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Imagination at work
Maximizing Your Marketing Investment
Ramiro Roman
September 10, 2014
2Source: Mad Men
“ Every battle is won
BEFORE
it is fought ”
Sun TzuSource: Google Images
DieQuickly
Thrive
Die Slowly
Survive
Strategy (¢)Doing the wrong things
Strategy (¢)Doing the right things
Tactics ($$$)Doing things well
Tactics ($$$)Doing things poorly
Source: CEB : Marketing Leadership Roundtable Research
5
Market
Segment
Value PropBrand
Channel
Marketing Framework
Source: GE
Leverage market intelligence to set strategy
1. Decipher external trends and influences
2. Define and/or understand your industry
3. Analyze competitors
7
Market
Source: GE
8
Market
Industry Rivalry
Suppliers
Substitutes
Buyers
Entrants
Mag
nitu
de o
f Eff
ect
Likelihood of Occurrence
0% 100%
Low
Hig
h
Source: GE Source: 5 Forces Model
9
Market
Direct Indirect Complementors
Actual
Potential
Source: GE
10
Market
Source: Google Images
For (target customer)
who (statement of the need or opportunity),
the (product name) is a (product category)
that (statement of key benefit – that is, compelling reason to buy).
Unlike (primary competitive alternative), our product (statement of primary differentiation)
Source: Crossing the Chasm
Source: HBR When Marketing is Strategy 11
Market
Group customers by needs and profitability
1. Study target customer perception & behaviors
2. Understand unstated and future needs
3. Select and prioritize segments
12
Segment
Source: GE
13
Source: Google Images
14
TRANSACTIONALEvaluate
Risk
Tol
eran
ce
Business Model
TRANSACTIONALOpportunistic
COREExpand
EXTENDDevelop
ADJECENTInnovate
Low
High
External Internal
Segment
Source: GE
Source: HBR What is Your Strategy? 15
Segment The strategic objective for the downstreambusiness… is to influence how consumers perceivethe relative importance of various purchase criteria and introduce new criteria
Source: HBR When Marketing is Strategy
16
Segment
HBR Case Study 1998
New Mkt90%Mg
2001
Only$1.5B
2003
CompetitorMe2
2003+
3rd entrantNew VP
2012
3rd entrant#1 $5B Mkt
Source: HBR, Google Images, Pfizer Ad, Lilly/Icos Ad
Source: Phillip Morris 17
Innovate to optimize customer & company value
1. Define relevant positioning
2. Innovate upstream and downstream
3. Align business model
18
Value Prop
Source: GE
Target Perceptions
CompetitorsValue Prop
YourValue Prop
19
Value Prop
What would you do?
1. Advantage, opportunity to expand2. At par, execute flawlessly3. Disadvantaged, make trade offs4. Irrelevant, wasted resources
Source: GE
20
Value Prop
Source: Hyundai website 21
HBR Case Study
AssuranceValue Prop
22
Core MarketsCore Markets
2%
5%
7%
10%
Mar
ket G
row
th (
5YRS
)
Adjacent Opportunities
NIBP
White Space
Value Prop
Source: GE
“ Competitive strategy is about being different
It means deliberately choosing a different set of activities to deliver a unique mix of value
Strategy is the creation of a unique and valuable proposition, involving a different set of activities
The essence of strategy is choosing what not to do
Among all other influences, the desire to grow has perhaps the most perverse effect on strategy “
Michael Porter 23
Value Prop
Influence decision-makers and stakeholders
1. Identify personas & influencers in buyer journey
2. Differentiate, differentiate, differentiate
3. Launch programs throughout buying cycle
24
Brand
Source: GE
25
Brand
26
Source: entreprenuer.com
Brand
Source: Vanguard
27
Brand
“Owning, protecting and nurturing the brand is one of most important jobs of a CEO" … “Every decision I make must support the long-term health of our brand“ J. Immelt, GE, Sept. 5, 2014
Source: HBR What is Strategy?
Source: VW & Mini Cooper 28
Brand
Title or Job Number | XX Month 201X 29
EDUCATION Loosening Status Quo
Awareness of the problem
Committing to Change
Align w/ business issues/urgency
BUILD CREDIBILITY• 3rd party leverage• 3rd : white papers• 3rd : education guides• 3rd : benchmark• 3rd : webinar• 3rd : podcasts
CONTENT STRATEGY
SOLUTION Explore Possible Solutions
Help buyer ID benefits for solving issue
Commit to Solution
Align Sol’n w/ specific set of business needs
INFLUENCE SOLUTIONS• Switching case studies• Company white papers• Customer communities• Company webinar• Needs template• Solution comparisons
SELECTION Justifying Decision
Demonstrate benefits/ROI
Making Selection
Validate choice
DEMONSTRATE PROOF• ROI/TCO calculators• Live events• Customer events• Data sheets• Configurators• References
Source: SiriusDecisions
Brand
SALES STRATEGY
https://www.youtube.com/watch?v=lAl28d6tbko
30
Brand
Source: Blendtech
Align resources to targets
1. Develop channel strategy
2. Align sales and marketing
3. Asses performance based on objectives
31
Channel
Source: GE
32
Channel
Source: Google Images
Title or Job Number | XX Month 201X 33
Channel
34
Channel
57% 43%
Due diligence
begins
1st serious engagement
w sales
Purchase
Source: 2011 CEB (n=1500) Source: Gartner & HBR
35
Channel
Source: Marketo
Traditional
TraditionalNow : ID, nurture, qualify Now : Nurture, harvest, IB, upsell, NPS
36
Source: Google Images
Resources
• SiriusDecisions
• Corporate Exec Board
• Marketing Profs
• HBR
• CMO.com
• HubSpot
• Razorfish
• 32 FREE courses http://www.wordstream.com/blog/ws/2014/08/19/free-online-marketing-courses#.
Source: Logos from organizations
37