Uploaded byJames Windrow
Constructing Your SaaS Marketing Engine
The document outlines the essential components of building a marketing engine for a SaaS company, touching on roles, objectives, target audience, messaging, and continuous improvement strategies. It emphasizes the importance of experimentation, understanding lead definitions, and the need to align marketing efforts with the sales team's expectations. Additionally, it details target audience segmentation and content strategies tailored for various buyer personas within the healthcare sector.
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Constructing Your SaaS Marketing Engine
- 1. Constructing Your SaaS MarketingEngine Phoenix Startup Week 2017
- 2. Marketing’s Many Rolesw/in a SaaS Company What our friends think we do. What the sales team thinks we do. What the product team thinks we do. What we really do.What the account team thinks we do. What finance thinks we do.
- 3. Marketing’s Many Rolesw/in a SaaS Company Brand Building Sales Enablement & Demand Generation Product Marketing Install Base Growth Budgeting Project Management
- 4. Agenda • Important GroundRules • An Inside Out Approach • Establishing Your Objectives • Defining Your Target Audience • Developing Your Message • Creating Your Marketing Mix • Continuous Improvement
- 5. No one hasit all figured out. No one. Important Ground Rules
- 6. One size doesnot fit all. Important Ground Rules
- 7. Never Stop Experimenting. ImportantGround Rules
- 8. Important Ground Rules YouWill Fail. Keep Learning. Stay Agile.
- 9. Determine Priorities. SetRealistic Expectations. Important Ground Rules
- 10. 3,874 marketing technologysolutions Important Ground Rules
- 11. An Inside OutApproach
- 12. SaaS Marketing Objectives 1.New Sales (CMRR) 2. Marketing Qualified Leads (MQL) 3. Qualified Lead Velocity Rate (LVR) 4. Cost per Acquisition (CAC) Establishing Your Objectives
- 13. What Finance ThinksYou’re Generating What Sales Leadership is Expecting What the Marketing Budget Allows What Sales Reps Believe They Receive What is a Qualified Lead? Establishing Your Objectives A lead that meets specific pre- determined qualification criteria such as company size, industry, role of lead, buying time frame, budget, etc.
- 14. High Low Low High LeadQuality Lead Quantity EstablishingYour Objectives Qualified Leads/Prospects
- 15. High Low Low High LeadQuality Lead Quantity EstablishingYour Objectives Qualified Leads/Prospects
- 16. Marketing’s Responsibility A MarketingQualified Lead (MQL) is an individual that is a confirmed contact with the following characteristics: • Name • Email address • Phone number • Must represent a healthcare provider, payer, or life sciences organization • Must be U.S. based organization. • Is currently researching a telemedicine platform with a 6 month purchase intent or has requested a demo This information may be determined in a number of ways such as: • Provided by prospect via lead generation form (AQL) • Provided by prospect via phone (TQL) • Provided by partner Sales Accepted Lead All AQLs and TQLs assigned to Inside Sales • First contact attempted within 2 business hours • CRM contact record updated to reflect all activity • Attempt 10+ communications within 30 days before disqualifying as non-responsive. Once the sales representative confirms that the lead information is accurate and meets the above criteria he/she will set the Lead Status to Sales Qualified and create a new Deal within Hubspot. Sales and Marketing SLA Establishing Your Objectives
- 17. Target Audience Defining YourTarget Audience
- 18. PP/Clinics Critical Access Hospitals Mid-sized Hospitals Long-Term Care Large Hospitals $10M -25M $25M - 100M $10 - 250M $100M – 1B $1B+ 146025601332 Revenue Market Size Small Hospitals 1797 $25M – 100M 20,000+~75,000 Buyer Persona Product • Office Manager • Physician • IT Manager • VP/Director IT • IT Manager • Consultant/SI • Administrator • IT Manager • VP/Director IT • Clinical Director • Program Director • Dir/Mgr IT • Clinical Director • Program Director • IT Analyst • Dir/Mgr IT • Clinical Director • Program Director • IT Analyst • Video Conferencing • ePrescribe • Scheduling • Billing • Video Conferencing • ePrescribe • Scheduling • Billing • Video Conferencing • ePrescribe • Billing • Video Conferencing • ePrescribe • Scheduling • Billing • TBD Primary Use Cases • Patient Visits • Patient/Caregiver Visits • Remote Specialization • Urgent Care • Urgent Care • ER Follow-up • Post-Op • Employee Care • TBD • Urgent Care • ER Follow-up • Post-Op • Employee Care • TBD • Urgent Care • ER Follow-up • Post-Op • Employee Care • TBD • Video Conferencing • ePrescribe • Scheduling • Billing • TBD • Video Conferencing • ePrescribe • Scheduling • Billing • TBD Priority High None Low Low Medium Medium Target Audience - Healthcare Provider Segmentation Small Practice Mid-Market Enterprise Target Audience
- 19. John Winchester, M.D. Physician,Co-Owner – Winchester Family Practice Strategic Priorities (Key Messaging): • Increase practice revenue • Improve patient flow (operational efficiency with same budget) • Improve overall patient satisfaction (reduce churn) • Simplify processes (documentation, billing, scheduling, • Better utilization of Physician Extenders (i.e. PAs and NPs) How does John primarily learn about and evaluate new technologies? (Placement) 1. Colleagues and peers (internal team, networking, events, association memberships) 2. Internet research 3. Vendor content (websites, whitepapers, research) 4. National media (The Atlantic Health, New York Times Health) 5. Industry media (Becker’s Hospital Review, SERMO, KevinMD, Doximity’s Blog, Kaiser Health News) 6. Patient requests Target Audience - Personas Target Audience
- 20. Elena Montero Office Manager– Spectrum Dermatology Strategic Priorities (Key Messaging): • Manage operational flow (scheduling, billing, registration, check-in) • Manage/reduce office costs • Improve the patient experience/satisfaction • Maintain state/federal mandates (i.e. MACRA, HIPAA, COPPA, etc.) • Assist in search and evaluation of new technologies How does Elena primarily learn about and evaluate new technologies? (Placement) 1. Internet research (Google, AOL, MSN) 2. Vendor content (websites, whitepapers, research) 3. Industry media (Medical Practice Insider, Power Your Practice, Medical Economics, The Profitable Practice, MGMA’s Practice Management, Fierce Practice Mgmt, Medical Practice Trends, Kareo’s Go Practice) 4. Colleagues and peers (internal team, networking, events) 5. Trusted vendor recommendations 6. Patient requests Target Audience - Personas Target Audience
- 21. Constructing Your Personas 1.Prospects/Customers • Surveys • Customer Advisory Panels • Closed Lost Calls • Quarterly Business Reviews 2. Industry research • Large vendors (IBM, Dell, Verizon, AWS, Marketo, etc) • Research Centers (Pew, Gallup, Nielsen, Stats, Marketing Charts, etc) • Analysts (Gartner, Forrester, Bane • Associations (Advertising, Healthcare, Finance) 3. News (USA Today, WSJ, MorningStar, NYT, etc) 4. Google Target Audience
- 22. Messaging and ContentStrategy
- 23. Elena Montero Office Manager– Spectrum Dermatology Strategic Priorities (Key Messaging): • Manage operational flow (scheduling, billing, registration, check-in) • Manage/reduce office costs • Improve the patient experience/satisfaction • Maintain state/federal mandates (i.e. MACRA, HIPAA, COPPA, etc.) • Assist in search and evaluation of new technologies How does Elena primarily learn about and evaluate new technologies? (Placement) 1. Internet research (Google, AOL, MSN) 2. Vendor content (websites, whitepapers, research) 3. Industry media (Medical Practice Insider, Power Your Practice, Medical Economics, The Profitable Practice, MGMA’s Practice Management, Fierce Practice Mgmt, Medical Practice Trends, Kareo’s Go Practice) 4. Colleagues and peers (internal team, networking, events) 5. Trusted vendor recommendations 6. Patient requests Target Audience - Personas Target Audience
- 24. DecisionEvaluationResearch/EducationAwarenessBuyer Stages Definition Behavior Sales Interest Haverealized a business challenge, problem, or need. Have defined their problem or need and are gathering information to address it. Have defined their solution and are evaluating products, services, and/or vendors. Have completed their evaluation and are validating their choice to make final decision. Begin gathering information and researching symptoms to clearly identify problem. Prefer vendor neutral content. Committed to researching and understanding all of the available approaches/methods for solving their defined problem. Clearly define the need, desired outcome, features, functionality, priority, begin determining evaluation criteria and assign resources. Selects vendor/solution, completes contracting process, and make purchase. None Minimal High High CloseEngageCapture & QualifyEducateMarketing/Sales Stages Preferred Content Articles/Blogs Whitepapers Research Reports Discussion Groups Content Syndication Earned Media Analysts Social Media Search Marketing Outreach Articles/Blogs Whitepapers Research Reports Discussion Groups Webinars Website Content Syndication Outbound Calling Conferences/Events Nurture Campaigns Search Marketing Website Sales Team Nurture Campaigns Website Case Studies/Collateral Presentations Solution Scoping Proposal References Case Studies Proof of Concept Competitive Comparisons Sales Team Buyer’s Journey Messaging and Content Strategy
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- 27. Elena Montero Office Manager– Spectrum Dermatology Strategic Priorities (Key Messaging): • Manage operational flow (scheduling, billing, registration, check-in) • Manage/reduce office costs • Improve the patient experience/satisfaction • Maintain state/federal mandates (i.e. MACRA, HIPAA, COPPA, etc.) • Assist in search and evaluation of new technologies How does Elena primarily learn about and evaluate new technologies? (Placement) 1. Internet research (Google, AOL, MSN) 2. Vendor content (websites, whitepapers, research) 3. Industry media (Medical Practice Insider, Power Your Practice, Medical Economics, The Profitable Practice, MGMA’s Practice Management, Fierce Practice Mgmt, Medical Practice Trends, Kareo’s Go Practice) 4. Colleagues and peers (internal team, networking, events) 5. Trusted vendor recommendations 6. Patient requests Target Audience - Personas Marketing Mix
- 28. Marketing Mix Organic andPaid Search
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- 31. Test. Analyze. Improve.Repeat.
- 32. % Served: 26.5% CTR:0.87% Conv Rate: 23% % Served: 25.2% CTR: 0.32% Conv Rate: 12% % Served: 24.6% CTR: 0.17% Conv Rate: 3.7% % Served: 23.7% CTR: 0.7% Conv Rate: 0.6% Cloud vs Public vs AWS % Served: 27.1% CTR: 0.92% Conv Rate: 21% % Served: 25.5% CTR: 0.29% Conv Rate: 12% % Served: 24.1% CTR: 0.21% Conv Rate: 5.8% % Served: 23.3% CTR: 0.4% Conv Rate: 1.9% Consultant vs Solution Architect Continuous Improvement A/B Testing
- 33. +21% Conversion +00:42 Timeon Page -36% Bounce Rate -23% Exit Rate +11% Click Rate -6% Conversion -00:05 Time on Page +13% Bounce Rate -5% Exit Rate -8% Click Rate Continuous Improvement Multivariate Testing
- 34. 184 121 77 0 50 100150 200 Cloud Public Cloud AWS Avg Qualified Registrations N= 4 N= 2 N= 1 Enterprise Providers 34% SaaS 28% SMB Provider 16% SI 12% Payer 5% Other 5% Cloud Continuous Improvement Data Analysis and Visualization
- 35. Awareness Research EvaluationSelection Healthcare Market When we shift our messaging to be very vendor specific, we alienate the majority of the market still in the research phase and not yet ready to get vendor specific. They quickly see us as overtly biased which lessens our credibility as the expert in “healthcare cloud” and instead positions us only as the experts in AWS cloud for healthcare. This diminishes our ability to engage and influence those who have not yet settled on AWS or have a preference for Azure or Google. Continuous Improvement Data Interpretation
- 36. 1. Continue toposition ourselves as experts in “healthcare cloud” not just experts in “healthcare cloud for AWS.” This gives us greater market reach and influence: • Makes us a more valuable partner to AWS • Helps mitigate future risk in the event AWS shifts partner focus or attempts to do it themselves • Enables us to opportunistically engage and win large Azure opportunities (if we want) 2. Proceed with a soft-touch approach, versus a slap (Cloudticity) • Quietly eliminate all website content that references our Vmware infrastructure and data centers • Continue to create product content that communicates our AWS value proposition Continuous Improvement Recommendations and Next Steps
- 37. Efficiency Proficiency Excellence Marketing Efficiency Marketing Proficiency Marketing Excellence •Objectives clearly defined • First draft of personas complete and in use • First draft of message matrix complete and in use • Content development in progress • Marketing mix defined based on personas and buyers journey • Implementing basic nurture programs to advance early stage buyers • Testing basic persona, messaging, and placement assumptions • Consistently achieving objectives • Personas refined and accurate • Messaging matrix refined and accurate • Robust content library • Marketing mix refined and campaigns being consistently optimized • Using lead scoring and advanced marketing automation to accelerate nurture campaigns • Advanced multivariate testing fuels consistent improvements in conversion rates and CAC drops below 1.5x MRR. • Consistently exceeding objectives • Personas used throughout organization • Messages are succinct and compelling • Content is a key market differentiator • CAC drops below 1x MRR • MQL to SQL conversion rate exceeds 65% • Testing and data analysis are a key market differentiation and frequently provide valuable insights to other areas of the business. Continuous Improvement
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- 39. James Windrow VP Marketing eVisit jwindrow@evisit.com (480)463-4848 Thank You