The document discusses three principles for effective go-to-market strategies:
1. Define clear objectives that are strategic, tactical, specific, measurable and centered around a core value proposition.
2. Ask the right questions around issues, decisions, missing information and expertise needed. Identify gaps and determine how to address them.
3. Stay focused on execution by regularly checking if new opportunities align with objectives, timeline and goals, and avoiding getting stuck or distracted from the core strategy.
Marketing Your Station is a PDF of materials from a one-day workshop for personnel from local radio and TV stations.The same presentation is available with embedded links through my website, BrainSnacksCafe.com.
Building the Marketing Plan: A Blueprint for Start-upsHubSpot
This document provides a blueprint for developing a marketing plan for startups. It discusses establishing messaging by defining user personas and positioning statements. It also covers building marketing infrastructure and mapping sales processes. Additional sections address demand generation through inbound marketing, outbound marketing, and sales prospecting. The document concludes with recommendations around staffing, timelines, budgets, and metrics for marketing plan implementation.
Prioritizing for Profit from AgilePaloozaEnthiosys Inc
The document discusses prioritizing a product backlog for profit. It recommends considering three core groups when prioritizing: stakeholder alignment, strategic alignment, and driving profit. For stakeholder alignment, the backlog should include at least one item for each stakeholder group. For strategic alignment, it should include at least one item that aligns with the company's strategy. And to drive profit, it should include at least one item that generates revenue or reduces costs. The document provides various techniques for involving stakeholders, determining strategic priorities, and identifying profit drivers to create a holistically prioritized backlog.
Inside Sales: Building a Scalable Business Development EngineBill Moorehouse
Many organizations see the value of building an inside sales team. Managing a small inside sales team can be done in an informal fashion by a competent sales manager. A larger inside sales team requires more rigorous management. The complexity of managing the inside sales team will increase along with the size of the team, breadth of products or services sold by the team and geographic distribution of the team. This presentation focuses on an approach to building scalable inside sales teams.
May 2015 marked the final offering of Product Manager Imperatives at the University of Wisconsin-Madison’s Center for Professional and Executive Education. After 40 years of running these open enrollment corporate workshops on product management, UW-CPED has decided to focus exclusively on management and leadership training. This presentation is the condensed version of the final offering of Product Manager Imperatives. For a version of this presentation with links to videos, tutorials and other tidbits to demonstrate key points, look for this presentation at BrainSnacksCafe.
Marketing Your Station is a PDF of materials from a one-day workshop for personnel from local radio and TV stations.The same presentation is available with embedded links through my website, BrainSnacksCafe.com.
Building the Marketing Plan: A Blueprint for Start-upsHubSpot
This document provides a blueprint for developing a marketing plan for startups. It discusses establishing messaging by defining user personas and positioning statements. It also covers building marketing infrastructure and mapping sales processes. Additional sections address demand generation through inbound marketing, outbound marketing, and sales prospecting. The document concludes with recommendations around staffing, timelines, budgets, and metrics for marketing plan implementation.
Prioritizing for Profit from AgilePaloozaEnthiosys Inc
The document discusses prioritizing a product backlog for profit. It recommends considering three core groups when prioritizing: stakeholder alignment, strategic alignment, and driving profit. For stakeholder alignment, the backlog should include at least one item for each stakeholder group. For strategic alignment, it should include at least one item that aligns with the company's strategy. And to drive profit, it should include at least one item that generates revenue or reduces costs. The document provides various techniques for involving stakeholders, determining strategic priorities, and identifying profit drivers to create a holistically prioritized backlog.
Inside Sales: Building a Scalable Business Development EngineBill Moorehouse
Many organizations see the value of building an inside sales team. Managing a small inside sales team can be done in an informal fashion by a competent sales manager. A larger inside sales team requires more rigorous management. The complexity of managing the inside sales team will increase along with the size of the team, breadth of products or services sold by the team and geographic distribution of the team. This presentation focuses on an approach to building scalable inside sales teams.
May 2015 marked the final offering of Product Manager Imperatives at the University of Wisconsin-Madison’s Center for Professional and Executive Education. After 40 years of running these open enrollment corporate workshops on product management, UW-CPED has decided to focus exclusively on management and leadership training. This presentation is the condensed version of the final offering of Product Manager Imperatives. For a version of this presentation with links to videos, tutorials and other tidbits to demonstrate key points, look for this presentation at BrainSnacksCafe.
1. A marketing plan details the necessary actions to achieve marketing objectives over 1-5 years. It includes strategic foundations and specific action plans.
2. Marketing plans are formalized in writing and involve analyzing the marketing environment, activities, and systems to determine objectives and strategies.
3. The planning process moves from general corporate objectives and mission to specific marketing objectives that are measurable and can be used to monitor performance.
This document provides worksheets and guidance for developing a strategic plan to launch a new product. It includes sections to outline the business solution, budget, partnerships, resources, customers and market. Worksheets guide the user to define goals, conduct a SWOT analysis, and establish objectives, strategies and tactics (GOAL POST framework). The document is intended to help clarify vision, gain focus and develop an actionable go-to-market plan for launching a new product or solution.
The document discusses strategy and strategic planning. It begins by explaining that strategy provides direction for an organization's activities and prevents time and resources from being wasted. It then summarizes Mintzberg's 10 schools of strategic thought, which describe different aspects of strategy. Finally, it outlines elements that are important to developing an effective strategy, including analyzing the industry, establishing objectives, and ensuring strategic elements are internally consistent. The document provides an overview of key concepts for understanding and developing organizational strategy.
Lenati - Marketing Technology as a Strategic AssetLiam O'Connor
1. The document discusses how leading marketing executives are approaching marketing technology as a strategic asset rather than just tactical tools.
2. It provides examples of how companies are making marketing technology decisions by aligning investments to business goals, taking an agile approach to decision making, and treating their marketing technology stack like an investment portfolio.
3. The document offers guidance on ensuring marketing technology investments maximize their value through change management and skill building within marketing teams.
Mc kinsey 7s framework-business strategy developmentNISHA SHAH
Develop skills to analyze the internal and external
environment of a business, for the purpose of
strategizing.
Understand the significance of communication in
strategic decision making.
Helps managers to effectively communicate about
company's vision, mission and strategies internally and
externally.
The document discusses implementing a technology stack to maximize opportunities within the "golden triangle" of mobile devices, social media, and real-time technologies. It provides guidance on defining an organization's technology stack, including beginning with business and marketing strategies, evaluating in-house vs external capabilities, and measuring success. Choosing between a single vendor solution or point solutions depends on an organization's flexibility. Future changes will include a widening skills gap between IT and marketing, as marketers need deeper technology knowledge and IT needs business understanding.
Patterns that support agile business development. These patterns can also be called Evaluation Patterns, for they provide the building blocks to take an evaluation-driven approach to funding R&D.
Launching A Startup in 2017: A Founder's Pocket GuideBrian Kelly
I gave this talk at Blue Water Startup School in September 2017. It is a high level overview of what it is like to start a software company in 2017 and where to focus your time, energy and money. Credit to my co-founder, David Corcoran, for the original talk from which I derived this content.
The document discusses a 3D diagnostic tool for analyzing performance and driving profitable growth with modern trade customers. It involves a 5 step process: 1) Stakeholders provide feedback through a web survey, 2) Existing data is analyzed, 3) Experts challenge perceptions and analyze root causes, 4) Current/target performance and improvement actions are agreed, 5) A valuation model quantifies the impact of actions. The tool provides an objective root cause analysis to identify actions that will improve value creation and financial performance with customers.
This document provides an overview of Catalyst Strategies' strategic planning framework. It discusses key elements of developing a strategic plan such as defining a vision, mission, situation assessment, goals, strategy, and strategic priorities. The framework is intended to guide organizations through the strategic planning process from assessing their current situation to developing long-term goals and priorities to achieve their vision.
Business development involves activities across departments that are aimed at improving and growing a business. It includes initiatives like expanding into new markets, developing new products or services, pursuing strategic partnerships, and implementing cost-saving measures. The business development team assesses opportunities, considers the impact on different departments, and works to align activities like sales, marketing, and operations with overall business development goals. Business development is focused on high-level strategic decision making and coordination to improve a business's prospects and drive overall growth.
Slide presentation of major aptitudes of product managers who are good at, and enjoy, their careers -- in other words, product managers who are ENERGIZED!
The document provides guidance on creating a communications product launch blueprint to ensure successful new product introductions. It recommends assessing the business, social, and competitive landscape to understand influences on customers. It also suggests planning integrated strategic communications by setting objectives, tactics, and measuring effectiveness. The blueprint approach allows demonstrating the value of communications and providing metrics to other teams to coordinate plans and deliverables for new launches.
How to design a modern Marketing and Communications department in an agile ma...Paul Cowan
Marketing departments still remain in an old, hierarchical structure with a massive reliance on agencies and vendors to do much of the brand positioning and communications work. This model is inefficient, outdated and removes the IP from the ownership of the company. This document reveal the 3 key issues that are forcing change on how marketing organizations structure and deploy, with a recommended structure and people required in the modern marketing world.
The document discusses the strategic role of product management. It argues that product management is needed for companies to become truly market-driven by identifying customer problems and communicating these to other departments to build products that people want to buy. It distinguishes product management from marketing, which it defines as understanding customer needs rather than promotional activities. It also differentiates product management from sales by describing how product management ensures the company focuses on solving customer problems rather than just selling existing products.
Cegos Benchmark For Effective Kam In The 21st Century D Fleiter 2011 07 23DieterFleiter
This document discusses effective key account management strategies for the 21st century. It outlines 12 key elements: 1) clear account selection criteria and de-selection rules, 2) account strategies driven by corporate strategy, 3) clear competitive strategies, 4) senior management attention, 5) multidisciplinary teams, 6) high calibre account managers, 7) adding measurable value, 8) cost reduction focus, 9) simple performance measures, 10) defined roles and incentives, 11) enhanced knowledge, and 12) short action plans and reviews. Companies that implement these elements achieve better returns than those who do not follow a strategic approach to key account management.
The document provides an overview of market analysis techniques and business development for the animal feed industry. It discusses tools for conducting market analysis, including PEST analysis to examine political, economic, social and technological factors. It also outlines the roles and responsibilities of business development, such as researching new products/services, attracting customers, negotiating sales, and developing sales pipelines and strategies. The key responsibilities of business development are described as well as the overall goals of maximizing quality services and turnover.
Developing a Strategic Marketing Plan - 20140425 SBDTCJason Miller
The document outlines Jason Miller's presentation on developing a strategic marketing plan. It discusses the importance of having a plan and knowing your business, products, services, customers, competition and budget. It then provides a sample strategic marketing plan outline that includes analyzing your marketing position and goals, conducting a SWOT analysis, defining your brand message, outlining a one-year marketing strategy, and establishing a marketing budget. The presentation emphasizes having a comprehensive strategic plan to guide marketing tactics and maximize the chances of business success.
1. A marketing plan details the necessary actions to achieve marketing objectives over 1-5 years. It includes strategic foundations and specific action plans.
2. Marketing plans are formalized in writing and involve analyzing the marketing environment, activities, and systems to determine objectives and strategies.
3. The planning process moves from general corporate objectives and mission to specific marketing objectives that are measurable and can be used to monitor performance.
This document provides worksheets and guidance for developing a strategic plan to launch a new product. It includes sections to outline the business solution, budget, partnerships, resources, customers and market. Worksheets guide the user to define goals, conduct a SWOT analysis, and establish objectives, strategies and tactics (GOAL POST framework). The document is intended to help clarify vision, gain focus and develop an actionable go-to-market plan for launching a new product or solution.
The document discusses strategy and strategic planning. It begins by explaining that strategy provides direction for an organization's activities and prevents time and resources from being wasted. It then summarizes Mintzberg's 10 schools of strategic thought, which describe different aspects of strategy. Finally, it outlines elements that are important to developing an effective strategy, including analyzing the industry, establishing objectives, and ensuring strategic elements are internally consistent. The document provides an overview of key concepts for understanding and developing organizational strategy.
Lenati - Marketing Technology as a Strategic AssetLiam O'Connor
1. The document discusses how leading marketing executives are approaching marketing technology as a strategic asset rather than just tactical tools.
2. It provides examples of how companies are making marketing technology decisions by aligning investments to business goals, taking an agile approach to decision making, and treating their marketing technology stack like an investment portfolio.
3. The document offers guidance on ensuring marketing technology investments maximize their value through change management and skill building within marketing teams.
Mc kinsey 7s framework-business strategy developmentNISHA SHAH
Develop skills to analyze the internal and external
environment of a business, for the purpose of
strategizing.
Understand the significance of communication in
strategic decision making.
Helps managers to effectively communicate about
company's vision, mission and strategies internally and
externally.
The document discusses implementing a technology stack to maximize opportunities within the "golden triangle" of mobile devices, social media, and real-time technologies. It provides guidance on defining an organization's technology stack, including beginning with business and marketing strategies, evaluating in-house vs external capabilities, and measuring success. Choosing between a single vendor solution or point solutions depends on an organization's flexibility. Future changes will include a widening skills gap between IT and marketing, as marketers need deeper technology knowledge and IT needs business understanding.
Patterns that support agile business development. These patterns can also be called Evaluation Patterns, for they provide the building blocks to take an evaluation-driven approach to funding R&D.
Launching A Startup in 2017: A Founder's Pocket GuideBrian Kelly
I gave this talk at Blue Water Startup School in September 2017. It is a high level overview of what it is like to start a software company in 2017 and where to focus your time, energy and money. Credit to my co-founder, David Corcoran, for the original talk from which I derived this content.
The document discusses a 3D diagnostic tool for analyzing performance and driving profitable growth with modern trade customers. It involves a 5 step process: 1) Stakeholders provide feedback through a web survey, 2) Existing data is analyzed, 3) Experts challenge perceptions and analyze root causes, 4) Current/target performance and improvement actions are agreed, 5) A valuation model quantifies the impact of actions. The tool provides an objective root cause analysis to identify actions that will improve value creation and financial performance with customers.
This document provides an overview of Catalyst Strategies' strategic planning framework. It discusses key elements of developing a strategic plan such as defining a vision, mission, situation assessment, goals, strategy, and strategic priorities. The framework is intended to guide organizations through the strategic planning process from assessing their current situation to developing long-term goals and priorities to achieve their vision.
Business development involves activities across departments that are aimed at improving and growing a business. It includes initiatives like expanding into new markets, developing new products or services, pursuing strategic partnerships, and implementing cost-saving measures. The business development team assesses opportunities, considers the impact on different departments, and works to align activities like sales, marketing, and operations with overall business development goals. Business development is focused on high-level strategic decision making and coordination to improve a business's prospects and drive overall growth.
Slide presentation of major aptitudes of product managers who are good at, and enjoy, their careers -- in other words, product managers who are ENERGIZED!
The document provides guidance on creating a communications product launch blueprint to ensure successful new product introductions. It recommends assessing the business, social, and competitive landscape to understand influences on customers. It also suggests planning integrated strategic communications by setting objectives, tactics, and measuring effectiveness. The blueprint approach allows demonstrating the value of communications and providing metrics to other teams to coordinate plans and deliverables for new launches.
How to design a modern Marketing and Communications department in an agile ma...Paul Cowan
Marketing departments still remain in an old, hierarchical structure with a massive reliance on agencies and vendors to do much of the brand positioning and communications work. This model is inefficient, outdated and removes the IP from the ownership of the company. This document reveal the 3 key issues that are forcing change on how marketing organizations structure and deploy, with a recommended structure and people required in the modern marketing world.
The document discusses the strategic role of product management. It argues that product management is needed for companies to become truly market-driven by identifying customer problems and communicating these to other departments to build products that people want to buy. It distinguishes product management from marketing, which it defines as understanding customer needs rather than promotional activities. It also differentiates product management from sales by describing how product management ensures the company focuses on solving customer problems rather than just selling existing products.
Cegos Benchmark For Effective Kam In The 21st Century D Fleiter 2011 07 23DieterFleiter
This document discusses effective key account management strategies for the 21st century. It outlines 12 key elements: 1) clear account selection criteria and de-selection rules, 2) account strategies driven by corporate strategy, 3) clear competitive strategies, 4) senior management attention, 5) multidisciplinary teams, 6) high calibre account managers, 7) adding measurable value, 8) cost reduction focus, 9) simple performance measures, 10) defined roles and incentives, 11) enhanced knowledge, and 12) short action plans and reviews. Companies that implement these elements achieve better returns than those who do not follow a strategic approach to key account management.
The document provides an overview of market analysis techniques and business development for the animal feed industry. It discusses tools for conducting market analysis, including PEST analysis to examine political, economic, social and technological factors. It also outlines the roles and responsibilities of business development, such as researching new products/services, attracting customers, negotiating sales, and developing sales pipelines and strategies. The key responsibilities of business development are described as well as the overall goals of maximizing quality services and turnover.
Developing a Strategic Marketing Plan - 20140425 SBDTCJason Miller
The document outlines Jason Miller's presentation on developing a strategic marketing plan. It discusses the importance of having a plan and knowing your business, products, services, customers, competition and budget. It then provides a sample strategic marketing plan outline that includes analyzing your marketing position and goals, conducting a SWOT analysis, defining your brand message, outlining a one-year marketing strategy, and establishing a marketing budget. The presentation emphasizes having a comprehensive strategic plan to guide marketing tactics and maximize the chances of business success.
A2 Media Studies Evaluation Health and Fitness Q3 Oliver MitchellSlide-Share-Oliver
The questionnaires provided limited feedback due to a small sample size of 18 people. Most audience members found the documentary, radio trailer, and magazine article informative and professional. However, feedback identified issues with inconsistent sound levels throughout the documentary and radio trailer that could be improved. The key learning was to spend more time adjusting sound levels to provide a better quality experience for the audience.
Oliver Mitchell used various media technologies throughout the research, planning, filming, and editing stages of constructing a documentary. These included Google, BBC websites, magazines, and Final Cut Express for editing. A blog was used to log research progress. Filming utilized a Canon HD camera and microphone. Sound quality for interviews was ensured using a directional microphone in a controlled environment. A tripod was used to keep shots steady. All footage was uploaded and edited on an iMac using Final Cut Express.
New York is a state located in the Northeastern United States. It is bordered by several states and Canada. New York City, located within the state, is the most populous city in the United States, containing over 40% of the state's population. The state was originally inhabited by Native Americans and then colonized by the Dutch, British, and Americans at different points in history.
While small business owners are encouraged to get online, it is important to determine which Social Networking Site will be best suited for their product or service. This brief presentation serves to be a guide and resource to assist in that determination.
The document discusses the key steps for starting a new business, including determining the type of business, legal requirements, creating a business plan, and financial and marketing considerations. It addresses choosing between business structures like sole proprietorships, LLCs, and corporations. The presenter emphasizes developing a business plan that projects 3-5 years ahead and outlines the company's intended growth strategy. The presentation also stresses the importance of preparing for both success and potential challenges that may require re-strategizing along the way.
An infographic detailing the reasons why social media is important for business and your online branding. See more informative posts and updates on our website:
http://www.regissocialmedia.com
Grouping and Displaying Data to Convey Meaning: Tables & Graphs chapter_2 _fr...Prashant Borkar
This presentation is about Grouping and Displaying Data to Convey Meaning: Tables and Graphs
Contents were taken from Statistics for Management by Levin & Rubin.
Presentation includes,
How can we Arrange Data?
Raw Data
Arranging Data using Data Array & Frequency Distribution
Constructing a Frequency Distribution
Graphing Frequency Distributions
It also covers some solved examples of it.
This document describes four different diode clipper circuits and three diode clamper circuits. The clipper circuits use diodes to clip portions of an input waveform, resulting in outputs that swing within narrowed positive and negative voltage ranges. The clamper circuits use diodes to set a reference voltage level, causing the output to oscillate symmetrically around this clamped level. Key aspects covered include how the diodes bias in different circuit configurations and the voltage ranges of the output waveforms for each circuit.
Physical education k to 12 curriculum guideGeronimo Roda
This document outlines the Physical Education curriculum for grades 1-10 in the Philippines. It has 5 strands: body management, movement skills, games and sports, rhythms and dance, and physical fitness. The goal is to promote lifelong fitness and a healthy lifestyle. Some key points covered include:
- The curriculum is based on the principle of "Move to Learn, Learn to Move" and the Philippine Constitution's mandate to promote physical education.
- Activities are designed to develop fitness, health, and proficiency in movement.
- Each strand is developed across grade levels with age-appropriate activities.
- It uses an integrated approach to help students apply concepts to various physical
This document describes CSFB (Circuit Switch Fallback), which allows LTE users to fallback to 2G/3G networks to make voice calls or SMS when out of LTE coverage. It outlines the network architecture and call flows for CSFB, including mobile terminating calls, SMS-MO, and SMS-MT. Key interfaces involved are LTE-Uu, S1-MME, Iu-CS, SGs. CSFB supports fallback to UTRAN or GERAN networks for circuit switched services when the UE is in E-UTRAN but not able to receive CS services over the LTE network.
El documento resume la evaluación del programa ITUN, un proyecto de inserción laboral y social de personas excluidas en el País Vasco. La evaluación analizó los efectos sobre las personas y empresas participantes, así como los procesos de cambio. Los resultados mostraron progresos en la inserción laboral de las personas y la viabilidad de las empresas creadas, aunque también se identificaron desafíos como el sobrecoste de la inserción social y la necesidad de consolidar las empresas. El modelo de evaluación participativa permitió el análisis conjunto de efectos y proces
Este documento é uma carta de um filho para o seu pai onde ele expressa seu amor e apreciação. O filho descreve como o pai é o rei e ele o príncipe em sua casa, e como os dois gostam de passar tempo juntos. Ele também lista algumas coisas favoritas do pai.
O documento descreve o que são células-tronco, suas características de se dividirem e diferenciarem em outros tecidos, e seu potencial para tratamento de doenças. As células-tronco podem ser encontradas em embriões, cordão umbilical, medula óssea, sangue, fígado e placenta.
O documento discute o efeito estufa, o aquecimento global e suas causas e consequências, incluindo o impacto na vida humana e como reverter o processo. Também aborda a camada de ozônio, explicando como os clorofluorcarbonos a destroem e aumentam os riscos de câncer devido à radiação ultravioleta.
O documento descreve a Mata Atlântica no Brasil, incluindo os estados onde está localizada, seu clima úmido influenciado pelo oceano, sua fauna incluindo espécies ameaçadas de extinção, e sua vegetação típica como palmeiras e bromélias.
I - O documento discute o planejamento do trabalho pedagógico, que orienta o ensino e favorece a aprendizagem, diferente da exigência burocrática.
II - São abordadas quatro dimensões do processo de planejamento: a recorrência dos conteúdos, a diversidade, a provisoriedade e o coletivo.
III - São descritos diferentes níveis de planejamento como anual, quinzenal, semanal, diário e rotina, assim como elementos do plano de ensino, atividades, avaliação
The document provides an overview of conducting a brand audit to evaluate the strengths and weaknesses of an existing brand or establish a new brand. It outlines various internal and external elements to examine, including brand structure, management, metrics, market segments, differentiators, and competitors. The audit aims to ensure brand elements are consistent and reinforce the identity customers develop loyal relationships with.
The document provides an overview of conducting a brand audit to evaluate the strengths and weaknesses of an existing brand or establish a new brand. It outlines various internal and external elements to examine, including brand structure, management, metrics, market segments, differentiators, and competitors. The audit aims to ensure brand elements are consistent and reinforce the identity customers develop loyal relationships with.
The document discusses the importance of developing a solid marketing plan for a business. It outlines the key components of an effective marketing plan, including conducting a SWOT analysis, identifying customer needs and target markets, setting objectives and metrics, developing strategies and action plans, creating budgets and controls. The document emphasizes that a good marketing plan is essential for meeting business goals and having a successful career in marketing.
The document discusses strategic planning and its importance for project managers. It outlines the key elements of strategic planning, including goal setting, strategy development, customer and internal business analysis, strategic choices, implementation, and evaluation. It argues that project managers need to understand business strategies in order to position themselves as partners rather than just hands, and that linking projects to corporate strategies is critical for success. A basic knowledge of strategic planning principles is necessary for project managers to fulfill this role effectively.
XYZ Sports Express manufactures and sells sports shoes domestically and internationally, targeting young people aged 14-25. Strategic marketing is important for XYZ to formulate effective strategies using the 7Ps of marketing. XYZ analyzes factors like its resources, goals, and market to develop flexible strategies. It implements control measures to evaluate strategy effectiveness and make adjustments. XYZ focuses on its core business of sports shoes but considers opportunities to serve new customer segments through innovative value propositions.
This document discusses various types of scales used in marketing research and their applications. It describes 4 main types of scales - nominal, ordinal, interval and ratio scales. It provides examples of each scale and explains how they are used to measure attributes, rank preferences, and rate attitudes. Key applications of scales mentioned include measuring importance of product attributes, ordering quality levels, and rating satisfaction levels. The document aims to explain the different scaling techniques used to objectively measure attitudes in marketing research.
The document provides an overview of several strategic planning models and frameworks that can be used in strategic planning, including:
- Strategy map - A diagram that visually communicates an organization's strategy and how objectives align across different levels.
- Balanced scorecard - A framework that translates an organization's strategy into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
- SWOT analysis - An analysis of an organization's strengths, weaknesses, opportunities, and threats to inform strategic planning.
The document discusses the key components and benefits of these models to effectively communicate and implement organizational strategies.
The document discusses the importance of product strategy for businesses. It provides tips for developing an effective product strategy, including identifying target customers, understanding the problem to be solved, defining a product vision and goals, focusing on the core experience, and establishing metrics to measure success. An effective strategy considers both the current state and desired future state, involves cross-functional teams, and evolves with the business. The overall message is that taking time to thoughtfully plan a product strategy helps ensure the development of the right solutions to meet customer needs.
Taking the Burden Out of Research_Marketer August 2016Jenny Grounds
The document discusses how to conduct market research for architecture, engineering, and construction (A/E/C) firms in a simple, manageable way. It recommends breaking research into small pieces that various team members can complete. Key steps include identifying target market segments, compiling data from various sources, analyzing trends, growth projections, and factors affecting the market. The findings should then be translated into a strategic marketing plan that identifies competitors, performs a SWOT analysis, and sets goals and tactics for the next 12 months. By taking a grassroots approach to regular, ongoing research, small marketing teams can stay informed on industry opportunities without being overwhelmed.
Successful Marketing Starts with a StrategyKatie Spence
Once we’ve crafted a strategy for messaging to customers, Spry Ideas puts the nuts-and-bolts tactics in place that assure ROI on content dollars. Quite often we find companies have no clear objectives for their content and no way of measuring the ROI on content or social media spends. They just write more, tweet more, and hope for the best. Our well-executed content marketing strategies have clear goals and measurable returns. We also offer marketing automation solutions to provide enhanced efficiencies and expanded analytics for clients. You should know that your content is reaching buyers and impacting their buying journeys and we can show you how.
The document outlines an agenda for a strategic planning workshop. It includes sections on workshop objectives, an introduction to strategic planning, and proposed strategy frameworks. The objectives are to understand roles and responsibilities, update the current strategic plan, gain buy-in from stakeholders, understand the strategy formulation process, and agree on future direction. The introduction defines strategic planning and the difference between strategic and business planning. It also discusses benefits like increased profitability and efficiency. Several strategy models are presented, including Mintzberg's 5 P's and emergent strategy principles, the OGSM model, the strategy house, balanced scorecard, and AFI strategy framework.
The document outlines the key concepts and components of strategic market management. It discusses business strategy, sustainable competitive advantage, strategic business units, and the different concepts in strategic marketing management. The production concept, product concept, selling concept, marketing concept, and holistic marketing concept are explained. Finally, the components of strategic market management are listed as analyzing the current situation, assessing opportunities, identifying target markets, setting goals, developing strategies, creating an implementation timeline, and establishing a marketing budget.
This document provides information about getting fully solved assignments from an assignment help service. It includes their contact email and phone number and provides details of an assignment for an MBA course, including the course code, title, assignment code, and coverage. It then lists 5 questions related to the course topics and provides sample answers for each question discussing concepts like pricing strategies, characteristics of dynamic markets, steps in developing an R&D strategy, importance of implementation in corporate planning, and examples of corporate social responsibility initiatives.
This document provides an overview of the key components of a marketing plan. It discusses that a marketing plan outlines an organization's overall marketing efforts and strategy. The plan should include an analysis of the external environment, customers, competitors and trends. It also outlines analyzing internal strengths and weaknesses. The plan then defines objectives and quantifiable goals that are aligned with the organization's overall financial goals. Finally, the plan outlines the specific marketing strategies and tactics across the 7Ps (Product, Price, Place, Promotion, People, Process, Physical Evidence) that will be implemented to achieve the objectives, including budgets, timelines and metrics to measure progress.
Designing Successful International Go-To-Market StrategiesHans Bech
This white paper describes some of the challenges associated with international market penetration for software companies with long value chains. Further, it gives two real life examples of how companies have overcome these challenges using very different approaches.
Company XYZ changed from a channel-based approach to internationalization through acquisitions. Company ABC chose an international joint venture strategy to compensate for lack of staff and funds.
Successful Marketing Starts With A StrategySpryIdeas
Of course, as any savvy marketer knows, in today’s world, nurturing or drip marketing can be a powerful tool to grow your business, which involves sending or “dripping” messages to customers or prospects over time. In other words, marketing ain’t what it used to be. In fact, some experts say marketing is evolving faster than universities can develop new courses to teach the next generation of marketers – they are essentially learning on the job. (http://bit.ly/2ghsK8H)
The document discusses strategic objectives and strategy concepts. It defines strategic objectives as more definitive statements that accomplish an organization's mission. Strategic objectives typically have multi-year timeframes and require efforts from multiple departments. Effective strategic objectives are measurable, achievable, flexible, and stretch employees without being unrealistic. The document also defines strategy and discusses the relationship between vision, mission, and objectives. It emphasizes that strategy involves making explicit choices about customers, offerings, and activities.
Chapter 8 - SECRETS TO BUILDING A WORLD-CLASS BUSINESS THROUGH LEADERSHIP MAR...VINCE FERRARO
This document discusses secrets to building a world-class business through leadership marketing. It outlines six key roles of successful marketing leaders and organizations: 1) being a strategic visionary for the business, 2) growing revenues and market share while managing profitability, 3) identifying and creating new business opportunities, 4) bringing the voice of customers to senior leadership, 5) creating the right marketing structures, and 6) balancing strategic planning and tactical execution over time. The document emphasizes that marketing must be both strategic and able to execute, and that the most effective marketing leaders blend roles to drive business growth.
Chapter 8 - SECRETS TO BUILDING A WORLD-CLASS BUSINESS THROUGH LEADERSHIP MAR...
Go to market
1. High-performance marketing method, training and tools.
Go-to-Market – Fast and True
“Go-to-market.” Why not just “marketing”?
Because “go-to-market” captures the thought of introducing or re-introducing your
product or service into a specific market context. It is more “action-y” than
“marketing” and can serve as a rallying point for you and your team. “We‟re not just
marketing this new Ninja-Master 9000 Training Shoes – we‟re going to market with
them!”
Three Principles for Effective Go-to-Market
First – Define your Objectives
If you don‟t know where you‟re going, it doesn‟t much matter which direction you take the organization.
Objectives are necessary in order to have a clear and clean cut view of where the organization is going.
There are strategic and tactical objectives, which document the future of the firm or a specific market roll-out.
They should be built around concept of messaging must be central, so both strategic and tactical objectives
support the validation, communication and execution of the product‟s Value Proposition– representing a set of
promises that your target market will agree is innovative, indispensable and inspiring.
2. Strategic objectives are the high-level goals that drive strategy and long-term direction. These include
corporate goals (which lay out the major, grand-scheme plans of the organization), financial goals (the key
financial metrics that drive the firm‟s success), and market impact goals (the key metrics that will allow you to
measure your position or success in the marketplace, such as market share, markets served, number of
customers, etc.)
Tactical objectives aren‟t tasks, per se, but are more immediately tangible than strategic objectives. They
reflect the key areas of project management, overall efficiency and time management, and translate easily into
“to-do list” items for your Action Plan, and benchmarks for your timeline.
Keep objectives as clear and specific as possible. Use time-bound targets that are as measurable as possible.
For example: Sell 100,000 units by May of 20xx for revenue of $$$ million.
IT Industry research leader, Gartner, Inc. comments on the importance of tying goals to actionable strategy and
results: “Aspiring „to be the market leader‟ or „to be seen by our clients and partners in their success‟ is
admirable, but lacks the specificity and clear linkage to action and measurable results to propel go-to-market
efforts.”
Do you know where you’re going? Have you established major strategic objectives as well as tangible
tactical objectives? Are these goals clear, specific, and measurable?
Second – Ask the Right Questions
Former Avaya CEO Louis D‟Ambrosio‟s frames strategic planning this way: “We‟ve established three key
priorities: strategy, execution and culture. What‟s most important is the interrelations between the three.”
Given the formation of the your go-to-market strategy and its objectives, actions and resources, four question
areas will arise:
3. What major issues must be faced?
What key decisions must be made?
What information are we missing?
What expertise or “know how” will we need to carry out this plan?
First, identify major issues as they surface, noting where “gaps” still exist. These issues are either internal or
external roadblocks to success. Some issues will require conversations or actions to mitigate their impact on
your plans. In other cases, these issues might not be obstacles but rather create other, unintended
complications. For example, a particular launch may negatively affect a long-term partner because it has
competitive elements within it. This doesn‟t necessarily hinder your go-to-market efforts, but it has
ramifications in other aspects of your business.
All issues require one or more decisions – even “do nothing” is a decision. So, break down these major issues
into key decisions that need to be made while going to market. Frame the decision along with its stakeholders
and its impact on the key factors in the overall strategy.
Finally, what information and expertise is needed to execute your plan? How will you fill these gaps? All
elements should be articulated and measured in terms of their relationship and interrelation to the strategic and
tactical objectives of your go-to-market messaging process.
Third – Don’t Get Stuck
4. Ironically, the
least successful and most difficult task for companies is often not development of go-to-market strategy, but
actually the execution of those plans. It is critical that you keep the elements of your overall strategy at the
center of your conversations and current strategic discussions.
When you consider new business opportunities that might interfere with your current go-to-market tasks, ask:
Is this consistent with our overall objectives? Our timeline?Our goals? Will this take the focus off our strategic
business initiatives?
Also, go back to the four question areas. They are simple yet valuable tools. Consider the simplicity and power
of asking:
Is this an issue that really requires more discussion and understanding?
Do we need to make a decision which presupposes a defined set of outcomes to choose from?
Is this an information gap (a lack of appropriate or sufficient information)?
Do we have a “know-how” gap (the lack of a specific skill or domain expertise to fulfill the mission)?
Teams can develop a “shorthand” that moves them quickly from an emotional read of the situation to an
objectively based one. Be sure to round out your discussions and conversations with an action orientation. You
should always “map back” to your overall project plan, and stay rooted in your overall messaging strategy.
6. On January 27, 2010, the iPad was revealed to the world. The revolutionary tablet computer was
also released amidst a flurry of anticipatory buzz. Within 80 days, Apple sold three million iPads, and
once again changed the way people use technology.
Two products. Two releases. Two (drastically) different outcomes.
These stories remind us of the basic questions: What are the key ingredients to a successful product
launch? How can you protect your product from failure?
One quick Google-search of ―Product Launch Strategies‖ will reveal that these arethe questions
people are asking – no matter the business, no matter the product, no matter the current strategy.
Although there are a variety of ideas and quick tips out there for perusal, I really think your Go-To-
Market strategy can be boiled down to three simple rules. Now, there’s an important distinction
between the terms ―Go-To-Market‖ and ―Marketing‖ – at least in the common understanding of most
professionals I deal with. “Go-To-Market” captures the thought of introducing a specific
product into a specific market context. It is more ―action-y‖ than ―marketing,‖ which can be
applied more broadly to all the activities traditionally associated with strategy, pricing, positioning
and so on. ―Go-to-Market‖ can serve as a rallying point for your team as it is generally seen as very
time-bound (―now‖) and results oriented (―launch this product‖). (I realize this is not exact – but it is a
reflection of how I’ve heard these terms used over the years.)
So here are the three overarching principles for effective Go-To-Market strategy:
1) Define Your Objectives Carefully
If you don’t know where you’re going, it doesn’t much matter which direction you take the
organization.
Objectives are necessary in order to have a clear and clean-cut view of where the organization
is going. They should be built around a central concept of messaging, representing a set of
promises that your target market will agree is innovative, indispensable, and inspiring (I3). Keep
objectives as clear and specific as possible. Use time-bound targets that are measurable. (For
example: Sell 100,000 units by May of 20xx for revenue of $$$ million.)
Strategic objectives are the high-level goals that drive strategy and long-term direction.
These include corporate goals, financial goals, and market impact goals.
Tactical objectives aren’t tasks, per se, but are more immediately tangible than strategic
objectives. They reflect the key areas of project management, overall efficiency and time
management, and translate easily into ―to-do list‖ items.
7. 2) Ask the Right Questions
Throughout the formation of the your go-to-market strategy, four question areas will arise:
What major issues must be faced?
What key decisions must be made?
What information are we missing?
What expertise or “know how” will we need to carry out this plan?
First, identify major issues as they surface, noting where ―gaps‖ still exist. These issues are
either internal or external roadblocks to success. Some issues will require conversations or
actions to mitigate their impact on your plans. In other cases, these issues might not be
obstacles but rather create other, unintended complications. For example, a particular launch
may negatively affect a long-term partner because it has competitive elements within it. This
doesn’t necessarily hinder your go-to-market efforts, but it has ramifications in other aspects of
your business.
Next, make the necessary decisions. All issues require one or more decisions – even ―do
nothing‖ is a decision. So, break down these major issues into key decisions that need to be
made while going to market. Frame the decision along with its stakeholders and its impact on
the key factors in the overall strategy.
Finally, determine what information and expertise is needed to execute your plan. How will
you fill these gaps? All elements should be articulated and measured in terms of their
relationship and interrelation to the strategic and tactical objectives of your go-to-market
messaging process.
3) Don’t Get Stuck
Ironically, the most difficult task for companies is often not development of go-to-market
strategy, but actually the execution of those plans. It is critical that you keep the elements of
your overall strategy at the center of your conversations and current strategic discussions.
When you consider new business opportunities that might interfere with your current go-to-
market tasks, ask: Is this consistent with our overall objectives? Our timeline?Our goals? Will
this take the focus off of our strategic business initiatives?
Also, go back to the four question areas. They are simple yet valuable tools.Consider the
simplicity and power of asking:
8. Is this an issue that really requires more discussion and understanding?
Do we need to make a decision which presupposes a defined set of outcomes to choose
from?
Is this an information gap (a lack of appropriate or sufficient information)?
Do we have a “know-how” gap (the lack of a specific skill or domain expertise to fulfill the
mission)?
Teams can develop a “shorthand” that moves them quickly from an emotional read of the
situation to an objectively based one. Be sure to round out your discussions and
conversations with an action orientation. You should always ―map back‖ to your overall project
plan, and stay rooted in your overall messaging strategy.
Do you have any success/horror stories about product launches?
How have you seen marketing strategies either help or hinder the product’s success?
Related Posts on the Strategic Propositions Blog
You Need Disagreeable People on Your Team
Marketing Process: Necessity, Not Luxury
Objectively Speaking
Strategic Questions
Don't Get Stuck