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Day 2 Afternoon - Marketing
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Day 2 Afternoon - Marketing



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  • 1. Technical Entrepreneurship “Select and Target Market Segments” Corien Kershey Slide 1 Lead to Win
  • 2. Topics • Segment the Market • Create Segment Profiles • Identify Critical Flaws • Assess Variables • Select Target Segment Slide 2 Lead to Win
  • 3. Segmentation Divides Markets into Addressable Chunks • Segmentation separates potential customers into groups according to different buying criteria – Mobile Knowledge does not address all possible uses of GPS • They focus on managing taxicab resources – Cadence did not address all possible uses of high-end graphic design • They focus on semi-conductor design tools – Corel tried to address everybody when they bought WordPerfect • They failed. Slide 3 Lead to Win
  • 4. Target Segment is The Chunk That You Can Dominate • A startup has a much better chance of success if it focuses on a single, unserved segment that they can dominate fast • The target segment is the one that gives you the best chance to dominate – Corel built success on delivering easy-to-use graphics tools to the home-user segment – MOSAID built success by designing custom semi chips for the home electronics manufacturer segment – DELL built success by selling computers to the price-sensitive and convenience-sensitive home/home business market • These were unserved or underserved segments before • Of all the possible segments that were available, these came out on top after analysis of qualifying criteria Slide 4 Lead to Win
  • 5. Choosing a Target Segment is Critical to Success • In general, studies show that between 70% and 90% of all high-tech startups will fail in the first two years • Most startup technologies and products fail as a result of poor segmentation and targeting practices Good Knowledge of the Market and Single-Minded Focus are the Number One Reasons for Startup Success Slide 5 Lead to Win
  • 6. Good Segmentation Narrows the Focus and Leverages Resources GPS Segmentation Example Anyone Who Needs to Locate Anything that Moves and that is Big Enough to Carry a Receiver and That is Outside for Any Length of Time Vehicles People Animals Cargo Icebergs Trailers Cars Rail Cars Earth Movers Ships Planes Container Reefers Dry Cargo Tankers PressTank Livestock Freezer Refridge High Perish Low Perish Flowers Produce Meat Indies Carriers Corporates Slide 6 Lead to Win
  • 7. Ready, Fire, Aim Doesn’t Work • Most common start-up error is to attack a number of segments to see which will work best – No “whole product” is ever delivered to one market – Resources are distributed among too many segments and sales, marketing, development is done poorly – No segment can be dominated fast – Defenses are weak and competitors can breach the segment walls easily – Early adopters/innovators do not mirror the thinking of pragmatists Slide 7 Lead to Win
  • 8. Beachhead Approach Secures Dominant Segment Position • Focus limited resources to establish leadership in a single segment • Gives strategic sales direction even in the very early market • Leadership in a single segment helps build credibility with – Analysts and media – Financiers – Hard-core pragmatists – Employees – Board • High tech buyers prefer to buy from segment leaders • Reduces the risk of failure – go find another beach • Much better chance of being first in the “mind” Slide 8 Lead to Win
  • 9. Moore’s Chasm Model Illustrates Startup Segmentation Strategy Applies to product categories, NOT to companies Each stage Late Majority Laggards requires a different approach to Tornado segmentation Early Majority Pragmatists on Bowling Alley Main Street Early Beachhead Adopters Chasm Slide 9 Lead to Win
  • 10. Three-Step Segmentation Strategy Helps Startups Succeed Customer 1 Atomized Marketing – early Company Customer 2 adopters and innovators – Marketing Mix true 1-to-1 marketing Customer 3 Segment 1 Time Concentrated Company Segment 2 Marketing – startup, Marketing Mix beachhead strategy Segment 3 Mix 1 Segment 1 Differentiated Marketing – bowling alley, Mix 2 Segment 2 pragmatists, maturing Mix 3 Segment 3 Slide 10 Lead to Win
  • 11. Seven Steps to Successful Segmentation for Startups • Step 1: Determine where you really are within the startup life cycle. • Step 2: Regardless of Step 1, create as broad a definition of an addressable market as possible and then break it down in to all possible sub-segments • Step 3: Create customers profiles for all remaining sub-segments • Step 4: Assess profiles again critical flaws criteria and eliminate those that fail • Step 5: Assess remaining profiles against selection variables continuously until top segment remains • Step 6: Test target segment against SWOT and performance goals • Step 7: If no segment apparent, repeat process Slide 11 Lead to Win
  • 12. Beachhead Decision Process Identify General Addressable Market Develop Target Customer Profiles Assess Critical Flaws Determine Compelling Reason to Buy Determine Economic Buyer Determine Competitive Landscape Determine Viability of “Whole Product” Shortlist Two – Three Segments Assess Against Second-Tier Criteria Select target Market Segment Slide 12 Lead to Win
  • 13. Step 1: Find Where You Are Relative to the Chasm to Determine Segment Strategy Differentiated Segmentation Concentrated for Bowling Alley Segmentation for Beachhead Atomized Segmentation for Innovators Chasm Slide 13 Lead to Win
  • 14. Characteristics of Early Adopter Market • New technology with first product still in development or at early Release 1.0 stage • Angel, seed or small first round financial situation • No customers or small set distributed widely across different vertical or horizontal markets • Sales are growing • Buyers are technology people within customer organizations • Product “story” revolves around the “coolness” of the technology • Sales-led with no marketing communications effort Slide 14 Lead to Win
  • 15. Characteristics of the Chasm • Sales growth has slowed • Starting to see some competition perhaps • Sales asking for constant product changes to close deals • Prospective customers fail to understand the product’s “technology” story • Additional early adopter buyers are not coalescing around any particular vertical or horizontal market • Additional financing is often proving difficult to obtain • Often many partners and resellers signed up but little or no results • Product management struggling to identify product roadmap and technology roadmap Slide 15 Lead to Win
  • 16. Step 2: Define the Total Addressable Market and Then Narrow Down • Brainstorm the possible broad applications for your technology • Build hierarchies for each one until you have multiple “application trees” – Vertical waterfalls – Cross-horizontal segments – vertical cuts on horizontal technologies – Suppliers and channels – Think in terms of the buyer, NOT the organization • Layer reasonably but go at least four deep if possible • Some technologies will have many applications: others will have a more limited application scope Slide 16 Lead to Win
  • 17. Topics • Segment the Market • Create Segment Profiles • Identify Critical Flaws • Assess Variables • Select Target Segment Slide 17 Lead to Win
  • 18. Create Segment Profiles • Upon completion – You will know about • Using customer profiles to understand segments – You will know how • To create a profile of a typical customer in a segment • To determine the customer’s pain point • To create a before/after picture of the customer’s pain after adopting your solution • To focus on the customer as an individual rather than as a company • To determine the potential value of your solution to the customer and the segment • To group segments into related segments Slide 18 Lead to Win
  • 19. You Can’t Really Know What the Beach Looks Like Till You Get There • Beachheads have no ‘hard data’ • Company has little or no experience with the beachhead target segment • No similar products are serving that segment • No credibility with which to gain information directly from pragmatists in segment • Innovators/early adopters are different from pragmatists and cannot be used as models • High-level market size projections are generally untrustworthy and erroneous Slide 19 Lead to Win
  • 20. Step 3: Create Multiple Target Customer Profiles • In most startups, the product is looking for a target segment – Usually begun with a technology bias – Were this not true, far fewer startups would fail • With little useful and specific market data available, turn to building a profile of the potential customer – “informed intuition” rather than “analytical reason” • Be wide and ranging in your approach – Current early adopters, lost deals, profiles in related categories, your own experience, ask friends and family for ideas, brainstorm Slide 20 Lead to Win
  • 21. Define the Prospect’s Current Problem with These Questions • What problem causes the pain or frustration? Sketch a scenario in which the customer attempts a task and feels pain as a result. • How does the customer try to cope with the problem now? • What is causing the problem? What is interfering with a speedy solution? What goes wrong and why? • How much money is the customer losing, either in additional costs or lost revenue? Quantify the pain. • Who is the individual who feels the pain first and how does it “waterfall” up or down? • Who else feels the pain? The customer’s customers? Suppliers? Partners? Investors? Slide 21 Lead to Win
  • 22. Profile Example – Pain Scenario Characteristic Pain Solution Fleet mgrs misplace 5% of loaded produce reefers due to admin Frustration Point problems Avg. value of lost or spoiled Costs cargo is $250K Insurance pays 75% of value Current Solution and rest is written off as tax loss Produce distributors; supermarket Stakeholders owners; truck drivers; insurance company; carriers Many trailers being managed at once: Inadequate admin techniques; Cause careless reporting by drivers; late loads Slide 22 Lead to Win
  • 23. Align Your Product to Their Problems With These Questions • Define the customer’s changed situation – How does the customer approach the task differently? – Is the pain removed or is it lessened. For whom? – Are new problems introduced as a result of your solution? – Is your solution better than any other way the customer had of solving the problem? Why? – How does your solution remove the pain? – How much money will the customer gain as result of your solution, either as cost savings or increased revenues? – Can you determine a time frame for payback? Slide 23 Lead to Win
  • 24. Profile Example – Solution Scenario Characteristic Pain Solution Fleet mgrs misplace 5% of loaded By using GPS, fleet mgrs produce reefers due to admin can locate trailers before cargo Frustration point Problems every year spoils Avg. value of lost or spoiled Cost for avg carrier including services is Costs cargo is $250K -- $12 million total for $3 million, providing customer payback avg carrier + high ins. rate in one quarter and savings of $10.5 M/yr Insurance pays 75% of value Current solution and rest is written off as tax loss Problem is solved easily Produce distributors; supermarket Distributors incented to use GPS-able Stakeholders owners; truck drivers; insurance carriers; driver morale improves; insurance company; carriers easier and cheaper to get Many trailers being managed at once: Root causes difficult to eradicate cause Inadequate admin techniques; based on human error: GPS-enabling Cause careless reporting by drivers; late solves problem faster and cheaper than loads changing behaviours Slide 24 Lead to Win
  • 25. Create Groups According to Similarities • Be creative and open in building profiles BUT • Unless you have unlimited time and money, rationalize all the profiles into segment groups – Out of 50 or so profiles, about 10 segments will likely coalesce – Look for key similarities • Vertical markets • Common problems and pain points • Similar economic impacts • Similar groups of users Slide 25 Lead to Win
  • 26. Topics • Segment the Market • Create Segment Profiles • Identify Critical Flaws • Assess Variables • Select Target Segment Slide 26 Lead to Win
  • 27. Identify Critical Flaws • Upon completion – You will know about • What the binary criteria are for success in a segment – You will know how • To assess segment customer profiles against each criteria • To eliminate immediately segments in which you stand little chance of success Slide 27 Lead to Win
  • 28. Step 4: Assess Profiles Against Critical Flaws • Assess each profile against 5 key criteria that can “make or break” your chance of succeeding in that segment • Ask and answer a series of questions and rate the answers on a binary scale of yes or no. Include a sentence or two on why. • Eliminate any that fail and set aside all related segments Slide 28 Lead to Win
  • 29. Do They Have a Reason to Buy? • You may think it’s great, but will the customer? • Is the financial impact of the problem severe enough to drive the need of a solution – There are lots of problems that pragmatists will live with rather than take a risk that could have worse consequences • Of all possible ways of solving the problem, is yours the obvious choice from the point of view of – Total cost – including “whole product,” installation, services, training and adoption costs – Speed to implement – Ease of use and adoption – Maintenance and support – Stability of technology and company Slide 29 Lead to Win
  • 30. What Do They Actually Need to Buy to Solve the Problem? • Is it practical to deliver the “whole product”? • Do you have the right partners to deliver the “whole” product? • How well established are those partnerships? • Can you establish the right partners and be productive with them in the time frame needed to enter and dominate that segment early and fast? • Who do you need to partner with and is it reasonable to assume that they will come on board with you? Slide 30 Lead to Win
  • 31. Who Else Can They Buy From? • Has someone else beat you to the beachhead? – If yes, reconsider or develop a second-entry strategy • Are there barriers to entry that protect you in that segment for sufficient time? • Are there players in related product categories that can move into your space quickly? • Is there potential confusion among categories within similar segments? • Is the segment characterized by a “single vendor” approach? Slide 31 Lead to Win
  • 32. Can They Buy? • Does the segment have a ‘target customer’ who has buying power? – Is there a single person who feels the most pain? – Is that pain tied to revenue loss or additional costs? – Does the buyer have a budget for the “whole” product? • Is the financial pain felt by someone with buying authority? • Fixing bad segmentation with effective selling doesn’t work – Lots of effort spent identifying and winning sponsors and champions – Endlessly long sales cycle – Uncommitted budgets – Uncommitted management ready to cut projects on a whim Slide 32 Lead to Win
  • 33. Binary Answers to Critical Flaw Criteria Segment: Produce Reefer Location for Carrier Companies Criteria Yes No Reason 5% of trailers misplaced, 3% stolen Compelling reason to buy √ Carrier liable for both, loss per avg. $275K/yr; customers punish carriers with high loss Deliver Make entire receiver; partnership with mounting whole product √ and antenn partners; need installation partners Buyer with economic Risk managers and CFO feel greatest financial power √ pain; drivers docked for misplacement No competition Satellite-based communications services provide √ GPS within acceptable margin of error Slide 33 Lead to Win
  • 34. Topics • Segment the Market • Create Segment Profiles • Identify Critical Flaws • Assess Variables • Select Target Segment Slide 34 Lead to Win
  • 35. Assess Variables • Upon completion, – You will know about • What assessment variables are important to selecting a target segment beachhead • How each of those variables can affect your success – You will know how • To rate each customer segment profile against the assessment variables • To determine your ability to overcome shortcomings or change your ability to satisfy the requirement Slide 35 Lead to Win
  • 36. At What Price Will They Buy At? • Can you deliver the “whole product” at a price that is consistent with the segment’s budgets? • Is the price commensurate with the customer’s financial loss? • Is there enough margin in the price to ensure all levels in the channel are adequately compensated? • Can you deliver the “whole product” at a price that will win share rapidly without going under? Slide 36 Lead to Win
  • 37. How Are They Going to Buy? • Do you have the right sales channel to reach that segment? • If not, can you establish timely relationships with the right channel partners/ • Do you have any expertise with the segment or the dominant vertical in the segment? • Do you have or can you obtain someone with the right rolodex to take you into the segment quickly? • Can you compensate everyone in the channel sufficiently to keep their interest and loyalty? Slide 37 Lead to Win
  • 38. Why Should They Buy From You? • Is the segment reachable? – Is there a set of communication vehicles that can reach them? – Do you have the resources to market adequately? – Will the channel participate in tactical marketing? • Do you have any credibility with this segment? – Can you deliver a “whole product” and can you commit to it? – Can you build credibility fast enough to hold back bigger players in associated product categories? • Can you talk their talk? Slide 38 Lead to Win
  • 39. Is the Segment Small Enough? • Large segments are usually heavy with competition • Choose a segment that is small enough for you to penetrate to a critical mass • Choose a segment that is small enough for you to dominate – This means capturing 50% of market share measured as dollars and units – Can you capture 50% with the resources available to you? – Can you service 50% without burning out? • Choose a segment that is large enough to meet your revenue projections – If 50% of the segment won’t meet forecast, dump it Slide 39 Lead to Win
  • 40. Will the Segment Survive? • Is the segment at risk for its own survival? • Are there signals that the segment is failing in terms of – Product category adoption rates growing or failing – Financial stability – Competitive saturation • Can you estimate the remaining lifespan of the segment? • Does the segment exhibit innovation characteristics or is it know for technological conservatism? Slide 40 Lead to Win
  • 41. Can You Identify Lead Customers? • Does the segment have identified buyers who have a history of innovation and early adoption? • Have they deployed their early buys or kept them in the lab? • Do they have the support of their organizations? • Have they a history of championing early technologies publicly? • Is there one or two organizations that feel the pain more acutely? • Will they participate in the design, development, test process? • Are they open to an over-time payment model? • Do they have credibility among potential investors? Slide 41 Lead to Win
  • 42. Are There Adjacent Segments That You Can Jump To? • Beachhead segment is the “head pin” in the bowling alley • What close segments are a natural segue? Refer back to the application trees. • Are they likely to still be available? • At what point can you begin to attack the next segment? • Are there enough close segments to achieve breakeven and profitability over time? Slide 42 Lead to Win
  • 43. Step 5: Rate Remaining Segments According to Variables • Rank each variable on a scale of one to five • Rank all segments and eliminate weakest 50% – Use totals as an overall indication – Weight variables according to your flexibility or ability to change your situation • e.g. software has much more flexibility on pricing • e.g. no existing channels but ability to establish the right partnerships • e.g. offered technology will increase segment stability • Repeat ranking exercise until top one or two segments revealed Slide 43 Lead to Win
  • 44. Ranking Example Segment: Produce Reefer Location for Carrier Companies Criteria Rank Weight Final Reason No established price, dev is Price 2 5 4 capitalized, direct sales, 90% software margin, 1 year runway Preferred direct model, upfront cost Channels 4 3 4 high, greater risk, no proliferation, total control Segment size large to achieve 50% Segment Size 3 2 3 penetration and domination; no ability to change; potential to narrow segment Trucking industry conservative; Innovators 2 4 3 satellite technology accepted; 2 known innovative risk managers Totals 11 14 14 Slide 44 Lead to Win
  • 45. Topics • Segment the Market • Create Segment Profiles • Identify Critical Flaws • Assess Variables • Select Target Segment Slide 45 Lead to Win
  • 46. Select a Target Segment • Upon completion, – You will know about • the final four tests before selecting a beachhead • The importance of a SWOT analysis • The importance of a financial goal • The importance of performance goals • The importance of assessing risk of failure – You will know how • To apply a SWOT analysis to the target segment • To establish performance goals Slide 46 Lead to Win
  • 47. Step 6: Rate Final Segment Against Final Criteria – Can You Win It? • Undergo a SWOT exercise in relation to segment – Involve all internal stakeholders and decision makers – Rate chances of success against corporate weaknesses and strengths – Assess segment honestly against core competencies • Technology bias • Marketing ability • R&D ability • Build one and two year financial models to assess revenue potential, profitability, share, growth • Can you live with the risk of failure – What is the cost of failure? – Can the company survive? Slide 47 Lead to Win
  • 48. Establish Performance Goals • Set in quantifiable measures – Define the performance dimension e.g. absolute share, increase in share, revenue – Define the index – units, dollars, percentage – Target – 50% share, $1 million in revenue, breakeven – Time – within a year, a quarter, a month • Ensure that goals are compatible and not mutually exclusive – High share goals do not live with high profitability – High revenue goals do not live with short time frames – Taking competitor’s share does not live with increased penetration Slide 48 Lead to Win
  • 49. And the Winner Is!! • Critical that everyone buys in • Deal with subversion early and quickly • Promote a “disagree and commit” philosophy • Establish short-term tactical goals to ensure meeting overall product performance and corporate goals • Begin planning for the next segment as you attack the beachhead – Understand sooner rather than later your next steps should you win – And should you lose • Speed is critical to keep competition at bay and win mindshare and real share Slide 49 Lead to Win
  • 50. Technical Entrepreneurship “Positioning to Win” Corien Kershey Slide 50 Lead to Win
  • 51. Topics • Find your positioning platform • Create a positioning statement • Establish a branding platform Slide 51 Lead to Win
  • 52. Find Your Positioning Platform • Upon completion, – You will know about • What positioning is • Why positioning is critical to your success • The six rules of positioning • The seven steps to successful positioning – You will know how to • Determine the important attributes to your customers • Map your ability to “own” an attribute and defend it • Select one or two key attributes on which to build a positioning and branding program Slide 52 Lead to Win
  • 53. Brand is a Contract and Guarantee Position is the single attribute that your customers will identify you and your products by Brand is the psychological contract between you and the buyer that you will always deliver the expected attribute in return for the expected price. Slide 53 Lead to Win
  • 54. Position Locates Your Product in the Customer’s Mind • Marketing is a battle of perceptions, not products – What the customer thinks is the only reality that matters – Superior technology alone will not win • Positioning determines how your customers perceive you in relation to your competitors • Good positioning focuses on one key attribute that is important to your target segment • Think of positioning as placing your product on a two-dimensional plan in relation to your competitors Slide 54 Lead to Win
  • 55. Positioning is Placing Yourself in the Customers’ Mind Porsche + Mercedes + Lincoln + Lexus + Expensive BMW + High End Cadillac + Acura + Volvo + Saab + Chrysler + Nissan + Buick + Honda + Ford + Toyota + Dodge + Chevrolet + Low Cost Affordable Plymouth + Hyundai + Conservative Sporty Slide 55 Lead to Win
  • 56. Branding is the Consistent Expression of Your Position • Branding is NOT just colours, logos and taglines • Good branding is ensuring that everything that the customer experiences about your product is consistent with the position – Price – Quality – Delivery system and sales approach – Advertising and marcomm messaging – Customer service – Product functionality and specifications • Good branding also creates a look for your product that is immediately identifiable and immediately evokes the position (values and attributes) that you claim Slide 56 Lead to Win
  • 57. Brand Equity is Your Most Valuable Asset • Brand equity builds brand loyalty – Builds profitable repeat customers – Protects market share – Protects profit margins – Directs innovation and technology/product direction – Provides a definable market that can be addressed with given resources – Makes it easier to measure yourself against competitors • More defendable than most IP – Well-defended positions are difficult to steal – For most companies, owning a clear and defendable market through a clear position is more valuable and attainable than patent protection – patents don’t force people to buy Slide 57 Lead to Win
  • 58. Nine Rules Govern Positioning and Branding 1. You MUST be able to deliver the promised position 2. Be the first in the mind with your attribute in your product category 3. You cannot claim an attribute that another product owns 4. Do not claim an attribute that is not important to your customers 5. Only claim an attribute that you can competitively defend 6. You must always defend your position and your attribute 7. You can only position relative to your competitors 8. Communicate your position through consistent branding 9. Good positioning is a long-term commitment and requires inflexibility Slide 58 Lead to Win
  • 59. Eight Step Process to Establish Position and Brand Step 1: Identify the target segment Step 2: List all the critical attributes important to the target segment Step 3: Establish and map your ability and those of your competitors to deliver those attributes Step 4: Identify and map your competitor’s ability to deliver and to attack your advantage Step 5: Create three positioning statements Step 6: Select the position that provides the greatest focus Step 7: Select an execution approach based on six techniques Step 8: Establish and execute a branding plan Slide 59 Lead to Win
  • 60. Step 1: Target Segment Defines Positioning Options • A startup has a much better chance of success if it focuses on a single, unserved segment that they can dominate fast • The right target segment is the one that gives you the best chance to dominate given available resources • The right target segment delivers clear customer wants and needs Slide 60 Lead to Win
  • 61. Step 2: Define the Prospect’s Important Needs – Do Research • What is the target customer’s main problem? • What are the two or three most important benefits that the target customer will seek from your solution? • How much money is the customer losing, either in additional costs or lost revenue? Quantify the pain • How important is cost relative to all other attributes? • How much of the prospect’s personal reputation and feelings are tied up in the problem and its solution? • Are you solving a problem that is on their priority list? Slide 61 Lead to Win
  • 62. Step 3: Establish Ability to Satisfy Attributes – Can You Walk the Talk? • Examine your own ability to satisfy various key attributes. – Price vs. quality/functionality – Ability to innovate quickly – Customer service provisioning – Distribution and delivery systems – Choice and selection – Outreach capabilities – Current position or brand identity • Determine what attributes you have strong capabilities in • Determine your strength in the key attributes that you identified within the target segment Slide 62 Lead to Win
  • 63. Step 4: Understand the Position that Your Competitors Occupy • You have competitors. If you think you don’t, you’re not thinking broadly enough • Competitors can come from any quarter – Suppliers • Home Depot is fighting Black and Decker’s decision to sell directly on the Internet – Franchisees • Sealy was taken over by an alliance of powerful licensees – Distributors • Pubs who run microbreweries compete directly with the big brands that they distribute • Big brand foods must compete directly with their distributor’s label, President’s Choice – Customers • IBM was Microsoft’s major customer. ‘nuff said. Works both ways! – Apathy • The problem you’re solving is not on my top 100-list so come back in 5 years Slide 63 Lead to Win
  • 64. It’s Not About Where to Compete: It’s About HOW to Compete • Phenomenon occurs in companies and industries called isomorphism in which competitors execute the same strategies at the same time – All roll out the same products at the same time – All use the same type of messages and focus on the same attributes – No one is first in the mind, no one promotes the product category – The market is confused and locked in fear • Map competitors in their relative positions to – Look for gaps in positioning among potential competitors – Understand relative market share to assess probable winners and losers – Avoid isomorphism, the tendency for competitors to act together Slide 64 Lead to Win
  • 65. It’s Chess. Know the Board Before You Make a Move Premium Price Grolsch + Labatts Classic + Steinlager + Brador + Smithwicks + Upper Canada + Sleemans + Heineken + Molson Dry + Domestic Imported Canadian + Blue + Sol + Export + Corona + Genuine Draft + Coors Lite + Presidents Budweiser + Choice + Old Milwaukee + Low Price Slide 65 Lead to Win
  • 66. Know Who’s Winning and Who’s Losing Genuine Draft + Understand 20 Upper Canada + market Relative Growth in Market Share 15 share in terms of Presidents Choice + 10 both units and dollars 5 Sleemans + 0 Understand what Blue + Export + -5 Molson Dry + product sub- Canadian + Brador + categories are -10 fuelling growth or Labatts Classic + -15 losing favour 3 1 .5 .1 Relative Market Share Slide 66 Lead to Win
  • 67. Profile Current Attributes and Competitors Key Attributes Ease Customer Crossborder Single Technical Fixed Three- Competitive Choices of Use Access Ease Supplier Reliability Cost month ROI Cell phones Yes No No Yes Yes No No Landline No No No Yes Yes No No Phone in Current truck No No Yes No Yes Yes No satellite comms Newco Yes Yes Yes Yes Yes Yes Yes Using GPS Slide 67 Lead to Win
  • 68. Overlay Defendability of Attributes Against Competitors For One Year Key Attributes Ease Customer Crossborder Single Technical Fixed Three- Competitive Choices of Use Access Ease Supplier Reliability Cost month ROI Cell phones Yes No No Yes Yes No No Landline No No No Yes Yes No No Phone in Current truck No No Yes No Yes Yes No satellite comms Newco YES YES NO Yes Yes NO YES Using GPS Slide 68 Lead to Win
  • 69. Map Each Attribute by Relative Competitive Strength and Importance Attribute Most L S C N Important 10 Ease of Use L C S N Cust. Access 9 L C S N Crossborder 8 7 S N C L Single supply 6 L S N C 5 Reliability 4 L C S N Fixed cost 3 L C S N 2 3-mnth ROI 1 Least 0 Important 1 2 3 4 5 6 7 8 9 10 Competitive Rating Worst Best Slide 69 Lead to Win
  • 70. Topics • Find your positioning platform • Create a positioning statement • Establish a branding platform Slide 70 Lead to Win
  • 71. Create a Positioning Statement • Upon completion, – You will know about • Positioning statements • The two main positioning techniques • The six techniques for executing positioning and building brand – You will know how to • Select a positioning technique • Articulate a positioning statement • Assess the right position technique Lead to Win
  • 72. Step 5: Create Three Positioning Statements • A brief articulation of what – Your product is – For whom it is targeted – The benefit that it delivers • Focus on preparing three positioning statements: 1. A statement that targets product advantage 2. A statement that stresses target segment benefits 3. A statement that takes aim at competitor’s weaknesses • Must form the first sentence of your “elevator” pitch – Must be simple enough at least for the target segment to understand in a sales context – Must be simple enough for the financial community to understand Slide 72 Lead to Win
  • 73. Two Main Positioning Methods: Rational and Emotional • Rational works best for high-technology/b-to-b market • Rational works best for start-ups – Tied to hard benefits – Appeals to early majority markets/pragmatists – Results-oriented or quantifiable • Emotional positioning better suited to consumer products or to large companies – IBM positions on Fear, Uncertainty and Doubt – Apple positions on the “personality” of the Apple user – HP positions on expressing “personal imagination” • Be aware that there is always an emotional side effect when using rational positioning – you are talking to people, not computers Slide 73 Lead to Win
  • 74. Step 6: Try Each On For Size and Select by Ability to Focus • Use the Pitch Formula to help structure you statement – You must include Product Name, Specific Buyer or Target Segment, Compelling Advantage or Benefit and Price/Value Statement • Product advantage or attribute Premium-priced FuseTalk is the only discussion forum with the reliability and scalability to ensure that high-volume sites stay accessible • Target market benefit Premium-priced FuseTalk is for support managers who need to reduce the cost of non-complex support calls by offering service through a discussion forum platform • Competitive weakness Unlike other discussion forum platforms, premium-priced FuseTalk offers high-volume site managers the reliability and scalability that they need. Slide 74 Lead to Win
  • 75. Step 7: Select an Execution Approach Based on Six Techniques • Once the statement is clear, it’s time to determine how to articulate it in a believable, compelling and sustainable way • Six main techniques for building a positioning execution plan 1. Product advantage, attribute or benefit 2. Users of your product 3. Occasions of use 4. Against an existing product category 5. Against a specific competitor 6. Association 7. A specific target market problem Slide 75 Lead to Win
  • 76. Position by Product Benefit or Attribute • Very common in technology and startup positioning • Focus on the product or technology benefit has a high appeal both to early adopters and pragmatists • Price tied closely to benefit or attribute FuseTalk is the most reliable and scalable mid-priced discussion forum platform available for high-volume sites. Slide 76 Lead to Win
  • 77. Position by Users of Your Product • Also common in technology and startup positioning • Appeals directly to sense of personal value and convenience • Beautifully executed by IBM – leverage the fear and uncertainty of IT managers if they can’t deliver on ambitious corporate plans FuseTalk never crashes – and so you never have to crawl from your warm bed after you do. Slide 77 Lead to Win
  • 78. Position by Occasions of Use • Not common in technology and startup positioning • Tends to appeal at an emotional level • Crosses over into “user” positioning because of its emotional approach • Can be successfully used as a “carrot” or “snob” technique Scalable and reliable FuseTalk, the right discussion forum for when you hit that magic 1 million users mark! Slide 78 Lead to Win
  • 79. Position Against an Existing Product Category • The technique of choice for startups who need to be first in a new product category • Usually creates a new sub-category within a larger category or splits a category • Very dependent on good segmentation • Focuses on a key attribute and then creates the new category – the product comes second FuseTalk, the leading high-volume discussion forum platform specifically for high volume sites. Slide 79 Lead to Win
  • 80. Position Against a Specific Competitor • DOES NOT involve product comparisons • DOES involve repositioning existing competitor • Focuses on a key competitor weakness that the competitor cannot easily fix • A very effective second-entry strategy • Not effective against much larger competitors – use new product category positioning technique instead • Can be very expensive unless you focus in a very narrow market against a specific competitor 90% of UBB’s customers have less than 1000 visitors a day. 90% of FuseTalk’s have over 1 million visitors a day. Who would you trust your forums to? Slide 80 Lead to Win
  • 81. Position By Association • Effective if you have a powerful and vocal lead customer, endorsement by a key industry group or a compelling spokesperson • Also works when associated with images, places, events • Marlboro’s association with cowboys and the wild West is a classic and enduring use of association • Requires a long-term consistent program to make the right impact • Has an emotional component Macromedia chose FuseTalk to run their online support. Shouldn’t you? Slide 81 Lead to Win
  • 82. Position by Problem • Common high technology and startup technique • Tied to a specific problem and proposes a clear benefit • Gives the advantage of a very clear position • Challenge is to ensure defendability • Focus on ROI and cost/value equation Answering a support question by phone costs $35. Responding to a forum question costs 35 cents. Do the math. FuseTalk. Slide 82 Lead to Win
  • 83. Topics • Find your positioning platform • Create a positioning statement • Establish a branding platform Slide 83 Lead to Win
  • 84. Establish a Branding Platform • Upon completion, – You will know about • The role of branding as the outward articulation of position • The components of a branding program • The key criteria for selecting a marketing agency – And you will know how to • Choose the right image for your branding • Know when your marketing agency is going wrong Lead to Win
  • 85. Your Brand Promise Characteristics Definition 85 Slide 85 Lead to Win
  • 86. Step 8: Articulate Your Position Through Consistent Branding • A brand is completely meaningless if it has no positioning behind it • A brand MUST STAND FOR SOMETHING • A brand must be consistent and believable • A brand should be firm and focused – avoid the temptation to have such a broad brand that it can stand for any kind of product • A brand is a name and a visual image that immediately evokes the position that you claim and own Slide 86 Lead to Win
  • 87. Elements of a Brand • Vision/mission • Positioning • Brand promise (of value) • Brand character Slide 87 Lead to Win
  • 88. Brand Pyramid Slide 88 Lead to Win
  • 89. Choose a Name and Logo That Matches Your Position • Your startup name and logo must – Focus on your product – Evoke your category and your benefit – Be simple, memorable and have good “decay” properties – Elicit a mental image or emotion – Have obvious meaning (e.g. avoid acronyms and meaningless groups of letters) – Have an available URL if possible – Be legally available – Avoid being cute, cool, clever or punny Slide 89 Lead to Win
  • 90. Select a Name and Logo Carefully and Use Help Associations for Ease of Use Characters Objects Natural Qualities Latin/Gr Enviro. eco roots No action Automatic Auto required Always Always John Fire Bee Dependable Attributes working -- Henry Systems Wolf reliable Osmosis Sun Ant No driver Breathing Ease intervention Heartbeat Peace Small unit/ Mighty Ant Tiny Micro Unobtrusive Mite Seed Mini Slide 90 Lead to Win
  • 91. Choose Your Help Carefully • Never let an agency’s “creativity” cloud your positioning • If they cannot or will not participate or honour your positioning and brand objectives, run! • Test, test and test and measure, measure, measure • No matter how clever the campaign, if it doesn’t plant your product name and position, it’s a waste of time and money • Insist on a consolidated branding approach that takes in the strategic and the tactical – High-level and sub-level messaging – Advertising and collateral – Digital and web – Events and sponsorships – Public relations and media relations Slide 91 Lead to Win