Go to Market Strategies

Proprietary and Confidential
Go to Market Strategies
startupsecrets.com

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

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

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

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

Name
Identity
system
Brand
Essence
Every Touch
Point
Product

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

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

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

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

The Demandware Opportunity
12
Brand/
Marketing
eCommerce
Technology
Features Benefits Rewards

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!

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

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

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.

How Does the Customer Benefit?
17
Think It. Do It.
No limits. No worries. No surprises.

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

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

Startup Secret!
Start How You Mean to End

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound

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!

Positioning
Mark Lorion, CMO Apperian.
Previously VP Marketing
Spotfire Analytics Division
TIBCO Software

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

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?

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

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound

The Perfect Startup Storm
28
Disruptive
Business Model
Disruptive
Technology
New Market &
GTM

Why Do Targeting and Segmentation Matter?
29
 Product / Market fit
 Packaging and Pricing
 Channels, Distribution
 Messaging, communication
… and more
 DEPEND on Targeting & Segmentation

The Perfect Startup Storm:
Focus on Value Proposition FOR Target Segment
30
Disruptive
Business Model
Disruptive
Technology
New Market
& GTM
TARGET
SEGMENT

Value Proposition: Recap and Intersection
31
• 3D Solution
 Discontinuous
 Defensible
 Disruptive
• 4U Need
 Unworkable
 Unavoidable
 Urgent
 Underserved market
(For Targeting,
Segmentation)

The Perfect Startup Storm:
Focus on Value Proposition FOR Target Segment
32
Disruptive
Business Model
Disruptive
Technology
New Market
& GTM
TARGET
SEGMENT
Unique Undeserved

Adding Value to Lean Startup Thinking:
33
MVP MVS
Smaller, Easier Target to Cover
Minimum Viable Product (MVP)
AND
Minimum Viable Segment (MVS)

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

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

Example: Seeking Critical Need
Mobile Professionals vs. Office Worker

Field Workers vs. White Collar

Services vs. Sales

Services vs. Sales
Medical Equipment vs. Office Equipment

Services vs. Sales
Hospitals vs. Medical Clinics

Services vs. Sales
vs. Medical ClinicsHospitals
Critical Care vs. Diagnostics

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?

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound

The Startup Marketing and Sales Cycle
44
Awareness
Interest
Understanding
Engagement
Trial
Purchase

Awareness
Interest
Understanding
Engagement
Trial
Purchase
AA
Actors
Segment
Target
Undeserved and Uniquely Valued
Target, Segment, and Startup Secret!
Personify “Actors”

Awareness
Interest
Understanding
Engagement
Trial
Purchase
AA
Actors
Segment
Target
Startup Secret!
Customer “Actors” Change Through “Stages”
Customer “Actors”
• Visionary
• Technocrat
• Operator
• Influencer
• Economic buyer
• Decision maker
STAGES

Awareness
Interest
Understanding
Engagement
Trial
Purchase
AA
Actors
Segment
Target
Ultimately, Discover Customer DMU:
Decision Making Units
• Visionary
• Technocrat
• Operator
• Influencer
• Economic buyer
• Decision maker
STAGES
DMU?

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
• Visionary
• Technocrat
• Operator
• Influencer
• Economic buyer
• Decision maker
STAGES
DMU?
Focused
Target
Segment

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound

“Driving” Startup Marketing and Sales
50
Awareness
Interest
Understanding
Engagement
Trial
Purchase
YOU Control
Neutral
Overdrive
GEARStobuildMomentum

“Driving” Startup Marketing and Sales
51
Awareness
Interest
Understanding
Engagement
Trial
Purchase
YOU Control
Neutral
Overdrive
GEARStobuildMomentum
Accelerator/Brake/Clutch
CUSTOMER Controls

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

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

“Driving” Marketing and Sales: Proof
Connecting It to Customer Gain / Pain Ratio
54
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Neutral
Overdrive
GEARS
Accelerator

55
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Neutral
Overdrive
GEARS
Accelerator
Customer Gain:
• Revenue
• Cost savings
• Time
• People
• Competitive
advantage
• Reputation
• Etc.
Gain

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

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!

“Driving” Marketing and Sales
Relating to Business Model CORE, Levers, and Multipliers
58
Awareness
Interest
Understanding
Engagement
Trial
Purchase
CORE
Levers
Multipliers

“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

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)

Go-To Market Strategy and Planning
Mark Lorion, CMO Apperian.
Previously VP Marketing
Spotfire Analytics Division
TIBCO Software

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

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”

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)

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound

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

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

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

Startup Secret!
Reverse Engineer
Awareness
Interest
Understanding
Engagement
Trial
Purchase
$,Time, Resources
Conversion rate %
REVERSE
ENGINEER THE
FUNNEL
ULTIMATELY:
$, Time, Resources
Conversion rate %

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 %

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

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound

Brian Halligan
CEO, HubSpot
@Bhalligan

CREATE
CONTENT
• Blog Posts
• Info graphics
• Videos
• E-books
• White papers
• Reports
• Calculators
• Freemium Appl
• Grader

OPTIMIZE
82

PROMOTE

LINKS ARE TO
THE INTERNET
AS DOLLARS
ARE TO THE
ECONOMY
@BHalligan

Better
Conversion
Better
Personalization
Better Value
More Usage

Inbound vs. Outbound?
95
$1M
$500k
$100k
$50k
$10k
$0
IN-bound
OUT-bound
?Hybrid
DealSize

When Some Outbound Marketing Makes Sense for the Startup
96
Mark Lorion @mark_lorion
Apperian, CMO

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound

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

The Basics of Funnel Design
99
1st

Expand
Upsell
Cross sell
Suspects Closed Deals

In a Perfect World…
101
1 Step

In a Perfect World…
102
MyProduct.com
HOW IT WORKS
DESCRIPTION
Our product
allows you …
BUY NOW!
Only $9,999.99

The Art of Marketing
103

BUYER
THE

The Buying Cycle
105
CONSIDERATION
CLOSED
DEAL
AWARENESS
PURCHASE

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

An Organizational Metaphor for the Key Funnel Stages
107
MIDDLE OF THE FUNNEL
CLOSED
DEAL
TOP OF THE FUNNEL
SALES

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

What Is the Middle of the Funnel?
109
QUALIFY MQL
(MARKETING QUALIFIED
LEAD)
NURTURE

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

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

Measurement
112
”If you cannot measure it, you cannot improve it."
- Lord Kelvin
2nd

What to Measure for Each Step / Action
113
NO. OF ACTIONS % CONVERSION RATE
TIME TIME

The Key Metrics
114
VISITORS
CAMPAIGNS
TO DRIVE
TRAFFIC
TRIALS
CLOSED DEALS
CONVERSION
%
CONVERSION
%
OVERALL
CONVERSION %

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

Improve
116
3rd

In diagnosing many funnel blockage points, there is a…
Clear Pattern
117

You are hoping your
Customers will do something
That they are
Not motivated to do
118

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

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

Get Inside Your Customer’s Head
121
FRICTION CONCERNS

Understand What Motivates Them
122
MOTIVATIONS
FRICTION CONCERNS

JBoss Example:
They were making $27,000 per month selling documentation.
Solution?
Give away documentation to get their e-mail address.
123

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

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

using engineering for marketing
128

Build
Trust
Sell
SellFirst Contact
First Contact
Build
Relationship

It Is Often Necessary to Find Topics That Are Not Related to the Sale
130
Build
Trust
Sell
First Contact
Build
Relationship

Selling is 10x easier
Once you have established TRUST
131

The Keys to Success
132
BUYER
THE
GET INSIDE
YOUR BUYER’S
MIND

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound

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
OUTbound/INboound

Case Examples Not Covered on:
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

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

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

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

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

info@startupsecrets.com

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