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Market focus as a growth enabler (Frank Amand, Marketing UX)

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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

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Market focus as a growth enabler (Frank Amand, Marketing UX)

  1. 1. Market focus as a growth enabler FrankAmand DELINEATE DIFFERENTIATE DARE
  2. 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. 3. The rise and fall of Philips Pronto Designed by installers, made by Philips A Greek tragedy on lack of market focus
  4. 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. 5. Early Success Factors A new experience: • Hi-End Custom Installation Market • Whole room control: Lights, Audio,Video • Programmable with PC editor
  6. 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. 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. 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. 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. 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. 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. 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. 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. 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

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