Crush the Competition
         and Boost Sales with
          Strategic Marketing


                                 June ...
Strategic Marketing
Introduction

    Sales growing as rapidly as you want?
    On the “short list” for your best prospe...
Strategic Marketing Model
Components & Relationship


                                                the core



        ...
Strategic Marketing Model
Strategic Marketing Defined

    Big M




                                                 litt...
Brand & Strategy
The Foundation

   What is “strategy”?
   What is “brand”?




   How important is brand?
     Market...
Brand & Strategy
Alignment Essential
   Similar discovery process
   Elements to consider
      Vision/mission       ▪ ...
Brand & Strategy
SWOT Analysis


    Strengths                             Weaknesses
    - Nimble                        ...
People
Know Your Prospect

   Who is the customer?
       Current customers
       Target prospects
       Demographic...
Product
Definition

    Product vs. device
    Device is foundation
    Product includes all deliverables
        Devi...
Product
Primary Elements

   Benefits
   Distinctive features
   Competitive differentiation
   Product requirements
...
Product
Release Bundle

   Establish master feature list
     Customer requests
     Brainstorm internally
     Observ...
Product
Enlightened Product Development

   Establish the product “core”
   Enhance systematically
   Publish realistic...
Price
Three Key Factors

   Cost of Goods
   Value
     ROI (value produced – cost)/cost
         reduce expenses
    ...
Price
   Natural Selection Model


         $$$
               competitive pressure:
                  volumes drive
     ...
Price
Other Things to Consider

   Terms/financing
   Volume discounts
   Product bundling
   Price elasticity
   Ann...
Place
“Process” of Selling



                                                  Prospect
Marketing
                       ...
Place
Channel Selection

   Price point
   Completeness of solution
   Complexity of sale
   Channel choices
       D...
Promotion
Build Momentum

   Understand buying behavior
   Define sales process
   Fill the funnel with “qualified” lea...
Promotion
Select Optimal “Mix”

   Advertising
       Print                            Broadcast
       Online        ...
Promotion
Online: Internet Basics



     Communication Substrate                       AIM


         Information Portal ...
Promotion
Online: Factors to Consider
   Reach
   Active vs. Passive
   Objective
     Build rapport
     Generate le...
Positioning
The Missing “P”

   Unique combination of P’s
   Does not have to be balanced
       Price leader
       P...
Strategic Marketing
Concept Summary

   Embrace strategic marketing model
   Align strategy with brand
   Optimize the ...
Wilson Zehr
                   Cendix (www.cendix.com)
Wilson Zehr has more than 25 years experience in high technology an...
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Strategic Marketing 2006

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Webinar on Strategic Marketing underwritten by Adobe. A transcript of the webinar can be found at http://www.cendix.com/press/boostsaleswebinar.html.

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Transcript of "Strategic Marketing 2006"

  1. 1. Crush the Competition and Boost Sales with Strategic Marketing June 21, 2006 Wilson Zehr CEO Cendix © 2006 Cendix (www.cendix.com)
  2. 2. Strategic Marketing Introduction  Sales growing as rapidly as you want?  On the “short list” for your best prospects?  Perceived as a leader in your primary market?  Growing slower than your competitors?  Losing important deals to competitors?  Recognized as the solution of choice? Strategic Marketing can help you address all these issues and more. We’ll show you how… © 2006 Cendix (www.cendix.com) Page 2
  3. 3. Strategic Marketing Model Components & Relationship the core 5 P’s one more © 2006 Cendix (www.cendix.com) Page 3
  4. 4. Strategic Marketing Model Strategic Marketing Defined Big M little m © 2006 Cendix (www.cendix.com) Page 4
  5. 5. Brand & Strategy The Foundation  What is “strategy”?  What is “brand”?  How important is brand?  Market  Buying behavior  Choices/urgency © 2006 Cendix (www.cendix.com) Page 5
  6. 6. Brand & Strategy Alignment Essential  Similar discovery process  Elements to consider  Vision/mission ▪ Pricing  Elevator pitch ▪ Competition  SWOT analysis ▪ Strategic wins/losses  Values ▪ Roadmap (6, 12, 24 m’s)  Image ▪ Stage organization  Market/Customer ▪ Competitive distinction  Product/Benefit ▪ Business plan/financials  Collateral ▪ Guiding function © 2006 Cendix (www.cendix.com) Page 6
  7. 7. Brand & Strategy SWOT Analysis Strengths Weaknesses - Nimble - Limited barriers to entry - Well financed - Short operating history - Growing sales - Small size - 100% customer satisfaction -… -… Opportunities Threats - New government regulations - Sleeping giants - Explosive new verticals - Rising interest rates - Client referrals - Dependent on venture funds - … - … © 2006 Cendix (www.cendix.com) Page 7
  8. 8. People Know Your Prospect  Who is the customer?  Current customers  Target prospects  Demographics  Market size  Where is the pain?  What is the buying behavior?  Who are the key influencers?  Who is the decision maker? © 2006 Cendix (www.cendix.com) Page 8
  9. 9. Product Definition  Product vs. device  Device is foundation  Product includes all deliverables  Device  Collateral  Purchase incentives  Installation & training  Service & support  Financing  … © 2006 Cendix (www.cendix.com) Page 9
  10. 10. Product Primary Elements  Benefits  Distinctive features  Competitive differentiation  Product requirements  Market window  Price point © 2006 Cendix (www.cendix.com) Page 10
  11. 11. Product Release Bundle  Establish master feature list  Customer requests  Brainstorm internally  Observe competition/industry literature  Determine ROI for each new feature  Establish target market window  Understand resources available  Maximize return on resources  Draw the cut line © 2006 Cendix (www.cendix.com) Page 11
  12. 12. Product Enlightened Product Development  Establish the product “core”  Enhance systematically  Publish realistic dates  Hit dates promised  Avoid “Big Bang”  Quickly eliminate issues  LISTEN to your customers! © 2006 Cendix (www.cendix.com) Page 12
  13. 13. Price Three Key Factors  Cost of Goods  Value  ROI (value produced – cost)/cost  reduce expenses  grow revenue  save time  Intangibles  Competition  Comparative value  Other factors © 2006 Cendix (www.cendix.com) Page 13
  14. 14. Price Natural Selection Model $$$ competitive pressure: volumes drive down unit cost $$ Sequent (a) cogs a HP (b) cogs b $ Sun (c) cogs c Compaq (d) cogs d 0 Value (Completeness) © 2006 Cendix (www.cendix.com) Page 14
  15. 15. Price Other Things to Consider  Terms/financing  Volume discounts  Product bundling  Price elasticity  Annuity pricing  Seasonality  Promo’s © 2006 Cendix (www.cendix.com) Page 15
  16. 16. Place “Process” of Selling Prospect Marketing Qualified Lead Sales Opportunity Sale © 2006 Cendix (www.cendix.com) Page 16
  17. 17. Place Channel Selection  Price point  Completeness of solution  Complexity of sale  Channel choices  Direct response  Inside telesales  Outside sales  Channel partners  Plus many more… © 2006 Cendix (www.cendix.com) Page 17
  18. 18. Promotion Build Momentum  Understand buying behavior  Define sales process  Fill the funnel with “qualified” leads  A leads: Interest, budget, will act soon  B leads: Interest, budget  C leads: Interest  Support each step in sales process  Collateral/Tools  Training  Sell benefits not features © 2006 Cendix (www.cendix.com) Page 18
  19. 19. Promotion Select Optimal “Mix”  Advertising  Print  Broadcast  Online  Outdoor  Direct response  Events  Plus, many more…  Public relations  Viral  “Word of mouth” on steroids  Online or offline © 2006 Cendix (www.cendix.com) Page 19
  20. 20. Promotion Online: Internet Basics Communication Substrate AIM Information Portal Google Sales Channel Amazon Match usage to products/markets © 2006 Cendix (www.cendix.com) Page 20
  21. 21. Promotion Online: Factors to Consider  Reach  Active vs. Passive  Objective  Build rapport  Generate leads  Close sales  Choose tools  Web site  SEO/PPC  email  Banners  Webinars  Blog’s/RSS  Affiliates  newsgroups  Articles  … © 2006 Cendix (www.cendix.com) Page 21
  22. 22. Positioning The Missing “P”  Unique combination of P’s  Does not have to be balanced  Price leader  Performance leader  Fashion leader  …  Leverage competitive strengths  Exploit weakness of others © 2006 Cendix (www.cendix.com) Page 22
  23. 23. Strategic Marketing Concept Summary  Embrace strategic marketing model  Align strategy with brand  Optimize the “five” P’s  People  Product  Place  Price  Promotion  Establish winning positioning  Execute flawlessly © 2006 Cendix (www.cendix.com) Page 23
  24. 24. Wilson Zehr Cendix (www.cendix.com) Wilson Zehr has more than 25 years experience in high technology and telecom -- over 10 years experience working with Internet-related products and services. He has created numerous new products and successfully brought them to market. In addition, he has managed strategic alliances with many of the largest technology and communications firms in the world, including: Oracle, Sun, HP, DEC, IBM, Microsoft, Intel, Cisco, Lucent, 3Com, Qwest, Verizon, Bell Canada, USPS, UPS, Xerox, Kinko’s, and others. Mr. Zehr is also a serial entrepreneur who has raised over $60 million from investors; returned over $160 million; and bought/sold a number of enterprises. Currently, Wilson is the CEO of Cendix (www.cendix.com) the leading provider of Web-to-print solutions that increase sales both online and offline. Cendix also provides strategic and tactical marketing consulting services for emerging growth companies in the Pacific Northwest. In addition, Wilson serves on the faculty for the School of Management at Concordia University, Portland, Oregon (www.cu-portland.edu). Wilson also served as Chief Technical Officer for GetGordon (www.getgordon.com); a company that offers time-based multi-medium sales automation tools; and as the Partner responsible for the Strategic Marketing Consulting Practice at Cube Management. From 1999 to 2004 Wilson was co-founder and CEO of Zairmail/Launchpoint (acquired by Global Document Solutions). Zairmail (www.zairmail.com) invented the concept of hybrid mail for short-run direct mail campaigns working with the US Postal Service. Wilson guided the company from a seed stage enterprise to a mature organization with more than 12,000 registered users, 160,000 newsletter subscribers, and over 25 strategic partners including: the United States Postal Service, Microsoft, Office Depot, Xerox, Kinko's, IKON, Experian, InfoUSA, and others. The company was funded by Hewlett Packard, Tim Draper, and Timberline Venture Partners (Northwest affiliate of Draper Fisher Jurvetson). From 1996 to 1999, Wilson led Business Development at eFusion (acquired by ITXC/Teleglobe NASDAQ: TLGB); a provider of VoIP gateways and advanced software applications; where he was responsible for network product definition, product positioning, developing marketing materials, evangelizing the technology, and he was also the leading salesperson for the company (80% of sales). eFusion was acquired by ITXC in a transaction valued at over $160 million. The company was funded by Intel, Microsoft, AT&T, Lucent, France Telecom, and others. Mr. Zehr came to eFusion from Sequent Computer Systems (acquired by IBM NYSE: IBM); the leading provider of Unix-based enterprise database servers; where he was responsible for starting the Custom OLTP Business Group and managing Sequent's global relationship with Oracle Corporation. Custom OLTP leveraged sales represented over 65% of Sequent's revenue in 1995 ($290 million). In addition, he grew leveraged sales attributable to Oracle from 46% of Sequent's business in 1993, to well over 60% of revenues in 1994 (~$200 million). Mr. Zehr also managed strategic relationships and a line of software engineering automation products for Cadre Technologies (acquired by Computer Associates NYSE: CA). In addition, Wilson started his career working as a Software Engineer for Verdix Corporation (acquired by Rational/IBM NYSE: IBM); the world’s leading provider of Ada compiler technology. Wilson received a B.S. in Finance (Computer Science minor) and an M.B.A. from Portland State University. He completed all of the coursework required for his Ph.D. in Systems Science. He has served on the Boards of the Software Association of Oregon, the Oregon Advanced Computing Institute (OACIS), the American Advertising Museum, the Program Management Forum, and on the national Small Business Advisory Council of the American Electronics Association (AeA). He also teaches classes on venture finance and business strategy at Portland State University and participates in the multi-university Lab2Market venture mentoring program. © 2006 Cendix (www.cendix.com) Page 24
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