AGILE MARKETINGPICOCHIP PERSPECTIVE                  Rupert Baines                  VP Marketing                       Pic...
Agenda        Intro        Product Management        Communications        Summary| Slide3 | © Picochip Inc. 2010 | Co...
My bio – my prejudices High-tech PR agency                               High technology Product Line Manager          ...
Leader in femtocells & small cells                    Leadership                    Shipping in volume, carrier-qualified,...
Marketing        “Joins things together”        Flow in two directions                                                  ...
Marketing    Who is your customer?    What problem do they have?            How much do they care?            “Vitamin...
Agenda    Intro    Product Management    Communications    Summary| Slide8 | © Picochip Inc. 2010 | Confidential |
Product Management • The interface with engineering • What should you make? • “Best is the enemy of good”| Slide9 | © Pico...
Crossing chasm•The driving need of early adopters isto use a solution that may not beproven to gain a competitiveadvantage...
Roadmaps: The art & Science    Why do you need a roadmap?    So people know where you are going!                        ...
An Example Roadmap         2009            l        2010           l       2011       l         2012           l     2013 ...
Can be more information-dense                                                   1.4.1    1.5 1.6          1.6.1           ...
Different Audiences        => Different Deliverables    Internal            Engineering            Finance: budgets & f...
Three roadmaps Public       Shared with media       Released products plus “the next thing”       What is “next” ?    ...
Gather information • Listen lots • Gather, synthesize • Why does “this” matter to customers? • Listen to sales – don’t be ...
Research    Information is proportional to surprise    “If you get an answer to this question, what     will you do diff...
Agenda    Intro    Product Management    Communications    Summary| Slide18 | © Picochip Inc. 2010 | Confidential |
Narrative    Humans are story-telling anaimals    Will look to facts to support the story        Not the other way round...
Communication (As Was)    Mostly indirect: via sales, via Media                                                      Cust...
Communication - Increasingly    Increasingly direct too: Twitter, e-shots, blogs                                         ...
Communication    Increasingly two-way                                                      Customers’ Customers          ...
How is marketing changing?          Social Media• Obviously, online    • Blogs    •Twitter    • You Tube      •I’m less pe...
How is marketing changing?         Data-based marketing    Analytics    News alerts    Salesforce    Eloqua           ...
Gartner hype cycle| Slide25 | © Picochip Inc. 2010 | Confidential |
Agenda    Intro    Product Management    Communications    Summary| Slide26 | © Picochip Inc. 2010 | Confidential |
Marketing    Who is your customer?    What problem do they have?            How much do they care?            “Vitamin...
Key Take-aways    Humans are story-telling animals            People buy into a narrative    Perception is reality    ...
Further Reading    Most business books are pointless: one good idea that is     summarized elsewhere    But if you do wa...
TSS 2011 Agile Marketing Bath 1 November 2011 Rupert Baines Picochip
TSS 2011 Agile Marketing Bath 1 November 2011 Rupert Baines Picochip
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TSS 2011 Agile Marketing Bath 1 November 2011 Rupert Baines Picochip

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TSS 2011 Agile Marketing Bath 1 November 2011 Rupert Baines Picochip

  1. 1. AGILE MARKETINGPICOCHIP PERSPECTIVE Rupert Baines VP Marketing Picochip rupertb@picochip.com Twitter: @rupert_baines
  2. 2. Agenda  Intro  Product Management  Communications  Summary| Slide3 | © Picochip Inc. 2010 | Confidential |
  3. 3. My bio – my prejudices High-tech PR agency  High technology Product Line Manager Marketing Analog Devices  Very B2B  Led ADSL including first  Technically sophisticated broadband over ADSL customers Pan-European  Global competitive operator  … very global Venture Capital Exec of Picochip for 9 years  Pioneered Femtocells  Strong presence in 4G| Slide4 | © Picochip Inc. 2010 | Confidential |
  4. 4. Leader in femtocells & small cells Leadership Shipping in volume, carrier-qualified, field-proven, 80% market share Bath Widest portfolio… from low-cost residential to highest-performing metro >50 femtocell customers… including ip.access/Cisco & Alcatel-Lucent Cambridge LTE shipping now, roadmap to SoC BeijingBeijing| Slide5 | © Picochip Inc. 2011| Confidential |
  5. 5. Marketing  “Joins things together”  Flow in two directions Competition TechnologySuppliers M Sales Customers Engineering Standards Universities Media & the market | Slide6 | © Picochip Inc. 2010 | Confidential |
  6. 6. Marketing  Who is your customer?  What problem do they have?  How much do they care?  “Vitamin, aspirin or morphine?”  How do you solve it?  Why are you better than alternatives?  Not just direct competitors, but others ways of solving it  When do they need it?  What is it you will do? What is it you will say?| Slide7 | © Picochip Inc. 2010 | Confidential |
  7. 7. Agenda  Intro  Product Management  Communications  Summary| Slide8 | © Picochip Inc. 2010 | Confidential |
  8. 8. Product Management • The interface with engineering • What should you make? • “Best is the enemy of good”| Slide9 | © Picochip Inc. 2010 | Confidential |
  9. 9. Crossing chasm•The driving need of early adopters isto use a solution that may not beproven to gain a competitiveadvantage over peers who are notusing it. They see what can be ratherthan what is.•"Normals," also known aspragmatists, will use a solution onlywhen they find that other normiesare using it (the de facto marketleader).This is what creates the tornado(when the pragmatists stampede tochoose a market leader). | Slide10 | © Picochip Inc. 2010 | Confidential |
  10. 10. Roadmaps: The art & Science  Why do you need a roadmap?  So people know where you are going! “People” ? Which people? Why do they care?| Slide11 | © Picochip Inc. 2010 | Confidential |
  11. 11. An Example Roadmap 2009 l 2010 l 2011 l 2012 l 2013 l 2014 PC8532 PC860x PC860x LTE PC860x 16e OFDM HSPA+4G WiMAX MIMO LTE PC500 PC501 PC50x2 PC203 PC203 32 user 64 userHSPA+ LABS HSPA+ LABS HSPA+ PC333 PC3064 8 user 24 user 32 user Next HSPA HSPA+ HSPA+ generation PC312 PC323 PC3032 4 user 8 user •Build on success HSPA HSPA+ •Industry-leading, field-proven, PC302 PC3008 robust PHY •Compatibility & seamless upgrade | Slide12 | © Picochip Inc. 2011 | Confidential |
  12. 12. Can be more information-dense 1.4.1 1.5 1.6 1.6.1 1.6.3 22/8 12/9 31/10 5/12 6/03PC8208•Release 5 HSDPA Basestation PHY Alpha Beta 7/11 10/10PC8209 GA β 17/4•Release 6 HSUPA Basestation PHYUpgrade 1.2 2.0 2.0 18/7 Alpha Beta 1.0 GA 6/2 2.0 GA β βPC8210 22/8 11/9•WCDMA sniffer 1.1.1 28/11 GA 23/2PC8211 β 30/1•GSM sniffer 1.0 2.0 Beta Beta β 1.0 GA 2.0 GAPC8219 30/9 β End Nov•8 user HSPA Qual Samples Tape Out pC ES Aug CustPC302 ES• Silicon β Beta Availability 1.0 v0.1 Alpha Interim BuildPC302 15/9 13/10 1.0 GA Scheduled GA (Full Release)• Software 8/12 Maintenance Release
  13. 13. Different Audiences => Different Deliverables  Internal  Engineering  Finance: budgets & funding  Media and wider market  Setting a narrative for the industry  Establishing leadership  Product PR All of them  Customers Selling a vision  Product Planning Supporting a narrative  Competitive positioning  “Flying a kite”  FUD| Slide14 | © Picochip Inc. 2010 | Confidential |
  14. 14. Three roadmaps Public  Shared with media  Released products plus “the next thing”  What is “next” ? Varies by company but typically 6 months out Primary  Share with customers under NDA  Share with customers under NDA  Committed, funded  Engineering use as working plan All of them  2 years Strategic Selling a vision  Owned by CMO & CTO Supporting a narrative  “Flying a kite” with key customers  Ideas & concept| Slide15 | © Picochip Inc. 2010 | Confidential |
  15. 15. Gather information • Listen lots • Gather, synthesize • Why does “this” matter to customers? • Listen to sales – don’t be arrogant| Slide16 | © Picochip Inc. 2010 | Confidential |
  16. 16. Research  Information is proportional to surprise  “If you get an answer to this question, what will you do differently as a result?”  Increasingly easy/cheap eg SurveyMonkey  Also good for PR purposes| Slide17 | © Picochip Inc. 2010 | Confidential |
  17. 17. Agenda  Intro  Product Management  Communications  Summary| Slide18 | © Picochip Inc. 2010 | Confidential |
  18. 18. Narrative  Humans are story-telling anaimals  Will look to facts to support the story Not the other way round  If you can set the narrative  You force competition to explain things in your terms  Fight battles on your ground| Slide19 | © Picochip Inc. 2010 | Confidential |
  19. 19. Communication (As Was)  Mostly indirect: via sales, via Media Customers’ Customers End Users| Slide20 | © Picochip Inc. 2010 | Confidential |
  20. 20. Communication - Increasingly  Increasingly direct too: Twitter, e-shots, blogs Customers’ Customers End Users| Slide21 | © Picochip Inc. 2010 | Confidential |
  21. 21. Communication  Increasingly two-way Customers’ Customers End Users| Slide22 | © Picochip Inc. 2010 | Confidential |
  22. 22. How is marketing changing? Social Media• Obviously, online • Blogs •Twitter • You Tube •I’m less persuaded about Facebook for B2B | Slide23 | © Picochip Inc. 2010 | Confidential |
  23. 23. How is marketing changing? Data-based marketing Analytics News alerts Salesforce Eloqua Google Trends “Closed loop” marketing E-shots Google Insights| Slide24 | © Picochip Inc. 2010 | Confidential |
  24. 24. Gartner hype cycle| Slide25 | © Picochip Inc. 2010 | Confidential |
  25. 25. Agenda  Intro  Product Management  Communications  Summary| Slide26 | © Picochip Inc. 2010 | Confidential |
  26. 26. Marketing  Who is your customer?  What problem do they have?  How much do they care?  “Vitamin, aspirin or morphine?”  How do you solve it?  Why are you better than alternatives?  Not just direct competitors, but others ways of solving it  When do they need it?  What is it you will do? What is it you will say?| Slide27 | © Picochip Inc. 2010 | Confidential |
  27. 27. Key Take-aways  Humans are story-telling animals  People buy into a narrative  Perception is reality  Don’t believe your own propaganda  aka Only the paranoid survive  Think of customers  Bottom-up, as individuals  Why does it matter to them?| Slide28 | © Picochip Inc. 2010 | Confidential |
  28. 28. Further Reading  Most business books are pointless: one good idea that is summarized elsewhere  But if you do want some references here are some I like:  David Meerman Scott: “The New Rules of Marketing & PR”  … though as he says the paradox is that “the new rules” mean you should read the blog instead  Geoffrey Moore: “Crossing The Chasm” & others  Crossing the chasm or later ones  Ries & Trout: “Positioning – The battle for your mind”  Bill Davidow: “Marketing High Technology”| Slide29 | © Picochip Inc. 2010 | Confidential |

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