The document is a lecture on marketing and entrepreneurship given by Peter Evans. It discusses key concepts around innovation and marketing, highlighting that marketing helps transform ideas into income through a strategic process. While ideas have potential, marketing is needed to understand customer problems, develop solutions, and build a business model to reach customers and generate revenue. The lecture aims to help attendees apply marketing concepts to inventions or ideas and gain a deeper appreciation for marketing's role in commercialization.
The document provides an overview of the results from the 9th edition of the strategist survey. Some key findings include:
- Participation increased 45% to 2,556 strategists globally
- The US, UK, Brazil, Germany, and Canada had the most respondents
- 45% of respondents were female, up from the previous survey
- 21% of respondents were expats, up 4 points from the previous survey
- 76% of respondents worked in communications services firms, while 6% had their own consultancies and 5% worked in brand marketing
- Brand strategist was the most common type of strategist identified at 69%
Innovation is critical for startups as it provides a competitive advantage over larger established companies. For startups to innovate effectively, they must focus on three key areas: ideas, experimentation, and customer intimacy. Ideas can come from identifying problems, observing waste or discontinuities, or understanding unarticulated customer needs. Experimentation is important to validate assumptions through low-cost, high-speed trials. Customer intimacy involves gaining deep insights into customer experiences and emotions. Startups also need to ensure they capture value from their innovations through continual improvement, product platforms, or legal strategies like patents. Being a first mover provides advantages if it helps build reputation, creates cost advantages, or makes imitation difficult.
The document discusses R/GA's TechFirst brainstorming technique for generating new ideas that are focused on specific emerging technologies. It provides examples of TechFirst brainstorming prompts that constrain ideas to certain technologies or scenarios. The technique aims to produce more feasible and interesting ideas than traditional brainstorming. R/GA has found the method saves time, makes the creative process more accessible, and produces ideas that are both interesting and potentially feasible, though it may not be suitable for all groups. Tips are provided such as taking time to craft constraints and ensuring any ideas could actually be implemented.
TBWA\Group\China is a full-service integrated marketing group owned by Omnicom and part of the TBWA\ Worldwide network. It has offices in Shanghai, Beijing, and Guangzhou and incorporates specialists to deliver total brand strategies for clients across China. TBWA\ is recognized as one of the top ten global agency networks and the most creatively awarded network in the world. TBWA\China thinks of itself as a disruption agency that comes up with ideas bigger than just advertising to completely change how audiences see brands.
Andy Young discusses growth hacking strategies for startups. He defines growth hacking as experiment-driven marketing to achieve measurable, repeatable and scalable growth. Some key growth hacking tactics include SEO, content marketing, performance marketing, conversion optimization, viral loops and strategic pricing. He emphasizes the importance of testing ideas with customers pre-launch, focusing on key metrics, prioritizing high-impact areas of the customer funnel like top-of-funnel acquisition and bottom-of-funnel conversion and retention, and continually experimenting to optimize growth.
Women's health startup Tia raised $100M in 3 weeks with this 30-slide pitch deckPitch Decks
Tia is a women's health startup building what it calls a "modern medical home for women." The company is trailblazing a new approach to women's healthcare that treats women as whole people vs. parts or life stages.
Founded by Cornell alumni Carolyn Witte and Felicity Yost in 2016, Tia is a "for women, by women" company. Tia is pioneering the new paradigm for modern female healthcare — including gynecology services, STI (aka STD testing,) primary care, annual physicals, and more.
In late 2021, Tia secured $100 million in financing to scale its virtual and in-person care. The New York-based company's Series B funding values the company at $600 million — the round was led by Lone Pine Capital, with participation from existing investors, Define Ventures and Torch Capital.
They used this 30-slide pitch to raise a nine-figure Series B round in just three weeks.
See more: bestpitchdeck.com/tia
The document provides an overview of the results from the 9th edition of the strategist survey. Some key findings include:
- Participation increased 45% to 2,556 strategists globally
- The US, UK, Brazil, Germany, and Canada had the most respondents
- 45% of respondents were female, up from the previous survey
- 21% of respondents were expats, up 4 points from the previous survey
- 76% of respondents worked in communications services firms, while 6% had their own consultancies and 5% worked in brand marketing
- Brand strategist was the most common type of strategist identified at 69%
Innovation is critical for startups as it provides a competitive advantage over larger established companies. For startups to innovate effectively, they must focus on three key areas: ideas, experimentation, and customer intimacy. Ideas can come from identifying problems, observing waste or discontinuities, or understanding unarticulated customer needs. Experimentation is important to validate assumptions through low-cost, high-speed trials. Customer intimacy involves gaining deep insights into customer experiences and emotions. Startups also need to ensure they capture value from their innovations through continual improvement, product platforms, or legal strategies like patents. Being a first mover provides advantages if it helps build reputation, creates cost advantages, or makes imitation difficult.
The document discusses R/GA's TechFirst brainstorming technique for generating new ideas that are focused on specific emerging technologies. It provides examples of TechFirst brainstorming prompts that constrain ideas to certain technologies or scenarios. The technique aims to produce more feasible and interesting ideas than traditional brainstorming. R/GA has found the method saves time, makes the creative process more accessible, and produces ideas that are both interesting and potentially feasible, though it may not be suitable for all groups. Tips are provided such as taking time to craft constraints and ensuring any ideas could actually be implemented.
TBWA\Group\China is a full-service integrated marketing group owned by Omnicom and part of the TBWA\ Worldwide network. It has offices in Shanghai, Beijing, and Guangzhou and incorporates specialists to deliver total brand strategies for clients across China. TBWA\ is recognized as one of the top ten global agency networks and the most creatively awarded network in the world. TBWA\China thinks of itself as a disruption agency that comes up with ideas bigger than just advertising to completely change how audiences see brands.
Andy Young discusses growth hacking strategies for startups. He defines growth hacking as experiment-driven marketing to achieve measurable, repeatable and scalable growth. Some key growth hacking tactics include SEO, content marketing, performance marketing, conversion optimization, viral loops and strategic pricing. He emphasizes the importance of testing ideas with customers pre-launch, focusing on key metrics, prioritizing high-impact areas of the customer funnel like top-of-funnel acquisition and bottom-of-funnel conversion and retention, and continually experimenting to optimize growth.
Women's health startup Tia raised $100M in 3 weeks with this 30-slide pitch deckPitch Decks
Tia is a women's health startup building what it calls a "modern medical home for women." The company is trailblazing a new approach to women's healthcare that treats women as whole people vs. parts or life stages.
Founded by Cornell alumni Carolyn Witte and Felicity Yost in 2016, Tia is a "for women, by women" company. Tia is pioneering the new paradigm for modern female healthcare — including gynecology services, STI (aka STD testing,) primary care, annual physicals, and more.
In late 2021, Tia secured $100 million in financing to scale its virtual and in-person care. The New York-based company's Series B funding values the company at $600 million — the round was led by Lone Pine Capital, with participation from existing investors, Define Ventures and Torch Capital.
They used this 30-slide pitch to raise a nine-figure Series B round in just three weeks.
See more: bestpitchdeck.com/tia
Venture capitalists, especially those investing at the early stage, could be described as “relationship capitalists”. You’ll often hear how investors approach their commitments like a marriage, and that they think long and hard about with whom they want to go to bed. Avoid picturing that second part.
But the VC mystique can be inexplicable at times. Why do they send such curt emails? What the #%$! do they mean by “traction”? Are they even paying attention?!
Here are some things they might be thinking (but probably won’t flat-out say) during the courtship process, and how you can prepare, take ownership, and rock the pitch.
This document discusses lead generation, which is the process of attracting potential customers and converting them into paying customers. It defines leads and the lead generation process. Leads are categorized into different types based on interest and qualification. The document also outlines various lead generation channels and tools, and emphasizes the importance of lead generation for business growth. It presents a case study on how a commercial cleaning franchise improved their lead generation through websites, paid search, and digital marketing initiatives, resulting in a 150% boost in leads.
This is a fantastic presentation from Marty Neumeier from his book Zag. If you are short of time skip to slides 63 - 68 to see the evolution from marketing to branding. Love it.
What is Digital Strategy? presentation explains the role of digital strategy in easy to understand language.
This is a presentation from the online course 'Crash Course to Digital Strategy' that you can sign up to on Skillshare for $20 http://skl.sh/VOj2ol
Pay with a tweet to download - http://www.paywithatweet.com/pay/connect.php?id=3bc9bee2cfdc011872fc15e896cbd108
Looks at answering what the role of a Digital Strategist is in an Advertising Agency. A relative of the Communications Planner, Strategic Planner and Account Planner, Digital Strategy concentrates on understanding the digital consumer, brand, media and creativity.
Looking at the core skills of Insight Mining, Communication Planning and Digital Metrics for success.
Thanks to Mark Pollard, Ana Andjelic, Mike Arauz and the many other Digital Strategists who helped me work out this bloody hard question.
Paddle is a revenue delivery platform, which allows B2B SaaS businesses to amalgamate their workflow and become more efficient at selling digital products and subscriptions. The UK-based company is on a mission to take away the pain of payments fragmentation in a unique way, by serving as the merchant of record for software & SaaS companies.
Used by over 2,000 software sellers in 245 countries and territories globally, Paddle raised a £52 million ($68 million) Series C in 2021 from investors including FTV Capital, Kindred Capital, Notion Capital, and 83North.
See more: bestpitchdeck.com/paddle-series-c
Does Your Product Have a Plot - David Womack, R/GAR/GA
Originally presented at SXSW 2012, R/GA Creative Director David Womack explains what makes an experience—any experience—compelling. A well–told story transcends any particular medium and this presentation focuses on principles of narrative—such as plot, setting, and point–of–view—as they apply to designing digital products, websites, social media, and apps, including why some digital experiences take off while others fizzle, how to define systems without using site maps, and innovative uses for user journeys.
This document summarizes key concepts from Lean Startup methodology. It discusses getting customer feedback early in the product development process through techniques like minimum viable products and continuous deployment. It emphasizes measuring progress through validated learning rather than outputs like features built. The document recommends optimizing for product/market fit before scaling and testing all assumptions rather than relying on untested beliefs. Resources are provided to learn more about applying Lean Startup principles.
50 planners to watch in 2014 - The Planning SalonJulian Cole
This document lists 50 planners to watch in 2014 according to The Planning Salon. It provides a brief 1-2 sentence description of each planner's background, experience, and current role. The planners are listed alphabetically and come from agencies around the world, including Cummins Ross, Spring Studios, BBH, Big Spaceship, Work Club, Undercurrent, Droga5, K-Hole, Zeus Jones, CP+B, Motorola, PHD, AKQA, Nike, Mother, Carat, VML, W+K Shanghai, Ogilvy, Tribal DDB, Butler Shine, Converse, Zulu Alpha Kilo, S&F, Publicis, Berghs
A practical guide and template to create a winning corporate venture pitch.
What is it for?
When you need to ask corporate leadership to back your venture and you want to convince them with a compelling story rooted in data.
Available in an editable PPT and Keynote template on our website. https://www.bundl.com/reports/the-proven-pitch-deck-template
Benefits:
Unlock the funding and resources you need to move your venture forward.
Gain the support of internal stakeholders, your board of directors and/or corporate leadership.
Get real-world examples of successful corporate venture pitches.
Driving to Market - How to "Drive" Competitive Advantage in your Go To Market...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
Go Viral on the Social Web: The Definitive How-To guide!XPLAIN
Creating a Viral Content success story has no recipe. It has a lot of variables, not all of which can be controlled by a Brand. However, this deck offers you the ideal How-To approach in creating tasteful, inspired Content that will help your message stand out from the information noise on Social Web and make people eager to share it around.
This document provides guidance on raising seed capital from venture capital firms and other investors. It discusses the basics of venture capital and seed stage funding. Key points include:
- Seed funding ranges from $50k-$1.5M and is used to build an initial product and validate the business idea. It discusses various sources of seed capital including angels, accelerators, seed funds, and some VCs.
- Preparing for a fundraise involves launching a minimum viable product to prove traction, finding experienced advisors, crafting an investor pitch deck, and networking within the startup community.
- When pitching investors, the goals are to excite them about the opportunity and make them fear missing out. The pitch should
Effectiveness is at the heart of everything we do. David Ogilvy himself wrote a series of full-page ads in the New York Times in the 1960s with headlines such as "How To Create Advertising That Sells." His most famous book, Ogilvy on Advertising, is packed with guidance on the success factors of effective campaigns.
However, the marketing landscape has changed beyond recognition in the past fifty years. We are delighted to share our latest publication, The Ogilvy & Mather guide to effectiveness. In it, Worldwide Effectiveness Director, Tim Broadbent, deals with one of the most central questions in marketing: how to increase the effectiveness of our campaigns.
As marketing budgets come under increasing pressure in response to economic uncertainty in Europe and elsewhere, effectiveness is rising higher on clients' agendas. The message is timely.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document contains quotes from Bill Bernbach, a pioneering advertising executive, about creativity in advertising. Some key themes expressed are:
- Creativity should result in greater sales and economic benefits for clients.
- How an idea is conveyed is as important as what is said, to make an impression and get attention.
- Formulas and past research should not constrain creativity; fresh ideas are needed.
- Understanding human nature and what motivates people is key to effective communication.
- Artistry and original talent are practical tools that can differentiate advertising from other messages.
Choosing a startup name is an important decision that will impact how people connect with the brand and the company's ability to get funding and recognition. The best way to choose a name is to brainstorm with others and come up with something short, simple, relevant, memorable and verb-able. After settling on a name, companies should secure the matching domain name and make sure the name properly conveys the brand.
A lecture from the course "Entrepreneurship" at the Goethe University in Frankfurt am Main, Germany. The lecture covers how to get customers for your company, which marketing channels you should choose and how to use behavioral science to get ahead.
Eric Ries - The Lean Startup - Google Tech TalkEric Ries
This document discusses Lean Startup principles including validated learning, building-measuring-learning quickly through iterations, and innovation accounting. It emphasizes that entrepreneurship is management, startups are experiments, and most successful startups pivot their vision based on customer feedback. The Lean Startup methodology advocates for developing minimum viable products and continuously deploying, measuring and improving through techniques like A/B testing to rapidly learn what customers want.
This document discusses different types of startups and businesses. It begins by distinguishing between small businesses, which serve known customers with known products to generate revenue under $1 million, and scalable startups, which aim to solve unknown customer problems and build large companies generating over $100 million annually.
It then describes the three types of markets that startups can enter: existing markets with known customers and products, new or emerging markets with unknown customer needs, and disruptive markets that require new technologies or business models. Depending on the market type, startups must approach customer development, sales, marketing, and business development differently.
The document emphasizes that startups are temporary organizations that search for a scalable and repeatable business
This document provides an overview of an introductory marketing lecture. It discusses key topics such as defining marketing and how it fits with business strategy, trendspotting, identifying market opportunities, innovation types, and creating customer value. The presentation emphasizes developing a value-driven strategy and positioning a product to meet primary customer benefits. It also covers segmentation, pricing, distribution partnerships, and lessons from successful marketing campaigns like ShamWow. The overall summary focuses on analyzing markets, understanding customer needs, and communicating clear product benefits.
With the pace of innovation today, ideas have become cheaper than ever. Everybody has them. Your big idea in a crowded market is worth nothing... until you figure out how to competitively differentiate your product and connect with a market that cares.
MaRS Advisor Peter Evans discusses marketing. This session will first focus on the unique marketing challenges faced by early stage technology companies. It will also provides proven and practical principles for visioning new products, breaking into a market and building a sustainable business venture.
In this session you learn:
* Why marketing effectiveness often matters as much today as pure product innovation
* How to identify key market trends and better connect with the real needs of potential customers
* How to use “value innovation” methods to competitively design a product as faster, cheaper and better
* Pragmatic ways to position your product and quickly build market acceptance
* How effective marketing must connect to focused business development and sales channel efforts
Whether you're just starting out or fine tuning your marketing strategy, this session describes how marketing plays a key role in your venture.
Venture capitalists, especially those investing at the early stage, could be described as “relationship capitalists”. You’ll often hear how investors approach their commitments like a marriage, and that they think long and hard about with whom they want to go to bed. Avoid picturing that second part.
But the VC mystique can be inexplicable at times. Why do they send such curt emails? What the #%$! do they mean by “traction”? Are they even paying attention?!
Here are some things they might be thinking (but probably won’t flat-out say) during the courtship process, and how you can prepare, take ownership, and rock the pitch.
This document discusses lead generation, which is the process of attracting potential customers and converting them into paying customers. It defines leads and the lead generation process. Leads are categorized into different types based on interest and qualification. The document also outlines various lead generation channels and tools, and emphasizes the importance of lead generation for business growth. It presents a case study on how a commercial cleaning franchise improved their lead generation through websites, paid search, and digital marketing initiatives, resulting in a 150% boost in leads.
This is a fantastic presentation from Marty Neumeier from his book Zag. If you are short of time skip to slides 63 - 68 to see the evolution from marketing to branding. Love it.
What is Digital Strategy? presentation explains the role of digital strategy in easy to understand language.
This is a presentation from the online course 'Crash Course to Digital Strategy' that you can sign up to on Skillshare for $20 http://skl.sh/VOj2ol
Pay with a tweet to download - http://www.paywithatweet.com/pay/connect.php?id=3bc9bee2cfdc011872fc15e896cbd108
Looks at answering what the role of a Digital Strategist is in an Advertising Agency. A relative of the Communications Planner, Strategic Planner and Account Planner, Digital Strategy concentrates on understanding the digital consumer, brand, media and creativity.
Looking at the core skills of Insight Mining, Communication Planning and Digital Metrics for success.
Thanks to Mark Pollard, Ana Andjelic, Mike Arauz and the many other Digital Strategists who helped me work out this bloody hard question.
Paddle is a revenue delivery platform, which allows B2B SaaS businesses to amalgamate their workflow and become more efficient at selling digital products and subscriptions. The UK-based company is on a mission to take away the pain of payments fragmentation in a unique way, by serving as the merchant of record for software & SaaS companies.
Used by over 2,000 software sellers in 245 countries and territories globally, Paddle raised a £52 million ($68 million) Series C in 2021 from investors including FTV Capital, Kindred Capital, Notion Capital, and 83North.
See more: bestpitchdeck.com/paddle-series-c
Does Your Product Have a Plot - David Womack, R/GAR/GA
Originally presented at SXSW 2012, R/GA Creative Director David Womack explains what makes an experience—any experience—compelling. A well–told story transcends any particular medium and this presentation focuses on principles of narrative—such as plot, setting, and point–of–view—as they apply to designing digital products, websites, social media, and apps, including why some digital experiences take off while others fizzle, how to define systems without using site maps, and innovative uses for user journeys.
This document summarizes key concepts from Lean Startup methodology. It discusses getting customer feedback early in the product development process through techniques like minimum viable products and continuous deployment. It emphasizes measuring progress through validated learning rather than outputs like features built. The document recommends optimizing for product/market fit before scaling and testing all assumptions rather than relying on untested beliefs. Resources are provided to learn more about applying Lean Startup principles.
50 planners to watch in 2014 - The Planning SalonJulian Cole
This document lists 50 planners to watch in 2014 according to The Planning Salon. It provides a brief 1-2 sentence description of each planner's background, experience, and current role. The planners are listed alphabetically and come from agencies around the world, including Cummins Ross, Spring Studios, BBH, Big Spaceship, Work Club, Undercurrent, Droga5, K-Hole, Zeus Jones, CP+B, Motorola, PHD, AKQA, Nike, Mother, Carat, VML, W+K Shanghai, Ogilvy, Tribal DDB, Butler Shine, Converse, Zulu Alpha Kilo, S&F, Publicis, Berghs
A practical guide and template to create a winning corporate venture pitch.
What is it for?
When you need to ask corporate leadership to back your venture and you want to convince them with a compelling story rooted in data.
Available in an editable PPT and Keynote template on our website. https://www.bundl.com/reports/the-proven-pitch-deck-template
Benefits:
Unlock the funding and resources you need to move your venture forward.
Gain the support of internal stakeholders, your board of directors and/or corporate leadership.
Get real-world examples of successful corporate venture pitches.
Driving to Market - How to "Drive" Competitive Advantage in your Go To Market...Michael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 4 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://mjskok.com/
Go Viral on the Social Web: The Definitive How-To guide!XPLAIN
Creating a Viral Content success story has no recipe. It has a lot of variables, not all of which can be controlled by a Brand. However, this deck offers you the ideal How-To approach in creating tasteful, inspired Content that will help your message stand out from the information noise on Social Web and make people eager to share it around.
This document provides guidance on raising seed capital from venture capital firms and other investors. It discusses the basics of venture capital and seed stage funding. Key points include:
- Seed funding ranges from $50k-$1.5M and is used to build an initial product and validate the business idea. It discusses various sources of seed capital including angels, accelerators, seed funds, and some VCs.
- Preparing for a fundraise involves launching a minimum viable product to prove traction, finding experienced advisors, crafting an investor pitch deck, and networking within the startup community.
- When pitching investors, the goals are to excite them about the opportunity and make them fear missing out. The pitch should
Effectiveness is at the heart of everything we do. David Ogilvy himself wrote a series of full-page ads in the New York Times in the 1960s with headlines such as "How To Create Advertising That Sells." His most famous book, Ogilvy on Advertising, is packed with guidance on the success factors of effective campaigns.
However, the marketing landscape has changed beyond recognition in the past fifty years. We are delighted to share our latest publication, The Ogilvy & Mather guide to effectiveness. In it, Worldwide Effectiveness Director, Tim Broadbent, deals with one of the most central questions in marketing: how to increase the effectiveness of our campaigns.
As marketing budgets come under increasing pressure in response to economic uncertainty in Europe and elsewhere, effectiveness is rising higher on clients' agendas. The message is timely.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document contains quotes from Bill Bernbach, a pioneering advertising executive, about creativity in advertising. Some key themes expressed are:
- Creativity should result in greater sales and economic benefits for clients.
- How an idea is conveyed is as important as what is said, to make an impression and get attention.
- Formulas and past research should not constrain creativity; fresh ideas are needed.
- Understanding human nature and what motivates people is key to effective communication.
- Artistry and original talent are practical tools that can differentiate advertising from other messages.
Choosing a startup name is an important decision that will impact how people connect with the brand and the company's ability to get funding and recognition. The best way to choose a name is to brainstorm with others and come up with something short, simple, relevant, memorable and verb-able. After settling on a name, companies should secure the matching domain name and make sure the name properly conveys the brand.
A lecture from the course "Entrepreneurship" at the Goethe University in Frankfurt am Main, Germany. The lecture covers how to get customers for your company, which marketing channels you should choose and how to use behavioral science to get ahead.
Eric Ries - The Lean Startup - Google Tech TalkEric Ries
This document discusses Lean Startup principles including validated learning, building-measuring-learning quickly through iterations, and innovation accounting. It emphasizes that entrepreneurship is management, startups are experiments, and most successful startups pivot their vision based on customer feedback. The Lean Startup methodology advocates for developing minimum viable products and continuously deploying, measuring and improving through techniques like A/B testing to rapidly learn what customers want.
This document discusses different types of startups and businesses. It begins by distinguishing between small businesses, which serve known customers with known products to generate revenue under $1 million, and scalable startups, which aim to solve unknown customer problems and build large companies generating over $100 million annually.
It then describes the three types of markets that startups can enter: existing markets with known customers and products, new or emerging markets with unknown customer needs, and disruptive markets that require new technologies or business models. Depending on the market type, startups must approach customer development, sales, marketing, and business development differently.
The document emphasizes that startups are temporary organizations that search for a scalable and repeatable business
This document provides an overview of an introductory marketing lecture. It discusses key topics such as defining marketing and how it fits with business strategy, trendspotting, identifying market opportunities, innovation types, and creating customer value. The presentation emphasizes developing a value-driven strategy and positioning a product to meet primary customer benefits. It also covers segmentation, pricing, distribution partnerships, and lessons from successful marketing campaigns like ShamWow. The overall summary focuses on analyzing markets, understanding customer needs, and communicating clear product benefits.
With the pace of innovation today, ideas have become cheaper than ever. Everybody has them. Your big idea in a crowded market is worth nothing... until you figure out how to competitively differentiate your product and connect with a market that cares.
MaRS Advisor Peter Evans discusses marketing. This session will first focus on the unique marketing challenges faced by early stage technology companies. It will also provides proven and practical principles for visioning new products, breaking into a market and building a sustainable business venture.
In this session you learn:
* Why marketing effectiveness often matters as much today as pure product innovation
* How to identify key market trends and better connect with the real needs of potential customers
* How to use “value innovation” methods to competitively design a product as faster, cheaper and better
* Pragmatic ways to position your product and quickly build market acceptance
* How effective marketing must connect to focused business development and sales channel efforts
Whether you're just starting out or fine tuning your marketing strategy, this session describes how marketing plays a key role in your venture.
The document discusses how managers can better understand customer experiences and generate innovative ideas through using a "Buyer Utility Map". It describes how a buyer's experience can be broken down into six stages: finding the product, accessing the store, comfort during purchase, delivery speed/convenience, ease of setup, and ongoing use, maintenance and disposal. Looking at each of these six stages provides 36 opportunities to create value for customers through innovations that make tasks faster, easier to use, or with less risk. Mapping these stages and opportunities can help managers develop their next big idea.
WEBINAR Replay: http://bit.ly/1lYM9nX
Wed, Apr 9, 2014 11:00 AM - 12:00 PM EST
Often when people think about innovation the first thing that comes to mind is product innovation. With ten different types of innovation, the more types you can incorporate the more chance your innovations are likely to be successful.
This webinar will show you how to use ten sources of innovation to develop the ideas that could lead to the next big thing. Topics this interactive webinar will cover are:
• Why innovation is such a hot topic and why you can't ignore the trend
• What are ten sources of innovation
• How local companies are using innovation (case studies)
• What does all this mean for my business- the innovators dilemma.
Types of Inventions; Difference between invention and innovation; Types of innovation; Innovation process vs Process innovation; Linear innovation models.. Technology push model, Market pull model; Flexible innovation process models
The document discusses various concepts related to negotiation including that everything can be negotiated, identifying interests versus positions, and considering alternative options. It also discusses the prisoner's dilemma scenario and how cooperation is more successful when the game is repeated and there is the ability to retaliate and forgive. Effective listening, understanding other perspectives, flexibility, and pragmatism are presented as keys to negotiation.
This document discusses how managers can better understand customer experiences to generate innovative ideas. It explains that customer utility can be broken down into six stages: purchase, delivery, use, supplements, maintenance, and disposal. Looking at each of these stages provides 36 opportunities to create value for customers through innovation focused on productivity, simplicity, convenience, risks, fun/image, and environmental friendliness. Mapping out the customer experience through these stages can help managers come up with their next big idea.
Acs0619 Endovascular Procedures For Lower Extremity Diseasemedbookonline
This document discusses endovascular procedures for treating lower extremity vascular disease. It begins with an overview of basic endovascular techniques including pre-procedural evaluation and planning, selective angiography, and crossing lesions. It describes diagnostic imaging that can be used pre-procedurally including duplex ultrasound, ankle-brachial indices, CT angiography, and MRI angiography. Alternative contrast agents like carbon dioxide and gadolinium are also discussed. Troubleshooting tips provided include using hydrophilic wires and catheters when crossing bifurcations or lesions. The document provides guidance on technique, equipment, and strategies for performing endovascular interventions in the lower extremities.
1. Cardiovascular disease is a major cause of death worldwide and hypertension is a growing problem globally.
2. Angiotensin receptor blockers are recommended as first-line treatment for hypertension due to their specific blockade of the renin-angiotensin system and reduced potential for side effects compared to other classes.
3. Studies show that ARBs reduce cardiovascular events more than other blood pressure-lowering regimens and may provide additional benefits such as reduction in left ventricular hypertrophy, prevention of atrial fibrillation recurrence, and improvement of endothelial function markers.
This document outlines the lesson distribution and schedule for periods 1 through 7 at a school. It shows that subjects like Math, English, Science, and Thai are taught 3-4 periods per week. It also lists enrichment activities, technology resources, exams, and special events at the school like field trips, sports day, and activities with parents.
Shock refers to a life-threatening condition where there is failure to deliver adequate oxygen to tissues. The main causes of shock discussed in the document are hypovolemic, cardiogenic, distributive, and obstructive shock. Shock causes issues at the cellular level by inhibiting mitochondria and disrupting the Krebs cycle, which leads to a buildup of lactic acid. Clinically, shock presents with signs of decreased perfusion like tachycardia, low blood pressure, decreased urine output, and lactic acidosis. Treatment involves rapid fluid resuscitation, vasopressors, mechanical ventilation, and reversing acidosis in order to restore adequate tissue oxygen delivery. Specific causes of shock like hemorrhage
The document identifies and ranks the 50 best companies to sell for based on a survey of sales executives. Heartland Payment Systems and SunGard tied for the top spot based on their performance in customer growth and retention, hiring and compensation of salespeople, and company reputation. The rankings provide a list for salespeople to consider when looking for new sales roles or entering the sales profession.
We initiate coverage of Exista with a Buy rating and a target price of ISK 38.1 per share, implying upside potential of 25% from the current share price. We believe Exista has positioned itself well through its strategic holdings in Sampo and Kaupthing, which provide opportunities for expansion into the Nordic financial market. The operational arm gives Exista steady cash flow and reserves to support its investment activities. While market risk and concentration risk are concerns, we are optimistic about recovery in financial markets and opportunities for Exista.
The document provides instructions for collecting various types of urine specimens, including clean-catch midstream specimens, specimens from indwelling catheters using closed or open collection methods, and 24-hour urine collections. It also describes procedures for intravenous pyelograms and discusses indications for the test.
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• Platinum Corporate Sponsor $100,000+
• Gold Corporate Sponsor $50,000+
• Silver Corporate Sponsor $25,000+
• Bronze Corporate Sponsor $10,000+
• Corporate Sponsor $ 5,000+
• Corporate Supporter Less than $5,000
Contact us by email (corpsales@bdpa.org) or phone (301.584-3135) for more details on our corporate sponsorship program.
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This document provides guidance on starting a business and outlines key components of a business plan. It discusses the difference between a business model and business plan. A business model describes how an organization creates and captures value, while a business plan sets goals and outlines a strategy for achieving them. The document then breaks down the anatomy of a business plan, covering elements like the executive summary, company description, products/services, marketing strategy, operations plan, management team, personnel plan, and financial projections. It stresses the importance of taking action to turn ideas into a reality.
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Enhancing Adoption of AI in Agri-food: Introduction
Ideas to Income: An introduction to marketing
1. Ideas to Income
An Introduction to Marketing
MaRS Entrepreneurship 101
January 14, 2009
Lecture 1 & Workbook Slides
Peter Evans
Advisor, MaRS Venture Group
pevans@marsdd.com
2. Peter Evans
Advisor, MaRS Venture Group
pevans@marsdd.com
Peter Evans advises entrepreneurs and high growth companies in a range of technology markets,
specializing in strategic planning, research, product management and channel development. He
brings to MaRS over 15 years experience working in early-stage venture-backed technology
start-ups and publicly traded companies in the software, Internet services, online media and
telecommunications sectors.
Previously, Peter worked in major accounts sales, product management, research and senior
marketing roles with organizations such as Sympatico, FloNetwork (acquired by DoubleClick in
2001) and PlateSpin Inc. In his role as a consultant since 2003 he has worked with over 100
clients throughout North America from early stage ventures to large corporate clients such as
TELUS, CNW Group and DoubleClick in the US (just prior to its acquisition by Google). An angel
investor in a number of early-stage startups he is has served on a number of boards including
Sitebrand (Ottawa), XPLANE Corporation (St. Louis) and the Toronto Venture Group. His
community contributions include fundraising and educational work with organizations such as
the National Ballet School, Junior Achievement and seven years serving as a Big Brother with Big
Brothers of Metropolitan Toronto.
A noted speaker on strategy and marketing he has spoken at major conferences throughout
North America and Europe in addition to being a guest lecturer on marketing at UofT and
Queen’s. He was educated in cognitive psychology and telecommunications management at the
University of Toronto and Ryerson University and holds an MBA from Queen’s University. He is
currently completing the Certificate Program in Strategic Planning & Innovation at the M.I.T.
Sloan School of Management.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 1
3. What’s on for Tonight
Session Learning Objectives
What is Innovation?
Goals
What is Marketing?
Learn some key marketing
and strategy concepts
Why Marketing Matters?
Be able to apply them
to an invention or idea
The Problem with Ideas:
Have a deeper respect
“The Innovation Paradox”
for marketing as a discipline
Step by Step overview of how a Have Fun
marketing as a system of STRATEGIC
activities can transform Ideas to Income
Our Approach:
– Key Marketing Principles/Frameworks
– Best Practices (Examples)
– Workbook Sections for Reference)
– Take home exercise (fun for the whole family)
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 2
5. Innovation is Good
Wikipedia Says So
INNOVATION [in-uh-vey-shuhn n]
a new way of doing something. It may refer to incremental,
radical, and revolutionary changes in
- Thinking
- Products
- Processes
- Organization
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 4
6. 10 Types of Innovation
It goes way beyond science & technology
1. Finance/Business Model
1. Finance/BusinessModel - -How you make money
How you make money
2. Networks and Alliances How you join forces with other companies for mutual
2. Networks and alliances - - How you join forces with other companies for
mutual
benefit benefit
3. Enabling process - How you support the company's core processes and
workers
4. Core processes - How you create and add value to your offerings
5. Offerings - Product performance
5. Offerings - Product performance How you design your core offerings
How you design your core offerings
6. Product System
6. Product System -- How you link and/or provide aaplatform for multiple
How you link and/or provide platform for multiple
products.
7. Service - How you provide value to customers and consumers beyond and
around your products
8. Delivery Channel
8. Delivery Channel -- How you get your offerings to market
How you get your offerings to market
9. Brand
9. Brand - How you communicate your offerings
10. Customer Experience How your customers feel when they interact with your
10. Customer Experience --How your customers feel when they interact with your
company and its offerings
Source: Doblin – Division of Monitor
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 5
7. Innovation is…
creativity fused with
process that transforms.
ideas income
+
positive
social
change
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 6
8. Innovation is…
creativity fused with
process that transforms.
ideas income
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 7
10. Marketing Definitions
How the professionals describe marketing
“Marketing is the activity, set of institutions and
processes for creating, communicating, delivering and
exchanging offerings that have value for customers,
clients, partners and society at large.”
AMA (American Marketing Association)
“The management process responsible for identifying,
anticipating and satisfying customer requirements
profitability”
Philip Kotler –Author &
Professor of International Marketing
Kellog School Of Management, Northwestern University
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 9
11. Where Marketing Fits
Within the Business Functions of a Company
IDEA INCOME
R&D MARKETING SALES SERVICE FINANCE Legal HR
MARKET STRATEGY PRODUCT MARKET PARTNERSHIPS SALESFORCE
RESEARCH MANAGEMENT MANAGEMENT INTEGRATION
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 10
12. The 4P’s as a Framework
A simple linear view of the marketing process
PROMOTION
Sales promotion strategy,
advertising, publicity
PRICE
Pricing strategy, cost accounting,
price setting research
PLACE
Distribution channel strategy,
distribution merchandising
PRODUCT
Product strategy, “needs”
research, development pllan
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 11
13. Benefits of Marketing
What’s in it for start-ups?
Customers
✔ Establishes your relevance/credibility with the right first customers
Product
✔ Clearly identifies problems and critical transition points and guides the
development of the right prototype and product
Markets
✔ Creates a more predictable and scalable go-to-market process and alignment
with the right segments
Investors
✔ Provide a common framework for understanding key areas of the business that
affect success. Shows how a company can grow and make money on a
sustainable basis
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 12
14. Why Marketing Matters
Its in the numbers…
More than
Average 15
Slides
in an Investor Pitch Deck
50%
are marketing related
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 13
15. How an Investor Sees Marketing
Investor Presentation: Table of Contents
1. Company Overview & Vision
8. Competitive Advantage/
Intellectual Property
2. Management & Advisors
9. Category Map -
3. Customer Problem
Where our Solution Fits
10. Competitive Advantage
4. Market Opportunity/Size
(Value Matrix/Value Curve)
5. Solution
11. Business Model
6. Benefits/Value Proposition
12. Marketing & Sales
(Customer Acquisition/Sales Cycle)
7. Success to Date (Customers/ 13. Financial Projections (3-5 Yr.)
Partners/Patents)
14. Financing Requirements
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 14
16. How an Investor Sees Marketing
Marketing is threaded across the venture
1. Company Overview & Vision
8. Competitive Advantage/
Intellectual Property
2. Management & Advisors
9. Category Map
3. Customer Problem
Where our Solution Fits
10. Competitive Advantage
4. Market Opportunity/Size
(Value Matrix/Value Curve)
5. Solution
11. Business Model
6. Benefits/Value Proposition
12. Marketing & Sales
(Customer Acquisition/Sales Cycle)
7. Success to Date 13. Financial Projections (3-5 Yr.)
(Customers/Partners/Patents)
14. Financing Requirements
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 15
17. So What Happens when
Marketing
Gets it Wrong?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 16
18.
19. Reasons for Market Failures
The 7 Deadly Sins
Failure to clearly identify and focus on:
1. Market Category – Addressable Market
2. Target Customers – Problem you solve
3. Competitors (Current and Future) – Who Else is Working on this Problem?
4. Product Strategy/Positioning – Your Unique Approach
5. Pricing structure – What End Customers and Channels will Pay for the Product
6. Distribution Model - Direct or through Partnerships?
7. Revenue Model – How you Make Money (Partnerships/Licensing)
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 18
20. And it’s getting even
tougher to
compete these days…
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 19
21. Nobody is Safe Anymore
Even some of the most established companies are under seige
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 20
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26. But does Marketing
REALLY Matter?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 25
37. Most Sales Don’t Close
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 36
38. Why Most Sales Don’t Close
Here’s where the process breaks down
No Pain No Power
No Goal = No prospect Power buys from power
Critical points of pain or key While end-users and influencers are fun
business issues are necessary to to sell to they have not have the authority
initiate a search for a solution to buy
Ultimate decision-makers may have
different goals (points of pain)
No Solution No Value
Feature/Function discussions are Goals should be related back to $$$
useless unless put in context of Tangible value propositions provide a
the customer’s pain
means of reducing price pressure i.e.
Solutions must be created in the Reduced cost, increased revenues,
prospects mind through careful, higher customer satisfaction/lower churn
methodical diagnosis etc.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 37
39. Back to the Drawing Board
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 38
41. Ideas Don’t Have Market Context
Even Webster is pessimistic
idea (n.) i·de·a*
a form, look or appearance of a
thing as opposed to its reality.
a conception existing in the
mind
a thought, a mental image, a
notion
an opinion, view, or belief
a groundless supposition; a
fantasy
a hazy perception
a vague impression, fanciful
notion, inkling
Source: Random House Webster's Unabridged Dictionary
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 40
42. We have an Innovation Paradox
Not all technologies can spark the creation of a business
Science
Technology
Product Company Business
Source: Neoset Ventures
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 41
43. The Market is Not your Customer
People or organizations with needs and budgets are…
Market Problem Buyer Budget
Source: Neoset Ventures
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 42
44. Transforming Ideas to Income
4 Key Areas of Focus
Science
Technology Product Company Business
1 Market
Opportunity 2 Value
Proposition 3
Distribution
Strategy 4
Financial
Model
Market Problem Buyer Budget
Source: Neoset Ventures
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 43
46. Transforming Ideas to Income
Another way to think about marketing in a strategic context
1
1. Markets
SCAN
(Markets)
2. Customers
2
3. Suppliers, Partners
Networks
CONFIGURE 3
5 (Internal Capabilities)
4. Competitors
5. Financial Engine
4
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 45
47. Looking at Convergent Themes
A free search engine + a paid (Cost-per-Click) ad model
3. Sustain 1. Create
Search Technology
Markets
2. Capture
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 46
48. Eliminating Unrecoverable Cost
Apple focused on what buyers really hated about buying music
3. Sustain 1. Create
MP3 Standard
Customers
2. Capture
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 47
49. Leveraging the Ecosystem
Salesforce.com went beyond SAAS to Software Syndication
3. Sustain 1. Create
CRM Platform
Partners &
Suppliers
2. Capture
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 48
50. Delivering Unexpected Value
Virgin is opportunistic & aspirational in building its brand
3. Sustain 1. Create
Competitors
2. Capture
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 49
51. Tuning the Financial Engine
From simplified logistics to fuel hedging Southwest stays on top
3. Sustain 1. Create
Too many to
mention !
Financial
2. Capture
Too many to
mention !
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 50
52. 1. Scan
1
Category: Market
SCAN
(Markets)
Goal:
2
Look for Convergent Themes to
Discover new Markets
Key Questions:
What market category are you 5 CONFIGURE 3
(Internal Capabilities)
pursuing?
Are you creating a new category?
How big is it?
Do buyers have industry context to 4
make a decision?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 51
53. 2. Filter
1
Category: Customer
SCAN
(Markets)
Goal:
2
Eliminate Unrecoverable Costs
Key Questions:
Who is your customer?
What problem do you solve?
5 CONFIGURE 3
(Internal Capabilities)
How do you know it’s a
problem?
How much will customers pay to
solve the problem?
How did you decide on pricing?
4
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 52
54. 3. Synchronize
1
Category: Suppliers, Partners & Networks
SCAN
(Markets)
Goal:
2
Leverage the Ecosystem to help
deliver a better, faster, cheaper
solution
Key Questions:
5 CONFIGURE 3
Who has the power to get you to (Internal Capabilities)
your target customer segments?
What degree of influence do key
suppliers have on your ability to
produce your solution?
How can you best approach the 4
market opportunity (Direct vs.
Channel)
Are there syndicated networks
you can use to sell your product?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 53
55. 4. Amplify
1
Category: Competitors
SCAN
(Markets)
Goal:
2
Deliver Unexpected Value that
Competitors Can’t Match
Some Focus Areas:
Who is your competition? CONFIGURE
What are their strengths and 5 (Internal Capabilities)
3
weaknesses?
Apply the concepts in Step 2&3
to strip out unrecoverable costs
that customers do not value. Can
you delight customers on elements
of the product/service where 4
quality can be raised or new
elements can be created to
develop a sustainable advantage?
Can you demonstrate thought
leadership in the category and use
it to evangelize through industry
opinion leaders?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 54
56. 5. Tune
1
Category: Financial
SCAN
(Markets)
Goal:
2
Optimize revenue and costs
Key Questions:
What is your method for
capturing revenues (product sales,
royalties, licensing advertising 5 CONFIGURE 3
supported)
(Internal Capabilities)
What are the total costs? -
professional services, sales
engineers etc.
Any upfront payments or 4
recurring revenues? (maintenance,
upgrade revenue sources)
Do partners need to be paid? -
Sales Channel – Direct,
Distributors, VARS
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 55
63. Total economic value
created by VCs.
Total amount of
money raised
by VCs.
SOURCE: NVCA / Thompson Reuters Exit Poll
SOURCE: NVCA / Thompson Reuters VC Fundraising Q3
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 62
64. B2B Tech. Then Today
Corporate Goals
Revenue Growth
Cashflow
Technology Buyer Focus
Competing against time
Competing against inefficiency
Technology Positioning
Revolutionary Technology
Evolutionary Technology
Market Segmentation Focus
Horizontal Market Expansion (for Breadth)
Vertical Expertise (for Depth)
Sales Approach
Transaction-Oriented Sales Consultative Selling Approach
(Buy what I have)
Salespeople
Tin-Men (Horizontal Orientation)
Sales Strategists (Vertical Expertise)
Lead Generation Strategy
Volume Oriented: Telesales/Cold-Calling
Exec. Referrals (3-Degrees of Separation)
Marketing Dept. Role
Poorly Defined – Non-Integrated Island Accountable & Aligned with Sales
Product Management Focus
Features Development Focus on Relevance…not just Differentiation
MarCom Focus
Info. Overload
Less is More (Contextual/Diagnostic Sales
Tools), Thought Leadership through Research
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 63
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66. What We Can Learn from the Movies
The power of convergent metaphors
Emerging Technology
Emerging Category
Who Cares?
Visual Recognition Digital Signage
Systems
GPS Location-Based Pay as You Drive
Services Technologies
Insurance
Social media (blogger) Reputation Management
performance monitoring)
for UGC
Public Opinion Brand Reputation
Measurement Software
Management
Gesture Based “Edutainment Software”
User Interfaces
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 65
67. Category Mapping (CleanTech)
Understanding how the sector forms into “microclusters”
Source: Greentech
Media (2007)
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 66
68. Market Sizing
This is NOT a Believable Revenue Forecast
Market Total Revenues Expected Projected Company
Market Revenues
Share
Automotive $60 billion X 0.1% $60 million
Aerospace $40 billion X 0.1% $40 million
Healthcare $30 billion X 0.1% $30 million
Food Service $30 billion X 0.1% $30 million
Total $160 million
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 67
70. Technology Creates Market Disruption
Some of the Golden Rules
Clayton Christensen sets out 4 rules that govern disruptive innovations:
Technology keeps getting better. In every market, technology advances
and improves and is driven by a set of behavioural, economic, regulatory
and institutional factors. Companies take advantage of this by offering
better products at higher prices, and by listening to and targeting
mainstream and high-end users.
Customers will use a technology, up to a point. Technological progress
inevitably reaches a point where it's far above what customers actually need
and can use.
Overshooting customer needs enables disruption. When the level of
technological progress is far above what customers actually need and can
use, the phenomena of overshooting creates the opportunity for an upstart
to come in with something that's cheaper, simpler and good enough for a
set of customers who don't need the advanced technology.
It's not really about technology—it's about the business model. Small,
nimble, disruptive firms can succeed with business models that are
unattractive to incumbents.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 69
71. Critically Assessing your Idea
To drive customer relevance
What are you best at that no one else is?
How does that “translate” to proposed customer benefit?
– Underlying Innovation – product – solution
Why should a customer care?
– How much better than current technology/product/solutions
Which markets desperately need you?
– Urgency over “nice-to-haves”
What buyers must have your solution?
– This is a realistic forecast number
What problems do you solve?
– How do customers talk about the problem? What is their point of view?
What is the real (loaded) customer cost to buy the solution?
– Time & resources to deliver and implement etc.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 70
72. Developing a Value Driven Strategy
The Most Important Equation You Should Remember
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 71
73. Minding your P’s & Q’s
What’s YOUR Strategy for Adding Value for Customers?
Higher
Average Value
Inferior Customer Value
for
(Over-priced or Over-specified)
Quality Buyers
Relative Average Value - Superior Value
Parity
Price “Stuck in the via
Middle” Higher Quality
Average Value Superior Value Maximum
Lower for via Buyer
Price Buyers Lower Prices Value
Lower Parity Higher
Relative Quality
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 72 KW-025
74. Segmentation Model (AMD)
How Microprocessors Cluster on Key Consumer Dimensions
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 73
75. Customer Segmentation
The Most Important Research You Can Undertake
A Segment is a Sub-Set of Buyers:
– Within a market who share similar needs
– Demonstrate similar buyer behaviour
Emphasis is on identifying clusters of buyers who are:
– Attractive
– Unattractive
– Non-addressable
Good Segmentation Reveals Clusters that satisfy the following criteria:
– Identifiable - The differentiating attributes of the segments must be measurable so that
they can be identified
– Accessible - The segments must be reachable through communication and distribution channels.
– Substantial - The segments should be sufficiently large in order to justify the resources required to
target them
– Unique Needs - To justify separate offerings, the segments must respond differently to
the different elements of the marketing mix
– Durable - The segments should be relatively stable to minimize the cost of frequent product changes
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 74
76. Where are you in the Buying Cycle?
There are rules to how markets adopt technology
Source: Moore (2002), Crossing the Chasm: Wiefels (2002), The Chasm Companion
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 75
77. Getting Caught in the Chasm
Pragmatists don’t trust visionaries as references
Visionaries vs. Pragmatists
Adventurous
Prudent
Early buy-in attitude
Wait-and-see
Think “big”
Manage expectations
Independent of the “herd”
Part of the “herd”
Spend first
Spend next
First use capability
Staying power
Think Pragmatists are Think Visionaries are
pedestrian reckless
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 76
78. Marketing to Buyers in Organizations
Parinelli’s Influence & Authority Network
Functions Users What to ask:
Salesperson What are you using for a system now?
Clerical Staff How are you using it?
Database Admin. Any serious problems?
Call Center Sales/Support Who’s who in the org.?
Features Seymours What to ask:
IT Manager What are the technical criteria?
Marketing Manager How much? How long?
Director How big?
How would you design the perfect solution
to this problem?
Benefits VITO’s What to ask:
CEO/President What are the specific goals for your
organization over the next (quarter, year?)
Executive Director (Assoc.)
What new markets is your organization
Executive VP (Industry)
looking to grow in?
COO/CFO/CMO
What are the criteria for establishing a
business relationship?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 77
79. Analyzing Customers
Use this guide to better understanding buyer orientation
Vertical
Horizontal
Spatial
Pharma
C-Level
HR
.
Ops.
Marketing
Finance
Robotics
X
X
.
VP-Level
Medical
Academic
X
Devices
Director
Photonics
Manager
Government
User
Key Questions to Ask…
1. What Experience do they have?
3. What are their Responsibilites?
2. Who do they Report to? 4. What Motivates them?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 78
80. Case Study
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 79
81. Where are all the Flying Cars?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 80
82. They Have been Working on Other Stuff
More features … Less Function…and a bailout package
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 81
83. Is this a Reasonable Request?
The Innovators are working on it…sort of
Taylor Aerocar: 1949
General Motors: Early Prototype?
Moller Skycar: 2008
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 82
84. Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 83
86. Assignment for
Next Week’s
Lecture
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 85
87. Q1.
Why are the
flying cars not
taking off ?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 86
88. Bonus Round
Q2.
If we were to ask the right
questions to PROFITABLY
REDEFINE the category of
“personal aviation”
what would they be?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 87
89. Hint.
Go back to the slides
and think about MARKET
TRENDS + what
CUSTOMERS (really)
want!
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 88
90. Send your
responses to
pevans@marsdd.com
by 9am Jan 24th, 2008
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 89
93. Identifying/Sizing your Target Market
Target Market Criteria
Size
The estimated size of the market to determine whether or not it is
worth going after. Beware of “top-down” sizing
Expected Growth
The size of the market may be small, but if it is an emerging
market that is growing significantly it may be worth going after
Competitive position
The less competition the more attractive the market
Cost of reaching the market
Is the market accessible to you?
Compatibility
Is it aligned with your objectives competencies & resources
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 92
94. Creating a Category Map
How do you stack up on key factors that drive value
High
Competitor 3
Competitor 2 You?
Performance
Competitor 4
Competitor 1
Low
Low High
Ease-of-Use
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 93
95. Segment Scoring
Try to rank various market segments using this scoring model
Segment G
Segment D
Segment C
Segment A
Segment B
Segment E
Segment F
Market Size [$] $.6 B $1.2B $5.0 B $.16 B $1.5B $0.3B $0.2B
Value Chain Ownership 1 5 8 6 3 2 1
Market Potential $ $0.2B $75M $10M $35M $80M $15M $10M
Time to Market [years] 4 2 1 3 2 4 7
Barriers to entry [#] 6 2 2 5 4 3 9
Differentiation [#] 7 4 5 4 3 5 9
Competitive Threats [#] 2 2 2 4 7 4 2
Investment required [#] 6 5 3 7 9 5 9
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 94
97. Secondary Marketing Research
A Starting Point
Secondary Research
Sources
Information provided by third-party sources Consulting firm research
(may be syndicated “shared” content)
Reports
Government reports and
Information has been gathered from previous statistics
market research
Newspaper articles
Web-based articles, reports,
etc.
Advantages
Census reports
– Ease of access
Trade magazines
Scientific and trade journals
– Lower Cost
Libraries and resource centers
– Less time consuming
Books on the industry
Published reports and studies
Disadvantages
– Information may not be exactly what is
required to assess new markets
– Results may be out-of-date
– Research design may be poorly constructed
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 96
98. Primary Marketing Research
4 Types of Research Design
1 Qualitative (Focus groups, In-Depth interviews)
Used for explorative purposes
Small number of respondents
Not generalizable to the whole population - statistical significance and confidence not calculated
2 Quantitative (Surveys and Questionnaires)
Generally used to draw more conclusions and tests a specific hypothesis
Uses random sampling techniques
Infers from the sample to the population - involves a large number of respondents
3 Observational (Product in-use Analysis, Empathic Design)
Observational research that employs a process of watching—without interfering
Concentrates on viewing the customer doing everyday activities in their own environment
4 Experimental (Purchase Labs, Test Markets)
Researcher creates an artificial environment to try to control spurious factors, then manipulates
at least one of the variables
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 97
99. Getting Customer/Market Data
A Qualitative & Quantitative Research Checklist
Online SME
Surveys Interviews
Telephone News Scanning
Focus Patents
Surveys Services
Groups
Customers SME Competitors
Interviews
Demos.
Advertising Websites
Clinical Trials & Speaking Employee
Custom
Panels Blogs
Trade Assoc.
Statistics
Government
Reports Trade Shows
Market
Media Syndicated
Monitoring Economic Research
Reports
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 98
101. Where are you in the Buying Cycle?
Can you identify what group of buyers you are addressing?
Source: Moore (2002), Crossing the Chasm: Wiefels (2002), The Chasm Companion
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 100
102. Segmentation Variables
How does your market cluster on these key segment
breaks
Consumer Characteristics (Partial Buying Situations (Partial List):
List):
Outlet type: In-store, catalogue
Geographic: Region, city size,
metropolitan area, density
Benefits sought: Product
features, primary motivation
Demographic: Gender, age, race,
life stage, birth era, residence Product Usage: Usage rate,
tenure, marital status
awareness and product
knowledge
Socioeconomic: Income,
education, homeowner,
Behaviour: Involvement in
purchase decision
Psychographic: Personality,
values, lifestyle, status
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 101
103. Qualifying your Sales Prospects
Have you addressed these key areas in the sales process?
Customer’s Pain Qualified Buyer Has Authority to Proceed
No Goal = No prospect Power buys from power
Critical points of pain or key While end-users and influencers are fun to
business issues are necessary to sell to they have not have the authority to buy
initiate a search for a solution
Ultimate decision-makers may have different
goals (points of pain)
Solution is Understood Value has been quantified
Feature/Function discussions are Goals should be related back to $$$
useless unless put in context of Tangible value propositions provide a
the customer’s pain
means of reducing price pressure i.e.
Solutions must be created in the Reduced cost, increased revenues,
prospects mind through careful, higher customer satisfaction/lower churn
methodical diagnosis etc.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 102
104. Pricing Research
Work through these areas before you set your price
What’s your fundamental strategic model?
– Premium Price (Product Leadership)
– Lowest Price (Operational Excellence)
– Blended Model (Customer Intimacy)
What is the Method for Capturing Revenues
– Product sales
– Royalties
– Licensing
– Advertising supported
Some other Factors Need to be Considered
– What are the total costs? - professional services, sales engineers etc.
– Upfront payments or recurring revenues? (maintenance, upgrade revenue sources)
– Do partners need to be paid? - Sales Channel – Direct, Distributors, VARS
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 103
105. Some General Pointers
Beware of OVERESTIMATING your market forecast - Especially if you are not
in an established market category
Ironically, it can be much harder to compete in a market where there are no existing competitors - Why? You
are competing against “non-consumption” - Customers lack points of reference that can serve to validate
their need for your technology
When assessing market opportunity don’t overlook the benefits of market
research
Good market research mitigates risk. Besides interviews with current and prospective customers,
make sure to review reports or interview key technology analysts and other Key Opinion Leaders
covering your space.
Remember…Differentiated Technology is NOT Enough
Market relevance is more important than ever in identifying a target market. Look for
“necessary“ product/service requirements that have not been satisfied by competitors.
Look for Areas where you can deliver UNEXPECTED value
Design your product and service on key attributes of value that amplify the impact you make
with reference customers. The trick to building market share is to over-deliver in areas that
matter most ….and leaving the things that don’t matter to competitors.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 104
106. Here’s More…
Understand your VALUE DISCIPLINE: How you can best create value in a
market vs. your competitors
Clearly understand how your competitors create value - Is their product best in class? Do they lead with low-
price? Or are they customer intimate with a highly specialized product for niche segments? What room have they
left you to exploit the market through a different approach?
Draw a category MAP to better articulates how you fit vs. competitors and
other product/service substitutes
A category map that defines your product/service and competitors across key criteria is critical to providing much
needed context to potential buyers
Identify how you add to the “Customer’s UNDERSTANDING of the Problem at
Hand”
Do you have a diagnostic process that guides prospects through a method of determining and quantifying the
impacts on their organization? Does this also translate tangibly into financial measures?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 105
107. And More
Remember Points of Pain for Customers VARY greatly within the Same
Company
– Understanding the prospect’s Vertical (C- Level, Director, Manager, User) and Horizontal (Functional - Finance,
Operations, IT, HR) Orientation is critical to mapping out points of pain correctly.
Identify the optimum point of entry - It’s often NOT the VITO on the first call
– While it’s important to get to the VITO (Very Important Top Officer) don’t overlook the need to research their
agenda with subject-matter-experts who are lower in the organization (often a best point-of-entry is the sales
dept.)
TRIANGULATE with your Competitors to Float the category !
– Gaining an understanding of the marketplace by just checking out competitors’ websites is an inexpensive but
myopic approach to benchmarking who you are up against. Supplement your research with regular competitor
meetings where your share a little about what you know about other competitors - and get a lot in return.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 106
108. Getting Started Guide
If you want to get going keep these steps in mind
Market Dynamics
Why is this a good opportunity now?
Look at customer trends, regulations,
technological advances
Market Sizing
Market Prioritization and Rationale
Look at analyst reports and do “bottom-
Review your total market and industry up” analysis…not top down
dynamics
Customer Insights
Conduct customer interviews,
Select segmentation criteria
focus groups, discussions with
experts, etc…
Divide relevant market into customer
segments
Run some estimates of potential market
Target Market
share, sales volumes, revenues, and
profit (under various funding /resource /
Describe each customer target group
partner scenarios)
Competitors
Develop a meaningful category map
Evaluate competitors for partnering that spatially compares competitors on
options or exit possibilities
key factors for creating value.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 107