The Secrets of Tuned In Leaders


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Why do some products and companies fail, where others succeed? Based on surveys spanning 3,000 companies, 45,000 individuals and one-on-one interviews with 30 technology CEOs, we found seven consistent success factors related to company culture, management style, and product & marketing strategies that propelled the winners. And also the seven fatal flaws that derail market laggards.

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  • The Secrets of Tuned In Leaders

    1. 1. Phil Myers President, Pragmatic Marketing
    2. 4. What is going on here?
    3. 5. Unit Sales Growth Customer Satisfaction
    4. 6. <ul><li>There is a difference between building the first product and building subsequent products. </li></ul>Mark Sokol Co-Founder of Realia
    5. 7. <ul><li>Do </li></ul><ul><li>Work as a trusted advisor </li></ul><ul><li>Build from the outside-in </li></ul><ul><li>Simple is smart </li></ul><ul><li>Leadership is distributed </li></ul><ul><li>Stop being a vendor </li></ul><ul><li>Marketing with a Big “M” </li></ul><ul><li>Measure only what matters </li></ul>
    6. 8. <ul><li>Don’t </li></ul><ul><li>Believe your own BS </li></ul><ul><li>Build things you could </li></ul><ul><li>Dead chicken parts </li></ul><ul><li>Puzzle palace decision making </li></ul><ul><li>Missionary selling </li></ul><ul><li>Seduced by branding </li></ul><ul><li>Scoreboard watching </li></ul>
    7. 9. Work as a trusted advisor
    8. 10. <ul><li>The last time I checked, there were no buyers at our corporate offices…so maybe we should figure out how to spend more time in the field with them learning about what they need than we do here with us guessing! </li></ul>Pat Sullivan Creator of ACT! and SalesLogix
    9. 11. Believe your own BS
    10. 12. Build from the outside-in
    11. 13. <ul><li>We keep figuring out what buyers need. </li></ul>Mark Bonfigli CEO of
    12. 14. Building things you could
    13. 15. Simple is smart
    14. 16. <ul><li>Whatever happened to ‘first mover advantage’? My portfolio is getting killed by copycat products from companies that execute better. </li></ul>Venture Capitalist still recovering from the .com hangover
    15. 17. Dead chicken parts
    16. 18. Leadership is distributed
    17. 19. <ul><li>A key aspect was to instill an innovation program that pushed responsibility down to general managers and product managers for the total user experience. </li></ul>Steve Bennett President and Chief Exectutive Officer of Intuit
    18. 20. Puzzle palace decision making
    19. 21. Stop being a vendor
    20. 23. <ul><li>We won people’s business because we listened and they know we listened. </li></ul>Steve Bennett President and Chief Exectutive Officer of Intuit
    21. 25. Missionary selling
    22. 26. Marketing with a Big “M”
    23. 27. <ul><li>Marketing is too important to be left to the marketing department. </li></ul>David Packard Co-Founder of Hewlett Packard Company
    24. 29. Seduced by branding
    25. 30. Measure only what matters
    26. 31. <ul><li>At the end of the day, customer satisfaction, unit sales growth and profitability are the only metrics that matter. </li></ul>Paraphrased from every successful CEO we interviewed
    27. 32. Scoreboard watching
    28. 33. How do you know where you fit?
    29. 34. Do you meet your product delivery schedules? Are your product requirements defined by the market? Is the focus of your research and innovation on addressing an understood and well-defined market and buyer? Do you first look outside for new technologies before building them yourself?
    30. 35. Are product positioning and messages based on the specific quantified problems of a well-defined market and buyer? Is the positioning statement done before development begins? Can a customer or prospect understand the “value to them” of a product or feature by reading the first few lines of any of your marketing deliverables (data sheets, brochures, fact sheets, etc.)?
    31. 36. Does your website focus more on market problems, market segments, buyer personas, and solutions than on your products, technology and your company? Do you have a marketing programs strategy? When you have a meeting with a customer, do you spend the largest percentage of the time listening or talking?
    32. 37. Does someone other than Sales routinely visit non-customers? Do you have someone who is your chief prospect advocate? Can an average salesperson quickly locate the right tools to present your product strategy or to close a deal?
    33. 38. Is part of your marketing programs budget and sales goals allocated to customer satisfaction and customer retention? Do you measure product profitability including estimating fixed costs on a pro-rated basis? Do you retire non-performing products
    34. 39.