325M Sharon Park Drive
Menlo Park, CA 94025
www.visionandexecution.com
MODULE 3
Revenue in America
Scaling businesses in t...
© 2003 - 2014 Copyright Vision & Execution
OPTIMIZING YOUR PRODUCT
FOR LAUNCH
Patrina Mack, Managing Partner
4/2/2014
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
• Describe one of yours
– Why did you ―need‖ it?
– Why did you choose ...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
Question for Your Company
Has your team thought of
everything that you...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
Finding a Market Worthy of Investment
• Problem
– Not defining a sizea...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
• Why would anyone buy this
general type of product or service?
• Why ...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
Validate Your Market Opportunity
• Total addressable market size + the...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
Prioritize for Maximum Market Opportunity
Market size
Market growth
Li...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
Prioritize for Maximum Market Opportunity
Market size
Market growth
Li...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
Customer Input Matters at Every Stage
 Ethnographic
research
 Concep...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
Deliver a Superior Customer Experience
• Problem
– Not creating value ...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
Create a Compelling Customer Experience
• Design for the whole product...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
Best Practices: Cross-Functional Teams
• Fully cross-functional
team d...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
“Whole” Products Deliver Solutions
What ―gaps‖ in
functional considera...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
Pace Development to Adoption
• Understand what the
minimum feature set...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
Process Has its Place
• Problem
– Missed customer expectations
– Is la...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
Market &
product
strategy vision
 Platform
strategy
 Segmentation
s...
© 2003 - 2014 Copyright Vision & Execution
4/2/2014
Anticipate Options for Growth
Extend Business
EnrichProduct
Core
Produ...
© 2003 - 2014 Copyright Vision & Execution
CASE STUDIES – FREQUENT
MISTAKES AND LESSONS
LEARNED
Scott Trappe, Executive Co...
© 2003 - 2014 Copyright Vision & Execution
B2B Case Study: Company and Product
• ~275 person software firm; started 15+ ye...
© 2003 - 2014 Copyright Vision & Execution
Situation Analysis: Competitive Environment
4/2/2014
Global Software Test
$32B
...
© 2003 - 2014 Copyright Vision & Execution
• Spending on
developer tools
falling because of
Open Source tools
• IT departm...
© 2003 - 2014 Copyright Vision & Execution
The Options
A. Don’t enter U.S. Market
B. Be the low-price leader
C. Convince b...
© 2003 - 2014 Copyright Vision & Execution
Our Recommendations
• Reposition as a security-testing solution
– Explain secur...
© 2003 - 2014 Copyright Vision & Execution
B2C Case Study: Company and Product
• ~300 person software firm
• Dominates the...
© 2003 - 2014 Copyright Vision & Execution
Situation Analysis: Competitive Environment
4/2/2014
Yahoo! Flickr
SugarSync
Bo...
© 2003 - 2014 Copyright Vision & Execution
Situation Analysis: Jobs to be Done
Survey Question: What do you use the cloud ...
© 2003 - 2014 Copyright Vision & Execution
What Might be the Problem?
A. Consumers already think
their documents are secur...
© 2003 - 2014 Copyright Vision & Execution
Our Conclusions
• No paying consumer DRM market exists
• Small and medium busin...
© 2003 - 2014 Copyright Vision & Execution
Takeaways
• Understand the current market environment
– Find industry research ...
© 2003 - 2014 Copyright Vision & Execution
SCALING SALES AND SUPPORT
FOR RAPID ADOPTION
Brian Mellea
4/2/2014
© 2003 - 2014 Copyright Vision & Execution
Now let us turn to selling
• By now Engineering has created a great product
• M...
© 2003 - 2014 Copyright Vision & Execution
What I’m going to talk about
• Selected lessons from helping companies
sell
– D...
© 2003 - 2014 Copyright Vision & Execution
You need answers
• To these questions
– Why buy?
– Why buy now?
– Why buy us?
–...
© 2003 - 2014 Copyright Vision & Execution
Let’s talk about
4/2/2014
B2B sales
B2C sales
© 2003 - 2014 Copyright Vision & Execution
B2B sales
4/2/2014
Before
Product Software for
IT to increase
agility, reduce
c...
© 2003 - 2014 Copyright Vision & Execution
B2B sales
• What we are
finding works
in the US
– Telling stories
4/2/2014
© 2003 - 2014 Copyright Vision & Execution
Let’s talk more about telling stories
4/2/2014
Sales people sell
through tellin...
© 2003 - 2014 Copyright Vision & Execution
We don’t have any stories
4/2/2014
© 2003 - 2014 Copyright Vision & Execution
Selling Playbook
4/2/2014
Playbook Platform
Standard rep trajectory
Improvement...
© 2003 - 2014 Copyright Vision & Execution
B2C Case study
After
Sell fewer features
Sold by phone to school
administrators...
© 2003 - 2014 Copyright Vision & Execution
Lesson
• Find the many ways people find out about
products and services like yo...
© 2003 - 2014 Copyright Vision & Execution
Try, try, try again
• Continually testing
online campaigns
4/2/2014
Go to
schoo...
© 2003 - 2014 Copyright Vision & Execution
Invest in web tools
• Training in Google
Analytics
• Buy the next level up from...
© 2003 - 2014 Copyright Vision & Execution
Make friends on the web
• Analytics give you partial
answers
• People will appe...
© 2003 - 2014 Copyright Vision & Execution
SCALING SUPPORT
4/2/2014
© 2003 - 2014 Copyright Vision & Execution
Scaling Support
4/2/2014
© 2003 - 2014 Copyright Vision & Execution
Scaling Support depends upon Stage
4/2/2014
Online Group Collaboration SW: Just...
© 2003 - 2014 Copyright Vision & Execution
Scaling Support depends upon Stage
4/2/2014
Consumer digital video camera
Stage...
© 2003 - 2014 Copyright Vision & Execution
Takeaways
• B2B
– Tell stories to sell, don’t sell
– Train Your Reps
• B2C
– Te...
© 2003 - 2014 Copyright Vision & Execution
In closing…
• Key Principles for Scaling Revenue
– Define a large market you ca...
© 2003 - 2014 Copyright Vision & Execution
How to reach Vision & Execution
• Phone: +1 650 233 0256
• eMail: info@visionan...
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Revenue in America : Scaling businesses in the US

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Best practices in product optimization for launch and sales and support execution strategies to quickly ramp revenues.

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  • The client asked us to do the following:Identify optimal product strategies for U.S.Identify minimum required localization changes necessary for quick U.S. market successUS Marketing Plan
  • IDC covers the software testing market, and produces a series of reports covering the various sub-segments of this space. Although the Global software test market is huge, that includes money spent by in-house resources (labor) doing manual testing. When you look at the market for tools (Automated Software Quality, or ASQ), it shrinks to $2.2B. And the sub-segment of that market that includes the kind of tools as the client (Software Quality Analysis and Measurement) is even smaller—just $412M. The market is growing, but IDC’s estimates have been over-optimistic.On the competitive side, the market has attracted large software vendors. The top four vendors are all large, well-established players; they all entered the market by acquiring point-solution vendors: Synopsis acquired Coverity; HP acquired Fortify; and IBM acquired Ounce Labs. They dominate the high end of the market. On the low end, Microsoft and Apple offer basic versions bundled with their development tools. And open source tools such as Valgrind and LLVM Static Analyzer are also available.
  • Overall spending on tools for developers has dropped in the last decade; the emergence of highly capable open source tools, and “cheap” tools for the major platforms (Xcode for MacOS and iOS, Dev Studio for Windows) has led to a reduction in budgets for developer tools.Also, IT organizations have been downsizing their internal QA departments; first they were using 3rd party testing firms and now are adopting cloud-based testing platforms.Another trend is a change in the programming languages that organizations use to develop their apps; with the rise in web and mobile, new development is often in different languages than used in the past. The client’s product, which was started nearly a decade ago as a research project in a university, supported the “old” languages.
  • Revenue in America : Scaling businesses in the US

    1. 1. 325M Sharon Park Drive Menlo Park, CA 94025 www.visionandexecution.com MODULE 3 Revenue in America Scaling businesses in the US presented at CCICE March 28, 2014 Patrina Mack Managing Partner
    2. 2. © 2003 - 2014 Copyright Vision & Execution OPTIMIZING YOUR PRODUCT FOR LAUNCH Patrina Mack, Managing Partner 4/2/2014
    3. 3. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 • Describe one of yours – Why did you ―need‖ it? – Why did you choose it over others? – How long did it take you to make your decision to buy? – What price did you pay? – What influences affected your buying decision? – How do you feel owning it? – Would you buy it again? • Now describe your worst product experience – Answer all of the above + what you did and how you felt Your Favorite Products What does this tell you about designing products?
    4. 4. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 Question for Your Company Has your team thought of everything that your favorite product company thought of to win you as a customer?
    5. 5. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 Finding a Market Worthy of Investment • Problem – Not defining a sizeable enough market • Solution – 3 mandatories of market viability • Large & growing • Clear customer need & willingness to pay • Opportunity you can fulfill—defensibly
    6. 6. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 • Why would anyone buy this general type of product or service? • Why will someone buy our product/service? • Why will we meet our volume and profit goals? • If this new product was not available, what would someone do instead? – Buy something else? – Make something? – Do nothing? Solution What is Your Value Proposition?
    7. 7. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 Validate Your Market Opportunity • Total addressable market size + the segments • Market & growth trends • Tech, regulations, environmental trends • Your ―ecosystem‖ & differentiated value • Purchasing characteristics/process – By segment • Most receptive geographic region • Customers buying expectations – From where / from whom / in what form? • Target market developmental stage
    8. 8. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 Prioritize for Maximum Market Opportunity Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Segment 1 Segment 2 Segment 3 Segment 4 Region 1 …Channel 1 Region 2 …Channel 2 Region 3 …Channel 3 Region 4 …Channel 4
    9. 9. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 Prioritize for Maximum Market Opportunity Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Market size Market growth Likelihood to adopt Key features Segment 1 Segment 2 Segment 3 Segment 4 Region 1 …Channel 1 Region 2 …Channel 2 Region 3 …Channel 3 Region 4 …Channel 4
    10. 10. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 Customer Input Matters at Every Stage  Ethnographic research  Concept evaluations  Strategic client requirements  Sales/account management  Support  Demand validation  Feature Prioritization/ Trade-offs  Prototype evaluations  Working prototype evaluations  Process engineering  Usability/ human factors Customers  Beta test  Pilot program  User groups  Bug data  Feature request button  Customer satisfaction CONTINUOUS PROCESS OF INDUSTRY RESEARCH, COMPETITIVE ANALYSIS, COST / BENEFIT ANALYSIS & METRICS DELIVERYVISION DEFINE DEVELOP
    11. 11. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 Deliver a Superior Customer Experience • Problem – Not creating value for customers by failing to deliver the ―whole‖ product • Solution – Develop the product from customer need and market demand • Not just because it’s new technology
    12. 12. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 Create a Compelling Customer Experience • Design for the whole product – Deliver on external customer needs • Customers • Channels/partners – Deliver on internal customer needs • Marketing • Development • Manufacturing • Operations • Sales • Finance Cross- functional Requirements Create Compelling Customer Experiences
    13. 13. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 Best Practices: Cross-Functional Teams • Fully cross-functional team delivers a complete product – Needs of external customers met – Needs of ―internal customers‖ met – Global requirements embedded in initial design Marketing Engineering Finance Operations/ Manufacturing Prof. Serv. Sales Global Team Lead Regional GMs Business Dev Partners Product Marketing Corporate Marketing Channel Marketing Billing Reporting SLA Management Engineering QA Documentation Beta Program Infrastructure Support Sourcing Account Mgmt Regional Leads
    14. 14. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 “Whole” Products Deliver Solutions What ―gaps‖ in functional considerations do you have in creating a ―whole‖ product for your company?
    15. 15. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 Pace Development to Adoption • Understand what the minimum feature set is to gain initial trial • Understand what the minimum feature set is to gain widespread adoption • Build a product roadmap • Get customer agreement with your roadmap • Understand how to prioritize maintenance vs. Version 2.0 CUSTOMER’SRATE OFADOPTION TIME = YOUR ABILITY TO DELIVER = CUSTOMER’S ABILITY TO ABSORB
    16. 16. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 Process Has its Place • Problem – Missed customer expectations – Is late to market – Has cost over-runs • Solution – Apply a disciplined product development process to deliver a product or service that: • Satisfies the customer’s entire ownership experience • Is on time • Is on budget
    17. 17. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 Market & product strategy vision  Platform strategy  Segmentation strategy  MRDs  Market plan Product concept proposal / business case  Preliminary technology assessment  Risk analysis Complete beta test  Complete customer service / support & logistics testing Implement pre-launch marketing deliverables  Implement pre-launch training deliverables  Production/ distribution plan  Integrated test plan  Systems integration Alpha testing  Beta test plan & exit criteria  Documentation  Customer service & support plan  Manufacturing plan  Launch plan  EOL & migration plan  3rd party contracts Ongoing product support  Achieve or exceed program objectives (metrics capture) Achieve product support / value objectives (customer feedback mechanism)  Execute end-of- life plan PRD including “glocalization” requirements  Engineering response  Architecture & HL system design  Technology assessment & readiness report  Third-party LOI Vision Define Business Define Product Develop Product Test Product Deliver Product Sustain Product  Announce product  Transition to sustaining duties & disband the product delivery team Implement post- launch marketing deliverables  Implement post- launch training deliverables  Localize software  Must-Do for Startups Product Development Lifecycle Approval for Development Approval for Release Concept Approval Approval for EOL Approval for Beta
    18. 18. © 2003 - 2014 Copyright Vision & Execution 4/2/2014 Anticipate Options for Growth Extend Business EnrichProduct Core Product
    19. 19. © 2003 - 2014 Copyright Vision & Execution CASE STUDIES – FREQUENT MISTAKES AND LESSONS LEARNED Scott Trappe, Executive Consultant 4/2/2014
    20. 20. © 2003 - 2014 Copyright Vision & Execution B2B Case Study: Company and Product • ~275 person software firm; started 15+ years ago • Many existing products, designed for and sold to IT departments in big organizations—banks, insurance, defense contractors, govt. agencies – Most sales are in-country via direct sales force – Some international sales through resellers • New Product: finds software bugs at any point in the development process, doesn’t need test cases – Technology created at the leading university in the country, firm invested $$$ to commercialize 4/2/2014
    21. 21. © 2003 - 2014 Copyright Vision & Execution Situation Analysis: Competitive Environment 4/2/2014 Global Software Test $32B ASQ $2.2B SQAM $412M Market Size Top Firms by Sales 1. 2. 3. 4. 5. * Apple & Microsoft include this functionality in their dev tools *
    22. 22. © 2003 - 2014 Copyright Vision & Execution • Spending on developer tools falling because of Open Source tools • IT departments are shifting testing $ to cloud-based services • Development is increasingly for web and mobile apps 4/2/2014 $600 $800 $1,000 2004 2007 2010 2013 C, C++ Java VB JS Obj-C PHP Python 2012 2015 Situation Analysis: Customer Behavior
    23. 23. © 2003 - 2014 Copyright Vision & Execution The Options A. Don’t enter U.S. Market B. Be the low-price leader C. Convince buyers that the product is better D. None of the Above 4/2/2014
    24. 24. © 2003 - 2014 Copyright Vision & Execution Our Recommendations • Reposition as a security-testing solution – Explain security implications of existing errors – Add new defect categories – Support web/mobile languages • Offer as a service – Use security consultants as service providers – Allow users to try in bite-sized pieces – Move towards cloud-hosted offering 4/2/2014
    25. 25. © 2003 - 2014 Copyright Vision & Execution B2C Case Study: Company and Product • ~300 person software firm • Dominates the market for enterprise document rights management (DRM) in its home country – Products sold via direct sales force – Conventional license (upfront fee, annual maintenance) • New Product: DRM for consumers – Control access to documents you share in the cloud (and by ―cloud‖ we mean ―Dropbox‖) – Subscription fee $10/month (on top of Dropbox fees) – Launched at RSA Data Security Conference in 2013 4/2/2014
    26. 26. © 2003 - 2014 Copyright Vision & Execution Situation Analysis: Competitive Environment 4/2/2014 Yahoo! Flickr SugarSync Box Google Docs Amazon Cloud Drive Apple iCloud ShareFile Egnyte Zoho Hightail (YouSendIt) Microsoft SkyDrive Syncplicity Intralinks VIA Dropbox for Business EMC Syncplicity Citrix ShareFile Hightail Enterprise (YouSendIt Workstream) HomePipe (TappIn) GlobalSCAPE TappInAccellion File Sync Oracle Ovum Google Drive BitTorrent Sync 2003 2004 2005 2007 2008 2010 2011 2012 2013 OfficeDrop Symantec Norton Zone TIBCO Vault SkyDrive Pro SalesForce Files LogMeIn Cubby EMC Syncplicity IBM Connections Novell Filr WatchDox WatchDox Sync OpenText Tempo Box Dropbox
    27. 27. © 2003 - 2014 Copyright Vision & Execution Situation Analysis: Jobs to be Done Survey Question: What do you use the cloud for? Share photos and videos with family and friends Access my e-mail when I travel Send files too large for e-mail Store music and movies Backup my desktop/laptop hard drive Access files on any device, anywhere, anytime Collaborate with a distributed team Electronic Signature / Secure Delivery
    28. 28. © 2003 - 2014 Copyright Vision & Execution What Might be the Problem? A. Consumers already think their documents are secure B. Consumers don’t want to pay (95%+ of Dropbox accounts are free) C. Consumers don’t need DRM services D. All the above 4/2/2014
    29. 29. © 2003 - 2014 Copyright Vision & Execution Our Conclusions • No paying consumer DRM market exists • Small and medium businesses in some industries are looking for: – Secure way to get/send documents to clients – Easily collaborate with partners, vendors, customers securely • Target one or two specific segments – Focus on collaboration aspects – Make cloud-based (no software to install) 4/2/2014
    30. 30. © 2003 - 2014 Copyright Vision & Execution Takeaways • Understand the current market environment – Find industry research reports, business stories to understand trends, market size, competitive landscape – Lurk in forums, chat rooms to find out user needs • Validate your product concept with potential users – User studies (surveymonkey.com, aytm.com) – Pretotyping • Segment the market to determine which buyers you can afford to reach profitably (sales channel) 4/2/2014
    31. 31. © 2003 - 2014 Copyright Vision & Execution SCALING SALES AND SUPPORT FOR RAPID ADOPTION Brian Mellea 4/2/2014
    32. 32. © 2003 - 2014 Copyright Vision & Execution Now let us turn to selling • By now Engineering has created a great product • Marketing told you: – What to sell – Who to sell to – How to sell it – What to price it at • So now, it’s easy to sell • Right? 4/2/2014 Wrong!
    33. 33. © 2003 - 2014 Copyright Vision & Execution What I’m going to talk about • Selected lessons from helping companies sell – Direct – Online • Not an encyclopedia 4/2/2014
    34. 34. © 2003 - 2014 Copyright Vision & Execution You need answers • To these questions – Why buy? – Why buy now? – Why buy us? – Why buy more? • And online and direct sales people trained to answer them! 4/2/2014
    35. 35. © 2003 - 2014 Copyright Vision & Execution Let’s talk about 4/2/2014 B2B sales B2C sales
    36. 36. © 2003 - 2014 Copyright Vision & Execution B2B sales 4/2/2014 Before Product Software for IT to increase agility, reduce costs Problem Customers didn’t believe this large company’s claims Then IT stories of “eating the dogfood”. But a new problem: Sales couldn’t explain. Sales was embarrassed. IT was called. Sales overwhelmed IT! After Sales training. 1 to Many Sales comfortable. Increased sales. Company credibility up. Thought leader.
    37. 37. © 2003 - 2014 Copyright Vision & Execution B2B sales • What we are finding works in the US – Telling stories 4/2/2014
    38. 38. © 2003 - 2014 Copyright Vision & Execution Let’s talk more about telling stories 4/2/2014 Sales people sell through telling stories. Stories need to be in the language of the buyer.
    39. 39. © 2003 - 2014 Copyright Vision & Execution We don’t have any stories 4/2/2014
    40. 40. © 2003 - 2014 Copyright Vision & Execution Selling Playbook 4/2/2014 Playbook Platform Standard rep trajectory Improvement from deliberate practice and timely coaching and feedback $ / Rep # Months $perRep+ 50%+ Months
    41. 41. © 2003 - 2014 Copyright Vision & Execution B2C Case study After Sell fewer features Sold by phone to school administrators & PTA presidents. Via PTA tradeshows, principal associations Results: Reference customers + first sales 4/2/2014 Before Product Online software that assists parents, schools, and nonprofits to organize volunteer activities. Dozens and dozens of features. Sales channel Market through mothers’ groups. Telesales to close. Reach Via Moms
    42. 42. © 2003 - 2014 Copyright Vision & Execution Lesson • Find the many ways people find out about products and services like yours • Ways = sales channels • Work to get access 4/2/2014
    43. 43. © 2003 - 2014 Copyright Vision & Execution Try, try, try again • Continually testing online campaigns 4/2/2014 Go to school online Go to school online
    44. 44. © 2003 - 2014 Copyright Vision & Execution Invest in web tools • Training in Google Analytics • Buy the next level up from Google Analytics – User testing services • Build website for A/B testing 4/2/2014
    45. 45. © 2003 - 2014 Copyright Vision & Execution Make friends on the web • Analytics give you partial answers • People will appear – Reach – Reward – Reciprocate 4/2/2014
    46. 46. © 2003 - 2014 Copyright Vision & Execution SCALING SUPPORT 4/2/2014
    47. 47. © 2003 - 2014 Copyright Vision & Execution Scaling Support 4/2/2014
    48. 48. © 2003 - 2014 Copyright Vision & Execution Scaling Support depends upon Stage 4/2/2014 Online Group Collaboration SW: Just launched. Customers = eager early, vocal adopters Product New w warts, limited FAQs Problem You’re so vulnerable. Early customers can love or kill your product Challenge Companies use engineers. Wrong skill set. Wrong personality. Better Hire a woman. One who can write documentation.
    49. 49. © 2003 - 2014 Copyright Vision & Execution Scaling Support depends upon Stage 4/2/2014 Consumer digital video camera Stage = widespread customer base. Less techie. Less tolerant. Less patient. Product 3rd Generation Problem Scale to a call center. CEO => India Challenge Too small for vendors Hard to train Better Staff local Think out of box Process, then outsource
    50. 50. © 2003 - 2014 Copyright Vision & Execution Takeaways • B2B – Tell stories to sell, don’t sell – Train Your Reps • B2C – Test, test, test – Tools matter – Only with friends on the web can you scale • Support – Fit with the stage of your customers, not the stage of your company – 1:16 – Support is part of your product or service 4/2/2014
    51. 51. © 2003 - 2014 Copyright Vision & Execution In closing… • Key Principles for Scaling Revenue – Define a large market you can dominate – Understand what drives your customer to buy and your channel to sell – Consider the entire ―ownership‖ experience and how emotional the decision making process is – Remember good process gets to market faster, on budget, especially when you focus on the minimal viable feature set – Remember that sales and support are ―product features‖ and you must deliver the experience customers expect and need 4/2/2014
    52. 52. © 2003 - 2014 Copyright Vision & Execution How to reach Vision & Execution • Phone: +1 650 233 0256 • eMail: info@visionandexecution.com • Twitter: @visionexecution • Blog: www.visionandexecution.com/blog • For a copy of this presentation visit SlideShare 4/2/2014
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