1) The document discusses customer validation, which involves getting ready to sell, selling to early customers, and verifying the business model.
2) It emphasizes the importance of preparing sales collateral, distribution channels, and roadmaps before making initial sales.
3) Customer validation also involves developing company and product positioning based on insights from early sales, and verifying various aspects of the business.
Business Model Innovation Framework PowerPoint Presentation Slides SlideTeam
Use Business Model Innovation Framework PowerPoint Presentation Slides to help you develop new and unique concepts for the betterment of the business. Improve existing products and the process of delivering the same to the consumers using business model innovation PPT templates. Get new ideas and a plan to implement those unique ideas with the help of professionally designed ready-to-use business model innovation Framework PowerPoint slideshow. Turn your company towards to business model innovation Framework to stay competitive and stimulate business growth. Include business model innovation PPT slides to align IT with business objectives to successfully attain your goal and to improve processes throughout the organization. Escalate business model innovation success, identify ways to use new and existing technology using ready-to-use business model innovation PowerPoint slides. This content-ready deck on business model innovation covers topics like business model innovation framework, business model innovation segments, approaches to business model innovation, strategy of business model innovation, and more. Get your hands on this ready-made business model innovation complete PowerPoint presentation and either improve the existing business model or create a better one to satisfy the needs of the customers. Our Business Model Innovation Framework Powerpoint Presentation Slides are like Father Christmas. They ensure you get the gifts you desire.
Business Model Innovation Framework PowerPoint Presentation Slides SlideTeam
Use Business Model Innovation Framework PowerPoint Presentation Slides to help you develop new and unique concepts for the betterment of the business. Improve existing products and the process of delivering the same to the consumers using business model innovation PPT templates. Get new ideas and a plan to implement those unique ideas with the help of professionally designed ready-to-use business model innovation Framework PowerPoint slideshow. Turn your company towards to business model innovation Framework to stay competitive and stimulate business growth. Include business model innovation PPT slides to align IT with business objectives to successfully attain your goal and to improve processes throughout the organization. Escalate business model innovation success, identify ways to use new and existing technology using ready-to-use business model innovation PowerPoint slides. This content-ready deck on business model innovation covers topics like business model innovation framework, business model innovation segments, approaches to business model innovation, strategy of business model innovation, and more. Get your hands on this ready-made business model innovation complete PowerPoint presentation and either improve the existing business model or create a better one to satisfy the needs of the customers. Our Business Model Innovation Framework Powerpoint Presentation Slides are like Father Christmas. They ensure you get the gifts you desire.
Testing Business Ideas by David Bland & Alex Osterwalder Peerasak C.
"This new Strategyzer book builds upon the Business Model Canvas and Value Proposition Canvas by integrating Assumptions Mapping and other powerful lean startup-style experiments." The Strategyzer
Free download: https://www.strategyzer.com/emails/testing-business-ideas-preview-free-download
To buy: https://www.strategyzer.com/books/testing-business-ideas-david-j-bland ; Amazon.com: Testing Business Ideas (9781119551447): David J. Bland, Alexander Osterwalder: Books https://amzn.to/2Pg7foy
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
Business Model Innovation and Design at TodaiYves Pigneur
This talk aims at presenting the Business Model Canvas for designing, assessing and challenging business models. Business model innovation and industry changes will be illustrated with examples such as Nespresso, SunEdisson, and AirBnB. Design thinking attitude will also be emphasized for exploring and prototyping business models. Finally, the synergy between the business model canvas, lean startup and customer development will be briefly presented for testing business models.
How to move away from top-down, template-based, product strategies into ones that deliver and capture value. Learn how to build effective strategies through experimentation and learning.
Introduction to Product Management. You will understand what product management is and what does a product manager do.
Product Manager is a job position highly demanded in tech companies. They assure to deliver great quality products.
Summary of the strategy of building low-burn-rate startups, i.e. capital efficient and generally frugal. By taking advantage of open source, agile software, and iterative development, lean startups can operate with much less waste.
Brand Storytelling: A Look at the Hero and Brand JourneyKim Donlan
Consumer decisions and behaviors are increasingly driven by the opinions, tastes and preferences of an exponentially large global pool of friends, peers and influencers. Social activities have become the place where consumers tell their stories. 70% of consumers hear of other's experience of brands and 65% learn about products and services. Brand storytelling is not about telling your brand story -- it is about making the consumer the hero. Today’s consumer has the ability to share their hero journey and it is our job as marketers to be the herald of their story.
Example of the stage-gate product management process (sometimes referred to as the phase-gate process). This type of process is used to bring new products or updates to market. At the completion of each phase, there is general a review of the project along with a go / no go / hold / rework decision.
Testing Business Ideas by David Bland & Alex Osterwalder Peerasak C.
"This new Strategyzer book builds upon the Business Model Canvas and Value Proposition Canvas by integrating Assumptions Mapping and other powerful lean startup-style experiments." The Strategyzer
Free download: https://www.strategyzer.com/emails/testing-business-ideas-preview-free-download
To buy: https://www.strategyzer.com/books/testing-business-ideas-david-j-bland ; Amazon.com: Testing Business Ideas (9781119551447): David J. Bland, Alexander Osterwalder: Books https://amzn.to/2Pg7foy
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
Business Model Innovation and Design at TodaiYves Pigneur
This talk aims at presenting the Business Model Canvas for designing, assessing and challenging business models. Business model innovation and industry changes will be illustrated with examples such as Nespresso, SunEdisson, and AirBnB. Design thinking attitude will also be emphasized for exploring and prototyping business models. Finally, the synergy between the business model canvas, lean startup and customer development will be briefly presented for testing business models.
How to move away from top-down, template-based, product strategies into ones that deliver and capture value. Learn how to build effective strategies through experimentation and learning.
Introduction to Product Management. You will understand what product management is and what does a product manager do.
Product Manager is a job position highly demanded in tech companies. They assure to deliver great quality products.
Summary of the strategy of building low-burn-rate startups, i.e. capital efficient and generally frugal. By taking advantage of open source, agile software, and iterative development, lean startups can operate with much less waste.
Brand Storytelling: A Look at the Hero and Brand JourneyKim Donlan
Consumer decisions and behaviors are increasingly driven by the opinions, tastes and preferences of an exponentially large global pool of friends, peers and influencers. Social activities have become the place where consumers tell their stories. 70% of consumers hear of other's experience of brands and 65% learn about products and services. Brand storytelling is not about telling your brand story -- it is about making the consumer the hero. Today’s consumer has the ability to share their hero journey and it is our job as marketers to be the herald of their story.
Example of the stage-gate product management process (sometimes referred to as the phase-gate process). This type of process is used to bring new products or updates to market. At the completion of each phase, there is general a review of the project along with a go / no go / hold / rework decision.
A comprehensive overview of B2B lead gen using social media. Covers: skills needed, traditional marketing role, landing pages/homepages, tips and tricks, getting started, the buyers' journey,trends, strategies, lead generation, lead nurturing, content, content marketing
This presentation was done to UNC-Wilmington Cameron School of Business students during their annual business week. It provided the students with a way to think about how they should be doing marketing if they take a job with a small business with low or no budget and few resources.
Using the Quadric® Framework as a Management ToolMichael Sherain
The Quadric framework can help you strengthen your role in your value chain: drive volume and pricing, influence future trends and guide innovation in your industry.
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Team Networks - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, networks
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Team Quantum - 2022 Technology, Innovation & Great Power CompetitionStanford University
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Team Disinformation - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Disinformation
Team Wargames - 2022 Technology, Innovation & Great Power CompetitionStanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Wargames
Team Acquistion - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, Acquistion
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Stanford University
Technology Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, climate
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
Technology, Innovation and Great Power Competition,TIGPC, Gordian knot Center, DIME-FIL, department of defense, dod, intlpol 340, joe felter, ms&e296, raj shah, stanford, Steve blank, AI, ML, AI/ML, china, unmanned, autonomy, Army venture capital
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Stanford University
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Team Catena - 2021 Technology, Innovation & Great Power CompetitionStanford University
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Team Apollo - 2021 Technology, Innovation & Great Power CompetitionStanford University
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Team Drone - 2021 Technology, Innovation & Great Power CompetitionStanford University
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Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionStanford University
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Team Aurora - 2021 Technology, Innovation & Great Power CompetitionStanford University
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Lecture 8 - Technology, Innovation and Great Power Competition - CyberStanford University
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June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
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The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
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Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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3. Today: Customer Validation
Customer Customer Customer Scale
Discovery Validation Creation Company
• Develop a repeatable and scalable sales process
• Validate your business model
• Only earlyvangelists are crazy enough to buy
4. Customer Validation:
Phase 3 Phase 4
Customer
Positioning Business
Validation
Model
Verified
From Discovery
To Creation
Phase 1
Phase 2
Get
Sell to
Ready
EarlyVangelists
to Sell
5. Customer Validation
Get Ready to Sell!
Articulate Prelim Sales Prelim Prelim Sales Hire a Align Your
a Value & Collateral Distribution Roadmap “Sales Closer” Executives
Proposition Materials Channel Plan
Formalize
Sell to “EarlyVangelists”! Advisory
Board
Contact Sell to Sell to Refine
Refine Sales
Visionary Early Channel Channel
Roadmap
Customers Customers Partners Roadmap
Develop Positioning!
Product Company Present to
Positioning Positioning Analysts &
Verify! Influencers
Verify the Verify the Verify the Verify the Iterate or
Product Sales Channel Business Exit
Roadmap Roadmap Model
6. Customer Validation
Get Ready to Sell!
Articulate
a Value
Proposition
Inside the Building!
Prelim Sales
& Collateral
Materials
Prelim
Distribution
Channel Plan
Prelim Sales
Roadmap
Hire a
“Sales Closer”
Align Your
Executives
Formalize
Sell to “EarlyVangelists”! Advisory
Board
Contact Sell to Sell to Refine
Refine Sales
Visionary Early Channel Channel
Roadmap
Customers Customers Partners Roadmap
Outside the Building!
Develop Positioning!
Product Company Present to
Positioning Positioning Analysts &
Verify! Influencers
Verify the Verify the Verify the Verify the Iterate or
Product Sales Channel Business Exit
Roadmap Roadmap Model
7. Phase 1:
Get Ready to Sell
Phase 3 Phase 4 Serious preparation
Positioning Business before 1st sales
Model
Verified Another writing exercise
Aligning Executives
Phase 1
Phase 2 Get
Sell to Ready
EarlyVangelists to Sell
8. Get Ready to Sell
Value Proposition
Sales Collateral
Distribution Plan
Sales Roadmap
Sales Closer
Synchronize Execs
Advisory Board
Articulate Prelim Sales Prelim Prelim Sales Hire a Align Your
a Value & Collateral Distribution Roadmap “Sales Closer” Executives
Proposition Materials Channel Plan
Formalize
Advisory
Board
9. Get Ready to Sell:
Articulate a Value Proposition
Create Value Proposition
Is it emotionally compelling?
Does it make or reinforce an economic case?
Does the it pass the reality test?
Varies by Market Type
10. Get Ready to Sell:
Preliminary Sales Collateral
Create collateral roadmap
What you need and when you need it
Supports the sales roadmap
Ensure the collateral matches the internal audiences
Create all selling materials
Presentations
Data sheets
White Papers
How would collateral differ by Market Type?
11. Get Ready to Sell:
Preliminary Channel Road Map
Channel Food Chain and responsibility
Channel discount and financials
Channel Management
How would channel plan differ by Market Type?
12. Channel Alternatives
Pick One
OEMs
System
Integrators
Direct
Sales Force
Value-Added Your
Your
Resellers (VARs) Customers
Company
Dealers
Distributors
Retail/Mass
Merchants/Online
13. Channel Diagram
Book Publishing Company
National
Publisher Wholesaler Distributor Retailer
Determine Merchandise
Deliver Books Allocations Titles
(from printer) Stock Books
Deliver Orders Sell Books
-Establish Identity Ship Books
-Create Demand
Dispose of Acknowledge
Returns Returns
14. Channel Margins
Book Publishing Company
Publisher National Customer
Distributor Retailer
Wholesaler
% of 35% 15% 10% 40%
Retail
$s $7.00 $3.00 $2.00 $8.00 $20.00
15. Get Ready to Sell:
Preliminary Sales Road Map
Built around key insights about the selling process
Answers
Who decides the sale?
Influencers, recommender, decision makers Where is the
budget? How many sales call to the sale? To who? What is
the script for each?
Consists of:
Organization Map
Influence Map
Customer Access Map
Sales Strategy
Implementation Plan
17. Get Ready to Sell:
Hire a “Sales Closer”
Identify need for a “Sales Closer
Founders have experience “closing” business?
Do they have a “world-class” set of contacts?
Bet the company on their ability to close sales?
If not, hire a “Sales Closer”
Do NOT hire a VP of Sales
Typical background would be a regional manager
How does Market Type effect this hire?
18. Get Ready to Sell:
Synchronize Your Execs
Product Development
Schedule
Deliverables
“Good-enough” Philosophy
Engineering’s role in sales, installation, post-sales support
Sales Collateral review
19. Get Ready to Sell:
Formalize Advisory Boards
Advisory boards are critical in nascent stages of a startup
To sell to industry specific customers requires an industry
advisory board
Multiple Advisory Boards
Use at different times
Different purposes
20. Phase 2: Sell
Phase 3 Phase 4 First sales
Business
Positioning
Model First channel sales
Verified
Scalable and Repeatable
Phase 1
Phase 2 Get
Sell to Ready
EarlyVangelists to Sell
21. Sell to EarlyVangelists
Contact Visionaries
Sell
Refine Sales Roadmap
Sell to Channel Partners
Refine Channel Roadmap
Contact Sell to Sell to Refine
Refine Sales
Visionary Early Channel Channel
Roadmap
Customers Customers Partners Roadmap
22. Sell:
Contact Visionaries
Looking for people with problems
They are few are far between
They need to become your
cheerleaders…
while paying you to do so
23. Sell: Turn Visionaries into
EarlyVangelists
Very few are early customers
Visionaries will emerge to buy an unfinished
product if it truly solves a painful problem
A lack of these early purchasers is a red-flag
Market Type effects ease of execution
24. Build the Organization Map
Dave Jones
CEO
Karen Rogers
VP Marketing
Neil Garrett Suzanne Kellogg
VP Database VP Merchandizing
Marketing
Our Potential
Customer
= in house competition
= issues to be addressed before a sale
25. One Step at A Time
Dave Jones
CEO
Ben White Karen Rogers
VP Sales VP Marketing
Joe Black Neil Garrett Suzanne Kellogg
Dir. Sales Operations VP Database VP Merchandizing
Marketing
Leslie Elders
Financial Modeling
Our Potential
Customer
= in house competition
= issues to be addressed before a sale
26. Organization Map
Dave Jones
CEO
Ben White Karen Rogers Roger Smith
VP Sales VP Marketing CIO
Joe Black Neil Garrett Suzanne Kellogg Phil Whitry
Dir. Sales Operations VP Database VP Merchandizing Director IT
Marketing
Leslie Elders Geoff Smith
Financial Modeling Financial Tools
Development
Our Potential
Customer
= in house competition
= issues to be addressed before a sale
28. The Influence Map
Functional Technical
High Executive 1 2 CIO or Division IT executive
Low
29. The Influence Map
Functional Technical
High Executive 1 2 CIO or Division IT executive
Low End Users 3
30. The Influence Map
Functional Technical
High Executive 1 2 CIO or Division IT executive
Low End Users 3 4 Corp. IT staff or Division IT
31. The Sales Roadmap:
Starts with Influence Map
Educate & Present
Solution
Operational Technical
High Execs CIO
End IT
Users
Low Staff
32. The Sales RoadMap:
Adds Access, Assessment & Strategy
Access Assess Strategy Educate & Present
Needs Solution
Finance
Product Operational Technical
Mgmt
High Execs CIO
Sales
Intro Account
Meetings Strategy
Corp. End IT
Mktg Users
Low Staff
Support
IT
33. The Sales RoadMap
Access Assess Strategy Educate & Present Sell, Sell, Sell, Sell
Needs Solution
Finance
Product Operational Technical
Mgmt
High Execs CIO
Sales Implement
Intro Account Proposal
Meetings Strategy Plan
Corp. End IT
Mktg Users
Low Staff
Support
IT
34. RoadMap becomes The Sales Pipeline
4. Understand
1. Prepare 2. Initial Meeting Existing Situation
• Hoovers, One • Ask tough questions a) Technology
Source, Web • Do Buy- In Demo
3. Qualify?
b) Organization
c) Competition
T
h
e
i
m
5. Custom Pitch
• Prepare! 6. Win Over IT 7. Define Problem 8. ROI Pitch
• Get NDA signed • Tech deep dive • Develop Action Plan • Prove the Value!
9. Exec Session
• Set expectations for
this meeting early on.
10. Solution 11. Formal Pricing 12. Negotiate
Session Proposal • Sales
• Detailed Tech discovery
• 13. Close!
• No surprises! • Finance
• Support
35. Sell: Sell/Refine Channel Roadmap
Early channel partners need to be “Visionaries”
Indirect channels/integrators have $ minimum
Indirect channels/integrators just fulfill
Market Type affects channel adoption
36. Phase 3:
Company & Product Positioning
Phase 3 Phase 4 Market Type driven
Business
Positioning
Model Company & Product
Verified
Based on real-world facts
Phase 1
Phase 2 Get
Sell to Ready
EarlyVangelists to Sell
37. Develop Positioning
Product Positioning
Company Positioning
Present to Analysts & Influencers
Builds briefs for demand creation activities
Product Company Present to
Positioning Positioning Analysts &
Influencers
38. Positioning:
Product Positioning
Market Type affects positioning
39. Positioning:
Company Positioning
Market Type affects positioning
Existing Market New Market Resegmented Market
Company Compare your It’s too earlier for Company positioning for
Positioning company to your customers to understand this type of market
Statements competitors. Describe how different your communicates the value
how your company is company is, since in a of the market segment
both different and new market there are no you’ve chosen and the
credible. other companies to innovation your
compare it to. Therefore, company brings to it.
company posi tioning is What is it that customers
about communicating a value and want and
vision and passion of what need now.
could be.
40. Phase 4:
Verify, Iterate or Exit
Phase 3 Phase 4 Market Type driven
Business
Positioning
Model Company & Product
Verified
Phase 1
Phase 2 Get
Sell to Ready
EarlyVangelists to Sell
41. Verify
Product
Sales Roadmap
Channel Roadmap
Business Model
Verify the Verify the Verify the Verify the Iterate or
Product Sales Channel Business Exit
Roadmap Roadmap Model