Doesn't hurt that Excel's improved funtionality with Office 2007 and pre-existing user base also helped Microsoft make further inroads into the BI market. Excel is now able to handle large data volumes, while security improvements have eased some fears.

SAP did not fare as well in 2007, appearing in the challengers' quadrant for the second straight year, there was alot of uncertainty by the Business Objects acquisition. SAP customers expressed concern over the future of existing SAP products.

Techslog has highlighted some Headlines we will drill into........Market maturity and Microsoft lead Gartner's latest business intelligence report.

Consolidation was predicted and low and behold that is exactly what happened with enterprise software vendors SAP, Oracle and IBM acquiring top BI pure-players Business Objects, Hyperion and Cognos, respectively. Meanwhile, Microsoft, not one to be left behind, made its first appearance in the report's leaders' quadrant, helping fuel BI's continuing transition from an expensive, strategic tool to a commoditized, mature technology.

The four mega-vendors -- SAP, Oracle, IBM and Microsoft -- now offer similar, comprehensive BI tools and technologies, the report stated, and together control more than two-thirds of the market. As a result, Gartner expects BI prices to fall. OUCH!

"Where you've got a large number of vendors offering roughly equivalent capabilities, then it leads to some level of commoditization," said Neil McMurchy, a Gartner analyst and co-author of the report. "And in that sort of environment, inevitably, there's more price competition." Gartner placed no fewer than seven vendors in this year's leaders' quadrant.

Further, McMurchy said recent market consolidation has effectively eliminated any "middle ground" in the BI market, leaving only mega-vendors on one end of the spectrum and small, niche players on the other -- a common occurrence in mature markets. The good news for users is that with a number of well-proven vendors offering high-quality products, finding a solid BI tool is no longer a problem.

Market maturity and Microsoft lead Gartner's latest business intelligence report

Having paid my dues in other organizations that have the aggressive “frat boy” environment, and having been passed on “blue bird’s”, extended territories and other opportunities, because I went home to raise my children VS heading to the golf course, I am not overly surprised.

Heck, the more men, the bigger the boy’s game, not the smaller- and EMC was the king of the hill with many men running roughshod there. Us software folks heard the rumors of the strip club trips and the many, many golf games etc, how comfortable was that for your fellow female employees?
Heck would I ever take a group of female employees to see the Chippendales, and exclude my male team mates? I think not.
Not many lawsuits make it this far, and I say, good for the plaintiffs. Send a message that if we women work hard enough, as the men do, then a golf game, or sharing a brew while viewing the world series with my manager should not be the reason I get more than another sales rep………

EMC article

Sure! Glad you asked. The basic point here is that we need not be intimidated or overwhelmed by the need to sell a huge contract on our first meeting with a prospective client. Even if the potential sale is enormous in terms of scope and dollars, there is always the option of closing for a smaller piece of the pie, and then, once we have proven ourselves (our service, our products, our people, etc.) in that client's experience, we can then expand the sale from within. The terminology I used in the book about the "small edge of the wedge" referred specifically to a model I use called the Bowtie Model. It is a sales and service model that is shaped like a bowtie. The small edge of the wedge literally is the small edge of the wedge of the service triangle on the bowtie model, but figuratively means to close for a smaller deal than the whole enchilada. So, let's say you are exploring the options with a prospect and you become aware that your company could provide $80,000 worth of services to meet the needs you hear the prospect describing. But, they don't know you, haven't had any experience with your firm, and are not clear about the return on value for them with that sort of a price tag. The small edge of the wedge concept is a win-win. They get to "try you guys out" for a smaller investment, and if you are performing, say, a $5000 service instead, they get to see you in action, you can have a quick win, and then you can leverage that success as well as the relationships you've built internally at the client site to expand the sale.

The "falling off a log" idea is that closing, or sealing the deal, needn't be a huge ordeal or annoying task involving great effort and struggle. It can be as easy as falling off of a log if you've cued it up that way. If you've made the value proposition clear, if you've handled all the moments of truth with exceptional service, if you've cued up the sales conversations and achieved depth and breadth in the client organization, and if you have performed exceptionally in whatever small deal you closed, then to seal the major deal, it becomes simply a matter of asking when they'd like to start and then getting the paperwork signed.

Here's a question to ask yourself. What beliefs or mindsets do I have about these prospects (or about closing in general) that keep me stuck?

If you find you struggle with closing, or can't seal the big deals, or have a hard time asking for the buy, try the small edge of the wedge approach. It reduces some of that pressure, and gives you and the client an experience of success. Then, onward and upward!

For more about Suzi and Seal the Deal Visit her website here

Now as you position your products/services how can you create a value statement that incorporates this “innovative edge”? Executives are risk adverse, in that they don’t tend to want to be the “trend setter” on their dime. However, if you can position your product/service as a differentiator, and an innovator such as Geoffrey Moore states, your message might be more apt to be heard.

For more on Geoffrey’s advice please read the full article at

Depending on what you mean by productive networking, I'd answer that several ways. Generally, I define networking as making human connections with no agenda other than mutual exploration of whats possible. So in that context, productive networking with the C-level means be nice, be genuine, and be curious about them, their commitments, and what's possible in getting to know them without any agenda for sales.

If the advice you are asking about is "where should we be focusing our networking time and how do we meet folks at the C-level?", that's a different question. You could get involved in the same activities that they are involved in (board positions, golf, executive roundtables, etc.) or you could use the six-degrees of separation method.

The six degrees of separation method utilizes the concept that we are all within six other people of anyone we might want to meet. Once you find out who you know and who they know, you can request introductions. Not unlike Linked In or some of the other technology-based networking sites. Here's how it works. Let's say one of the companies on your target list is Monster.com and you want to get to know Sal Iannuzzi, their new CEO and Chairman. You might start with people you know and ask either who they know at Monster, or who they know who might know Sal. If you are systematic and methodological in your pursuit of leads within the six degrees concept, you will find that you can probably get to Sal in six or fewer steps. Meaning, someone you know likely knows someone who knows someone who knows someone who knows Sal. So go take inventory of your someones!

In the absence of a specific target individual, you can simply start taking stock of who you know and where they are connected. You can explore in conversation with those in your network to discover whom they know and where they are actively involved. You can also be very specific about the ideal profile of the referrals you seek. That way, people in your network can provide you with better leads.

Another networking vehicle I strongly recommend is the Informational Interview. You can reach out to any C-level executive you have access to and ask them informational questions to learn about where they meet people, what they do to network, what might be their philosophy of networking, and who do they know that you might also talk to? Informational interviews are great because they allow you to ask anyone for small doses of mentorship without a huge time commitment or other obligation, and you are not trying to sell them anything or get a job from them, you are simply asking them to talk about their favorite subject...themselves and their career path!

Additionally, there are nine basic mindsets of networking that I discuss in the book, Seal the Deal, so if you want more on networking you can find it there in chapter 8! Seal The Deal Book Site

I thought about this as I took my run the other day, with my ipod video in hand. Since my husband gave this to me for Christmas 2 years ago, as the first intro of the ipod video, I have suffered through the ipod NOT shutting off, and now it shuts off my music mid run. This is all after I had the original one replaced by ipod, and it is so darn buggy, I ended up with a Nano to replace it for my runs. I now dock the main Ipod, as it seems to be fine in docking stations, but not on the go.
Plus at a hefty $499 price tag, and running on the AT&T network, it would not be a wise decision for me, just based on my location. My husband had AT&T a few years past, but the network is not “baked” in my area OF Bucks County, so we constantly lost calls. Most people in are area have Verizon, even though they are a pricier carrier- due to the reliability of the network.

I expect that the i_Phone will branch out to other carriers, and mature in the technology, and at that time, I might take it for a spin. But as I ran with an Ipod the other day- minus music, the idea of having an iphone minus the ability to make calls is not very attractive. See what some other journalists have to say….

David Pogue had to learn to "use the force" while tapping out letters on the iPhone's virtual keyboard, but overall gives Apple its due: "As the ball player Dizzy Dean once said, 'It ain't bragging if you done it.'"
Walt Mossberg and Katherine Boehret said concerns about the lack of a physical keyboard "turned out in our tests to be a nonissue." After taking the iPhone to Starbucks, airports, and Fenway Park, the verdict: "Despite some flaws and feature omissions, the iPhone is, on balance, a beautiful and breakthrough handheld computer."
Edward Baig pointed out that the iPhone may not be for everyone: "It's pricey. It lacks certain features found on some rival devices… Your employer may prevent you from receiving corporate e-mail on the device." But he still reveres it as a "prodigy," and likes the idea of not having to schlep around with an iPod and a cellphone in your pocket.
Steven Levy was pleased he didn't have to crack a manual to use any of the iPhone features, and got a satisfying run of baseball scores, Neil Young concerts, YouTube videos and weather conditions before his battery ran out.

Mossberg Report Article

The company claims database revenue from the new database plus middleware licenses, new application fees and services helped boost these number. Apparently they beat estimates by analysts who had expected a slightly shorter gain.

As Safra Catz put it -“It was a great year”.

Set YOUR OWN GOALS. That's right, you’re in a highly measurable business, and you’re constantly being measured in your sales efforts. So set some personal goals, and let those goals dictate where you should spend your time and energy. Work on developing new skills, such as pacing, timing, introspection and also update your expectations on rest, relaxation and down time.

We can't always be on the go, plus studies have proven the value of rest and other non-work activities that essentially allow you to be more creative and sharper in your job. Learn the fine art of discipline- to carve out time for yourself, to pull yourself away from your desk, and to plug into good things around family time, you time and community time as well. Define what's enough and learn to discipline yourself to hit that "off switch".
Heck, any coach will tell you, knowing when the game is over or is it time for a new game is as important a strategy as forging ahead.
Where do you start? Become a little non-conformist. Define YOUR goals and what works for you. What might work for the sales rep in the next cubicle, might not work for you.
Don't: Work harder because you think everyone around you is working harder. They might have different goals that you, and thus chose to spend more time at the office.
Do: Select where you put your time and attention and determine it by watching and reflecting on things. Wherever you align your energy must reciprocate with something. This will help you to "cut and run" on some sales cycles, that you might have chosen to participate in, even thought you knew they had a slight chance of evolving into anything.
Do: Breathe. This is the best centering and calming tool and everyone has it. While everyone is running in circles and going crazy over deadlines and such, this one act can help jump start your brain and help you out of the chaos.
Do: Guard your time like it is a limited commodity-because it is. Whatever time is wasted at work, you certainly don't want to sacrifice the time from home, so be present in everything you do.
Don't: Waste time pushing boulders up hill. Set realistic goals and expectations, and set your own rewards for accomplishing your goals.
Do: Observe people and situations objectively, there is tremendous wisdom gained from sitting and reflecting and observing. Realize that no matter how old you are, there is always something you can learn from everyone.

Well, here's how you can intentionally cause a quantum leap in how quickly you generate results. Integrate, integrate, integrate. Sales alone is good, sales with networking is better, sales with networking and marketing is best! You must find a way that is aligned with your (and your organization's) core values to have consistent actions in all three domains.

In responding to the first question from Techslog last week, I spent a little bit of time distinguishing between the "critical trinity" of Networking, Marketing and Sales. Techslog archive If you are active in all three domains, you will find the sweet spot where networking, marketing and sales intersect. When you are hitting your stride in terms of your networking, when your marketing materials and message are clear, and when you understand how to leverage your strengths in sales, you will reach that tipping point where it all comes together to yield results in terms of clients, dollars, contracts, business. That sweet spot is the place where you most effortlessly Seal the Deal.

So, what does that mean for you, as a salesperson? It means that you already have the one domain handled...sales. So, by focusing a bit more on generating activity in the other domains of networking and marketing, and finding ways to incorporate those actions into the sales activities you are already masterfully engaged in, you will find that your sales numbers start to pop more quickly, and that you create an action-circuit that hums along in strategic concert.

If sales is the musical staff, networking and marketing add the notes and the chords. Now, with you as the maestro, let the music begin!

Learn more about Suzi and her book "Seal the Deal" here http://www.innovativeleader.com/