Startup Secrets                      Going to Market                      An insider’s guide               to unfair compe...
Introductions            Find Me Online                                       Email      • Demandware                     ...
Startup Secrets - Agenda•     Feb 1:        Value Proposition•     Feb 22:       Company Formation•     Mar 7:        Busi...
A Startup GTM Framework           Marketing &                         Strategies                                     Audie...
Agenda       Strategic               1. Positioning               2. Brand               3. Targeting, segmentation       ...
Strategic                                     PositioningTactical            Occupy a distinct place in a potential       ...
Strategic                                      CompetitionTactical            • Unique differentiation                   ...
Positioning 2x2Strategic                       Whatever sets you up… for a unique white spaceTactical                     ...
Agenda       Strategic               1. Positioning               2. Brand               3. Targeting, segmentation       ...
Strategic                                             BrandTactical            • A science unto itself – don’t underestima...
Identity               Name                                system                       Brand                      Essence...
Brand Essence FrameworkVision            What about the world is changing that makes us necessary?Promise           What d...
Achieving Brand Integrity• Consistency - Great brands are consistent;  everywhere you touch they are the same.• Values – G...
Startup Secret:Strategic                      Start how you mean to endTactical            Michael Skok                   ...
Agenda       Strategic               1. Positioning               2. Brand               3. Targeting, segmentation       ...
Strategic                           Perfect Startup StormTactical                                     Disruptive          ...
Why does Targeting &Strategic                           Segmentation matter?Tactical            •     Product / Market fit...
Strategic                           Perfect Startup Storm                 - focus on Value Prop FOR Target SegmentTactical...
Value Prop:Strategic                           Recap & IntersectionTactical                            3D Solution       ...
Strategic                           Perfect Startup Storm                 - focus on Value Prop FOR Target SegmentTactical...
Strategic                 Adding to Lean Startup thinking…Tactical                             Minimum Viable Product (MVP...
Segmentation Startup Secret:Strategic                   Common Set of Needs -> ReferenceTactical            • Segment acco...
Targeting, Segmentation:Strategic                 Get to common Problem / NEEDSTactical            • Vertical             ...
Targeting, Segmentation:Strategic               Example, seeking Critical NeedTactical                              Mobile...
Targeting, Segmentation:Strategic               Example, seeking Critical NeedTactical                              Mobile...
Targeting, Segmentation:Strategic               Example, seeking Critical NeedTactical                              Mobile...
Targeting, Segmentation:Strategic               Example, seeking Critical NeedTactical                              Mobile...
Targeting, Segmentation:Strategic               Example, seeking Critical NeedTactical                              Mobile...
Targeting, Segmentation:Strategic               Example, seeking Critical NeedTactical                              Mobile...
Startup SecretStrategic                       - don’t be afraid to FOCUS!Tactical            • Narrow as possible to start...
Eating the Orange Segment At a TimeSegmentation Guidelines • “Get Small, Get Big or Get Out” • Small enough to be actionab...
Positioning -> Segmentation -> GTMCompany Positioning:   High-growth retailers and consumer brands looking to develop or  ...
Agenda       Strategic               1. Positioning               2. Brand               3. Targeting, segmentation       ...
Strategic                Connecting Targeting & Segmentation                   to the Marketing & Sales CycleTactical     ...
Target, Segment, ANDStrategic             Startup Secret: Personify (Actors)Tactical                                      ...
Startup Secret: CustomerStrategic              “Actors” Change Through “Scenes”Tactical                                   ...
“Driving” StartupStrategic                           Marketing & SalesTactical                                  Awareness ...
“Driving” StartupStrategic                                                        Marketing & SalesTactical               ...
“Driving” StartupStrategic                                                        Marketing & SalesTactical               ...
Your controls:Strategic                               Gears in the sales cycleTactical            • Gears to build momentu...
Customer’s controls:Strategic                            ABCs in the sales cycleTactical            Accelerator           ...
Strategic                Driving Marketing & Sales Proof                Connecting it to CUSTOMER Gain/Pain RatioTactical ...
Strategic                Driving Marketing & Sales Proof                Connecting it to CUSTOMER Gain/Pain RatioTactical ...
Strategic                Driving Marketing & Sales Proof                Connecting it to CUSTOMER Gain/Pain RatioTactical ...
Strategic                Driving Marketing & Sales Proof                Connecting it to CUSTOMER Gain/Pain RatioTactical ...
Startup Secret:Strategic                             Qualify Early AND OftenTactical            • Qualify early           ...
Strategic                           Driving Marketing & Sales               Relating to Business Model CORE, Levers & Mult...
Strategic                             Driving Marketing & Sales                   Relating to Business Model CORE, Levers ...
Strategic                             Driving Marketing & Sales                   Relating to Business Model CORE, Levers ...
Strategic                     Road Test: put it all togetherTactical                                                      ...
Strategic              Friction Free, SLIPPERY ProductsTactical                 Simple                 Low to no initial c...
Symantec Connect:                Self Service PortalMichael Skok                                      54
Strategic                           Demandware case studyTactical            • WHOLE product – fulfills Value Prop        ...
LINK Technology PartnersOutcome: Ease of Innovating Through New Technologies                                              ...
Looking at theStrategic                             Sales cycle as a lifecycleTactical                 Understanding      ...
Looking at theStrategic                              Sales cycle as a lifecycleTactical                              Trial...
Looking at theStrategic                              Sales cycle as a lifecycleTactical                                   ...
Looking at theStrategic                              Sales cycle as a lifecycleTactical                                   ...
Looking at theStrategic                              Sales cycle as a lifecycleTactical                                   ...
Looking at theStrategic                              Sales cycle as a lifecycleTactical                                   ...
Marketing & SalesStrategic                      Consider SERVICES in early marketsTactical                                ...
Starup Secret:Strategic                  Services can be a lethal weaponTactical                               Double edge...
Strategic                                Startup Secret:              Professional Services – 7 golden nuggetsTactical    ...
Startup Secret:Strategic               Professional Services – 7 Deadly SinsTactical                            ANGER     ...
Strategic                            Execution detailTactical            • You can’t manage what you can’t measure        ...
Strategic                   Drill down - Marketing & SalesTactical                                   lead                 ...
Strategic                           Marketing & Sales - FLOWTactical                           lead                 lead  ...
Strategic               Startup Secret : Reverse EngineerTactical                            Awareness                    ...
The Web;Strategic                     Changes (nearly) EverythingTactical                 Positives:                      ...
Startup Secret:Strategic                           Closed Loop, WebTactical                            Awareness          ...
Strategic                                 Inbound vs. Outbound ?Tactical                                  $1M             ...
Strategic                                 Inbound vs. Outbound ?Tactical                                  $1M             ...
Strategic                                 Inbound vs. Outbound ?Tactical                                  $1M             ...
Strategic                                 Inbound vs. Outbound ?Tactical                                  $1M             ...
Ex: Unidesk Guerilla Marketing               Measure Everything: Weekly KPI SpreadsheetMichael Skok                       ...
Ex: Unidesk Guerilla Marketing  Phase: Requirements                                                                       ...
Ex: Unidesk Guerilla Marketing               Measure Everything: Weekly KPI SpreadsheetMichael Skok                       ...
Agenda       Strategic               1. Positioning               2. Brand               3. Targeting, segmentation       ...
Strategic                           Channels & distributionTactical            An area unto itself:                    Dis...
Ex: Unidesk’s Channel Model                                        1. Target top VMware                                   ...
Ex: Unidesk’s Channel Model                                        1. Target top VMware                                   ...
Ex: Unidesk’s Channel Model                                                              1. Target top VMware    Marketing...
Ex: Unidesk’s Channel Model                                           1. Target top VMware                                ...
Ex: Unidesk’s Channel Model                                                              1. Target top VMware             ...
Ex: Unidesk’s Channel Model                                                              1. Target top VMware    Marketing...
Recap           Marketing &                         Strategies                                     Audience           Sale...
Remember, ROME wasn’t                   built in a DayNor will your GTM strategy and tactics be                           ...
Key Points to Remember• GTM is both strategic and tactical•     Position for unique whitespace•     Target & segment aroun...
Agenda       Strategic               1. Positioning               2. Brand               3. Targeting, segmentation       ...
Thank you!          Find Me Online                                       Email      • Demandware                     mjsko...
Preparation for Pitch Challenge• Take the template from www.mjskok.com• Build your pitch• Submit the slides to michael@nor...
Startup Secrets - Agenda•     Feb 1:        Value Proposition•     Feb 22:       Company Formation•     Mar 7:        Busi...
Startup Secrets                      Going to Market                      An insider’s guide               to unfair compe...
Upcoming SlideShare
Loading in …5
×

Driving to Market - How to "Drive" Competitive Advantage in your Go To Market (GTM) strategies and tactics for Startups - Harvard Innovation Lab Series

14,992 views
13,223 views

Published on

Developed for the Harvard Innovation Lab workshop series on Startup Secrets.

This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.

Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/

Published in: Business, Technology
0 Comments
56 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
14,992
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
4
Comments
0
Likes
56
Embeds 0
No embeds

No notes for slide
  • It’s as important as your value propMonetize for competitive advantageIterateChannel and ecosystemROME (ROMEwasn’t built in a day)Measure, Execute
  • This is always a fun section. Entrepreneurs often claim they have no competition because the idea is so unique. While that may indeed be true, it’s unlikely that you won’t have competition for at least the dollars that the customer has to spend on either existing approaches or alternatives.So what helps here is to describe very clearly what your unique differentiation isThen be clear what barriers there are to others following you. Technology is one obvious differentiator to bring out, but don’t forget others For example your business model, which may include your pricing advantage or your open source development capability or your ability to partner and or open up new channels. Other sustainable advantages may include the network of users you build up or the data being collected.  In the end all these may be  as compelling as your technology differentiation, and more important as a barrier to entry for competitors.
  • There may be many ways to express your unique positioning, but I’m a believer in pictures - in case you hadn’t already figured that out ;) So here’s the kind of simple picture I recommend using to clearly position yourself. The key to this particular diagram is the axes you choose. Suffice it to say you want to end up in the top right, positioned to win in a unique whitespace. Here bubble sizing is for relative size of competitors a,b,c,d.Catch me in person and I'll tell you the real key is to find a way to explain why the competitors just can't cross the barriers in this diagram to even enter the top quadrant. Then you know you're really onto a winner.It's a subject unto itself for a drill down, but you need to be able to get across the white space you have identified
  • 67 Billion – business week 2009, most valuable brand in the world.
  • Disruptive to the industry and the competition and NOT the customer (remember the gain/pain ratio)
  • a set of actual or potential customers for a given set of products or services who have a common set of needs or wants, and who reference each other when making a buying decision.Moore, Geoffrey A. (2009-03-17). Crossing the Chasm
  • Marketing ModelPricing, packaging etc, Distribution modelChannel model as MultiplierStrategic partnersWhole product as LeversPotential exitsSales ModelCost of sales, eg Cost of Acquiring and Retaining/Reacquiring Customer (CARC)Services ModelCustomer supportRetention, ChurnProfessional Services?Don’t be afraid of itMultipliers and Levers around…COREIncreasingGainLCVReducingPainCARC
  • Marketing ModelPricing, packaging etc, Distribution modelChannel model as MultiplierStrategic partnersWhole product as LeversPotential exitsSales ModelCost of sales, eg Cost of Acquiring and Retaining/Reacquiring Customer (CARC)Services ModelCustomer supportRetention, ChurnProfessional Services?Don’t be afraid of itMultipliers and Levers around…COREIncreasingGainLCVReducingPainCARC
  • Marketing ModelPricing, packaging etc, Distribution modelChannel model as MultiplierStrategic partnersWhole product as LeversPotential exitsSales ModelCost of sales, eg Cost of Acquiring and Retaining/Reacquiring Customer (CARC)Services ModelCustomer supportRetention, ChurnProfessional Services?Don’t be afraid of itMultipliers and Levers around…COREIncreasingGainLCVReducingPainCARC
  • Marketing ModelPricing, packaging etc, Distribution modelChannel model as MultiplierStrategic partnersWhole product as LeversPotential exitsSales ModelCost of sales, eg Cost of Acquiring and Retaining/Reacquiring Customer (CARC)Services ModelCustomer supportRetention, ChurnProfessional Services?Don’t be afraid of itMultipliers and Levers around…COREIncreasingGainLCVReducingPainCARC
  • Goal: “intercept” existing opportunities and “inject” UnideskSelect, Activate, and Measure (everything!)Target & profile top VMware VARs that align with Unidesk customer persona (desktop admins in SMB & key verticals)Provide customer proof points to gain advocacy of technical gatekeepers within channel partnersDrive key influencers to experience Unidesk (download & videos)Invite their customers to pitch Unidesk to themKey MetricsCategorize partners as “A” & “B”Measure “A” partner contribution per quarter# of new customers added and revenue # of deal registrations & % of leads sourced solely by partner“B” partners can develop into “A” partners
  • Goal: “intercept” existing opportunities and “inject” UnideskSelect, Activate, and Measure (everything!)Target & profile top VMware VARs that align with Unidesk customer persona (desktop admins in SMB & key verticals)Provide customer proof points to gain advocacy of technical gatekeepers within channel partnersDrive key influencers to experience Unidesk (download & videos)Invite their customers to pitch Unidesk to themKey MetricsCategorize partners as “A” & “B”Measure “A” partner contribution per quarter# of new customers added and revenue # of deal registrations & % of leads sourced solely by partner“B” partners can develop into “A” partners
  • Goal: “intercept” existing opportunities and “inject” UnideskSelect, Activate, and Measure (everything!)Target & profile top VMware VARs that align with Unidesk customer persona (desktop admins in SMB & key verticals)Provide customer proof points to gain advocacy of technical gatekeepers within channel partnersDrive key influencers to experience Unidesk (download & videos)Invite their customers to pitch Unidesk to themKey MetricsCategorize partners as “A” & “B”Measure “A” partner contribution per quarter# of new customers added and revenue # of deal registrations & % of leads sourced solely by partner“B” partners can develop into “A” partners
  • Goal: “intercept” existing opportunities and “inject” UnideskSelect, Activate, and Measure (everything!)Target & profile top VMware VARs that align with Unidesk customer persona (desktop admins in SMB & key verticals)Provide customer proof points to gain advocacy of technical gatekeepers within channel partnersDrive key influencers to experience Unidesk (download & videos)Invite their customers to pitch Unidesk to themKey MetricsCategorize partners as “A” & “B”Measure “A” partner contribution per quarter# of new customers added and revenue # of deal registrations & % of leads sourced solely by partner“B” partners can develop into “A” partners
  • Goal: “intercept” existing opportunities and “inject” UnideskSelect, Activate, and Measure (everything!)Target & profile top VMware VARs that align with Unidesk customer persona (desktop admins in SMB & key verticals)Provide customer proof points to gain advocacy of technical gatekeepers within channel partnersDrive key influencers to experience Unidesk (download & videos)Invite their customers to pitch Unidesk to themKey MetricsCategorize partners as “A” & “B”Measure “A” partner contribution per quarter# of new customers added and revenue # of deal registrations & % of leads sourced solely by partner“B” partners can develop into “A” partners
  • Goal: “intercept” existing opportunities and “inject” UnideskSelect, Activate, and Measure (everything!)Target & profile top VMware VARs that align with Unidesk customer persona (desktop admins in SMB & key verticals)Provide customer proof points to gain advocacy of technical gatekeepers within channel partnersDrive key influencers to experience Unidesk (download & videos)Invite their customers to pitch Unidesk to themKey MetricsCategorize partners as “A” & “B”Measure “A” partner contribution per quarter# of new customers added and revenue # of deal registrations & % of leads sourced solely by partner“B” partners can develop into “A” partners
  • Driving to Market - How to "Drive" Competitive Advantage in your Go To Market (GTM) strategies and tactics for Startups - Harvard Innovation Lab Series

    1. Startup Secrets Going to Market An insider’s guide to unfair competitive advantage Michael J. Skok North Bridge Venture Partners Twitter: @mjskok www.mjskok.comMichael Skok
    2. Introductions Find Me Online Email • Demandware mjskok@northbridge.com  Jamus Driscoll Web mjskok.com • Unidesk Twitter  Tom Rose @mjskok  Brian McDonough SlideShare • North Bridge /mjskok  Adam Berrey LinkedIn linkedin.com/in/mjskok Google+ bit.ly/mjskok-google YouTube bit.ly/mjskok-youtubeMichael Skok 2
    3. Startup Secrets - Agenda• Feb 1: Value Proposition• Feb 22: Company Formation• Mar 7: Business Model• Mar 29: Go-To-Market Strategy• Apr 18: Pitch Session• May 17: Geoffrey MooreMichael Skok 3
    4. A Startup GTM Framework Marketing & Strategies Audience Sales Cycle / Tactics Channel Awareness Brand Direct vs. Targeting, Channel Segmentation Positioning Interest OUTbound / INboound Messaging Channel PersonasUnderstanding Development, Social Management, Actors/Scenes Media Etc. Engagement PR Trial Strategic Services Partners Purchase References • Results Oriented, Metrics, Execution Driven • Continuous Iteration & Improvement Michael Skok 4
    5. Agenda Strategic 1. Positioning 2. Brand 3. Targeting, segmentation Tactical 1. The Marketing and Sales Cycle 2. Channel WORKSHOPMichael Skok 5
    6. Strategic PositioningTactical Occupy a distinct place in a potential customer’s mind, unique whitespace in market Good news! Geoffrey Moore You already did a - slightly modified template for positioning: simplified version in • For (target customers – beachhead segment only) the Value Prop • Who are dissatisfied with (current market alternative) session! • Our product is a (new product category) • That provides (key problem solving capability) • Unlike (reference competitive differentiation, to alternative), • We have assembled (key whole product features for your specific application) Michael Skok 7
    7. Strategic CompetitionTactical • Unique differentiation  Not just technology • EG Targeted Segment • Barriers to entry  Rewind, repeat: Not just technology! • EG Business Model, GTM approach • What is sustainable?  IP, patents, network, data, process, etc • Consistent with your CORE value? Michael Skok 8
    8. Positioning 2x2Strategic Whatever sets you up… for a unique white spaceTactical Define real BARRIERS to Entry into each segment High {whitespace} a c The choice of axes is critical b Bubble sizing for relative size of competitors d Low Low High Michael Skok 9
    9. Agenda Strategic 1. Positioning 2. Brand 3. Targeting, segmentation Tactical 1. The Marketing and Sales Cycle 2. Channel WORKSHOPMichael Skok 11
    10. Strategic BrandTactical • A science unto itself – don’t underestimate it’s power  Are you Coke or Pepsi, Apple or Dell? • But for starters, in startups  It’s about YOU, the founders  Your People  Your Culture (per the Company Formation session)  How you Execute • eg interact with your ecosystem of Customers, Partners, Suppliers, Stakeholders Michael Skok 12
    11. Identity Name system Brand Essence Every Touch Product PointMichael Skok
    12. Brand Essence FrameworkVision What about the world is changing that makes us necessary?Promise What do we promise to customers at the most fundamental level? Spike unique What makes us distinctlyAttributes valuable to our customers? How Special different & do we achieve over and over? better Standard cost of entry Personality Style What does it feel How would we presentEmotion If we were a person what like to engage ourselves to the world? would we be like? with us?Michael Skok
    13. Achieving Brand Integrity• Consistency - Great brands are consistent; everywhere you touch they are the same.• Values – Great brands have attributes consistent with company values.• Reliability – Great brands always keep their promise.Michael Skok
    14. Startup Secret:Strategic Start how you mean to endTactical Michael Skok 16
    15. Agenda Strategic 1. Positioning 2. Brand 3. Targeting, segmentation Tactical 1. The Marketing and Sales Cycle 2. Channel WORKSHOPMichael Skok 17
    16. Strategic Perfect Startup StormTactical Disruptive Business Model Breakthrough New Market Value Prop Opportunity Michael Skok 18
    17. Why does Targeting &Strategic Segmentation matter?Tactical • Product / Market fit • Packaging and Pricing • Channels, Distribution • Messaging, communication … and more • DEPEND on Targeting & Segmentation Michael Skok 19
    18. Strategic Perfect Startup Storm - focus on Value Prop FOR Target SegmentTactical Disruptive Business Model New Market Breakthrough Opportunity Value Prop TARGET/SE GMENT Michael Skok 20
    19. Value Prop:Strategic Recap & IntersectionTactical  3D Solution • Discontinuous • Defensible • Disruptive  4U Need • Unworkable • Unavoidable • Urgent (For • Underserved market Targeting, Segme • Unique… (Introducing one more U) ntation) Michael Skok 21
    20. Strategic Perfect Startup Storm - focus on Value Prop FOR Target SegmentTactical Disruptive Business Model New Market Breakthrough Opportunity Value Prop TARGET/SE GMENT Michael Skok Unique Underserved 22
    21. Strategic Adding to Lean Startup thinking…Tactical Minimum Viable Product (MVP) AND Minimum Viable Segment (MVS) MVP MVS Smaller, Easier Target to Cover Michael Skok 23
    22. Segmentation Startup Secret:Strategic Common Set of Needs -> ReferenceTactical • Segment according to the same NEEDS  Customers can compare solutions • When you deliver  They will REFERENCE each other • Leads to…  Initial Beachhead Michael Skok 24
    23. Targeting, Segmentation:Strategic Get to common Problem / NEEDSTactical • Vertical  Automotive Vertical  Financial Services  Government Size • Size Problem  Consumer  SMB  Enterprise • Problem / NEEDS  E.G. Regulatory Approval Process • Applicable Across Pharma, Fin Services, Govt, etc Michael Skok 25
    24. Targeting, Segmentation:Strategic Example, seeking Critical NeedTactical Mobile Professionals vs. Office Worker Michael Skok 26
    25. Targeting, Segmentation:Strategic Example, seeking Critical NeedTactical Mobile Professionals vs. Office Worker Field Workers vs. White Collar Michael Skok 27
    26. Targeting, Segmentation:Strategic Example, seeking Critical NeedTactical Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales Michael Skok 28
    27. Targeting, Segmentation:Strategic Example, seeking Critical NeedTactical Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales Medical vs. Office Equipment Equipment Michael Skok 29
    28. Targeting, Segmentation:Strategic Example, seeking Critical NeedTactical Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales Medical vs. Office Equipment Equipment Hospitals vs. Medical Clinics Michael Skok 30
    29. Targeting, Segmentation:Strategic Example, seeking Critical NeedTactical Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales Medical vs. Office Equipment Equipment Hospitals vs. Medical Clinics Critical Care vs. Diagnostics Michael Skok 31
    30. Startup SecretStrategic - don’t be afraid to FOCUS!Tactical • Narrow as possible to start!  Think Beachhead (Geoffrey Moore) • Which would you rather…  Expand on success?  Contract on failure? • Demandware case study… Michael Skok 32
    31. Eating the Orange Segment At a TimeSegmentation Guidelines • “Get Small, Get Big or Get Out” • Small enough to be actionable, big enough to be meaningful • Can you deliver with distinction (and margin)? • If you succeed, will other customers care?33 Copyright 2008 Demandware, Inc. - Confidential
    32. Positioning -> Segmentation -> GTMCompany Positioning: High-growth retailers and consumer brands looking to develop or extend the reach of their B2C ecommerce business trust Demandware as their strategic partner for ongoing success. Market Targeting Segmented Database GTM Tactics Marketing programs Product Development Target account lists Public Relations Etc. 34 Copyright 2008 Demandware, Inc. - Confidential
    33. Agenda Strategic 1. Positioning 2. Brand 3. Targeting, segmentation Tactical 1. The Marketing and Sales Cycle 2. Channel WORKSHOPMichael Skok 35
    34. Strategic Connecting Targeting & Segmentation to the Marketing & Sales CycleTactical Awareness Interest Understanding Engagement Trial Purchase Michael Skok 36
    35. Target, Segment, ANDStrategic Startup Secret: Personify (Actors)Tactical Awareness Actors Interest Segment Understanding Target Engagement Trial Underserved, Uniquely valued Purchase Michael Skok 37
    36. Startup Secret: CustomerStrategic “Actors” Change Through “Scenes”Tactical Awareness Customer “Actors” Actors Interest • Visionary Segment • Technocrat Understanding “SCENES” • Operator Target Engagement • Influencer • Economic buyer Trial Underserved, • Decision maker Uniquely valued Purchase Michael Skok 38
    37. “Driving” StartupStrategic Marketing & SalesTactical Awareness Interest Understanding Engagement Trial Purchase Michael Skok 39
    38. “Driving” StartupStrategic Marketing & SalesTactical You Control Neutral Awareness GEARS to build Momentum Interest Understanding Engagement Trial Purchase Overdrive Michael Skok 40
    39. “Driving” StartupStrategic Marketing & SalesTactical You Customer Control Controls Neutral Accelerator / Brake / Clutch Awareness GEARS to build Momentum Interest Understanding Engagement Trial Purchase Overdrive Michael Skok 41
    40. Your controls:Strategic Gears in the sales cycleTactical • Gears to build momentum  Why the analogy? • Because it’s tough to go from 1st gear to 5th gear in one step – likewise it’s tough to skip steps in a sales process • Don’t stay with a gear too long when accelerating – you’ll over rev the engine = same with customer = instead…  Engage a new Gear (sales or marketing tool) every time the customer puts the clutch in • Measure whether it enables customer to accelerate & build momentum for the sale Michael Skok 42
    41. Customer’s controls:Strategic ABCs in the sales cycleTactical Accelerator  Accelerates the customer from one step to another – e.g. SLIPPERY product, things like self service, free trials etc. Brake  Stops the customer moving from one step to another – e.g. lack of understanding of your solution, poor competitive positioning  DON’T assume it’s price! (ACTIVELY LISTEN to carefully dissect sales objections, recognize sales stops / starts) Clutch  Is engaged when the customer doesn’t know what the next step is, or there’s inertia and risk causing a stalled sales cycle Michael Skok 43
    42. Strategic Driving Marketing & Sales Proof Connecting it to CUSTOMER Gain/Pain RatioTactical Neutral Awareness Interest GEARS Understanding Engagement Trial Purchase Overdrive Michael Skok 44
    43. Strategic Driving Marketing & Sales Proof Connecting it to CUSTOMER Gain/Pain RatioTactical Neutral Customer Gain: Awareness • Revenue • Cost savings Interest GEARS • Time Understanding • People Accelerator / • Competitive Engagement advantage Trial • Reputation • Etc.. Purchase Overdrive Gain Michael Skok 45
    44. Strategic Driving Marketing & Sales Proof Connecting it to CUSTOMER Gain/Pain RatioTactical Neutral Customer Gain: Awareness Customer Pain: • Revenue • See, (Find) - Awareness Interest Accelerator / Brake / • Cost savings • Try - Engagement, Trial GEARS • Time Understanding • Buy – • People Price, Package, License • Competitive Engagement • Fly - Implement, Deploy advantage • Own, (TCO) – Trial • Reputation Service, Support • Etc.. Purchase Overdrive Gain Pain Michael Skok 46
    45. Strategic Driving Marketing & Sales Proof Connecting it to CUSTOMER Gain/Pain RatioTactical Neutral Accelerator / Brake / Clutch Customer Gain: Awareness Customer Pain: • Revenue • See, (Find) - Awareness • Cost savings Interest • Try - Engagement, Trial GEARS • Time Understanding • Buy – • People Price, Package, License • Competitive Engagement • Fly - Implement, Deploy advantage • Own, (TCO) – Trial • Reputation Service, Support • Etc.. Purchase Overdrive Inertia, RISK on a startup : • Switching costs? • Default = do nothing • Alternatives? • Good enough = good enough! Inertia, Gain RISK Pain Michael Skok 47
    46. Startup Secret:Strategic Qualify Early AND OftenTactical • Qualify early  Save all the $, Time and Resources early in the process  Opportunity cost for another suspect • Qualify often (things change)  Create lead nurturing programs • Marketing qualifiers: Tie to Targeting & Segmentation  Narrow criteria = easy qualification • Sales qualifiers: Example: MANACT  Money, Authority, Need, Ability, Competition, Timescales Michael Skok 48
    47. Strategic Driving Marketing & Sales Relating to Business Model CORE, Levers & MultipliersTactical Awareness Interest Understanding Engagement Trial Purchase Multipliers Levers CORE Michael Skok 49
    48. Strategic Driving Marketing & Sales Relating to Business Model CORE, Levers & MultipliersTactical Multiplier Examples Neutral Sales & Marketing Awareness  Tiered Pricing Interest  Freemium GEARS  Channel partners Understanding Product  SLIPPERY products * Engagement  “Russian Doll” Packaging * Trial  Technology stacks  WHOLE product Purchase Overdrive ACCELERATE Multipliers the Sales Cycle Levers CORE Michael Skok 50
    49. Strategic Driving Marketing & Sales Relating to Business Model CORE, Levers & MultipliersTactical Multiplier Examples Neutral Lever Examples Accelerator / Brake / Clutch Sales & Marketing Awareness Sales & Marketing  Tiered Pricing  Web Interest  Freemium  Inside sales GEARS  Channel partners  Inbound Understanding Product  Referencing, viral  SLIPPERY products * Engagement Product  “Russian Doll”  Support Packaging * Trial  Services  Technology stacks  WHOLE product  WHOLE product Purchase Overdrive Reduce BRAKES ACCELERATE In the Sales Cycle Multipliers the Sales Cycle Levers CORE Michael Skok 51
    50. Strategic Road Test: put it all togetherTactical Accelerate in Gear Reduce Brakes, let via out Clutch • Automation • Time • NOT people • People dependent • Resources • Self service for the customer Engage levers Use Multipliers • Distill to repeat & • SLIPPERY product scale • Russian Doll • Eg Videos, Podcasts packaging • Self service portals, Knowledge bases, Configurator (Around your CORE Michael Skok s Value Prop) 52
    51. Strategic Friction Free, SLIPPERY ProductsTactical Simple Low to no initial cost Installs easily Proves value quickly Plays well with others ( WHOLE product ) Easy to use ROI is obvious Y customers can’t live without it Michael Skok 53
    52. Symantec Connect: Self Service PortalMichael Skok 54
    53. Strategic Demandware case studyTactical • WHOLE product – fulfills Value Prop  LINK program • Creates whole product • Extends whole product to broader solution • Reduces cost of integration • Reduces time to deploy Michael Skok 55
    54. LINK Technology PartnersOutcome: Ease of Innovating Through New Technologies LINK Technology Partners • Extensive library of pre- built integrations between leading third-party ® technologies and LINK Technology Partners Demandware Commerce Benefits to Retailers / Brands • Accelerated Revenue Growth • Rapid Access to Applications • Reduced Implementation Costs • Early Visibility into Emerging Technologies56 Copyright 2008 Demandware, Inc. - Confidential
    55. Looking at theStrategic Sales cycle as a lifecycleTactical Understanding Interest Awareness See Die Michael Skok 57
    56. Looking at theStrategic Sales cycle as a lifecycleTactical Trial Engagement Understanding Interest Awareness See Try Die Michael Skok 58
    57. Looking at theStrategic Sales cycle as a lifecycleTactical Purchase Trial Engagement Understanding Interest Awareness See Try Buy Die Michael Skok 59
    58. Looking at theStrategic Sales cycle as a lifecycleTactical Customers MEASURE Competitive Advantage, Payback Period, ROI Purchase Trial Engagement Understanding Interest Awareness See Try Buy Fly Die Michael Skok 60
    59. Looking at theStrategic Sales cycle as a lifecycleTactical Customers MEASURE Competitive Advantage, Payback Period, ROI Purchase Trial Engagement Understanding Interest We MEASURE Cost of Acquiring & Reacquiring Customers (CARC) Awareness Life Cycle value (LCV) See Try Buy Fly Die Michael Skok 61
    60. Looking at theStrategic Sales cycle as a lifecycleTactical Customers MEASURE Competitive Advantage, Payback Period, ROI Purchase Up- Extended Re- Up- Extended Re- Trial sell Lifecycle Trial sell Lifecycle Trial Engagement Understanding Interest We MEASURE Cost of Acquiring & Reacquiring Customers (CARC) Awareness Life Cycle value (LCV) See Try Buy Fly Die Michael Skok 62
    61. Marketing & SalesStrategic Consider SERVICES in early marketsTactical Awareness Interest Understanding Include SERVICES Engagement as a means to get competitive advantage, beyond just Up- Extended Re- Trial sales and marketing - sell Lifecycle Trial see www.mjskok.com Purchase Michael Skok 63
    62. Starup Secret:Strategic Services can be a lethal weaponTactical Double edged sword See http://www.mjskok.com/resource/services-competitive-advantage for the full post on how to use Services for competitive advantage Michael Skok 64
    63. Strategic Startup Secret: Professional Services – 7 golden nuggetsTactical 1. Pre-sales facilitation 2. Post- sales implementation & support 3. Customer breadth of deployment & growth 4. Predictable revenue and contribution 5. Free Product Management 6. Best practices buildup 7. Upgrade acceptance, deployment Michael Skok 65
    64. Startup Secret:Strategic Professional Services – 7 Deadly SinsTactical ANGER Customers get angry, thinking your PRIDE of your top line, instead of your product should work business model without services GREED You start SLOTH You get lazy in gouging fixing product customers for issues extra revenue ENVY between sales & services divides loyalty LUST Acquiring more customers instead of partners GLUTTONY You get hooked on a services Michael Skok model 66
    65. Strategic Execution detailTactical • You can’t manage what you can’t measure • Measure every step Awareness  Time Interest Understanding  People Engagement  Other resources Trial Purchase • Conversion rate Michael Skok 67
    66. Strategic Drill down - Marketing & SalesTactical lead lead lead lead lead lead $,Time, Resources Awareness Conversion rate % Interest Understanding Break down measurable, mana Engagement geable steps Trial ULTIMATELY: Purchase $, Time, Resources Conversion rate % Michael Skok customer 68
    67. Strategic Marketing & Sales - FLOWTactical lead lead lead lead lead lead lead lead lead lead lead Awareness Interest Understanding Seamlessly linked steps, that incent Engagement customers to flow from one step to another Trial Purchase Michael Skok Customers 69
    68. Strategic Startup Secret : Reverse EngineerTactical Awareness $,Time, Resources Conversion rate % Interest Understanding REVERSE ENGINEER THE FUNNEL Engagement Trial ULTIMATELY: $,Time, Resources Purchase Conversion rate % Michael Skok 70
    69. The Web;Strategic Changes (nearly) EverythingTactical Positives: Negatives: • Measure • One click away everything  Competitors • Closed loop Closed  Distractions Loop • Lower cost via Web Virtual Sales, Marketing, Services Don’t forget the human factors  Webinars  Personal touch  Relationships – better real  Video than virtual!  Podcasts  Experiential learning is invaluable Michael Skok 71
    70. Startup Secret:Strategic Closed Loop, WebTactical Awareness $,Time, Resources Conversion rate % Interest Understanding Closed Loop Engagement via Web Trial ULTIMATELY: $,Time, Resources Purchase Conversion rate % Michael Skok 72
    71. Strategic Inbound vs. Outbound ?Tactical $1M $500k Deal Size $100k $50k IN-bound $10k $0 Michael Skok 73
    72. Strategic Inbound vs. Outbound ?Tactical $1M OUT-bound $500k Deal Size $100k $50k IN-bound $10k $0 Michael Skok 74
    73. Strategic Inbound vs. Outbound ?Tactical $1M OUT-bound $500k Deal Size $100k $50k ? IN-bound $10k $0 Michael Skok 75
    74. Strategic Inbound vs. Outbound ?Tactical $1M OUT-bound $500k Hybrid Deal Size $100k $50k ? IN-bound $10k $0 Michael Skok 76
    75. Ex: Unidesk Guerilla Marketing Measure Everything: Weekly KPI SpreadsheetMichael Skok 77
    76. Ex: Unidesk Guerilla Marketing Phase: Requirements Phase: Pre-Launch Phase: Launch Tool: Web Survey Tool: Blog, Twitter, Google Analytics Tool: Blogger PR (new media) Goal: Build right product Goal: Awareness Goal: Interest Key: Founder appeal Key: Compelling content/personality Key: Unique, differentiated position Measure Everything: Weekly KPI Spreadsheet Dear Reader, I recently started a new software company focused on virtual desktop management. Its called Unidesk, and its backed by Matrix and NorthBridge, two of the biggest names in high-tech venture capital. Our goal is to help IT dramatically improve the way desktops, laptops, and other PC clients are managed. Plus, you will: Im offering you a free $20 gift card redeemable at any retail store that accepts MasterCard if youll respond to a survey and share your desktop Receive a free $20 gift card management experiences. Im not looking to sell you anything. Id just like redeemable at any retail storeyou to take a few minutes and answer some questions so my team can better that accepts MasterCard™ understand your desktop administration challenges and deliver technology that best meets your needs. Be entered in a drawing to To complete the brief survey, visit Virtual Desktop Survey. receive a free Apple iPod™ Touch Media Player with WiFi Thank you for helping to influence the next generation of desktop management software. Get the chance to join other IT professionals as part of an influential customer advisory board Chris Midgley CTO and Founder, Unidesk Corp Copyright © 2008 Unidesk Corporation • 1900 West Park Drive • Suite 280 • Westborough • MA • 508.983.1411 If you do not wish to receive future mailings from Unidesk. Please email Unsubscribe to unsubscribe@unidesk.com Phase: Build pipeline Phase: Customer acquisition Phase: Production customers Tool: Video, YouTube Tool: Webinars Tool: Forums Goal: Understanding Goal: Engagement, Trial Goal: Purchase, Repeat Purchase Key: Evangelist, crisp script Key: Passionate customers Key: Passionate, active customers Michael Skok 78
    77. Ex: Unidesk Guerilla Marketing Measure Everything: Weekly KPI SpreadsheetMichael Skok 79
    78. Agenda Strategic 1. Positioning 2. Brand 3. Targeting, segmentation Tactical 1. The Marketing and Sales Cycle 2. Channel WORKSHOPMichael Skok 80
    79. Strategic Channels & distributionTactical An area unto itself: Distinguish between: • Resellers • Sell with • VARs • Sell through • SIs • Sell for • OEMs • Strategic partners Startup Secret: (at least in B2B) Rarely can skip direct sales – need to experience the gain/pain ratio firsthand and learn the model Michael Skok 81
    80. Ex: Unidesk’s Channel Model 1. Target top VMware partners in our verticals G E S H O D M C V U B Closed-loop marketing Free pilots Partner sell-with CustomersMichael Skok 82
    81. Ex: Unidesk’s Channel Model 1. Target top VMware partners in our verticals G E S H O D M C V U B Closed-loop marketing 2. Intercept partner opportunities & inject Unidesk Free pilots Partner sell-with CustomersMichael Skok 83
    82. Ex: Unidesk’s Channel Model 1. Target top VMware Marketing cultivates IT partners in our verticals inquiries & nurtures all G E S opportunities H O D M C V U B Closed-loop marketing 2. Intercept partner opportunities &4. Measure EVERYTHING: inject Unidesk- Categorize partners as Free pilots “A” & “B”- “A” partners expected to close 70% of our revenue Partner - # of new customers added sell-with and revenue - # of deal registrations & % of 3. Use customers to gain leads sourced solely by partner - “B” partners can become “A” advocacy of partner - Contributors will change technical gatekeepers, then Customers provide training & enablement Michael Skok 84
    83. Ex: Unidesk’s Channel Model 1. Target top VMware partners in our verticals G E S H O D M C V U B Closed-loop marketing 2. Intercept partner opportunities & inject Unidesk Free pilots Partner sell-with 3. Use customers to gain advocacy of partner technical gatekeepers, then Customers provide training & enablementMichael Skok 85
    84. Ex: Unidesk’s Channel Model 1. Target top VMware partners in our verticals G E S H O D M C V U B Closed-loop marketing 2. Intercept partner opportunities &4. Measure EVERYTHING: inject Unidesk- Categorize partners as Free pilots “A” & “B”- “A” partners expected to close 70% of our revenue Partner - # of new customers added sell-with and revenue - # of deal registrations & % of 3. Use customers to gain leads sourced solely by partner - “B” partners can become “A” advocacy of partner - Contributors will change technical gatekeepers, then Customers provide training & enablement Michael Skok 86
    85. Ex: Unidesk’s Channel Model 1. Target top VMware Marketing cultivates IT partners in our verticals inquiries & nurtures all G E S opportunities H O D M C V U B Closed-loop marketing 2. Intercept partner opportunities &4. Measure EVERYTHING: inject Unidesk- Categorize partners as Free pilots “A” & “B”- “A” partners expected to close 70% of our revenue Partner - # of new customers added sell-with and revenue - # of deal registrations & % of 3. Use customers to gain leads sourced solely by partner - “B” partners can become “A” advocacy of partner - Contributors will change technical gatekeepers, then Customers provide training & enablement Michael Skok 87
    86. Recap Marketing & Strategies Audience Sales Cycle / Tactics Channel Awareness Brand Direct vs. Targeting, Channel Segmentation Positioning Interest OUTbound / INboound Messaging Channel PersonasUnderstanding Development, Social Management, Actors/Scenes Media Etc. Engagement PR Trial Strategic Services Partners Purchase References • Results Oriented, Metrics, Execution Driven • Continuous Iteration & Improvement Michael Skok 88
    87. Remember, ROME wasn’t built in a DayNor will your GTM strategy and tactics be Listen  R esults Learn  O riented GTM Lead Business Iterate  M arketing Model Pivot  E xecution Product Proposition  D riven through iteration • Results Oriented, Metrics, Execution Driven • Continuous Iteration & ImprovementMichael Skok 89
    88. Key Points to Remember• GTM is both strategic and tactical• Position for unique whitespace• Target & segment around customer needs• Manage your brand from the start• Think about “driving” your marketing & sales cycle• This is ultimately about ROME, build it carefullyMichael Skok 90
    89. Agenda Strategic 1. Positioning 2. Brand 3. Targeting, segmentation Tactical 1. The Marketing and Sales Cycle 2. Channel WORKSHOPMichael Skok 91
    90. Thank you! Find Me Online Email • Demandware mjskok@northbridge.com  Jamus Driscoll Web mjskok.com • Unidesk Twitter  Tom Rose @mjskok  Brian McDonough SlideShare • North Bridge /mjskok  Adam Berrey LinkedIn linkedin.com/in/mjskok Google+ bit.ly/mjskok-google YouTube bit.ly/mjskok-youtubeMichael Skok 92
    91. Preparation for Pitch Challenge• Take the template from www.mjskok.com• Build your pitch• Submit the slides to michael@northbridge.com  By Friday April 14th• Selection of top 5 – will get 20 mins each  15 to present, 5 mins of questions  Company Formation, Value Prop, Business Model, GTM• Winners (top 2)  Via “Crowd-funded” & “VC” Judges  Will get to meet Geoffrey Moore 1:1, signed bookMichael Skok 93
    92. Startup Secrets - Agenda• Feb 1: Value Proposition• Feb 22: Company Formation• Mar 7: Business Model• Mar 29: Go-To-Market Strategy• Apr 18: Pitch Session• May 17: Geoffrey MooreMichael Skok 94
    93. Startup Secrets Going to Market An insider’s guide to unfair competitive advantage Michael J. Skok North Bridge Venture Partners Twitter: @entrecapitalist www.entrecapitalist.comMichael Skok

    ×