketing as a function would be transformed in significant ways: more technology, more data, more social, more blending of arts and sciences, more integrated with every other function, and ultimately more critical to the organization.
This required a new model.
If marketing was to be so important, it needed first to have a deeper understanding of global trends, business strategy, services, technologies, sales, human resources, law, finance, operations, and geographies. That is a big task, but it is what it takes to begin to do great marketing.
So from the beginning, our focus has been on the new world of marketing. That means depth, breadth and quality. It means synthesis that must follow analysis to create great content. In short, it means everything that must be in place to “connect products to customers,” as our tagline said.
That was the right focus, and thanks to that and our wonderful customers, Orion Marketing grew, which enabled us to codify and hone our core marketing services. We also started a systematic program to build additional capabilities.
Today, we are ready to launch a significant expansion of our services based on a few years of work.
We have developed, delivered, and are now formally launching two additional services: Strategy, and PR services. This expansion warrants a new brand that recognizes our heritage and points to a future of innovation and customer value in the digital era.
OrionX continues the same unique model: bringing together business acumen, technical depth, insightful industry perspective, high quality work and counsel, and a natural focus on customer success.
Marketing has come a long way in the last decade. Just as companies have a well-practiced understanding of what it takes to build a great product, they now have a growing appreciation of why marketing is essential to their business and what it takes to do great marketing. They recognize that marketing is the glue at the center of the organization, and must have high quality content at its own center. Nearly 25 years after Regis McKenna’s article in Harvard Business Review, finally Marketing is Everything!
As we embark on the next phase of this journey, we strive to continue to deserve your support, advice, participation, and business.
Thank you!
Shahin is a technology analyst and an active CxO, board member, and advisor. He serves on the board of directors of Wizmo (SaaS) and Massively Parallel Technologies (code modernization) and is an advisor to CollabWorks (future of work). He is co-host of the @HPCpodcast, Mktg_Podcast, and OrionX Download podcast.