Marketing High Tech in Challenging Times - 9 Key Success Factors

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BeWhys Marketing Webinar- February 17, 2010

Featuring
Michael Eckhardt, Managing Director, The Chasm Institute
Mark Cavendar, Managing Director, The Chasm Institute
Erik Bower, President, MarketBright, Inc.
Mitch Knight, Director, Business Development, Jigsaw, Inc.

Published in: Technology, Business

Marketing High Tech in Challenging Times - 9 Key Success Factors

  1. 1. Marke6ng
High
Tech
in
Challenging
Times
–
9
Key
Success
Factors
 Addi6onal
Resources
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recording
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High‐Tech
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  2. 2. Welcome
to
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 Marke;ng
High
Tech
in
Challenging
Times
–
9
Key
Success
Factors
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  3. 3. Chasm Institute’s Marketing High Tech in Challenging Times: 9 Key Success Factors ... an advanced webinar for high-tech marketing professionals in key software, product, and web-based businesses, seeking to drive profitable sales in 2010. 3 priority questions to be addressed:  how do customer needs change in different stages of the TALC (Technology Adoption Life Cycle) ?  what are some key Best & Worst Practices for high-tech market success in tough times ?  which 9 factors predict success or failure in new product launches ? © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 5 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  4. 4. Chasm Institute’s Senior Workshop Leaders Michael Eckhardt Mark Cavender •  Managing Director, •  Managing Director, Chasm Institute LLC Chasm Institute LLC •  Senior Affiliate, •  Managing Director, The Chasm Group, The Chasm Group, 1994 – 2003 1994 – 2003 •  e-mail: •  e-mail: meckhardt@chasminstitute.com mcavender@chasminstitute.com  Previous product management  Previous sales and marketing and consulting experience experience in enterprise software •  Hewlett-Packard •  Oracle Applications •  PepsiCo Inc. •  JD Edwards •  Harbridge Consulting •  McCormack & Dodge •  Price Waterhouse & Co. •  The Service Bureau Company  Education, workshops and  Education, workshops and consulting engagements consulting engagements •  Agilent Technologies •  Cognos •  Cisco Systems •  FileNet, an IBM Company •  Hewlett-Packard •  Lawson Software •  Intel Corporation •  Nokia •  Mentor Graphics •  Symbol Technologies  MBA, Harvard Business School  MBA, University of North Texas © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 6 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  5. 5. Chasm Institute’s Marketing High Tech in Challenging Times: 9 Key Success Factors ... an advanced webinar for high-tech marketing professionals in key software, product, and web-based businesses, seeking to drive profitable sales in 2010. Priority Question #1:  how do customer needs change in different stages of the TALC (Technology Adoption Life Cycle) ? ... and how does this impact marketing automation, lead nurturing, and database segmentation priorities ? ... plus: “why bad things happen to good marketing campaigns” – and how to avoid this. © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 7 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  6. 6. High-Tech Markets develop in a relatively predictable pattern ... ... based on the changing behavior of customers Pragmatists: Stick with the herd ! Conservatives: Status quo is OK -- move Visionaries: only when necessary! Move ahead of the herd! Skeptics: No way! Techies: Try it! Innovators Early Early Majority Late Majority Laggards Adopters © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 8 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  7. 7. How Do Customer Needs Change Across the TALC ? Innovators Early
 Early Majority Late Majority Laggards Adopters The Technology Adoption Life Cycle models market acceptance
 of both discontinuous and continuous innovations. © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 9 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  8. 8. Innovators - Technology Enthusiasts  Primary Motivation: •  Learn about new technologies for their own sake  Key Characteristics: •  Strong aptitude for technical information •  Like to alpha test new products •  Can ignore the missing elements •  Do whatever they can to help  Challenges: •  Want unrestricted access to top technical people •  Want no-profit pricing (preferably free) Key Role: Gatekeeper to the Early Adopter © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 10 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  9. 9. Early Adopters - The Visionaries  Primary Motivation: •  Gain dramatic competitive advantage via revolutionary breakthrough  Key Characteristics: •  Great imaginations for strategic applications •  Attracted by high-risk, high-reward propositions •  Will commit to supply the missing elements •  Perceive order-of-magnitude gains — not so price-sensitive  Challenges: •  Want rapid time-to-market •  Demand high degree of customization and support Key Role: Fund the development of the early market © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 11 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  10. 10. Early Majority - Pragmatists  Primary Motivation: •  Gain sustainable productivity improvements via evolutionary change  Key Characteristics: •  Astute managers of mission-critical applications •  Understand real-world issues and trade-offs •  Focus on proven applications •  Like to go with the market leader  Challenges: •  Insist on good references from trusted colleagues •  Want to see the solution fully deployed at the reference site Key Role: Selective defender of the status quo © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 12 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  11. 11. Late Majority - Conservatives  Primary Motivation: •  Avoid competitive disadvantage  Key Characteristics: •  Better with people than technology •  Risk averse, disruptions unacceptable •  Price-sensitive •  Often highly reliant on a single, trusted advisor  Challenges: •  Need completely pre-assembled solutions •  Would benefit from value-added services 
 but may often not want to pay for them Key Role: Extend product life cycles © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 13 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  12. 12. Laggards - Skeptics  Primary Motivation: •  Maintain status quo  Key Characteristics: •  Disbelieve marketing hype •  Disbelieve productivity-improvement arguments •  Believe in the law of unintended consequences •  Enjoy taking a contrarian position •  Seek to block purchases of new technology  Challenges: •  Not a customer •  Can be formidable opposition to early adoption Key Role: Retard the development of high-tech markets © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 14 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  13. 13. High-Tech Markets develop in a relatively predictable pattern ... ... based on the changing behavior of customers Pragmatists: Stick with the herd ! Conservatives: Status quo is OK -- move Visionaries: only when necessary! Move ahead of the herd! Skeptics: No way! Techies: Try it! Innovators Early Early Majority Late Majority Laggards Adopters Pragmatists are crucial to the adoption of new technologies -- they cast the deciding vote. © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 15 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  14. 14. Chasm Institute’s Marketing High Tech in Challenging Times: 9 Key Success Factors ... an advanced webinar for high-tech marketing professionals in key software, product, and web-based businesses, seeking to drive profitable sales in 2010. Priority Question #2:  what are some key “Best & Worst” Practices for high-tech market success in tough times ? ... and how can “pattern recognition” drive marketing success ? ... plus: winning practices from Tech 100 Leaders. © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 16 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  15. 15. What are some “Best & Worst” Practices for high-tech market success in tough times ? ... and how can the TALC 2.0 Model be a predictive marketing framework for your 2010-2011 customer initiatives and go-to-market priorities ? 4. Tornado 5. Main Street Thriving Market Maturing 1. Early
 Market Declining Market 5-A Market 5-B 5-C 2.
 Chasm 3. Bowling
 Alley © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 17 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  16. 16. The Technology Adoption Life Cycle (TALC 2.0) TALC 2.0 Model ... a tool for predicting how high-tech market priorities (including target marketing, feature decisions, messaging, channel, pricing, and # of SKU’s) must change ---- from Early Market through Main Street. 4. Tornado 5. Main Street Thriving Market Maturing 1. Early
 Market Declining Market 5-A Market 5-B 5-C 2.
 Chasm 3. Bowling
 Alley © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 18 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  17. 17. Technology Adoption Life Cycle (TALC 2.0) EXECUTIVE OVERVIEW 1. Early
 Market 2.
 Chasm 1. Early Market: Customers are visionaries under the influence of 
 technology enthusiasts. Each new deal is greeted with enthusiasm. Product 
 is still immature. Whole product has to be built from scratch for each customer, including a significant amount of “special work” unique to that customerʼs requirements. Looks more like a project than a product. [ Key: watch out for tops-down forecasts that are unattainable ] 2. The Chasm: Early market commitments now absorb all discretionary resources such that you cannot offer any more “specials” to visionaries. Pragmatists, however, do not see the relevant references nor the evidence 
 of a whole product that would make the new category a safe buy. Sales cycles 
 are extended, and most that do close are for pilot projects. [ Key: “100% Whole Product” is crucial to a successful Chasm Crossing ] © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 19 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  18. 18. Crossing the Chasm The “Beachhead” segment   The Problem: •  80% of many solutions — 100% of none •  Pragmatists won't buy 80% solutions   Most frequent vendor mistake: •  Working on the most common overall enhancement requests •  Never finishing any one segment's requirements   The Correct Solution (leading to success): •  Focus on a single beachhead segment •  Accelerate formation of that segment's 100% whole product •  Pick a list of requirements for a specific segment – and finish it ! Dominating a market begins with dominating a segment.
 Examples: Google, Cisco, HP LaserJets, Apple iPods, Facebook © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 20 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  19. 19. Technology Adoption Life Cycle (TALC 2.0) EXECUTIVE OVERVIEW 4. Tornado 3. Bowling
 Alley 3. Bowling Alley: Product is endorsed by pragmatist customers 
 within the confines of one or more segments. Sales cycles within these segments are predictable with good margins. Outside of these segments, there are only opportunistic sales, often at significant discount. [ Key: broad sales motions will fail ]
 4. Tornado: The majority marketplace has taken off. Virtually any 
 vendor who can supply this category of product can sell it. A fierce 
 market share war has developed, and price discounting is vicious. 
 A market leader has emerged, establishing the de facto standards, 
 and this company gets much better margins than the competition. [ Key: duration of Tornado is typically only 2-4 years ] © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 21 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  20. 20. Technology Adoption Life Cycle (TALC 2.0) EXECUTIVE OVERVIEW 5. Main Street Thriving Market Maturing Declining 5-A Market Market 5-B 5-C 5. Main Street: The hyper-growth era is over. Market growth slows down as the market saturates, but opportunity remains robust in both Thriving (5-A) or Maturing (5-B). To expand further some competitors 
 are now modifying their “standard offerings” to appeal to special segments 
 via +1 Offers. Other competitors compete on price alone. The market leader still gets a margin premium but is under pressure to reduce price. [ Key: offer both safe Standard Solutions and smart, margin-rich +1’s ... while rationalizing SKU’s ] Note re: 5-C  as Main Street moves beyond the stages of “5-A” and “5-B” and into “5-C” 
 (Declining Market), this category of product is now fully saturated in the 
 marketplace. This category may still find loyal conservative customers 
 within specific segments on Main Street, but the category will eventually 
 pass out of the market from the perspective of the broad set of customers. 
 It may be displaced by a newer category in the future. [ Key: at this stage (5-C) pricing decision is crucial ]
 © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 22 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  21. 21. Chasm Institute’s Marketing High Tech in Challenging Times: 9 Key Success Factors ... an advanced webinar for high-tech marketing professionals in key software, product, and web-based businesses, seeking to drive profitable sales in 2010. Priority Question #3:  which 9 key factors predict success or failure in new product launches ? 1. Target Customer 2. Compelling Reason to Buy 3. Whole Product 4. Partners & Allies 5. Distribution 6. Pricing 7. Competition 8. Positioning 9. Next Target © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 23 ... and why are the 4 P’s “necessary but not sufficient” when marketing high-tech products or services ? All rights reserved. Contents may not be reproduced in any form without prior written permission. ... plus: whom to target -- in automated lead nurturing + database segmentation -- is just as key as what to say.
  22. 22. The 9-Point Market Strategy Checklist Focal point for everything 1. Target Customer 2. Compelling Reason to Buy Key market driver To fulfill the compelling
 3. Whole Product reason to buy 4. Solution Partners Needed for whole product Willing and able to deliver 5. Distribution / Channel the whole product Whole product price consistent with customerʼs reason to buy, 6. Pricing margins consistent with partnerʼs contribution For the customer's money 7. Competition Relative to 8. Positioning / Messaging competition Next move 9. Next Target This template holds for all stages in the Life Cycle. © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 24 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  23. 23. 9-Point Market Strategy: Attack Plan Focal point for everything 1. Target Customer 2. Compelling Reason to Switch Key market driver To fulfill the compelling
 3. Whole Product reason to buy Needed for whole 4. Solution Partners product Willing and able to deliver the whole product 5. Distribution / Channel Whole product price consistent with customerʼs reason to buy, 6. Pricing margins consistent with partnerʼs contribution For the customer's money 7. Competition Relative to 8. Positioning: “Why Switch?” competition Next move 9. Next Target The Attack 9-Point Strategy seeks to dominate new segments © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 25 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  24. 24. 9-Point Market Strategy: Defend / Expand Focal point for everything 1. Target Customer 2. Compelling Reason to Stay Key market driver To fulfill the compelling
 3. Whole Product reason to buy 4. Solution Partners Needed for whole product Willing and able to deliver 5. Distribution / Channel the whole product Whole product price consistent with customerʼs reason to buy, 6. Pricing margins consistent with partnerʼs contribution For the customer's money 7. Competition Relative to 8. Positioning: “Why Stay/Add ?” competition Next move 9. Next Target The Defend / Expand 9-Point Strategy seeks to gain loyalty & repurchase from our current segments © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 26 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  25. 25. Goal of 9-Point Market Strategy Summary:  A well-written 10 page summary document ... 
 1 executive overview page + 9 detailed pages that tells: •  your product group •  your management team •  key external (and internal!) partners •  key Sales and Support … your market development strategy for a 
 specific product, service or initiative. © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 27 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  26. 26. OUR 9-POINT PLAN Customer Initiative or Solution: MarketPro web service solution for FOR MARKET SUCCESS installed-base OMB customers in U.S. Executive Overview TALC Stage: ____Bowling Alley____ [ ] Early [ X ] Mid [ ] Late Time Period for this Plan: from Q1FY10 to Q4FY10 Business Objective for this Plan: Drive high-value pages for OMB brochures & flyers in FY10 MarketPro targets businesses of X to Y employees in the U.S. “Iʼm a shop owner, not a marketer” sums up challenges these businesses have finding the time + in-house expertise to create compelling marketing materials. Solutions like MarketPro are needed to help them 1 Target Customer differentiate their business, while saving time + money. MarketPro would improve on the relatively weak set of choices these customers have today. Compelling Reason to Small business customers are tight on time, have very limited budgets, but a strong desire to look more professional. MarketPro helps them to 2 Buy affordably create + print marketing materials (brochures, business cards, flyers) via easy-to-use on-line choices that give their company a great, professional look. An MVP (minimum viable product) that provides this customer experience  an easy + affordable way to create professional brochures, 3 Whole Product business cards, flyers + other marketing matʼls -- and print them how and when they want. MarketPro is well aligned with internal + external partners -- HP Audio, Dunder-Mifflin, Tykor, and Stanton have the right skills and Solution Partners   4 capabilities, share an understanding of our target customer, and have a track record of meeting commitments. (1) HP internal partners (SPG, LSG, Web, regions) are motivated to distribute MarketPro, but they need to be educated & equipped to integrate MarketPro into their HP programs. HP internal partners are still confused as to how the MarketPro brand has evolved over the past 5 Distribution year and the difference between WK/MP. Additional challenge: each internal HP partner has different OMB strategies, rules of engagement, requirements, & timing relative to Interlock objectives. (2) MarketPro.com Higher-margin pricing for Print-to-Desktop and Print-to-Store (due to Bowling Alley lower price elasticity) 6 Pricing Moderate-margin pricing (vs. InstaPrint) for Print-to-Mail (due to Tornado higher price elasticity) 7 Competition 2 Dangerous Competitors = “Status Quo” + InstaPrint (also: HP BizPro is a potential distraction for customers) “For small businesses in the US (X to Y employees) who are tight on time + money, but want to look more professional, MarketPro is a web Positioning / service that provides an easy + affordable way to create professional brochures, business cards, flyers and other marketing materials -- and 8 Messaging print them how and when they want. Unlike other alternatives which are too expensive, offer limited choice, or do not produce unique/ professional results, MarketPro will enable these businesses to proudly stand out and compete.” 9 Next Target FYXX – expansion into Northern Europe, GRAPHITE release, new hardcopy customers, differentiation at PDS © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 28 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  27. 27. Suggested “Homework”  Where are your priority products or initiatives competing on the TALC -- in key geographies in mid 2010 ? ? ? ? 5. Main Street ? Thriving Market Maturing Market Declining 5-A Market ? 5-B ? ? 5-C ? Once we’ve gained accurate answers to the above question, 
 we can then move ahead with confidence and clarity: (1) about what we should and should not do in the market (2) based on the specific TALC Stages we are competing in. © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 29 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  28. 28. Pulling It All Together What related Chasm Institute Workshops are available ? Note: Many marketing professionals ask us how to gain the real insights + tools needed to win in Chasm-Crossing, Bowling Alley, Tornado Thriving or Main Street life cycle stages. Market Maturing Declining Market Market The following 2-day on-site workshops are tailored to your specific business: Market Strategy Workshops (on-site) Focus:  Crossing the Chasm (commercializing innovative new technologies and products)  Bowling Alley Success (dominating key markets and market segments)  Inside the Tornado (maximizing profitable revenue in high-growth / hyper-growth markets)  Winning on Main Street (thriving in slower growth / margin pressure / mature markets) ... as well as the next level in marketing workshops – including: our “Advanced Marcom” Workshop and “Advanced Go-to-Market” Workshop. For more information: on the above-mentioned tailored skill-building workshops for your team or specific business, contact Angela Martinez at 650-537-6742 or martinez@everestag.com. © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 30 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  29. 29. Why Chasm Institute ? “No matter how great the strategy is, it means nothing unless it is implemented.” - Geoffrey Moore •  Chasm Institute programs are based on the industry standard in high- tech strategy, coupled with real world experience •  Geoffrey Mooreʼs best-selling business books •  Strategy concepts that have been proven and refined through hundreds of real world consulting engagements by The Chasm Group over 12 years
 •  Ability to accommodate all of a companyʼs offerings •  Multiple categories •  Multiple places in the Technology Adoption Life Cycle
 •  Executives can choose between a blend of both workshops and online education
 •  Chasm Institute programs help companies: •  Achieve alignment across the organization •  Gain alignment with business partners •  Improve employee and partner motivation
 •  The result: Better definition and execution of your company strategy © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 31 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  30. 30. Thank You  Chasm Institute provides Chasm Institute LLC education and professional 900 Cherry Avenue development programs in Suite 221 market development strategy for technology companies. San Bruno, CA 94066  Work is based on best-selling business books by Geoffrey Michael Eckhardt Moore including Crossing the meckhardt@chasminstitute.com Chasm and Inside the Tornado plus The Chasm Companion by Paul Wiefels. Mark Cavender mcavender@chasminstitute.com © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 32 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  31. 31. Copyright Notice •  Copyright ©2010, Chasm Institute LLC. All rights reserved. •  This presentation is provided to you solely for informational purposes and does not constitute conveyance of any intellectual property rights. •  Chasm Institute LLC has created materials, methodologies and practices that are proprietary. All intellectual property associated with these works and any derivative works that come as a result of any Client engagement shall remain the property of Chasm Institute LLC. •  This presentation may not be reproduced or redistributed, in whole or in part, without the prior consent of Chasm Institute LLC. © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 33 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  32. 32. © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com Update: 02/13/10 34 All rights reserved. Contents may not be reproduced in any form without prior written permission.
  33. 33. IT IS A REALLY COMPLICATED PROBLEM ng 
 Trade
Shows
 Marke; ROI
 PR
 Partn SEO
 ers
 Demo
 sing
 Order Adver; 
 Social
Media
 Blogs
 Proposal
 Contract
 Webinars
 White
Papers
 Direct
Mail
 Telema rke;ng
 Sales
 Presenta;ons
 Pricing
 Customer
 B2B
Selling
relies
on
providing
an
informa;on
 conversa;on

  34. 34. B2B BUYING LIFECYCLE Awareness Qualification Validation Conversion
  35. 35. MARKETING AUTOMATION IN A NUTSHELL
  36. 36. ORCHESTRATE RIGHT TIME RIGHT MESSAGE
  37. 37. ROI DRIVER
  38. 38. Today’s
Agenda
 •  About
Jigsaw
 Mitch Knight •  Database
Segmenta;on
 Director of Business •  Why
‘Clean’
Data
Macers
 Development Jigsaw
  39. 39.  Founded
in
2003.

  World’s
largest
and
most
complete
source
of
B2B
 company
and
contact
informa;on.


  Over
95%
of
Fortune
500
Companies
use
Jigsaw
  9th
fastest
growing
private
company
in
the
Bay
Area*
 
 
 
*‐San
Francisco
Business
Times


  40. 40. Marke6ng
Budgets
–
How
Are
We
Spending
Those
Marke6ng
 Dollars
Today? 

 Changes
in
Budget
–
2009
 •  Catalog
–
Down
14.8%
 •  Direct
Mail
–
Down
28.6%
 •  Email
–
Up
43.2%
 •  Internet
Marke;ng
–
Up
62.9%
 DMA Research - 2009 Response Rate Report
  41. 41. The
Sales
Side
–
How
are
Best‐In‐Class
Companies
Enabling
Sales?
 •  Customized
Messaging:
The
benefits
of
 knowing
exactly
who
a
salesperson’s
 target
individual
is.
 •  Incorporated
Sales
Intelligence
Sources:
 Top‐performing
sales
teams
are
realizing
 the
poten;al
of
directly
feeding
sales
 intelligence
into
the
daily
selling
tool
 systems
(CRM/SFA).
 •  Marke6ng
Automa6on:
Allows
sales
 teams
to
be
more
efficient.
 Aberdeen Research - 2009 Sales Enablement Report
  42. 42. A Typical Incomplete Record
  43. 43. What’s
The
Impact?
 No
Title:

 –  Inability
to
determine
the
what
role
is
occupied
by
the
prospect
and
deliver
a
truly
 customized
message
via
phone,
email,
or
direct
mail
campaign
=
Lower
lead
conversion
 rates.
 No
Email
Address
or
Phone
Number:
 –  More
;me
spent
trying
to
reach
key
decision
makers
=
Longer
sales
cycle,
Slower
Win/ Loss
Rate
 No
Revenue
or
Company
Size
Informa6on:
 –  Inability
to
accurately
segment
prospects
results
in
more
;me
spent
with
less
promising
 prospects
=
Longer
sales
cycle,
Slower
Win/Loss
rate,
Lower
average
deal
size.
 Bad
Data:
 –  Bad
data……

  44. 44. Key
Takeaways
 •  With
consistent
adop;on
 capabili;es
and
enablers
Best‐ In‐Class
users
are
able
to
 achieve
measurable
results.
 •  Whether
the
metrics
are;
 –  Financial
(Revenue;
Deal
Size)
 Or
 –  Ac6vity
Oriented
(Conversion
&
 Win/Loss;
Sales
Cycle)
 •  This
group
is
realizing
considerable
 value.

  45. 45. Marke6ng
High
Tech
in
Challenging
Times
–
9
Key
Success
Factors
 Addi6onal
Resources
 •
 
The
on‐demand
webinar
recording
is
available
at
the
BeWhys
Marke;ng
website
 • 
A
free
15‐day
individual
seat
license
to
Chasm
Ins6tute’s
award‐winning
Online
 Learning
Tool:
“Founda(ons
of
High‐Tech
Marke(ng”.
 

(Select
"Register"
and
enter
the
following
in
the
coupon
code
field:
CHASM_15_DAYS_q409demo)

 • 
Dummies
Guide
to
Nurture
Marke(ng
from
MarketBright
–
the
latest
easy
to
 read
guide
on
the
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elements
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lead
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 Reserve
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to
begin
the
road
to
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nurture
 marke;ng
in
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marke;ng.
Available
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2010
 •
 
Marke;ng
High
Tech
Webinar
Special
–
Jigsaw
special
offer
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enhance
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 database
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 •
 
A
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consulta(on
on
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–
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recommenda;ons
on
how
 to
incorporate
best
prac;ce
methodology
into
your
exis;ng
campaigns
from
 BeWhys
Marke;ng.


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