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The_art_marketing_C_Ellwood_CleantechOpen_Academy_2012

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  • Not sure if you want “and bBenefits” on the 6 th tab
  • Momentum phase 2 halves 1) take product successfully sold trying to build replicable sales w/ who your target customer is you posit this is the product for this group, for this price, etc. sales person brings back info target customer is wrong this is the rule, not the exception you should assume you’re wrong must have process to receive this feedback and find the right course know you’re zeroing in when you can sell more than 1, replicable sale into that target buyer # of sales depends on business How many people have talked to their target customer? What about primary research?
  • Let me give you an example of how our traction model helps us identify the right service(s) for a client. Let’s take the momentum stage with it’s unique characteristics for instance.” Is momentum stage a stage one or more of your portfolio companies are in? This slide simply begins the process of saying “Let me give you an example of how our traction model helps us identify the right service(s) for a client. Let’s take the momentum stage with it’s unique characteristics for instance.”
  • I would start here by briefly describing the process. Oh yes, one subtle point, I believe that we should sell this service as Sales and Marketing R&D and not as the Sales and Marketing R&D Process. The only reference I have to process is on this slide (where we actually describe “the process”). After your high-level description of the process, I would click through the benefits and then ask the prospect if they have any questions about the process. Some people will be very interested in the mechanics of the process and others will simply want to assume that you know what you’re talking about and that the process works.
  • Danger vs. OG
  • Danger vs. OG
  • Transcript

    • 1. The Art of MarketingChristina Ellwood, Founder/CEO, Moreland Associates Cleantech Open Academy 2012, San Jose, California
    • 2. Agenda/Overview Introductions Market Traction Milestones The Market Choosing the Segment Dominating the Segment – Market Traction Moore’s Positioning Exercise Marketing Execution Fundamentals Building Trust and Generating Interest Competitors2 Cleantech Open Academy 2011 | San Jose | California Cleantech Open Confidential Information – All Rights Reserved
    • 3. Business Milestones: Roadmap to Market Traction Market Traction Milestones © Moreland Associates3 Cleantech Open Confidential Information – All Rights Reserved
    • 4. Focus on Market Traction Market Traction = Dominance in a given segment • Prospects always consider the leader • Gives you a beachhead • Accelerates sales • Reduces the effort required to sell • Frees up resources and allows expansion into other segments4 Cleantech Open Confidential Information – All Rights Reserved
    • 5. Choosing the Segment
    • 6. Market Segment • What is a Market Segment? • Members of a segment reference each other in their buying process – They see each other as credible references – They are likely to be accessible to each other – They have the same buying criteria • their needs and requirements are the same • Buyers who distinctly similar • Identifiable6 Cleantech Open Confidential Information – All Rights Reserved
    • 7. 7 Cleantech Open Confidential Information – All Rights Reserved
    • 8. 8 Cleantech Open Confidential Information – All Rights Reserved
    • 9. 9 Cleantech Open Confidential Information – All Rights Reserved
    • 10. 10 Cleantech Open Confidential Information – All Rights Reserved
    • 11. Market Segment Example • A network engineer working for an IXC in the USA would consider another network engineer working for an IXC in the USA a credible reference. It is likely they have access to each other through direct relationships, indirect ones, trade show and industry conference attendance, and/or standards body participation • The same network engineers would not reference: – A network engineer with a PT&T – A network engineer with a USA ISP – A network engineer with a USA Enterprise11 Cleantech Open Confidential Information – All Rights Reserved
    • 12. Momentum Stage Choose Segment Build revenue Discovery Phase: momentum in Sales/Marketing R&D chosen segment on multiple segments © Moreland Associates12 Cleantech Open Confidential Information – All Rights Reserved Source: Christina Ellwood, www.morelandassoc.com
    • 13. Solution - Replicable Sales ASAP Posits & Methods & Identification Execution Analysis Purposes Metrics Sales & Marketing R&D Process Replicable Sales Systematic method to achieve replicable sales • Correctly identify buyers and the compelling value proposition(s) that drive them to buy • Determine the buying triggers • Identify the key messages • Determine the actual buying and the true selling processes • Identify the complete product and packaging required • Determine price drivers • Determine metric values © Moreland Associates13 • Identify key sales tools Open Confidential Information – All Rights Reserved Cleantech
    • 14. Potential Market Segments • Prioritize the list of target segment • Identify you key posits about each • Define “repeatable sale” for each target segment • Systematically attempt to reach repeatable sales in each segment in turn Repeatable Sales: Multiple sales of ... – The same product – To the same profile buyer – For the same price – Following the same buying/selling process14 Cleantech Open Confidential Information – All Rights Reserved
    • 15. A Caution • Your target market segments are not those that could buy and use your product – Rather, those that require your key differentiation • Market your strength (sell where you can) – Don’t confuse selling with installing15 Cleantech Open Confidential Information – All Rights Reserved
    • 16. A Caution • Remember the cardinal rule for startups: – Think big – biz strategy – Start small – market entry strategy – Move fast – execution Source: Christina Ellwood, www.morelandassoc.com16 Cleantech Open Confidential Information – All Rights Reserved
    • 17. The Market
    • 18. “Market Analysis” Versus “Marketing” How Big is It?: Market Analysis – Identify a Customer and Market Need – Size the Market – Competitors – Growth Potential How Do I Create Demand?: Marketing – Positioning – Marketing Objectives – Go-to-Market Strategies (e.g., Pricing, Promotion) – Demand Creation Source: Steve Blank, www.steveblank.com18 Cleantech Open Confidential Information – All Rights Reserved
    • 19. Market Diagnosis: Total Available Market, Served Available Market, Target Market TAM = how big is the universe? Total Available Market Served Available Market Target SAM = how many can I reach Market with my sales channel? Target Market = Who are the buyers we will target for the next 12 months? Adapted from Blank, Steven B. (2009) “How Big Is it?” High Tech Entrepreneurship Class at Stanford19 Cleantech Open Confidential Information – All Rights Reserved 19
    • 20. Technology Adoption Life Cycle and Adopters Pragmatists won’t follow visionaries Chasm Innovators Early Early Late Laggards Adopters Majority Majority Techies Visionaries Pragmatists Conservatives Skeptics Adapted from: Moore (2002), Crossing the Chasm.20 Cleantech Open Confidential Information – All Rights Reserved
    • 21. Types of Adopters • Each adoption type describes individuals… • With different risk orientations toward technological innovation… • Who make decisions about whether and when to adopt the innovation… • On behalf of: – Themselves – The organization where they work – Their family – Their community Source: Moore, Geoffrey A., Philip Lay, and Lo-Ping Yeh, TCG Advisors. (2004), Life-Cycle Based Market Development Strategy and Go-to-Market Programs; Section I – Prologue & Principles of High-Tech Market Dynamics.21 Cleantech Open Confidential Information – All Rights Reserved
    • 22. Technology Adoption Life Cycle and Adopters CTO Semi-Finalists: Indicate where your market is today on the Technology Adoption Life Cycle Curve below: Chasm Innovators Early Early Late Laggards Adopters Majority Majority Techies Visionaries Pragmatists Conservatives Skeptics Adapted from: Moore (2002), Crossing the Chasm.22 Cleantech Open Confidential Information – All Rights Reserved
    • 23. How do we recognize a good target customer? • Has acritical job to do that current solutions don’t address • Not getting the job done has serious negative consequences • Our whole product offers an excellent way to get the job done • Can afford or find the money for our whole product • Is respected by others who will follow his/her lead • willing to tell others about your product, brand, & company. Sources: Moore (2002) Crossing the Chasm, Christensen (2003), The Innovator’s Solution, Godin (2001), Unleashing the Ideavirus, and Hughes (2005), Buzz Marketing23 Cleantech Open Confidential Information – All Rights Reserved
    • 24. Customer DevelopmentHow will you do customer development? Customer Customer Customer Company Discovery Validation Creation Building How will you “get out of the building” to discover and validate the needs of: • Your “end customers”? • Your channel partners? • Your suppliers? • Other stakeholders? How should you adapt this process for different countries? Model Source: Blank, Steven (2006) Four Steps to the Epiphany, Cafepress.com24 Cleantech Open Confidential Information – All Rights Reserved 06/23/12 24
    • 25. WEBINAR: August 28th at 2:30 PDT Tell Your Story, Sell Your Story Maia Nilsson & Hollie Rogin Posit Partners
    • 26. Tell Your Story, Sell Your Story26 Cleantech Open Confidential Information – All Rights Reserved
    • 27. Moore Positioning Exercise
    • 28. Moore’s Positioning Exercise – The Claim • For (target customer) • Who (statement of the need or opportunity) • The (product name) is a (product category) • That (statement of key benefit – that is, compelling reason to buy) • Unlike (primary competitive advantage) • Our product (statement of primary differentiation) Adapted from: Moore (2002), Crossing the Chasm.28 Cleantech Open Confidential Information – All Rights Reserved
    • 29. Positioning: Apple iPhone For anyone who wants to travel in style who loves to have fun at work and at play the Apple iPhone is a smart phone AND an iPod that offers Apple’s legendary ease-of-use, elegance, & cool factor. Unlike Blackberries & other smart-phones our product offers clearer phone calls, faster browsing, and photos, music and movies that come to life in the palm of your hand. Adapted from: Moore (2002), Crossing the Chasm.29 Cleantech Open Confidential Information – All Rights Reserved
    • 30. Moore’s Positioning Exercise – The Claim CTO Semi-Finalists: What’s Your Positioning? • For: ________________________________________________ • Who: _______________________________________________ • The _________________ is a ___________________ • That ________________________________________________ • Unlike _______________________________________________ • Our product __________________________________________ Adapted from: Moore (2002), Crossing the Chasm.30 Cleantech Open Confidential Information – All Rights Reserved
    • 31. Marketing Execution Fundamentals
    • 32. Business Currency • Trust is the fundamental currency of business • Every exposure the market has to the company either builds, maintains, or erodes trust Source: Christina Ellwood, www.morelandassoc.com32 Cleantech Open Confidential Information – All Rights Reserved
    • 33. Building Trust • One of marketing’s roles is to communicate the premise for why the company should be trusted and the promise of that trust – Reputation – Image – Experience with the company • At the corporate/business level, trust is also expressed in – Values – Mission – Hiring practices Collectively referred to as Brand – Training – Customer service – Policies Source: Christina Ellwood, www.morelandassoc.com33 Cleantech Open Confidential Information – All Rights Reserved
    • 34. Generating the Interest of Buyers • A second primary role of marketing is to generate the interest of buyers – Awareness – Primary lead generation – Secondary lead generation (referrals) – Market education – Relationship building Source: Christina Ellwood, www.morelandassoc.com34 Cleantech Open Confidential Information – All Rights Reserved
    • 35. Building Trust and Generating Interest
    • 36. Marketing to buyer’s process Buyer process Interest Learn Evaluate Justify Purchase Sales Process Influence Confirm Compete Offer Close Marketing Word of mouth Web site Demonstration Professionalism Pricing Referrals Messaging 30-day Trial Executives SLA Media Webinar Pilot Investors Warranty Search engine White Paper Analyst report Media/Analysts Helping buyer’s Advertising Presentation Media coverage Leadership internal Blogs Give away Case Study Expertise champion Events Referral Reference Ally Speakers Positioning Direct Mail Source: Christina Ellwood, www.morelandassoc.com36 Cleantech Open Confidential Information – All Rights Reserved
    • 37. Marketing Strategy • How will you go about attracting customers? – How will people become aware of your offering? – How will people find you and your offering? – How will people develop enough trust in you and your offering to buy? – How will they recognize you v. others? • Serves as a basis for the marketing plan • Derives from the business strategy Source: Christina Ellwood, www.morelandassoc.com37 Cleantech Open Confidential Information – All Rights Reserved
    • 38. How will target buyers find out you exist? (Awareness) • Hear about you from others • Receive correspondence from you – Word-of-Mouth – Direct mail, letter, email, offer – Vendors, partners, channels – Event, speaker, trade show • Read about you in the press and invitation other pubs • Find you on-line – General and industry press, – Search analysts, newsletters – Social Media – Blogs, podcasts, boards • See signage or Ad – Advertising, trade show, flyers Source: Christina Ellwood, www.morelandassoc.com – Billboard, building38 Cleantech Open Confidential Information – All Rights Reserved
    • 39. How will people develop enough trust in you and your offering to buy? • Referrals • Brand • Messaging • Policies • Documents e.g., white papers, data sheets, articles • Employee experiences • Experiences with processes – requests,39 purchasing, queries Source: Christina Ellwood, www.morelandassoc.com Cleantech Open Confidential Information – All Rights Reserved
    • 40. How will they recognize you v. others? • Image/Identity • Positioning • Leadership Source: Christina Ellwood, www.morelandassoc.com40 Cleantech Open Confidential Information – All Rights Reserved
    • 41. Marketing Plan • What will be done, over time, to fulfill the strategy? – What tactics will be employed? – What resources will be consumed? – Who will do what? – How will we measure the results? – What processes are needed? – What are the key posits and dependencies? – When will we evaluate results/adjust the plan? Source: Christina Ellwood, www.morelandassoc.com41 Cleantech Open Confidential Information – All Rights Reserved
    • 42. How do you choose tactics? • Know thy customer – Where does your customer think s/he would buy or learn about such an offering? – What is their preferred way to be reached? – What methods do they use today to find, learn about, and buy similar offerings • Go for only what you need – Do the minimum to get the game in play – Maximize impact, minimize spending – Don’t generate more than you can handle • Internet business are global from day one • Dashed expectations are more $ than deferred revenue Source: Christina Ellwood, www.morelandassoc.com42 Cleantech Open Confidential Information – All Rights Reserved
    • 43. How do you choose tactics? • Think leverage: – Generate word-of-mouth at every opportunity – Use free methods and opportunities (blogs, podcasting, etc.) – Leverage your partner, vendor and channel relationships to co-market and/or co-promote – Make messages short, clever, and memorable (beats descriptive every time) Source: Christina Ellwood, www.morelandassoc.com43 Cleantech Open Confidential Information – All Rights Reserved
    • 44. Dominating the Segment – Market Traction
    • 45. Whole Product - Definition For a given target customer With a compelling reason to buy The whole product is: the complete set of products and services needed To fulfill that reason to buy • The Motorcycle • The leathers • The customization • Warranty • Service • Replacement Parts • The license • The insurance • Gasoline & Oil • An open road • What else? Source: Tom Kosnik, Global Entrepreneurial Marketing, Stanford University45 Cleantech Open Academy 2011 | San Jose | California Cleantech Open Confidential Information – All Rights Reserved T
    • 46. Whole Product – Information Technology Example Consulting Hardware Post-sales service Software Complementary & support The Complementary Services Product Products Pre-sales Peripherals services Legacy interfaces Connectivity The whole product is the minimum set of products and services needed to fulfill the target customers compelling reason to buy. Source: High-Tech Marketing © 2005, TCG Advisors LLC46 Cleantech Open Academy 2011 | San Jose | California Cleantech Open Confidential Information – All Rights Reserved
    • 47. LSWhole Product – CTO Semi-Finalists Fill in your WholeProduct. Who does what? Hardware Software Complementary The Complementary Services Product Complementary Products Peripherals Products Connectivity The whole product is the minimum set of products and services needed to fulfill the target customers compelling reason to buy. Source: High-Tech Marketing © 2005, TCG Advisors LLC47 Cleantech Open Academy 2011 | San Jose | California Cleantech Open Confidential Information – All Rights Reserved
    • 48. Managing Partners: Partner Give - Get Analysis Potential Stakes to bet on the Partner can give: Partner can get: Partnership Technology (product, platform, and process technologies) Resources (money, time, talent, and knowledge ) Relationships (with customers, channels, investors, government) Reputation (visibility, credibility, brand equity) Core Competencies (critical capabilities for execution) Chemistry of Key People (culture, character, personalities, values) Company Vision (purpose, mission, values) and strategy Adapted from: Tom Kosnik (2000), “Managing a Portfolio of Polygamous Partnerships?” Talk for Stanford Center for Professional Education, January 26, 200048 Cleantech Open Academy 2011 | San Jose | California Cleantech Open Confidential Information – All Rights Reserved
    • 49. Managing Partners: Your Give - Get Analysis Potential Stakes to bet on the You can give: You can get: Partnership Technology (product, platform, and process technologies) Resources (money, time, talent, and knowledge ) Relationships (with customers, channels, investors, government) Reputation (visibility, credibility, brand equity) Core Competencies (critical capabilities for execution) Chemistry of Key People (culture, character, personalities, values) Company Vision (purpose, mission, values) and strategy Adapted from: Tom Kosnik (2000), “Managing a Portfolio of Polygamous Partnerships?” Talk for Stanford Center for Professional Education, January 26, 200049 Cleantech Open Academy 2011 | San Jose | California Cleantech Open Confidential Information – All Rights Reserved
    • 50. Sales Strategy
    • 51. How do you choose sales model? Direct Sales Systems Integrator, VAR Your Reseller Company Ultimate Retailer Customers Distributor Online Utilities Source: Tom Kosnik and Christina Ellwood51 Cleantech Open Confidential Information – All Rights Reserved
    • 52. Competitors
    • 53. Competitors Every company has competitors53 Cleantech Open Confidential Information – All Rights Reserved
    • 54. Competitors • Number 1 – status quo • Internal solutions Every company has • Other start-ups competitors • Current dominant players in adjacent/relevant markets54 Cleantech Open Confidential Information – All Rights Reserved
    • 55. SWOT Analysis Strengths (ours) Weaknesses (ours) - - Opportunities (for us) Threats (to us) -55 Cleantech Open Confidential Information – All Rights Reserved
    • 56. SWOT Analysis Strengths (of competitor) Weaknesses (of competitor) - - Opportunities (for competitor) Threats (to competitor) -56 Cleantech Open Confidential Information – All Rights Reserved
    • 57. Christina Ellwood Founder/CEO Moreland Associates christina@morelandassoc.com www.morelandassoc.com 510-708-4855 Moreland Associates focuses on helping technology companies build market traction. Services include: – Interim CMO, VP Marketing – Messaging and Positioning – Buyer Cycle Optimization – Product Marketing – Business and Marketing Strategy57 Cleantech Open Confidential Information – All Rights Reserved