On Target 2014, Michael Eckhardt, Chasm Institute

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B2B Marketing & Sales: What concepts and tools will drive your growth in 2014-2015?

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On Target 2014, Michael Eckhardt, Chasm Institute

  1. 1. Update: 03/13/14 1© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission. Global Thought Leadership. Proven Impact. Key Question for C-Level Execs and Sales & Marketing Directors: What Concepts and Tools Will Drive Your B2B Growth in 2014-2015 ? Michael Eckhardt Managing Director Chasm Institute Palo Alto, California
  2. 2. Update: 03/13/14 2© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission. Update: 03/13/14 2© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission. 3 Key Themes: Content Marketing Pipeline Marketing Marketing Automation
  3. 3. Update: 03/13/14 3© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission. 1991 1995 2001 2006 ----------- Our 2 Newest Books for 2014 ----------- CrossingThe Chasm 3.0Escape Velocity Chasm Institute expertise in B2B market success is based on: • Michael Eckhardt’s 500+ engagements with tech-based clients • our 6 best-selling strategy books by Chairman Geoffrey Moore • our 15 yrs of Thought Leadership on accelerating B2B results
  4. 4. Update: 03/13/14 4© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission. Michael Eckhardt – Managing Director & Senior Workshop Leader at Chasm Institute, is a veteran of Hewlett-Packard, Pepsico, and Price Waterhouse. An MBA graduate of Harvard Business School and Wall Street Journal Award winner, Michael Eckhardt is a recognized expert in strategic B2B marketing & high-tech market success. He provides clients:  in Silicon Valley, the US, and Europe / Asia-Pacific  with strategy workshops & practical marketing tools  for gaining (+ sustaining) leadership positions in highly-competitive markets Michael Eckhardt has worked with over 90 technology-based businesses in 19 countries. Founded in 1993, our clients include: Intel, Cisco, Adobe, HP, AT&T Wireless, SAP, Agilent Technologies, Micron, LMC Data Systems, NetApp, Autodesk, Plantronics, Mentor Graphics, and other high-tech leaders. His 3 primary areas of focus are: target market success, predicting customer reaction to new product intro’s, and driving profitable growth. Michael Eckhardt and his Chasm Institute senior team have worked on market strategy for winning products, services and solutions in North America and worldwide. Geoffrey Moore is Chairman Emeritus of Chasm Institute, and Eckhardt has edited + contributed to several of Moore’s best selling high-tech strategy books, including the newest 2014 version of the best-selling B2B marketing best-seller, Crossing The Chasm. Chasm Institute provides these advanced workshops to executives + teams: “Driving Go-to-Market Results ” “B2B Market Strategy Success” “Crossing The Chasm” “Inside The Tornado” ... for more information please click on: www.chasminstitute.com
  5. 5. New Disruptive Innovation What Makes High-Tech Marketing Different? • High Risk • Unproven products and promises • Incompatible and incomplete infrastructure • Social resistance to change • Low Data • No product history • No company track record • No best practices Update: 03/13/14 5© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  6. 6. The Technology Adoption Life Cycle The Challenge Facing Every Disruptive Innovation Update: 03/13/14 6© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  7. 7. The Technology Adoption Life Cycle The Challenge Facing Every Disruptive Innovation Update: 03/13/14 7© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  8. 8. The Technology Adoption Life Cycle The Challenge Facing Every Disruptive Innovation Update: 03/13/14 8© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  9. 9. Innovators - Technology Enthusiasts Willing to help. Have no money. Update: 03/13/14 9© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  10. 10. Early Adopters - The Visionaries Willing to fund. Have big plans. Update: 03/13/14 10© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  11. 11. Early Majority - Pragmatists On the fence. Will go with the herd. Update: 03/13/14 11© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  12. 12. Late Majority - Conservatives Deer in the headlights. Need help. Update: 03/13/14 12© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  13. 13. Laggards - Skeptics Not on your side. Update: 03/13/14 13© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  14. 14. How High-Tech Markets Develop The Technology Adoption Life Cycle CHASM EARLY MARKET TORNADO BOWLING ALLEY MAIN STREET Update: 03/13/14 14© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  15. 15. Life-Cycle Metrics that Matter Tracking Performance Relative to the Chasm • Early Market • One or more flagship customers making big-bet commitments • In the Chasm • Cannot support yet another big-bet commitment • Pragmatists still holding back from entering the market • Taking the Beachhead • Nailed a high-pain segment-specific use case • Getting strong word-of-mouth support within target segment • In the Bowling Alley • Additional use cases coming on board, viral in adjacent segments • Inside the Tornado • Horizontal “killer app” -- hyper-growth in the category • On Main Street • Hyper-growth subsides – pecking order established • Customers seek sustaining innovation going forward Update: 03/13/14 15© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  16. 16. Crossing the Chasm Two Key Principles • Target a “beachhead” segment • Highly focused approach to “rekindling the flame” • Segment with an intractable problem, not solvable by conventional means • Process owner is under pressure to find a solution • Pragmatists are willing to consider disruptive approach • Commit to provide the “whole product” • Bring all the ingredients with you • Complete solution to the intractable problem • Typically involves products and services from partners and allies • Lead vendor takes responsibility for ensuring customer success Update: 03/13/14 16© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  17. 17. Crossing the Chasm What’s New? End User IT! • Digital Services • Light to deploy, focus on user experience • The Lean Start-Up • Minimum viable product, rapid agile learning • In consumer use cases, leap to the tornado • Critical Success Factors: The Four Gears • Acquire • Engage • Convert • Enlist Update: 03/13/14 17© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  18. 18. ENLIST ACQUIRE ENGAGECONVERT Starter Motor + = Virality o = Retention - = Churn Tipping Point for B2B Markets The Four Gears Model Performance Gear Performance Gear Power Gear Power Gear Update: 03/13/14 18© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  19. 19. Four-Gears Metrics that Matter Tracking Performance Relative to the Tornado • Acquire • Rate of gaining new users • Engage • Average length, depth, and frequency of user engagement • Convert • Percentage of total users that participate in business model • Enlist + Virality (New customers coming from existing customers – high NPS) - Churn (Existing customer defecting – “de-enlisting” – low NPS) Update: 03/13/14 19© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  20. 20. Slowest Gear Theory • Thesis • Prior to the tornado • At any given point in time • One of the four gears is slowing the other three down • Actions Required • Identify the slowest gear • Focus everyone on speeding it up • Maintain attention on the other three gears • Repeat every quarter until • The tornado happens • Or you run out of gas Update: 03/13/14 20© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  21. 21. Crossing the Chasm What’s Not New? Enterprise IT! • Taking the Enterprise Digital • Heavy to deploy, focus on end-to-end systems • Crossing the Chasm • Minimum viable whole product (add partners and allies) • Bowling alley strategy • Critical Success Factors • Pre-chasm ─ Breakthrough projects with top-tier customers • Post-chasm ─ High value use cases with compelling reasons to buy Update: 03/13/14 21© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  22. 22. 1. Target Customer 2. Compelling Reason to Buy 3. Whole Product 4. Partners & Allies 5. Sales Channel 6. Pricing 7. Competition 8. Positioning 9. Next Target Key sponsor Complete solution Manages sales & fulfillment complexity Legitimate alternatives Next growth segment Key motive Fill in the gaps Maps to all the above Core differentiation Target Market Initiative Framework A Checklist for Crossing the Chasm Planning Update: 03/13/14 22© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  23. 23. Target Customer Compelling Reason to Buy Whole Product Partners & Allies Sales Channel Pricing Competition Positioning Next Target Customer Visionary business executive Dramatic competitive advantage Application focus, differentiated BPR and SI service providers Direct sales Value-based, gain motivated Category vs. category Technology-based leadership Another visionary in a different industry This playbook is about creating budget Before the Chasm Update: 03/13/14 23© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  24. 24. Target Customer Compelling Reason to Buy Whole Product Partners & Allies Sales Channel Pricing Competition Positioning Next Target Customer Pragmatist function manager Fix a problem business process Application focus, standardized Recruited for specific whole product Direct sales transitioning to VARs Value-based, pain motivated Market vs. market Segment leadership Adjacent segment This playbook is about redirecting budget Crossing the Chasm Update: 03/13/14 24© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  25. 25. The New Examples • Salesforce • VMware • Aruba • Lithium • Rocket Fuel • Infusionsoft • Mozilla • Box • Workday Target Market Target Market Whole Product Whole Product Partners & Allies Partners & Allies Partners & Allies Positioning Positioning Update: 03/13/14 25© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  26. 26. Update: 03/13/14 26© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission. 1991 1995 2001 2006 ----------- Our 2 Newest Books for 2014 ----------- CrossingThe Chasm 3.0Escape Velocity Chasm Institute workshops + consulting are based on: • Michael Eckhardt’s 500+ engagements with tech-based clients • our 6 best-selling strategy books by Chairman Geoffrey Moore • our 15 yrs of Thought Leadership on accelerating B2B success
  27. 27. Update: 03/13/14 27© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission. 1 to 2 hrs 2 to 4 hrs for key conferences and annual kick-offs for senior leadership teams and staff meetings Here are 5 ways to engage with Chasm Institute: 1.5 days 3 to 4 months for helping CEO’s and senior managers accelerate results in their strategic growth initiatives for: o product+business teams seeking to gain tools for accelerating market success o management retreats or off-site planning meetings Keynote Speeches Executive Briefing Sessions Action Workshops Break-Out Growth Projects Our Books + Blogs Over 2 million books purchased by individuals + companies
  28. 28. Chasm Institute Copyright Notice • Copyright © 2014, 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. Update: 03/13/14 28© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.
  29. 29. meckhardt@chasminstitute.com www.chasminstitute.com Thank You Michael Eckhardt Managing Director Chasm Institute Palo Alto, California Update: 03/13/14 29© 2014 Chasm Institute Contact: Angela Martinez amartinez@chasminstitute.com All rights reserved. Contents may not be reproduced in any form without prior written permission.

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