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5. Chasm Institute’s
Marketing High Tech in Challenging Times:
9 Key Success Factors
... an advanced webinar for high-tech marketing professionals in key software,
product, and web-based businesses, seeking to drive profitable sales in 2010.
3 priority questions to be addressed:
how do customer needs change in different stages of the TALC (Technology Adoption Life Cycle) ?
what are some key Best & Worst Practices for high-tech market success in tough times ?
which 9 factors predict success or failure in new product launches ?
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
5
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6. Chasm Institute’s Senior Workshop Leaders
Michael Eckhardt Mark Cavender
• Managing Director, • Managing Director,
Chasm Institute LLC Chasm Institute LLC
• Senior Affiliate, • Managing Director,
The Chasm Group, The Chasm Group,
1994 – 2003 1994 – 2003
• e-mail: • e-mail:
meckhardt@chasminstitute.com mcavender@chasminstitute.com
Previous product management Previous sales and marketing
and consulting experience experience in enterprise software
• Hewlett-Packard • Oracle Applications
• PepsiCo Inc. • JD Edwards
• Harbridge Consulting • McCormack & Dodge
• Price Waterhouse & Co. • The Service Bureau Company
Education, workshops and Education, workshops and
consulting engagements consulting engagements
• Agilent Technologies • Cognos
• Cisco Systems • FileNet, an IBM Company
• Hewlett-Packard • Lawson Software
• Intel Corporation • Nokia
• Mentor Graphics • Symbol Technologies
MBA, Harvard Business School MBA, University of North Texas
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
6
All rights reserved. Contents may not be reproduced in any form without prior written permission.
7. Chasm Institute’s
Marketing High Tech in Challenging Times:
9 Key Success Factors
... an advanced webinar for high-tech marketing professionals in key software,
product, and web-based businesses, seeking to drive profitable sales in 2010.
Priority Question #1:
how do customer needs change in different stages of the TALC (Technology Adoption Life Cycle) ?
... and how does this impact marketing automation, lead nurturing, and database segmentation priorities ?
... plus: “why bad things happen to good marketing campaigns” – and how to avoid this.
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
7
All rights reserved. Contents may not be reproduced in any form without prior written permission.
8. High-Tech Markets develop in a relatively predictable pattern ...
... based on the changing behavior of customers
Pragmatists:
Stick with the herd !
Conservatives:
Status quo is OK -- move
Visionaries:
only when necessary!
Move ahead of the herd!
Skeptics:
No way!
Techies:
Try it!
Innovators
Early
Early Majority
Late Majority
Laggards
Adopters
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
8
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9. How Do Customer Needs
Change Across the TALC ?
Innovators
Early
Early Majority
Late Majority
Laggards
Adopters
The Technology Adoption Life Cycle models market acceptance
of both discontinuous and continuous innovations.
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
9
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10. Innovators - Technology Enthusiasts
Primary Motivation:
• Learn about new technologies for their own sake
Key Characteristics:
• Strong aptitude for technical information
• Like to alpha test new products
• Can ignore the missing elements
• Do whatever they can to help
Challenges:
• Want unrestricted access to top technical people
• Want no-profit pricing (preferably free)
Key Role: Gatekeeper to the Early Adopter
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
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11. Early Adopters - The Visionaries
Primary Motivation:
• Gain dramatic competitive advantage via revolutionary
breakthrough
Key Characteristics:
• Great imaginations for strategic applications
• Attracted by high-risk, high-reward propositions
• Will commit to supply the missing elements
• Perceive order-of-magnitude gains — not so price-sensitive
Challenges:
• Want rapid time-to-market
• Demand high degree of customization and support
Key Role: Fund the development of the early market
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
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12. Early Majority - Pragmatists
Primary Motivation:
• Gain sustainable productivity improvements via evolutionary
change
Key Characteristics:
• Astute managers of mission-critical applications
• Understand real-world issues and trade-offs
• Focus on proven applications
• Like to go with the market leader
Challenges:
• Insist on good references from trusted colleagues
• Want to see the solution fully deployed at the reference site
Key Role: Selective defender of the status quo
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
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13. Late Majority - Conservatives
Primary Motivation:
• Avoid competitive disadvantage
Key Characteristics:
• Better with people than technology
• Risk averse, disruptions unacceptable
• Price-sensitive
• Often highly reliant on a single, trusted advisor
Challenges:
• Need completely pre-assembled solutions
• Would benefit from value-added services
but may often not want to pay for them
Key Role: Extend product life cycles
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
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14. Laggards - Skeptics
Primary Motivation:
• Maintain status quo
Key Characteristics:
• Disbelieve marketing hype
• Disbelieve productivity-improvement arguments
• Believe in the law of unintended consequences
• Enjoy taking a contrarian position
• Seek to block purchases of new technology
Challenges:
• Not a customer
• Can be formidable opposition to early adoption
Key Role: Retard the development of high-tech markets
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
14
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15. High-Tech Markets develop in a relatively predictable pattern ...
... based on the changing behavior of customers
Pragmatists:
Stick with the herd !
Conservatives:
Status quo is OK -- move
Visionaries:
only when necessary!
Move ahead of the herd!
Skeptics:
No way!
Techies:
Try it!
Innovators
Early
Early Majority
Late Majority
Laggards
Adopters
Pragmatists are crucial to the adoption of new technologies -- they cast the deciding vote.
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
15
All rights reserved. Contents may not be reproduced in any form without prior written permission.
16. Chasm Institute’s
Marketing High Tech in Challenging Times:
9 Key Success Factors
... an advanced webinar for high-tech marketing professionals in key software,
product, and web-based businesses, seeking to drive profitable sales in 2010.
Priority Question #2:
what are some key “Best & Worst” Practices for high-tech market success in tough times ?
... and how can “pattern recognition” drive marketing success ?
... plus: winning practices from Tech 100 Leaders.
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
16
All rights reserved. Contents may not be reproduced in any form without prior written permission.
17. What are some “Best & Worst” Practices for
high-tech market success in tough times ?
... and how can the TALC 2.0 Model be a predictive marketing framework
for your 2010-2011 customer initiatives and go-to-market priorities ?
4. Tornado
5. Main Street
Thriving
Market
Maturing
1. Early
Market
Declining
Market
5-A
Market
5-B
5-C
2.
Chasm
3. Bowling
Alley
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
17
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18. The Technology Adoption Life Cycle (TALC 2.0)
TALC 2.0 Model ... a tool for predicting how
high-tech market priorities (including target marketing,
feature decisions, messaging, channel, pricing, and # of SKU’s)
must change ---- from Early Market through Main Street.
4. Tornado
5. Main Street
Thriving
Market
Maturing
1. Early
Market
Declining
Market
5-A
Market
5-B
5-C
2.
Chasm
3. Bowling
Alley
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
18
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19. Technology Adoption Life Cycle
(TALC 2.0) EXECUTIVE OVERVIEW
1. Early
Market
2.
Chasm
1. Early Market: Customers are visionaries under the influence of
technology enthusiasts. Each new deal is greeted with enthusiasm. Product
is still immature. Whole product has to be built from scratch for each customer,
including a significant amount of “special work” unique to that customerʼs
requirements. Looks more like a project than a product.
[ Key: watch out for tops-down forecasts that are unattainable ]
2. The Chasm: Early market commitments now absorb all discretionary
resources such that you cannot offer any more “specials” to visionaries.
Pragmatists, however, do not see the relevant references nor the evidence
of a whole product that would make the new category a safe buy. Sales cycles
are extended, and most that do close are for pilot projects.
[ Key: “100% Whole Product” is crucial to a successful Chasm Crossing ]
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
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20. Crossing the Chasm
The “Beachhead” segment
The Problem:
• 80% of many solutions — 100% of none
• Pragmatists won't buy 80% solutions
Most frequent vendor mistake:
• Working on the most common overall enhancement requests
• Never finishing any one segment's requirements
The Correct Solution (leading to success):
• Focus on a single beachhead segment
• Accelerate formation of that segment's 100% whole product
• Pick a list of requirements for a specific segment – and finish it !
Dominating a market begins with dominating a segment.
Examples: Google, Cisco, HP LaserJets, Apple iPods, Facebook
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
20
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21. Technology Adoption Life Cycle
(TALC 2.0) EXECUTIVE OVERVIEW
4. Tornado
3. Bowling
Alley
3. Bowling Alley: Product is endorsed by pragmatist customers
within the confines of one or more segments. Sales cycles within these
segments are predictable with good margins. Outside of these segments,
there are only opportunistic sales, often at significant discount.
[ Key: broad sales motions will fail ]
4. Tornado: The majority marketplace has taken off. Virtually any
vendor who can supply this category of product can sell it. A fierce
market share war has developed, and price discounting is vicious.
A market leader has emerged, establishing the de facto standards,
and this company gets much better margins than the competition.
[ Key: duration of Tornado is typically only 2-4 years ]
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
21
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22. Technology Adoption Life Cycle
(TALC 2.0) EXECUTIVE OVERVIEW
5. Main Street
Thriving
Market
Maturing Declining
5-A
Market
Market
5-B
5-C
5. Main Street: The hyper-growth era is over. Market growth slows down
as the market saturates, but opportunity remains robust in both Thriving (5-A) or
Maturing (5-B). To expand further some competitors
are now modifying their “standard offerings” to appeal to special segments
via +1 Offers. Other competitors compete on price alone. The market leader still
gets a margin premium but is under pressure to reduce price.
[ Key: offer both safe Standard Solutions and smart, margin-rich +1’s ... while rationalizing SKU’s ]
Note re: 5-C as Main Street moves beyond the stages of “5-A” and “5-B” and into “5-C”
(Declining Market), this category of product is now fully saturated in the
marketplace. This category may still find loyal conservative customers
within specific segments on Main Street, but the category will eventually
pass out of the market from the perspective of the broad set of customers.
It may be displaced by a newer category in the future.
[ Key: at this stage (5-C) pricing decision is crucial ]
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
22
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23. Chasm Institute’s
Marketing High Tech in Challenging Times:
9 Key Success Factors
... an advanced webinar for high-tech marketing professionals in key software,
product, and web-based businesses, seeking to drive profitable sales in 2010.
Priority Question #3:
which 9 key factors predict success or failure in new product launches ?
1. Target Customer
2. Compelling Reason to Buy
3. Whole Product
4. Partners & Allies
5. Distribution
6. Pricing
7. Competition
8. Positioning
9. Next Target
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
23
... and why are the 4 P’s “necessary but not sufficient” when marketing high-tech products or services ?
All rights reserved. Contents may not be reproduced in any form without prior written permission.
... plus: whom to target -- in automated lead nurturing + database segmentation -- is just as key as what to say.
24. The 9-Point Market Strategy Checklist
Focal point for everything
1.
Target Customer
2.
Compelling Reason to Buy
Key market driver
To fulfill the compelling
3.
Whole Product
reason to buy
4.
Solution Partners
Needed for whole
product
Willing and able to deliver
5.
Distribution / Channel
the whole product
Whole product price consistent
with customerʼs reason to buy,
6.
Pricing
margins consistent with partnerʼs
contribution
For the customer's money
7.
Competition
Relative to
8.
Positioning / Messaging
competition
Next move
9.
Next Target
This template holds for all stages in the Life Cycle.
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
24
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25. 9-Point Market Strategy: Attack Plan
Focal point for everything
1.
Target Customer
2.
Compelling Reason to Switch
Key market driver
To fulfill the compelling
3.
Whole Product
reason to buy
Needed for whole
4.
Solution Partners
product
Willing and able to deliver
the whole product
5.
Distribution / Channel
Whole product price consistent
with customerʼs reason to buy,
6.
Pricing
margins consistent with partnerʼs
contribution
For the customer's money
7.
Competition
Relative to
8.
Positioning: “Why Switch?”
competition
Next move
9.
Next Target
The Attack 9-Point Strategy seeks to dominate new segments
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
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26. 9-Point Market Strategy: Defend / Expand
Focal point for everything
1.
Target Customer
2.
Compelling Reason to Stay
Key market driver
To fulfill the compelling
3.
Whole Product
reason to buy
4.
Solution Partners
Needed for whole
product
Willing and able to deliver
5.
Distribution / Channel
the whole product
Whole product price consistent
with customerʼs reason to buy,
6.
Pricing
margins consistent with partnerʼs
contribution
For the customer's money
7.
Competition
Relative to
8.
Positioning: “Why Stay/Add ?”
competition
Next move
9.
Next Target
The Defend / Expand 9-Point Strategy seeks to gain loyalty & repurchase from our current segments
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
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27. Goal of 9-Point
Market Strategy Summary:
A well-written 10 page summary document ...
1 executive overview page + 9 detailed pages that tells:
• your product group
• your management team
• key external (and internal!) partners
• key Sales and Support
… your market development strategy for a
specific product, service or initiative.
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
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28. OUR 9-POINT PLAN Customer Initiative or Solution: MarketPro web service solution for
FOR MARKET SUCCESS installed-base OMB customers in U.S.
Executive Overview TALC Stage: ____Bowling Alley____ [ ] Early [ X ] Mid [ ] Late
Time Period for this Plan: from Q1FY10 to Q4FY10
Business Objective for this Plan: Drive high-value pages for OMB brochures & flyers in FY10
MarketPro targets businesses of X to Y employees in the U.S. “Iʼm a shop owner, not a marketer” sums up challenges these businesses
have finding the time + in-house expertise to create compelling marketing materials. Solutions like MarketPro are needed to help them
1 Target Customer
differentiate their business, while saving time + money. MarketPro would improve on the relatively weak set of choices these customers have
today.
Compelling Reason to Small business customers are tight on time, have very limited budgets, but a strong desire to look more professional. MarketPro helps them to
2 Buy affordably create + print marketing materials (brochures, business cards, flyers) via easy-to-use on-line choices that give their company a
great, professional look.
An MVP (minimum viable product) that provides this customer experience an easy + affordable way to create professional brochures,
3 Whole Product
business cards, flyers + other marketing matʼls -- and print them how and when they want.
MarketPro is well aligned with internal + external partners -- HP Audio, Dunder-Mifflin, Tykor, and Stanton have the right skills and
Solution Partners
4
capabilities, share an understanding of our target customer, and have a track record of meeting commitments.
(1) HP internal partners (SPG, LSG, Web, regions) are motivated to distribute MarketPro, but they need to be educated & equipped to
integrate MarketPro into their HP programs. HP internal partners are still confused as to how the MarketPro brand has evolved over the past
5 Distribution year and the difference between WK/MP. Additional challenge: each internal HP partner has different OMB strategies, rules of engagement,
requirements, & timing relative to Interlock objectives.
(2) MarketPro.com
Higher-margin pricing for Print-to-Desktop and Print-to-Store (due to Bowling Alley lower price elasticity)
6 Pricing
Moderate-margin pricing (vs. InstaPrint) for Print-to-Mail (due to Tornado higher price elasticity)
7 Competition 2 Dangerous Competitors = “Status Quo” + InstaPrint (also: HP BizPro is a potential distraction for customers)
“For small businesses in the US (X to Y employees) who are tight on time + money, but want to look more professional, MarketPro is a web
Positioning / service that provides an easy + affordable way to create professional brochures, business cards, flyers and other marketing materials -- and
8
Messaging print them how and when they want. Unlike other alternatives which are too expensive, offer limited choice, or do not produce unique/
professional results, MarketPro will enable these businesses to proudly stand out and compete.”
9 Next Target FYXX – expansion into Northern Europe, GRAPHITE release, new hardcopy customers, differentiation at PDS
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
28
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29. Suggested “Homework”
Where are your priority products or
initiatives competing on the TALC
-- in key geographies in mid 2010 ?
?
?
?
5. Main Street
? Thriving
Market Maturing
Market Declining
5-A Market
? 5-B
? ? 5-C
?
Once we’ve gained accurate answers to the above question,
we can then move ahead with confidence and clarity:
(1) about what we should and should not do in the market
(2) based on the specific TALC Stages we are competing in.
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
29
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30. Pulling It All Together
What related Chasm Institute Workshops are available ?
Note: Many marketing professionals ask us how
to gain the real insights + tools needed to win
in Chasm-Crossing, Bowling Alley, Tornado
Thriving
or Main Street life cycle stages. Market
Maturing
Declining
Market
Market
The following 2-day on-site workshops
are tailored to your specific business:
Market Strategy Workshops (on-site) Focus:
Crossing the Chasm (commercializing innovative new technologies and products)
Bowling Alley Success (dominating key markets and market segments)
Inside the Tornado (maximizing profitable revenue in high-growth / hyper-growth markets)
Winning on Main Street (thriving in slower growth / margin pressure / mature markets)
... as well as the next level in marketing workshops – including:
our “Advanced Marcom” Workshop and “Advanced Go-to-Market” Workshop.
For more information:
on the above-mentioned tailored skill-building workshops for your team or specific business,
contact Angela Martinez at 650-537-6742 or martinez@everestag.com.
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
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31. Why Chasm Institute ?
“No matter how great the strategy is, it means nothing
unless it is implemented.” - Geoffrey Moore
• Chasm Institute programs are based on the industry standard in high-
tech strategy, coupled with real world experience
• Geoffrey Mooreʼs best-selling business books
• Strategy concepts that have been proven and refined through hundreds of
real world consulting engagements by The Chasm Group over 12 years
• Ability to accommodate all of a companyʼs offerings
• Multiple categories
• Multiple places in the Technology Adoption Life Cycle
• Executives can choose between a blend of both workshops and online
education
• Chasm Institute programs help companies:
• Achieve alignment across the organization
• Gain alignment with business partners
• Improve employee and partner motivation
• The result: Better definition and execution of your company strategy
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
31
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32. Thank You
Chasm Institute provides Chasm Institute LLC
education and professional 900 Cherry Avenue
development programs in Suite 221
market development strategy
for technology companies. San Bruno, CA 94066
Work is based on best-selling
business books by Geoffrey Michael Eckhardt
Moore including Crossing the meckhardt@chasminstitute.com
Chasm and Inside the Tornado
plus The Chasm Companion by
Paul Wiefels. Mark Cavender
mcavender@chasminstitute.com
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
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33. Copyright Notice
• Copyright ©2010, Chasm Institute LLC. All rights reserved.
• This presentation is provided to you solely for informational
purposes and does not constitute conveyance of any intellectual
property rights.
• Chasm Institute LLC has created materials, methodologies and
practices that are proprietary. All intellectual property associated
with these works and any derivative works that come as a result
of any Client engagement shall remain the property of Chasm
Institute LLC.
• This presentation may not be reproduced or redistributed, in
whole or in part, without the prior consent of Chasm Institute LLC.
© 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
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34. © 2010 Chasm Institute Contact: Michael Eckhardt meckhardt@chasminstitute.com
Update: 02/13/10
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35. IT IS A REALLY COMPLICATED PROBLEM
ng
Trade
Shows
Marke;
ROI
PR
Partn
SEO
ers
Demo
sing
Order
Adver;
Social
Media
Blogs
Proposal
Contract
Webinars
White
Papers
Direct
Mail
Telema
rke;ng
Sales
Presenta;ons
Pricing
Customer
B2B
Selling
relies
on
providing
an
informa;on
conversa;on
43. The
Sales
Side
–
How
are
Best‐In‐Class
Companies
Enabling
Sales?
• Customized
Messaging:
The
benefits
of
knowing
exactly
who
a
salesperson’s
target
individual
is.
• Incorporated
Sales
Intelligence
Sources:
Top‐performing
sales
teams
are
realizing
the
poten;al
of
directly
feeding
sales
intelligence
into
the
daily
selling
tool
systems
(CRM/SFA).
• Marke6ng
Automa6on:
Allows
sales
teams
to
be
more
efficient.
Aberdeen Research - 2009 Sales
Enablement Report
45. What’s
The
Impact?
No
Title:
– Inability
to
determine
the
what
role
is
occupied
by
the
prospect
and
deliver
a
truly
customized
message
via
phone,
email,
or
direct
mail
campaign
=
Lower
lead
conversion
rates.
No
Email
Address
or
Phone
Number:
– More
;me
spent
trying
to
reach
key
decision
makers
=
Longer
sales
cycle,
Slower
Win/
Loss
Rate
No
Revenue
or
Company
Size
Informa6on:
– Inability
to
accurately
segment
prospects
results
in
more
;me
spent
with
less
promising
prospects
=
Longer
sales
cycle,
Slower
Win/Loss
rate,
Lower
average
deal
size.
Bad
Data:
– Bad
data……
46. Key
Takeaways
• With
consistent
adop;on
capabili;es
and
enablers
Best‐
In‐Class
users
are
able
to
achieve
measurable
results.
• Whether
the
metrics
are;
– Financial
(Revenue;
Deal
Size)
Or
– Ac6vity
Oriented
(Conversion
&
Win/Loss;
Sales
Cycle)
• This
group
is
realizing
considerable
value.
48. Marke6ng
High
Tech
in
Challenging
Times
–
9
Key
Success
Factors
Addi6onal
Resources
•
The
on‐demand
webinar
recording
is
available
at
the
BeWhys
Marke;ng
website
•
A
free
15‐day
individual
seat
license
to
Chasm
Ins6tute’s
award‐winning
Online
Learning
Tool:
“Founda(ons
of
High‐Tech
Marke(ng”.
(Select
"Register"
and
enter
the
following
in
the
coupon
code
field:
CHASM_15_DAYS_q409demo)
•
Dummies
Guide
to
Nurture
Marke(ng
from
MarketBright
–
the
latest
easy
to
read
guide
on
the
key
elements
of
nurture
marke;ng
and
lead
genera;on.
Reserve
your
complimentary
copy
to
begin
the
road
to
understanding
nurture
marke;ng
in
B2B
marke;ng.
Available
April
2010
•
Marke;ng
High
Tech
Webinar
Special
–
Jigsaw
special
offer
to
enhance
your
database
–
save
20%
on
off
the
standard
pricing
for
packages
of
2,000,
5,000
or
10,000
contacts.
•
A
two
hour,
no
obliga(on,
free
consulta(on
on
your
lead
genera(on
program
–
providing
benchmarks
against
industry
standards
and
recommenda;ons
on
how
to
incorporate
best
prac;ce
methodology
into
your
exis;ng
campaigns
from
BeWhys
Marke;ng.