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Go to Market Strategies

The document outlines a comprehensive guide on go-to-market (GTM) strategies for startups, detailing essential topics such as value proposition, brand positioning, targeting, and customer engagement. It emphasizes the importance of consistency in branding, understanding customer needs, and executing effective marketing and sales cycles. The content includes insights from industry leaders and structured frameworks for startups to achieve success in their GTM efforts.

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Proprietary and Confidential Go to Market Strategies startupsecrets.com
Proprietary and Confidential Workshops Full descriptions of each at startupsecrets.com 1. What’s Your Roadmap to Success? 2. Building a Compelling Value Proposition 3. Turning Products into Companies 4. Culture, Mission and Vision 5. Hiring A+ Talent 6. Game-Changing Business Models 7. Go to Market Strategies 8. Getting Behind the Perfect Investor Pitch 9. Funding Strategies to go the Distance 10. Have You Got What It Takes? 11. Mastering Mutual Mentorship
Proprietary and Confidential Introductions and Connections  Our guests: • Apperian  Mark Lorion @mark_lorion • Demandware  Jamus Driscoll @jamusdriscoll • Hubspot  Brian Halligan @bhalligan • Matrix partners  David Skok @bostonvc  Your hosts: • Harvard I Lab #innovationlab • Michael Skok @mjskok • Startup Secrets #startupsecrets www.startupsecrets.com 3startupsecrets.comGo to Market Strategies
Proprietary and Confidential A Startup GTM Framework Marketing & Sales Cycle Awareness Interest Understanding Engagement Trial Purchase Strategies Tactics Channel Audience Brand Positioning Messaging Social Media PR Services References Direct vs. Channel Channel Development, Management, Etc. Strategic Partners Targeting, Segmentation Personas Actors/Scenes • Results Oriented, Metrics, Execution Driven • Continuous Iteration & Improvement OUTbound/INboound 4startupsecrets.comGo to Market Strategies
Proprietary and Confidential Agenda Strategic 1. Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 5startupsecrets.comGo to Market Strategies
Proprietary and Confidential Name Identity system Brand Essence Every Touch Point Product
Proprietary and Confidential Brand  A science unto itself – Don’t underestimate its power! • Are you Apple or Dell? Coke or Pepsi?  But for starters, branding in startups: • It’s about YOU, the founders! • Your People • Your Culture (see the lecture on Culture, Vision, and Mission) • How You Execute:  How you interact with your ecosystem of customers, partners, suppliers, and stakeholders 7startupsecrets.comGo to Market Strategies
Proprietary and Confidential Brand Essence Framework Vision How is the world changing in a way that makes your idea necessary? Promise What do you promise customers at the most fundamental level? Attributes Spike Special Standard cost of entry different & better unique What makes us distinctly valuable to our customers? How do we achieve over and over? Engagement What does it feel like to engage with us? Personality If we were a person what would we be like? Style How would we present ourselves to the world? Emotion 8startupsecrets.comGo to Market Strategies
Proprietary and Confidential BRANDING DEMANDWARE Jamus Driscoll, SVP Marketing jdriscoll@demandware.com December 3, 2012 Copyright 2012 Demandware, Inc. - Confidential
Proprietary and ConfidentialCopyright 2012 Demandware, Inc. - Confidential Change the Criteria 10
Proprietary and Confidential The Demandware Branding Challenge From  Control of Software  Cost to Install  Expense  Mid-size Companies  Our Platform  Risk  Visionaries To  Control of eCommerce  Cost to Stay Cutting-Edge  Revenue Driver  High-Growth Brands  Your Brands  Confidence  Great Marketers 11Copyright 2012 Demandware, Inc. - Confidential
Proprietary and Confidential The Demandware Opportunity 12 Brand/ Marketing eCommerce Technology Features Benefits Rewards Copyright 2012 Demandware, Inc. - Confidential
Proprietary and Confidential What It Meant 13 • Demandware couldn’t differentiate on claims alone • Must go beyond rational and functional benefits • Address ambition • Speak the customer’s language • It’s not what you can do, it’s what the customer can do • Look and act like a marketing partner • Show, don’t just tell • Make it inspiring! Copyright 2012 Demandware, Inc. - Confidential
Proprietary and Confidential Brand Positioning 14 It’s not just about how the customer feels about you… …It’s also about how you make the customer feel about their self Copyright 2012 Demandware, Inc. - Confidential
Proprietary and Confidential 15 CEO/CMO IT eCommerce Finance An industry leader to watch A real business-enabler and creative problem-solver I ROCK!! A business facilitator, not just a bean counter
Proprietary and Confidential What Does this Mean for the Demandware Customer? 16 The Demandware Brand Promise: Our customers can count on Demandware to help them drive their business – and their own careers – to their full potential. Copyright 2012 Demandware, Inc. - Confidential
Proprietary and Confidential How Does the Customer Benefit? 17 Think It. Do It. No limits. No worries. No surprises. Copyright 2012 Demandware, Inc. - Confidential
Proprietary and Confidential Brand Promise Rests on Brand Attributes 18 Automatic global releases Innovation eco-system Link partners Community Labs Open cloud-based services Single platform: Multi-brand/ Multi-country/ Omni-channel Transparent, inclusive pricing Extensible/ Interoperable Integrated 3rd party services and apps Business model Thought leadership Customer- focused innovation Customer panels World-class operating environment Uptime/Security Scalability Innovation Simplicity Partnership Performance Copyright 2012 Demandware, Inc. - Confidential
Proprietary and Confidential Startup Secret! Be Consistent From the Start to Maintain Brand Integrity 19  Consistency - Great brands are consistent— everywhere a customer comes into contact, they are the same.  Values – Great brands have attributes consistent with company values.  Reliability – Great brands consistently keep their promise. startupsecrets.comGo to Market Strategies
Proprietary and Confidential 20 Startup Secret! Start How You Mean to End startupsecrets.comGo to Market Strategies
Proprietary and Confidential Agenda Strategic 1. Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 21startupsecrets.comGo to Market Strategies
Proprietary and Confidential Positioning Occupy a distinct space:  In a potential customer’s mind  In a unique whitespace in the market • For? (target customers — beachhead segment only) • Who are dissatisfied with? (current market alternative) • Our product is a… (new product category) • That provides… (key problem-solving capability) • Unlike… (reference competitive differentiation to alternative) • We have assembled… (key whole product features for your specific application) 22 Good news! You already did a simplified version in the Value Prop session! startupsecrets.comGo to Market Strategies
Proprietary and Confidential 23 Positioning Mark Lorion, CMO Apperian. Previously VP Marketing Spotfire Analytics Division TIBCO Software
Proprietary and Confidential Company/Product Overview and Positioning/Messaging  For line-of-business managers and data analysts at global enterprises  Who are dissatisfied with rigid BI reports (business intelligence software) that don’t answer questions and require IT support to modify  Our approach offers a user-driven and visual approach for looking at data  That rapidly uncovers new insights that lead to business opportunities, avoids threats, and helps people make better decisions  Unlike traditional Business Intelligence  Spotfire is an Analytics & Data Discovery software platform that provides dimension-free data exploration and freeform user control to ask and answer new questions at the speed of thought 24 Spotfire acquired by TIBCO Software (over $1 billion in revenue) in 2007 Analytics software sold to enterprises in numerous vertical markets $xxxM Operating Unit w/ xxx employees Field teams in throughout Americas, EMEA, APAC
Proprietary and Confidential Competition 25  Unique differentiation • Not just technology  e.g., Targeted Segment  Barriers to entry • Rewind, repeat: Not just technology!  e.g., Business Model, GTM approach  What is sustainable? • IP, patents, network, data, process, etc.  Consistent with your CORE value? startupsecrets.comGo to Market Strategies
Proprietary and Confidential Positioning 2x2: Whatever Sets You Up For a Unique Whitespace 26 a b c d {whitespace} Low Low High High The choice of axes is critical Define real BARRIERS to enter into each segment Bubble sizing for relative size of competitors startupsecrets.comGo to Market Strategies
Proprietary and Confidential Agenda Strategic 1. Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 27startupsecrets.comGo to Market Strategies
Proprietary and Confidential The Perfect Startup Storm 28 Disruptive Business Model Disruptive Technology New Market & GTM startupsecrets.comGo to Market Strategies
Proprietary and Confidential Why Do Targeting and Segmentation Matter? 29  Product / Market fit  Packaging and Pricing  Channels, Distribution  Messaging, communication … and more  DEPEND on Targeting & Segmentation startupsecrets.comGo to Market Strategies
Proprietary and Confidential The Perfect Startup Storm: Focus on Value Proposition FOR Target Segment 30 Disruptive Business Model Disruptive Technology New Market & GTM TARGET SEGMENT startupsecrets.comGo to Market Strategies
Proprietary and Confidential Value Proposition: Recap and Intersection 31 • 3D Solution  Discontinuous  Defensible  Disruptive • 4U Need  Unworkable  Unavoidable  Urgent  Underserved market (For Targeting, Segmentation) startupsecrets.comGo to Market Strategies
Proprietary and Confidential The Perfect Startup Storm: Focus on Value Proposition FOR Target Segment 32 Disruptive Business Model Disruptive Technology New Market & GTM TARGET SEGMENT Unique Undeserved startupsecrets.comGo to Market Strategies
Proprietary and Confidential Adding Value to Lean Startup Thinking: 33 MVP MVS Smaller, Easier Target to Cover Minimum Viable Product (MVP) AND Minimum Viable Segment (MVS) startupsecrets.comGo to Market Strategies
Proprietary and Confidential 34 Startup Secret! Segmentation: A Common Set of Needs Leads to Reference  Segment according to the same NEEDS • Customers can compare solutions  When you deliver • They will REFERENCE each other  Leads to… • Initial Beachhead startupsecrets.comGo to Market Strategies
Proprietary and Confidential Targeting Segmentation: Get to Common Problem and NEEDS 35  Vertical • Automotive • Financial Services • Government  Size • Consumer • SMB • Enterprise  Problem / NEEDS • e.g., Regulatory Approval Process  Applicable Across Pharmaceutical Industry, Fin Services, Government, etc. Vertical Size Problem/NEEDS startupsecrets.comGo to Market Strategies
Proprietary and Confidential 36 Targeting Segmentation: Example: Seeking Critical Need Mobile Professionals vs. Office Worker startupsecrets.comGo to Market Strategies
Proprietary and Confidential 37 Targeting Segmentation: Example: Seeking Critical Need Mobile Professionals vs. Office Worker Field Workers vs. White Collar startupsecrets.comGo to Market Strategies
Proprietary and Confidential 38 Targeting Segmentation: Example: Seeking Critical Need Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales startupsecrets.comGo to Market Strategies
Proprietary and Confidential 39 Targeting Segmentation: Example: Seeking Critical Need Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales Medical Equipment vs. Office Equipment startupsecrets.comGo to Market Strategies
Proprietary and Confidential 40 Targeting Segmentation: Example: Seeking Critical Need Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales Medical Equipment vs. Office Equipment Hospitals vs. Medical Clinics startupsecrets.comGo to Market Strategies
Proprietary and Confidential 41 Targeting Segmentation: Example: Seeking Critical Need Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales Medical Equipment vs. Office Equipment vs. Medical ClinicsHospitals Critical Care vs. Diagnostics startupsecrets.comGo to Market Strategies
Proprietary and Confidential 42 Startup Secret! Don’t Be Afraid to FOCUS!  Narrow as possible to start! • Think Beachhead (Geoffrey Moore)  Would you rather: • Expand on success? • Contract on failure? startupsecrets.comGo to Market Strategies
Proprietary and Confidential Agenda Strategic 1. Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 43startupsecrets.comGo to Market Strategies
Proprietary and Confidential The Startup Marketing and Sales Cycle 44 Awareness Interest Understanding Engagement Trial Purchase startupsecrets.comGo to Market Strategies
Proprietary and Confidential 45 Awareness Interest Understanding Engagement Trial Purchase AA Actors Segment Target Undeserved and Uniquely Valued Target, Segment, and Startup Secret! Personify “Actors” startupsecrets.comGo to Market Strategies
Proprietary and Confidential 46 Awareness Interest Understanding Engagement Trial Purchase AA Actors Segment Target Undeserved and Uniquely Valued Startup Secret! Customer “Actors” Change Through “Stages” Customer “Actors” • Visionary • Technocrat • Operator • Influencer • Economic buyer • Decision maker STAGES startupsecrets.comGo to Market Strategies
Proprietary and Confidential 47 Awareness Interest Understanding Engagement Trial Purchase AA Actors Segment Target Undeserved and Uniquely Valued Ultimately, Discover Customer DMU: Decision Making Units Customer “Actors” • Visionary • Technocrat • Operator • Influencer • Economic buyer • Decision maker STAGES DMU? startupsecrets.comGo to Market Strategies
Proprietary and Confidential 48 Startup Secret! Qualify Early and Often  Qualify early • Save all the money, time and resources that you can early in the process • Opportunity cost for another suspect  Qualify often—things change! • Create lead scoring, nurturing programs  Marketing qualifiers: tie to Targeting and Segmentation • Narrow criteria = easy qualification  Sales qualifiers: • MANACT : Money, Authority, Need, Ability, Competition, Timescales • DMU: Decision Making Unit Awareness Interest Understanding Engagement Trial Purchase Customer “Actors” • Visionary • Technocrat • Operator • Influencer • Economic buyer • Decision maker STAGES DMU? Focused Target Segment startupsecrets.comGo to Market Strategies
Proprietary and Confidential Agenda Strategic 1. Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 49startupsecrets.comGo to Market Strategies
Proprietary and Confidential “Driving” Startup Marketing and Sales 50 Awareness Interest Understanding Engagement Trial Purchase YOU Control Neutral Overdrive GEARStobuildMomentum startupsecrets.comGo to Market Strategies
Proprietary and Confidential “Driving” Startup Marketing and Sales 51 Awareness Interest Understanding Engagement Trial Purchase YOU Control Neutral Overdrive GEARStobuildMomentum Accelerator/Brake/Clutch CUSTOMER Controls startupsecrets.comGo to Market Strategies
Proprietary and Confidential Your Controls: Gears in the Sales Cycle 52  Gears to build momentum • Why the analogy?  Because it’s tough to go from 1st gear to 5th gear in one step – likewise, it’s tough to skip steps in a sales process  Don’t stay with one gear too long when accelerating – you’ll over-rev the engine. Same with the customer! Instead… • Engage a new Gear (sales or marketing tool) every time the customer puts the clutch in.  Measure whether it enables customer to accelerate & build momentum for the sale startupsecrets.comGo to Market Strategies
Proprietary and Confidential Customer’s Controls: ABCs of the Sales Cycle 53 Accelerator • Accelerates the customer from one step to another: • e.g., SLIPPERY product, things like self service, free trials, etc. Brake • Stops the customer moving from one step to another: • e.g., lack of understanding of your solution, poor competitive positioning • DON’T assume it’s price! (ACTIVELY LISTEN to carefully dissect sales objections and recognize sales stops / starts) Clutch • Is engaged when the customer doesn’t know what the next step is, or there’s inertia and risk that causes a stalled sales cycle startupsecrets.comGo to Market Strategies
Proprietary and Confidential “Driving” Marketing and Sales: Proof Connecting It to Customer Gain / Pain Ratio 54 Awareness Interest Understanding Engagement Trial Purchase Neutral Overdrive GEARS Accelerator startupsecrets.comGo to Market Strategies
Proprietary and Confidential “Driving” Marketing and Sales: Proof Connecting It to Customer Gain / Pain Ratio 55 Awareness Interest Understanding Engagement Trial Purchase Neutral Overdrive GEARS Accelerator Customer Gain: • Revenue • Cost savings • Time • People • Competitive advantage • Reputation • Etc. Gain startupsecrets.comGo to Market Strategies
Proprietary and Confidential “Driving” Marketing and Sales: Proof Connecting It to Customer Gain / Pain Ratio 56 Awareness Interest Understanding Engagement Trial Purchase Neutral Overdrive GEARS Accelerator Customer Gain: • Revenue • Cost savings • Time • People • Competitive advantage • Reputation • Etc. Gain Customer Pain: • See (Find) – Awareness • Try – Engagement, Trial • Buy – Price, Package, License • Fly – Implement, Deploy • Own (TCO) – Service, Support Pain startupsecrets.comGo to Market Strategies
Proprietary and Confidential “Driving” Marketing and Sales: Proof Connecting It to Customer Gain / Pain Ratio 57 Awareness Interest Understanding Engagement Trial Purchase Neutral Overdrive GEARS Accelerator Customer Gain: • Revenue • Cost savings • Time • People • Competitive advantage • Reputation • Etc. Gain Customer Pain: • See (Find) – Awareness • Try – Engagement, Trial • Buy – Price, Package, License • Fly – Implement, Deploy • Own (TCO) – Service, Support Pain Inertia, RISK on a startup : • Switching costs? • Default = do nothing • Alternatives? • Good enough = good enough! startupsecrets.comGo to Market Strategies
Proprietary and Confidential “Driving” Marketing and Sales Relating to Business Model CORE, Levers, and Multipliers 58 Awareness Interest Understanding Engagement Trial Purchase CORE Levers Multipliers startupsecrets.comGo to Market Strategies
Proprietary and Confidential “Driving” Marketing and Sales Relating to Business Model CORE, Levers, and Multipliers 59 Awareness Interest Understanding Engagement Trial Purchase CORE Levers Multipliers Multiplier Examples Sales & Marketing  Tiered Pricing  Freemium  Channel partners Product  SLIPPERY products *  “Russian Doll” Packaging *  Technology stacks  WHOLE product ACCELERATE In the Sales Cycle Neutral Overdrive GEARS Lever Examples Sales & Marketing  Web  Inside sales  Inbound  Referencing, viral Product  Support  Services  WHOLE product Accelerator/Brake/Clutch Reduce BRAKES In the Sales Cycle startupsecrets.comGo to Market Strategies
Proprietary and Confidential Road Test: Put It All Together 60 Reduce Brakes, let out Clutch • Time • People • Resources Accelerate in Gear • Automation • NOT people dependent • Self service for the customer Engage levers • Distill to repeat & scale • e.g., Videos, Podcasts • Self service portals, Knowledge bases, Configurators Use Multipliers • SLIPPERY product • Russian Doll packaging (Around your CORE Value Prop) startupsecrets.comGo to Market Strategies
Proprietary and Confidential 61 Go-To Market Strategy and Planning Mark Lorion, CMO Apperian. Previously VP Marketing Spotfire Analytics Division TIBCO Software
Proprietary and Confidential Our Go-To Market Planning 62 Corp and Division Objectives Yearly Business & Marketing Plan Platform Roadmap “Plays” (limited set of cross- functional initiatives  org alignment and scale) Playbooks executed & evaluated quarterly Segmentation
Proprietary and Confidential Our Go-To Market Map (2010 Example) 63 Viral+AwarenessPlay($$$) $$$ US $ $$$0 (Sales driven) EUAPJ FSI Play LS Play (clinical)Channels Play CPG Relative Marketing Programs Investment TIBCO Play LS Play (research) Telco Manufacturing Energy Government FSI Play LS Play (clinical)Channels Play TIBCO Play LS Play (research)Energy Telco Manufacturing CPG LS Play (clinical) LS Play (research) FSI Play Channels Play (China) Manufacturing “Silver Spotfire” ($$) The “Plays”
Proprietary and Confidential Driving Sales and Marketing at Spotfire 64 Overview: Objectives:  Sell risk analytics solutions to banks, I-banks, Insurance Co., Asset managers, Hedge funds, and corporations  REVENUE POTENTIAL: ____  EXPECTED INVESTMENT: ___ Audience  VP, Group Risk Management, VP Cap. Management, Trading Management at major banks  Head of-- Modeling and Research/Actuarial Team/Trading Message:  Respond to changing competitive and regulatory landscape more quickly, effectively and confidently  Empower analysts and decision makers to explore and interrogate data to gain more complete understanding  Deploy real-time data processing and visual /statistical analytics to uncover/discern hidden trends in data Offering:  Enterprise Risk Aggregation “solution”  Credit risk modeling and performance monitoring “solution” Primary Competition:  SAS, @Risk, FactSet, R, MatLab, SPSS, Algorithmics  Internal apps (Excel, Homegrown applications) Competitive Edge:  Open, adaptable, and scalable modeling platform  Fast, intuitive multi-dimensional, user-driven visualizations  Complete data spectrum capabilities – from inputs, quality, analysis, to post- processing reporting and visualizations  Greater range of visualization and computational capabilities Tactical Options: Demand Support  Conferences: RiskMinds Geneva, GARP NYC 2/10  Outbound: telemarketing program to reach named list of prospects, email databases and lists for webcast series  Inbound: Develop thought leadership content – Magazine articles, speaker slots at events, purchase magazine space for columns/editorials; consider blogging series on Cap Markets trends re Risk  Web—PPC, Banner ads (GARP, MashRisk Network, others), rationalize website and upgrade concentration of keywords  Webcasts -- SF/S+ risk related series, 1/month, RiskCenter, Fierce Finance email blast for each event; E&Y compliance series, 6/year, audience is across verticals; Reuters, 3/year SF use as embedded provider of visual analytics Equip Sales:  New “solution” demos are required with support kits – based off XYZ customer deals in 1H’09  Flash tours (4) Develop between 12/09 and 6/10  A dedicated presales resource needed in each major GEO!  Bloomberg subscription (share cost with Energy Play) Partners/Resellers/OEM:  Leverage partnership with Reuters, CapitalIQ for go-to-market programs  Enable resellers with sales kits and investigate co-marketing opportunity Product Enhancements:  Updating time series data; 3d surface plots; Standard distribution reference curves; Custom calendar capability; Weighted average, cumulative return; Productize FinMetrics and NuOpt; Bloomberg Data connection (1-Historic data, 2-’real time’ data)
Proprietary and Confidential Agenda Strategic 1. Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 65startupsecrets.comGo to Market Strategies
Proprietary and Confidential ROME: Results Oriented, Measured Execution 66  You can’t manage what you can’t measure  Measure every step: • Time • People • Other resources  Conversion rates • Accelerators • Brakes • Clutch • Gears Awareness Interest Understanding Engagement Trial Purchase startupsecrets.comGo to Market Strategies
Proprietary and Confidential Drill Down: Marketing and Sales 67 lead lead lead lead lead Awareness Interest Understanding Engagement Trial Purchase $,Time, Resources Conversion rate % Break down measurable, manageable steps ULTIMATELY: $, Time, Resources Conversion rate % Customer startupsecrets.comGo to Market Strategies
Proprietary and Confidential 68 lead lead lead lead lead Awareness Interest Understanding Engagement Trial Purchase Customers Marketing and Sales: FLOW Seamlessly linked steps, that incent customers to flow from one step to another startupsecrets.comGo to Market Strategies
Proprietary and Confidential 69 Startup Secret! Reverse Engineer Awareness Interest Understanding Engagement Trial Purchase $,Time, Resources Conversion rate % REVERSE ENGINEER THE FUNNEL ULTIMATELY: $, Time, Resources Conversion rate % startupsecrets.comGo to Market Strategies
Proprietary and Confidential 70 Startup Secret! Closed Loop via Web Awareness Interest Understanding Engagement Trial Purchase ULTIMATELY: $, Time, Resources Conversion rate % Closed Loop via Web $,Time, Resources Conversion rate % startupsecrets.comGo to Market Strategies
Proprietary and Confidential The Web Changes (Nearly) Everything 71 Positives: • Measure everything • Closed loop • Lower cost Negatives: • One click away  Competitors  Distractions Closed Loop via WebVirtual Sales, Marketing, Services  Webinars  Video  Podcasts Don’t forget the human factors  Personal touch  Relationships – better real than virtual!  Experiential learning is invaluable startupsecrets.comGo to Market Strategies
Proprietary and Confidential Agenda Strategic 1. Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 72startupsecrets.comGo to Market Strategies
Proprietary and Confidential Brian Halligan CEO, HubSpot @Bhalligan
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Proprietary and Confidential 81 CREATE CONTENT • Blog Posts • Info graphics • Videos • E-books • White papers • Reports • Calculators • Freemium Appl • Grader
Proprietary and Confidential OPTIMIZE 82
Proprietary and Confidential 83 PROMOTE
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Proprietary and Confidential 85 LINKS ARE TO THE INTERNET AS DOLLARS ARE TO THE ECONOMY @BHalligan
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Proprietary and Confidential 90 Better Conversion Better Personalization Better Value More Usage
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Proprietary and Confidential Inbound vs. Outbound? 95 $1M $500k $100k $50k $10k $0 IN-bound OUT-bound ?Hybrid DealSize startupsecrets.comGo to Market Strategies
Proprietary and Confidential When Some Outbound Marketing Makes Sense for the Startup 96 Mark Lorion @mark_lorion Apperian, CMO startupsecrets.comGo to Market Strategies
Proprietary and Confidential Agenda Strategic 1. Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 97startupsecrets.comGo to Market Strategies
Proprietary and Confidential Building a Sales and Marketing Machine: Funnel Design and Optimization 98 Time to Recover CAC Conversion Rate CAC Viral Coefficient Churn Rate Viral Cycle Time ROI by Lead Source LTV
Proprietary and Confidential The Basics of Funnel Design 99 1st
Proprietary and Confidential 100 Expand Upsell Cross sell Suspects Closed Deals
Proprietary and Confidential In a Perfect World… 101 1 Step
Proprietary and Confidential In a Perfect World… 102 MyProduct.com HOW IT WORKS DESCRIPTION Our product allows you … BUY NOW! Only $9,999.99
Proprietary and Confidential The Art of Marketing 103
Proprietary and Confidential 104 BUYER THE
Proprietary and Confidential The Buying Cycle 105 CONSIDERATION CLOSED DEAL AWARENESS PURCHASE
Proprietary and Confidential Triggers  Moving homes • Movers, phones, cable TV, furniture, insurance, etc.  Starting a new software project • PaaS (Platform as a Service), developer tools, etc.  Needing to hire lots of new employees • Applicant tracking system  Losing data in a hardware crash • Backup software or service  Reading about a scary new computer virus • Anti-virus software 106
Proprietary and Confidential An Organizational Metaphor for the Key Funnel Stages 107 MIDDLE OF THE FUNNEL CLOSED DEAL TOP OF THE FUNNEL SALES
Proprietary and Confidential What Is the Top of the Funnel? 108 Customer is not aware they have a problem, or that your product category exists GENERATE AWARENESS Customer has a problem and is looking for a solution GET FOUND
Proprietary and Confidential What Is the Middle of the Funnel? 109 QUALIFY MQL (MARKETING QUALIFIED LEAD) NURTURE
Proprietary and Confidential What Is the Middle of the Funnel? 110 QUALIFY MQL (MARKETING QUALIFIED LEAD) NURTURE • Blog • E-Mail Campaigns • Webinars • Free Trials • Newsletters • etc. Wait for a Trigger Or try to create a Trigger
Proprietary and Confidential Consideration Address their Questions and Concerns: • Will this work for my situation? • Is this the best product on the market? • Is it a safe choice? • Who else is using it? • Will I get a return on my investment? • Is it scalable? Secure? • Is it easy to implement? • Will I receive support? • Etc. 111 BUYER THE
Proprietary and Confidential Measurement 112 ”If you cannot measure it, you cannot improve it." - Lord Kelvin 2nd
Proprietary and Confidential What to Measure for Each Step / Action 113 NO. OF ACTIONS % CONVERSION RATE TIME TIME
Proprietary and Confidential The Key Metrics 114 VISITORS CAMPAIGNS TO DRIVE TRAFFIC TRIALS CLOSED DEALS CONVERSION % CONVERSION % OVERALL CONVERSION %
Proprietary and Confidential Even if you are Microsoft, Cisco, Oracle, or Google, your funnel will have… Blockage Points 115 Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects
Proprietary and Confidential Improve 116 3rd
Proprietary and Confidential In diagnosing many funnel blockage points, there is a… Clear Pattern 117
Proprietary and Confidential You are hoping your Customers will do something That they are Not motivated to do 118
Proprietary and Confidential In other words, You designed your funnel the way you hoped it would work But you may not have thought enough about The customers’ point of view 119
Proprietary and Confidential For example, JBoss Put a registration form on their website before a free download And Impact Cut the download rate by more than 10x 120
Proprietary and Confidential Get Inside Your Customer’s Head 121 FRICTION CONCERNS
Proprietary and Confidential Understand What Motivates Them 122 MOTIVATIONS FRICTION CONCERNS
Proprietary and Confidential JBoss Example: They were making $27,000 per month selling documentation. Solution? Give away documentation to get their e-mail address. 123
Proprietary and Confidential Example: Driving Traffic to Your Website 124 GETTING FOUND Customers are not going to find your site unless it is: - On the top page of Google search results - Recommended by a trusted source - Referred to in social media or the blogosphere Friction and Concerns
Proprietary and Confidential 125
Proprietary and Confidential 126
Proprietary and Confidential Lessons from Website Grader  Free tools drive viral spread  Low customer work required  High value delivered  Score leverages competitive urge, and acts as a trigger  Builds trust through clear demonstration of expertise 127
Proprietary and Confidential using engineering for marketing 128
Proprietary and Confidential 129 Build Trust Sell SellFirst Contact First Contact Build Relationship
Proprietary and Confidential It Is Often Necessary to Find Topics That Are Not Related to the Sale 130 Build Trust Sell First Contact Build Relationship
Proprietary and Confidential Selling is 10x easier Once you have established TRUST 131
Proprietary and Confidential The Keys to Success 132 BUYER THE GET INSIDE YOUR BUYER’S MIND
Proprietary and Confidential Agenda Strategic 1. Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 133startupsecrets.comGo to Market Strategies
Proprietary and Confidential Recap Marketing & Sales Cycle Awareness Interest Understanding Engagement Trial Purchase Strategies Tactics Channel Audience Brand Positioning Messaging Social Media PR Services References Direct vs. Channel Channel Development, Management, Etc. Strategic Partners Targeting, Segmentation Personas Actors/Scenes • Results Oriented, Metrics, Execution Driven • Continuous Iteration & Improvement OUTbound/INboound 134startupsecrets.comGo to Market Strategies
Proprietary and Confidential Case Examples Not Covered on: www.startupsecrets.com 135  Brand elements  Channel / Distribution  Services, Professional Services  Guerilla Marketing – when you’ve got no $!  To come • Connection with business model • Whole product • Strategic partnering startupsecrets.comGo to Market Strategies
Proprietary and Confidential Key Points to Remember: 136  Manage your brand from the start  Position to be unique  Target & segment around customer needs  Think about “driving” your marketing & sales cycle  GTM is both strategic and tactical  But it is ultimately about ROME startupsecrets.comGo to Market Strategies
Proprietary and Confidential Remember, ROME Wasn’t Built In a Day! 13 Nor will your GTM strategy and tactics be – R esults – O riented – M easured – E xecution – D riven through iteration Listen Learn Lead Iterate Pivot GTM Business Model • Results Oriented, Metrics, Execution Driven • Continuous Iteration & Improvement startupsecrets.comGo to Market Strategies
Proprietary and Confidential Building an Enduring Company: GTM Is a Key Part of Execution 138 Vision Value Proposition People Execution Cultural Consistency Enduring Compan y Startup Listen Learn Lead Iterate Pivot startupsecrets.comGo to Market Strategies
Proprietary and Confidential Thank You! 139  Apperian • Mark Lorion  Demandware • Jamus Driscoll  Hubspot • Brian Halligan  Matrix partners • David Skok • Harvard I Lab #innovationlab • Michael Skok @mjskok • Startup Secrets #startupsecrets www.startupsecrets.com startupsecrets.comGo to Market Strategies
Proprietary and Confidential info@startupsecrets.com
Proprietary and Confidential Go to Market Strategies startupsecrets.com

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Go to Market Strategies

  • 1.
    Proprietary and Confidential Goto Market Strategies startupsecrets.com
  • 2.
    Proprietary and Confidential Workshops Fulldescriptions of each at startupsecrets.com 1. What’s Your Roadmap to Success? 2. Building a Compelling Value Proposition 3. Turning Products into Companies 4. Culture, Mission and Vision 5. Hiring A+ Talent 6. Game-Changing Business Models 7. Go to Market Strategies 8. Getting Behind the Perfect Investor Pitch 9. Funding Strategies to go the Distance 10. Have You Got What It Takes? 11. Mastering Mutual Mentorship
  • 3.
    Proprietary and Confidential Introductionsand Connections  Our guests: • Apperian  Mark Lorion @mark_lorion • Demandware  Jamus Driscoll @jamusdriscoll • Hubspot  Brian Halligan @bhalligan • Matrix partners  David Skok @bostonvc  Your hosts: • Harvard I Lab #innovationlab • Michael Skok @mjskok • Startup Secrets #startupsecrets www.startupsecrets.com 3startupsecrets.comGo to Market Strategies
  • 4.
    Proprietary and Confidential AStartup GTM Framework Marketing & Sales Cycle Awareness Interest Understanding Engagement Trial Purchase Strategies Tactics Channel Audience Brand Positioning Messaging Social Media PR Services References Direct vs. Channel Channel Development, Management, Etc. Strategic Partners Targeting, Segmentation Personas Actors/Scenes • Results Oriented, Metrics, Execution Driven • Continuous Iteration & Improvement OUTbound/INboound 4startupsecrets.comGo to Market Strategies
  • 5.
    Proprietary and Confidential Agenda Strategic 1.Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 5startupsecrets.comGo to Market Strategies
  • 6.
  • 7.
    Proprietary and Confidential Brand A science unto itself – Don’t underestimate its power! • Are you Apple or Dell? Coke or Pepsi?  But for starters, branding in startups: • It’s about YOU, the founders! • Your People • Your Culture (see the lecture on Culture, Vision, and Mission) • How You Execute:  How you interact with your ecosystem of customers, partners, suppliers, and stakeholders 7startupsecrets.comGo to Market Strategies
  • 8.
    Proprietary and Confidential BrandEssence Framework Vision How is the world changing in a way that makes your idea necessary? Promise What do you promise customers at the most fundamental level? Attributes Spike Special Standard cost of entry different & better unique What makes us distinctly valuable to our customers? How do we achieve over and over? Engagement What does it feel like to engage with us? Personality If we were a person what would we be like? Style How would we present ourselves to the world? Emotion 8startupsecrets.comGo to Market Strategies
  • 9.
    Proprietary and Confidential BRANDING DEMANDWARE JamusDriscoll, SVP Marketing jdriscoll@demandware.com December 3, 2012 Copyright 2012 Demandware, Inc. - Confidential
  • 10.
    Proprietary and ConfidentialCopyright2012 Demandware, Inc. - Confidential Change the Criteria 10
  • 11.
    Proprietary and Confidential TheDemandware Branding Challenge From  Control of Software  Cost to Install  Expense  Mid-size Companies  Our Platform  Risk  Visionaries To  Control of eCommerce  Cost to Stay Cutting-Edge  Revenue Driver  High-Growth Brands  Your Brands  Confidence  Great Marketers 11Copyright 2012 Demandware, Inc. - Confidential
  • 12.
    Proprietary and Confidential TheDemandware Opportunity 12 Brand/ Marketing eCommerce Technology Features Benefits Rewards Copyright 2012 Demandware, Inc. - Confidential
  • 13.
    Proprietary and Confidential WhatIt Meant 13 • Demandware couldn’t differentiate on claims alone • Must go beyond rational and functional benefits • Address ambition • Speak the customer’s language • It’s not what you can do, it’s what the customer can do • Look and act like a marketing partner • Show, don’t just tell • Make it inspiring! Copyright 2012 Demandware, Inc. - Confidential
  • 14.
    Proprietary and Confidential BrandPositioning 14 It’s not just about how the customer feels about you… …It’s also about how you make the customer feel about their self Copyright 2012 Demandware, Inc. - Confidential
  • 15.
    Proprietary and Confidential15 CEO/CMO IT eCommerce Finance An industry leader to watch A real business-enabler and creative problem-solver I ROCK!! A business facilitator, not just a bean counter
  • 16.
    Proprietary and Confidential WhatDoes this Mean for the Demandware Customer? 16 The Demandware Brand Promise: Our customers can count on Demandware to help them drive their business – and their own careers – to their full potential. Copyright 2012 Demandware, Inc. - Confidential
  • 17.
    Proprietary and Confidential HowDoes the Customer Benefit? 17 Think It. Do It. No limits. No worries. No surprises. Copyright 2012 Demandware, Inc. - Confidential
  • 18.
    Proprietary and Confidential BrandPromise Rests on Brand Attributes 18 Automatic global releases Innovation eco-system Link partners Community Labs Open cloud-based services Single platform: Multi-brand/ Multi-country/ Omni-channel Transparent, inclusive pricing Extensible/ Interoperable Integrated 3rd party services and apps Business model Thought leadership Customer- focused innovation Customer panels World-class operating environment Uptime/Security Scalability Innovation Simplicity Partnership Performance Copyright 2012 Demandware, Inc. - Confidential
  • 19.
    Proprietary and Confidential StartupSecret! Be Consistent From the Start to Maintain Brand Integrity 19  Consistency - Great brands are consistent— everywhere a customer comes into contact, they are the same.  Values – Great brands have attributes consistent with company values.  Reliability – Great brands consistently keep their promise. startupsecrets.comGo to Market Strategies
  • 20.
    Proprietary and Confidential20 Startup Secret! Start How You Mean to End startupsecrets.comGo to Market Strategies
  • 21.
    Proprietary and Confidential Agenda Strategic 1.Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 21startupsecrets.comGo to Market Strategies
  • 22.
    Proprietary and Confidential Positioning Occupya distinct space:  In a potential customer’s mind  In a unique whitespace in the market • For? (target customers — beachhead segment only) • Who are dissatisfied with? (current market alternative) • Our product is a… (new product category) • That provides… (key problem-solving capability) • Unlike… (reference competitive differentiation to alternative) • We have assembled… (key whole product features for your specific application) 22 Good news! You already did a simplified version in the Value Prop session! startupsecrets.comGo to Market Strategies
  • 23.
    Proprietary and Confidential23 Positioning Mark Lorion, CMO Apperian. Previously VP Marketing Spotfire Analytics Division TIBCO Software
  • 24.
    Proprietary and Confidential Company/ProductOverview and Positioning/Messaging  For line-of-business managers and data analysts at global enterprises  Who are dissatisfied with rigid BI reports (business intelligence software) that don’t answer questions and require IT support to modify  Our approach offers a user-driven and visual approach for looking at data  That rapidly uncovers new insights that lead to business opportunities, avoids threats, and helps people make better decisions  Unlike traditional Business Intelligence  Spotfire is an Analytics & Data Discovery software platform that provides dimension-free data exploration and freeform user control to ask and answer new questions at the speed of thought 24 Spotfire acquired by TIBCO Software (over $1 billion in revenue) in 2007 Analytics software sold to enterprises in numerous vertical markets $xxxM Operating Unit w/ xxx employees Field teams in throughout Americas, EMEA, APAC
  • 25.
    Proprietary and Confidential Competition 25 Unique differentiation • Not just technology  e.g., Targeted Segment  Barriers to entry • Rewind, repeat: Not just technology!  e.g., Business Model, GTM approach  What is sustainable? • IP, patents, network, data, process, etc.  Consistent with your CORE value? startupsecrets.comGo to Market Strategies
  • 26.
    Proprietary and Confidential Positioning2x2: Whatever Sets You Up For a Unique Whitespace 26 a b c d {whitespace} Low Low High High The choice of axes is critical Define real BARRIERS to enter into each segment Bubble sizing for relative size of competitors startupsecrets.comGo to Market Strategies
  • 27.
    Proprietary and Confidential Agenda Strategic 1.Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 27startupsecrets.comGo to Market Strategies
  • 28.
    Proprietary and Confidential ThePerfect Startup Storm 28 Disruptive Business Model Disruptive Technology New Market & GTM startupsecrets.comGo to Market Strategies
  • 29.
    Proprietary and Confidential WhyDo Targeting and Segmentation Matter? 29  Product / Market fit  Packaging and Pricing  Channels, Distribution  Messaging, communication … and more  DEPEND on Targeting & Segmentation startupsecrets.comGo to Market Strategies
  • 30.
    Proprietary and Confidential ThePerfect Startup Storm: Focus on Value Proposition FOR Target Segment 30 Disruptive Business Model Disruptive Technology New Market & GTM TARGET SEGMENT startupsecrets.comGo to Market Strategies
  • 31.
    Proprietary and Confidential ValueProposition: Recap and Intersection 31 • 3D Solution  Discontinuous  Defensible  Disruptive • 4U Need  Unworkable  Unavoidable  Urgent  Underserved market (For Targeting, Segmentation) startupsecrets.comGo to Market Strategies
  • 32.
    Proprietary and Confidential ThePerfect Startup Storm: Focus on Value Proposition FOR Target Segment 32 Disruptive Business Model Disruptive Technology New Market & GTM TARGET SEGMENT Unique Undeserved startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential AddingValue to Lean Startup Thinking: 33 MVP MVS Smaller, Easier Target to Cover Minimum Viable Product (MVP) AND Minimum Viable Segment (MVS) startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential34 Startup Secret! Segmentation: A Common Set of Needs Leads to Reference  Segment according to the same NEEDS • Customers can compare solutions  When you deliver • They will REFERENCE each other  Leads to… • Initial Beachhead startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential TargetingSegmentation: Get to Common Problem and NEEDS 35  Vertical • Automotive • Financial Services • Government  Size • Consumer • SMB • Enterprise  Problem / NEEDS • e.g., Regulatory Approval Process  Applicable Across Pharmaceutical Industry, Fin Services, Government, etc. Vertical Size Problem/NEEDS startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential36 Targeting Segmentation: Example: Seeking Critical Need Mobile Professionals vs. Office Worker startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential37 Targeting Segmentation: Example: Seeking Critical Need Mobile Professionals vs. Office Worker Field Workers vs. White Collar startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential38 Targeting Segmentation: Example: Seeking Critical Need Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential39 Targeting Segmentation: Example: Seeking Critical Need Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales Medical Equipment vs. Office Equipment startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential40 Targeting Segmentation: Example: Seeking Critical Need Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales Medical Equipment vs. Office Equipment Hospitals vs. Medical Clinics startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential41 Targeting Segmentation: Example: Seeking Critical Need Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales Medical Equipment vs. Office Equipment vs. Medical ClinicsHospitals Critical Care vs. Diagnostics startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential42 Startup Secret! Don’t Be Afraid to FOCUS!  Narrow as possible to start! • Think Beachhead (Geoffrey Moore)  Would you rather: • Expand on success? • Contract on failure? startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential Agenda Strategic 1.Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 43startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential TheStartup Marketing and Sales Cycle 44 Awareness Interest Understanding Engagement Trial Purchase startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential45 Awareness Interest Understanding Engagement Trial Purchase AA Actors Segment Target Undeserved and Uniquely Valued Target, Segment, and Startup Secret! Personify “Actors” startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential46 Awareness Interest Understanding Engagement Trial Purchase AA Actors Segment Target Undeserved and Uniquely Valued Startup Secret! Customer “Actors” Change Through “Stages” Customer “Actors” • Visionary • Technocrat • Operator • Influencer • Economic buyer • Decision maker STAGES startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential47 Awareness Interest Understanding Engagement Trial Purchase AA Actors Segment Target Undeserved and Uniquely Valued Ultimately, Discover Customer DMU: Decision Making Units Customer “Actors” • Visionary • Technocrat • Operator • Influencer • Economic buyer • Decision maker STAGES DMU? startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential48 Startup Secret! Qualify Early and Often  Qualify early • Save all the money, time and resources that you can early in the process • Opportunity cost for another suspect  Qualify often—things change! • Create lead scoring, nurturing programs  Marketing qualifiers: tie to Targeting and Segmentation • Narrow criteria = easy qualification  Sales qualifiers: • MANACT : Money, Authority, Need, Ability, Competition, Timescales • DMU: Decision Making Unit Awareness Interest Understanding Engagement Trial Purchase Customer “Actors” • Visionary • Technocrat • Operator • Influencer • Economic buyer • Decision maker STAGES DMU? Focused Target Segment startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential Agenda Strategic 1.Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 49startupsecrets.comGo to Market Strategies
  • 50.
    Proprietary and Confidential “Driving”Startup Marketing and Sales 50 Awareness Interest Understanding Engagement Trial Purchase YOU Control Neutral Overdrive GEARStobuildMomentum startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential “Driving”Startup Marketing and Sales 51 Awareness Interest Understanding Engagement Trial Purchase YOU Control Neutral Overdrive GEARStobuildMomentum Accelerator/Brake/Clutch CUSTOMER Controls startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential YourControls: Gears in the Sales Cycle 52  Gears to build momentum • Why the analogy?  Because it’s tough to go from 1st gear to 5th gear in one step – likewise, it’s tough to skip steps in a sales process  Don’t stay with one gear too long when accelerating – you’ll over-rev the engine. Same with the customer! Instead… • Engage a new Gear (sales or marketing tool) every time the customer puts the clutch in.  Measure whether it enables customer to accelerate & build momentum for the sale startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential Customer’sControls: ABCs of the Sales Cycle 53 Accelerator • Accelerates the customer from one step to another: • e.g., SLIPPERY product, things like self service, free trials, etc. Brake • Stops the customer moving from one step to another: • e.g., lack of understanding of your solution, poor competitive positioning • DON’T assume it’s price! (ACTIVELY LISTEN to carefully dissect sales objections and recognize sales stops / starts) Clutch • Is engaged when the customer doesn’t know what the next step is, or there’s inertia and risk that causes a stalled sales cycle startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential “Driving”Marketing and Sales: Proof Connecting It to Customer Gain / Pain Ratio 54 Awareness Interest Understanding Engagement Trial Purchase Neutral Overdrive GEARS Accelerator startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential “Driving”Marketing and Sales: Proof Connecting It to Customer Gain / Pain Ratio 55 Awareness Interest Understanding Engagement Trial Purchase Neutral Overdrive GEARS Accelerator Customer Gain: • Revenue • Cost savings • Time • People • Competitive advantage • Reputation • Etc. Gain startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential “Driving”Marketing and Sales: Proof Connecting It to Customer Gain / Pain Ratio 56 Awareness Interest Understanding Engagement Trial Purchase Neutral Overdrive GEARS Accelerator Customer Gain: • Revenue • Cost savings • Time • People • Competitive advantage • Reputation • Etc. Gain Customer Pain: • See (Find) – Awareness • Try – Engagement, Trial • Buy – Price, Package, License • Fly – Implement, Deploy • Own (TCO) – Service, Support Pain startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential “Driving”Marketing and Sales: Proof Connecting It to Customer Gain / Pain Ratio 57 Awareness Interest Understanding Engagement Trial Purchase Neutral Overdrive GEARS Accelerator Customer Gain: • Revenue • Cost savings • Time • People • Competitive advantage • Reputation • Etc. Gain Customer Pain: • See (Find) – Awareness • Try – Engagement, Trial • Buy – Price, Package, License • Fly – Implement, Deploy • Own (TCO) – Service, Support Pain Inertia, RISK on a startup : • Switching costs? • Default = do nothing • Alternatives? • Good enough = good enough! startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential “Driving”Marketing and Sales Relating to Business Model CORE, Levers, and Multipliers 58 Awareness Interest Understanding Engagement Trial Purchase CORE Levers Multipliers startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential “Driving”Marketing and Sales Relating to Business Model CORE, Levers, and Multipliers 59 Awareness Interest Understanding Engagement Trial Purchase CORE Levers Multipliers Multiplier Examples Sales & Marketing  Tiered Pricing  Freemium  Channel partners Product  SLIPPERY products *  “Russian Doll” Packaging *  Technology stacks  WHOLE product ACCELERATE In the Sales Cycle Neutral Overdrive GEARS Lever Examples Sales & Marketing  Web  Inside sales  Inbound  Referencing, viral Product  Support  Services  WHOLE product Accelerator/Brake/Clutch Reduce BRAKES In the Sales Cycle startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential RoadTest: Put It All Together 60 Reduce Brakes, let out Clutch • Time • People • Resources Accelerate in Gear • Automation • NOT people dependent • Self service for the customer Engage levers • Distill to repeat & scale • e.g., Videos, Podcasts • Self service portals, Knowledge bases, Configurators Use Multipliers • SLIPPERY product • Russian Doll packaging (Around your CORE Value Prop) startupsecrets.comGo to Market Strategies
  • 61.
    Proprietary and Confidential61 Go-To Market Strategy and Planning Mark Lorion, CMO Apperian. Previously VP Marketing Spotfire Analytics Division TIBCO Software
  • 62.
    Proprietary and Confidential OurGo-To Market Planning 62 Corp and Division Objectives Yearly Business & Marketing Plan Platform Roadmap “Plays” (limited set of cross- functional initiatives  org alignment and scale) Playbooks executed & evaluated quarterly Segmentation
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    Proprietary and Confidential OurGo-To Market Map (2010 Example) 63 Viral+AwarenessPlay($$$) $$$ US $ $$$0 (Sales driven) EUAPJ FSI Play LS Play (clinical)Channels Play CPG Relative Marketing Programs Investment TIBCO Play LS Play (research) Telco Manufacturing Energy Government FSI Play LS Play (clinical)Channels Play TIBCO Play LS Play (research)Energy Telco Manufacturing CPG LS Play (clinical) LS Play (research) FSI Play Channels Play (China) Manufacturing “Silver Spotfire” ($$) The “Plays”
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    Proprietary and Confidential DrivingSales and Marketing at Spotfire 64 Overview: Objectives:  Sell risk analytics solutions to banks, I-banks, Insurance Co., Asset managers, Hedge funds, and corporations  REVENUE POTENTIAL: ____  EXPECTED INVESTMENT: ___ Audience  VP, Group Risk Management, VP Cap. Management, Trading Management at major banks  Head of-- Modeling and Research/Actuarial Team/Trading Message:  Respond to changing competitive and regulatory landscape more quickly, effectively and confidently  Empower analysts and decision makers to explore and interrogate data to gain more complete understanding  Deploy real-time data processing and visual /statistical analytics to uncover/discern hidden trends in data Offering:  Enterprise Risk Aggregation “solution”  Credit risk modeling and performance monitoring “solution” Primary Competition:  SAS, @Risk, FactSet, R, MatLab, SPSS, Algorithmics  Internal apps (Excel, Homegrown applications) Competitive Edge:  Open, adaptable, and scalable modeling platform  Fast, intuitive multi-dimensional, user-driven visualizations  Complete data spectrum capabilities – from inputs, quality, analysis, to post- processing reporting and visualizations  Greater range of visualization and computational capabilities Tactical Options: Demand Support  Conferences: RiskMinds Geneva, GARP NYC 2/10  Outbound: telemarketing program to reach named list of prospects, email databases and lists for webcast series  Inbound: Develop thought leadership content – Magazine articles, speaker slots at events, purchase magazine space for columns/editorials; consider blogging series on Cap Markets trends re Risk  Web—PPC, Banner ads (GARP, MashRisk Network, others), rationalize website and upgrade concentration of keywords  Webcasts -- SF/S+ risk related series, 1/month, RiskCenter, Fierce Finance email blast for each event; E&Y compliance series, 6/year, audience is across verticals; Reuters, 3/year SF use as embedded provider of visual analytics Equip Sales:  New “solution” demos are required with support kits – based off XYZ customer deals in 1H’09  Flash tours (4) Develop between 12/09 and 6/10  A dedicated presales resource needed in each major GEO!  Bloomberg subscription (share cost with Energy Play) Partners/Resellers/OEM:  Leverage partnership with Reuters, CapitalIQ for go-to-market programs  Enable resellers with sales kits and investigate co-marketing opportunity Product Enhancements:  Updating time series data; 3d surface plots; Standard distribution reference curves; Custom calendar capability; Weighted average, cumulative return; Productize FinMetrics and NuOpt; Bloomberg Data connection (1-Historic data, 2-’real time’ data)
  • 65.
    Proprietary and Confidential Agenda Strategic 1.Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 65startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential ROME: ResultsOriented, Measured Execution 66  You can’t manage what you can’t measure  Measure every step: • Time • People • Other resources  Conversion rates • Accelerators • Brakes • Clutch • Gears Awareness Interest Understanding Engagement Trial Purchase startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential DrillDown: Marketing and Sales 67 lead lead lead lead lead Awareness Interest Understanding Engagement Trial Purchase $,Time, Resources Conversion rate % Break down measurable, manageable steps ULTIMATELY: $, Time, Resources Conversion rate % Customer startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential68 lead lead lead lead lead Awareness Interest Understanding Engagement Trial Purchase Customers Marketing and Sales: FLOW Seamlessly linked steps, that incent customers to flow from one step to another startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential69 Startup Secret! Reverse Engineer Awareness Interest Understanding Engagement Trial Purchase $,Time, Resources Conversion rate % REVERSE ENGINEER THE FUNNEL ULTIMATELY: $, Time, Resources Conversion rate % startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential70 Startup Secret! Closed Loop via Web Awareness Interest Understanding Engagement Trial Purchase ULTIMATELY: $, Time, Resources Conversion rate % Closed Loop via Web $,Time, Resources Conversion rate % startupsecrets.comGo to Market Strategies
  • 71.
    Proprietary and Confidential TheWeb Changes (Nearly) Everything 71 Positives: • Measure everything • Closed loop • Lower cost Negatives: • One click away  Competitors  Distractions Closed Loop via WebVirtual Sales, Marketing, Services  Webinars  Video  Podcasts Don’t forget the human factors  Personal touch  Relationships – better real than virtual!  Experiential learning is invaluable startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential Agenda Strategic 1.Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 72startupsecrets.comGo to Market Strategies
  • 73.
    Proprietary and Confidential BrianHalligan CEO, HubSpot @Bhalligan
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    Proprietary and Confidential81 CREATE CONTENT • Blog Posts • Info graphics • Videos • E-books • White papers • Reports • Calculators • Freemium Appl • Grader
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    Proprietary and Confidential85 LINKS ARE TO THE INTERNET AS DOLLARS ARE TO THE ECONOMY @BHalligan
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    Proprietary and Confidential90 Better Conversion Better Personalization Better Value More Usage
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    Proprietary and Confidential Inboundvs. Outbound? 95 $1M $500k $100k $50k $10k $0 IN-bound OUT-bound ?Hybrid DealSize startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential WhenSome Outbound Marketing Makes Sense for the Startup 96 Mark Lorion @mark_lorion Apperian, CMO startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential Agenda Strategic 1.Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 97startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential Buildinga Sales and Marketing Machine: Funnel Design and Optimization 98 Time to Recover CAC Conversion Rate CAC Viral Coefficient Churn Rate Viral Cycle Time ROI by Lead Source LTV
  • 99.
    Proprietary and Confidential TheBasics of Funnel Design 99 1st
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    Proprietary and Confidential100 Expand Upsell Cross sell Suspects Closed Deals
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    Proprietary and Confidential Ina Perfect World… 101 1 Step
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    Proprietary and Confidential Ina Perfect World… 102 MyProduct.com HOW IT WORKS DESCRIPTION Our product allows you … BUY NOW! Only $9,999.99
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    Proprietary and Confidential TheBuying Cycle 105 CONSIDERATION CLOSED DEAL AWARENESS PURCHASE
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    Proprietary and Confidential Triggers Moving homes • Movers, phones, cable TV, furniture, insurance, etc.  Starting a new software project • PaaS (Platform as a Service), developer tools, etc.  Needing to hire lots of new employees • Applicant tracking system  Losing data in a hardware crash • Backup software or service  Reading about a scary new computer virus • Anti-virus software 106
  • 107.
    Proprietary and Confidential AnOrganizational Metaphor for the Key Funnel Stages 107 MIDDLE OF THE FUNNEL CLOSED DEAL TOP OF THE FUNNEL SALES
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    Proprietary and Confidential WhatIs the Top of the Funnel? 108 Customer is not aware they have a problem, or that your product category exists GENERATE AWARENESS Customer has a problem and is looking for a solution GET FOUND
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    Proprietary and Confidential WhatIs the Middle of the Funnel? 109 QUALIFY MQL (MARKETING QUALIFIED LEAD) NURTURE
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    Proprietary and Confidential WhatIs the Middle of the Funnel? 110 QUALIFY MQL (MARKETING QUALIFIED LEAD) NURTURE • Blog • E-Mail Campaigns • Webinars • Free Trials • Newsletters • etc. Wait for a Trigger Or try to create a Trigger
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    Proprietary and Confidential Consideration Addresstheir Questions and Concerns: • Will this work for my situation? • Is this the best product on the market? • Is it a safe choice? • Who else is using it? • Will I get a return on my investment? • Is it scalable? Secure? • Is it easy to implement? • Will I receive support? • Etc. 111 BUYER THE
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    Proprietary and Confidential Measurement 112 ”Ifyou cannot measure it, you cannot improve it." - Lord Kelvin 2nd
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    Proprietary and Confidential Whatto Measure for Each Step / Action 113 NO. OF ACTIONS % CONVERSION RATE TIME TIME
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    Proprietary and Confidential TheKey Metrics 114 VISITORS CAMPAIGNS TO DRIVE TRAFFIC TRIALS CLOSED DEALS CONVERSION % CONVERSION % OVERALL CONVERSION %
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    Proprietary and Confidential Evenif you are Microsoft, Cisco, Oracle, or Google, your funnel will have… Blockage Points 115 Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects Suspects
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    Proprietary and Confidential Indiagnosing many funnel blockage points, there is a… Clear Pattern 117
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    Proprietary and Confidential Youare hoping your Customers will do something That they are Not motivated to do 118
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    Proprietary and Confidential Inother words, You designed your funnel the way you hoped it would work But you may not have thought enough about The customers’ point of view 119
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    Proprietary and Confidential Forexample, JBoss Put a registration form on their website before a free download And Impact Cut the download rate by more than 10x 120
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    Proprietary and Confidential GetInside Your Customer’s Head 121 FRICTION CONCERNS
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    Proprietary and Confidential UnderstandWhat Motivates Them 122 MOTIVATIONS FRICTION CONCERNS
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    Proprietary and Confidential JBossExample: They were making $27,000 per month selling documentation. Solution? Give away documentation to get their e-mail address. 123
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    Proprietary and Confidential Example:Driving Traffic to Your Website 124 GETTING FOUND Customers are not going to find your site unless it is: - On the top page of Google search results - Recommended by a trusted source - Referred to in social media or the blogosphere Friction and Concerns
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    Proprietary and Confidential Lessonsfrom Website Grader  Free tools drive viral spread  Low customer work required  High value delivered  Score leverages competitive urge, and acts as a trigger  Builds trust through clear demonstration of expertise 127
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    Proprietary and Confidential usingengineering for marketing 128
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    Proprietary and Confidential129 Build Trust Sell SellFirst Contact First Contact Build Relationship
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    Proprietary and Confidential ItIs Often Necessary to Find Topics That Are Not Related to the Sale 130 Build Trust Sell First Contact Build Relationship
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    Proprietary and Confidential Sellingis 10x easier Once you have established TRUST 131
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    Proprietary and Confidential TheKeys to Success 132 BUYER THE GET INSIDE YOUR BUYER’S MIND
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    Proprietary and Confidential Agenda Strategic 1.Brand 2. Positioning 3. Targeting, Segmentation Tactical 1. The Marketing and Sales Cycle 2. Driving to Market 3. Results-Oriented, Measured Execution Execution – Introduction to Key Areas 1. Inbound 2. Building Your GTM Machine 133startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential Recap Marketing& Sales Cycle Awareness Interest Understanding Engagement Trial Purchase Strategies Tactics Channel Audience Brand Positioning Messaging Social Media PR Services References Direct vs. Channel Channel Development, Management, Etc. Strategic Partners Targeting, Segmentation Personas Actors/Scenes • Results Oriented, Metrics, Execution Driven • Continuous Iteration & Improvement OUTbound/INboound 134startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential CaseExamples Not Covered on: www.startupsecrets.com 135  Brand elements  Channel / Distribution  Services, Professional Services  Guerilla Marketing – when you’ve got no $!  To come • Connection with business model • Whole product • Strategic partnering startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential KeyPoints to Remember: 136  Manage your brand from the start  Position to be unique  Target & segment around customer needs  Think about “driving” your marketing & sales cycle  GTM is both strategic and tactical  But it is ultimately about ROME startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential Remember,ROME Wasn’t Built In a Day! 13 Nor will your GTM strategy and tactics be – R esults – O riented – M easured – E xecution – D riven through iteration Listen Learn Lead Iterate Pivot GTM Business Model • Results Oriented, Metrics, Execution Driven • Continuous Iteration & Improvement startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential Buildingan Enduring Company: GTM Is a Key Part of Execution 138 Vision Value Proposition People Execution Cultural Consistency Enduring Compan y Startup Listen Learn Lead Iterate Pivot startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential ThankYou! 139  Apperian • Mark Lorion  Demandware • Jamus Driscoll  Hubspot • Brian Halligan  Matrix partners • David Skok • Harvard I Lab #innovationlab • Michael Skok @mjskok • Startup Secrets #startupsecrets www.startupsecrets.com startupsecrets.comGo to Market Strategies
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    Proprietary and Confidential Goto Market Strategies startupsecrets.com