Frank Amand (Marketing UX) je na konferenci izpostavil tri vidike marketinških fokusov, na podlagi katerih lahko podjetja zmagujejo tudi v B2B poslovanju. »Pomembno je, da se natančno zavedamo, komu sledimo in koga nagovarjamo, kako izstopamo ter kako se učimo in spreminjamo svoje navade. Biti moramo pripravljeni na to, da ovire spremenimo v priložnosti, ki jih opazimo in znamo izkoristiti.«l

1. Market focus as a growth
enabler
FrankAmand
DELINEATE DIFFERENTIATE DARE

2. Growth through
Market Focus
Delineate:
• Who do we go after?
Differentiate:
• How do we stand out?
Dare:
• Let’s learn & re-focus
How? How? How?
Hownotto
Define the market so wide/vague
that it has contradictions in the
pains you solve
Howto
Make it so precise that your
organization can align its
operations and resources to it
Ignore to be adequately
equal before you
differentiate
Differentiate starting from the vision
of solution in the buyer’s mind
(connected content)
Be slow and perfectionist
Be inauthentic, make it feel like
marketing and sales
Join the customers onTHEIR adventures
Keep seeing that as fun

3. The rise and fall of Philips Pronto
Designed by
installers, made by
Philips
A Greek tragedy on lack of market focus

4. The rise and fall of Philips Pronto
Designed by
installers, made by
Philips
Tragedy in 3 acts
1. 50+ M EUR revenue in 1999 – 2001. Setting technology trends
2. Lack of focus of Pronto Brand on custom installer market
3. … 2010 No buyer for Brand, competitors flourish still today

5. Early Success Factors
A new experience:
• Hi-End Custom Installation Market
• Whole room control: Lights, Audio,Video
• Programmable with PC editor

6. Marketing Misalignment
Consumer Electronics Mindset
• Higher volume, Lower margins
• Hardware, “Box”-centric thinking
• Big brand pull, Channel-push
Emerging Market Reality
• High MSRP price for added value installer/channel
• Software service ecosystem thinking
• Channel protection, control point grooming
Professional CEDIA Tradeshow 2007 Professional CEDIA Tradeshow 2007
The Key
Product Brand…

7. 1. A. Vague market definition =
Vague Brand Promise
Contradictions in the pain the solution is solving
“Philips Pronto is easy to setup”
End-user : OMG this is hard, can I please not have to program it at all?
Geek: How else can I show off my programming skills with it? Let it be complicated!
Installer: How can I program it really fast? I need to hide my hours in the project bill
Purchased after reading mixed reviews, was convinced that the
problems people were having were due to technophobia, etc.
Figured I'd try it. What a huge waste of time and effort...
End user “Geek” Professional Customer

8. 1. B. Sharp Market Definition
Control System Integration
for Particle Accelerators
• Customers with real names
and known pains
• 3 known customer personas
• 3 main services
Results:
• Aligned company resources
• “Collateral damage”
projects: easy fit/no-fit
• Clear communication
targets for USP…

9. 2. B. Be Equal before you’re different
Be equal… to the in-house team
• We work elbow to elbow with your team
• We know the domain as good as you (PhDs in Physics…)
• We speak the language of your internal customers
Be different
• We cover peak loads faster then you can hire
• We always write up the documentation
• The total cost of ownership is actually lower with us

10. 2. A. Be Equal before you’re different
Our device has the best cutting edge design!
Yes, but:
– Is it equally fast to program?
– Does it support as many standards?
– Are the prices out there as consistent?
– Do I get the same professional support?
Could we be equal
if we redefine, narrow
the market?
Possibly…

11. 3. A. Keeping up with the market
Comes along RemoteCentral.com
An online forum:
• A new form of customer engagement
• A new form of free(!?) customer support
• Pronto .ccf format is the de facto standard
This is not about having the best hardware
This is a software service eco system…
How do we take control of it?

12. 3. B. Keeping up with the market
Comes along Proton Therapy Industry
Can we be the Bosch / Shimano of
this market?
How do we take control of it?
Do we know the customer’s real pain?

13. Cosylab’s first medical brochure
• It’s all true
• Based on experience
• It has 1 customer reference story
• It has intelligent assumptions of
customer pain
• Next versions now have the no 1.
confirmed pain

14. Growth through
Market Focus
Delineate:
• Who do we go after?
Differentiate:
• How do we stand out?
Dare:
• Let’s learn & re-focus
How? How? How?
Hownotto
Define the market so wide/vague
that it has contradictions in the
pains you solve
Howto
Make it so precise that your
organization can align its
operations and resources to it
Ignore to be adequately
equal before you
differentiate
Differentiate starting from the vision
of solution in the buyer’s mind
(connected content)
Be slow and perfectionist
Be inauthentic, make it feel like
marketing and sales
Join the customers onTHEIR adventures
Keep seeing that as fun