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HUGME Group Case with Kepware Technologies
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HUGME Group Case with Kepware Technologies

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Introduction the group case study of Kepware Technologies as they "...go completely inbound." by developing buyer personae and sales, marketing, and service alignment.

Introduction the group case study of Kepware Technologies as they "...go completely inbound." by developing buyer personae and sales, marketing, and service alignment.

Published in: Business, Technology

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  • This gives us a list of potentials, but how do we turn faceless demographic and align it to identifying who the ideal buyers are within that? Then how do we use that information to translate it into buyer personae which direct the marketing content, sales approach, and service fulfillment?
  • Why are these things important to their customers?
  • ----- Meeting Notes (9/16/13 13:30) -----PR- pitching to tiers of publications. Pipeline and gas journals, speaking engagements. Press releases- PR news wire. Is that an effective way to reach them?does a monthly partner newsletter. they engage.customers- it depends on the subject.
  • Transcript

    • 1. Group Case Study “We are going completely inbound.”
    • 2. What is the culture like?
    • 3. What does Kepware Technologies do? INDUSTRIAL CONTROL SYSTEM •A communications platform is the heart of an Industrial Control System. •It moves critical information from Point A to Point B. •It serves as the communications bridge between diverse hardware and software applications. •It enables great decision-making from the shop floor to the top floor by providing consistent, reliable data.
    • 4. Who do they do it for?
    • 5. From which industries? From plant floor to wellsite to windfarm, Kepware is proud to serve a wide range of customers in a variety of international vertical markets. These include manufacturing, oil and gas, building automation, power distribution, and more.
    • 6. Focus on connectivity. A product company. Why do customers buy from them?
    • 7. What are the perceived challenges? ① Complex and varied buying process for large orders with multiple buyers and sellers. ② Selling to highly technical engineering companies with long buying cycles in a much more regulated industry. ③ Inside sales team is getting more leads than they can follow up with. (1000 to 4 people) Need to hand over higher quality leads to save them time. ④ Convert more organic search into buyers to scale smaller online orders. ⑤ Build sales confidence in the marketing effort. “We are selling to a wide variety of end users, system integrators and distributors with the same message and sales approach.”
    • 8. It’s not uncommon.
    • 9. What are the goals and objectives? 20% annual revenue growth by increasing customer retention and average transaction price. The plan: Align sales, marketing and service around buyer personae by industry vertical. ① Develop buyer personaes and map the buyer's journey for 3 primary vertical markets. ② Get buy-in from key stakeholders and train the company on these personaes. ③ Build lists centered around buyer personaes and buyer's lifecycle. ④ Refine our messaging in all channels (email, social, PPC, PR, and advertising) based on our buyer personaes and lifecycle knowledge. ⑤ Work with sales team on lead scoring. Monitor results, and continue to tweak over time. ⑥ Work with sales team on building and finalizing an SLA for 2014.
    • 10. Why is this the plan?
    • 11. Hubspot = marketing automation & reporting Salesforce = CRM Basecamp = collaboration What internal resources are available? Technology Time Team meetings = 1 hour per week Buyer Personae = 2 hours per week People Sales 4 inside sales team members 4 channel sales team managers 3 product managers Marketing 2 Web developers 1 digital marketing manager 1 social media marketing manager 1 marketing communications manager
    • 12. How will Kepware do it?
    • 13. How will Kepware get started? Cross- Team Collaboration: Weekly meetings to establish rapport, determine the numbers, and develop the buyer personae. Numbers: For a common language, mutual accountability and reliance on data. Buyer Personae: For a common focus, language and a means to maintain open communications.
    • 14. Segment & prioritize Oil & Gas Manufacturing Power Distribution ① Who is involved in the buying process? ② How do they use the product or service? ③ What problems does it solve for them? ④ How much of the revenue goal is to be attributed to this segment?
    • 15. Numbers: Speak the same language
    • 16. Buyer Personae: Speak the same language as the customer
    • 17. Oil & Gas Who is involved in the buying process? Rig engineer= End User *can also be the decision maker for smaller orders and buy direct or a returning customer to buy additional license seats. Information Systems= Influencer *can also be a third party systems integrator who works on a retainer or per project basis for the end user. Decision Maker= CIO, CFO, COO * only applies to larger orders How do they use the product or service? What problems does it solve for them? What is the revenue goal?
    • 18. Suggestions & Questions • Your turn (s).
    • 19. What’s next. • Ongoing discussion for the case-study in the Linkedin group. • Next meeting- Kepware update on the progress on their weekly meetings, their numbers, and buyer personae for the oil & gas market.