2. Expand Marketing Limited
A consultancy that has over 20 years of experience and know how.
Experience of working with international, blue chip and SME organisations including Powergen, TetraPak, ICI
and Scottish Water as well as founding and developing water filtration and fuel cell technologies.
Expand Marketing helps companies, and their executive teams to successfully move into new and adjacent
markets, build market leading positions and advise on the strategic timing to optimise the raising of
finance, product development and ultimately sell or licence technology.
Monday, 14 February 2011
3. Business Focus ....
There are gaps all the way through The Technology Adoption Cycle. As your technology
bounces from one type of adopter to the next (it’s rarely a smooth transition) there are
many requirements to match.
However, the most significant gap is the one between the Early Adopters (Early Market
Place) and the Early Majority (Mainstream Market Place).
The next slide shows the complete cycle - from your initial idea, to mainstream markets
and eventual exit; it is within this framework that Expand Marketing excels.
Monday, 14 February 2011
4. MKT SHARE MKT SHARE GAP MKT SHARE MKT SHARE MKT SHARE
0 1 2 3 4 5 6 7 8 9 2.5% 13.5% 34% 34% 16%
RISK & EVOLUTION
ORGANISATIONAL
CHANGE:
CAN LOSE PEOPLE,
CREDIBILITY &
CUSTOMERS. AN IDEAL POINT
A GRADUAL AND, FOR EARLY
PLANNED INVESTORS
TO EXIT
CHANGE OF
STRUCTURE
FINAL TEST AND DEMONSTRATION
TECHNOLOGY DEMONSTRATION
TECHNOLOGY DEMONSTRATION
EARLY
TECHNOLOGY DEVELOPMENT
TECHNOLOGY DEVELOPMENT
TEST LAUNCH & OPERATIONS
FIND SALES AND X
LAUNCH & OPERATIONS
FEASIBILITY RESEARCH
INNOVATORS REFERENCE
TO BETA SITES HOUSEHOLD
BASIC RESEARCH
TEST, SOLID
EYE OF THE PRICE &
NAMES NEED
FEEDBACK GAIN
CLOSE WHOLE
£
BUSINESS ON TO FIGHT TO
& DEVELOP COMMERCIAL THE GAP PRODUCT
COMMERCIAL MAINTAIN MKT
BY BECOMING
IDEA
IN THE CREDIBILITY TERMS, PRICE
ISSUES NEED
SHARE - PRICE
FIELD & CASE MKT LEADER & WHOLE
MANAGING
AND A
STUDIES IN ONE PRODUCT
TO MAINTAIN
COMPLETE
LEAD TO CREDIBILITY
APPLICATION DEVELOPMENT SERVICE ARE
REFERENCE CREATE
MARKET IMPORTANT
SITES EARLY MKT
& PLAN
EXPERT TO CLOSE
AND PEER THE
OPINION ADOPTION
GAP
ENTREPRENEURIAL
TALENT ALIGNED
GROWING STRUCTURED BUSINESSES ESTABLISHED
TO CORPORATE
DOMINATE THIS SPACE ORGANISATIONS
STRATEGY.
LIVE HERE
A HI RISK - LOW DATA
SITUATION.
INFORMED
INTUITION REQD.
PRE MARKET EARLY MARKET TECHNOLOGY MAINSTREAM MARKETS
ADOPTION
TECHNOLOGY INNOVATOR EARLY
GAP EARLY LATE LAGGARDS
ADOPTER MAJORITY MAJORITY
READINESS LEVEL
TIME LINE 0 - 1 YEAR 0 - 5 YEARS 0 - 10 YEARS 0 - 15 YEARS 0 - 20 YEARS
Monday, 14 February 2011
5. Business Lifecycle (7 Stages)
SEED START - UP GROWTH ESTABLISHED EXPANSION DECLINE EXIT
stage 1 stage 2 stage 3 stage 4 stage 5 stage 6 stage 7
CHALLENGE MARKET CASHFLOW & TIME CONSTANT REMAINING MOVE INTO NEW DROPPING SALES REALISTIC
ACCEPTANCE & TO MARKET, ISSUES NEEDING FOCUSED, MARKETS; & PROFITS, VALUATION IN THE
IDENTIFY THE MANAGE TO BE RESOLVED, SUCCESS BRINGS REDEFINE THE NEGATIVE CASH MARKET AS IT
NICHE RESOURCES NO TIME AND EXTERNAL PLAN; MAKE SURE FLOW, CONSIDER STANDS
OPPORTUNITY TIGHTLY LITTLE CASH - DISTRACTIONS, THAT NEW OPTIONS & EXIT
TRAIN & CONCENTRATE MARKETS ARE
DELEGATE ON MACRO COMPATIBLE WITH
ISSUES SUCH AS THE SKILLS &
THE ECONOMY, RESOURCE THAT
COMPETITORS, EXISTS ALREADY.
CUSTOMER
TRENDS
FOCUS MATCH ESTABLISHING A FORMALISE THE IMPROVEMENT & DEVELOP NEW SEARCH FOR NEW STREAMLINE,
OPPORTUNITY CUSTOMER BASE & BUSINESS, PRODUCTIVITY, PRODUCTS & OPPORTUNITIES, OPERATIONS,
WITH SKILLS, MARKET INCREASED SALES KEEP PACE WITH SERVICES FOR CUT COSTS & MANAGEMENT &
EXPERIENCE PRESCENCE & CUSTOMERS, COMPETITORS, EXISTING FIND WAYS TO COMPETITIVE
WITH PASSION, WHILST MANAGING BETTER CONTINUALLY CHANNELS AND SUSTAIN THE BARRIERS TO
SET BUSINESS CASHFLOW ACCOUNTING & IMPROVE OFFER EXISTING CASH FLOW. MAKE THE
STRUCTURE, MGT SYSTEMS, BUSINESS PRODUCTS & COMPANY MORE
FIND RECRUITMENT OF PRACTICES SERVICES FOR FINANCIALLY
PROFESSIONAL PERSONNEL NEW VERTICAL APPEALING
ADVISORS & MARKETS
PLANNING
MONEY BUSINESS OWNER, FRIENDS, BANKS, PROFITS, PROFITS, BANKS, JOINT VENTURES, SUPPLIERS, ACCOUNTANCY
SOURCE OWNERS, FAMILY, BANK, PRIVATE EQUITY, INVESTORS & PARTNERING, CUSTOMERS & ADVICE ON THE
FRIENDS, PRIVATE EQUITY, PARTNERSHIPS, GOVERNMENT BANKS, OWNERS MOST BENEFICIAL
FAMILY, GRANTS, SUPPLIERS, GRANTS & LICENSING & NEW TAX POSITION
CUSTOMERS & CUSTOMERS & LEASING OPTIONS INVESTORS
SUPPLIERS GRANTS
Each stage of the business life cycle may not occur in chronological order. Some
businesses will be "built to flip"; quickly going from start-up to exit. Others will choose
to avoid expansion and stay in the established stage
Monday, 14 February 2011
6. The Adoption Gap
The ‘no mans land’ between your technologies early success and the mainstream acceptance it seeks.
Without making a successful leap your technology may only survive in the hands of others.
It has been likened to ‘going to war’:
your strategy, your team and their resolve must all be in tune and have a common purpose in mind.
This is where fortunes and reputations are made and lost.
Monday, 14 February 2011
7. The Challenge
Taking a ‘Disruptive Technology’ to market is the most frustrating & rewarding business
development job to have.
The risks & rewards are immense; the emotional highs and lows are extreme and because you are
breaking new ground you have little real data to reference and plan your strategy.
This is a high risk, low data situation and your ‘informed intuition’ is of more value than ‘analytical
analysis’
Add this to the changing face of ‘marketing communications’ and you are on an extreme
commercial roller-coaster
Monday, 14 February 2011
8. The Triple Bottom Line
It is no longer enough to just focus on the Financial bottom line...
The mood and the need has changed:
Environment
Social Responsibility
Finance
A new corporate agenda = a new opportunity for disruptive technology
Monday, 14 February 2011
9. A New Kind Of Technology Marketing Is Required:
AUDIENCES MESSAGES COMPETITORS
Governments Green & Clean Direct Technology
Public Sector Agencies ROI Substitute Technology
Utilities Metrics Subsidised Technology
The Media Proof Points
Consumers Validators
Analysts
Financial Community
Your green story MUST BALANCE with your commercial story
Most buyers still have bottom-line only motivators
Monday, 14 February 2011
10. Beware of ‘Parapet Risks’
Protect Your Business, Brand and People from:
Being accused of greenwashing
Being held to a higher standard than non-green peers
(Body Shop were criticised more than Wal-Mart in the USA on green issues!)
Success depends on credibility & authenticity.
Don’t puff the numbers and don’t smear the facts.
Never fake it.
Monday, 14 February 2011
11. Claims - Meaningful & Dramatic
Give your audiences the stories they need:
“Saves the equivalent of a new power station each year.”
“Enough to power Omaha and Oslo.”
Work the influencers:
Politicians and the media.
Use your embassies overseas.
Don’t alienate your buyers by overtly going
over their heads to apply pressure.
Monday, 14 February 2011
12. It’s A Balancing Act
Big Claims v Credible Support
Vision v Practicality
Greenness v ROI
Altruism v Authenticity
Monday, 14 February 2011
13. Don’t Go It Alone
Find a partner who has been there before...
Monday, 14 February 2011
14. Expand Marketing have ...
Put theory into practice and have real know-how, real scars and invaluable experience, through the ....
Development & patenting of technologies for the water and energy sectors
Raising of capital through early bootstrapping whilst maintaining shareholder value
Successful negotiation & work with Institutional investors
Delivery of significant early stage sales revenue
Establishment of key market positions and reference sites in both the UK and international territories
Development of strategic international relationships in the UK, USA, MENA and China
Management of early growth whilst balancing uncertain and limited capital
Understanding of market needs and matching them with the technical / commercial offer to drive market recognition
Monday, 14 February 2011
15. How do we work ?
We recognise that all situations are different and offer three broad ways of working with our clients:
1. Interim Management - Typically 3-6 month contracts.
2. Annual Retainer - Can follow an interim management role to support the management team OR
work as the business development arm of an organisation, with holistic advice or specific services.
3. Project - Delivering specific services on an ad-hoc basis.
Monday, 14 February 2011
16. Development Services
Sales & marketing Interim management
Technical accreditation and proof of concept
Whole product development
Channel and market assessment and development
Sales training, development, forecasting and management
Post-sale support and account management
Customer service and technical support
Monday, 14 February 2011
17. Advisory Services
If you are investing in or launching a new technology / product, Expand Marketing
provide ‘light touch’ research & reports on:
Technical & Commercial Due Diligence
&
Risk Analysis
Monday, 14 February 2011
18. Marketing & Creative Services
Direct & Digital Marketing Communications
Quantitative & Qualitative Marketing Research
Commercial & Technical Copywriting
Brand Creation & Development
Monday, 14 February 2011
19. Primary Contact:
Nicolas Holmes M IDM:
nic@expandmarketing.co.uk
T: +44 (0) 7718986052
www.expandmarketing.co.uk
Monday, 14 February 2011
