Sales and Marketing for Engineers

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Winter 2014 Sales and Marketing for Engineers course to EPITA

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Sales and Marketing for Engineers

  1. 1. !"#$%&"'(&)"*+$,'-&./*&0'-1'$$*% Daniel Jarjoura Winter 2014
  2. 2. BS Telecommunications MS ! Computer Science Pre-sales Engineer Product Manager Innovation Manager! Business Development Director Entrepreneurship 23/45&6$ 789"*9/4*" :;<=>>???@#1'+$(1'@A/6>1'>("'1$#9"*9/4*" ???@("'1$#9"*9/4*"@A/6 %#1($%:"*$@'$5>(9"*9/4*" ("'1$#7B"'431'@A/6
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  4. 4. Some  housekeeping  rules 1/  The  course  is  made  of  4  sessions  of  3  hours  with  one  15  mins  break 3/  Presence  is  not  mandatory  but  please  refrain  from  leaving  class  while   I  speak 2/  There  will  be  no  final  exam  but  a  final  presentaBon.  The  subject  will   be  given  through  social  media 4/  ParBcipaBon  is  highly  encouraged.  If  you  don’t  speak,  I  will  make  you! 5/  The  goal  of  this  course  is  to  make  you  think,  not  replicate
  5. 5. Net worth: $24 Billion each
  6. 6. Net worth: $67 Billion
  7. 7. Net worth: $19 Billion
  8. 8. What’s the main common point between these guys
  9. 9. Yes, they’re all technology experts…
  10. 10. …who understood how to be unique in their market…
  11. 11. …and made loads of money!
  12. 12. A bit like this guy
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  14. 14. What about France?
  15. 15. Net worth: "6 Billion
  16. 16. $600M
  17. 17. $6.8B
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  21. 21. If  not,  then  maybe   you  were  not   planning  to…
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  25. 25. And  also,  if  you  thought  you  were   UNIQUE
  26. 26. …  maybe  you  didn’t  realize  there  were   millions  like  you
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  28. 28. So,     what  is  your   compe,,ve   advantage
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  65. 65. Understanding  salespeople Salespeople…
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  83. 83. Chilean Exports • Fresh fruit leads Chile's export mix - Chile emerges as major supplier of fresh fruit to world market due to ample natural resources, consumer demand for fresh fruit during winter season in U.S. and Europe, and incentives in agricultural policies of Chilean government, encouraging trend toward diversification of exports and development of nontraditional crops - U.S. Dept. of Agriculture, Economic Research Service Report • Chile is among the developing economies taking advantage of these trends, pursuing a free market economy. This has allowed for diversification through the expansion of fruit production for export, especially to the U.S. and Western Europe. Chile has successfully diversified its agricultural sector to the extent that it is now a major fruit exporting nation. Many countries view Chile's diversification of agriculture as a model to be followed. • Meanwhile, the U.S. remains the largest single market for Chile's fruit exports. However, increasing demand from the EC and Central and East European countries combined may eventually surpass exports to the U.S., spurring further growth in Chile's exports. • If you’ve read this far, your eyes probably hurt and you’ve been reading this tedious long-winded text instead of listening to me. I’m insulted- can’t you see I’m doing a presentation up here? Look at me! Congratulations, however, on having such good eyesight.
  84. 84. Beginner Motorcycles • My personal favorite: the Suzuki Savage • Light weight (~380lbs) • Adequate power (650cc engine) • Low seat height fits most riders
  85. 85. Racquetball Fundamentals
  86. 86. Racquetball Fundamentals
  87. 87. Racquetball Fundamentals n 2, 3, or 4 players.
  88. 88. Racquetball Fundamentals n 2, 3, or 4 players. n 1 player serves, other “returns.”
  89. 89. Racquetball Fundamentals n 2, 3, or 4 players. n 1 player serves, other “returns.” n Only serving player can score.
  90. 90. Racquetball Fundamentals n 2, 3, or 4 players. n 1 player serves, other “returns.” n Only serving player can score. n Served ball must land past serving line and cannot hit back wall.
  91. 91. Racquetball Fundamentals n 2, 3, or 4 players. n 1 player serves, other “returns.” n Only serving player can score. n Served ball must land past serving line and cannot hit back wall. n Ball can only bounce once before striking front wall…but ball does not have to bounce.
  92. 92. Racquetball Fundamentals 3, or 4 players. player serves, other “returns.” nly serving player can score. erved ball must land past serving line an annot hit back wall. all can only bounce once before striking all…but ball does not have to bounce.
  93. 93. !I hate the way people use slide presentations instead of thinking. People would confront a problem by creating a presentation. I wanted them to engage, to hash things out at the table, rather than show a bunch of slides"% - Steve Jobs
  94. 94. Avoiding death by PowerPoint
  95. 95. J4%1'$%%6$'&5$'(&5/&4%$&Z/?$*Z/1'5& 5/&?*15$&6$6/%
  96. 96. ©Syniverse Technologies – Proprietary Information – Not for Distribution 70 Standard  services § CollecBon  and  delivery  of  near  real  Bme  roaming  data   § CollecBon  of  raw  data  from  mediaBon  device  (or  switch)   § CollecBon  and  delivery  of  TD35  files  from  and  to  the  roaming  partners   § CollecBon  and  delivery  of  TD35  reports  from  and  to  the  roaming  partners   § Monitoring  and  troubleshooBng  of  data  exchange   § Check  for  missing  files  and  transmission  failures   § Highly  reacBve  customer  support   § ReporBng   § File  Delivery  Reports  (FDR)  and  Error  Reports  (ER)   § AnalyBcal  reports  summarizing  processing  excepBons   § Traffic  and  performance  reports
  97. 97. Q"'(&5$'(&5/&:1($&3$:1'(&5:$1*& #"<5/<&5/&*$"(&5:$1*&%#1($%
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  99. 99. “People   who   know   what   they’re   talking   about  don’t  need  PowerPoint”   ! -­‐  Steve  Jobs
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  103. 103. The  best  sales  presenta,on  slide
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  108. 108. Sellers  will  always  chase  you  down  the   road  if  they  think  you’re  walking  away   from  a  deal  that  they  want  to  do
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  122. 122. Case  Study Student  A  is  in  charge  of  customer  relaBons  for  Zara  France.  They  have  daily  100,000   customers  in  50  stores  +  they  have  an  e-­‐bouBque.   ! They  currently  use  SAP  for  CRM  installed  on  servers  located  in  their  headquarters  in  Paris.  The   servers  belong  to  Zara  and  they  are  managed  by  their  IT  team.  Zara  is  interested  to  move  to  a   cloud-­‐based  CRM.   ! Student  B  is  in  charge  of  sales  for  SugarCRM.  Student  C  is  in  charge  of  sales  for  Salesforce.   Both  of  them  are  presenBng  their  soluBons  to  Student  A  that  will  choose  one  of  them
  123. 123. What  to  remember?
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  128. 128. Is  this  marke,ng?
  129. 129. “ THE AIM OF MARKETING I S T O K N O W A N D U N D E R S T A N D T H E CUSTOMER SO WELL THAT THE PRODUCT OR SERVICE FITS HIM AND SELLS ITSELF ”   ! - PETER DRUCKER
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  136. 136. DE50"'(%)F#25%,,%, Something of value% good, service, idea BUYER Something of value% money, credit, labor SELLER
  137. 137. The  4  Ps  of  Marke&ng
  138. 138. This  is  what  you  are  offering  to  your   target  market   Channel  your  product  will  go  through   to  reach  the  customer The  amount  you  will  charge  for  your   product How  you  raise  awareness  with  your   target  market
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  140. 140. Analyzing  your  customers
  141. 141. ;'"+:M.'():28#)58,/29%#, ?NI
  142. 142. Analyzing  your  customers
  143. 143. ;'"+:M.'():28#)58,/29%#, ?N?
  144. 144. Product driven Large target market Single step buying process, shorter sales Brand identity created through repetition and Emotional buying decision based on status, desire, Mass  Market  /  B2C
  145. 145. Relationship driven Small, focused target market Multi-step buying process, longer sales Brand identity created on personal Rational buying decision based on business D'/%#<#.,%)!"#$%/)O)?N?
  146. 146. B2C  or  B2B?
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  155. 155. What we used to believe ! Strategy
  156. 156. What we now know ! Strategy
  157. 157. Planning comes before the plan
  158. 158. Business Models
  159. 159. What we used to believe ! Process
  160. 160. Concept/! Seed Round" Product Dev." Alpha/Beta Test" Launch/" 1st Ship" Product Introduction Model
  161. 161. Concept/! Seed Round" Product Dev." Alpha/Beta Test" Launch/" 1st Ship" Marketing - Create com materials! - Create positioning - Hire PR agency! - Early buzz - Create demand! - Launch event! - Branding Tradition - Hire Marketing
  162. 162. Tradition - Hire Sales Concept/! Seed Round" Product Dev." Alpha/Beta Test" Launch/" 1st Ship" Marketing - Create com materials! - Create positioning - Hire PR agency! - Early buzz - Create demand! - Launch event! - Branding Sales - Hire Sales VP! - Hire first sales staff - Build Sales organization
  163. 163. Concept/! Seed Round" Product Dev." Alpha/Beta Test" Launch/" 1st Ship" Marketing - Create com materials! - Create positioning - Hire PR agency! - Early buzz - Create demand! - Launch event! - Branding Sales - Hire Sales VP! - Hire first sales staff - Build Sales organization Business Development - Hire first Biz Dev - Do deals Tradition - Hire Bus Development
  164. 164. Concept/! Seed Round" Product Dev." Alpha/Beta Test" Launch/" 1st Ship" Marketing - Create com materials! - Create positioning - Hire PR agency! - Early buzz - Create demand! - Launch event! - Branding Sales - Hire Sales VP! - Hire first sales staff - Build Sales organization Business Development - Hire first Biz Dev - Do deals Engineering - Write PRD - Waterfall PD - Testing Tradition - Hire Engineers
  165. 165. Waterfall Product Management Execution on Two “Knowns” Waterfall Product Management Execution on Two “Knowns” Requirements! Design! Implementation! Verification! Maintenance!Customer Problem: known Product Features: known
  166. 166. What we now know ! Process
  167. 167. Most startups fail from a lack of customers than from a failure of product development
  168. 168. Customer Development
  169. 169. Agile Development
  170. 170. +
  171. 171. What we used to believe ! Organization
  172. 172. Hire and build a Functional Organization
  173. 173. What we now know ! Organization
  174. 174. Startups run a Customer Development Team No Sales, Business Development or Marketing
  175. 175. Value Propositions What are you building? For who?
  176. 176. Customer Segments Who are they? Why would they buy?
  177. 177. Product Market Fit Does the Value Proposition match Customer Segments?
  178. 178. Channels How does your product get to your customer?
  179. 179. Customer Relationships How do you get, keep and grow customers?
  180. 180. Revenue Streams How do you make money?
  181. 181. Key Resources What are your most important assets?
  182. 182. Key Partners Who are your partners and suppliers?
  183. 183. Key Activities What’s most important for the business?
  184. 184. Cost Structure What are the costs and expenses
  185. 185. Realize they are hypotheses
  186. 186. Guess! Guess! Guess! Guess! Guess! Guess! Guess! Guess! Guess!
  187. 187. The Minimum Viable Product
  188. 188. The Pivot
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  204. 204. MarkeBng  is  not  about  the  Theory,  it’s   about  Common  Sense
  205. 205. hpp://www.fastcodesign.com/1665331/why-­‐do-­‐b-­‐schools-­‐sBll-­‐teach-­‐the-­‐famed-­‐4ps-­‐of-­‐markeBng-­‐when-­‐three-­‐are-­‐dead   MarkeBng  is  not  about  the  Theory,  it’s   about  Common  Sense
  206. 206. ?:F(%4//%4<"':%*/4,,+,-
  207. 207. “ M a r k e t i n g i s t o o important to be left to t h e m a r k e t i n g department. ”   ! - Seth Godin
  208. 208. What’s a startup?
  209. 209. 3 types of startups
  210. 210. Lifestyle Startups
  211. 211. Lifestyle Startups Work to live their Passion
  212. 212. Lifestyle Startups Work to live their Passion Serve know customer with known product
  213. 213. Lifestyle Startups Work to live their Passion Serve know customer with known product No Exit potential
  214. 214. Small Business Startups
  215. 215. Small Business Startups Work to Feed the family
  216. 216. Small Business Startups Work to Feed the family Serve know customer with known product
  217. 217. Small Business Startups Work to Feed the family Serve know customer with known product Limited Exit potential
  218. 218. 99,9% of French companies
  219. 219. Scalable Startups
  220. 220. Scalable Startups Born to be BIG
  221. 221. Scalable Startups Born to be BIG Solution for unknown customer with unknown features
  222. 222. Scalable Startups Born to be BIG Solution for unknown customer with unknown features Huge Exit potential
  223. 223. Total Available Market > "300M Typically needs Venture Capital Growth Potential > "50M
  224. 224. A startup is a temporary organization used to search for a repeatable and scalable business model Steve Blank - Author, Entrepreneur
  225. 225. Startups are Not small versions of big companies
  226. 226. Startups Big Companies
  227. 227. Startups Big Companies Search
  228. 228. Startups Big Companies Search Execute
  229. 229. Startups Big Companies Search Execute Metrics
  230. 230. Startups Big Companies Search Execute Metrics Accounting
  231. 231. Startups Big Companies Search Execute Metrics Accounting Customer Validation
  232. 232. Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales
  233. 233. Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales Customer Development
  234. 234. Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales Customer Development Product Management
  235. 235. Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales Customer Development Product Management Agile Development
  236. 236. Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales Customer Development Product Management Agile Development Engineering
  237. 237. Entrepreneurship as a Management Science
  238. 238. Entrepreneurship as a Management Science E-School instead of B-School
  239. 239. The first business school 1819 1908 First MBA 1957 First European MBA 2008 > 100,000 MBAs / year Business as a Management Science
  240. 240. Business Schools Topics
  241. 241. Business Schools Topics Execution
  242. 242. Business Schools Topics Execution Accounting
  243. 243. Business Schools Topics Execution Accounting Strategy
  244. 244. Business Schools Topics Execution Accounting Strategy Product Management
  245. 245. Business Schools Topics Execution Accounting Strategy Product Management Engineering
  246. 246. Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales Customer Development Product Management Agile Development Engineering
  247. 247. Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales Customer Development Product Management Agile Development Engineering
  248. 248. Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales Customer Development Product Management Agile Development Engineering
  249. 249. Business Schools Focus on Big Company Strategies
  250. 250. Business Schools Limitations?
  251. 251. Business Schools Limitations? Most professors consult for large companies
  252. 252. Business Schools Limitations? Most professors consult for large companies Most believe startups are small versions of big companies
  253. 253. Business Schools Limitations? Most professors consult for large companies Most believe startups are small versions of big companies Most B-school entrepreneurship programs are side-shows
  254. 254. 1959 1996 2005 2011 > 100 incubators globally Incubators ! a Reaction to the lack of Practical University Entrepreneurship
  255. 255. Startup Incubators
  256. 256. Startup Incubators Experience vs. Theory
  257. 257. Startup Incubators Experience vs. Theory Goal: create a company and jobs
  258. 258. Startup Incubators Experience vs. Theory Goal: create a company and jobs Curriculum: product development + best practices
  259. 259. So, what’s in there for you?
  260. 260. Or maybe still hesitating?
  261. 261. 5 myths about working for a startup
  262. 262. 5 myths about working for a startup 1/ Smart people work for big companies
  263. 263. 5 myths about working for a startup 1/ Smart people work for big companies
  264. 264. 5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup
  265. 265. 5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup
  266. 266. 5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup 3/ You can’t get real learning experience if you work in a startup
  267. 267. 5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup 3/ You can’t get real learning experience if you work in a startup
  268. 268. 5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup 3/ You can’t get real learning experience if you work in a startup 4/ Startups don’t pay their employees
  269. 269. 5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup 3/ You can’t get real learning experience if you work in a startup 4/ Startups don’t pay their employees
  270. 270. 5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup 3/ You can’t get real learning experience if you work in a startup 4/ Startups don’t pay their employees 5/ The bigger the company you work for, the better your career chances are
  271. 271. 5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup 3/ You can’t get real learning experience if you work in a startup 4/ Startups don’t pay their employees 5/ The bigger the company you work for, the better your career chances are
  272. 272. And if you already made your choice...
  273. 273. Startups are changing the world. Don’t miss the train
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