Winter 2014 Sales and Marketing for Engineers course to EPITA

1. !"#$%&"'(&)"*+$,'-&./*&0'-1'$$*%
Daniel Jarjoura
Winter 2014

2. BS Telecommunications
MS !
Computer Science
Pre-sales
Engineer
Product Manager
Innovation Manager!
Business Development Director
Entrepreneurship
23/45&6$
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5. Some
housekeeping
rules
1/
The
course
is
made
of
4
sessions
of
3
hours
with
one
15
mins
break
3/
Presence
is
not
mandatory
but
please
refrain
from
leaving
class
while
I
speak
2/
There
will
be
no
final
exam
but
a
final
presentaBon.
The
subject
will
be
given
through
social
media
4/
ParBcipaBon
is
highly
encouraged.
If
you
don’t
speak,
I
will
make
you!
5/
The
goal
of
this
course
is
to
make
you
think,
not
replicate

7. Net worth:
$24
Billion
each

9. Net worth:
$67 Billion

11. Net worth: $19 Billion

12. What’s the
main common
point between
these guys

13. Yes, they’re all
technology experts…

14. …who understood how to
be unique in their market…

15. …and made
loads of money!

16. A bit like
this guy

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18. What about
France?

20. Net worth:
"6 Billion

24. $600M

26. $6.8B

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30. 23

31. If
not,
then
maybe
you
were
not
planning
to…

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35. And
also,
if
you
thought
you
were
UNIQUE

37. …
maybe
you
didn’t
realize
there
were
millions
like
you

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40. So,
what
is
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79. Understanding
salespeople
Salespeople…

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99. Chilean Exports
• Fresh fruit leads Chile's export mix - Chile emerges as major supplier of fresh fruit to
world market due to ample natural resources, consumer demand for fresh fruit during
winter season in U.S. and Europe, and incentives in agricultural policies of Chilean
government, encouraging trend toward diversification of exports and development of
nontraditional crops - U.S. Dept. of Agriculture, Economic Research Service Report
• Chile is among the developing economies taking advantage of these trends, pursuing
a free market economy. This has allowed for diversification through the expansion of
fruit production for export, especially to the U.S. and Western Europe. Chile has
successfully diversified its agricultural sector to the extent that it is now a major fruit
exporting nation. Many countries view Chile's diversification of agriculture as a model
to be followed.
• Meanwhile, the U.S. remains the largest single market for Chile's fruit exports.
However, increasing demand from the EC and Central and East European countries
combined may eventually surpass exports to the U.S., spurring further growth in
Chile's exports.
• If you’ve read this far, your eyes probably hurt and you’ve been reading this tedious
long-winded text instead of listening to me. I’m insulted- can’t you see I’m doing a
presentation up here? Look at me! Congratulations, however, on having such good
eyesight.

100. Beginner Motorcycles
• My personal favorite:
the Suzuki Savage
• Light weight (~380lbs)
• Adequate power
(650cc engine)
• Low seat height fits
most riders

101. Racquetball Fundamentals

102. Racquetball Fundamentals

103. Racquetball Fundamentals
n 2, 3, or 4 players.

104. Racquetball Fundamentals
n 2, 3, or 4 players.
n 1 player serves, other “returns.”

105. Racquetball Fundamentals
n 2, 3, or 4 players.
n 1 player serves, other “returns.”
n Only serving player can score.

106. Racquetball Fundamentals
n 2, 3, or 4 players.
n 1 player serves, other “returns.”
n Only serving player can score.
n Served ball must land past serving line and
cannot hit back wall.

107. Racquetball Fundamentals
n 2, 3, or 4 players.
n 1 player serves, other “returns.”
n Only serving player can score.
n Served ball must land past serving line and
cannot hit back wall.
n Ball can only bounce once before striking front
wall…but ball does not have to bounce.

108. Racquetball Fundamentals
3, or 4 players.
player serves, other “returns.”
nly serving player can score.
erved ball must land past serving line an
annot hit back wall.
all can only bounce once before striking
all…but ball does not have to bounce.

109. !I hate the way people use slide presentations instead of thinking.
People would confront a problem by creating a presentation. I wanted
them to engage, to hash things out at the table, rather than show a
bunch of slides"%
- Steve Jobs

110. Avoiding death by PowerPoint

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112. ©Syniverse Technologies – Proprietary Information – Not for Distribution 70
Standard
services
§ CollecBon
and
delivery
of
near
real
Bme
roaming
data
§ CollecBon
of
raw
data
from
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device
(or
switch)
§ CollecBon
and
delivery
of
TD35
files
from
and
to
the
roaming
partners
§ CollecBon
and
delivery
of
TD35
reports
from
and
to
the
roaming
partners
§ Monitoring
and
troubleshooBng
of
data
exchange
§ Check
for
missing
files
and
transmission
failures
§ Highly
reacBve
customer
support
§ ReporBng
§ File
Delivery
Reports
(FDR)
and
Error
Reports
(ER)
§ AnalyBcal
reports
summarizing
processing
excepBons
§ Traffic
and
performance
reports

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114. C:"5&5/&(/E

115. “People
who
know
what
they’re
talking
about
don’t
need
PowerPoint”
!
-­‐
Steve
Jobs

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119. The
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presenta,on
slide

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126. Sellers
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always
chase
you
down
the
road
if
they
think
you’re
walking
away
from
a
deal
that
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want
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140. Case
Study
Student
A
is
in
charge
of
customer
relaBons
for
Zara
France.
They
have
daily
100,000
customers
in
50
stores
+
they
have
an
e-­‐bouBque.
!
They
currently
use
SAP
for
CRM
installed
on
servers
located
in
their
headquarters
in
Paris.
The
servers
belong
to
Zara
and
they
are
managed
by
their
IT
team.
Zara
is
interested
to
move
to
a
cloud-­‐based
CRM.
!
Student
B
is
in
charge
of
sales
for
SugarCRM.
Student
C
is
in
charge
of
sales
for
Salesforce.
Both
of
them
are
presenBng
their
soluBons
to
Student
A
that
will
choose
one
of
them

141. What
to
remember?

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146. Is
this
marke,ng?

147. “ THE AIM OF MARKETING
I S T O K N O W A N D
U N D E R S T A N D T H E
CUSTOMER SO WELL THAT
THE PRODUCT OR SERVICE
FITS HIM AND SELLS ITSELF
”
!
- PETER DRUCKER

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154. DE50"'(%)F#25%,,%,
Something of value%
good, service, idea
BUYER
Something of value%
money, credit, labor
SELLER

155. The
4
Ps
of
Marke&ng

156. This
is
what
you
are
offering
to
your
target
market
Channel
your
product
will
go
through
to
reach
the
customer
The
amount
you
will
charge
for
your
product
How
you
raise
awareness
with
your
target
market

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159. Analyzing
your
customers

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161. Analyzing
your
customers

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?N?

163. Product driven
Large target market
Single step buying process, shorter sales
Brand identity created through repetition and
Emotional buying decision based on status, desire,
Mass
Market
/
B2C

164. Relationship driven
Small, focused target market
Multi-step buying process, longer sales
Brand identity created on personal
Rational buying decision based on business
D'/%#<#.,%)!"#$%/)O)?N?

165. B2C
or
B2B?

166. ?NI)2#)?N?P

167. ?NI)2#)?N?P

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174. What we used to believe
!
Strategy

176. What we now know
!
Strategy

177. Planning comes before the plan

178. Business Models

180. What we used to believe
!
Process

181. Concept/!
Seed Round"
Product
Dev."
Alpha/Beta
Test"
Launch/"
1st Ship"
Product Introduction Model

182. Concept/!
Seed Round"
Product
Dev."
Alpha/Beta
Test"
Launch/"
1st Ship"
Marketing
- Create com
materials!
- Create positioning
- Hire PR agency!
- Early buzz
- Create
demand!
- Launch event!
- Branding
Tradition - Hire Marketing

183. Tradition - Hire Sales
Concept/!
Seed Round"
Product
Dev."
Alpha/Beta
Test"
Launch/"
1st Ship"
Marketing
- Create com
materials!
- Create positioning
- Hire PR agency!
- Early buzz
- Create
demand!
- Launch event!
- Branding
Sales
- Hire Sales VP!
- Hire first sales staff
- Build Sales
organization

184. Concept/!
Seed Round"
Product
Dev."
Alpha/Beta
Test"
Launch/"
1st Ship"
Marketing
- Create com
materials!
- Create positioning
- Hire PR agency!
- Early buzz
- Create
demand!
- Launch event!
- Branding
Sales
- Hire Sales VP!
- Hire first sales staff
- Build Sales
organization
Business
Development
- Hire first Biz Dev - Do deals
Tradition - Hire Bus Development

185. Concept/!
Seed Round"
Product
Dev."
Alpha/Beta
Test"
Launch/"
1st Ship"
Marketing
- Create com
materials!
- Create positioning
- Hire PR agency!
- Early buzz
- Create
demand!
- Launch event!
- Branding
Sales
- Hire Sales VP!
- Hire first sales staff
- Build Sales
organization
Business
Development
- Hire first Biz Dev - Do deals
Engineering - Write PRD - Waterfall PD - Testing
Tradition - Hire Engineers

186. Waterfall Product Management
Execution on Two “Knowns”
Waterfall Product Management
Execution on Two “Knowns”
Requirements!
Design!
Implementation!
Verification!
Maintenance!Customer Problem: known
Product Features: known

187. What we now know
!
Process

188. Most startups fail from a lack of
customers than from a failure of
product development

189. Customer Development

190. Agile Development

191. +

192. What we used to believe
!
Organization

193. Hire and build a
Functional Organization

197. What we now know
!
Organization

198. Startups run a
Customer Development Team
No Sales, Business Development or Marketing

201. Value Propositions
What are you building? For who?

203. Customer Segments
Who are they? Why would they buy?

205. Product Market Fit
Does the Value Proposition match Customer
Segments?

206. Channels
How does your product get to your customer?

208. Customer Relationships
How do you get, keep and grow customers?

211. Revenue Streams
How do you make money?

213. Key Resources
What are your most important assets?

215. Key Partners
Who are your partners and suppliers?

217. Key Activities
What’s most important for the business?

219. Cost Structure
What are the costs and expenses

221. Realize they are hypotheses

222. Guess! Guess!
Guess!
Guess!
Guess!
Guess!
Guess!
Guess!
Guess!

226. The Minimum Viable Product

228. The Pivot

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248. !"#$%&'()
1%'.8,P

249. MarkeBng
is
not
about
the
Theory,
it’s
about
Common
Sense

250. hpp://www.fastcodesign.com/1665331/why-­‐do-­‐b-­‐schools-­‐sBll-­‐teach-­‐the-­‐famed-­‐4ps-­‐of-­‐markeBng-­‐when-­‐three-­‐are-­‐dead
MarkeBng
is
not
about
the
Theory,
it’s
about
Common
Sense

251. ?:F(%4//%4<"':%*/4,,+,-

252. “ M a r k e t i n g i s t o o
important to be left to
t h e m a r k e t i n g
department. ”
!
- Seth Godin

253. What’s a
startup?

254. 3 types of startups

255. Lifestyle Startups

256. Lifestyle Startups
Work to live
their Passion

257. Lifestyle Startups
Work to live
their Passion
Serve know
customer
with known
product

258. Lifestyle Startups
Work to live
their Passion
Serve know
customer
with known
product
No Exit potential

260. Small Business Startups

261. Small Business Startups
Work to
Feed the
family

262. Small Business Startups
Work to
Feed the
family
Serve know
customer
with known
product

263. Small Business Startups
Work to
Feed the
family
Serve know
customer
with known
product
Limited Exit potential

265. 99,9% of French companies

266. Scalable Startups

267. Scalable Startups
Born to be
BIG

268. Scalable Startups
Born to be
BIG
Solution for
unknown
customer
with
unknown
features

269. Scalable Startups
Born to be
BIG
Solution for
unknown
customer
with
unknown
features
Huge Exit potential

270. Total Available
Market > "300M
Typically needs
Venture Capital
Growth Potential
> "50M

271. A startup is a temporary
organization used to search
for a repeatable and scalable
business model
Steve Blank - Author, Entrepreneur

272. Startups are Not small
versions of big companies

273. Startups Big Companies

274. Startups Big Companies
Search

275. Startups Big Companies
Search Execute

276. Startups Big Companies
Search Execute
Metrics

277. Startups Big Companies
Search Execute
Metrics Accounting

278. Startups Big Companies
Search Execute
Metrics Accounting
Customer
Validation

279. Startups Big Companies
Search Execute
Metrics Accounting
Customer
Validation
Sales

280. Startups Big Companies
Search Execute
Metrics Accounting
Customer
Validation
Sales
Customer
Development

281. Startups Big Companies
Search Execute
Metrics Accounting
Customer
Validation
Sales
Customer
Development
Product
Management

282. Startups Big Companies
Search Execute
Metrics Accounting
Customer
Validation
Sales
Customer
Development
Product
Management
Agile
Development

283. Startups Big Companies
Search Execute
Metrics Accounting
Customer
Validation
Sales
Customer
Development
Product
Management
Agile
Development
Engineering

284. Entrepreneurship as a
Management Science

285. Entrepreneurship as a
Management Science
E-School instead of B-School

286. The first business
school
1819
1908
First MBA
1957
First European
MBA
2008
> 100,000 MBAs /
year
Business as a Management Science

287. Business Schools Topics

288. Business Schools Topics
Execution

289. Business Schools Topics
Execution
Accounting

290. Business Schools Topics
Execution
Accounting
Strategy

291. Business Schools Topics
Execution
Accounting
Strategy
Product
Management

292. Business Schools Topics
Execution
Accounting
Strategy
Product
Management
Engineering

293. Startups Big Companies
Search Execute
Metrics Accounting
Customer
Validation
Sales
Customer
Development
Product
Management
Agile
Development
Engineering

294. Startups Big Companies
Search Execute
Metrics Accounting
Customer
Validation
Sales
Customer
Development
Product
Management
Agile
Development
Engineering

295. Startups Big Companies
Search Execute
Metrics Accounting
Customer
Validation
Sales
Customer
Development
Product
Management
Agile
Development
Engineering

296. Business Schools Focus on
Big Company Strategies

297. Business Schools
Limitations?

298. Business Schools
Limitations?
Most professors consult for large
companies

299. Business Schools
Limitations?
Most professors consult for large
companies
Most believe startups are small
versions of big companies

300. Business Schools
Limitations?
Most professors consult for large
companies
Most believe startups are small
versions of big companies
Most B-school
entrepreneurship programs
are side-shows

301. 1959
1996
2005
2011
> 100 incubators
globally
Incubators !
a Reaction to the lack of Practical University
Entrepreneurship

302. Startup Incubators

303. Startup Incubators
Experience vs. Theory

304. Startup Incubators
Experience vs. Theory
Goal: create a
company and jobs

305. Startup Incubators
Experience vs. Theory
Goal: create a
company and jobs
Curriculum: product
development + best
practices

306. So, what’s in
there for you?

307. Or maybe still
hesitating?

308. 5 myths about working for a
startup

309. 5 myths about working for a
startup
1/ Smart people work for big companies

310. 5 myths about working for a
startup
1/ Smart people work for big companies

311. 5 myths about working for a
startup
1/ Smart people work for big companies
2/ Those who can’t get a job elsewehre join
a startup

312. 5 myths about working for a
startup
1/ Smart people work for big companies
2/ Those who can’t get a job elsewehre join
a startup

313. 5 myths about working for a
startup
1/ Smart people work for big companies
2/ Those who can’t get a job elsewehre join
a startup
3/ You can’t get real learning experience if
you work in a startup

314. 5 myths about working for a
startup
1/ Smart people work for big companies
2/ Those who can’t get a job elsewehre join
a startup
3/ You can’t get real learning experience if
you work in a startup

315. 5 myths about working for a
startup
1/ Smart people work for big companies
2/ Those who can’t get a job elsewehre join
a startup
3/ You can’t get real learning experience if
you work in a startup
4/ Startups don’t pay their employees

316. 5 myths about working for a
startup
1/ Smart people work for big companies
2/ Those who can’t get a job elsewehre join
a startup
3/ You can’t get real learning experience if
you work in a startup
4/ Startups don’t pay their employees

317. 5 myths about working for a
startup
1/ Smart people work for big companies
2/ Those who can’t get a job elsewehre join
a startup
3/ You can’t get real learning experience if
you work in a startup
4/ Startups don’t pay their employees
5/ The bigger the company you work for,
the better your career chances are

318. 5 myths about working for a
startup
1/ Smart people work for big companies
2/ Those who can’t get a job elsewehre join
a startup
3/ You can’t get real learning experience if
you work in a startup
4/ Startups don’t pay their employees
5/ The bigger the company you work for,
the better your career chances are

319. And if you
already made
your choice...

320. Startups are changing the
world. Don’t miss the train

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