Академический Документы
Профессиональный Документы
Культура Документы
Patrick Petit
November 2007
Executive Summary
The social and economical evolutions under way, known as the participation age, reflect
fundamental changes in consumer behaviors. Although people are still interested in brands and
products, they are finding the old-school advertising techniques out-of-sync with their lifestyle.
Today's advertisers seem to be facing quite a brain-teaser challenge to retrieve customer
enthusiasm about brands and products. James Cherkoff and many other sharp observers of the
markets of the 21st century, think that the answer to this issue lies in a phenomenon known as the
Open Source Movement, which has pioneered the era of the Participation Age.
Sun Microsystems, a computer manufacturer and software vendor, headquartered in California,
has made a bold move, following the breakdown of the dot-com business and the rise of the
commodity computing concept, by open-sourcing most of its intellectual property assets. The
company, influenced by the values and vision of the participation age, has adopted an open source
marketing strategy in a strive to broaden its market and improve revenues.
The company has been fairly successful in this strategy. Sun's return to profitability in 2007 may
be an indication that the company is starting to reap the benefits of such a strategy, although other
companies of the Information Technology sector, like IBM, have been more successful than Sun
in applying it. It appears that in order to generate revenues out of free software, it is necessary to
effectively leverage other sources of revenues, which truly rely on the company's ability to deliver
highly complex problem-solving solutions. To achieve that goal, it is recommended that Sun
improve its solutions offerings through a more global and better integrated professional services
organization.
1 Introduction
The social and economical evolutions under way, known as the participation age, reflect
fundamental changes in consumer behaviors. Although people are still interested in brands and
products, they are finding the old-school advertising techniques out-of-sync with their lifestyle.
Today's advertisers seem to be facing quite a brain-teaser challenge to retrieve customer
enthusiasm about brands and products
This report explores the founding values of the participation age, that some refer to as modern
marketing, where fundamental marketing rules and techniques are being challenged and revisited
to leave way to more effective customer relationships.
James Cherkoff, editor of the Modern Marketing blog1, as well as many other sharp observers of
the markets of the 21st century, develops in his What is Open Source Marketing Manifesto that the
answer to this issue lies in a phenomenon known as the Open Source Movement, which has
pioneered the era of the participation age.
We will then explore how Sun Microsystems' s marketing strategy has been influenced by this
1 http://www.collaboratemarketing.com/
movement, and how it has been involved in the open source business as a way to spur innovation,
reduce its engineering costs, and increase its revenues.
Finally, I will critically conclude with to what extent Sun Microsystems has been successful in
this strategy, and how the company could perhaps have performed better. I will provide some
recommendations as to how the company could have better leveraged the assets of its open source
marketing strategy.
The Cluetrain Manifesto believes that the Internet still has something special of this radicalization
effect today. The something special is what the Manifesto calls voice.
Modern marketers want to encourage traversal conversations because they believe that today's
markets are conversations.
“Companies need this voice to innovate, build consensus and go to market. Without it, they don' t
know what works and what doesn't.” (McNeally: nd)
However, in traditional marketing, there is a conservative and fearful firewall separating voices
inside the corporation from those of the markets, which has resulted in interposing a vast chasm
between buyers and sellers.
Indeed, people are no longer part of some passive couch-potato mass-consumer demographic
target. They have become millions of individuals connected to one another, conversing and often
laughing at corporations still trying to serve them that same old TV commercial nonsense.
Modern marketers alleged to the manifesto, acknowledge that the Internet is inherently seditious.
It undermines an unconscious respect for authority, whether that “authority” be the neatly
homogenized voice of broadcast advertising or the smooth rhetoric of the corporate annual report.
. There is a certain amount of truth to this. Because people are alternatively the developers of
products and services, and the customers who purchase them, they have legitimate concerns and
knowledge of what they do and what they want, which drives the voice of what most like to talk
about: their craft...
These conversations are obviously mediated by the Internet, but have little to do with technology.
2 Also referred to as Participation Age which promotes collaboration, sharing, personal involvement, independence,
global intelligence values as opposed to ownership, command and control over the business.
3 http://www.collaboratemarketing.com/open_source_marketing/
consumers out-of-reach of the old-style ad slots from the TV advertising golden age. The new
marketplace does not respond to the unidirectional launch of marketing campaigns that target
consumers with brand collateral and drive consumer demand by bombarding their senses. . The
new marketplace is made of more thoughtful and powerful consumers who know how to use
technology to protect themselves from excessive marketing .
Today's examples of the dramatic social and economical impacts of this phenomenon are
numerous.
For example, the decline of the music record industry is an example that illustrates the most
destructive effects of not listening to the structural changes of the market like de-intermediation.
Today, independent artists and labels depend less on so called majors (i.e. Sony, EMI, Warner,
...) to distribute their own records directly on the Internet, bypassing all intermediaries. Peter
Paterno, the music attorney of Metalllica and Dr. Dre(in Hiatt, 2007: 1), said in an article in
Rolling Stone magazine that “the record business is over," and that "The labels have wonderful
assets -- they just can't make any money off them."
Other examples of open source values reaching domains like politics are growing fast. Howard
Dean’s presidential campaign used open source techniques to involve 600,000 people in his
campaign and raise more than $ 25 million. The French presidential campaign did the same in
2007 by stimulating citizen representativeness in what Segolène Royal named Démocratie
Participative (Royal, 2007).
A Question of Governance
Ultimately, the success of the open source production model is a question of transactional costs4.
The open source production process is far from being a chaotic environment in which everyone
has equal power and where consensus reigns and agreements are easy to settle. Quite the contrary.
In fact, it is a world where conflicts are not unusual. Conflict management is often political and
indeed there is a political organization within open source communities in charge of decision-
making procedures and sanctioning mechanisms. But it is a model of governance which escapes
many of the traditional corporations' logic of political economy. (Weber:2004)
Online Marketing
Open source marketing goes online. In a recent survey How Companies are Marketing Online
(McKinsey Quaterly, 2007), McKinsey Quaterly5, reviews how companies are currently
performing online marketing in the five core marketing functions of sales, service, advertising,
product development and pricing.
The survey shows a number of noticeable trends, outlined in Appendix X.
In summary, respondents show a growing interest in the interactive and collaborative technologies,
collectively known as Web 2.0, involving brand and product development. It is clear that
companies are experimenting and still deciding which digital marketing techniques are most
effective for what purpose. The interesting part of the survey, is about the impact of collaboration
tools in advertising, customer service and, more importantly, product and brand development. The
survey shows that companies use some kind of collaboration tool for customer help (22 %), and
customer retention programs, which tends to indicate that companies believe that these tools help
build durable relationships between customers and companies. But even more interestingly, almost
4 Transaction costs of open source engineering is characterized by a mix of social selective and market selective
profiles of partial exclusion. Opportunity costs incurred by open-sourcing software by the owner, refers mainly to
the costs of settling open source community programs including governance, licensing and productivity policies. For
Sun it is deemed lower than perfect exclusion transactional costs often found in proprietary software engineering
models. (Benkler: 2004)
5 “In july 2007 McKinsy surveyed 410 major marketing executives from public and private companies around the
world, representing industries such as business services, energy, retail, technology, and telecommunications.”. See
references.
20% of the respondents use collaborative tools primarily for brand building. In the future, high-
tech industries will be focusing on generating new product ideas through collaboration tools.
Measuring Returns
In the same survey, McKinsey Quaterly states that an absence of meaningful metrics and adequate
capabilities are the key issues troubling many marketers today. Among companies already
advertising online, 52% said "insufficient metrics to measure impact" was the biggest barrier,
followed by 41% claiming insufficient in-house capabilities, the difficulty of convincing
management (33% ), limited reach of digital tools (24% ) and insufficient capabilities in the
marketing agency (18% ). Respondents recognize barriers that could slow down the adoption
process. The lack of capabilities and /or expertize within companies and their agents is the most
significant concern.
Technology will have to rid itself of implementation and practicality hurdles.
end server side, and HP and Dell on the low-end server side. Between 2001 and 2002, Gartner
reported (in Shankland: 2003) that sales of Linux servers increased 63% with a staggering 90%
growth in the United States, while Sun hardly achieved 0.5 % during the same period. In less than
two years, the emergence of the commodity computing concept, spurred by the need to lower
costs, fundamentally changed the dot-com market landscape.
others at monetizing these assets. For instance, in the Liberty Alliance Project, members like IBM
and Computer Associates have been more capable than Sun at reaping the benefits of the
collaboration in terms of revenues in the identity management market.
The issue plaguing Sun's growth sustainability, since the breakdown of the dot-com era, is that the
company as been unable to significantly increase sales of its standard servers' line of products fast
enough to compensate for declining sales of its proprietary high-end SPARC servers. IBM and
Hewlett-Packard, who both offer comparable servers, also offer superior services to help
customers design, deploy, and maintain their IT infrastructure investments.
On the low-end standard architectures, in which Sun has limited product differentiation, the price
competition reduces gross margins. This is a big problem for Sun, who has a high cost structure of
42 % of sales from R&D, selling and general administration expenditures, compared to 16% for
HP and 11% for Dell. It is also clear that betting on giving away software in an attempt to
broaden its market reach, through appealing technology, is not sufficient in itself to increase sales
opportunities. At the end of the day, winning customer deals is for and foremost about removing
customer problems by providing the right end-to-end solution.
1. In traditional marketing the aim has been to create finished piece of work that corporation
expected people will enjoy or find useful in some way. New rules is to let customers
participate be willing to acknowledge and value what they have to say. . In other words,
consumers want to interact with the 'brand source' in the same way the open-source
programmers want to get theirs hands on. That means giving consumers access o the brand
and inviting them to co-create.
2. Listen very carefully to the brand fans, the one and the one percenter as this is the rumors and
whispers that bring the market place alive.
3. Set the scene for effective participation. People will be more effective if they clearly
understand what they are being asked to do. It is stated that 'When you start community-
building, what you need to be able to present is a plausible promise'.
4. Today the star is the customer, as opposed to the brand and company, so modern marketing
should make customers look good.
5. Modern marketing acknowledges that the best way to obtain effective contribution from
customers is by giving them an opportunity to improve their lives through their products and
services in ways they decided and not necessarily in ways prescribed by the brand.
6. Spur enthusiasms and fun. Fun is a strong forms of social glue. Not having fun in what you do
is likely to not creating fun for others.
7. Understand the environment and context of the online community you are interacting with. An
organization that misreads the cultural tone of an online space takes the risk to fall short and
look stupid.
8. Working the brands through co-creation rules is hard. Maybe even harder than traditional
marketing. Do not expect customers to do all the hard work for you while you are sitting back,
you' ll be disappointed.
9. Listen very carefully to the hard core customers. The ones sometimes called the “one-
percenters”. This refers back to the story of Harley Davidson's management changing of view
point with regard to listening its most loyal customers, the members of the Hog Club, that the
company's fortunes started to reverse and its value soared.
10. Talk the same language as your online communities. That is, get vernacular in the tone you
use when communicating, as opposed to formal or fancy tone, and in manner that is
indistinguishable from the surrounding mainstream.
11. Don't be refrained by making mistakes. There are no definitive success recipes in modern
marketing. In playing along the co-creation rules marketing mix you need to show
vulnerabilities and admit mistakes to create trustful relationships.
12. Make it simple, at least at the beginning, and get rid-off the creative barriers. If you want the
relationships to last, you must make participation as easy as humanly possible for people to
use and incorporate into their lives. “Co-creation is not about technology, it's about
participating in what you do and how you market it.”(Cherkoff, 2005)
13. Don't assume your customers won't be curious about the making of. Co-creation is also about
openness in the day-to-day and one should not be afraid of showing the mess behind the
scenes.
14. Don't run your business as a black box. With smart and networked customers it's increasingly
harder to keep secrets so there is no point running a business as a black box. A company
creates more value by sharing openly than by hiding things which just create suspicion and
frustration.
15. Let the company be changed through the experience of co-creative relationships. It's like
improvised theater. Best improvisation comes from your ability to adapt in real time the story
from the influence of the other actors play
16. Beyond and besides modern marketing strategies, co-creation is about humanity. People like
to see themselves as passionate persons and harvest the rewards of real persons doing real
things.