1. 行銷與策略
Marketing and Strategy
FITI_2021-02
Albert Weng
翁溓松

2. Something about me
Albert Weng
● Current: Special Assistant to the President, Qisda (HQs of BenQ Group)
● Experience: Hitron, BenQ America (Dallas), BenQ LATAM (Miami), D-Link (TW)
● Expertise: New biz dev, int’l biz expansion, marketing strategy, startup coach
● Startup effort: Speaker, advisor, reviewer for gov-led program: FITI, LEAP, VP (TW)
● Education & Certification:
○ PMP, PMI (2006)
○ EMBA, NTUST, Taiwan (2010)
○ PhD in progress, Management, NTUST, Taiwan (2021-)
明基佳世達集團

3. 本日議程

4. 課程進行方式
用對話交流促進理解與應用能力
快速運用所學，解決立即的問題

5. FITI_2021-02_新創培訓課程表

6. 你目前在創業上遇到最大的
困難或困擾是什麼？
ⓘ Start presenting to display the poll results on this slide.

7. 學習成效自主檢查
項次 課程 Level 1 Level 2 Level 3 Level 4 Level 5
說明 學習成效 有點懂 大概懂 很清楚 會應用 很熟練
課程一
(08/07)
商業模式 A1 A2 A3 A4 A5
課程二
(08/14)
智財專利分析與財務三表
看新創公司的資金狀況
B1 B2 B3 B4 B5
課程三
(09/11)
新創股權與募資規劃 C1 C2 C3 C4 C5
課程四
(10/02)
募資簡報 D1 D2 D3 D4 D5
課程五
(10/23)
行銷與策略

8. 這五堂課裡，哪一堂對你來
說最重要？
ⓘ Start presenting to display the poll results on this slide.

9. 課程一：「商業模式」課後
你做了什麼？
ⓘ Start presenting to display the poll results on this slide.

10. 課程二：「專利智財與財務
三表」課後做了什麼？
ⓘ Start presenting to display the poll results on this slide.

11. 課程三：「股權與募資規劃
」課後你做了什麼？
ⓘ Start presenting to display the poll results on this slide.

12. 課程四：「募資簡報」課後
你做了什麼？
ⓘ Start presenting to display the poll results on this slide.

13. People’s Preference on Communication
55%
38%
7%
Facial: eye contact, body
language, gesture, dress, etc.
Vocal: tone and voice.
Verbal: content and words.
How you look
like?
How you sound
like?
What do you say?
Albert Mehrabian. (1967)

14. 如何讓這堂課的成效最大化？
給大家的一點小建議
1.請開鏡頭發言，提高表達力，練習溝通力。
2.從其他人的回應，知道原來大家都不會、不
懂、沒把握，所以我們一起學。
3.「不知道、不確定、做不夠好」，才是正常
。
4.創業不是比現在誰厲害，是誰能進步最快、
持續最久，撐到最後。
• 溝通是創業到商業成功最關鍵的因素之一，而溝通是可以學習而進步的。
• 增加溝通頻率與增加不同背景的對象溝通，是增進溝通力最簡單有效的方法。
• 「行銷與策略」，在創業的高度不確定的情境歷程中，溝通力更是成敗關鍵。

15. 創業成功最關鍵的條件？
ⓘ Start presenting to display the poll results on this slide.

16. 創業過程中，你最想加強什
麼能力？
ⓘ Start presenting to display the poll results on this slide.

17. 為什麼有那麼多問題？
ⓘ Start presenting to display the poll results on this slide.

18. Before & After

19. 一個人，走得快
一群人，走得遠
創業是一個不斷藉由外部發生什麼來檢視
認識自己，再由內把調整後的自己向外展現的過程
同時，更是挑戰自己與人合作、協同作業、領導與管理能力的歷程

20. The myth and big question
Product v.s. Marketing
Which one is more important to your success (survival)

21. 行銷與策略
行銷？ 策略？
行銷就是掌握人
(analyze and understand)
策略就是影響人
(influence and align)
創業 商業 企業

22. You need new skills for your new startup!!!

23. Strategy Framework
Product Strategy Customer Strategy
Competition Strategy Campaign Strategy
Sales Strategy Operation Strategy
Marketing Strategy
Business Strategy
People Strategy Finance Strategy

24. Strategy Mix by Key Business Functionalities
Strategy
Category
Strategy
Level
Responsible by
Industry
Dynamics
(Strong &
upward)
Market Trend
(Sufficient &
growing)
Business
Model
(Clear &
profitable)
Operation
Excellency
(Solid &
smooth)
Sales
Penetration
(Customer &
Purchase)
Business Corporate CEO 1 2 3
Marketing BU/Product Line CEO/BU/MKT 4 5 6
Product Offering BU/MKT/Product 7 8 9
Operation System BU/MKT/Sales/Product 10 11 12
Competition Advantage MKT/Sales/Product 13 14 15
Customer Value MKT/Sales/Product 16 17
Campaign Promotion MKT/Sales 18 19
Sales Revenue MKT/Sales 20

25. Marketing Framework

26. International Marketing Journey: all the way to the World
How to read the int’l biz?
1. Geographic factor.
2. Political factor.
3. Regulatory factor.
4. Economic factor.
5. Trading factor.
Steps for global MKT:
1. Local marketing
2. International marketing.
3. Multiple countries marketing.
4. Global marketing.

27. 預期從這堂課帶走什麼？
ⓘ Start presenting to display the poll results on this slide.

28. RSPL Marketing Framework: Startup new product campaign
Research Strategy Plan Launch
1. Study the market.
2. Benchmark the
competitions.
3. Size the business
(FCST by upside and
downside).
1. Map out the market.
2. Position within the
competitions (STP).
3. Build the steps from
here to there.
1. Set the campaign
goal and target.
2. Make the timeline.
3. Organize the team
and resource.
4. Outline the actions
and checklist.
5. Control the financial
in & out.
1. Warm up MKT
activities.
2. Run the MKT
campaign by
tracking, testing &
pivoting.
3. Review for
improvement.
4. Finalize the financial
metrics.

29. GTM: Channel, Portfolio, Strategy

30. GTM (Go-to-market)
Channel Portfolio Strategy
1.Distribution partner
2.Logistics partner
3.Agency partner
4.Local office
5.Digital marketing
1.Single product
2.Series product
3.Category product
4.Product mix analysis
5.Whole Product Checklist
(product life cycle)
1.STP
2.Market entry
3.Benchmarking
4.Pricing strategy
(segment, competition,
margin)
5.Launch campaign
6.Review and pivot

31. Your Startup Journey
Startup Idea Startup Success

32. Reality Check
Reality Prep for Startup:
1.Frame the realistic view in mind.
2.Prepare for the ups and downs.
3.Learn the new skills for survival.
4.Key to survival/success: a new YOU.
Making a better YOU everyday!

33. Funding Stages (Attention on the Valley of Death)

34. Funding Framework by Stages

35. What? Another valley of survival after the valley of death?

36. Your Startup Emotion Journey (Take care of you and your team)

37. FITI’s Top Missing Secret
七、權利
(一)報名參加本計畫之創業團隊，得依規定運用計畫所提供之階段性資源。
1. 空間資源：向科學園區(竹科、中科、南科)等服務機構申請進駐創業空間，並享有科學園區資源。
2. 活動資源：免費使用線上創業影音課程及參與創業系列活動。
3. 培訓資源：全程免費參與階段性三天兩夜創業培訓營。
4. 平台資源：運用專屬工作平台記錄與管理創業歷程。
5. 技術資源：向本計畫申請技術原型製作相關資源需求。
6. 業師資源：階段性申請媒合專屬業界導師(團)。
7. 資金資源：在本計畫舉辦之天使創投媒合會中進行募資，且本計畫得視創業團隊之發展階段與資金需求推薦團隊
申請國家發展基金創業天使計畫與創櫃板。
(二)入選任一梯次前40名之創業團隊，得享有特定贊助企業之特定優惠方案或服務。
1. 期限：所屬梯次「開業式」舉辦日起至「決選暨頒獎典禮」舉辦日後一年內
2. 特定優惠方案或協助內容包括：
(1)財務會計諮詢服務。
(2)專屬業師輔導(採預約制)。
(3)公司設立登記服務等。
3. 贊助企業保有優惠方案或服務內容變更之權利。

38. Strategy

39. Strategy
A clear guide of action to go
from here to there under
realistic resources.
- Albert Weng
● Strategy is one of the most crucial factors of success but yet ignored by
nature to those who hasn’t master this secret.
● Start today, you’ll surpass most of your competition by improving your
strategy in practice every day.
A general plan to achieve one
or more long-term or overall
goals under conditions of
uncertainty.
- Wikipedia

40. Strategy by Steps
Situation
Target
Research
Action
Adaptation
Be fair about here, environment, competition, resource
(mirror)
Defining the goal, direction, outcome
(desire)
Map out the journey with sufficient data and details
(visibility)
As simple as 123 for everyone to take their move
(limits)
Be sensitive and resilient to react throughout the journey
(alive)

41. Overview of the Strategic Planning Process

42. How to survive in the valley of death

43. The single biggest reason why startups succeed | Bill Gross

44. The single biggest reason why startups succeed | Bill Gross

45. The single biggest reason why startups succeed | Bill Gross

46. The single biggest reason why startups succeed | Bill Gross

47. The single biggest reason why startups succeed | Bill Gross

48. Focus on winning, or not to loose?
1. No market need
2. Ran out of cash
3. Not the right team
4. Get outcompeted
5. Pricing / cost issues
6. User unfriendly product
7. Product without business model
8. Poor marketing
9. Ignore customers
10.Product mistimed
https://www.cbinsights.com/research/startup-failure-reasons-top/

49. Thinking Wide: How to view “Timing”?
1. Research the current market trend and need?
2. Benchmark the key competitors for timing validation?
3. Believe in your gut feeling?
4. Ask your team (include advisors, mentor) for their comment about your
timing?
5. Trial & error until it’s getting clear? Burn rate to last that long?
6. Any other good indicator to know if the timing of your business is right?

50. Product Life Cycle: a holistic view from start to end
1. Locate your product
correctly in its product life
cycle.
2. Apply the strategy for your
sales and business growth.
3. Do not forget or ignore #1
and #2. Period.

51. The Chasm: the invisible gap that most ignored
Chasm Crossing Guide:
1. Timing: before or after the Chasm?
2. Insight: why Chasm matters?
3. Strategy: how to cross the Chasm?
4. Research: market portfolio
5. STP: market selection

52. The Bowling Alley
1.Set the #1 (head) pin by its segment
(Seg1) and application (App1, the
use of the product) that you know the
most, as an easy start to launch.
2.#2 pin to be the same application
(App1) as #1 pin but aim for another
segment (Seg2).
3.Vice versa, #3 pin to be the same
segment (Seg1), and another
application (App2).
4.The logic, always start with one
factor of either segment or
application to be a familiar one
(reachable support) to expand into a
new move.

53. Whole Product v.s. MVP (Minimum Viable Product)
1. Define your core product.
2. Benchmark and feedback for the
critical support as the Whole
Product.
3. Whole Product will evolve over
time in different shapes and
elements.
4. Marketing the Whole Product as a
whole product so more feedbacks
will throw to you, that’s what you
needed before the Chasm, and key
to cross the Chasm.

54. Gartner: Product Dev Process

55. Product Development Checklist (Example date of progress)
# Process Brief
Developmen
t
Validation Launch
1 Idea A thought of key elements/logics that would build a future product. 1/1 1/8 1/30
2 Market Research The essential study, feedback and insight from primary & secondary data per
target user group (TUG). (Justifiable market support/biz case)
1/8 2/10 2/20
3 Mockup A model/structure of the product for design & testing. (Look & feel) 2/5 2/15 2/20
4 Prototype Partially functional product for further design or testing. (functionable) 2/15 2/25 3/5
5 Demo Unit A selection of key features and demo scenarios are ready for initial demo. 2/20 3/2 3/15
6 Customer Test A process for potential customers to test for wish/buy list (WBL). (Testing
plan/scenario/feedback form shall be designed per TUG)
3/10 3/15 3/20
7 MVP Refined from customer test (WBL) with the minimum set of product features,
user interface, physical appearance designed per TUG.
3/18 3/25 4/5
8 Whole Product A set of product, service, video, manual, API, etc. per TUG, (Sellable) 3/15 4/10 4/20
Bonus Question: On pricing: when and how in the process shall you make a good/better pricing for your product?

56. Market Research

57. Marketing STP
Segmentation Targeting Positioning

58. Market Segmentation
Geographic
● ZIP code
● City
● Country
● Radius around a
certain location
● Climate
● Urban or rural
Behavioral Psychographic
Demographic
● Purchasing habits
● Spending habits
● User status
● Brand interactions
● Personality traits
● Values
● Attitudes
● Interests
● Lifestyles
● Psychological
influences
● Subconscious and
conscious beliefs
● Motivations
● Priorities
● Age
● Gender
● Income
● Location
● Family Situation
● Annual Income
● Education
● Ethnicity

59. Market Segmentation: Form & Flow (plan your research logic for action)
Category Expectation Question Answer Insight Action
Geographic
Demographic
Behavioral
Psychographic

60. Market Reach for Validation (4 Circles)
You and your team
Your closed connections
Your potential customer, partner (no deal, no $$$)
Your customer, partner (dealed, $$$)
2
3
4
When research the market:
● 50% and the majority stay only in Circle 1.
● 30% may go to Circle 2.
● 15% would probably try Circle 3.
● 5% or less push to reach Circle 4 for feedback.
1

61. Market Size & Sales FCST
Type Definition Relation to You Timeline Relevance Research
TCM Total Category Market Population & trend Per trend Category trend Secondary
TAM Total Available Market All players & alternatives Per trend Key players trend Secondary
SAM Serviceable Available Market All players Per trend Key competitors trend Secondary
SOM Serviceable Obtainable Market Your expanded biz (new) 3-10 yrs Scale to meet Primary
FCST Sales Forecast Your upcoming biz (now) 1-3 yrs Plan to meet Primary
● Primary Research:
○ You collect the market data by your own with unique effort for analysis.
○ Questionnaire survey for easy, useful, cheap and FAST approach.
● Secondary Research:
○ You use the data collected by others from their previous studies for
analysis.
○ Market / industry report, forecast, GDP, population, economic index, etc.
Design
Distribution
Collect
Analysis
Iteration

62. Sales Forecast: Estimation of Your Customer Reach for Revenue
“How many customers you need to be survived/successful?”

63. Market Size: example (might not be a good example though, why?)
● Most use a top-down approach to size the makt
○ “The total health care market is $1.7 Trillion.”
○ “If we conservatively win 1% of that, we’ll make $17 billion.”
● Many entrepreneurs makes this mistake because
○ They believe that investor want to see a multi-billion dollar market opportunity.
○ The also see lage company excess saying it.
■ “957 million phones, 1% of that is 010 million phones in 2008.” Steve Jobs (2007).
● The top-down view might help you summarized and maybe sell the idea.
○ But it won’t help you develop a REAL product & strategy to win the buy-in from customers.

64. STP: Segmentation, Targeting, Positioning
Mix Product
Product A
(Standard)
Product B
(Advanced)
Product C
(Premium)
Customer Brief Brief PA Brief PB Brief PC
Customer A
(High)
Brief CA 1 2 3
Customer B
(Mid)
Brief CB 4 5 6
Customer C
(Low)
Brief CC 7 8 9
Instruction:
1. Check to review the definition of the Level and Functionality to fit your business. (word in red).
2. Brief the Level and Functionality into its Brief with a description/measurement to distinguish.

65. Task #1: Segmentation: Product Market Matrix (for PMF)
Product/Customer Product 1 Product 2 Product 3 Product 4
Customer 1
Customer 2
Customer 3
Customer 4

66. Task #2: Key Stakeholders Checklist
Key Function Person In Charge Partner Advisor Readiness Strategy of Engagement
Business Plan
Product Dev
Marketing Dev
Sales Dev
Finance Planning
Pitch Deck
Fund Raising

67. Product Market Fit: The V-Shape Model
Product Market
Fit Feature
Function
Advantage
Benefit
Situation
Problem
Impact
Need
Demand
Offer
Deal

68. Sales
Unique Selling Point
(USP)
Unique Buying Point
(UBP)
Sales Influence Guiding Leading
Visible Invisible
Listen up!!!
The bottom line is, as an entrepreneur, you
should always be the top sales inside out, unless
you don’t believe in your product and business.

69. Business Model
Principle:
● BM is a living thing, not
a statement on paper.
● The calling: “Show me
the money!”
● The demand: “How
much & when?”
Try outpace the normal:
● Make them smell the
money, NOW!

70. Startup Journey: type of Pitches to handle strategically
Stage Opening Activation Development Engagement Expansion
Type Elevator Pitch Startup event Accelerator Program Roadshow, funding event Commercial Meeting
TA Key person, VIP Advisor, reviewer, judge Advisor, mentor, alumni Reviewer, VC Customer, partner
TA Profile Wide & strong power Expert w/o funding Expert w/ or w/o funding Expert w/ funding Biz domain, connections
TA’s Mind Why you matter? Potential, trustworthy,
chemistry w/ the founder
Are they open to learn?
More effort on them?
What if they make it?
Similar deals/pitches.
Do I trust him/them?
When to exit w/ $$$?
Why you matter?
Cheaper, better, good fit?
Switching cost,
Formation Ad-hoc quick talk Formal pitch and review Series of training & pitch Formal pitch & tough Q&A Formal office meeting
Data Hot trend, key event Secondary Research Full market reach study Primary Research Company brief & product
Objective Connect for next
appointment
Be awesome in every way
for highest prize.
Build product, test market,
fix problem, hire team..
Locate your target VC.
Pitch specifically to them.
Business opportunity,
business partnership.
Strategy Unique & quick YMC Pitch YMC Pitch per TA Tie w/ a advisor to shape Customized YMC Pitch YMC Pitch for biz value
Follow-up Contact person for next? Ask for advice per TA Regular advisor hours Make them come to you Product demo, PO, etc.

71. Negotiation: YMC Pitch Model
Your Need My Offer
1 2
3
Pitch
Common Goal/Point
Steps Highlight
Goal matching ○ Your must, optional list
○ Their must, optional list
Picture in strategy ○ Start with plan A
○ Change for plan B when …
○ Move onto plan C if ...
Start from the
connection
○ Something in common
○ Something about their stuff
Reframe and stay
in the frame
○ Focus on the key points and boundary
○ Bring back if the topic is off the track
Create small yes
for the final big yes
○ Start from “you” for small yes.
○ Get more small yes on “we/me”
○ If I offer X, than you’ll give me Y.

72. Communication Flow Makes Easy
30 sec
15 sec
60 sec
90 sec

73. Task #3: Pitch: Opening
Stage Brief Your Plan
Type Elevator Pitch
TA Key person, VIP
TA Profile Wide & strong power
30 sec pitch AID
60 sec pitch AIDA

74. Task #3: Pitch: Activation (Startup Program)
Stage Brief Your Plan
Type Startup event
TA Advisor, reviewer, judge
TA Profile Expert w/o funding
30 sec pitch AID
60 sec pitch AIDA

75. Task #3: Pitch: Engagement (Fundraising)
Stage Brief Your Plan
Type Roadshow, funding event
TA Reviewer, VC
TA Profile Expert w/ funding
30 sec pitch AID
60 sec pitch AIDA

76. Task #3: Pitch: Expansion (Sales, PO)
Stage Brief Your Plan
Type Commercial Meeting
TA Customer, partner
TA Profile Biz domain, connections
30 sec pitch AID
60 sec pitch AIDA

77. Digital marketing on international marketing for startup
1. A decent website or FB page (the home of your startup that everyone can get online)
2. A clear digital presence designed for your very selected first group of TA
3. The digital effort by strategy:
1) Campaign: sales inquiry
2) Content driven: thought leadership (expert image)
1. As a startup, pitch is still the highly required skill to win the initial business,
online or in-person, and you also touch the market by different angle with
solid business experience and sense built up that no one can steal from you.
One of the key thing for startup that don’t scale. (Paul Graham)

78. Bonus advice: about your pitch
問：如何做出一份合格、傑出的 pitch？
答：在正式 pitch 前，一定要排定諮詢程序通過 pitch previewer 的完全檢查：Business Validation。
1. 至少找２位專業的募資或商業顧問/業師協助進行完整的 pitch preview 諮詢 (第二意見)。
2. 確認pitch 修正意見後，試著提問最後一個關鍵問題：
「如果您就是我 pitch 的潛在投資人，這份 pitch (包含文件和說法) 還有什麼會讓您不放心真正把錢拿出來投
資我們的問題？」讓他換個角度再評一次，這會幫你聽到另一面真實的聲音。
3. 錢，特別是強調用「真正的錢」，即使只是提問，都會是很真實的檢驗方法。
問：你可能會接著想問，那要找什麼樣的 pitch previewer?
答：目標導向，找相同背景的 previewer 進行 pitch RE 模擬驗證。
1. 先找你認識且覺得他的專業能幫上你的忙的 previewer，因為熟悉與信任，可以深入廣泛的討論與交流。
2. 若沒有，或是要找第二位 previewer，就要看你目前的 target pitch 是什麼就找有相關背景經驗的 previewer。
例如 target pitch 是創業競賽就找有創業評審經驗的人，要募資就找投資方 (VC, CVC, PE Fund) 的主管。

79. Big THANKS
to the FITI Program Office team!!!