I’ve lost count of the number of new and established companies that promote their new “platforms” aggressively to prospects, customers, and third-party developers. Most often the initial reaction is muted, because no one knows whether or not they could or should use a platform until they’ve seen it in action, being leveraged to solve actual business or personal problems. So how should platform marketers proceed?
Philip Lay spent two decades as an account executive, general manager and entrepreneur, before becoming a strategy advisor and managing director with The Chasm Group in 1995.
Today Philip is visiting professor at IESE business school in Barcelona and serves on a public-company board alongside his advisory activities with boards, CEOs and management teams.
Major clients include Autodesk, Compuware, HP, NetApp, Rackspace, SAP, and Salesforce.com.