Gartner Value in Action Insights

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Gartner Value in
Action Program
Successfully Lead and Generate
Demand in Times of Change

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Leading Through a Crisis and Beyond
Alastair Woolcock
Sr Director Analyst

© 2020 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
Growth
Companies
Broke Away
in 2009-10
Growth Companies vs. Average Performers
Source: Gartner Finance Efficient Growth research
-
100
200
300
400
500
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Company Earnings (2003 indexed to 100)
Efficient Growth Companies
Average Control Peers

Stalls will Occur and Impact Growth for the Next Decade
And more
than 50% of
their valuation
is wiped out
Revenue
Time
20%
35%
38%
7%
Percentage of
Companies
-2% to +2%
Growth Rate
After Stall
n = 1,333
Source: CompStat, Gartner Strategy Leadership Council
Avoiding Growth Stalls; Gartner Capital IQ, Worldbank.org
Stall

You’re not Immune
3 out of 4
Companies Will Stall

The COVID-19
Impact on
Technology Spending

© 2020 Garner, Inc. and/or its affiliates. All rights reserved.
Global Recession Scenario
Changes in 2020 Annual Growth Rate of IT Spending since Q4 2019 in
Constant Currency by Region.
2020 4Q19 GR Scenario Drop Line
North America 4.34% -6.08% -10.32%
Western Europe 3.40% -6.94% -10.24%
Greater China 5.56% -1.34% -6.80%
Japan (Region) 1.28% -5.41% -6.58%
Emerging Asia/Pacific 4.68% -4.22% -8.80%
Latin America 2.01% -4.48% -6.39%
Mature Asia/Pacific 5.11% -3.52% -8.53%
Middle East and North
Africa 2.53% -6.46% -8.88%
Sub-Saharan Africa 3.32% 0.59% -2.64%
Eastern Europe 3.28% -5.89% -9.07%
Eurasia 2.14% -1.44% -3.47%
Worldwide 3.74% -4.99% -8.63%
Source: Gartner (April 2020)
4Q19 Growth Rate
Global Recession Scenario
Bad Case Growth Rate

The table shows the regional
growth rate by each market.
Each dot represents an
average change in spending
in 5% increments:
• The green squares
represent positive
changes
• The red circles represent
negative changes
2020 Annual Changes in the IT Spending Growth Rate in Constant Currency by Region by IT Category
Global Recession Scenario IT spend categories.
Source: Gartner (April 2020)

Industry Impacts on Technology Investment
Due to COVID-19
Source: Mitigate COVID-19’s Impacts in Vertical Industries With These Vendor Action Items
Note: “value chains” will have varying degrees of impacts
Adjust Your GTM strategy
for each vertical and their
phase of recovery

A 4 Phase Framework
For Leading Through
the Crisis

Leading through a crisis requires …
Options, considerations and proven practices to address situations positively,
with agility
Clear and unbiased view of the situation, your strengths and
challenges.
Messaging and communication that mobilizes your teams and customers to get
results now
A framework for setting and achieving results in a time of complexity and
uncertainty

Gartner provides critical insight to High Tech clients in
navigating the four phases of a crisis
Phase 4Phase 2
Performance
Ambition
The Event
Phase 1
React
and
respond
Phase 3
Rebound
to the
Future
Redirect
to New
Realities
Accelerate
Opportunities

Entry and exit criteria across the phases
Phase 0
Event
Phase 2
Redirect to New
Realities
Phase 1
React and
Respond
Phase 3
Rebound to
the Future
Time
Performance
Ambition
Phase 4
Accelerating
Opportunity
The Event
The event that leads
customers and markets to
react. For COVID-19 this was
the implementation of public
health measures i.e. shelter in
place, etc.
Uncertainty dominates phase
1 as companies respond to
the event i.e. remote working,
industry closures etc.
Once the company’s
operations settle down, its
time to start phase 2
Customer demand is returning
and shifting from ’survival and
cost cutting’ to new ways to
meet their needs.
Markets have returned to pre
crisis levels as the company’s
new products gain traction in
the market.
The company achieves its
ambition. It is driving new
solutions and customer value
into existing and expanding
markets.

Focus on Execution in One Phase While Making Decisions About the Others.
Phase 3Phase 2Phase 1 Phase 4
What are the facts needed to lead
beyond the immediate impact?
How do we demonstrate empathy
and commitment to customers,
employees, partners and suppliers?
How do we adjust product and
revenue plans?
How do we mitigate our risks and
the risk to our customers?
Reacting and Responding
Stabilize the organization, protect
your people and engage
customers move to new ways of
working
Actions
Redirecting to New Realities
Sharpen and sell current value
while redirecting resources to
building future products / services
How do we partner the relevance of
our product customer fit and mix?
Where can we spend smarter and
mobilize the organization?
Where do we reprioritize product
portfolio investments?
Where are the innovation, disruption
and opportunities for advantage?
Where will we need to invest in our
people, partners or acquisitions?
What is our ambition for the future?
Rebounding to the Future
Entering the market offering new
products and services
differentiating your position
How do we align with and shape
customer values?
Which new technologies create
the foundation for future growth?
Where do we invest to accelerate
our ambition?
What bundling opportunities will
extend value and accelerate growth
How do we our GTM and customer
acquisition effectiveness?
Accelerating Opportunity
Unlocking growth and competitive
advantage within and beyond prior
customers and markets.
Who do we partner with to expand
our reach in new markets?
How do we continue to raise the
engagement and ability of our
people?
How do we best understand,
anticipate and shape market
dynamics?
What is our next ambition, moving
from strength to strength?
The next
decisions

A growth view on products and revenue across the
phases.
Phase 1 Phase 2 Phase 3 Phase 4
Customers
Products
Existing New
Existing
New
Existing
Customers
Redefined
Products
Extending
Customer
Value
Existing
Customers
New
Products
New
Customers
Redefined
Products
Existing
Customers
Existing
Products
Existing
Customers
Redefined
Products
Existing
Customers
New
Products
New
Customers
Redefined
Products
New
Customers
New
Products
Existing
Customers
Redefined
Products
New
Customers
Existing
Products
Building
New
Products
Setting the
Future
Ambition
Rebounding to the FutureReacting and Responding Redirecting to New
Realities
Accelerating Opportunity

GTM Effectiveness Matters in a Crisis
Growth Expectations According to Effectiveness Levels for 2020
Respondents by Effectiveness Quartile (Percentage of Top Two Answers)
Source: 2020 Gartner First Annual Product Leaders Survey
ID: 464251_C
Median Average of
Top Quartile is 72%
Median Average of
Bottom Quartile is 40%

Some Quick Tips

Get the Financial House Ready
▪ Use your balance sheet and not just PnL metrics. Manage cash, working capital
and CapEx to find ways to reinvest quickly. Talk with your bank and re-establish
credit lines at lower rates or get working capital with long-term locked-in financing
rates before the interest rates increase
▪ Do not over pivot on your PnL – this results in poorly timed capital investments,
retention of unnecessary fixed assets and often hording of excess working capital
that could be used for investment and growth
▪ Divest non-core assets and product lines or fledgling market expansion regions,
where possible, to raise cash for reinvestment
RETOOL

Know Your Burn Rates
▪ Gross Burn Rate
– Know your operating expenses. This
provides the insight needed to identify cost
drivers and efficiency regardless of
revenue.
▪ Net Burn Rate
– Know the rate at which your company is
losing money. One factor that needs to be
controlled is the variability in revenue. A fall
in revenue with no change in costs will lead
to a higher burn rate.

Segment Your Cost Cutting Initiatives
Short-Term Required
Cuts
Minor Culture and
Ops Impact
Major Culture and Ops
Impact
Desperate Times
INCIDENT
Impactof
Activity
Increase in Savings and
Ongoing Efficiency
Accelerated Cuts and Changes
Items that should
always be assessing
and reducing; quick
wins
Activities with marginal
overall culture impact,
laying foundation for
automation and
utilization gains
Large operational
expense reductions and
R&D cuts that will likely
negatively impact
culture and overall
competitiveness
Activities that are
required for
survivability, but will
come with reduced
ongoing effectiveness.
Example:
• Reducing real-estate costs,
• staff expenses,
• 3rd party contracts and
contractors
• Furloughs
• Freeze hiring
Example:
• Event & Training Spend
• Vendor renegotiation
• Low-functioning employees
• Salary and benefit freezes
• Reduce middle
management functions
Example:
• Broad employee cuts to
make financial targets
• Removal of innovation and
R&D investments
• Departmental outsourcing
and labor arbitrage
Example:
• Top-down removal of
most expensive
employees
• Stop all non-core spend
• Sell low-functional BU’s,
service lines or product
lines
• Close low-performing
markets
Expected Impact
• Short Term = $
• Long Term =
Expected Impact
• Short Term = $$
• Long Term = $$
Expected Impact
• Short Term = $$$
• Long Term = $
Expected Impact
• Short Term = $$
• Long Term = (-$)

Focus on building customer
confidence,
not in you,
but in themselves.

COVID-19 Compounds Uncertainty and
Hurts Buyer Confidence
Supplier:
Which supplier
information
should we trust?
Validation:
Do we know
enough to
move on?
Problem:
Who should
be involved in
this purchase?
Stakeholders:
Where is
organizational
influence shifting?
Communication:
How will others be
impacted?
Environment:
Which information
signals should we
pay attention to?
Adaptation:
Will we follow
through on
this vision?
Solution:
How should we
evaluate our
supplier options?
Strategy:
What will our
future success
look like?
Buying Confidence
Change Uncertainty
? ? ? ?
Uncertain
Buyer
B2B buyers feel
uncertain throughout
the purchase process,
because conflicting
information and
shifting stakeholders
heighten their
perceived risk.
n = 1,174 B2B buyers; 1,468 tech buyers
Source: 2019 Gartner B2B Buyer Survey; 2019 Gartner End User Buying Survey

Impact of Pandemic and Economy on Sales and Marketing
Marketing Areas Impacted
• Ex’s: Product Launch, Customer Marketing, New Logo Acquisition Strategy,
Marketing Channel Strategies
Sales Considerations
• Re-assessment of target market/industry segments
• Protracted buying cycles
• Extended buying teams (beyond what we had already been seeing)
• Justification of investment beyond competitive offerings
Customer Churn Concerns
• Ex’s: Focus on retention; capture use cases; secure success stories

Buyers Were Already Engaging Differently Before
COVID-19 Interacting With Peers
Outside Organization
Interactions With
Independent
Third Parties
Reviewing Information From
Analysts, Associations, or Other
Third Parties
Reviewing Information
from TSPs or Partners
Interactions With TSPs
or Partners
Internal Company
Interactions
11%
12%
14%
15%
16%
19%
Source: Total Respondents from Gartner 2019 End User Buying Survey (n = 1464)
Q. What is the estimated percent of the time spent doing each of the following activities during the purchase process for this project? Mean Scores
* May not add to 100 due to rounding
13%
Reviewing Information From
Independent Product
Review Sites
16%
of Time Spent
With Sellers

Anticipated SG&A Budget Cuts
Most companies will
get cuts wrong.
Growth companies
will cut, but to
reinvest and disrupt.
They will increase
spend in sales and
marketing vs. their
peers.

Defend what you have
and try to Increase
Marketing & Sales Spend
by 20%
CUT

And get better results for their company
4.3% 13.5% 18%
0.8%
-1.8%
10.3%
~5X
~8X
~8X
Source: Capital IQ, McKinsey Digital Quotient
Revenue Growth,
CAGR
Operating Profit Growth,
EBIT
Return to Shareholder
Growth, CAGR
Growth Company = modern
marketing approach
Average

Right Now Focus On
▪ High level messaging is shifting from digital transformation & grow the business to optimize the
business
▪ Business value and outcome story must be more explicit
▪ Help customers save money e.g. through automation & process integration
▪ Expect customers to be more tactical and short-term focussed – highlight fast ‘time to value’ of
your offerings
▪ Highlight cash preservation / generation attributes to you offerings.
▪ Commercial flexibility as part of your offering – help preserve cash longer
▪ Introduce free trials & freemium to seed the market (for the rebound)
▪ Use value assessment tools to build confidence in buying decisions
▪ Expect customers in some industries to accelerate shift to digital
Messaging that
focuses on
Optimization
Time to Value
is Key
Cash
Preservation
Is a Focus
Enable
Buyer
Confidence
A Few Quick Win Ideas

Leadership Characteristics and Imperatives
RESTRUCTURE RETOOL
Make hard choices
(transparently) to
direct scarce time
and resources to
what matters
RECOVER
Keep your minds
and metrics clear on
customers, value
and relationships
3R’s of Disruptive Change
Look to the next
phase rather
than repeating
the present

And… remember where your
customers are at on their
phase of recovery

Almost all are in Phase 1
….with some Moving to Phase 2Performance
Ambition
The Event
React
and
respond
Rebound
to the
Future
Redirect
to New
Realities
Accelerate
Opportunities
Phase 4Phase 2Phase 1 Phase 3

Build their confidence
and you will win

Ask questions
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Type your question here…

Essential Requirements for Generating Demand in
Times of Disruption
Christy Ferguson
VP Analyst

The Global Health Crisis is a Challenge
that Presents an Opportunity to Elevate
Marketing’s Role

• Early indications that sales targets have or are being changed
• Marketing KPI changes appear to be lagging behind sales target changes
Growth Impact
• Early indications of retention and churn concerns
• Marketing focus doesn’t appear to be moving quickly to address
Customer Impact
• Cancelation or postponement of face to face events to date, with uncertainty around future events requires contingency planning
• Gartner is hearing that virtual events are driving greater reach than would be expected at a f2f event, but engagement is a concern
• Additional focus on digital seems to be paying off (so far)
Marketing Mix Impact
• Early indications show that product launch impacts are starting to decrease (marketers that leverage events for launch appear to be
adapting)
• Yet, marketers seems to be concerned about future changes to product launch
Product Launch
Impact of Global Health Crisis on Marketing

What does this tell us?
• Marketing teams are quickly adapting to the impact of this crisis
• The fast pace at which marketers are dealing with this change poses potential
risks:
– Internal team alignment
• Sales and marketing targets
• Product launch and marketing campaign strategies
• Customer retention and customer marketing

Lead the movement to buyer-centric
strategies

Typical Campaign Plan
Form Fill
MQL
SAL
SQL
Ebooks
Implementation Guides

The Best Performing Campaign Plan
Form Fill
MQL
SAL
SQL
eBooks
Implementation
Guides

The Marketing
Funnel is Not an
Indicator of
Buyer Readiness
Form Fill
MQL
SAL
SQL

Today’s Demand Generation

It’s Becoming Harder to Find Quality Leads
Up to 10% increase in conversion rates with 11 or more marketing channels
7%
14%
29%
40%
7%
15%
37%
50%
0%
30%
60%
Impression to Form Fill Form Fill to MQL MQL to SAL SAL to SQL
Fewer than 11 channels 11 or more channels
TREND: Increase from 7 channels to achieve a 10% increase in conversion rates in 2018
n = Varies, Knowledge of Marketing Conversion Rates, Excluding “None”
Source: Gartner 2019 Marketing Benchmarks Survey, Respondents In Orgs with Less Than $50M in Revenue
Q16. What are the conversion rates with your organization’s marketing funnel from impression to form fill? n = 104
Q17. What are the conversion rates with your organization’s marketing funnel from inquiry (form fill) to marketing-qualified lead (MQL)? n = 101
Q18NEW. What are the conversion rates with your marketing funnel from MQL to sales-accepted lead (SAL)? n = 97
Q19NEW. What are the conversion rates with your marketing funnel from SAL to sales-qualified lead (SQL)? n = 97
Conversion Rates (Mean)

It Continues to be Difficult to Engage Leads
6%
14%
29%
41%
7%
15%
34%
46%
0%
30%
60%
Impression to Form Fill Form Fill to MQL MQL to SAL SAL to SQL
Fewer than four CTAs Four or more CTAs
Up to 5% increase in conversion rates with more than four Calls-to-Action
n = Varies, Knowledge of Marketing Conversion Rates, Excluding “None”
Source: Gartner 2019 Marketing Benchmarks Survey, Respondents In Orgs with Less Than $50M in Revenue
Q16. What are the conversion rates with your organization’s marketing funnel from impression to form fill? n = 221; n = 86
Q17. What are the conversion rates with your organization’s marketing funnel from inquiry (form fill) to marketing-qualified lead (MQL)? n = 1046
Q18NEW. What are the conversion rates with your marketing funnel from MQL to sales-accepted lead (SAL)? n = 104
Q19NEW. What are the conversion rates with your marketing funnel from SAL to sales-qualified lead (SQL)? n =97
Conversion Rates (Mean)

Funnel-Centric Campaign
Marketing Channels
Exploratory
Content/CTAs
EngagementEvaluation
• PPC
• Content syndication
• Social marketing
• SEO
• Third-party advertising
• Email
• Events
• Direct mail
• Paid social
• Web chat
• Channel marketing
• Email
• Website
ID: 382994
ExploratoryEngagementEvaluation
• Thought leadership content
• Webinars
• Events
• Blogs
• Case studies
• Free trials
• Product content
• Demos
• Meeting requests
• Product content
• Case studies
MQL SAL SQL

28%
48%
15%
8%
Exploration phase Early in the
evaluation phase
Late in the
evaluation phase
Engagement phase
At What Point Do You
Start Talking to Vendors?
Buyers Talk
to Vendors
in All Phases
of the
Buying Cycle
n = 1464
Source: Gartner
Q. At what point in the buying process for this project did you start talking to vendors (either via phone or e-mail) in formal or informal discussions?

The Fluid Customer Life Cycle (Buying and Beyond)

The Future of Demand Generation

Marketing Channels That Increase the Likelihood
of Higher Conversion Rates at Each Funnel Stage
Conversion Rate of
High Performers
Channel Differentiators Amplifier
Form Fill to MQL 20% • Hosted Events • 1.8x
MQL to SAL 40% • Hosted Events • 2.3x
SAL to SQL 60% • Intelligent Chat • 1.7x
Dependent Variables:
Q What are the conversion rates with your organization’s [marketing funnel from impressions to form fills] [form fills to Marketing Qualified Leads] [ Marketing Qualified Leads to Sales Accepted Lead]
[Sales Accepted Lead to Sales Qualified Leads]
Independent variables;
Q. Please select ALL marketing channels that are included in your organization’s 2019 marketing plan
SOURCE: P-19061 Go To Market Benchmarks
N=Qualified Respondents from 2019 Study, Excluding Not sure, n=390- 397

Percentage of respondents. Multiple Responses Allowed
Marketing Channels Used in Marketing Plan
SOURCE: Gartner 2019 Product Marketing Benchmarks Study
Q10A. Please select ALL marketing channels that are included in your organization’s 2019 marketing plan?
Q10B. Which of those is the best performing, i.e. which generates the largest number of MQL (marketing qualified leads)?
N=Respondents in Organizations with Less than $50M In revenue, n=131
41%
53%
71%
0% 20% 40% 60% 80% 100%
Chat/Intelligent Chat (on web site)
Hosted events
Paid Social Advertising (Facebook, LinkedIn, Twitter)
Yet, TSPs are underutilizing these channels
Additional
Insight:
Paid Social
up 2 spots
vs 2018

MQL SAL SQL
Example: Buyer-Centric Campaign — Channels
JAF Cybersecurity
Product: Cybersecurity
Solutions for Retailers
Marketing Channels
• Social Advertising
• 2020 Cybersecurity Threats in Retail Seminar —
Hosted by JAF Cybersecurity
• PPC
• JAF Retailers Virtual Roundtable
• Direct Mail
• Paid Social
• JAF Website Intelligent Chat
• Channel Partners Co-marketing
• JAF Cybersecurity Virtual User Conference
• Implementation Plan Email
Buyers

Content Types That Increase the Likelihood of
Higher Conversion Rates at Each Funnel Stage
Conversion Rate of
High Performers
Content Differentiators Amplifier
Form Fill to MQL 20% • eBooks
• Case Studies
• Implementation
Guides
• 2x
• 2x
• 1.7x
MQL to SAL 40% • eBooks
• Vendor Created
Thought Leadership
• 2x
• 1.7x
Dependent Variables:
Q What are the conversion rates with your organization’s [marketing funnel from impressions to form fills] [form fills to Marketing Qualified Leads] [ Marketing Qualified Leads to Sales Accepted Lead]
[Sales Accepted Lead to Sales Qualified Leads]
Independent variables;
Q. Please select ALL marketing channels that are included in your organization’s 2019 marketing plan
SOURCE: P-19061 Go To Market Benchmarks
N=Qualified Respondents from 2019 Study, Excluding Not sure, n=390- 397
SAL to SQL 70%* • eBooks • 2.2x
*There was no meaningful impact at the 60% threshold

12%
13%
23%
25%
26%
36%
40%
42%
43%
Blogs
E-books
Videos
Recorded demos
Whitepapers
Implementation guides
Case studies
Value assessment tools
Thought leadership created by independent third party
Preferred Content Types Provided By TSP
Content Buyers Prefer Once Interest is
Established
Base: All respondents, n = 1302
Q. Which of the following content types do you prefer to receive from a vendor you are interested in purchasing a solution from?
Source: Total Respondents from Gartner 2019 End User Buying Survey (n = 1464)
Q. Approximately how many purchases with a contract value, has your organization considered, in 2017/2018.
Percentages may not add to 100% due to rounding

Percentage of respondents. Multiple Responses Allowed
Content Types Used in Marketing Plan
Yet, TSPs are underutilizing these content types
29%
36%
64%
70%
0% 20% 40% 60% 80% 100%
E-books
Implementation guides
Thought leadership content created by/for your organization
Case studies
SOURCE: Gartner 2019 Product Marketing Benchmarks Study
Q12A. What content types are included in your organization’s 2019 marketing plan?
Q12B. And which is the best performing, i.e. which generates the largest number of MQLs (marketing qualified leads)?
N=Respondents in Organizations with Less than $50M In revenue Excluding Not Sure, n=129

MQL SAL SQL
Example: Buyer-Centric Campaign — Content
JAF Cybersecurity
Product: Cybersecurity
Solutions for Retailers
Content/CTAs
• 5 Key Trends in Cybersecurity for 2020 eBook
• The Future of Cybersecurity for Retailers Webinar
(Thought Leadership)
• Protecting Your Retail POS From
Hackers Infographic
• Free Trial of JAF Cybersecurity Solution for Retail
• JAF Cybersecurity POS solution Buyer’s
Guide eBook
• Demos
• JAF Cybersecurity Virtual Lunch and Learn
• Meeting Requests
• Implementing JAF Cyber Security Solutions in Your
Retail Environment eBook
• Cyber Security Compliance Success at ABC
Retailer Case Study
Buyers

Campaign Design for Buyer Readiness

The Content “Inside” Must Be Included
In Scoring Models

Impact on Scoring
• Firmographic
• Technographic
• Demographic
Fit Engagement Intent
• Third Party• First-Party Engagement
• Content Type• “What’s Inside”

Base Score on Buyer’s Journey vs Content Type
Activity Stream Content Score
Exploratory Key Trends eBook 5
Evaluation Buyer’s Guide eBook 7
Engagement Implementation eBook 20

What Does Scoring Look Like for
Your Organization?

Three Steps to Buyer-Centric Campaigns
3 Test Marketing Mix Differentiators
1 Design Campaign Strategies Across the Buying Process
2 Refine Scoring to Reflect “What’s Inside”

MQL SAL SQL
Buyers
The Complete Buyer-Centric Campaign for JAF
Marketing Channels
• PPC
• Social Advertising
• 2020 Cybersecurity Threats in Retail Seminar —
Hosted by JAF Cybersecurity
• JAF Cybersecurity Brand Campaign Billboard
• JAF Retailers Roundtable
• Direct Mail
• Paid Social
• JAF Website Intelligent Chat
• Email
• Channel Partners Co-marketing
• JAF Cybersecurity User Conference
Content/CTAs
• Protecting Your Retail POS From
Hackers Infographic
• 5 Key Trends in Cybersecurity for 2020 eBook
• The Future of Cybersecurity for Retailers Webinar
• JAF Cybersecurity POS solution Buyer’s
Guide eBook
• JAF Cybersecurity Chicago Luncheon
• Free Trial of JAF Cybersecurity Solution for Retail
• Cyber Security Compliance Success at ABC
Retailer Case Study
• Meeting Requests
• Implementing JAF Cyber Security Solutions in
Your Retail Environment eBook

Lead the Organization through
Disruption with Buyer-Centric
Campaigns

Tech CEO Introduction
Raymond Paquet
Group Vice President

The HT Role-Based Portfolio is Role FocusedHT LE/GE
Gartner for
General Managers
Transformation
& portfolio innovation
Role based
product Role focus Goals/ Deliverables
Make product innovation and
management decisions that drive
growth
Drive differentiation, generate
demand, enable Sales, and optimize
marketing spend
Make critical business decisions for
portfolio innovation & performance
Segmentation and
execution
Work independently and stay up to
speed on the market, competitors,
buyer needs, and ideas to
innovate
GM
BU Leaders
Product
Management
Leaders
Gartner for
Product Teams
Gartner for Product
Marketing Teams
Member seats
Product
Management
Managers
Product
Marketing
Managers
Product planning
and launch
Product Messaging
and Marketing Impact
Product
Marketing
Leaders
Tech
CEOs
Drive product strategy, acquire
customers, funding/KPIs insight
Tech CEOs
Building, Growing and
Managing the Business

Customer Acquisition
Corporate Develop. Business Performance Management
Product Strategy & Launch
Market Expansion
Sales
Effectiveness
Identify and execute
expansion to adjacent,
vertical and geo
markets
Build and participate
in ecosystems and
alliances to drive
growth
Business Models
and Ecosystems
Partner and
Channel Strategies
Develop and evolve
sales strategies,
processes and
enablement
Build, manage and
enable strategic,
channel and
technology partners
Leverage customer
success best
practices to retain
and grow accounts
Track and improve
upon key operational
and financial
benchmarks
Understand data
and trends in
employee hiring
and retention
Implement strategies
and actions to improve
employee
performance
Build and cultivate
customer
references and
advocates
Identify ways to
manage costs to
drive towards
profitability
Evaluate and
prepare for M&A,
IPO and other exit
options
Develop and refine
strategies to
evangelize to
influencers
Exit Strategies Managing Culture
Customer
References and
Advocacy
Key Performance
Indicators
Cost Management
Customer
Retention and
Growth
Attract and
Retain Talent
Influencer
Engagement
Prioritize segments
and define ideal
customer profiles and
personas
Use channel, content
and best practices to
aid customer
acquisition
Develop and refine
repeatable and
scalable launch
practices
Create messaging
and stories that
resonate w/ buyers
Identify gaps in
competitive solutions
Create and refine
licensing, pricing and
packaging options
Determine market
attractiveness, needs
and whitespace
Develop a compelling
product strategy
and roadmap
Segmentation
and Positioning
Awareness
and Demand
Generation
Product Launch
Messaging and
Storytelling
Competitive
Intelligence
Pricing and
Packaging
Market Research Product Strategy
Tech CEO Framework

Tech CEO Benchmarks
Introductions to Gartner Benchmarks
Gartner Benchmarks enable organizations to optimize spend and drive maximum effectiveness.
The comparison metrics will help you pinpoint areas to adjust spend, prioritize opportunities to drive
performance improvement or assess your effectiveness to course-correct.
Research Methodology
These benchmarks are based on responses from Tech CEOs at companies less than $100M in
annual revenue. The categories of metrics captured for comparison include:
– Revenue and profit
– Spending and expenses
– Sales Performance

Participants

Individualized Comparisons For Critical Focus

Pivot Forward Playbook – Review Cash flow / Cost Mgmt Plan
Roles Critical Steps Client Activities Gartner support Timing Outcome
CEO, CFO,
CPO, COO
CEO, CFO,
COO
CEO, CPO,
CMO, CFO,
COO
COO, CFO
❑ Establish
baseline
▪ Review
Crucial Cost and Cash Strategies for Tech CEOs
▪ Share information about current cost and
cash management practices and visibility
▪ Take Tech CEO Benchmark
Inquiry: Cost management strategies,
costs you need to know and can
manage, cash strategies, and KPIs that
support your Minimum Viable Strategy
(MVS) at company/business unit level
Week 1-2 Current state defined,
Understanding of
Opportunities, Options
❑ Review best
practices for
cost
management
▪ Take Tech CEO Score: Cost Management
Review
Implement a More Disciplined Working Capital
Strategy and Improve Visibility With KPIs
Tech CEOs: Establish Real-Time KPI Performance
Dashboards for Your Business
Document reviews:
1. Score module and current view of
cost management practices
2. Tech CEO Benchmarks Results
3. Also reviewing notes from Inquiry #1
in preparation for a thorough custom
feedback session
Week 2-4 Comprehensive view of costs;
Compares against other,
similar companies
❑ Review Critical
KPIs (CAC,
CLTV, COGS,
Benchmark
Implications)
• Review
Tech CEOs: Private Equity Is Changing the Exit
Strategy
Tech CEOs Must Look Forward Through Uncertainty
Improve Customer Retention by Embracing Product
Adoption Strategies as a Tech CEO
Implement Customer Experience Initiatives to Drive
Retention and Growth
Inquiry: How to select and implement
best practice tactics and programs for
customer retention, acquisition, etc. and
implications for benchmark results
Week 4-6 Prioritized set of programs or
tactics to implement
❑ Set Up
Dashboard
• Review / Re-review
Customer Experience Metrics: What Tech CEOs
Should Know and Manage
Tech CEOs: Establish Real-Time KPI Performance
Dashboards for Your Business
Inquiry:
1. Prioritizing KPI Dashboard for
Immediate Needs
2. How to measure customer
experience and its relationship to
improving retention
Week 6-8 Defined KPIs and metrics to
manage the business now
and moving forward
Monitoring, tracking, and
comparison with CAC, CLTV

Ignition Guides
Focus on specific
steps of a process to
assess progress or
identify gaps
Understand
requirements and
milestones to prepare
for success
Save time by using
customizable
templates
“Very practical step-by-step
guideline structure and great
plug & play templates – saves
time & money – brilliant!”
– Client Feedback

What You Get from an Ignition Guide
▪ Tools and Templates for Each Process Step
Accelerates project execution.
▪ Practitioner Advice
Provides practitioner-proven execution support and advice sourced from Gartner’s
client network
▪ Process Execution Insights
Presents guidance on achieving key success markers/KPIs and avoiding process
pitfalls, based on Gartner’s extensive insight portfolio
Ignition Guides help organizations get key projects done quickly and accurately. These intuitive,
step-by-step playbooks contain all the necessary resources to plan, build, and monitor projects,
ensuring that tech CEOs and their teams execute on time and at quality – “Fast and Right.”

Gartner Score Overview

How Do Maturity and Importance Compare?

What are the High Priority Areas for Your Function?

Awareness and Demand Generation

Panel Discussion: Tech CEO Examples of
Overcoming Challenges and Growing Business
John Rosato
Chief Executive Officer
Alvaro Pombo
CEO & Founder
Murray White
Chief Commercial Officer
ProntoForms CorporationCS Technology CS Technology

Closing Remarks
Melissa Wells
Regional Vice President

Gartner’s
Tech CEO Framework
Plan and execute key initiatives with
confidence.
Download the Research
Access Framework

Learn more
Webinar
Gartner Q&A:
4 Phases for Tech
and Service
Providers to
Overcome
Uncertainty
Register Now
Friday, May 29
11:00 AM EDT
16:00 PM BST

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