Inform Market Intelligence T


he use of telepresence as an alternative to business flying is one of the most active emerging areas of the low-carbon economy. It is also extremely competitive with manufacturers such as Avaya, Cisco/Tandberg, Lifesize, HP, Polycom, and Teliris each aiming to shape the market in their favour. Along with improved productivity and cost-savings, a common theme in these compa- nies’ marketing efforts is how use of their products helps reduce carbon emissions.


And it does appear that reducing carbon emissions is a compelling benefit for business travellers con- cerned about climate change. This is particularly evident in America where, according to our Environmental Choices study, the use and appeal of telepresence is relatively well developed. The 30% of American business flyers who are most concerned about climate change, already tend to fly less than other business travellers, and tend to be more interested in switching their flights to telepresence. In the UK, companies mVision and Arkadin are now prominent in their support for the WWF’s cam- paign for businesses to reduce one in five flights. Arkadin’s next ‘work without travel Climate Care Day’ is 29 October 2010. So, what is not to like about a green positioning for telepresence products? Here are three issues that telecommuni- cations companies should consider when developing their strategies. First, do you want to develop a niche based on people’s concern about climate change when society is so divided on this issue? A niche strategy can be very powerful, but does this one make sense when the whole topic of climate change is annoying to those ‘sceptic/unin- volved’ about climate change? Much of the success of a product depends on word-of-mouth buzz, but how much are people going to recommend a particular telepres- ence system based on this socially- sensitive positioning? This is espe- cially important for telecommuni- cation services where there are ‘network externality benefits’ of greater coverage; in other words,


Telepresence companies that employ ‘green positioning’ must do their market testing


by Peter Winters Can businesses apply telepresence to generate sales?


the more people use a particular technology, the more useful it becomes to each individual user. Telepresence companies that do employ ‘green positioning’ should ensure they undertake communica- tions market testing, taking particu- lar account of the views of those ‘sceptics/uninvolved’ about climate change. Our Environmental Choices study suggests that com- munication materials based on a cleantech story could well get broad-based support, in a way that polar bears or Al Gore would not. Secondly, relying too much on a green positioning does not address the practical and specific needs that businessmen face. For what types of use should businessmen apply telepresence? How can businesses apply telepresence to generate sales? These are very important issues as companies typically live or die by their ability to generate new business. The sales value of


14 | Sustainable Business | August/September 2010


‘face-to-face’ contact is promoted by both FlyBe and ‘Deals are made over dinner, not email’ British Airways. While the underlying point the airlines make looks valid, the idea that only in-person con- tact is ‘face-to-face’, with the FlyBe advert showing a faceless person, looks rather strange to people who have experienced telepresence – and will likely look quite old-fash- ioned to the iPhone4 generation. Thirdly, how does a green posi- tioning differentiate your telepres- ence system from any of the others? Perhaps the category green benefits of telepresence would be better rep- resented by a collaborative organi- sation like the Electrification Coalition, of which Cisco is a mem- ber, while individual telepresence companies work on building unique brand propositions. Findings from a recent study from Hinge Marketing, about high-growth companies in the pro-


fessional services sector, could use- fully be applied to telecommunica- tions companies. These companies should consider adapting their telecommunications systems to the needs of a niche target market, with a well-differentiated proposition, and set of tools, for this niche. They should target particular clients with sales messages, and use research to ensure that they are immersed in the needs of their cus- tomers. They should think about how marketing partnerships can help them quickly achieve brand equity within their target niche. As example potential niches for telecommunications providers, I’ll be interested in seeing which provider becomes dominant in get- ting doctors to collaborate interna- tionally; and, which provider becomes dominant in enabling busi- ness people to sell their B2B services remotely; and, writing as a market researcher, which provider domi- nates in getting qualitative researchers to stop travelling the world to conduct group discussions.


Peter Winters is president of Haddock Research & Branding peter.winters@haddock- research.com


Haddock Research is a market research agency dedicated to providing vital information to those creating a low-carbon world. SB readers can claim a 15% discount on Environmental ChoicesTM


reports, available now


at haddock-research.com/ environmental_ choices/ section_reports. Quote the code SB0910 to redeem your discount


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44