ACC 2011 Meeting, March 16-17, 2011How to break out of the       commoditization trap?                                    ...
Sound familiar?          Your competition copied your winning features                                                  an...
Can you fightcommoditizationand win?© 2010 Trajectory Group • Confidential & Proprietary   3
THINK ABOUT THIS… A Company With a    Price Advantage       Can Be Undercut! A Company With a    Performance Advantage    ...
DIFFERENTIATE    OR DIE                   ESCAPE                                           BY REINVENTING THE VALUE PROPOS...
DEVELOP, COMMUNICATE, DELIVER AND CAPTURE VALUE       The Four-Box                                              Customer  ...
BUILDING A BUSINESS MODEL                                                           KEY             CUSTOMER              ...
How to develop, communicate, and deliver VALUE!                                                                           ...
DEVELOPING VALUE PROPOSITION        Identifying an                        Gaining Competitive Advantage              Diffe...
DEVELOPING VALUE PROPOSITIONCreating Unique Positions                                      Price/Value                Exte...
Paradigm Shift             The most powerful competitive          differentiators in today’s marketplace          speak no...
RE-INVENTING YOUR VALUE PROPOSITION                                 Tangible                                      Intangib...
How to develop, communicate, and deliver VALUE                                                   What type of relationship...
COMMUNICATING VALUE - THE BUYING PROCESS        1. If customers aren‟t aware of you, they can‟t consider you.        2. If...
MATCHING PROGRAMS WITH PROCESS                  Strategic Focus              Pre-POS                               POS    ...
WHAT ABOUT SOCIAL MEDIA?                              Fitting Social Media into the Marketing Mix:                      Ca...
© 2010 Trajectory Group • Confidential & Proprietary   17
THE WEB AS A HUBParadigm ShiftSocial Media impactacross the entireorganization:- Branding- Product Management- Customer Se...
MARKETING PHILOSOPHY                  T                                              I                       M           T...
RAISING THE BAR                                                       TOWARDS                                             ...
DEVELOP, COMMUNICATE, AND DELIVER VALUE       The Four-Box                                              Customer       Bus...
DELIVERING VALUE: BEST-IN-CLASS MARKETING               What is Best-in-Class within the Marketing function?              ...
DELIVERING VALUE: BEST-IN-CLASS MARKETING                        How do you stack up on key Marketing Elements?           ...
BEST-IN-CLASS EXAMPLE:MARKET INTELLIGENCE                       Quality of market intelligence information on end-users/ap...
BEST-IN-CLASS EXAMPLE:PEOPLE CAPABILITIES &MARKET LEADERSHIP                         The team has become the most knowledg...
DELIVERING VALUE: MARKETING ROLES AND RESPONSIBILITIES                                                          Business  ...
DELIVERING VALUE: MARKETING ORG STRUCTURE                                                           Marketing             ...
CONCLUSION         IF THE CUSTOMER/CONSUMER CAN‟T DIFFERENTIATE YOU,                                                      ...
CASE                                                          STUDY© 2010 Trajectory Group • Confidential & Proprietary   ...
Product Strategy                                                                    30                                    ...
Product Strategy                                                                                          31    The experi...
Product Strategy                                                                                                          ...
Product Feature Spotlight                                                                                                 ...
2007 Product Highlights                                                                                34         A produc...
2007 Product Highlights                                                                                                   ...
2007 Marketing Campaign                                                              36     Launched brand with an        ...
TV Campaign                                                               37          Check out YouTube: http://www.youtub...
Print Campaign                                     38Source: Building the NAVIGON Brand, CMO Summit 2008   proprietary & c...
Interactive Campaign                                                                 39         Between Oct ‟07 and Dec „...
Brand Positioning                                                                                  40             NAVIGON ...
Significant Milestones                                                                                                    ...
DEVELOP, COMMUNICATE, CAPTURE AND DELIVER VALUE                                                                 Customer  ...
WHAT HAPPENED TO NAVIGON?   #1 Top Grossing app in several   Countries during last 12 months   Two million smartphone apps...
Questions? Please contact me at:                                                       Ralf Hug, Founder & President      ...
TRAJECTORY GROUP OVERVIEW                                                         Trajectory [trə′jektrē]: Plotting a real...
TRAJECTORY GROUP CAPABILITIES                                        Value Proposition MRD/PRD                            ...
BONUS DOCUMENTS ON SLIDESHAREPresentation:                                          Presentation:               Article:“T...
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Break Out of the Commoditization Trap - How to Create, Communicate, Capture and Deliver Value

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Presented at Automotive Communications Council in March 2011 to Automotive Aftermarket Professionals

Published in: Business, Technology

Break Out of the Commoditization Trap - How to Create, Communicate, Capture and Deliver Value

  1. 1. ACC 2011 Meeting, March 16-17, 2011How to break out of the commoditization trap? Presented by Ralf Hug, President Trajectory Group LLC © 2010 Trajectory Group • Confidential & Proprietary 1
  2. 2. Sound familiar? Your competition copied your winning features and is underselling you by a wide margin. Customers once delighted by your innovation/quality are now only interested in your price. Your largest customers are aggressively using bargaining power squeezing your prices and margins impacting your profitability.© 2010 Trajectory Group • Confidential & Proprietary 2 AND your marketing has become powerless!
  3. 3. Can you fightcommoditizationand win?© 2010 Trajectory Group • Confidential & Proprietary 3
  4. 4. THINK ABOUT THIS… A Company With a Price Advantage Can Be Undercut! A Company With a Performance Advantage Can Be Out Flanked! But, a Company Owning the Category‟s USP (Unique Selling Proposition) Can Potentially Demand a Price Premium . . . Forever!© 2010 Trajectory Group • Confidential & Proprietary 4
  5. 5. DIFFERENTIATE OR DIE ESCAPE BY REINVENTING THE VALUE PROPOSITIONS© 2010 Trajectory Group • Confidential & Proprietary 5
  6. 6. DEVELOP, COMMUNICATE, DELIVER AND CAPTURE VALUE The Four-Box Customer Business Model Value Proposition Framework Key Key Profit Formula Resources Processes Value Propositions can be copied. Companies need to (re-) architect the organizational system in ways that allow them to effectively deliver the value proposition, and create a unique defensible position!Source: Seizing the White Space: Business Model Innovation for Growth and Renewal, Mark W. Johnson , 2010 © 2010 Trajectory Group • Confidential & Proprietary 6
  7. 7. BUILDING A BUSINESS MODEL KEY CUSTOMER RESOURCES VALUE Audi etron Brand PROPOSITION START People Solving important $160,000 Technology customer problems Partnerships Satisfying Customer Channel Needs KEY PROFIT PROCESSES FORMULA R&D Cost Structure Manufacturing Revenue Model HR Target Unit Margin Tata Nano Marketing Resource Velocity $2,500 ITSource: Adapted from HBR Jan-Feb 2011 NewBusiness Models in Emerging Markets © 2010 Trajectory Group • Confidential & Proprietary 7
  8. 8. How to develop, communicate, and deliver VALUE! Customer Relationship What value do we deliver? Customer Segment Value Proposition What problems are we solving? Which customer needs are we satisfying? What product bundles are we offering each customer segment? Channel © 2010 Trajectory Group • Confidential & ProprietarySource: Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, Alex Osterwalder, 2010 8
  9. 9. DEVELOPING VALUE PROPOSITION Identifying an Gaining Competitive Advantage Differentiation on Unfulfilled Need and Differentiation Important Features Value Adding Features Critical 1. Customer Values 2. Willing to Pay for it Feature 1 High 3. Can’t get elsewhere Feature 2 Feature 3 CustomerSatisfaction Inferior Superior Low Inherent Features 1. Must have Low High 2. Everyone has Competitor1 Need Competitor2 Unimportant Value is created when product attributes match specific customer needs. © 2010 Trajectory Group • Confidential & Proprietary 9
  10. 10. DEVELOPING VALUE PROPOSITIONCreating Unique Positions Price/Value Extending, reinventing or on Value Space Map shifting the value frontier Value Line Value Line Value Lines High High High Price/ Price/ Price/ Cost Cost Cost Shift Low Low Low value frontier Low High Low High Low High Quality/ Quality/ Quality/ Performance Performance PerformanceA value map defines the relative position of different companies in an industry along the cost(price)/performance (quality) axisThe value line/frontier defines the maximum performance currently feasible for anygiven price/cost (to the customer/consumer) © 2010 Trajectory Group • Confidential & Proprietary 10
  11. 11. Paradigm Shift The most powerful competitive differentiators in today’s marketplace speak not only to functional benefits, but also … and perhaps most importantly … to some meta benefit, above and beyond the functioning of the product itself.© 2010 Trajectory Group • Confidential & Proprietary 11
  12. 12. RE-INVENTING YOUR VALUE PROPOSITION Tangible Intangible Value = Product/Service Attributes + Meta Benefit + Image + Relationship Solving Functionality Delight Brand DeliveryCustomerProblems Quality Reputation ResponseSatisfying Price Peace of Mind PerceptionCustomer Timeliness Needs Points of Parity Experience Outbound Touchpoints (“Me-too”) vs. Eco-”system” Inbound Impact of Social Points of Difference Marketing Media End-to-End Resonating Focus Solution Old vs. New Media Impact of Social Media © 2010 Trajectory Group • Confidential & Proprietary 12
  13. 13. How to develop, communicate, and deliver VALUE What type of relationship does each of our Customer Segments expect us to establish and maintain? How costly are they? How integrated with the rest of our business? Customer Relationship What value do we deliver? Customer Segment Value Proposition What problems are we For whom are we solving? creating value? Which customer needs Who are our most are we satisfying? important customers? What product bundles are we offering each customer segment? Channel Through which channels do we reach our Customers? How are our Channels integrated?Source: Business Model Generation:A Handbook for Visionaries, Game Which ones work best?Changers, andTrajectory Group • Confidential & Proprietary © 2010 Challengers , 13Alex Osterwalder, 2010 Which are the most cost effective?
  14. 14. COMMUNICATING VALUE - THE BUYING PROCESS 1. If customers aren‟t aware of you, they can‟t consider you. 2. If they don‟t consider you, they can‟t prefer you. 3. If they don‟t prefer you, they won‟t purchase/consume from you. 4. If they don‟t purchase/consume from you, they can‟t experience your competitively superior products and services and be retained. Awareness Consideration Purchase Delivery Avoidable Retention Defections Natural Defections Repurchase Ownership Decision Experience Referral “Word of Mouth” © 2010 Trajectory Group • Confidential & Proprietary 14
  15. 15. MATCHING PROGRAMS WITH PROCESS Strategic Focus Pre-POS POS Owner Repurchase Consumer Lifecycle Awareness Inquiry Order/Purchase Delivery Owner Experience RepurchaseConsumer Facing Tactics: Channel Facing Tactics:Tactical ApproachPOS / Merchandising / Display Signage, Demos, KioskWeb – Brand Building Educational multimediaAdvertising Media Buy – Brand Campaign Recall CampaignWeb – Product Showcase Educating and positioning Satisfaction surveysProduct Catalog MailingsOutbound Marketing/CRM Direct Mail/Cross-sell/up-sell Retention/Cross-sell/up-sellOrganic Search/Paid Search Keywords, Links, AdWordsCollateral Updates and new productPR/Events Press/Media/Trade show, special event participationPromotion and referral programs Coupon Retention/WOM/Cross-sell/up-sellEmail E-MailCampaign Retention/WOM/Cross-sell/up-sellSocial Media Facebook, Twitter, YouTube Facebook, Twitter, YouTubeInteractive Banner/Acquisition Campaigns Referral Campaigns © 2010 Trajectory Group • Confidential & Proprietary 15
  16. 16. WHAT ABOUT SOCIAL MEDIA? Fitting Social Media into the Marketing Mix: Can’t ignore it. Have to go where the customers are! OUTBOUND MARKETING INBOUND MARKETING “Interruption Marketing” “Permission Marketing” “Buy, Beg, or Bug Your Way In” “Earn Your Way In” Blog - SEO - Social Share Publish Network© 2010 Trajectory Group • Confidential & Proprietary 16
  17. 17. © 2010 Trajectory Group • Confidential & Proprietary 17
  18. 18. THE WEB AS A HUBParadigm ShiftSocial Media impactacross the entireorganization:- Branding- Product Management- Customer Service/Call Website Center/Complaint Hub Management- Public Relations- Lead Generation- Business Development- Training & Education- Customer Reviews- Marketing Communications- Sales- HR © 2010 Trajectory Group • Confidential & Proprietary 18
  19. 19. MARKETING PHILOSOPHY T I M Targeted Integrated Measurable Messages and stories are laser Messages and Marketing Well-defined, measurable focused on target audience, tools are leveraged and success criteria following the i.e. relevant, remarkable, etc. integrated speaking with SMART criteria (Specific , one clear voice Measurable, Actionable, Realistic, Timed)© 2010 Trajectory Group • Confidential & Proprietary 19
  20. 20. RAISING THE BAR TOWARDS BEST-IN-CLASS MARKETING PROCESSES© 2010 Trajectory Group • Confidential & Proprietary 20
  21. 21. DEVELOP, COMMUNICATE, AND DELIVER VALUE The Four-Box Customer Business Model Value Proposition Framework Key Key Profit Formula Resources Processes Value Propositions can be copied. Companies need to (re-) architect the organizational system in ways that allow them to effectively deliver the value proposition, and create a unique defensible position!Source: Seizing the White Space: Business Model Innovation for Growth and Renewal, Mark W. Johnson , 2010 © 2010 Trajectory Group • Confidential & Proprietary 21
  22. 22. DELIVERING VALUE: BEST-IN-CLASS MARKETING What is Best-in-Class within the Marketing function? How does it feel to work for a Best-in-Class Organization? How do you raise the bar to become Best-in-Class? How do you stack up on key Marketing Elements? “Superior” Gap Initiatives “Inferior” Status Quo Benchmark© 2010 Trajectory Group • Confidential & Proprietary 22
  23. 23. DELIVERING VALUE: BEST-IN-CLASS MARKETING How do you stack up on key Marketing Elements? Marketing Strategy Marketing Planning Process Market Intelligence People Capability & Marketing Leadership Key Brand Positioning Product PlanningFunctional Communications & Social MediaElements Pricing Distribution Strategy Market Introduction Sales Execution Excellence Account Management Sales Force Deployment 0 1 2 3 4 5 6 7 8 9 10 2010 2011 © 2010 Trajectory Group • Confidential & Proprietary 23
  24. 24. BEST-IN-CLASS EXAMPLE:MARKET INTELLIGENCE Quality of market intelligence information on end-users/applications, distribution and competitors is benchmarked on world-class level. Market intelligence is a key element in all business planning processes. There is a shared belief that good market intelligence is a key success factor for shareholder value creation. The focus of the Market Intelligence Plan is the end-user as key driver for the business. Measurements per end-user segment provides insights on: installed base, usage, attitudes/behaviors, awareness, brand image, product acceptance, etc. The group has basic product/market data on market size and competitive shares on a aggregated level The group has no market intelligence available© 2010 Trajectory Group • Confidential & Proprietary 24
  25. 25. BEST-IN-CLASS EXAMPLE:PEOPLE CAPABILITIES &MARKET LEADERSHIP The team has become the most knowledgeable, skillful and motivated marketing organization that attracts “too many” potential marketing candidates form the best companies, and the most superior business school. … training, mentoring, developing, and enhancing new marketers The marketing team is able to formulate a comprehensive marketing plan, regularly demonstrates new knowledge, and is able to convince management to resource, support and adopt new ways of working The marketing function shifts its focus from trade channels and product specs towards a market defined by end-users needs/applications Market is outside, customers are a “nuisance”, end users are unknown and most of our people “wanting to leave on time” © 2010 Trajectory Group • Confidential & Proprietary 25
  26. 26. DELIVERING VALUE: MARKETING ROLES AND RESPONSIBILITIES Business Marketing Positioning Case Plan Distinctive Market Sales Customer Pricing Competence Sizing Process Acquisition Market Product Buy, Built Market Customer Research Performance or Partner Requirements Retention Market Operational Product Product Launch Problems Metrics Portfolio Roadmap Plan Strategic Tactical Market Quantitative Product Product Program Sales Channel Analysis Analysis Strategy Planning Strategy Readiness Support Technology Win/Loss User Buyer Channel Presentations Innovation Assessment Analysis Personas Personas Training & Demos Competitive Use Success Collateral & Special Analysis Scenarios Stories Sales Tools Calls Release Thought White Event Milestones Leaders Papers Support Lead Competitive Answer Generation Write-up DeskSource: Pragmatic Marketing © 2010 Trajectory Group • Confidential & Proprietary 26
  27. 27. DELIVERING VALUE: MARKETING ORG STRUCTURE Marketing Product Product Marketing ChannelStrategic Planning Management Marketing Communications MarketingStrategic Tactical Job Descriptions Roles & Responsibilities Department Interfaces Training/Coaching/Mentoring Career Growth & Development Plan Performance Goals © 2010 Trajectory Group • Confidential & Proprietary 27
  28. 28. CONCLUSION IF THE CUSTOMER/CONSUMER CAN‟T DIFFERENTIATE YOU, THEN THE ONLY DIFFERENTIATOR IS PRICE.© 2010 Trajectory Group • Confidential & Proprietary 28
  29. 29. CASE STUDY© 2010 Trajectory Group • Confidential & Proprietary 29
  30. 30. Product Strategy 30 In a category where the competition is stripping out everything or simply adding checkbox features, NAVIGON delivers beyond the basics with an experience that truly adds value to the end customerSource: Building the NAVIGON Brand, CMO Summit 2008 proprietary & confidential
  31. 31. Product Strategy 31 The experience that matters DESIGN FEATURES PERFORMANCE EASE OF USE In a field of me-too Across tiers, NAVIGON The soul of each PND NAVIGON innovation devices, NAVIGON strives to deliver is built on NAVIGON‟s translates to a simpler, embraces design as a beyond the basics premium navigation more enjoyable key differentiator. with additional premium software, delivering a navigation experience Our unique design WOW features that navigation experience that the mass market DNA has produced supercharge end that is second-to-none. requires. numerous awards. customer value.Source: Building the NAVIGON Brand, CMO Summit 2008 proprietary & confidential
  32. 32. Product Strategy 32 NAVIGON values the voice of the consumer TOP TWO-BOX RANKINGS 80% Invested in consumer research 70% – Made Traffic and Reality View a portfolio wide USP 60% 29% – Added Text-to-Speech (TTS) to the entry-tier 33% 34% 50% 34% 35% Very 40% 35% 24% 28% Appealing 30% 30% 28% 26% 46% 23% 20% 17% Extremely 20% 39% 38% 17% 16% Appealing 28% 27% 25% 21% 10% 19% 16% 14% 15% 12% 12% 14% 12% 10% 0%Source: Building the NAVIGON Brand, CMO Summit 2008 proprietary & confidential
  33. 33. Product Feature Spotlight 33 NAVIGON™ 7100  Reality View™ WOW Features  Lifetime Traffic  Lane Assistant  Text-to-Speech  NAVIGON Fresh  Branded POIs compatible  Speed limit warning  Zagat Survey ® PLUS Features Ratings and Reviews  City-first or street-first entry  4.3” touchscreen  Predictive text  POI on route, FOUNDATIONAL Features  Standard POIs (1.5M) entry in vicinity  2D or 3D viewing  Maps  PIN protection  Day/night setting  Favorite,  Block routes last destinations  Route planning features  Highway signs displayedSource: Building the NAVIGON Brand,  Go home featureCMO Summit 2008 proprietary & confidential
  34. 34. 2007 Product Highlights 34 A product portfolio that made the market take notice… NAVIGON® 7100 NAVIGON® 5100 NAVIGON® 2100/2120 BOLD INNOVATION PRECISION TECHNOLOGY AWARD-WINNING DESIGN RELEVANT FEATURES FOUND NOWHERE ELSESource: Building the NAVIGON Brand, CMO Summit 2008 proprietary & confidential
  35. 35. 2007 Product Highlights 35 A product portfolio that made the market take notice… NAVIGON NAVIGON® 7100 ® 7100 NAVIGON® 5100 NAVIGON® 2100/2120 NAVIGON® 5100 NAVIGON® 2100/2120 Superior Experience Design Meets Delivering More and Design Innovation for Less  4.3” with all the bells and whistles  3.5” with unmatched feature set  3.5” with features never found  Reality View™  Reality View™ at an entry-tier  Lifetime TrafficSM  Lifetime TrafficSM  Reality View™  Zagat® Survey  Zagat® Survey  Text-to-Speech  Text–to-Speech  Text-to-Speech  Retail service  Bluetooth® activationsSource: Building the NAVIGON Brand, CMO Summit 2008 proprietary & confidential
  36. 36. 2007 Marketing Campaign 36 Launched brand with an OVERALL Q4 „07 TV IMPRESSIONS POS integrated campaign aimed 200M 538M at differentiating NAVIGON from its competitors ONLINE RADIO 100M PRINT 25M 213MSource: Building the NAVIGON Brand, CMO Summit 2008 proprietary & confidential
  37. 37. TV Campaign 37 Check out YouTube: http://www.youtube.com/watch?v=MlSq-B4JAh8proprietary & confidential
  38. 38. Print Campaign 38Source: Building the NAVIGON Brand, CMO Summit 2008 proprietary & confidential
  39. 39. Interactive Campaign 39  Between Oct ‟07 and Dec „07 brand campaign has sent over 400,000 users to NAVIGON‟s microsite (experiencenavigon.com)  76% of the users (~304,000) sent directly to channel partner websitesSource: Building the NAVIGON Brand, CMO Summit 2008 Microsite: www.experiencenavigon.com proprietary & confidential
  40. 40. Brand Positioning 40 NAVIGON is satisfying a position in the PND space that is currently unmet by the competition and currently being requested by consumers. OUR BRAND POSITION Innovative features that are useful and relevant backed by stunning designs Source: Ipsos Insight, Brand Tracking Study –Source: Building the NAVIGON Brand, CMO Summit 2008 Jan. 2008; 3000 total respondents online proprietary & confidential
  41. 41. Significant Milestones 41 Growing market NAVIGON Growth and brand share 11.50% 12.00% 10.00% 6.70% 8.00%  NAVIGON is now the #4 GPS 6.00% brand in the U.S.! 4.00% 4.00% 3.60% 4.00%  Moved from “Others” designation 2.00% (11 or higher) to #5 in November and #4 in February Feb-08 0.00% Sep-07 Jan-08 Jul-07 Oct-07 Nov-07 Dec-07 Aug-07 Mar-08 NAVIGON Q1 Unit Market Share  #4 in both units and $ volume in Q1 ‟08 Harman Hewlett Nextar Kardon Packard All Other Mio 2.1% 0.4% 0.2% 2.6%  Navigon 2100 was the #2 best Navigon 7.7% 7.2% selling PND in the US in Garmin February „08 44.4% Magellan 14.1%  First time since February „07 that a TomTom brand other than Garmin, TomTom 20.8% or Magellan accounted for more thanSource: Building the NAVIGON Brand, CMO Summit 2008 Source: NPD 4/22/08 10% of the PND market proprietary & confidential
  42. 42. DEVELOP, COMMUNICATE, CAPTURE AND DELIVER VALUE Customer Value Proposition Key Key Profit Formula Resources ProcessesSource: Seizing the White Space: Business Model Innovation for Growth and Renewal, Mark W. Johnson , 2010 © 2010 Trajectory Group • Confidential & Proprietary 42
  43. 43. WHAT HAPPENED TO NAVIGON? #1 Top Grossing app in several Countries during last 12 months Two million smartphone apps sold since launch in 7/2009 Expansion into Automotive Acquired by Garmin in 2011© 2010 Trajectory Group • Confidential & Proprietary 43
  44. 44. Questions? Please contact me at: Ralf Hug, Founder & President TRAJECTORY GROUP LLC Email: ralfhug@trajectorygroup.com Cell Phone: +1 773 733 6913 Skype: ralf_hug LinkedIn: www.linkedin.com/in/ralfhug Slideshare: www.slideshare.net/ralfhug Twitter: @ralfhug© 2010 Trajectory Group • Confidential & Proprietary 44
  45. 45. TRAJECTORY GROUP OVERVIEW Trajectory [trə′jektrē]: Plotting a realistic path towards achieving a target over a period of time TRACTECORY GROUP LLC Business development and strategic advisory services firm with the very Ralf Hug specific conviction to help companies Founder & President to stay on the trajectory of success Services include: 15 Years of Global Management o Management Advisory Experience o Marketing Strategy and Planning Expertise in Strategy Development, o Inbound and Outbound Marketing Business Development, Marketing and o Business Development Product Management o Product Strategy and Launch In-depth Industry Experience in o Interim Management Automotive, Telematics, M2M, GPS/LBS, Wireless, CE and Connected TV Deep Industry Expertise in: MBA University of Bayreuth, Germany o Automotive /Telematics/M2M Past Management Positions at: o GPS/LBS/Wireless/Apps o Content/Media/Services o CE/Connected TV© 2010 Trajectory Group • Confidential & Proprietary 45
  46. 46. TRAJECTORY GROUP CAPABILITIES Value Proposition MRD/PRD Go-To-Market Planning Category Mgmt Product & Services Roadmap Retail, Dealer & Channel Innovation Management Marketing Consumer Research Best-in-Class Marketing Processes Marketing Strategy & Marketing & Planning Product Strategy B2B and B2C Marketing Benchmarking Competitor Analysis Device/Smartphone Integration Prospecting Connected Car Aftermarket Sales Planning M2M Fleet InsurancePartnership Development Partner & Telematics Connected Services Wireless Carriers Business Development Strategy Value Chain Auto OEMs Content & Service Auto App Store Providers Business Models Customer Introductions Content Monetization Navigation Relationship Management Content Aggregation Global Europe © 2010 Trajectory Group • Confidential & Proprietary 46
  47. 47. BONUS DOCUMENTS ON SLIDESHAREPresentation: Presentation: Article:“The Connected Car “Envision Automotive App “To Find the Business Case for Comes in Many Flavors” Stores – Key Questions” Telematics, Look Higher Up.” http://slidesha.re/bFCv3V http://slidesha.re/eWnh0n http://slidesha.re/hkpRkW Check out Ralf Hug SlideShare Channel http://slidesha.re/hvKezS© 2010 Trajectory Group • Confidential & Proprietary 47
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