4a end game.2013.q2
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4a end game.2013.q2

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Part of 2013 Q2 Lean Launch Pad Presentations ...

Part of 2013 Q2 Lean Launch Pad Presentations

0a-Introduction.2013.Q2.pptx
1a-Three_Types_Of_Startup.2013.Q2.pptx
1b-Customer Discovery (problem hypothesis).2013.Q2.pptx
2a-Customer Discovery ( canvas and story ).2013.Q2.pptx
2b-Value_Chain (team specific).2013.Q2.pptx
3a-Customer_Validation.2013.Q2.pptx
3b-GKG-CustomerRelationships.2013.Q2.pptx
4a-EndGame.2013.Q2.pptx

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4a end game.2013.q2 4a end game.2013.q2 Presentation Transcript

  • End Game End Game • Sales Funnel First • Then Marketing to fill / support that funnel. • :Paradox: Sales Funnel version 1 is never developed by “Sales People”
  • End Game How? Based On “Direct Experience” • Based on the results of “Real Experiments” … not “Gedanken Experiments” not “Thought Experiments
  • End Game Key Deliverables • • • • Sales Roadmap Sales Pipeline / Funnel Revenue Model / Forecast Whole Product Schedule (Plan of Record Sketch ) View slide
  • Review Quick Reminder View slide
  • Review -Sell: Sales Roadmap 5
  • Review -Sell: Roadmap becomes The Sales Pipeline 6
  • Review
  • Review GKG-Physical
  • Review GKGWeb/Mobile
  • Review
  • Review -Sell: •Intended Cust omer audience: -Value / ROI • ATMF interface Plan of Record -Why Us? -.ppt - “early” -Standards -Applications -Documents -Why Us? -.ppt & .doc -* OIF Interface •Compliance Testing Plan Document -* Sub-system Jitter Compliance testing -* Present to User Group -Driver -Software -System -Full Compliance -documentation -“how to” & “results” -V0.1 -partner -“Full Module” Paper -Reference Design -Optics, SerDes -Front End Q2 Q3 -V0.x -partner -V1.0 -partner -Tested -Reference Design -Alpha -Chip -(Product) -Q1 - :think: What More Stuff do you need to support the sale? •This is focussed on actual user. • ! Add in Rows for all the other “customer types” ! -Sampling Q4 -Production Q1 Q2 11
  • Review -Sell: •Intended audience: Intern Plan of Record al -Exec -Influencers - :think: What More Collateral/Stuff do you need to support the sale? • List it all out. •What does it “really” take • Make it available • You’re trying to make it a “recipe” -Technology Gatekeepers -Deal Signer -Coach -many … -Price list, Quote Form, NDA,Contracts, … -Sales Docs -Q1 Q2 Q3 Q4 Q1 Q2 12
  • Laser Focus On Your Customer & Their Eco-System
  • Review Your Model of Reality Business Model Canvas ++ • Value Proposition • Channels • Customer Relationships • Get Keep Grow • Mkt/Sales Collateral • Outcomes & Testimonials. End Game • Customers • • • • • Market Map Purchasing Decision Service Journey Archetype Customer Workflow • Time • Plan of Record (Sketch)
  • Review Quick Reminder • “Sales Engine” requires loads of detail you are learning about in Customer Discovery.
  • Review
  • Review
  • OK… But Q. Do We … • Ever do “normal” Marketing? • A. “Almost” … “Kinda”
  • Custom Creation
  • Custom Creation Customer Creation Customer Discovery Customer Validation Customer Creation Scale Company • Help prospects learn about your product and create a desire to buy it – Leverage what you’ve learned from “real” customers in Customer Discovery and Validation Phases – Creation comes after proof of sales – It is a strategy not a tactic
  • Custom Creation Rules: Customer Creation • Rule 1: No spending until customer validation • Rule 2: Match the creation strategy to the company • Rule 3: Match spending goals to year 1 objectives • Rule 4: You can’t get customers if they aren’t there 21
  • Custom Creation Step by Step (All) Customer Discovery Customer Validation Customer Creation Year One Objectives •Type Of Startup Distribution Model •Revenue Model •Channel Model •Launch Model •Sales Model Positioning •Articulate Problem & Product concept •Understand customers view of the competitors •Initial company & Product Positioning •Test w/ Early Adopters •Company/Product Positioning by PR Agency with audit Launch •Day in the life •Attend Shows/Confs •Estimate Mkt Size •Company & product launch strategy •Test w/ early adopters •Launch/Introduce •Launch type depends on “mkt type” of startup Demand Creation •Press, Analysts, Influencers List •How do customers make buying decisions? • How do customers purchase? •Understand analysts/influencers view •Implement demand creation •Type depends on “mkt type” 22
  • Custom Creation Launch Type Year 1 Objectives Launch Type Existing Market Market Share Credibility Existing basis of competition ! Onslaught ! Drive Hard Re-segmenting Existing Market Market re-segmenting & new Market share Segmentation, delivery, and innovation New basis of competion Education and appropriation of share New Market Market Adoption Market education, standards setting, and early adopters Education Look for “tipping point” 23
  • Custom Creation Three Types of Markets Existing Market Resegmented Market New Market Customers Existing Existing New & New Usage Customer Needs Performance 1. Cost 2. Perceived Need Simplicity & Convenience Performance Better/Faster 1. Good enough at the low end 2. Good enough for new niche Low in “traditional attributes”, improved by “new” metrics Competition Existing Incumbents Existing Incumbents Non-consumption & other startups Risks Existing Incumbents 1. Existing Incumbents 2. Niche strategy fails Market Adoption -0 – 2 Years -3 – 7 Years -Time to Maturity -7+ Years 24
  • Custom Creation Customer Creation: Exit Criteria • • • • Which startup strategy are you executing? Positioning tested & complete? Launch strategy match startup type? Demand creation activities match startup type? • Year 1 objectives match startup type? 25
  • End Game Yin / Yang Status: Who’s on Top? • Time High / Low • T=0 Eng / Marketing /Sales / Biz • T=5+ Biz / Sales / Marketing / Eng • The Ratio & Importance Changes
  • Go 