BIO

Gary Schmidt

Professional Background: Gary is a senior business executive with over 15 years of experience in techno...
Background – Summary of My Experience


High growth companies have explosive growth early in the company’s life typically...
Examples: Device Strategy
Embedded Devices
Objective: Capture OS opportunity on
emerging specialized devices
Output: Segme...
Example Project for FUHU, ACER and Vizio
3Screen strategy including
&
Leveraging existing FUHU relationships in the wirele...
Example Project for FUHU, ACER and Vizio - Solution
Worldwide wireless carrier development plan
Deal structures with wirel...
Example Project - AirCloud Solution
AirCloud monetizes Wi-Fi
networks by providing
facilities with a turnkey
platform incl...
Market Penetration in 18 month – run rate of $18M with over $3M EBITDA

167M mobile device
users access the
Internet on-th...
Featured Artist
Program

Featured Artist Program
TOP-LEVEL promotion
Custom featured artist WAP site linking all content p...
Sweepstakes Sample

Confidential

PinCard v1
Pin Card Sample

Confidential
Sprint Case Study
Sprint offers a comprehensive range of wireless communications services including personalization
throug...
Sprint Case Study
Solution
Content partner consolidation
Social media management
Contract negotiation and ongoing partner ...
Revenue Marketing Defined

Drop sales-ready
quality leads into top
of the funnel

Accelerate sales
opportunities through
t...
Revenue Marketing Brings Measurement and Accountability for Driving
Growth
Big driver post-recession
• Move away from awar...
The Buying Process Has Changed

Customers are
social buyers

Sales are self-initiated and
start online

90%
43%

p 15

of ...
The Evolution of B2C and B2B Buyer Profile
Information no longer disseminated by a company representative only
• “Tech buy...
Network driven brand protection and demand generation
Design Programs

Drive Results

Maximize impact through digital and ...
Drive brand awareness/protection and intent to purchase through social media
FY H2 Focus

ENGAGEMENT ENGINE

1

Content
En...
Key Questions to Address
Preliminary: To be refined
Category

Key Questions

Customer Profile
and Purchase
Process

• What...
Framework for sales and marketing – all pulling in the same direction
Connect Marketing and Sales
•

•

•
•

Target Segmen...
Sources of Information and Influencers / Mavens for Purchase Process

Aware
Research Decide
Purchase Use
Renew
Aware
Resea...
World class marketing capabilities framework
Marketing Capabilities
Strategy & Planning
•
•
•
•
•
•
•

Offer/Portfolio Man...
Market Influencing Communication : Target Capabilities

Brand Communication
• High brand awareness and recall
• Emotional ...
Current Issues

User & Buyer
Understanding

• Not customer centric - Internal orientation - Missing a “Culture of
Customer...
Helped growth stage companies and high growth business in large companies
sustain growth

GROWTH
STRATEGIES

7
6
5
4

3

2...
Four key service offerings to help drive sustainable sales growth

1 Advocacy Community Driven New
Product Launch and Dema...
Case Study: New Product Launch and Demand Generation
1
Background & Situation
•
•
•
•

A software company was preparing to...
Case Study: Connected Marketing & Sales and Verticalization
2
Background & Situation
•
•
•

•
•

As a large and successful...
Case Study: Sales Excellence and Onramping
3
Background & Situation
•
•
•
•
•

A software company was starting to shift th...
Case Study: Rapid Partner Ecosystems / Program Design and Development
4
Background & Situation
•
•
•
•

A high growth SaaS...
Thank you!
Gary Schmidt
(206) 679 – 4851
gary.schmidt@gmail.com

p 31
Gary Schmidt – Marketing Plan
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Revenue marketing

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Revenue marketing

  1. 1. BIO Gary Schmidt Professional Background: Gary is a senior business executive with over 15 years of experience in technology and mobile. He brings experience in marketing, developing and selling complex global solutions. (This includes senior management executive with extensive experience in developing new markets, P&L and revenue growth through all stages). Areas of expertise include: • • • • • • • • • • Mobile, Technology and Digital Media Marketing and Sales Programs Customer Analytics, Market Segmentation CRM, Customer Acquisition and Retention Brand Architecture and Positioning Strategy Leadership and Change Management Digital/mobile/social business models for legacy companies and start-ups Leveraging new technologies for product development, marketing and sales Customer segmentation, customer insights + messaging strategy through quantitative/statistical and qualitative/ethnographic analysis Real-time social content strategy and analytics Alliance and new business development Work Experience: Founder/Chief Executive Officer of AirCloud, Inc. where he created the company’s vision, products, financial and operational functions. Before founding AirCloud™, Gary served as Managing Director of Wescom Capital where he was responsible for managing and structuring strategic partnerships, joint venture and alliance relationships, funding, mergers and acquisitions and business development efforts. He also managed all marketing, external communications worldwide and client services activities. Gary also took on senior roles within his portfolio assisting with sales, marketing and business development in addition to his duties managing and growing his perspective portfolio of investments. Prior to Wescom Capital, Gary held several senior roles at Activate.net which later merged with Loudeye and sold to Nokia. He was responsible for developing the sales group and aided in overall marketing efforts and business partnership. He was also responsible for managing the overall sales/marketing objectives and worked with brands such as Sprint, T-Mobile, Microsoft, Google, Apple, AT&T, Verizon, Sony, Universal, BigFish Games and Comcast . Before Activate.net/Loudeye Corporation Mr. Schmidt held various roles in telecommunication sales and sales management at Sprint and Qwest Communications. p1 Gary has a BA in business from Washington State University. He is based in Seattle. Email: gary.schmidt@gmail.com Gary Schmidt – Marketing Plan
  2. 2. Background – Summary of My Experience  High growth companies have explosive growth early in the company’s life typically driven by common factors – strong technology or differentiated offerings; strong technology and sales teams; and strong demand for their offer from early adopters  Most companies believe that successful marketing warrants extensive spending models like Samsung and Apple  I disagree and have utilized a bootstrap model predicated on social and SEO as being the foundation for:  Search results, ad spend, brand awareness, social awareness and consumer education/adoption  Based upon highly curated and unique content directed at specific subsets of consumers  Highly targeted and measurable so you can utilize a/b testing – know your audience  The key question for most of these companies is how to build the capabilities to sustain their growth and not stall that growth prematurely – e.g. how to extend the revenue growth “S curve”  As these companies grows beyond the early adopter customer base, the successful companies build sales, marketing and channel capabilities that will allow them to scale their products into the mainstream  They connect their sales and marketing – and focus on verticalizing their offering – typically into whole solutions  They leverage their early adopter advocates – as evidence and advocacy communities– to drive successful new product launches, demand generation and Voice of the Customers  They design, develop and build partner ecosystems that help them scale sales and/or deployment  They design, develop and execute a sales excellence capability that targets the right people, readies them to accelerate their onboarding and provide targeted resources through the sales stage that increases the success rates and onboarding of new sales staff  p2 These are the fundamental issues that you must get your arms around in order to formulate and execute a scalable and accountable sales/marketing platform. These are the strengths I bring to a sales team. Gary Schmidt – Marketing Plan
  3. 3. Examples: Device Strategy Embedded Devices Objective: Capture OS opportunity on emerging specialized devices Output: Segmentation, Opportunity Definition, To/Through-Enterprise Marketing Plan Tablets / Phones Objective: Deposition / stall competitor market gains Output: Foundational Product and Marketing compete content architecture Appliances Objective: Drive Appliance / Private Cloud Sales Output: Direct and Channel Sales Motion p3 Gary Schmidt – Marketing Plan
  4. 4. Example Project for FUHU, ACER and Vizio 3Screen strategy including & Leveraging existing FUHU relationships in the wireless marketplace Review of handset collection & deployment plans urFOOZ - Leveraging this existing technology in the personalized UI Spinlets - Integrating & managing WIDGETS on f3s™ hardware devices urSPIN - Content management consolidation strategy FUHU UI expertise and development discussions FUHU F3S™ BRANDING STRATEGY
  5. 5. Example Project for FUHU, ACER and Vizio - Solution Worldwide wireless carrier development plan Deal structures with wireless carriers Wireless carrier delivery & billing platforms Handset strategy for each targeted wireless carrier Wireless carrier revenue models Deck programming and management strategy Wireless carrier strategy & deployment FUHU CARRIER STRATEGY
  6. 6. Example Project - AirCloud Solution AirCloud monetizes Wi-Fi networks by providing facilities with a turnkey platform including premium content and advertising Accesses existing wireless network Facility Owner Monetized Content 6 ©2012 AirCloud, Inc. • • • • • Advertising Content Couponing Merchandising Promotion
  7. 7. Market Penetration in 18 month – run rate of $18M with over $3M EBITDA 167M mobile device users access the Internet on-the-go U.S. ONLY U.S. mobile content and advertising market estimated at $64.85 billion; set to triple by 2017 50% of mobile these users conduct shopping activities from mobile devices How much of this goes to the facility owner today? 14,000 8 Airports Airports 7 ©2012 AirCloud, Inc. 1,926,300 POTENTIAL U.S. SITES 30 3 2 2 Brick & Hotels Hospitals Mortar Trains 1 Air fleet
  8. 8. Featured Artist Program Featured Artist Program TOP-LEVEL promotion Custom featured artist WAP site linking all content product lines together (ringers, calltones, graphics, video and full-tracks), creating a united marketing platform Top-level link to featured artist personal site and social channels Feature folder with link to featured content of user specification Full feature folder with link to Product personal site Marketing messages, text alerts, website banners and Social Media The achieved goal - to create an environment that will allow consumers access to all content types in a unique and compelling buying experience that can be shared virally and through social media. This attracted new users while driving increased data usage and revenue for content-related products.
  9. 9. Sweepstakes Sample Confidential PinCard v1
  10. 10. Pin Card Sample Confidential
  11. 11. Sprint Case Study Sprint offers a comprehensive range of wireless communications services including personalization through music, games, apps and entertainment. Sprint/Nextel is widely recognized for developing, engineering and deploying innovative technologies, including two wireless networks serving nearly 48.1 million customers; industry-leading mobile data services; and a global 3G/4G Internet backbone. Challenges Over 50+ content partners with multiple points of contact to manage on a daily basis Zero social elements and viral sharing opportunities Contract negotiation and ongoing management Lack of standardized process for content ingestion & management Limited resources to focus on deck placement and overall deck structure Limited ability to promote existing and new content due to current deck structure Reduced promotional opportunities due to lack of resources Programming based on minimums commitments and obligations Inconsistent, delayed and reduced reporting
  12. 12. Sprint Case Study Solution Content partner consolidation Social media management Contract negotiation and ongoing partner management Streamlined content submission process Deck analysis and restructure TMarket research team identifying programming opportunities on a weekly basis Enhanced promotional opportunities through key relationships in the games, apps, music & entertainment industry Unbiased programming model based on analytics Enhanced reporting through secure reporting site Impact Money saved by reducing staff dedicated to content submission, programming and partner management Doubled sales and profit margin in month three Allow existing staff to focus on higher priority functions Streamlined submission process reducing time to market Ability to promote more content on a weekly basis Higher overall quality of content Higher quality of service to content owners; overall higher satisfaction from content partners Higher quality reporting resulting in less confusion and inquiries to Sprint’s accounting department
  13. 13. Revenue Marketing Defined Drop sales-ready quality leads into top of the funnel Accelerate sales opportunities through the sales pipeline Measure marketing based on repeatable, predictable, and scalable contributions to pipeline and revenue Improve ROI – net combined sales and marketing engine is more efficient Revenue Marketing Source: The Pedowitz Group p 13 Gary Schmidt – Marketing Plan
  14. 14. Revenue Marketing Brings Measurement and Accountability for Driving Growth Big driver post-recession • Move away from awareness/branding with questionable measurement • Accountability of Marketing to revenue • Sales needs to grow without adding heads • New tools and technologies available for tracking: SFA is now Marketing Automation + CRM • Growth of social media and communities for information gathering (‘We are smarter than me’) New metrics and KPI’s were born • ROMI Return on Marketing Investment • Measuring Marketing conversion to revenue – SiriusDecisions “Waterfall” • New role: Demand Generation p 14 Gary Schmidt – Marketing Plan
  15. 15. The Buying Process Has Changed Customers are social buyers Sales are self-initiated and start online 90% 43% p 15 of buyers initiate the buying cycle (not sales!) of the C-suite have selected a vendor by the time they engage sales 60% 88% inform their decision via support forums/discussion groups claim social channels influence their decision making process Easily targeted and mapped 11times The number of ‘touches’ a customer makes to a vendor before making a purchase Source: Hubspot 2012; IDC 2012 EAG Buyer Experience Survey Gary Schmidt – Marketing Plan
  16. 16. The Evolution of B2C and B2B Buyer Profile Information no longer disseminated by a company representative only • “Tech buyers are using web and community resources to complete nearly 70% of their buying journey before they ever engage with a sales resource.” Forrester Research Catching Up To Tech Customer Communities 2011 Content drives demand • “IT buyers consumer on average 8 pieces of content generated by the vendor or for the vendor .” IDGE Customer Engagement Study 2012 The buyer moves back and forth between Marketing content and Sales content • They don’t care where content comes from A recent Gartner assessment states that the CMO will outspend the CIO on technology by 2017 p 16 Gary Schmidt – Marketing Plan
  17. 17. Network driven brand protection and demand generation Design Programs Drive Results Maximize impact through digital and social media channels: • Engage in most relevant digital conversations • Increase number of on-message postings • Maximize reach of positive / minimize negative messages • • • • Understand digital conversations Amplify positive messages Brand Protect against negative messages Expand conversations to reach target audience and segments A proven 5-step process: Listen Use social media analytics Triage Where/how to engage Engage Escalate Reactively and proactively Define process and target SMEs Strategy and Targeting Measure Analyze and track metrics Comprehensive and Integrated Process p 17 Gary Schmidt – Marketing Plan
  18. 18. Drive brand awareness/protection and intent to purchase through social media FY H2 Focus ENGAGEMENT ENGINE 1 Content Engine Editorial Calendar 2 3 Broadcast Engine Targeted Digital Engagement Thru – ISV Influencers Springboard, SB&D, SBS, others 4 Community (Customers & Partner) 5 Measurement Engine General Blogger @ ISV Corp SB Sites (SB Summit site) Customer and Partner Evidence (Ignite) Field SB Social Media sites SB&D Community @ Yammer Digital Marketing Alias DLA (Digital Landscape Analysis) Height (Qty), Width (Amply), and Depth (Qlty) TacticSpecific Traffic (e.g. visits to IT Pro properties, click-throughs to Editorial Calendar) Thru – External Influencers and To SB Customer/Partners IT Pro Marketing Assets (Feature, BV and Better together) Monitors & Listen to SB online conversations Mass social media Own IT Pro IT Pro Social Mediaspecific content (e.g. Tweets, blog articles) Community Conversation Engine • Sponsored communities (AMEX SB community) • Influential communities (vertical associations) • Word-of-mouth( (Bloggers, forums, wikis) • Social Networks (OEM SB fan page, ISV Lounge Facebook page) SB Site Show Case Channel Elite Blogger Network Customer and Partner Communities • SB Expert Forum • Idea Generation • News Room Blogs Influencer’s Content (Articles, Blogging, PR) ISV Pro site Landing page Community site Self-hosted Others Targeted Influencer Measurement (TIM) Surveys (e.g. Pulse survey) Engagement (e.g. # of members in Elite Blogger network, webinars) Sentiment (e.g. # of positive and negative comments) Partnerships (e.g. Acqua contest, joint Editorial Calendars) Monthly Report p 18 Gary Schmidt – Marketing Plan
  19. 19. Key Questions to Address Preliminary: To be refined Category Key Questions Customer Profile and Purchase Process • What are the unique “Needs Based” segment characteristics (e.g. unique requirements and specific ways they want to consume a particular offer) of Customers? • How large are each segment? Which segment have the best fit with Base CRM regards to the solutions unique differentiation? • What are their purchase process and steps? Are there key differences by company size, vertical or usage? • Where do they get their information during their purchase process and who are their key influencers at each step? Connected Marketing & Sales Approach • How do they “find” Base CRM, research Base CRM and make the decision to use the product? • Any complimentary applications in place or being purchased that can influence/drive choice of Base CRM over other solutions? • What % of the total available customer(s) base gets access to Base CRM information at each step? From what source? And how effective is this approach? What is the “White Space” that is no being addressed? • What other efforts are needed to systematically address this “white space” at each step? • What should be the high level sales and marketing approach for Base CRM? Both for the inbound and outbound flows? Sales / Marketing Exec Excellence Profile and Target for Recruiting • What are the characteristics of a successful sales / marketing executive to drive Base CRM sales? • What is the Executive’s Excellence Profile? What experience and characteristics are key to Base CRM success? What are other key successes needed (e.g. SMB sales models, CRM space, applicable verticals)? • What are some companies and roles in those companies who have similar characteristics? • Which companies and role profiles would make the best environment for recruiting the Base CRM Sales and Marketing Exec? Where can you get the greatest leverage for recruiting? • What are some key interview questions that will help to identify the right candidate? p 19 Gary Schmidt – Marketing Plan
  20. 20. Framework for sales and marketing – all pulling in the same direction Connect Marketing and Sales • • • • Target Segment Profile (Size, Vertical, IT Proficiency, Geo) Customer’s Purchase Process by segment (needs based, early adopter/mainstream, vertical (E.g. early adopters represents only a small percent of market , to get to the mainstream customers, Base CRM may need a vertical approach to access the remaining customers) By segment - where and who do they go to for information (physically, digitally, socially)? Who are their influencers and mavens?? What percent get captured based on reach (exposure) and effectiveness (messaging, value proposition, channel, etc.)? What model provides the greatest leverage and close rate? Track, Measure, Identify Opportunities, Test New Concepts and Institutionalize (e.g. Rollout) Connect Sale and Marketing • • • • • Where are the white space opportunities by purchase decision step? Where and how do we get greater reach with “white space” ? Where do we need greater focus to increase effectiveness of each step (e.g. close rate due to competition, value prop, etc.)? Are there easy ways to drive outbound sales to current marketing and maven digital assets? What is the best approach to get access to white space – e.g. depth “assisted” self serve, direct inside telesales, telesales + SMB channel, inside + select outbound reps, mix of outsourced telesales? p 20 Gary Schmidt – Marketing Plan
  21. 21. Sources of Information and Influencers / Mavens for Purchase Process Aware Research Decide Purchase Use Renew Aware Research Decide Purchase Use Renew 10% Aware Research Decide Purchase Use Renew Segments (Vary by Needs Based, Size, Vertical) Total Available Market (TAM) Size TV/Print TV/Print 10% Network – 20% TV/Print 30% 10% Network – 30% 20% Pro/Soc Network – 30% 20% Pro/Soc Service 30% (depend 20% Pro/Soc Service 30% on size) (depend 20% Provider Service on 30% (depend 20% size) Provider Industry 20% on size) 20% Provider Industry 20% 20% Assoc Industry 20% 20% Assoc Category 10% 10% Assoc Category 10% 10% SME Category 10% 10% SME Search 30% SME Search 30% Company Search 30% Company Company 30% 30% 30% 30% 30% 30% 20% 20% 20% 10% 10% 10% 40% 40% 40% 20% 20% 20% 30% 30% 30% 30% 40% 30% 40% 30% 40% 10% 20% 10% 20% 10% 20% 10% 10% 10% 10% 10% 10% 40% 40% 40% 20% 40% 20% 40% 20% 40% Total Available % minus % Reach x % Effectiveness = White Space p 21 Gary Schmidt – Marketing Plan
  22. 22. World class marketing capabilities framework Marketing Capabilities Strategy & Planning • • • • • • • Offer/Portfolio Management • • • • • Environmental Scanning Competitor Intelligence User & Buyer Understanding Market Opportunity Identification Core Competency Identification Brand and Positioning Marketing Mix & Planning Value Proposition Development Offer Development Pricing & SKU Management Sales & Delivery Strategy Offering Life-Cycle Management Customer Centricity Brand Stewardship Operational Excellence Lifecycle Management (Customer & Partner) • • • • Market Influencing Communication Customer/Partner Insight Customer/Partner Experience Engagement, Adoption & Loyalty Account/Audience Based Marketing • • • • • Brand Communications Demand Generation Lead Management Partner Communications Influencer Relations (e.g. PR, AR) Business Orchestration & Enablement Marketing Operations – Org Development, Communications, Metrics, Feedback, Governance Sales Channel Enablement – Training, Process , Programs & Tools Partner & Alliance Management – Identification, Recruitment, Retention, Policies & Programs p 22 Gary Schmidt – Marketing Plan
  23. 23. Market Influencing Communication : Target Capabilities Brand Communication • High brand awareness and recall • Emotional attachment to brand • Willingness to consider offer(s) associated with the brand • Product-level communication; somewhat consistent over time/product generation • Product-level communications consistent and distinct from competition • Some style and tone consistency across products • Brand-level style and tone established • Customers can identify company ads/communication when prompted • Communication framework creates and maintains brand level consistency… • …while enabling product-level messaging and differentiation • …for existing and new products • Consumers can identify company and product ads unaided • Unique, well-recognized style, voice and campaign • Consumers communicate brand and product values unaided • Provides benchmark for Peers and Competitors Demand Generation • Awareness, Consideration, and Preference • Increased volume of customers who have offering in consideration set and have a preference for or intent to purchase • Demand-gen activities occur sporadically; disconnected from primary business motion • Leads are nor tracked • Marcom activities are targeted to specific points in the purchase path • Little understanding of demand-gen results/impact • Most leads are actedon, but without systematic outcome tracking • Campaigns are created to reach target users at each step of purchase path with an appropriate message • Leads are tracked systematically and consistently linked to sales pipeline • Lead creation tactics are understood and relative impact of each is measured • Specific programs target increased conversion at each stage in the decision/purchase path • Campaigns get more target users into the funnel (i.e., grow the category) • High conversion rates from Aware to Purchase • Self-regenerating leadstream from existing user referral Lead Management • Lead efficiency & effectiveness: high volume and quality of leads generated, and high speed through the sales process p 23 Gary Schmidt – Marketing Plan
  24. 24. Current Issues User & Buyer Understanding • Not customer centric - Internal orientation - Missing a “Culture of Customer Insight” • Infrastructure (data, connections, sharing) is fragmented and unsophisticated • Limited Market Intelligence resources, • Research is BU focused vs. segment • BU mind shift to get local insights • Cultural Change – Reward listening • Better infrastructure (Taxonomy, segmentation, data, toolset, Wiki, web, partner research) • More Marketing Analytics roles • Area and local Market Intelligence funding • Brand confusion – many brands, many messages • Campaigns lack clarity/alignment with brand • Brands focus on the product, not the customer promise, or emotional connection • Communicate clear brand architecture • Build campaign messaging leveraging the brand promise and customer segment plan • Brand health scorecards for all brands • Communicate value of brand to all employees Value Proposition • Value props excessively functional - product, rather than usercentric • Fail to drive beyond acceptance to loyalty • Too attached to latest product release • Value obscured by complex pricing/licensing • Holistic focus on customer needs • Emotional/identity connection • Span product silos • Leverage insights profile from planning to MarCom • Stronger segment customization, fewer, larger offers • Plans are product vs. Customer centric and siloed by product and segments • Plans follow (constrained by) budgeting • 1 year horizon and reset lacks continuity • Plans encourage invention vs. renewal • Poor/fragmented data leads to poor insight • • • • Brand Communications Capability Marketing Planning Sample capabilities recommendation Change Required Customer clusters, pains, and future needs drive plan Set Customer priorities before budgets Refresh/grow/handoff plans - customer lifetime view Integrate planning – Segments define need/trends then BUs design holistic strategy to address • On-going customer marketing vs. product campaigns p 24 Gary Schmidt – Marketing Plan
  25. 25. Helped growth stage companies and high growth business in large companies sustain growth GROWTH STRATEGIES 7 6 5 4 3 2 1 New Competitive Arenas (e.g. Social Networks) New Industry Structure (e.g. eCommerce, Cloud) SAMPLE GROWTH PROGRAM EXPERIENCE Microsoft T-Mobile New Geographies (e.g. Localization) New Delivery Approaches (e.g. Cloud) New Products and Services (…Existing Customers) Dropbox Fluke F5 New Customers (e.g. New Verticals) Existing Products to Existing Customers (Vertical Specific) p 25 Gary Schmidt – Marketing Plan
  26. 26. Four key service offerings to help drive sustainable sales growth 1 Advocacy Community Driven New Product Launch and Demand Generation • • Challenge: How do you take customers and get them to be advocates for the company’s product live and digitally? What do I need to do to leverage this group to drive demand? Program: Design, launch and manage Advocacy community for product launch and demand generation 2 Connected Marketing & Sales and Verticalization • • Challenge: How do make sure that my marketing investment takes full advantage of my sales force and drive revenue? What do I need to do to drive sale into the “early mainstream customers”? Program: Align sales and marketing objectives, messaging, verticalization and landing campaigns with sales force 4 Sales Excellence and OnRamping • • Challenge: How do I build and grow a highly productive sale org? What do I need to do to quickly on ramp new sales staff and drive sales? Program: Define excellence profile to drive recruitment and staff development, identify and develop key readiness and resource needs by sales steps, and design and execute sales training 3 Rapid Partner Ecosystems Design and Development • • p 26 Challenge: How can I get leverage and extend our sales efforts? What do I need to do to rapidly create a partner program that will drive results but is designed for the long run? Program: Perform a quick strategy / plan assessment, design a rapid partner program, develop “stake in the ground” resources, develop rollout plan and execute pilot Gary Schmidt – Marketing Plan
  27. 27. Case Study: New Product Launch and Demand Generation 1 Background & Situation • • • • A software company was preparing to have a successful version launch of their product to the SMB and Consumer markets world-wide after a weak version launch 2 years earlier Given the weakness of the previous version launch, the focus of the current launch was to create early, viral advocacy with customers and partners world-wide pre-launch – leading up to a strong launch and then to sustain the advocacy world-wide to drive demand generation with SMB and Consumer customers world-wide The launch needed to take into account the differences in countries e.g. development maturity, vertical characteristics, channel characteristics and segment profile The strategy was develop 12 months before the launch and the pre-launch advocacy and evidence program was started 9 months before the launch Approach • • • • • p 27 Design program based on business and project objectives Develop and recruit target portfolio of customers and partners based on geo, segment, vertical and usage scenario mix Activate and nurture the community with “give” and “gets” and regular interactions Map SMB and Consumer Customer purchase process to information needs and sources Identify and feed evidence to target “influencers of influencers” Deliverables • • • • • • 120 Customer and Partner case studies world-wide Over 80 viral videos world-wide Over 40 exclusive “stories” placements with influential PR, media and events world-wide Evidence assets database with thousands of quotes by feature, vertical, geo and compete Localized world-wide plan, guidance, resources and “evidence assets” database Managed WW community of Customer and Partner Advocates Results • • • The most successful SMB and Consumer product launch in the history of the company The advocacy community remained active well into the life of the product and was key to driving demand generation by “pointing” potential users to the companies digital properties significantly increasing “Intent to purchase” metrics WW Program used by the companies other software and cloud product launches WW with great success Gary Schmidt – Marketing Plan
  28. 28. Case Study: Connected Marketing & Sales and Verticalization 2 Background & Situation • • • • • As a large and successful high growth technology company was targeting to grow beyond $100M in sales, the management teams key focus was on how sustain their growth For the sales team to sell larger opportunities, they need to sell at a higher level than the IT Director to Line of Business (LoB) Exec What they needed was marketing collateral and resources that was more focused on the specific needs of the customers (e.g. vertical use cases) versus broad technology features The marketing team was in full support of what the sales organization wanted, but needed help with the capabilities to tightly align the marketing efforts with needs of the sales organization Specifically , what was needed was to identify and define the vertical use cases and then to message and develop resources for the sales organization Approach • • • • • p 28 Assess the needs of each target vertical and positioning the companies offer relative the needs and competitive environment Develop a joint sales and marketing business and project objectives Develop a joint messaging and positioning framework Define and develop the resources for the sales organization As needed, support the testing and pilot of approach and resources Deliverables • • • • • • An assessment of the target opportunity and priorities for the company by vertical Joint sales and marketing; business and marketing objectives Joint messaging and positioning framework Target sales resources specification Target sales resources developed Target support for testing and piloting Results • • • The sales team receive the guidance and resources to effectively compete for the larger LoB vertical deals – increasing the sales team’s satisfaction of the marketing team’s support levels The company was able to rapidly increase the close rate for larger vertical LoB specific opportunities The company uses the “connected marketing and sales” and verticalized approach as best practices and uses it to identify and drive new opportunities Gary Schmidt – Marketing Plan
  29. 29. Case Study: Sales Excellence and Onramping 3 Background & Situation • • • • • A software company was starting to shift their business model with cloud offers However, their sales organization was organized and focused on selling software license directly and through partners The executive team knew that to effectively sell cloud offers, they needed to sell to Line of Business Executives and CTOs versus CIOs and IT Directors What the company needed was a composite profile of what type of sales staff (looking at the marketplace as well as internally) were the most effective at selling cloud “solutions” to these LoB Execs and CTOs – in essence a sales excellence profile Then they wanted to understand, design and develop the sales methodology, role guidance, resources and training to help these senior account executives rapidly and successfully onramp in their role and start to drive sales Approach • • • • p 29 Target and benchmark best in class competitors and market organizations Assess and profile the best characteristics for the senior sales role Design and develop a sales methodology – highlighting objectives and activities at each step as well as the key customer and internal team interactions Define and develop the role guidance, key sales resources and training Deliverables • • • • • • Benchmark of competitor’s sales role and characteristics Profile of excellence for the sales role Sales methodology leveraging industry standards, but refined for the company’s unique processes Sales role guidance and playbook Key sales resources e.g. pitch deck, verticalized solution demo, competitive positioning, customer economics / ROI model, PoC, etc. Online, desktop and field based training Results • • • Executive approval to implement the new senior executive role Successful launch of the new sales role – including the targeting, recruitment, readiness training, resourcing and deployment of these new senior sales executives world-wide Rapid sales of the new services offer into key major accounts – and a sales / biz dev platform to sell other cloud “solutions” Gary Schmidt – Marketing Plan
  30. 30. Case Study: Rapid Partner Ecosystems / Program Design and Development 4 Background & Situation • • • • A high growth SaaS company with a large and rapidly growing Consumer base, recently launched an SMB offer that is expected to drive a significant portion of their revenue growth Sale management believes that a partner program is critical to extend the sales capabilities of the company – given the strong unsolicited inbound interest from prospective partners However, given the “consumer” and technology oriented culture of the company, the size of the opportunity, importance of the SMB space and the appropriateness of a through-partner approach to SMB customers needed to be articulated and bought in by senior management What was needed was the ability to provide rapid proof points and results to get senior management to shift resources to the through-partner SMB resell approach Approach • • • • • p 30 Perform a quick assessment of the company’s partner program or plan relative to their business and objectives Roughly size the opportunity based on various partner program and capabilities options Select an option and migration path and design the partner program pilot Develop “stake in the ground” set of resources Target, recruit and manage the partner program pilot Deliverables • • • • • • Quick assessment of the company’s partner program or plan Rough sizing of the opportunity A rapid design of the partner program A select set of “stake in the ground” partner program resources Partner targeted and recruited Pilot partner program launch and managed Results • • • A pilot partner program designed, developed and launched in months Pro forma of partner ecosystem and revenues exceeding initial plans and expectations Executive presentation highlighting the importance of the SMB space and the partner program for driving the enterprise value of the company Gary Schmidt – Marketing Plan
  31. 31. Thank you! Gary Schmidt (206) 679 – 4851 gary.schmidt@gmail.com p 31 Gary Schmidt – Marketing Plan

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