Main Insight Event 2015 · PDF fileMarketing Mix 11 4Ps 5Ps 7Ps NthPs @ ... Bosch Caterpillar...

Main Insight Event 2015

Successful marketing strategies for software companies

Setting up a marketing strategy, marketing automation, and do’s and don’ts

Paleisstraat 6, 2514JA, Den Haag

Tel: +31 (0)70 324 3433

www.main.nl

Timetable

Chairman of the day: Pieter van Bodegraven (Partner Main Capital)

14.30-15.00 Welcoming reception

15.00-15.10 Introduction: Main Capital Charly Zwemstra (Managing Partner)

Welcome and opening Main Insight 2015

15.10-15.30 Speaker: IDC Jan van Vonno (Senior Research Analyst)

Theoretical perspective on marketing and industry statistics

15.30-15.50 Speaker: Simon Kucher Hayri Culum(Senior Director Benelux Software & Pricing expert)

Pricing excellence for software companies

15.50-16.10 Coffee break

16.10-16.30 Speaker: Exact Mark Appel (Global Marketing Director Cloud Solutions)

Setting up a marketing strategy for cloud companies and using content marketing to adress specific client segments

16.30-16.50 Speaker: Nasdaq Clarinda Dobbelaar (Head of Demand Creation & Portfolio Marketing)

How demand creation marketing can grow your business

16.50-17.10 Speaker: OnGuard Michael Facey (Head of Marketing and Product Management)

In practice: The marketing strategy of OnGuard

17.10-17.30 Q&A

17.30-19.00 Networking and drinks

Main Insight Event: Annual industry seminar on key industry topics:o Internationalization (2011)

o Delivery models (2012)

o Technology (2013)

o Partnerships (2014)

Growth capitalacceleration of international and scalable business models

Management Buy-outs including financing for acquisitions

Main Software 50annual ranking of the most successful software companies

Relational network,

provide leads & prospects where possible

Market researchanalyze competitors, geographic expansion strategies

Reporting & governance structureadd-on acquisitions, new credit facilities

Internationalization, partnerships strategies, recurring business models

Why Main Insight Event

Main Capital Portfolio

Current portfolio companies

Former portfolio companies

Timetable
















17.10-17.30 Q&A


A technology view on marketingJan van Vonno, Senior Analyst, IDC

28-05-2015@janvanvonno

8

Dr. Philip Kotler marketing definitions

“The science and art of exploring,

creating, and delivering value to

satisfy the needs of a target market at

a profit”

9

@janvanvonno

Needs, Wants, & Demands

10

Needs

Wants

Demands

A human need is a state of deprivation of some

basic satisfaction

Desires for specific satisfiers of needs

Wants for specific products that are backed

by an ability & willingness to buy them

@janvanvonno

Marketing Mix

11

4Ps 5Ps 7Ps NthPs

@janvanvonno

Marketing Management Models

12

@janvanvonno

13

@janvanvonno

Digital

Transformation

&

The Third Platform

14

@janvanvonno

The Hyper

Connected

Consumer

15

mobileSpeed

Apps

Convenience

Privacy

Insight

Freemium

Social

Q. What percentage of your total marketing budget is allocated to marketing activities

aimed at buyers in the following stages of their decision-journey?

Source: IDC’s 2015 Cloud Marketing Barometer Survey, n=56

16© IDC Visit us at IDC.com and follow us on Twitter: @IDC

26%74%

Up-selling

Cross-selling

Renewals

Customer loyalty

Customer advocacy

Advertising

Acquisition

Lead nurturing

Positioning

Selling

Transformation across the customer journey

How is the customer journey balanced?

@janvanvonno

Allocation of Marketing Budgets

17Source: IDC’s 2014Tech Marketing Benchmarks Study, n=71

@janvanvonno

Digital is eating CX spending

18

2015 WW Ad spending 2014 Mktg Tech Spending

@janvanvonno

Digital channels are EXPLODING

19

@janvanvonno

Fragmentation within the Business

20

@janvanvonno

IDC’s CMO ROI Matrix

21

Source: IDC Chief Marketing Officer ROI Matrix, 2014

Leaders are

well funded!

@janvanvonno

IDC’s 2015 Marketing Technology Map

22

@janvanvonno

IDC’s 2015 Marketing Technology Map

23

@janvanvonno

Company size driver – small

24

@janvanvonno

Analytics is the

critical success

factor

25

Total 2018

Spending:

32.8B

Future View: Global marketing

technology spending ($M)

$130B

5-year

spend

@janvanvonno

Future view: Global marketing spending

forecast

26

@janvanvonno

Future View: Western European

Marketing Automation, Spending ($M)

27

$2.7B in European

Marketing software

spending by 2018

@janvanvonno

Western European Marketing

Automation Revenue, 2013

28

This view excludes

dominant vendors in the

Web experience and

content management

market

@janvanvonno

Where do you focus your efforts?

29

Continuous

Innovation

Orientation

Omni-

Dimension

Marketing

Platform

Serviced

Delivery

Ecosystem

Experience

@janvanvonno

Define your KPIs

carefully

Know what

you want to

achieve!

Think like a BIG

company

Be a business

person first and a

marketer second

Three Recommendations

30

1 3Automation

& Analytics

Successful

marketing is based

on data!

2

@janvanvonno

Questions

© IDC Visit us at IDC.com and follow us on Twitter: @IDC 31

Timetable
















17.10-17.30 Q&A


www.simon-kucher.com

How to profitably grow market share in SaaS?

Achieving Pricing Excellence

Amsterdam, 28 May 2015

Hayri Culum

Amsterdam office

Barbara Strozzilaan 380

1083 HN Amsterdam

The Netherlands

Tel. +31 20 75312 53

[email protected]

Source: Simon-Kucher & Partners

Simon-Kucher & Partners:

Worldwide marketing, sales and pricing experts

World leader in giving

advice to companies on how

to price their products

Pricing strategy

specialists

The world’s leading

pricing consultancy

In pricing you offer

something nobody else does

BusinessWeek The Economist

Professor Peter DruckerThe Wall Street Journal

Strategy

> 400

Sales

> 500

Marketing

> 500

Pricing

> 1,000

Growth and competitive

strategies

Product portfolio

(re-)design

Pricing excellence

Customer relationship and

customer value management

Sales strategies and sales

channel optimization

World leader in pricing Best consultancy in marketing and sales

>2,000 projects in the last 3 years

1 Simon-Kucher & Partners

2 Boston Consulting Group

3 McKinsey & Company

manager magazine

Global presence

AmsterdamBarcelona

BonnBrusselsCologne

CopenhagenFrankfurtIstanbulLondon

LuxembourgMadrid MilanMunichParisWarsawViennaZurich

TorontoBoston

New YorkSan Francisco

São Paulo

Santiago

Dubai

Beijing

Tokyo

Singapore

Sydney

29 offices worldwide, 750 employees

Atlanta

34Achieving Pricing Excellence in SaaS

Selected references from Simon-Kucher project experience; confidentiality agreements prevent us from naming many other major partners

We advise industry leaders from all sectors

Automotive Consumer & Retail

Alfa Romeo

Audi

BMW

Daimler

Fiat

Kia

Maserati

Michelin

Mercedes-

Benz

Porsche

Renault

Toyota

Volvo

VW

Adidas

Bol.com

Beiersdorf

Coca Cola

Ferrero

FrieslandCampina

Haribo

Henkel

MediaMarkt

Nestlé

Nikon

Office Depot

Pepsico

Warner Music

Company

Energy & Utilities Technology & Software

BP/Aral

Castrol

E.ON

Essent

EVN

Liquigas

Mainova

natGAS

Nordex

Orlen

RheinEnergie

RWE

Shell

Tank & Rast

Yello

Citrix

Fujitsu

Intel

Intuit

Kronos

Microsoft

Novell

Panasonic

Philips

RSA Security

SAP

Semikron

Sony Ericsson

TomTom

Financial Services Telecommunications & Media

Allianz

American Express

ANWB

AXA

Barclays

BNP Paribas

Citi

Credit Suisse

Deutsche Bank

GE Capital

Generali

HSBC

RBS

Virgin Money

Western Union

Betfair

Deutsche

Telekom

LinkedIn

PayPal

KPN

Skype

Sanoma Media

T-Mobile

Vodafone

The Economist

Group

Wolters Kluwer

Xbox Live

Travel & Hospitality Manufacturing & Logistics

Accor

British Airways

Center Parcs

Europcar

Hilton

Lufthansa

Navigon

Thalys

Thomas Cook

Travelport

TUI

Virgn Holidays

Bosch

Caterpillar

De Post

DHL Express

Honeywell

La Poste

Osram

Parcelforce

Siemens

Swiss Post

Tetra Pak

TNT



Achieving pricing excellence calls for action on 3 areas

What the customer

is willing to pay…

…and what we

actually getValue

strategy

Value

pricingValue

selling

Prices which are either too high, or too low

Value not defended, discounts on gut-feel

Product offerings do not fit customer needs

Typical deficiencies and leakages



Create meaningful segments to provide a basis for a

differentiated portfolio, sales and pricing approach

37

Relative importance of attribute Size of customer segment

0%

5%

10%

15%

20%

25%

30%

35%

40%

Completenessof solution

Customerservice

Integration Datasecurity

Implementation speed

Uptime Price

Want price only

Want no risk

Want it now

Want the best

% of sales

23%

9%

39%

29%

Simon-Kucher

Software Example

Achieving Pricing Excellence in SaaS

CIO add-on

38


Segment-specific packaging create entry level offers

without sacrificing deal size

Buyer 1

Buyer 3

Buyer 2

Entry Packages Upsell Options

Package 1

Package 2

Enterprise

License

Package 3

Package 4

Package 5

+ Analytics

CIO add-on

Platform:

Basic

Module 1

Module …

Module n

Simon-Kucher

SaaS Example


Create relevant offers for different budgets


Price

Volume

Super eco

Super premium

Eco

Standard

Premium

Differentiated price

Volume

One-size-fits-all price

Price

Customers not

reached yet!

Willingness-to-

pay not exploited!

Create lean-price

product by removing

unimportant value

attributes

Enrich with valuable

elements for

demanding customers



Align price with the value you deliver

Implementation

Subscription fees

Service costs

VALUE PRICE

An optimal portfolio structure… …brings the price in line with perceived value

40

Good/Better/Best All-in-one package

Basic Standard Premium

Service

package

Service

package

Service

package

Basic + service packages

Service package

Individual

service

Individual

service

Individual

service

Need based packages

ZZ

P

Am

bitie

uze

sta

rter

Tra

ditio

nal

kle

inb

ed

rijf

Tra

ditio

nee

lMK

B

Gro

ot b

edrijf

Top

acco

un

t

Ease of use

Completeness

Reporting and BI

Integration between

modules

System integration

Service Level

Customization

Data security

…


41

Optimized portfolio structure using quantitative

research boosts footprint


Simon-Kucher

HCM SaaS Example

Results in one year

Additional 45% new

logo growth

From 400 to 1200 new

logo customers

New implementation

partners contracted due

to booming business


Steer buying behavior through (un)bundling and anchoring


This also works in B2B software!

OptionPrice in

USD

% of people

choosing

Online $59

Print + online $125

Average revenue

per subscriber

OptionPrice in

USD

% of people

choosing

Online $59

Print $125

Print + online $125

Average revenue

per subscriber$80.12 $114.44

68%

32%

16%

84%

0%

Option 1 Option 2



Achieving pricing excellence calls for action on 3 areas

Value strategy Value selling

Clear portfolio & pricing strategy,

aligned with strategic goals

Value defended,

performance monitored

Enablers for pricing awareness and capability development

Optimized value selling

guidelines, tools & skills

Increased cross-, up- and

deep-selling

Pro-active sales approach

& key account

management

Improved KPIs, incentive

system & monitoring

Clear strategic goals &

market positioning

Targeted customer &

product segmentation

Effective go-to market &

channel strategy

Differentiated portfolio

structure & (un-)bundling

People skills & knowledge

managementSystems & data quality

Organizational structure,

process & responsibilities

Value pricing

Optimal price levels

and structures, based on value

Value-based list price

setting

Optimized and conditional

discount structure

Monetization of

surcharges

& services

Innovated price model

and metric, aligned with

value

€


Our most common project approaches

Determine differences in customer behaviors & key drivers of willingness-to-pay

Classify distinct and actionable segments

Design packaging, pricing, & messaging to align w/ segments

Drive conversion & upsell:

Facilitate product & needs discovery

Ease product selection

Create call to action

Utilize consumer psychology

Create structured discounting process, checks & balances

Improve value selling and negotiation skills

Design effective incentives & controls

Provide value-selling tools

Evaluate competitive positioning,

identify white spaces

Prioritize target markets &

channels

Develop new offerings

Customer Segmentation

Evaluate alternative pricing models

Identify optimal price metrics and contract structures

Test & measure acceptance of new models

Monetization / Price Model

Strategy

Online Sales Dialog

Maximize customer lifetime value

with packaging & pricing by…

Driving customer acquisition

Exploiting differences in customer needs & value

Encouraging up-sell & cross-sell

Packaging Strategy

Sales Force Effectiveness Growth Strategy

Apply learnings from >1,000 studies where multiple research methods were used to triangulate willingness-to-pay

Adapt proven structured interview and survey techniques, including tradeoff / conjoint methods

Price level optimization

(Subs, License, …)

Use systematic process to

identify opportunities to drive

profit, revenue, and sub. growth

Quantify and prioritize business

cases

Align on roadmap for tactical

implementation & value capture

Opportunity

Assessment & Roadmap



Timetable
















17.10-17.30 Q&A


Timetable
















17.10-17.30 Q&A


BUILD A SCALABLE MARKETING ENGINE

Main Insight EventMark Appel | Global Marketing Director | Exact Software

@preciesmark

Main Insight Event 2015 Exact Software - @preciesmark

Exact Software - @preciesmarkMain Insight Event 2015


‘Create brand & product preference within our target audiences by understanding our buying personas, offer value by being extremely relevant in every stage of their

lifecycle to engage in order to provide our salesorganisation with high qualified leads.’


GrowthChurn

Inflow

Reach

Engagement

Cross-Deep-Up




Average (monthly) Sales Price

Sales Conversion %

Payback time (months)


Main Insight Event 2015

CENTRALProgram Management

Content CreationMarketing Automation

NLPublishing

BEPublishing

UKPublishing

USPublishing

DEPublishing

FRPublishing

LOCAL

80%Global & standardized

20%Local relevance

NEWPublishing


Globally deployed per target audience

Standardized and ready-to-use and automated flows

Standardized marketing assets Standardized website pages and emails


Clear definitions

Performance based marketing

Stick to the plan, step by step


Timetable
















17.10-17.30 Q&A


HOW DEMAND CREATION MARKETING CAN GROW YOUR BUSINESS

Clarinda DobbelaarJune 16, 2015

“RIPPED FROM THE HEADLINES”

Forbes: The Disappearing Sales ProcessTwenty-five years ago, I was but a mere snot-nosed kid out of college who suddenly decided that law school was not in the future. With a recession in full swing, and a need to pay the rent, I took the first job offered and went into sales.Having learned nothing about the sales profession in college, I picked up a copy of Miller Heiman’s Strategic Selling — still have a dog-eared copy on my bookshelf…

CEB: The Rising

Importance of Digital

. In the B2B context, CEB’s Marketing Leadership Council (MLC) surveyed more than 1,500 customer contacts (decision makers and influencers in a recent major business purchase) for 22 large B2B organizations.

In a striking finding, the survey revealed that the average customer had completed more than one-half to 70% of the purchase decision-making process prior to engaging a supplier sales rep directly .

http://www.newyorker.com/magazine/2014/02/17/twilight-brands

http://www.forbes.com/sites/gyro/2013/01/07/the-disappearing-sales-process/

http://www.millerheiman.com/our_products/strategic_selling/index.html

http://www.executiveboard.com/exbd-resources/content/digital-evolution/pdf/Digital-Evolution-in-B2B-Marketing.pdf

SalesMarketing

WHAT’S GOING ON IN THE BUYERS JOURNEYSeller:

Buyer:

Awareness Educate Select Solutions Select Vendor

Conclusion:• 60-70% of the buyers journey is passed when prospects contact a direct sales:

• Role of marketing : secure touch points with target group & position in long list• Awareness creation is expensive: what is effective?

content

TeamPeers

Clarinda Dobbelaar

THE BUYERS JOURNEY & MARKETING MODEL

Clarinda Dobbelaar75

# o

f pro

spects

Buyers Journey

Corporate branding

Educational communication

Stimulating communication

Action comm

New Customers

Push marketing/Branding

(cognitive dissonance)

Pull marketing

(internet)Push & Nurture

marketing

Not Aware of any needs Aware of a pain Discover solutions Explore options Select & Buy

Direct Sales

STRATEGY: 4 CONTROLS MODEL


Mind

Control

Get in control of the mind of our target group.

By supporting your buying persona in each step of their buyers journey

Objective:Automatically on Long list

Get in control of the leads in the market today, tomorrow, next year.

By implementing an integrated process & systems, digital marketing & database

Objective:Identify stage in buyers journey and projects

Maximize the chance on a Win

Segment the market, define KPI’s & SLA’s for qualification in each step of the buyers journey

Objective:Qualification on ideal customer profile

Get in control of customer satisfaction

By implementing customer portfolio’s and retention strategies

Objective: Referenceablecustomers

Satisfaction

Control

Lead

Control

Win

Control

Customer

base

Quali

fied

leads

WebsitesMarketing Automation Platform(MAP) CRM

INTEGRATED SALES AND MARKETING PROCESS

Aware of need/painUnaware of any need Discover solutions Explore options Select Buy Implement UseBuyers Journey:

•Portfolio management

• GTM kits

•Content Marketing

Portfolio

Marketing

•Branding/PR

•Solution messaging

•Analyst recognition

Mind Control•Database

enrichment

•In- & Outbound lead gen.

•Lead scoring

Lead Control

•Behavior based Nurture

•BDR’s

• Hand over to Sales

Lead Nurture & First appointments

•RFX

•Demo’s

•Negotiating

•Contract

Win Control

•Account Management

•Retention Programs

Satisfaction Control

Clarinda Dobbelaar

DEMAND GENERATION ‘WATERFALL’ : KPI’S & SLA’S

78

Target Accounts

Sales Qualification

Close

Automated Qualified Leads

BDR Generated

Appointment

Sales Generated

Opportunity

Sales Accepted

Opportunity

Sales Qualified Opportunity

Won Business

New Business Development Accepted Leads (BDR’s)

Marketing Qualification

Inquiries

Website requests (inbound) Responses to DM (outbound)

Database is key:

Target accounts with

addressable contacts

KPI KPI

KPI

KPI

KPI KPI

KPI

KPI

Lead Score on profile

Lead Score on

behaviorBased on SLA

Based on SLA

All KPI’s are measured through SFDC

BDR Qualified

AppointmentKPI

Clarinda Dobbelaar

EXAMPLE BWISE: FROM STRATEGY TO PRACTICE


Meet our buying persona’s:

http://www.brainshark.com/nasdaqomx/vu?pi=zHtzhifF4zHvnCz0&dm=1

http://www.brainshark.com/nasdaqomx/vu?pi=zHtzhifF4zHvnCz0&dm=1


Difference?

True integration of sales & marketing process and alignment with Product Management

RESULTS

Benchmark Forrester: 80% of all the

sales

opportunities

are initiated by

Marketing

My results:

Other results:• Strategic: By controlling the leads, we changed the organization

• Tactical: Provide sales management with insights on performance by sales region, sales rep and product

• Operational: Provide sales reps with a consistent backfill of pipeline and in-depth insights on their territory

QUESTIONS?

CLARINDA [email protected]

81

Timetable
















17.10-17.30 Q&A


OnGuard Marketing

Accountable Demand GenerationMain Insight Event – May 28th, 2015

OnGuard in a nut-shell

Leading provider in software for :

• Cash allocation

• Credit management

• Collections management

• Complaints management

20 years of global experience

Optimising Working Capital through Customer Intimacy

Moving to Marketing 2.0

85

• Buying behaviour is changing:

– Experiences as a consumer

– Risk aversion

– Availability of information

• Buyer is in control of the process

16/06/2015

Know your market

86

• Buyer Personas

• What is a typical profile?

• What triggers them?

• What are their needs & wants?

• Make it visual

16/06/2015

Ronny the Regional• Age: 40+• Job title: regional credit manager, director of credit, global credit manager, credit manager

EMEA,• Roles: accountable / responsible, decider, champion, sponsor, sparring partner, roadblock• Company sizes: Medium, Large, Multinational

Characteristics:• “Invented” credit management• Seeks recognition for his knowledge rather then “other ways”• He is the go – to – guy, he’s always right• Judgemental, quick on the draw, with a large ego• Part of one of the associations, really present at networking events

Goals & challenges:• Obtain targets from all regions to keep reputation spotless• Overview into what’s working with the separate teams• Report the right thing at the right time to the CFO and directors• Translate his knowledge and expertise into a tool

Loves OnGuard because:• It gives him the flexibility to translate his policies and needs into action• It allows him to prove and improve local and regional credit management ROI• He is close to a vendor which actually listens to what he has to say

Social networking sites: • LinkedIn user, active listener and moderate commenter

What Ronny needs & wants• Respect for his knowledge, expertise and

experience in the field of collections• Draw his own conclusions based on the

information provided• Give him the perception of coming up with the

specific setup, solutions and way to go• Involve him, bring him along for the ride, get

beside him versus across the table• Bring facts, figures and numbers supporting

your assumptions

Primary

Giving back

88

• Get found with great content

• Define

– By persona

– By buying stage

• Get it out there

– Website

– Social

– Partners

– Print

16/06/2015

C:/Users/mfa/Desktop/Whitepaper The Ultimate Guide to Credit Management Software.pdf

C:/Users/mfa/Desktop/Whitepaper The Ultimate Guide to Credit Management Software.pdf

Customerisasking:Theyare:

Theywant:

Wanttosharewiththem:

7quickwinsyougetfromcallingoveremailing

yourcustomers(WP)

Articledonothing(NP) Customerscoringw/links(NP) Quotations Referenceecasesdividedperbestroletofit

to

5stepsforsavingtimeincreditmanagement

(NP)

5Calculationsnocreditmanagershoulddo

byhand(WP,NP)

CMSWERPintegration,factvsficiton(NP) Referencecases OnGuardExpertise(eB)

10essentialsforcreditmanagement(WP) Buildingthebusinesscasecontent(eB) Howtobuyguide(eB) Functional&Techincaldescriptions

IntroductiontoCMSW(eB)

Speakingthesamelanguageininternational

creditmanagement(WP)

Usinginternalandexternalinformationfor

360(NP)

Buildingthebusinesscasecontent(eB) Quotations OnGuardExpertise(eB)

Informedcreditmanagementwithexternal

sources(NP)

Insightincreditmanagement(eB) IntroductiontoCMSW(eB) Referencecases Functional&Techincaldescriptions

Drillingintointernalsourcesofinformation(NP) Howtobuyguide(eB)

IntroductiontoCMSW(eB)

Quotations OnGuardExpertise(eB)

Functional&Techincaldescriptions

SystemRequirementsConn.ICMS(WP) OnGuardExpertise(eB)

OnGuardExpertise(eB)

Shapesofcontent: eB:eBook(guides,b.practices) WBN:Webinar MI:Marketinforeuse TL:Tool(onlinetool)

WP:Whitepapers(longform1-5p) EV:Events(offline) TP:Tradepublication RE:Research

NP:News/blogpost(shortform) IA:Industryanalysis RC:Referencecase

ContentMatrix:whatcontentdowehaveforBuyerPersona'sineachstage?

BentheBuyer

TomtheTechy

DannieletheDecider

Areyourightforme?GuidingSolutionValidation

Stage3:CredentialsanddecisionsupportPricing,Benchstrengthdemonstration,Casestudies,ROI/TCO,How

tobuy,Workingwithus

LennytheLeader

Ronnythe

Regional

What'smyproblem?BuildingAwareness

Stage1:EducationandThoughtleadership

Trends,Benchmarks,Analystcoverage,101Education,Howtoguides,

Howareotherpeoplesolvingthis?

Howdoifixmyproblem?Facilitatingdiscovery

Stage2:SolutionsandproductsuitabilityWhatisitandhowdoesitwork?,Solutioncomparisons,Pitfall

analysis,Readinessandsuitabilityassesments,HowdoIchoosea

CollintheCollector

FreddytheFinManager

89

Success enablers

90

• Website

• Social

• Tools

– Identify, capture and nurture

– Analyse

16/06/2015

Defining success

91

• Measure, measure, measure

– Sales Qualified Leads

• Outbound vs inbound

– Pipeline generated

– Activity volume

– Activity effectiveness

• Outbound & inbound

16/06/2015

Inbound vs Outbound debate

92

• How effective is cold-calling really?

– 500 cold calls to get to a deal

• Following up warm leads is better

– But sometimes too late

• Ultimate goal:

– Majority inbound traffic (educated by OnGuard)

– Cherry pick on outbound

16/06/2015

Summary

93

• Understand your customers

• Build your marketing processes

– Goals

– Content

– Tools

• Measure and improve

16/06/2015

Marketing is a contest for

people’s attention

Seth Godin

Get in touch

OnGuard.com

[email protected]

@mfaceyonguard

+31 (0)6 507 489 07

http://www.facebook.com/OnguardGroup

http://www.facebook.com/OnguardGroup

http://www.linkedin.com/company/47362?goback=.fcs_GLHD_onguard_false_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2&trk=ncsrch_hits

http://www.linkedin.com/company/47362?goback=.fcs_GLHD_onguard_false_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2_*2&trk=ncsrch_hits

http://twitter.com/onguardgroup

http://twitter.com/onguardgroup

Timetable
















17.10-17.30 Q&A


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