Getronics is the biggest ICT service vendor in the Benelux region and one of the biggest in the world. It is based in the Netherlands specializing in technology services including connectivity applications and services, workspace management services, consultancy services, and datacenter advancement and management. This study aims at developing a go-to-market plan for Getronics new product, the Virtualized Desktop Infrastructure (VDI). It will also include a value proposition, media mix, and an implementation plan.
The Problem
Getronics has been performing poorly in the recent due to the lack of undifferentiated service offerings in the aggressively competitive IT market. This situation made it difficult for potential consumers to validate or consider seeking the company’s services. Getronics has a reputation for high quality work, but is unable to show how it is different and better than its competitors offering the same solutions. It lacked a competitive edge, and was stuck on a “me, too” situation, and lacked the budget to develop a differentiated position using marketing muscle similar to some of their competitors (Hurley, 2011). With the new VDI product, Getronics is looking to develop a go-to-market plan that will guarantee a differentiated competitive position in the market.
How to-go-to market
Getronics can easily go-to-market in three ways:
- Identifying the opportunity and target consumers.
- Identifying what strategies to use including messaging channels, media, mix, and implementation plan.
- Identifying the value proposition and specific campaign and promotional tactics.
Objective of the go-to-market plan
The main objective of the go-to-market plan is getting the ready product on the shelf to the market. Getronics is looking to rollout a new set of solutions offerings dealing with VDI. VDI has already been developed and applied for a London-based customer, and is now ready to get into the market. The plan aims at identifying the opportunity, target market. Moreover, it looks to offer the VDI through value proposition and approaches its implementation including media mix, messaging channels, and promotional campaigns.
In order to measure the success of the go-to-market plan, the plan will conduct regular surveys on sales. It will research on product acceptance and perception in the market while reviewing competitor trends (Friedman, 2002). Moreover, efforts can be measured through the comparison and evaluation of sales statistics.
The Opportunity
Getronics is a leading ICT service provider globally and in the Netherlands and its surroundings. As ICT advances, such companies are always looking on delivering value-added services to customers in very innovative approaches. The current emerging IT technology, VDI, is based on virtualizing the personal computer by hosting the traditional PC in a remote central server minimizing the resources and optimizing workspace. This technology is emerging, and all ICT service provider are rushing to develop and implement them to take the new opportunity of business. However, the Getronics opportunity lies in the fact that they have already developed and implemented their very own VDI, which has already been tested by their London-based client. The development and implementation was a success, which means they are the first to offer a complete VDI solution in the market. This is a great opportunity to convince customers and create a differentiated competitive position.
Target Market
Based on the product features of VDI, it is not restricted to a specific market sector. However, based on research, most companies in the utility sector, finance industry, and government sector have illustrated increased interest in developing virtualized solutions, in the past. Most of these companies are categorized by large users and the need to optimize workspace and increase flexibility. Educational establishments will also be a target market following the successful development and implementation of the VDI solution in Kings College, London.
Competitive position
Getronics has a very poor competitive position. The ICT service industry is very competitive, and Getronics has not offered a differentiated approach as to why they are better and different to consumers. The company is stuck in a “same” position, which does not give potential customers any convincing reasons to choose their products over those of competitors. However, through the go-to-market plan for the VDI, the company can change to a differentiated competitive position. Being the first in the region to develop and implement a functional VDI project, the company has an opportunity to emerge as innovative and leading ICT service provider. Potential customers will have a reason to choose the company over its competitors.
Value proposition
Market: VDI is designed to separate personal computers in terms of the operating system, data, and applications form the physical device. It aims at centralizing the use of personal PCs in a central server that is easily accessible anytime, anywhere, and in any device. The market started on a slow note in 2009 and is set to rise from an estimated 1% to 40% in the next 5 years (Hurley, 2011).
Value experience: in the already developed and implemented VDI project in Kings College, the company has created numerous customer or value experiences. According to Kings College CTO, Lynne Tucker, the new IT approach will deliver immediate paybacks for users and cost savings for the institution, and most importantly will prepare the college for the future. Students and staff are now enjoying accessing core information and applications whenever and wherever. Moreover, students can access important academic applications in any tablet, smart phone, laptop, or computer.
Offering: The VDI offers employee agility by facilitating flexible access of core information and applications anywhere, anytime, and using any smart device. This, in turn, facilitates employee motivation and productivity due to increased flexibility and freedom. Moreover, VDI offers increased security of data. Having all your data in a central remote server reduces security risks and facilitates better security management and prevention. VDI also offers smooth IT fault resolution, thus providing improved quality of service. Lastly, VDI supports IT requirements with the business requirements.
Benefits: VDI has four major benefits. One, it saves energy: VDI users only consume as little as 4 watts compared to the 90 to 160 watts used in traditional computers (Hurley, 2011). Secondly, VDI offers improved data security. VDI stores all local information and data in the restrains of the data center and no data can be accessed or downloaded without the required permissions. Moreover, VDI saves costs in terms of back end servers and desktop management. Managing traditional desktops is expensive, but with VDI this costs reduces by standardizing and simplifying the client devices and the server hardware. Furthermore, it saves costs in terms of end user devices. More than 100 end users can access numerous applications and information using a single server, rather than 100 traditional desktop computers. According to a Forrester Total Economic Impact research, virtual desktops are less than half the cost of traditional PCs. Below is a graphical illustration of the benefits.
Exhibit 6. VDI Value Attributes to Users, Purchasers, and Influencers
Alternatives: There are numerous alternatives to suit all consumer business needs. The basic and major element is IBM’s smart business desktop cloud, which offers “anywhere, anytime” access to information, resources, and applications over the internet to any smart devices. It provides a resilient, well-organized, standards-based IT infrastructure. There is also a wide variety of alternative based on the company’s VDI suppliers including IBM, HP, Accenture, Capgemeini, and CSC among others (Hurley, 2011).
Proof: Getronics has successfully developed and implemented a VDI platform for Kings College based in London. It established an IT infrastructure that occasioned enhanced service availability, user access, and security to its 5000 staff and 19,700 students. The platform referred to as “Global Desktops”, used the VDI technology to optimize and simplify the manner in which IT applications, services, and resources are delivered. Getronics signed a five-year deal with the college in 2009, which is anticipated to complete the full project and have it operational by 2014. The project has already received positive feedback from the college CTO, Lynne Tucker. Based on the above information, it is evident that the VDI Getronics is putting in the market is of great value to the consumer.
Pricing
The pricing will be based on industry standards and experience in the Kings College project. It will consider the shareholders concern and consumer concern leveling in an optimal price. Prices will be based on annual contracts, to ensure sustainability and extensive business relations.
Messaging hierarchy
Media Mix
Getronics will use a mix of numerous media to promote its VDI in the market. Television will be among the major Medias specifically highly subscribed channels on DSTV and other cable and digital TV subscribers. It will combine radio, newspapers, technology magazines, and other print media. The focus will be aimed at internet campaigns through blogs, social media, and websites. The company will also engage in ICT summits, workshops, exhibitions, and other events to put out the product in the market.
Campaign Plan
- Send proposals to all potential clients through email and mailing.
- Direct proposal presentations on VDI to potential clients and in public ICT events.
- Launch an online campaign in famous blogs, websites, online magazines, and company website.
- Ensure the company gets a recommendation and testimony from Kings College.
- Advance the promotion to social media
- Start TV, radio, and print media campaign.
Financial summary
The agreed upon budget for the project was €30,000, which can successfully cater for the project needs. The campaign is expected to take up a lot of the budget because of the promotional plan. Advertising and the use of mixed media is within the proposed budget.
References
Friedman, L.G., (2002). Go-to-market Strategy: Advanced Techniques and Tools for Selling More Products, to More Customers, More Profitably. New York, Routledge.
Hurley, S., (2011). A Go-To-Market Strategy for New Solutions at Getronics: Creating Compelling Value Propositions. Retrieved from http://www.solutionsinsights.com/storage/education/Solutions_Marketing_Getronics_Case_Study.pdf
