The document provides tips for getting the most results from a trade show experience. It recommends qualifying leads by developing criteria for determining interested prospects versus casual visitors. Pre-show planning includes determining goals, marketing initiatives, and qualifying questions. At the show, the tips are to qualify leads, take photos/videos, and use lead retrieval tools. Post-show follow up is critical, with a follow up plan for each lead category and a sample monthly follow up schedule. New tools like CRM systems, surveys, iPad apps, and business card scanners can help as well. The key is to think of qualification and quality over quantity of leads.
Katallaxy is a strategic marketing firm. We help companies of all sizes find opportunities in the marketplace, and fulfill those opportunities profitably. The business solutions we deliver reflect our practical experience, our multi-disciplined approach and our dynamic, entrepreneurial model.
In the end, we help companies commercialize products, drive adoption and usage, and build brands.
Katallaxy is a strategic marketing firm. We help companies of all sizes find opportunities in the marketplace, and fulfill those opportunities profitably. The business solutions we deliver reflect our practical
experience, our multi-disciplined approach and our dynamic, entrepreneurial model.
In the end, we help companies commercialize products, drive adoption and usage, and build brands.
Bd blackbelt alliott 010412 Alliott Group 2012Alliott Group
This document provides guidance on developing business through strategic targeting of ideal clients. It recommends defining the ideal client profile for specific industry groups and service lines. This includes considering factors like size, location, needs, and "psychographic" attributes. The document then discusses identifying where to find ideal clients, creating a shortlist, and assigning relationship managers to target accounts. It emphasizes building relationships through activities like informational meetings, staying connected on social media, understanding the client's business, and sharing relevant information about your firm. The overall goal is a strategic focus on ideal prospects and clients most likely to benefit from your services.
1. The document discusses how views of entrepreneurship have changed from believing there is one type of startup to recognizing different categories like lifestyle startups, small businesses, social enterprises, and scalable startups.
2. It also contrasts traditional views of startup processes that focused on executing plans versus the newer understanding that customer development and learning from failures is more important than plans.
3. Finally, it notes that traditionally startups tried to build functional organizations but it's now understood that founders should run customer development teams without separate sales, marketing, or business development roles at first.
Who's the user of your product or service?
Where's your product or service aimed at?
Who decides on purchasing your product or service?
The answer to the above questions is "your customer".
And "your customer" can be each element in your ecosystem, from a private customer, an employee of to the organization itself.
The key is to convert customer insights in meaningful innovation.
Katallaxy is a strategic marketing firm. We help companies of all sizes find opportunities in the marketplace, and fulfill those opportunities profitably. The business solutions we deliver reflect our practical experience, our multi-disciplined approach and our dynamic, entrepreneurial model.
In the end, we help companies commercialize products, drive adoption and usage, and build brands.
Katallaxy is a strategic marketing firm. We help companies of all sizes find opportunities in the marketplace, and fulfill those opportunities profitably. The business solutions we deliver reflect our practical
experience, our multi-disciplined approach and our dynamic, entrepreneurial model.
In the end, we help companies commercialize products, drive adoption and usage, and build brands.
Bd blackbelt alliott 010412 Alliott Group 2012Alliott Group
This document provides guidance on developing business through strategic targeting of ideal clients. It recommends defining the ideal client profile for specific industry groups and service lines. This includes considering factors like size, location, needs, and "psychographic" attributes. The document then discusses identifying where to find ideal clients, creating a shortlist, and assigning relationship managers to target accounts. It emphasizes building relationships through activities like informational meetings, staying connected on social media, understanding the client's business, and sharing relevant information about your firm. The overall goal is a strategic focus on ideal prospects and clients most likely to benefit from your services.
1. The document discusses how views of entrepreneurship have changed from believing there is one type of startup to recognizing different categories like lifestyle startups, small businesses, social enterprises, and scalable startups.
2. It also contrasts traditional views of startup processes that focused on executing plans versus the newer understanding that customer development and learning from failures is more important than plans.
3. Finally, it notes that traditionally startups tried to build functional organizations but it's now understood that founders should run customer development teams without separate sales, marketing, or business development roles at first.
Who's the user of your product or service?
Where's your product or service aimed at?
Who decides on purchasing your product or service?
The answer to the above questions is "your customer".
And "your customer" can be each element in your ecosystem, from a private customer, an employee of to the organization itself.
The key is to convert customer insights in meaningful innovation.
Henrik Berglund, Presentation at Venture Cup, feb 2013.
This presentation is based on the Customer Development theory developed by Steve Blank and Bob Dorf (http://www.steveblank.com), and is based on slides developed by Steve Blank and Bob Dorf (http://www.slideshare.net/sblank/).
This is an interesting 5-M Model to evaluate whether a new business idea hold the potential to become a sustainable business. It also shows the process and stages of angel investments.
Tekes Business Opportunities related to migration of work & knowledgeMarc Borremans
How to take advantage of the business opportunities related to the migration of work & knowledge. Workshop related to Tekes BRIC in Design Factory, Aalto University, Otaniemi, Helsinki, Finland on June 16, 2009
The document shows John Wieschhaus' resume, portfolio of work samples and client list. It promotes his graphic design agency, Wish Creative, which provides branding and marketing services for various industries.
The 12-step document outlines a process for becoming an entrepreneur. It begins by distinguishing between different types of entrepreneurs and startups, such as lifestyle startups, small businesses, social enterprises, and scalable startups. It then discusses finding an idea of sufficient size by considering idea sources and sizing market opportunities. The document also covers crafting hypotheses about the business model, building a basic website, getting early customers, and testing the problem and solution with customer feedback through iterative development.
The document summarizes a lecture on business models and customer development. It discusses how startups used to believe they should execute a plan, but now know they must search for a business model through customer development. It outlines the four steps of customer development: customer discovery, customer validation, customer creation, and company building. It provides an example of a startup, Graphene Frontiers, that went through the Lean LaunchPad class to test hypotheses and secure partnerships through customer conversations to further develop their business model.
Product innovation at mimeo pcamp boston 052110 gehmancharlesgehman
Mimeo is a cloud printing service provider that aims to power print from anywhere to everywhere. The presentation discusses Mimeo's product innovation process, which includes ideating new physical products and software features through benefit structure analysis and scenario analysis. It also covers how Mimeo organizes its product team using agile development methods, prioritizes product ideas based on return on investment, and ensures successful product development, marketing, and measurement.
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...Rod King, Ph.D.
Today, many startups and established organizations inadvertently practice "Fat Strategy" which leads to a lot of waste, unprofitability, and competitive disadvantage. This presentation features a Lean Strategy Canvas which can be used for eliminating Fat Strategy. The Lean Strategy Canvas is also helpful for projects that aim at delivering Awesome Customer Experiences (ACEs) as well as greater Shared Value (Profitability). The Lean Strategy Canvas is a core tool in the portfolio of tools for eliminating Fat Strategy.
Your insights and questions are welcomed.
http://goo.gl/Ml98y0
The document provides guidance for startups on focusing on customers and markets from the beginning. It emphasizes that startups fail more often due to a lack of customers rather than product development failures. It outlines 8 steps startups should take, including developing a sales roadmap, validating customer needs, iterating based on customer feedback, getting help from outside sources, creating pitch decks and funding materials, preparing for due diligence, and ensuring the company is built for long-term success through customer focus and market fit. The overarching message is that startups must prioritize gaining customers and market traction over solely focusing on product development.
When it comes to Building
Successful Brands, we cover
the full process – from the
Brand Strategy, through
Brand Design and Brand
Integrated Communications.
The document describes an Innovation Rocket program that helps companies develop innovation ideas into business concepts. It outlines a 5-stage process where participants develop a product or service concept and assess business opportunities. The program provides coaching and teaches tools for concept building, job-to-be-done analysis, competitive advantage assessment, and financial opportunity modeling to help ideas progress from initial thoughts to viable business proposals. The goal is to help innovators capture more value from their ideas and advance opportunities beyond the idea stage.
The document provides a framework for branding strategy called the Brand Wheel. It evaluates 6 key areas: clarity of business personality and purpose, strategic planning, external communications, internal systems, team alignment, and ideal clients. Each area has prompts to help rate performance on a scale of 1 to 5 and identify strengths and weaknesses to improve brand messaging and positioning.
Inholland Workshop Entrepreneurship & InternetAyman van Bregt
The document summarizes key points about starting an internet entrepreneurship venture, including finding a product or service idea, building a network, starting a company and financing, setting up a company structure, and marketing and sales strategies. Some of the main topics covered are developing an innovative product or service, using online tools and social media for networking, following startup commandments like executing quickly and addressing problems, considering different funding options and investment phases, setting the proper legal and financial company structure, and using marketing to understand customers so the product sells itself.
The document discusses various marketing tools and platforms created by iQ and Amplifier to help brands connect with customers, including eDetailing systems like iQ.mercury and iQ.align that provide reps with customized content and real-time analytics, the iQ.fluent patient education platform, and the iQ.rival interactive gaming platform for exhibits. iQ and Amplifier take ideas from inventors and rapidly prototype products and services to deliver memorable brand experiences and help people choose healthier lives.
This document outlines a presentation on product management and achieving product-market fit. The presentation covers key concepts like the customer development process, lean startup theory, and crossing the chasm. It discusses tools and techniques for validating ideas with customers before and after achieving product-market fit. An exercise about strategic choices for Blackberry 10 is included to help attendees practice applying the concepts. The overall goal is to help attendees devise an approach for rapidly achieving product-market fit and avoiding wasting resources.
How is content being used to support b2b lead generation and nurturing? What’s working best? And how can you measure its success?
Presentation from MicroMedia's after summer b2b event in Helsinki on 20 September 2012. Including some examples of successful b2b marketing campaigns with great content at their heart.
Marketing Mythbusting 101 - What Distributors Really Want Manufacturers to Know
Manufacturers may think they know how to help distributors sell their products, but do they? After talking with distributors the results may surprise you. Join us for an eye-opening presentation where we will address:
• How important is your marketing messaging?
• What are the can’t live without items in your marketing tool kit?
• What works best for Point of Sale - how can you make them stand out?
• What do distributors want manufacturers to know in order to sell their product?
• And more…
Separating myths and facts will help you achieve increased market penetration by getting more product moving off the shelf. This presentation will help you hone in on changes that can affect results.
Leading them on – secrets of successful lead nurturing programmes - The Marke...B2B Marketing
Behind the scenes of the programmes that won B2B Marketing’s Best Lead Nurturing Campaign awards in 2010 and 2011.
The new art (or is it a science?) of lead nurturing is a cornerstone of alignment between sales and marketing and promises benefits including higher numbers of better qualified sales leads and significant efficiency savings compared with one-off lead generation campaigns. Paul will talk through the success factors behind measurable sales results seen by organisations including Oracle (Best Lead Nurturing Campaign 2010), O2 (Best Lead Nurturing Campaign 2011) and Canon.
He will begin by discussing what’s involved in setting up a lead nurturing programme from scratch, e.g. What’s the business case? How does it fit with other marketing activities? How do you ensure marketing is fully aligned with sales? What do you really need in terms of a team, processes and systems?
Paul will then look at it from the customer’s point of view. What does it feel like to be included in a nurture campaign? Which channels work best (and which ones do most marketers forget about)?
He will conclude with some notes about ongoing governance and some common pitfalls to avoid in the execution of a lead nurturing programme.
Benefits to gain from this session
Factors to include in a business case or ongoing measurement of a lead nurturing programme
Real-life examples of what’s involved in getting programmes set up and running (including sales alignment, systems, processes and teams)
Examples of the channels/content/techniques that work best in lead nurturing – including tips that could instantly improve response rates of any prospect campaigns
Traps to avoid!
B2B StratPartners: Drive marketing and Grow SalesWalter Devesse
Technical products in B2B Markets.
Do you also want to GROW?
Need to optimise your product/service offering and/or grow your existing markets or enter new markets?
Your advantages of working with us are better products/services based on real market needs, identify new markets that need your products/services.
Structuring for success - Developing a dynamic structure for your marketing t...B2B Marketing
With marketing evolving rapidly in response to adoption of emerging digital communication techniques and changing buyer behaviour, it's imperative that the skill set of the marketing function evolves too, to reflect this and to enable the brand to compete effectively in the digital age.
Furthermore, marketing must be able to concisely communicate and report on the value of what they are delivering for the organisation, to all departments and particularly to the board. Fresh from delivering Deloitte's Olympics sponsorship, brand and marketing director Annabel Pritchard will focus on how to build a marketing function that's fit for purpose and structured around delivering clear and measurable business benefits. This session will cover:
•Structuring the team - ensuring a dynamic mix of specialisms across the marketing function
•Managing and nurturing the marketing team - encouraging learning and skills development
•Raising the profile of marketing - reporting value to the Board and championing the value of marketing across the business.
This document outlines an agenda and presentation materials for a workshop on empowering management through the lean startup methodology. The workshop covers topics such as introducing the lean startup methodology and business model canvas, testing assumptions with customer validation exercises, building a customer journey map, and creating an investor pitch. The goal is to teach managers how to empower their teams and startups to iterate quickly through customer feedback, validate hypotheses, and scale efficiently.
Henrik Berglund, Presentation at Venture Cup, feb 2013.
This presentation is based on the Customer Development theory developed by Steve Blank and Bob Dorf (http://www.steveblank.com), and is based on slides developed by Steve Blank and Bob Dorf (http://www.slideshare.net/sblank/).
This is an interesting 5-M Model to evaluate whether a new business idea hold the potential to become a sustainable business. It also shows the process and stages of angel investments.
Tekes Business Opportunities related to migration of work & knowledgeMarc Borremans
How to take advantage of the business opportunities related to the migration of work & knowledge. Workshop related to Tekes BRIC in Design Factory, Aalto University, Otaniemi, Helsinki, Finland on June 16, 2009
The document shows John Wieschhaus' resume, portfolio of work samples and client list. It promotes his graphic design agency, Wish Creative, which provides branding and marketing services for various industries.
The 12-step document outlines a process for becoming an entrepreneur. It begins by distinguishing between different types of entrepreneurs and startups, such as lifestyle startups, small businesses, social enterprises, and scalable startups. It then discusses finding an idea of sufficient size by considering idea sources and sizing market opportunities. The document also covers crafting hypotheses about the business model, building a basic website, getting early customers, and testing the problem and solution with customer feedback through iterative development.
The document summarizes a lecture on business models and customer development. It discusses how startups used to believe they should execute a plan, but now know they must search for a business model through customer development. It outlines the four steps of customer development: customer discovery, customer validation, customer creation, and company building. It provides an example of a startup, Graphene Frontiers, that went through the Lean LaunchPad class to test hypotheses and secure partnerships through customer conversations to further develop their business model.
Product innovation at mimeo pcamp boston 052110 gehmancharlesgehman
Mimeo is a cloud printing service provider that aims to power print from anywhere to everywhere. The presentation discusses Mimeo's product innovation process, which includes ideating new physical products and software features through benefit structure analysis and scenario analysis. It also covers how Mimeo organizes its product team using agile development methods, prioritizes product ideas based on return on investment, and ensures successful product development, marketing, and measurement.
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...Rod King, Ph.D.
Today, many startups and established organizations inadvertently practice "Fat Strategy" which leads to a lot of waste, unprofitability, and competitive disadvantage. This presentation features a Lean Strategy Canvas which can be used for eliminating Fat Strategy. The Lean Strategy Canvas is also helpful for projects that aim at delivering Awesome Customer Experiences (ACEs) as well as greater Shared Value (Profitability). The Lean Strategy Canvas is a core tool in the portfolio of tools for eliminating Fat Strategy.
Your insights and questions are welcomed.
http://goo.gl/Ml98y0
The document provides guidance for startups on focusing on customers and markets from the beginning. It emphasizes that startups fail more often due to a lack of customers rather than product development failures. It outlines 8 steps startups should take, including developing a sales roadmap, validating customer needs, iterating based on customer feedback, getting help from outside sources, creating pitch decks and funding materials, preparing for due diligence, and ensuring the company is built for long-term success through customer focus and market fit. The overarching message is that startups must prioritize gaining customers and market traction over solely focusing on product development.
When it comes to Building
Successful Brands, we cover
the full process – from the
Brand Strategy, through
Brand Design and Brand
Integrated Communications.
The document describes an Innovation Rocket program that helps companies develop innovation ideas into business concepts. It outlines a 5-stage process where participants develop a product or service concept and assess business opportunities. The program provides coaching and teaches tools for concept building, job-to-be-done analysis, competitive advantage assessment, and financial opportunity modeling to help ideas progress from initial thoughts to viable business proposals. The goal is to help innovators capture more value from their ideas and advance opportunities beyond the idea stage.
The document provides a framework for branding strategy called the Brand Wheel. It evaluates 6 key areas: clarity of business personality and purpose, strategic planning, external communications, internal systems, team alignment, and ideal clients. Each area has prompts to help rate performance on a scale of 1 to 5 and identify strengths and weaknesses to improve brand messaging and positioning.
Inholland Workshop Entrepreneurship & InternetAyman van Bregt
The document summarizes key points about starting an internet entrepreneurship venture, including finding a product or service idea, building a network, starting a company and financing, setting up a company structure, and marketing and sales strategies. Some of the main topics covered are developing an innovative product or service, using online tools and social media for networking, following startup commandments like executing quickly and addressing problems, considering different funding options and investment phases, setting the proper legal and financial company structure, and using marketing to understand customers so the product sells itself.
The document discusses various marketing tools and platforms created by iQ and Amplifier to help brands connect with customers, including eDetailing systems like iQ.mercury and iQ.align that provide reps with customized content and real-time analytics, the iQ.fluent patient education platform, and the iQ.rival interactive gaming platform for exhibits. iQ and Amplifier take ideas from inventors and rapidly prototype products and services to deliver memorable brand experiences and help people choose healthier lives.
This document outlines a presentation on product management and achieving product-market fit. The presentation covers key concepts like the customer development process, lean startup theory, and crossing the chasm. It discusses tools and techniques for validating ideas with customers before and after achieving product-market fit. An exercise about strategic choices for Blackberry 10 is included to help attendees practice applying the concepts. The overall goal is to help attendees devise an approach for rapidly achieving product-market fit and avoiding wasting resources.
How is content being used to support b2b lead generation and nurturing? What’s working best? And how can you measure its success?
Presentation from MicroMedia's after summer b2b event in Helsinki on 20 September 2012. Including some examples of successful b2b marketing campaigns with great content at their heart.
Marketing Mythbusting 101 - What Distributors Really Want Manufacturers to Know
Manufacturers may think they know how to help distributors sell their products, but do they? After talking with distributors the results may surprise you. Join us for an eye-opening presentation where we will address:
• How important is your marketing messaging?
• What are the can’t live without items in your marketing tool kit?
• What works best for Point of Sale - how can you make them stand out?
• What do distributors want manufacturers to know in order to sell their product?
• And more…
Separating myths and facts will help you achieve increased market penetration by getting more product moving off the shelf. This presentation will help you hone in on changes that can affect results.
Leading them on – secrets of successful lead nurturing programmes - The Marke...B2B Marketing
Behind the scenes of the programmes that won B2B Marketing’s Best Lead Nurturing Campaign awards in 2010 and 2011.
The new art (or is it a science?) of lead nurturing is a cornerstone of alignment between sales and marketing and promises benefits including higher numbers of better qualified sales leads and significant efficiency savings compared with one-off lead generation campaigns. Paul will talk through the success factors behind measurable sales results seen by organisations including Oracle (Best Lead Nurturing Campaign 2010), O2 (Best Lead Nurturing Campaign 2011) and Canon.
He will begin by discussing what’s involved in setting up a lead nurturing programme from scratch, e.g. What’s the business case? How does it fit with other marketing activities? How do you ensure marketing is fully aligned with sales? What do you really need in terms of a team, processes and systems?
Paul will then look at it from the customer’s point of view. What does it feel like to be included in a nurture campaign? Which channels work best (and which ones do most marketers forget about)?
He will conclude with some notes about ongoing governance and some common pitfalls to avoid in the execution of a lead nurturing programme.
Benefits to gain from this session
Factors to include in a business case or ongoing measurement of a lead nurturing programme
Real-life examples of what’s involved in getting programmes set up and running (including sales alignment, systems, processes and teams)
Examples of the channels/content/techniques that work best in lead nurturing – including tips that could instantly improve response rates of any prospect campaigns
Traps to avoid!
B2B StratPartners: Drive marketing and Grow SalesWalter Devesse
Technical products in B2B Markets.
Do you also want to GROW?
Need to optimise your product/service offering and/or grow your existing markets or enter new markets?
Your advantages of working with us are better products/services based on real market needs, identify new markets that need your products/services.
Structuring for success - Developing a dynamic structure for your marketing t...B2B Marketing
With marketing evolving rapidly in response to adoption of emerging digital communication techniques and changing buyer behaviour, it's imperative that the skill set of the marketing function evolves too, to reflect this and to enable the brand to compete effectively in the digital age.
Furthermore, marketing must be able to concisely communicate and report on the value of what they are delivering for the organisation, to all departments and particularly to the board. Fresh from delivering Deloitte's Olympics sponsorship, brand and marketing director Annabel Pritchard will focus on how to build a marketing function that's fit for purpose and structured around delivering clear and measurable business benefits. This session will cover:
•Structuring the team - ensuring a dynamic mix of specialisms across the marketing function
•Managing and nurturing the marketing team - encouraging learning and skills development
•Raising the profile of marketing - reporting value to the Board and championing the value of marketing across the business.
This document outlines an agenda and presentation materials for a workshop on empowering management through the lean startup methodology. The workshop covers topics such as introducing the lean startup methodology and business model canvas, testing assumptions with customer validation exercises, building a customer journey map, and creating an investor pitch. The goal is to teach managers how to empower their teams and startups to iterate quickly through customer feedback, validate hypotheses, and scale efficiently.
ITSMA Recognizes Best in Class Marketing Programs with its 2012 Marketing Excellence Awards
BT, Capgemini, Cisco, Dell, Deloitte, DocuSign, IBM, Infosys, Microsoft, Optum, and Tata Consultancy Services are recognized as B2B Marketing Leaders across six categories.
An international jury of marketing executives and experts selected the winners based on excellence in situation analysis, innovation, program execution, and business results. The awards honor excellence at two levels: diamond and gold.
Having a well thought out strategy and business plan can be the difference between success and failure for any start-up. Make sure you don't fly blind into the dark abyss of failure. Do your homework and start your business right. Even if you're beyond the start-up stage, you need a plan.
Here is a draft job description for an MPR manager to manage an exhibition booth at MIF based on the 7 steps:
Job Title: MPR Manager (Exhibition Booth)
Objectives:
- Generate new leads
- Showcase new products/services
- Renew existing customer relationships
- Collect market intelligence
- Promote company image
Responsibilities:
1. Secure booth space based on company profile and past participation record
2. Develop marketing collaterals to promote products/services to be showcased
3. Plan sales presentations and identify partnership/client opportunities
4. Implement pre-event direct marketing, promotional platform bookings, and advertising
5. Organize pre-event PR
Objectives
• Understand how to answer the question: Why should I hire or promote you over others?
• What are your key differentiators as a product manager or marketing manager?
• What can you do to accelerate your career in product management or product marketing?
Description
This discussion will help you understand key tips to differentiate yourself and accelerate you career as a product manager or marketing manager. Learn how to convince a prospective employer why they should hire you or why they should promote you over others. We will identify how you can enhance your worth by increasing your transferable skills. We will also discuss ways to identify your unique selling propositions.
Audience
This discussion is for those of you who want to accelerate your career, obtain a promotion, or find your next job opportunity.
For more info, connect with Hector Del Castillo at http:/linkd.in/hdelcastillo.
This presentation is an introduction to Month 5 of our Global Markets Coaching Program. The Global Markets Coaching program facilitates business growth and development between developed and emerging countries - for entrepreneurs, innovators and business leaders - particularly by our unique coaching program.
24 key practices for creating and delivering globally competitive products & ...CompellingPM
The history of innovation and new products includes many examples of “supposedly great ideas” that were never able to achieve commercial success. The key reason is that these products were driven by an internal focus and then the companies hoped that marketing and sales could figure out to whom they could sell it. While occasionally successful, this approach is not a recipe for long-term growth and success.
The proven approach for achieving this success is by creating and delivering market-driven products and services. To do this, companies must consistently do the following:
• Identify a Compelling Market Opportunity – identify a problem that is significant enough that many buyers are willing to pay money to solve it.
• Deliver a Compelling Solution – deliver a competitive and differentiated solution in a timely manner that solves the market problem.
• Build a Compelling Market Development Strategy – create market messages and conduct appropriate marketing activities that resonate with the buyers in the target market, motivating them to solve their problem by purchasing the products/services.
There are 24 Key Practices that have been identified that, when appropriately implemented, ensure that companies have a consistent and repeatable methodology for delivering market-driven products and services that lead to commercial success.
The document provides guidance on developing and evaluating a business idea. It outlines key steps such as considering personal strengths and weaknesses to identify solutions, looking for problems in existing industries, applying skills to new fields, deciding on a product or service, conducting market research, brainstorming ideas, and capturing the business model in a one-page diagram addressing the problem, customer, solution, unique selling proposition, costs, price, marketing, and revenue projections. The overall process focuses on identifying problems for customers to solve, determining why customers would buy from the business, and how the business will reach and make money from customers.
This document provides an overview of the Business Model Canvas tool. It describes the 9 building blocks that make up the Business Model Canvas, including Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. It then explains how to use the Business Model Canvas to map out a business model and identify relationships between different elements. The document also introduces other related tools like the Value Proposition Canvas and presents examples of how well-known companies like low-cost airlines and Skype have applied business model thinking.
This document provides guidance on how to brand a cleantech company to attract partners, investors, licensees and customers. It recommends aligning the brand with the vision of reducing dependence on foreign oil and greenhouse gases. The brand should be focused on the customer perspective and define the specific roadblock the company removes. It also stresses the importance of educating audiences simply about the new solution and business case in order to be seen as a thought leader in the field. The branding should have clear and differentiated value propositions for different target audiences.
This document outlines the agenda and goals for the sales strategy of an automotive company in 2012. It discusses recapping past performance, developing the sales process, setting a team vision, introducing new product ideas, expanding retail and wholesale departments, starting an international sales department, and requirements for management, sales/marketing, and finance. Key points are increasing sales in new areas and countries, delegating responsibilities, improving supply chain, opening a training center, and differentiating through technical information. The overall aim is to be the preferred partner through competitive solutions and sustained growth.
The document discusses digital media marketing strategies. It covers topics like building brand identity through visual elements and social media, developing an effective brand positioning statement, and implementing digital marketing tactics like website optimization, email marketing, and social media marketing. The presentation provides guidance on crafting compelling content, utilizing different social media platforms, and measuring key performance metrics to track success.
Similar to The marxgroup tradeshow_leverage_pdf (20)
Professional racer-turned marketing and business strategist Tom Marx discusses how small businesses can benefit from tracking and understanding sales, marketing, public relations and social media figures.
NTDA 2012: The Art of Buying & Selling a Small BusinessThe Marx Group
The document provides an overview of buying and selling a small business. It discusses preparing to sell a business by gathering 3 years of financial statements and other key documents. It also covers valuing a business using EBITDA multiples, factors that increase or decrease value, and typical deal structures such as selling to management or private equity firms. The closing section outlines the selling process and important steps like maintaining confidentiality and the business performance during negotiations.
This document discusses branding strategies and how to build a strong brand. It outlines the key elements that comprise an effective brand, including brand pillars, mission statement, unique selling proposition, key messages, promises, personality, story, and visual elements. Developing these brand fundamentals and combining them through consistent messaging can increase brand awareness, authority, and equity, and make the brand stronger overall. The presentation emphasizes how building trust with customers through credible branding techniques allows a brand to become a leader in its category.
The document outlines issues that often arise between sales and marketing teams, such as silos, missed goals, and duplicated efforts. It then provides strategies for aligning the teams through a playbook approach. The playbook would include holding a kickoff meeting to set goals and review past performance, defining team roles and responsibilities, and creating marketing and sales "plays" with metrics to increase collaboration between the teams.
The document discusses mergers and acquisitions in the heavy duty industry. It notes that consolidation is increasing as baby boomers retire and companies seek to grow. The presentation covers industry perspectives from distributors, suppliers, and installers. It then discusses typical M&A deal structures, the buying and selling process, challenges around valuation, and considerations for when deals do not go well. The future is expected to see fewer but larger players in the industry.
Catalyst: Putting the Pow! in Power Branding: The SequelThe Marx Group
The document discusses power branding and outlines the five forces of power branding: position, promise, personality, story, and elements. It explains that positioning sets a company apart from competitors and involves core values, brand pillars, mission statement, and unique selling propositions. The other forces involve making promises to customers, developing a consistent company personality, telling a story about the company's origins and direction, and using consistent brand elements like logos and colors. Building awareness, credibility, and authority through these forces increases brand equity.
Catalyst: Putting the POW! in Power BrandingThe Marx Group
Part 1: Transform Your Brand into a Hero
Everybody loves a superhero. It's no accident that these dynamic characters create the kind of excitement that rakes in the big bucks. For a perfect example, look no further than the recent release of The Avengers, which was an instant box office bonanza ... for the second time. In fact, The Avengers has been on the list of top-grossing films since its original incarnation in 1970. That is the kind of predictability you want for your brand. In other words: Power Branding.
The Marx Group- Green Marketing- APRA 2011 The Marx Group
The document discusses building blocks to promote a green message. It outlines strategies like walking your talk, integrating green messaging throughout a business, identifying audiences that care about the environment, and focusing on long-term opportunities. Specific examples provided include industry advocacy for remanufacturing and recycling programs, like those from APRA and NASCAR. Assets of becoming an official green partner of organizations are also summarized.
The Marx Group - Marketing Synergy Seminar SEMA 2011 The Marx Group
This document discusses how to build synergy between marketing campaigns. It recommends having a ready, aim, fire strategy with practical goals, audiences, and timeline. The presenter emphasizes having an aligned internal team and clear value proposition. Synergy involves integrating different tools like advertising, PR, social media, and collateral around consistent branding and messaging. Examples show how to tie these channels together instead of operating them separately. The presentation provides tips for synergistic thinking across various marketing functions to maximize impact.
Content is King in a Web Marketing Strategy for Top Line GrowthThe Marx Group
This document discusses the importance of content in online marketing strategies and e-commerce sales. It provides statistics showing the growth of e-commerce and influence of online research on in-store purchases. The document then examines why customers shop online, what professionals look for online, and benchmarks top manufacturer and retail websites. It identifies key features such as product search options, reviews, and comparisons. The document concludes by emphasizing the need for companies to keep up with online changes and information in order to maintain a competitive advantage.
This document discusses best practices for product launches based on a panel discussion. It begins by outlining the "6 P's for a Perfect Product Launch": Plan, Product, Pricing, Placement, Promotion, and Participation. It then discusses the two types of product launches a company may face - developing a new product or launching an existing product. The bulk of the document provides detailed guidance on steps to take in developing a new product, including design criteria, sales projections, product development, testing, packaging, and choosing a distribution channel. It emphasizes engaging customers, meeting regulatory requirements, and ensuring all departments are prepared to successfully launch the new product.
Stand Out from the Crowd - Defining Your Company’s Value Proposition The Marx Group
Determine your company’s value proposition and bring consistency to your communications and clarity for customers, prospects, suppliers, employees, and others. Tom demonstrated the value proposition process to help your company understand why it has more value than the competition. Invest the time to learn how to consistently convey your company’s value proposition
This document summarizes a presentation about cost-effective marketing techniques for distributors. The presentation covers developing an overall marketing strategy and planning techniques. It then provides examples of low-cost tactics, including maintaining an updated website and using social media, co-marketing with suppliers, holding local events, engaging in public relations, direct mail campaigns, and consistently implementing a variety of marketing activities. The goal is to help distributors strengthen relationships with customers and prospects through a multi-dimensional marketing approach with a focus on daily implementation.
Sun., Oct. 31, 2010 - At the Big “R” Show
Green Marketing - Make it Your Business
This panel discussion provided insight on how remanufacturers and distributors can use “green” marketing as a means to maximize company profits by establishing corporate goodwill and promote a company’s green product and services.
Tom Marx discussed how to incorporate a “Green” marketing strategy. Scott Stolberg of AAEQ provided perspectives on how he transformed AAEQ into a leading green company through strategic green marketing initiatives. And Keith Patridge of McAllen Economic Development Corporation discussed their “Green Campaign” successes which promotes remanufacturing and product reuse on the border of Texas and Mexico.
Trade Show Strategy – Don’t Leave Town Without It!The Marx Group
The document provides guidance on developing an effective trade show strategy. It recommends starting preparation now and developing goals, tactics for before, during and after the event. A key part of the strategy is a marketing to-do list and timeline that includes prospect research, multi-touchpoint pre-show outreach, setting up meetings at the show, and follow-up calls and mailings post-show. Having a plan to qualify leads and track results is important for ensuring the trade show's return on investment.
Whether you are a manufacturer seeking a way to push sales through the distribution pipeline, or a distributor looking for a creative way to promote products or services, co-marketing is one marketing tool that can boost sales while improving the buyer/seller relationship. It is the ultimate way to create synergy as both suppliers and distributors work toward a common goal.
This whitepaper provides guidance on how to prepare for and succeed in live media interviews. It was prepared by Tom Marx, President/CEO of The Marx Group, and Leslie Allen, the company's PR Manager. The document offers tips for selecting an official company spokesperson and setting the stage for an interview. It discusses presenting a professional demeanor and using the opportunity to share your key message. The paper also addresses handling stressful investigative interviews and using responses like "no comment" judiciously.
Developing an acquisition strategy requires thorough preparation. Key steps include getting financial statements in order, understanding future market trends, and being clear on the risks and rewards of a merger versus an acquisition. Both failures and successes in mergers and acquisitions have involved the quality of strategy and integration planning. Exercising intelligent strategy and using an experienced consultant can help avoid pitfalls and maximize success.
Cleades Robinson, a respected leader in Philadelphia's police force, is known for his diplomatic and tactful approach, fostering a strong community rapport.
The E-Way Bill revolutionizes logistics by digitizing the documentation of goods transport, ensuring transparency, tax compliance, and streamlined processes. This mandatory, electronic system reduces delays, enhances accountability, and combats tax evasion, benefiting businesses and authorities alike. Embrace the E-Way Bill for efficient, reliable transportation operations.
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ZKsync airdrop of 3.6 billion ZK tokens is scheduled by ZKsync for next week.pdfSOFTTECHHUB
The world of blockchain and decentralized technologies is about to witness a groundbreaking event. ZKsync, the pioneering Ethereum Layer 2 network, has announced the highly anticipated airdrop of its native token, ZK. This move marks a significant milestone in the protocol's journey, empowering the community to take the reins and shape the future of this revolutionary ecosystem.
MUTUAL FUNDS (ICICI Prudential Mutual Fund) BY JAMES RODRIGUESWilliamRodrigues148
Mutual funds are investment vehicles that pool money from multiple investors to purchase a diversified portfolio of stocks, bonds, or other securities. They are managed by professional portfolio managers or investment companies who make investment decisions on behalf of the fund's investors.
Methanex is the world's largest producer and supplier of methanol. We create value through our leadership in the global production, marketing and delivery of methanol to customers. View our latest Investor Presentation for more details.
1. How to Get the Most Results
from Your Trade Show
Experience
Tom Marx
President & CEO
The Marx Group
Thursday Oct. 11, 2012
How to Get the Most Results from Your
1
Trade Show Experience