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Bruce Guptill

Bruce Guptill

Most research firms can explain what happened; some can explain what is happening. Saugatuck Technology excels at understanding both in order to explain what else is likely to occur, and to guide its clients toward the actions that deliver them the greatest business value while enabling the safest business path.
To accomplish this, and to continually improve the value of Saugatuck’s work to clients in a Cloud-obscured marketplace, Saugatuck SVP and Head of Research Bruce Guptill pushes his team to continually re-examine and re-invent the company’s research programs to focus more on the costs, benefits, effects, and value of an ever-changing mix of technologies and providers in different markets.
Guptill’s own technology and business background laid a solid foundation for such a flexible, yet stable, approach to IT research value for clients. His technology research work includes mobility, collaborative IT, telecom, data networking, web commerce, and electronic marketplaces; his research work for enterprise IT and business clients includes return on IT investment, total cost of IT ownership, and business planning for IT. His research and guidance on vendor channel management, market identification and development, and buyer behavior analysis has enabled hundreds of established and startup IT providers to find, enter, and profit from new and traditional markets, while helping to guide user enterprise leaders toward optimal IT procurement and vendor management.
Guptill’s research background includes several years as a VP and research director with Gartner, senior positions with TeleChoice and Robert Frances Group, and editorial work within the IDG companies, including four years as a writer and editor with NetworkWorld. His marketing business focus was honed as VP of marketing for firms ranging from custom development providers to non-IT firms in aviation and other industries. His sales and channel experience started by traveling with a sample bag, then working for IT VARs, then advising telecom and wireless carriers on partner choices, to developing partner programs for traditional and Cloud-based software development firms and ISVs.
Guptill holds an MBA in marketing and finance, and a BA in the psychology and business of mass media communication. He is licensed to fly airplanes, drive boats, and sell houses; he is also a certified baseball coach, serves on the boards of regional civic groups, and is a serial home renovator. Married with three children, Guptill resides on Cape Cod in southeastern Massachusetts, and is a lifelong fan of the Red Sox, Patriots, Celtics, and the University of Connecticut Huskies.

What is Happening?  On Monday, July 2 2012, Dell Computer announced its planned purchase of Quest Software for $2.4 billion. Quest had been reported in talks with several potential buyers since at least the first quarter of this year.

In its announcement, Dell said that it plans to establish Quest as the core of Dell’s software group, which it expects to grow into a $2 billion-a-year business over the next three years – a planned total revenue growth of about 500 percent based on Dell’s current software business.

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There’s been almost too much examination of Microsoft’s Surface tablets and Windows Phone 8 this week, and most of it has been looking at entirely the wrong stuff – the technology, compatibilities, features, functions and price of both.

The Surface and WinPhone8 unveilings really signify massive strategic changes for Microsoft, with cascading impacts for its partners and customers. I’ve just published a Strategic Perspective for Saugatuck research clients that looks at the real reasons why Microsoft is making these moves, how they change what Microsoft is, and what the market effects will be.

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What is Happening?  To great fanfare, Microsoft announced its new Surface tablets this week. The demonstrations showed a well-designed piece of hardware that shows tremendous promise to help Microsoft establish and grow a user presence, and therefore ecosystem and revenue presences, in the fastest-growing computing segment today.

The Surface tablets offer a few innovations, including a built-in kickstand and combined keyboard/face cover, along with a solid set of functional capabilities that should be expected in any competitive tablet device today. Pricing has not been set, nor has availability. Given that the tablets will require the widespread availability and use of Windows 8, and that Windows 8 has not been released (and is still building early developer and support ecosystem presence), it’s really up in the air right now as to whether or not the Surface line will succeed. It certainly looks competitive from our point of view. The Surface specs and functional details are outside the scope of this Research Alert.

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What is Happening?  Verizon Wireless rolled out its anticipated “shared data” plan this week. The plan, which emphasizes tiered data usage pricing that can be distributed among multiple user devices on the same account, is set to go into effect over the coming weeks. Much like when ATT Wireless announced its own tiered plan two years ago, debate has begun among consumer groups, public utility advocates, and media regarding the perceived fairness and costs of such a plan.

What interests Saugatuck most about the Verizon plan is that it signals what the ATT plan implied: a fundamental shift in wireless carriers’ business models and strategy. We see Verizon’s core business proposition of this new plan as data first, with voice and text messaging “thrown in;” in other words, voice and texting become subsumed into data-first plans. This is a complete pricing and business model shift from traditional wireless carrier strategy.

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Everything Changes At Once, and Does It Twice

Posted by on in Lens360

The shift away from 19th-century business organizations and 20th century IT is a shift toward boundary-free enterprises that requires significant change, fundamental change, in IT and business architectures and models. As we move from the pre-Cloud era into and through a relatively short transitory period that emphasizes a blending, hybridized IT environment, we have to consider the massive impact this shift has and will have on enterprise IT organizations. It will change the mission, roles, and goals of IT organizations not only as they transition now, but again in a few years as they shift toward even more, new, Cloud IT.

IT organizations will be challenged by the need for Cloud speed versus the need to avoid the stumbles that come with an accelerated approach. Starting with a comprehensive vision of enterprise Cloud use is key to achieving this balance, and to enabling the scale of guidance that business orgs and users will require to understand what they have, how to use it, and how to work with IT to achieve that.

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