Chris Scafario’s market development approach helps companies build a competitive edge resulting in top-line growth and improved margins, custom designed to meet individual client needs and tracked for a maximum return on investment.
In this presentation Chris Scafario shares a variety of marketing and sales programs, from strategic marketing solutions to tactical approaches for lead generation to support sales efforts.
If you ever wanted to learn more about: Strategic Planning, Competitive Benchmarking, Porter’s Five Forces, the Ansoff Model, Boston Matrix Analysis, Conducting Primary and Secondary Market Research, and Best Practice Marketing for Small Businesses Chris Scafario has put this presentation together to help you on your way.
How to keep your Product Management sanity and perspective: John Milburn (Pra...ProductCamp Toronto
Is Product Management still the President of the product as development moves to Agile or Scrum? Why are we so confused? What’s changed, and what has remained the same?
How to keep your Product Management sanity and perspective: John Milburn (Pra...ProductCamp Toronto
Is Product Management still the President of the product as development moves to Agile or Scrum? Why are we so confused? What’s changed, and what has remained the same?
ProductCamp Toronto 2012 Re-Engineering Your Sales ProcessProductCamp Toronto
This session at ProductCamp Toronto 2012 was a "kitchen table conversation" on understanding the key elements of your sales process and how you can optimize for success.
Structuring for success - Developing a dynamic structure for your marketing t...B2B Marketing
With marketing evolving rapidly in response to adoption of emerging digital communication techniques and changing buyer behaviour, it's imperative that the skill set of the marketing function evolves too, to reflect this and to enable the brand to compete effectively in the digital age.
Furthermore, marketing must be able to concisely communicate and report on the value of what they are delivering for the organisation, to all departments and particularly to the board. Fresh from delivering Deloitte's Olympics sponsorship, brand and marketing director Annabel Pritchard will focus on how to build a marketing function that's fit for purpose and structured around delivering clear and measurable business benefits. This session will cover:
•Structuring the team - ensuring a dynamic mix of specialisms across the marketing function
•Managing and nurturing the marketing team - encouraging learning and skills development
•Raising the profile of marketing - reporting value to the Board and championing the value of marketing across the business.
White paper providing the business case for integrating strategy with finance and operations to achieve superior strategy execution and organization performance
Is Agile getting in your way, got you confused? Requirements vs. User Stories, Product Managers vs. Product Owners, MRDs vs Backlogs, Epics, Goals, Themes, all a mystery to you? How does Product Management's role change and how do we continue to be the "President of the product" as development moves to Agile or Scrum? Why are Product Managers so confused?
ProductCamp Toronto 2012 Re-Engineering Your Sales ProcessProductCamp Toronto
This session at ProductCamp Toronto 2012 was a "kitchen table conversation" on understanding the key elements of your sales process and how you can optimize for success.
Structuring for success - Developing a dynamic structure for your marketing t...B2B Marketing
With marketing evolving rapidly in response to adoption of emerging digital communication techniques and changing buyer behaviour, it's imperative that the skill set of the marketing function evolves too, to reflect this and to enable the brand to compete effectively in the digital age.
Furthermore, marketing must be able to concisely communicate and report on the value of what they are delivering for the organisation, to all departments and particularly to the board. Fresh from delivering Deloitte's Olympics sponsorship, brand and marketing director Annabel Pritchard will focus on how to build a marketing function that's fit for purpose and structured around delivering clear and measurable business benefits. This session will cover:
•Structuring the team - ensuring a dynamic mix of specialisms across the marketing function
•Managing and nurturing the marketing team - encouraging learning and skills development
•Raising the profile of marketing - reporting value to the Board and championing the value of marketing across the business.
White paper providing the business case for integrating strategy with finance and operations to achieve superior strategy execution and organization performance
Is Agile getting in your way, got you confused? Requirements vs. User Stories, Product Managers vs. Product Owners, MRDs vs Backlogs, Epics, Goals, Themes, all a mystery to you? How does Product Management's role change and how do we continue to be the "President of the product" as development moves to Agile or Scrum? Why are Product Managers so confused?
CRM at Oracle Series: Marketing Business IntelligencetbOracleCRM
The CRM at Oracle series highlights Oracle's internal implementation of Oracle CRM products such as Siebel CRM and Oracle CRM On Demand. This presentation discusses an overview of Oracle's Enterprise Reporting Architecture and highlights the Marketing Business Intelligence dashboards and reports.
Having defined roles and responsibilities for 60,000 technology product management and marketing professionals at 5,000 companies in 21 countries, the Pragmatic Marketing Framework is the industry standard worldwide.
Agile ProDUCT Management Essentials for ProJECT and ProGRAM ManagersRich Mironov
This September webinar for PMI’s Agile Community of Practice laid out the basics of tech product management, how it maps against project/program management, and how agile shifts these (traditional) roles.
This presentation gives an overview of LatentView's capabilities and engagement model.
Follow us: linkd.in/2LatentView | Check out our Short Film! on.fb.me/SerialAnalyst
The process of introducing a product to market is a serious undertaking. Unfortunately for many companies it’s merely an afterthought; a set of deliverables created from a checklist at the end of product development. There are ten easily identifiable signs that can help forecast if a product launch may be in trouble. Signs you can address and fix before the launch becomes a disaster.
Building a Value Proposition; Your Strategy, Your Brand And Your BusinessChris Scafario
Creating a value proposition is a fundamental part of business strategy and every good strategy is based on a differentiated customer value proposition.
A value proposition is a promise of value to be delivered and a belief from the customer of value that will be experienced.
A value proposition can apply to an entire organization, or parts thereof, including: individual customer accounts, products and/or services.
Manufacturing Leadership Series Strategies For Business Growth Chris Scafario
On May 5, 2011, DVIRC hosted a networking event where Industry Leaders from around Philadelphia came together to learn how some of our clients have put market research, strategic planning, branding the web and a structured sales prospecting mechanism to work for them. The accompanying deck highlights what was done and some of the various results that have been attained.
Strategic Planning & Business Growth OverviewChris Scafario
The Delaware Valley Industrial Resource Center ( DVIRC ) works with small to midsized manufactures in Philadelphia and across Southeastern Pennsylvania . The DVIRC Strategic Planning Process helps Businesses Experience: Growth in Sales, Growth in Profitability and Success in Execution.
Customer Service Call Center Benchmark StudyChris Scafario
This presentation highlights some best practice players in the world of customer service and call center management; from first time resolution to order up sells. It also goes on to perform a rather organizationally specific gap analysis complete with actions steps designed to support a journey of continuous improvement.
Market Research plays a vital role for organizations that are looking to move confidently in a new direction. This presentation gives an overview of our unique approach towards delivering unparralled results.
Chris Scafario
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
3. Our Marketing Services Team
Helps Our Clients Reach Beyond Their Resources
Director
Marketing Market Research
Services & Project Management
Graphic, Web Market Real-time
Design & Online Positioning Project
Marketing & Research Coordination
Support
Inside Sales Primary Inside Sales Primary
Support Research Support Research
Support Support
4. We are Sales and Marketing Sherpas.
We take clients on their journey towards sustainable growth
by way of:
• Market Planning
• Market Research
• Web Design & SEO
• Branding & Design Support
• Project Management
Slide 4
5. Graphic Design
Newsletters
Pay-Per–Click Ads
Market Positioning Email
Search Engine Management
Opportunity Scouting
Optimization
Situational Analysis Database Creation Campaign
Viral Networking Design &
Goals & Objectives Prospect Validation
Management
Market Strategy & Tactics Campaign Design & Social Media
Voice ofCustomer Outreach Market Launch
Market Validation Market
Sales Web Tactical
Strategy Research Planning&
Market Opportunity
Rebranding Support Marketing Support
User Needs
Implementation Plan Inside Sales Database
Screening /
Execution Market Feedback
Architecture Creation
Evaluation & Control 100 Profiled Targets
Design Prospect
200 Decision Makers
Validation
Market Diversification Development
Inside Sales
Maintenance Support
Sales Training
Project
Management
Slide 5
6. Our Goal for Today:
Create Awareness Around The Some of the Easy to Use Tools That
We Use to Help our Clients Grow Their Business Value…
Slide 6
7. Graphic Design
Newsletters
Pay-Per–Click Ads
Market Positioning Email
Search Engine Management
Opportunity Scouting
Situational Analysis If You know your current
Database Creation
Optimization
Campaign
Viral Networking Design &
Goals & Objectives
Market Strategy & Tactics
position, the odds are you
Prospect Validation
Campaign Design & Social Media
Management
Outreach Market Launch
will Sales where to begin
know Web Tactical
Strategy Research
Market Opportunity your journey.
Support Marketing Support
User Needs
Implementation Plan Inside Sales Database
Screening /
Execution Market Feedback
Architecture Creation
Evaluation & Control 100 Profiled Targets
Design Prospect
200 Decision Makers
Validation
Market Diversification Development
Inside Sales
Maintenance Support
Sales Training
Project
Management
Slide 7
8. Having a defined strategy in place will help set the course…
•Primary & Secondary Market Intelligence
•Voice of the Customer Interviews
•Competitive Trend Analysis
Growth • Structured Market Opportunity Scouting and Validation
Opportunities •Competitive Market Force Assessment; to Support Business Growth Planning
Pay-Per–Click Ads
Market Positioning
•Formal SWOT Analysis Search Engine
•Current State Definition
Opportunity Scouting
Optimization
•Future State Definition- Vision Statement, Vision Elements and Specific Objectives
Competency Situational Analysis
•Core Competency Mapping
Database Creation
Viral Networking
Formation •Strategy FormationGoals & Objectives Prospect Validation
Market Strategy & Tactics Campaign Design & Social Media
Voice ofCustomer Outreach
Market Validation Market
•Strategic Objective Selection
Planning&
•Resource Allocation and Action Planning Sales Web
Research
Resource •Mapping of Initial Key Success Measures
AllocationOpportunity ofof Results
Market & •Execution Plan
Rebranding Support Marketing
•Monitoring
User Needs
Deployment
Implementation Plan Inside Sales
Execution Market Feedback
Architecture
Evaluation & Control 100 Profiled Targets
• Scheduled Strategic Planning Team Meeting to Monitor Progress
• Delivery Of Monitoring Tools to Gauge and Key Performance Indicators Makers
Design
200 Decision
• One to One Status Debriefings with the Owner/ Chief Executive
Performance Market Diversification
• Access to Third Party Resources That Can Support and Areas Where Limited Internal Resources Development
are Restricting or
Review Preventing Success.
Maintenance
Strategy
Most SMEs resist developing formal competitive strategy.
Slide 8
9. Setting your Personal and Professional Goals….
Voice ofCustomer
Market Validation
Research
Market Opportunity
User Needs
Strategy
Action Item: Get To Work On Defining and Setting Your Goals
Slide 9
Source: http://www.businessballs.com/freebusinessplansandmarketingtemplates.htm
10. 2012 Company X Objectives
• Generate sales increase of 20% within 12 months and forecast to
increase further over the next 24 months.
• Complete assessment of Profit Centers using tools like a Boston Matrix
and/or a more complex costing analysis to guide organizational growth
planning
• Get serious about category management; focus on growing profit
centers and phase out organizational cash traps
• Passionately commit the organization to selling on value, not price;
make a focused effort to drive margins up at a pace that is tolerable for
key accounts yet of benefit for the organization.
Slide 10
11. Where you Begins Depends a lot on where you are as a Organization.
If you make the world’s greatest $5,000 wine fridge, you may Graphic Design
have a nice, fat-margin business until you run out of people Newsletters
Pay-Per–Click Ads
willing to spend $5,000 to keep their wine cool. Engine
Market Positioning
Search
Email
Management
Opportunity Scouting
Optimization
Situational Analysis Database Creation Campaign
Viral Networking Design &
Goals & Objectives Prospect Validation
Management
Market Strategy & Tactics Campaign Design & Social Media
Voice ofCustomer
Market Validation Market • To brainstorm how to grow beyond the
Outreach
Market Launch
Sales Web Tactical
Strategy Research Planning& niche one could consider the Ansoff
Market Opportunity
Rebranding Support Marketing Support
Matrix.
User Needs
Implementation Plan Inside Sales Database
Screening /
Execution • Choices range from least to most risky.
Market Feedback
Architecture Creation
Evaluation & Control 100 Profiled Targets
• In a smaller business, with fewValidation to
200 Decision Makers
Design
dollars
Prospect
gamble, focusing your attention on the
Market Diversification Development
Inside Sales
first two options will give you the lowest
Maintenance Support
risk options for growth. Sales Training
Project
Management
Slide 11
12. Graphic Design
Newsletters
Pay-Per–Click Ads
Market Positioning Email
Search Engine Management
Opportunity Scouting
Optimization
Situational Analysis Database Creation Campaign
Viral Networking Design &
Goals & Objectives Prospect Validation
Management
Market Strategy & Tactics Campaign Design & Social Media
Voice ofCustomer Outreach Market Launch
Market Validation Market
Sales Web Tactical
Strategy Research Planning&
Market Opportunity
Rebranding Support Marketing Support
User Needs
Implementation Plan Inside Sales Database
Screening /
Execution Market Feedback
Architecture Creation
Evaluation & Control 100 Profiled Targets
Design Prospect
200 Decision Makers
Validation
Market Diversification Development
Inside Sales
Maintenance Support
Sales Training
Action Item: Use the Ansoff Matrix to define the
Project
Management
Slide 12 low to high risk opportunities for your business.
14. The Right Tools Will Make the Job Much Easier….
Using the right tools at the right time makes for better intelligence. We keep the
following in our Growth Planning Tool Kit:
Primary Research / VOC- Current, Former & Prospective
Secondary Research Pools/ Data Analysis Experts
Category & Portfolio Analysis (i.e. Boston Matrix)
Competitive Benchmarking, Landscaping & Analysis (i.e. 5 Force Model)
International Market Perspectives and Insights (U.S. Export Programs)
Slide 14
15. Role of Market Research are tools to do the following:
Primary and Secondary Research
Validate perceived organizational strengths
Scout out feasible market opportunities
Identify and/or conform weaknesses and threats
Define competitive landscape and intensity
Slide 15
16. Primary and Secondary Research can also help answer
Defining Questions such as:
Where are we?
What do we have to work with?
Where do we want to be?
How do we get there?
Slide 16
17. How Are you Unique?
You can not have an effective business strategy if
you are not able to successfully answer this
question.
Slide 17
18. Your Customers, Staff and Third Parties hold the answers to Your
Overt Benefits , Real Reasons To Believe and Your Dramatic Differences.
What are the differentiating or Overt
Benefits of our services?
Why do you believe an investment is
well spent with Us?
How are We Dramatically Different than
a rival enterprises?
Action Item: Start By Asking these 3 simple questions to at
Least 3 people you will be working with today.
Slide 18
19. Primary Research is a great tool to help in understanding the value that the
market places on your unique Value Proposition.
It can also enable you to move ahead quickly, leapfrogging situations that
foster intense rivalry (or a race to the bottom with regards to price positioning).
Slide 19
20. 3% 6%
9%
Are there any areas in which our company falls
short when compared to other suppliers?
26%
12%
23% 21%
Ship Quantities In-house Capabilities and Expertise Lead Time Customer Service and Communication Planning & Scheduling Price and Price Management
What, if anything, we can do to win more of your business?
“They tend to be pretty arrogant,
3% 3%
it's their way or the highway, so
3% they are not very customer-
3%
oriented. It is not any one
6%
individual. It is just their company
37% philosophy.” Big Client, John
6%
Smith, Head Engineer
6%
8%
14% 11%
Discontinuance Notice Improve Product Quality Improve Product Applicability
Slide
Explain Product Roadmap 20 Additional In-house Capabilities and Products Reduce Lead Time
Improve Planning/Scheduling Improve Responsiveness, Communication, Follow-up Lower Price
22. The Compilation of Secondary Data Points Can Drive your Strategy
Aerospace and Defense - Annual Forecast Table Government reduced their
Annual Indicators Units 2009 2010 2011 2012 spending on defense…
Revenue
Sales Revenues Mil. $ 415,931 433,620 448,576 483,721
change year ago % 8.7 4.3 3.4 7.8
Major Diversified Companies Mil. $ 218,647 226,099 226,862 240,880
change year ago % 8 3.4 0.3 6.2
Aerospace & Defense Suppliers Mil. $ 197,284 207,521 221,714 242,840
change year ago % 9.6 5.2 6.8 9.5
Top Regional Firms
Total Revenue Domestic Revenue Total
Company
(US$) (US$) Employees
Boeing $64.3 Billion $38.1 Billion 160,500
AgustaWestland $50.5 Billion N/A 10,433
Lockheed Martin $45.8 Billion $38.4 Billion 132,000
Northrop Grumman $34.7 Billion N/A 117,000
General Dynamics $32.4 Billion $28.5 Billion 90,000
BAE Systems $32.6 Billion N/A 98,200
Bombardier Aerospace $17.6 Billion 1.0 Billion 65,370
Cessna Citation $10.5 Billion N/A 8,500
Sikorsky $6.318 Billion N/A 17,000
Eurocopter $6.4 Billion 784 Million 15,000
Piasecki $5.0 Million 5.0 Million 56
Bell Helicopter/Textron 4.2 Billion 599.2 Million 8,172
New York, with a total of 30 aerospace players claims the largest
share in the five-state area. Pennsylvania is second, with 13.
Slide 22
23. Some No Cost Secondary Research Sources…
Action Item: make an effort to explore research available through
your industry trade association or in a supplier’s Annual report.
Slide 23
25. Competitive Benchmarking
Company X Competitors
Note: Competitor metadata descriptions include those of Hartz, D&D Commodities,
Slide 25 Kaytee, Nunn-Better, and Red River Commodities
26. Website Assessment Tools make for Quick Benchmarking
Hartz
Kaytee
Hagen
Red River Commodities
D&D Commodities
Higgins Premium Pet Foods
Vitakraft Sunseed
Wagner’s
Company X
Nunn-Better
Performance Seed
• The website www.companyx.com ranks 2,079,411 of the 4,054,028 websites that have been ranked so far.
• A website grade of 49/100 for www.companyx.com means that of the millions of websites that have previously been evaluated, an algorithm has
calculated that the F.M. site scores higher than 49% of them in terms of its marketing effectiveness.
• The algorithm uses a proprietary blend of over 50 different variables, including search engine data, website
structure, approximate traffic, site performance, and others.
• CompanyX has 183 pages indexed or stored on search engines (to support web optimization) in comparison to rivals like Hagen with their 23,000
and Hartz with over 5,300. Aside from the outliers in this category, the average index ranking was 231.5.
Slide 26
26
27. Competitive Benchmarking
Market Research Tools
• Word Cloud Tool:
– www.tagxedo.com
• Website Assessment Tools
– SEO Scores | www.seoscores.com
– Pear Analytics | www.pearanalytics.com
– Website Grader | www.websitegrader.com
Action: Use these tools on your site and your competitors’ sites
Slide 27
28. Product Portfolio Analysis
A simple chart can assist any size corporation in deciding
how to allocate cash among their strategic business units.
The Boston Matrix categorizes an organization's strategic
business units as "Stars", "Cash Cows", "Question Marks",
and "Dogs“.
Doing so helps in the allocation of cash, moving money from
"cash cows" toward "stars" and "question marks" that had
higher market growth rates, and hence higher upside
potential.
Slide 28
29. Boston Consulting- Growth Matrix
Grow
Business Growth Rate (Market Growth Rate )
Invest If Needed
Grow
To Create Cash Flow
$
Relative Position (Market Share)
High Low
Slide 29
30. Boston Consulting- Growth Matrix
Action Item: Define Where Your Strategic Business Units Fit on the matrix
Grow
Business Growth Rate (Market Growth Rate )
Invest If Needed
Grow
To Create Cash Flow
Relative Position (Market Share)
High Low
Slide 30
31. Barriers to Entry – Low Supplier (Third-Party Partner) Power – Low Substitutes – High
- Services are knowledge-based and require - Low cost of switching
expertise, but most professional service - Growing number of third-party - Non-consumption
companies strive to be more than one-trick- suppliers - High buyer flexibility/low perceived
ponies, as such full-service consulting is an - Various sizes/structures of difference among consulting groups
area that offers mass appeal. suppliers - High degree of service alternatives
- Relative ease switching partners
- Brand identity builds confidence; this limits the - Limited distinction across third-
real-world growth potential for a one person party groups
shop, but the downsizing of many former execs
has placed many new owner/operators out in
the field.
- Minimal investments in technology and
infrastructure are required; a website, shared
office space, and little more are all most players
need to be in business.
Randomly Selected Rivals:
1. RPA Inc.
2895 South Reach Road
Williamsport, PA 17701
http://www.rpainc.org/
2. ESA Marketing, Inc.
416 Pine Street #201
Williamsport, PA 17701-6228
No website/employees 1-10
Competitive Landscape
Revenue – $96K
3. Kolb Net Works (Web-based
marketing)
334 East 4th Street
Williamsport, PA 17701
http://www.kolbnetworks.com
4. Manufacturer & Business
Association
(Headquarters in Erie, PA)
Buyers – High Competitive Rivalry – High 2401 Reach Road, Suite 102
Williamsport, PA 17701
- Low cost of switching - High number of competitors
http://www.mbausa.org/
- Very price sensitive - Limited differentiation
- Low perceived difference among service - Risk margins for project volume 5. North Central Pennsylvania SCORE
providers - Varying levels of service sophistication Williamsport, PA 17701
- High degree of service alternatives - Varying levels of key account http://www.lycoming.org/score/
“connectivity” and service migration
32. Helpful Harmful
Strengths: Weaknesses:
Internal
are characteristics of the are characteristics that
business, or project team place the team at a
that give it an advantage disadvantage relative to
over others. others.
Opportunities: Threats:
are external chances to are external elements in
External
improve performance the environment that
(e.g. make greater could cause trouble for
profits) the business.
Action Item: Define Your Strengths, Weaknesses, Opportunities and Threats
Slide 32
33. Mind Mapping Can Help Create Structure
Action: Download FreeMind and Get Started with your mind mapping
http://freemind.sourceforge.net/wiki/index.php/Main_Page
Slide 33
34. We Believe in Holistic Approach towards Growth…
sustained
This includes:
• The foundation for a sales and marketing strategy
• Primary & secondary market research
• A clear and distinct value proposition
• Scouting relevant market opportunities that match competencies
• A call-screened, custom database development recording
category- specific decision makers
• Continuous marketing to decision makers (letters, post cards,
emails and the web in general*)
• Internal sales support ( we average 20 hours per month)
Slide 34
36. One Page Overview
Get Social, Grow Sales
Build a Springboard Initiate Plan Launch Connect with buyers via events from
Finalize Boston Matrix Establish clearly defined initial target webinars to networking groups
opportunities SEO: eventually own the category
Define available support assets
Communicate with category-specific Start link building across key channels
Establish communication channels
decision makers
Allocate resources Exploit PR web tools
Develop one-on-one category
Engage in brand-building manager campaigns Integrate email communications tools;
trade clients & end users
Commence active outreach Fortify web presence
Dominate social media with relevance
Create sell sheets, bios, emails &
mailing pieces Provide support back to trade
partners
Continually drive brand position
Create buzz; spark demand pull
Drive volume
Slide 36
12-Month Sales and Marketing Efforts
37. Snapshot of Suggested Marketing Activities
Timeline: 0 to 12 months
Objectives: Enhance Online Presence, Expand Sales Function
Online Recommendations:
Sharpen online brand identity across key service areas
Benchmark key competitors; update web site in order to enhance online branding, improve SEO results
Maintain regular updates (based on recommendations elsewhere in this report) to stay in front of shifting market trends
Develop online sales and support systems to foster user interface
Offer value-added features like a regular, informative eNewsletter developed to improve buyer loyalty and reinforce brand image
Marketing/Communication Recommendations:
Utilize sales agents to expand relationships with key sales outlets and distribution channels, e.g. big-box and discounters
Leverage PR, social media, and print/online marketing to announce news
Use ongoing eNewsletter campaign to promote quality and unique attributes of new product(s); stress alignment with customer
trends and opportunities that IMC can offer to its clients
Benchmark marketing/sales approaches used by consulting groups to help expand market penetration
Look at developing online promotions and unique landing pages to create market pull (i.e. free lean assessment)
Develop and deploy web-centric promotional efforts to gain traction with new prospects.
Overview:
These suggestions are designed to ramp up market interest over a relatively short period of time. They minimize initial cash
outlays required to grow, and for the most part utilize IMC’s existing sales and marketing infrastructure to maximize effectiveness.
As IMC commits itself to this process, Leadership should review the previous pages related to objectives and go on to set realistic
sales goals for this period of 12 months and proceed with a broader market expansion when initial goals are met.
Slide 37
40. What’s Your Value Proposition?
You can not have an effective business strategy if
you are not able to successfully answer this
question.
Slide 40
41. Did your answer start with any of the following?
We Have Good People
We Have Good Quality
We Are Always Near or On-time With Delivery
We are Not the Cheapest-But Not the Most Expensive
That’s What He Said
Slide 41
44. 1. Get Personal- Amazon
2. Sell Happiness- Coca-Cola
3. Live Up To Your Promise- FedEx
4. Keep it Cool & Fun- Apple
5. Design an Experience- Target
6. Stay Consistent- Ford
7. Can-Do Attitude- Nike
8. Forge Connections- Starbucks
9. Serve Up the Quirky- Southwest Airlines
10. Focus44on the Customer- Nordstrom
Slide
45. Nothing catches customer attention more
than telling what YOU will do for THEM!
And, It’s not boasting when you deliver….
.
Slide 45
46. Playing Up Your Strengths Will Enable You to Outperform your
Resources & Outpace Your Threats!
Slide 46
47. What do you give customers in exchange for their time, money and effort?
“AutoZoners pledge to always put
customers first!
We know our parts and products.
Our stores look great! vs.
We've got the best merchandise at
the right price. "
Today’s customers demand a good reason to spend their cash.
Slide 47
48. Its not just about the resources you have; it is how you sell them.
“AutoZoners always put Your Promise to Customers Requires an External Focus.
customers first!
Positions “Zoners” as Experts and conveys to the customer
We know our parts and products. what they will receive in exchange for their time, money
Our stores look great! and trouble.
We've got the best merchandise at Closes with a focus on quality and value.
the right price. "
This Customer Promise is also a useful tool in communicating corporate expectations across an employee
base that spans thousands of people. It is simple and it is selfless.
Slide 48
50. Faster than a speeding bullet.
More powerful than a locomotive.
Able to leap tall buildings in a single
bound.
Look! Up in the sky!
It's a bird. It's a plane. It's Superman!
NOW THAT’S A VALUE PROPOSITION
Slide 50
51. So What's Your Super Power?
These 3 Steps Can Help You Figure Things Out.
Slide 51
52. Survey Your Customers.
Develop a series of questions to learn about why your market
prefers you to all of the other potential solutions.
Interview Your Best, Middle of the Road and Former Customers.
Define the Good, The Bad and The Ugly so that your value proposition can
be foraged from facts.
Slide 52
53. Talk With Your Teams.
Develop a series of similar questions to learn about why your
people and your supply chain partners think that the market
prefers you to all of the other potential solutions.
Capture their perspectives the Good, The Bad and The Ugly so that your
value proposition can be foraged from facts.
Compare internal and external perspectives and build the parallels into
Your value equation.
Slide 53
54. Use a word cloud as your looking glass
If you are not seeing fundamentals of your Value Proposition on your
Website or in your presentations….You should probably get to work.
Slide 54