Matt Bramson, CMO to speak at the 2011 eComm Conference

Matt Bramson, who manages global marketing and sales for InPhonex, has a passion for commercializing novel ideas. In his 20-year career, Matt has focused on taking groundbreaking technology products to market, using creative strategies and overcoming odds.

http://america.ecomm.ec/2011/commercializing-your-products-and-services.php

VoIP Users Conference

VUC Interview with Matt Bramson: http://www.voipusersconference.org/2011/televate-inphonex/

Matt Bramson, InPhonex Chief Marketing Officer Keynote Speaker at ChannelSolutions 2011 in New York on 1/25/2011

I am looking forward to being the keynote speaker at ChannelSolutions in New York next week. This all-day conference should be extremely worthwhile. Unlike a lot of other conferences this one promises to be refreshingly tactical. It is billed as an ”event [which] will bring experienced providers and sales partners together, sharing their insights on what works, what does not work, and why.” During the course of the day we will hear from more than a dozen providers of innovative business services. There is still time to register at http://channelsolutionstoday.eventbrite.com/

For my keynote I plan to establish a tactical tone at the outset. I believe strongly that 2011 and 2012 are going to be momentous for the business telecommunications marketplace. The next 24 months will be pivotal in determining the landscape for years to come – especially for cloud-based service providers and service distributors. Why do I say that?

I entered the telecom industry as a serial entrepreneur on the heels of the Telecom Act of 1996. I decided telecom was the wave to catch so I jumped on board what looked to be a promising ride: Craig McCaw’s Nextlink. The last 15 years have taught me how to read the currents, winds, and tides. Some are widely recognized like the transition to packetized voice, increased broadband penetration, the growth of wireless and smartphones, and the advent of the cloud-based service model. What makes the next 24 months so promising is that other forces are beginning to have a major impact. Here are three that need to be understood and mastered:

1. Customers are changing. They are increasingly comfortable with the idea that they must provide certain key elements of business solutions like adequate, high-quality bandwidth, a reasonably-well-engineered LAN, and an ability to quickly master user interfaces. Expectations like LAN assessments, on-site installation and training, and provider-performed moves, adds, and changes are diminishing – fast. The same people that have learned how to setup a PC or two, a wireless LAN and printers, and a NAS at home are gaining the confidence to do the same thing at work.
   
   
2. Services and service providers are changing. The fastest-growing business telecom service providers don’t have their own network or dozens of data centers or armies of field technicians or even large sales forces. What they have are services that solve important business problems and the ability to sell and deliver those services. Services are changing too. The cloud-based model provides efficient means to deliver specialized solutions. The old model presented major obstacles to creating a solution for a single type of business – the emerging model makes it possible and even preferable. And the large business telecom provider orthodoxy of never crossing the demarc has never been as crippling for them as it will be over the next 24 months.
   
   
3. Sales is changing (and needs to more and faster). Since about 1990 – the advent of the AT&T/MCI split-screen ads – telecom sales has been about making and proving one claim: a comparable service at a lower price. Telecom “salespeople” simply needed to find out what a business was buying and how much they were paying. Then they offered an equivalent service at a lower price and, a decent percentage of the time, they got a new customer. Most still practice the same approach. The large business telecom providers seem more or less convinced that this “sales” approach doesn’t urgently need to change. They just need to keep putting products and pricing in the hands of their “salespeople” that allow them to keep on keeping on. But the game has changed – and will continue to – right under their noses. It’s like the story of the boy who rode his bike across the border everyday – the guards would search him and find nothing – because he was smuggling bicycles. Telecom salespeople couldn’t/wouldn’t sell solutions so now they don’t – they sell bandwidth and other basic, commodity services that enable others to sell solutions on top. They’re selling the essentially the same stuff as they were 15 years ago only it’s not the solution anymore – and many seem just as blind to it as those border guards were.

What I think all this adds up to is a unprecedented opportunity for cloud-based business services providers to use the next 24 months to realize huge growth. Here are the keys: offer services that the large providers can’t or won’t, leverage the willingness of customers to be part of the solution, and – most important – sell through understanding and solving business problems (or partner with companies with salespeople that do). Two years from now several currently-unknown companies will be well on their way to $100 million in annual revenues from sales of cloud-based business services. I wouldn’t be surprised if one or more of them is in the room with me in New York next week.

Thoughts from the SAP Executive Partner Summit

by Matt Bramson, InPhonex CSO

I spent the day today at the SAP Executive Partner Summit in Mexico and three experiences stood out:

1. Singh Mecker of SAP provided some worthwhile perspective. For perhaps thirty years businesses have been capturing and storing data. There are now 4.6 billion mobile devices in the hands of consumers and they are demanding fast, effective access to that data. SAP wants to "orchestrate" (their current buzzword) that interaction. In Latin America (the focus of this Partner Summit) SAP has a massive marketshare lead (four times the share of their next competitor). The SAP ecosystem of customers and partners seems to have tremendous momentum. Curiously voice applications seem to be largely overlooked -- good thing I am suffering at a luxurious beachside resort for a few days to be here.
   
   
   
   
2. The keynote speaker was Simon Sinek, a Columbia professor and author. His presentation was very focused (which is a rare treat). He drew a target with three concentric circles and wrote "What" in the outer ring, "How" in the second ring, and "Why" in the center. His point was that most companies approach their customers with the What -- the products and services they provide -- then they go to the How -- that they have superior manufacturing processes or service quality -- and if they get to Why it is something like "to make money" or "to generate a high return on invested capital". But, Sinek argues, the Why is what connects emotionally with customers and this "outside-in" approach doesn't inspire anyone -- not customers nor employees. Great companies, on the other hand, “Start With Why” (the title of his book). Great companies make sure their customers and employees focus on the Why and then the How and What follow from that. He gave a few examples (like Apple -- of course) but I thought I'd try the exercise on InPhonex . . .
   
   
   1. Why? To provide consumers, businesses, and partners with the tools they need to create powerful, flexible, and profitable voice solutions without requiring them to invest significant capital, build and maintain infrastructure, or establish relationships with multiple telecom service providers.
      
      
   2. How? By building the InPhonex platform that has components to support the communication and collaboration needs of consumers, small businesses, enterprises, resellers, and service providers; that has online interfaces and payment tools for end users, administrators, entrepreneurs, and carriers; that has a scalable SOA architecture and complete APIs; and that is supported by an experienced, passionate team.
      
      
   3. What? Calling Plans, SIP Trunks, Hosted PBXs, worldwide DIDs/LNP, and many, many more products and services.
      
      
   So our goal, according to Sinek, is not to do business with everyone possible but rather to do business with the people who believe what we believe -- the people that connect with our Why. So the InPhonex customers we want are the ones that value our powerful, flexible platform and what we allow them to do with it. The consumers that don't connect to our Why may become our customer through manipulation (unbeatable pricing, fear, peer pressure, etc.) but not by inspiration. Some may even be repeat purchasers but they will never be loyal customers.
   
   Philosophically, I think he's right on. At first it seems counter-intuitive that the goal is not to have as many customers as possible. But if a majority of your customers are not on-board with your core mission and are only with you because you have successfully manipulated them, it is almost impossible not to lose your way (create and endless parade of products or promotions or other incentives to keep them). But if most of your customers believe in your vision and are loyal to it, how can you go wrong?
   
   
3. Lastly I had a chance to spend almost an hour talking privately with Patricia Hume, SAP’s dynamic Senior Vice President of their Global SME Indirect Channel. Our conversation covered a wide range of topics but, given her background as a senior executive at Avaya (where we crossed paths when I was with XO – an Avaya Platinum Partner), I was particularly interested in hearing whether she would validate my observation that the SAP ecosystem seems to have a dearth of voice applications. I think it’s fair to say that she agreed that SAP-integrated voice applications could be a fit for the ecosystem – particularly with SMEs. So it seems as soon as I get back from the beach we may have some work to do.