Building a Magnetic Brand - A Framework for Value-Driven Brand Marketing
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What makes a B2B brand magnetic? Is it great content engagement? Lovable marketing? It may seem obvious but brands that message value generally attract customers virally. It is part of the lore in technology for example that one of the great computer engineering companies of the 20th century, Digital Equipment or DEC, lost its battle with HP, Sun, IBM an others in distributed computing because of its failure to promote the value of its solutions effectively. Great product businesses have frequently been overtaken by competitors with inferior products but strong value-driven brand marketing when they fail to weave value into their brands.
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Building a Magnetic Brand - A Framework for Value-Driven Brand Marketing
- 1. BUILDING A MAGNETIC BRAND A Framework for Value-Driven Brand Marketing Joseph Schwartz 914-414-9935 | joe@businessatscale.com www.businessatscale.com Copyright (C) 2013-2015 Business@Scale LLC 1
- 2. 2 Value-Driven Marketing Marketing and Sales Process Brand Architecture Go-to-Market Framework Value Framework Integrated Marketing Planning, Operating Model Copyright (C) 2013-2015 Business@Scale LLC 2
- 3. 3 Go-to-Market Framework • User process definition • Differentiated, horizontal value prop • Repeatable sales scenarios • Usage scenarios, and audience-level value maps • What to pitch and to whom • Buying audience segmentation • Audience-level sales tactics • Selling into funded initiatives • Enablers (Sales Tools) • Pain Sheets, SPIN Sheets, Playbooks • Value calculators • Value assessment methodologies & tools • Performance benchmarking • Issues-driven communication • Self value qualification Product Marketecture Value Engagement Model Targeted Account Marketing OUTCOMES Efficient, repeatable prospecting, defensible value proposition Greater velocity through the sales cycle Repeatable, value- driven sales engagements Highly qualified leads, high conversion rates sales and marketing alignment Copyright (C) 2013-2015 Business@Scale LLC 3
- 4. 4 Value Framework • Key value drivers • Before and After Scenarios • Key threats and opportunities • Develop the need • Elevate the urgency • Enablers • Product and service offerings • Metrics • Proof points • Clearly defensible • Unique, comparative & holistic differentiation Value Menu Value Cards Defensible Differentiators OUTCOMES Basis for customer conversation Understanding of Needs and Priority Vision and Guidance Product and Service Proof and Confidence Why your company? Copyright (C) 2013-2015 Business@Scale LLC 4
- 5. 5 Brand Architecture • Reflecting, projection of a Brand • Logo, typeface, color, signage, sounds, tagline, symbol, name • The promise and delivery of an experience that is… • Relevant… compelling • Credible… believable • Unique… defensible • Vision: To Be • Essence: To Feel • Mission: To Do • Positioning: To Say • Values, Personality Brand Signals Brand Definition Brand Profile OUTCOMES A systematic means of relating brands and sub-brands to ensure that your audiences understand… • The breadth and depth of your offerings • How these offerings connect with their respective needs Benefits of an effective Brand Architecture… • Organizes the offerings for constituencies • Extends & transfers brand equity • Generates economic efficiencies • Simplifies complexity Relevant today; flexible for tomorrow Copyright (C) 2013-2015 Business@Scale LLC 5
- 6. 6 SVP - Operations Director of Digital Services Digital Operations Manager Lead Online Trafficker Digital Creative Services Manager Online Creative Services Manager Business Automation Manager Regional Business Automation Mangers VP Product Activation & Project Management Project Management Office (PMO) Product Activation Team President, Media VP – Digital Products, Response Media & Business Development Media Project Manager Sr. Director – Sales & Business Development Online Program Manager Online Product Manager National Sales Planner SVP Enterprise Sales VP, Small Market Sales General Managers Local Sales Managers Account Executives Sales Assistants VP, Mid-Market Sales General Managers Local Sales Managers Account Executives Sales Assistants VP, Large Market Sales General Managers Local Sales Managers Account Executives Sales Assistants OPERATIONS NAT’L SALESLOCAL SALES Copyright (C) 2013-2015 Business@Scale LLC 6 Example Buyer Landscape
- 7. 7 Brand Messages Customer Use Cases Enterprise (Op.One) Mid-Market (MS/Op.Ligh t) Role Level Value Messages Emerging (MS) Value Paths Value Paths Value Paths Value Paths Value Paths Value Paths Value Paths Value Paths Value Paths Role Level Value Messages Role Level Value Messages Role Level Value Messages Business Use Case Level Business Use Case Level Business Use Case Level Business Use Case Level Business Use Case Level Business Use Case Level Business Use Case Level Business Use Case Level Business Use Case Level ProductAudienceSegment Value Messaging Model Umbrella Copyright (C) 2013-2015 Business@Scale LLC 7
- 8. 8 Value Path Model Discussion Product Mappings Use Cases Value Scenarios Value Path Value Path, e.g., Order Management Scenario 1, e.g. Complex RFP Create proposal O.One Sales Mod … Assemble package Scenario 2, Package on the Fly Scenario 3, e.g., Push to Production …. Copyright (C) 2013-2015 Business@Scale LLC 8
- 9. 9 Use Case Technical Parameters Product Competitive Differentiation Benefits Metrics Value Scenario Value Path Use case selection based on past 24 months revenue Create proposal O.One Sales Mod. Improve prod flexibility, revenue oppty. and sales productivity Mixed media / Complex RFP Prod. catalog Package Pricing Prod. Master Multi PS Integration Time to proposal, sales velocity and yield Prod Catalog and Order Management Hypothetical Value Path (Order Management) Copyright (C) 2013-2015 Business@Scale LLC 9
- 10. 10 Customer Product Value Flow How does a client do their work now? Who is the target buyer, and what value will they derive from the solution at a business level? What capabilities are we delivering? What do we measure the benefits we expect? How do these translate into a business case? Required Capabilities Customer Process(After) Metrics ROI Model How will a customer do their work after utilizing these capabilities? Value Drivers Product Release Themes Differentiators How do we do it better? Customer Process (Before) Copyright (C) 2013-2015 Business@Scale LLC 10
- 11. 11 Core Deliverables Launch Deliverables Final ROI Model Marketing Sales Ops Product Draft ROI Model Draft Customer Value Definition Final Customer Value Definition Customer Validated Metrics Value Drivers Value Guidance Value Guidance Metric Guidance Customer Validation Define Marketing Launch Business Planning Release Plan Definition Release Readiness Product Aligned To A Product Development Process Copyright (C) 2013-2015 Business@Scale LLC 11