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Introduction to Arkivum
- 1. Introduction to Arkivum Jim Cook, CEO
- 2. © Arkivum 2014/ Arkivum in 60 seconds 2 SLA with 100% data integrity guaranteed World-wide professional indemnity insurance Long term contracts for enterprise data archiving Fully automated and managed solution Audited and certified to ISO27001 Data escrow, exit plan, no lock-in
- 3. © Arkivum 2014/ Communities & markets 3
- 4. Gonville & Caius © Arkivum 2014/ Communities & markets 4
- 5. © Arkivum 2014/ Communities & markets 5
- 6. © Arkivum 2014/ 6
- 7. © Arkivum 2014/ 7 Strategy
- 8. © Arkivum 2014/ Arkivum’s Opportunity Archiving digital data is a major problem and the market is growing faster than it can be addressed Arkivum provides the only solution offering a 100% guarantee that data is kept safe, secure and available within minutes Large addressable market, estimated at W/W £30B/yr UK Healthcare UK HE Research Data UK media & entertainment Business model creates a strong annuity revenue stream while operating costs reduce 8
- 9. © Arkivum 2014/ Startup Success Rates 9 30% 30% 30% 10% Fail < Average Moderate Huge Success
- 10. © Arkivum 2014/ Crossing the Chasm 10 First published 1991
- 11. © Arkivum 2014/ Crossing the Chasm And thanks to Tom Fishburne! 11
- 12. © Arkivum 2014/ 12 More thanks to Tom Fishburne!
- 13. © Arkivum 2014/ 13
- 14. © Arkivum 2014/ 14 2.5% 13.5% 16.0% 34.0% 34.0% Innovators Early Adopters Early Majority Late Majority Laggards Technology Enthusiasts: Innovators
- 15. Technology Enthusiasts: Innovators © Arkivum 2014/ 15 2.5% 13.5% 16.0% 34.0% 34.0% Innovators Early Adopters Early Majority Late Majority Laggards Early Adopters: Visionaries
- 16. Technology Enthusiasts: Innovators © Arkivum 2014/ 16 2.5% 13.5% 16.0% 34.0% 34.0% Innovators Early Adopters Early Majority Late Majority Laggards Early Adopters: Visionaries Early Majority: Pragmatists
- 17. Technology Enthusiasts: Innovators © Arkivum 2014/ 17 2.5% 13.5% 16.0% 34.0% 34.0% Innovators Early Adopters Early Majority Late Majority Laggards Early Adopters: Visionaries Early Majority: Pragmatists Late Majority: Conservatives
- 18. Technology Enthusiasts: Innovators © Arkivum 2014/ 18 2.5% 13.5% 16.0% 34.0% 34.0% Innovators Early Adopters Early Majority Late Majority Laggards Early Adopters: Visionaries Early Majority: Pragmatists Late Majority: Conservatives Laggards: Skeptics
- 19. © Arkivum 2014/ 19
- 20. © Arkivum 2014/ 20
- 21. © Arkivum 2014/ 1) Commit to a point of attack – the market segment 21
- 22. © Arkivum 2014/22 1) Commit to a point of attack – the market segment 2) Assemble the Invasion Force – the product offering
- 23. © Arkivum 2014/ 1) Commit to a point of attack – the market segment 23 2) Assemble the Invasion Force – the product offering 3) Define the Battle – the market
- 24. So Where are We?
- 25. © Arkivum 2014/ 25
- 26. © Arkivum 2014/ 26 We know that entrusting someone with your data raises serious questions, we’re here to answer them. info@arkivum.com +44 1249 405060 www.arkivum.com
Hinweis der Redaktion
- speakers notes
- You’ve been Marked!!!
- This approach to bit preservation and having all the key ingredients is what Arkivum does. This part of the webinar looks in more detail at how Arkivum provides data archiving as a service. We store and provide access to data over the long term where data needs to be kept either for compliance reasons or because it has value and could be shared or reused in the future. We do this for most of our customers through our hosted UK service, but equally we can provide an on premise solution. The onsite solution works just the same way, it can be remotely managed by Arkivum, and has the same SLAs, guarantees and everything else that come with our hosted service. This webinar will talk about our hosted service, but its worth having in mind that we can deploy the same service in its entirety directly onto a customer site if needs be.
- This approach to bit preservation and having all the key ingredients is what Arkivum does. This part of the webinar looks in more detail at how Arkivum provides data archiving as a service. We store and provide access to data over the long term where data needs to be kept either for compliance reasons or because it has value and could be shared or reused in the future. We do this for most of our customers through our hosted UK service, but equally we can provide an on premise solution. The onsite solution works just the same way, it can be remotely managed by Arkivum, and has the same SLAs, guarantees and everything else that come with our hosted service. This webinar will talk about our hosted service, but its worth having in mind that we can deploy the same service in its entirety directly onto a customer site if needs be.
- This approach to bit preservation and having all the key ingredients is what Arkivum does. This part of the webinar looks in more detail at how Arkivum provides data archiving as a service. We store and provide access to data over the long term where data needs to be kept either for compliance reasons or because it has value and could be shared or reused in the future. We do this for most of our customers through our hosted UK service, but equally we can provide an on premise solution. The onsite solution works just the same way, it can be remotely managed by Arkivum, and has the same SLAs, guarantees and everything else that come with our hosted service. This webinar will talk about our hosted service, but its worth having in mind that we can deploy the same service in its entirety directly onto a customer site if needs be.
- Global aviation £40M/y, global media and entertainment £5Bn/yr,
- • 3 startups fail, have gone bankrupt or business were closed • 3 startups are worse than average, aren’t very profitable, returning less than the invested capital, but are still active • 3 startups are a moderate success, are profitable, returning just the invested capital, were not acquired yet and are still active • 1 highly successful startup that will pay the investor a multiple return on all of his 10 investments So How can we maximise our chances of success? By following a carefully managed and executed strategy known as Crossing the Chasm
- Note at the top of the cover - Bill Cambell - President Intuit, if he thinks this is a good idea, then so do I! Stepped down in July this year after 17 years on Apple Board of Directors, coaching Steve Jobs and late rTim Cook during Apple’s extraordinary renaissance. “John Doerr asked me if I would help out at Amazon,” he says. Campbell helped convince a young Jeff Bezos to continue as Amazon’s CEO, rather than becoming executive chairman He’d later coach the likes of Eric Schmidt of Google and Evan Williams of Twitter.
- Technology Enthusiasts: Innovators (roughly 2% of the market) The first customers a technology company will have are the innovators. These technophiles will adopt technology for its own sake. Though essential to winning the references that will ultimately lead to the early adopter market, little profit will be generated in this segment itself.
- Early Adopters: Visionaries (15%) Visionaries are crucial to the high-tech industry, because they are willing to invest and take high risks because they see the strategic opportunities and high returns. Comfortable with technology, chasing endlessly evolving dreams visionaries demand a lot and are hard to satisfy. They can, however, give high-tech companies their first big breaks. Working for visionary clients will challenge the firm, forcing through repeated iterations of the product. Visionary demands will often help to evolve, and test, the product to the point where mass market appeal becomes realistic.
- Early Majority: Pragmatists (34%) The pragmatists have the dollars. They are looking for a measurable incremental gain whereas the visionary is looking for a quantum leap forward. Improvements must be justified to pragmatists in terms of a cold cost/benefit analysis. Competitive advantage, for a pragmatist, is not a qualitative concept. It is a number. Pragmatists like “value added resellers” because they can contact them, and if necessary sue them, if something goes wrong with the technology they adopt. They like competition, which breeds competence, allows for tough negotiation on price and suggests that the product itself is stable enough to be understood and controlled by a stable base of developers. Pragmatists critically reference within their peer group before committing to major technology investment. Pragmatists like to buy from market leaders, because they know supporting products and peripherals will be developed around the market leader. Selling to pragmatists is a continuous planned process involving continuous reinvestment.
- Late Majority: Conservatives (34%) Conservatives, like early adopters, are stubborn in their resistance to the pragmatist majority. The conservative marketplace is where important additional revenues are won for technology that is no longer state-of-the-art. However, it is very important to package and prepare in the right format for the conservative market.
- Laggards: Skeptics (15%) Skeptics are wary of IT investments and generally doubtful that office productivity is ever improved by its introduction. For them high-tech investment is very much an act of faith, with the benefits often seen to be very different to those projected. Eventually they may buy technology products, but only long after the rest of the market has adopted. At this point they will be forced to make more changes to the way they do things if they don't adopt than if they do. By this point the marginal cost of servicing them has fallen significantly, in line with the price they will grudgingly pay. f all other adopters, in contact with only family and close friends, very little to no opinion leadership.
- Why is there a chasm? Whilst visionaries reference innovators, Moore stresses the importance of the fact that mainstream market customers reference only each other when making buying decisions in the high tech market. The gulf in attitude to technology and innovation between the early adopter and the early majority buyer is such that a visionary reference is worthless when presented to a pragmatist. Pragmatists want references from peers whom they trust, not from eccentric early adopter lunatics – as they would see them.
- Moore states that fighting your way into the mainstream market is an act of aggression. D Day is the analogy. The early market base is England. The strategic market target is Normandy and the English channel is the Chasm. Europe is the ultimate goal – the mainstream market. Moore is adamant that the only aim at this time is to secure a beachhead in the mainstream market. All resources must be focused on this. Usually a niche market, the first set of customers must be fully satisfied. This means the customer has to be offered “whole” product and service solutions to achieve the desired result, and the product must be built to achieve specifically this.
- It is very important to pick a market segment of the right size to suit your company’s ambitions. For Arkivum this also means the right characteristics such as storage volume, retention period and impact of loss. Your aim is to get enough word of mouth recognition with the chosen segment to become the market leader, as pragmatists (early majority) only want to deal with the market leader. Fleming’s Right Hand Rule for Generators.
- There will often be a gap between the marketing promise to the customer and the ability of the product to deliver it. To close the gap the product must be augmented by layers of auxiliary services and benefits to become the "whole product”. Pragmatists only buy whole products - being products which solve their needs so utterly that buying them, even for the conservative cost/benefit minded, is an easy decision to make.
- Pragmatist buyers require competition as this enables them to compare the offerings in the market, to have a contingency if something goes wrong and to know that other companies will build products to augment and upgrade the compatibility of the one they are looking at. The positioning process has four key components, validating the claim with the whole product solution and high quality partners and allies: 1. the claim - two sentences that sell the product 2. the undisputable evidence of leadership 3. communications aimed at the right audience with the correct content at the appropriate time 4. feedback and adjustment in response to competitor attack He is adamant that for crossing the chasm the right distribution channel is direct sales and support as a demand-creation channel to penetrate the initial target segment. Once position and leadership is in place in the target segment use the best fulfilment channels for your customer offer.
- No surprise, we’re crossing the chasm - whole products being delivered, buying decisions based on referencing within peer groups,