2. Proprietary and Confidential
Workshops
Full descriptions of each at
startupsecrets.com
1. Whatâs Your Roadmap to Success?
2. Building a Compelling Value Proposition
3. Turning Products into Companies
4. Culture, Mission and Vision
5. Hiring A+ Talent
6. Game-Changing Business Models
7. Go to Market Strategies
8. Getting Behind the Perfect Investor Pitch
9. Funding Strategies to go the Distance
10. Have You Got What It Takes?
11. Mastering Mutual Mentorship
3. Proprietary and Confidential
Introductions and Connections
ď˝ Our guests:
⢠Apperian
ď˝ Mark Lorion @mark_lorion
⢠Demandware
ď˝ Jamus Driscoll @jamusdriscoll
⢠Hubspot
ď˝ Brian Halligan @bhalligan
⢠Matrix partners
ď˝ David Skok @bostonvc
ď˝ Your hosts:
⢠Harvard I Lab #innovationlab
⢠Michael Skok @mjskok
⢠Startup Secrets #startupsecrets
www.startupsecrets.com
3startupsecrets.comGo to Market Strategies
4. Proprietary and Confidential
A Startup GTM Framework
Marketing & Sales Cycle
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Strategies Tactics Channel Audience
Brand
Positioning
Messaging
Social
Media
PR
Services
References
Direct vs.
Channel
Channel
Development,
Management,
Etc.
Strategic
Partners
Targeting,
Segmentation
Personas
Actors/Scenes
⢠Results Oriented, Metrics, Execution Driven
⢠Continuous Iteration & Improvement
OUTbound/INboound
4startupsecrets.comGo to Market Strategies
5. Proprietary and Confidential
Agenda
Strategic
1. Brand
2. Positioning
3. Targeting, Segmentation
Tactical
1. The Marketing and Sales Cycle
2. Driving to Market
3. Results-Oriented, Measured Execution
Execution â Introduction to Key Areas
1. Inbound
2. Building Your GTM Machine
5startupsecrets.comGo to Market Strategies
7. Proprietary and Confidential
Brand
ď˝ A science unto itself â Donât underestimate its power!
⢠Are you Apple or Dell? Coke or Pepsi?
ď˝ But for starters, branding in startups:
⢠Itâs about YOU, the founders!
⢠Your People
⢠Your Culture (see the lecture on Culture, Vision, and Mission)
⢠How You Execute:
ď˝ How you interact with your ecosystem of customers, partners, suppliers, and stakeholders
7startupsecrets.comGo to Market Strategies
8. Proprietary and Confidential
Brand Essence Framework
Vision How is the world changing in a way that makes your idea necessary?
Promise What do you promise customers at the most fundamental level?
Attributes
Spike
Special
Standard cost of entry
different & better
unique
What makes us distinctly
valuable to our
customers? How do we
achieve over and over?
Engagement
What does it feel like
to engage with us?
Personality
If we were a person
what would we be like?
Style
How would we present
ourselves to the world?
Emotion
8startupsecrets.comGo to Market Strategies
11. Proprietary and Confidential
The Demandware Branding Challenge
From
ď˝ Control of Software
ď˝ Cost to Install
ď˝ Expense
ď˝ Mid-size Companies
ď˝ Our Platform
ď˝ Risk
ď˝ Visionaries
To
ď˝ Control of eCommerce
ď˝ Cost to Stay Cutting-Edge
ď˝ Revenue Driver
ď˝ High-Growth Brands
ď˝ Your Brands
ď˝ Confidence
ď˝ Great Marketers
11Copyright 2012 Demandware, Inc. - Confidential
12. Proprietary and Confidential
The Demandware Opportunity
12
Brand/
Marketing
eCommerce
Technology
Features Benefits Rewards
Copyright 2012 Demandware, Inc. - Confidential
13. Proprietary and Confidential
What It Meant
13
⢠Demandware couldnât differentiate on claims alone
⢠Must go beyond rational and functional benefits
⢠Address ambition
⢠Speak the customerâs language
⢠Itâs not what you can do, itâs what the customer can do
⢠Look and act like a marketing partner
⢠Show, donât just tell
⢠Make it inspiring!
Copyright 2012 Demandware, Inc. - Confidential
14. Proprietary and Confidential
Brand Positioning
14
Itâs not just about
how the customer
feels about youâŚ
âŚItâs also about how
you make the
customer feel about
their self
Copyright 2012 Demandware, Inc. - Confidential
15. Proprietary and Confidential 15
CEO/CMO
IT
eCommerce
Finance
An industry
leader to
watch
A real
business-enabler
and creative
problem-solver
I ROCK!!
A business
facilitator, not
just a bean
counter
16. Proprietary and Confidential
What Does this Mean for the Demandware
Customer?
16
The Demandware Brand
Promise:
Our customers can count on Demandware
to help them drive their business â and
their own careers â to their full potential.
Copyright 2012 Demandware, Inc. - Confidential
17. Proprietary and Confidential
How Does the Customer Benefit?
17
Think It. Do It.
No limits. No worries. No surprises.
Copyright 2012 Demandware, Inc. - Confidential
18. Proprietary and Confidential
Brand Promise Rests on Brand Attributes
18
Automatic global
releases
Innovation
eco-system
Link partners
Community
Labs
Open cloud-based
services
Single platform:
Multi-brand/
Multi-country/
Omni-channel
Transparent,
inclusive
pricing
Extensible/
Interoperable
Integrated 3rd
party services
and apps
Business model
Thought
leadership
Customer-
focused
innovation
Customer
panels
World-class
operating
environment
Uptime/Security
Scalability
Innovation Simplicity Partnership Performance
Copyright 2012 Demandware, Inc. - Confidential
19. Proprietary and Confidential
Startup Secret!
Be Consistent From the Start to Maintain Brand Integrity
19
ď˝ Consistency - Great brands are consistentâ
everywhere a customer comes into contact, they
are the same.
ď˝ Values â Great brands have attributes consistent
with company values.
ď˝ Reliability â Great brands consistently keep their
promise.
startupsecrets.comGo to Market Strategies
20. Proprietary and Confidential 20
Startup Secret!
Start How You Mean to End
startupsecrets.comGo to Market Strategies
21. Proprietary and Confidential
Agenda
Strategic
1. Brand
2. Positioning
3. Targeting, Segmentation
Tactical
1. The Marketing and Sales Cycle
2. Driving to Market
3. Results-Oriented, Measured Execution
Execution â Introduction to Key Areas
1. Inbound
2. Building Your GTM Machine
21startupsecrets.comGo to Market Strategies
22. Proprietary and Confidential
Positioning
Occupy a distinct space:
ď˝ In a potential customerâs mind
ď˝ In a unique whitespace in the market
⢠For? (target customers â beachhead segment only)
⢠Who are dissatisfied with? (current market alternative)
⢠Our product is a⌠(new product category)
⢠That provides⌠(key problem-solving capability)
⢠Unlike⌠(reference competitive differentiation to alternative)
⢠We have assembled⌠(key whole product features for your specific application)
22
Good news!
You already did a
simplified version
in the Value Prop
session!
startupsecrets.comGo to Market Strategies
23. Proprietary and Confidential 23
Positioning
Mark Lorion, CMO Apperian.
Previously VP Marketing
Spotfire Analytics Division
TIBCO Software
24. Proprietary and Confidential
Company/Product Overview and
Positioning/Messaging
ď˝ For line-of-business managers and data analysts at global enterprises
ď˝ Who are dissatisfied with rigid BI reports (business intelligence software) that donât answer questions and
require IT support to modify
ď˝ Our approach offers a user-driven and visual approach for looking at data
ď˝ That rapidly uncovers new insights that lead to business opportunities, avoids threats, and helps people make
better decisions
ď˝ Unlike traditional Business Intelligence
ď˝ Spotfire is an Analytics & Data Discovery software platform that provides dimension-free data exploration and
freeform user control to ask and answer new questions at the speed of thought
24
Spotfire acquired by TIBCO Software (over $1 billion in revenue) in 2007
Analytics software sold to enterprises in numerous vertical markets
$xxxM Operating Unit w/ xxx employees
Field teams in throughout Americas, EMEA, APAC
25. Proprietary and Confidential
Competition
25
ď˝ Unique differentiation
⢠Not just technology
ď˝ e.g., Targeted Segment
ď˝ Barriers to entry
⢠Rewind, repeat: Not just technology!
ď˝ e.g., Business Model, GTM approach
ď˝ What is sustainable?
⢠IP, patents, network, data, process, etc.
ď˝ Consistent with your CORE value?
startupsecrets.comGo to Market Strategies
26. Proprietary and Confidential
Positioning 2x2:
Whatever Sets You Up For a Unique Whitespace
26
a
b
c
d
{whitespace}
Low
Low
High
High
The choice
of axes is
critical
Define real
BARRIERS
to enter into
each segment
Bubble sizing
for relative
size of
competitors
startupsecrets.comGo to Market Strategies
27. Proprietary and Confidential
Agenda
Strategic
1. Brand
2. Positioning
3. Targeting, Segmentation
Tactical
1. The Marketing and Sales Cycle
2. Driving to Market
3. Results-Oriented, Measured Execution
Execution â Introduction to Key Areas
1. Inbound
2. Building Your GTM Machine
27startupsecrets.comGo to Market Strategies
28. Proprietary and Confidential
The Perfect Startup Storm
28
Disruptive
Business Model
Disruptive
Technology
New Market &
GTM
startupsecrets.comGo to Market Strategies
29. Proprietary and Confidential
Why Do Targeting and Segmentation Matter?
29
ď˝ Product / Market fit
ď˝ Packaging and Pricing
ď˝ Channels, Distribution
ď˝ Messaging, communication
⌠and more
ď˝ DEPEND on Targeting & Segmentation
startupsecrets.comGo to Market Strategies
30. Proprietary and Confidential
The Perfect Startup Storm:
Focus on Value Proposition FOR Target Segment
30
Disruptive
Business Model
Disruptive
Technology
New Market
& GTM
TARGET
SEGMENT
startupsecrets.comGo to Market Strategies
31. Proprietary and Confidential
Value Proposition: Recap and Intersection
31
⢠3D Solution
ď˝ Discontinuous
ď˝ Defensible
ď˝ Disruptive
⢠4U Need
ď˝ Unworkable
ď˝ Unavoidable
ď˝ Urgent
ď˝ Underserved market
(For Targeting,
Segmentation)
startupsecrets.comGo to Market Strategies
32. Proprietary and Confidential
The Perfect Startup Storm:
Focus on Value Proposition FOR Target Segment
32
Disruptive
Business Model
Disruptive
Technology
New Market
& GTM
TARGET
SEGMENT
Unique Undeserved
startupsecrets.comGo to Market Strategies
33. Proprietary and Confidential
Adding Value to Lean Startup Thinking:
33
MVP MVS
Smaller, Easier Target to Cover
Minimum Viable Product (MVP)
AND
Minimum Viable Segment (MVS)
startupsecrets.comGo to Market Strategies
34. Proprietary and Confidential 34
Startup Secret!
Segmentation: A Common Set of Needs Leads to Reference
ď˝ Segment according to the same NEEDS
⢠Customers can compare solutions
ď˝ When you deliver
⢠They will REFERENCE each other
ď˝ Leads toâŚ
⢠Initial Beachhead
startupsecrets.comGo to Market Strategies
35. Proprietary and Confidential
Targeting Segmentation:
Get to Common Problem and NEEDS
35
ď˝ Vertical
⢠Automotive
⢠Financial Services
⢠Government
ď˝ Size
⢠Consumer
⢠SMB
⢠Enterprise
ď˝ Problem / NEEDS
⢠e.g., Regulatory Approval Process
ď˝ Applicable Across Pharmaceutical Industry, Fin Services, Government, etc.
Vertical
Size
Problem/NEEDS
startupsecrets.comGo to Market Strategies
36. Proprietary and Confidential 36
Targeting Segmentation:
Example: Seeking Critical Need
Mobile Professionals vs. Office Worker
startupsecrets.comGo to Market Strategies
37. Proprietary and Confidential 37
Targeting Segmentation:
Example: Seeking Critical Need
Mobile Professionals vs. Office Worker
Field Workers vs. White Collar
startupsecrets.comGo to Market Strategies
38. Proprietary and Confidential 38
Targeting Segmentation:
Example: Seeking Critical Need
Mobile Professionals vs. Office Worker
Field Workers vs. White Collar
Services vs. Sales
startupsecrets.comGo to Market Strategies
39. Proprietary and Confidential 39
Targeting Segmentation:
Example: Seeking Critical Need
Mobile Professionals vs. Office Worker
Field Workers vs. White Collar
Services vs. Sales
Medical Equipment vs. Office Equipment
startupsecrets.comGo to Market Strategies
40. Proprietary and Confidential 40
Targeting Segmentation:
Example: Seeking Critical Need
Mobile Professionals vs. Office Worker
Field Workers vs. White Collar
Services vs. Sales
Medical Equipment vs. Office Equipment
Hospitals vs. Medical Clinics
startupsecrets.comGo to Market Strategies
41. Proprietary and Confidential 41
Targeting Segmentation:
Example: Seeking Critical Need
Mobile Professionals vs. Office Worker
Field Workers vs. White Collar
Services vs. Sales
Medical Equipment vs. Office Equipment
vs. Medical ClinicsHospitals
Critical Care vs. Diagnostics
startupsecrets.comGo to Market Strategies
42. Proprietary and Confidential 42
Startup Secret!
Donât Be Afraid to FOCUS!
ď˝ Narrow as possible to start!
⢠Think Beachhead (Geoffrey Moore)
ď˝ Would you rather:
⢠Expand on success?
⢠Contract on failure?
startupsecrets.comGo to Market Strategies
43. Proprietary and Confidential
Agenda
Strategic
1. Brand
2. Positioning
3. Targeting, Segmentation
Tactical
1. The Marketing and Sales Cycle
2. Driving to Market
3. Results-Oriented, Measured Execution
Execution â Introduction to Key Areas
1. Inbound
2. Building Your GTM Machine
43startupsecrets.comGo to Market Strategies
44. Proprietary and Confidential
The Startup Marketing and Sales Cycle
44
Awareness
Interest
Understanding
Engagement
Trial
Purchase
startupsecrets.comGo to Market Strategies
45. Proprietary and Confidential 45
Awareness
Interest
Understanding
Engagement
Trial
Purchase
AA
Actors
Segment
Target
Undeserved and Uniquely Valued
Target, Segment, and Startup Secret!
Personify âActorsâ
startupsecrets.comGo to Market Strategies
46. Proprietary and Confidential 46
Awareness
Interest
Understanding
Engagement
Trial
Purchase
AA
Actors
Segment
Target
Undeserved and Uniquely Valued
Startup Secret!
Customer âActorsâ Change Through âStagesâ
Customer âActorsâ
⢠Visionary
⢠Technocrat
⢠Operator
⢠Influencer
⢠Economic buyer
⢠Decision maker
STAGES
startupsecrets.comGo to Market Strategies
47. Proprietary and Confidential 47
Awareness
Interest
Understanding
Engagement
Trial
Purchase
AA
Actors
Segment
Target
Undeserved and Uniquely Valued
Ultimately, Discover Customer DMU:
Decision Making Units
Customer âActorsâ
⢠Visionary
⢠Technocrat
⢠Operator
⢠Influencer
⢠Economic buyer
⢠Decision maker
STAGES
DMU?
startupsecrets.comGo to Market Strategies
48. Proprietary and Confidential 48
Startup Secret!
Qualify Early and Often
ď˝ Qualify early
⢠Save all the money, time and resources
that you can early in the process
⢠Opportunity cost for another suspect
ď˝ Qualify oftenâthings change!
⢠Create lead scoring, nurturing programs
ď˝ Marketing qualifiers: tie to Targeting and
Segmentation
⢠Narrow criteria = easy qualification
ď˝ Sales qualifiers:
⢠MANACT : Money, Authority, Need,
Ability, Competition, Timescales
⢠DMU: Decision Making Unit
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Customer âActorsâ
⢠Visionary
⢠Technocrat
⢠Operator
⢠Influencer
⢠Economic buyer
⢠Decision maker
STAGES
DMU?
Focused
Target
Segment
startupsecrets.comGo to Market Strategies
49. Proprietary and Confidential
Agenda
Strategic
1. Brand
2. Positioning
3. Targeting, Segmentation
Tactical
1. The Marketing and Sales Cycle
2. Driving to Market
3. Results-Oriented, Measured Execution
Execution â Introduction to Key Areas
1. Inbound
2. Building Your GTM Machine
49startupsecrets.comGo to Market Strategies
50. Proprietary and Confidential
âDrivingâ Startup Marketing and Sales
50
Awareness
Interest
Understanding
Engagement
Trial
Purchase
YOU Control
Neutral
Overdrive
GEARStobuildMomentum
startupsecrets.comGo to Market Strategies
51. Proprietary and Confidential
âDrivingâ Startup Marketing and Sales
51
Awareness
Interest
Understanding
Engagement
Trial
Purchase
YOU Control
Neutral
Overdrive
GEARStobuildMomentum
Accelerator/Brake/Clutch
CUSTOMER Controls
startupsecrets.comGo to Market Strategies
52. Proprietary and Confidential
Your Controls:
Gears in the Sales Cycle
52
ď˝ Gears to build momentum
⢠Why the analogy?
ď˝ Because itâs tough to go from 1st gear to 5th gear in one
step â likewise, itâs tough to skip steps in a sales process
ď˝ Donât stay with one gear too long when accelerating â
youâll over-rev the engine. Same with the customer!
InsteadâŚ
⢠Engage a new Gear (sales or marketing tool) every time the
customer puts the clutch in.
ď˝ Measure whether it enables customer to accelerate &
build momentum for the sale
startupsecrets.comGo to Market Strategies
53. Proprietary and Confidential
Customerâs Controls:
ABCs of the Sales Cycle
53
Accelerator
⢠Accelerates the customer from one step to another:
⢠e.g., SLIPPERY product, things like self service, free trials, etc.
Brake
⢠Stops the customer moving from one step to another:
⢠e.g., lack of understanding of your solution, poor competitive positioning
⢠DONâT assume itâs price!
(ACTIVELY LISTEN to carefully dissect sales objections and recognize sales stops /
starts)
Clutch
⢠Is engaged when the customer doesnât know what the next step is,
or thereâs inertia and risk that causes a stalled sales cycle
startupsecrets.comGo to Market Strategies
54. Proprietary and Confidential
âDrivingâ Marketing and Sales: Proof
Connecting It to Customer Gain / Pain Ratio
54
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Neutral
Overdrive
GEARS
Accelerator
startupsecrets.comGo to Market Strategies
55. Proprietary and Confidential
âDrivingâ Marketing and Sales: Proof
Connecting It to Customer Gain / Pain Ratio
55
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Neutral
Overdrive
GEARS
Accelerator
Customer Gain:
⢠Revenue
⢠Cost savings
⢠Time
⢠People
⢠Competitive
advantage
⢠Reputation
⢠Etc.
Gain
startupsecrets.comGo to Market Strategies
56. Proprietary and Confidential
âDrivingâ Marketing and Sales: Proof
Connecting It to Customer Gain / Pain Ratio
56
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Neutral
Overdrive
GEARS
Accelerator
Customer Gain:
⢠Revenue
⢠Cost savings
⢠Time
⢠People
⢠Competitive
advantage
⢠Reputation
⢠Etc.
Gain
Customer Pain:
⢠See (Find) â
Awareness
⢠Try â
Engagement, Trial
⢠Buy â
Price, Package,
License
⢠Fly â
Implement,
Deploy
⢠Own (TCO) â
Service, Support
Pain
startupsecrets.comGo to Market Strategies
57. Proprietary and Confidential
âDrivingâ Marketing and Sales: Proof
Connecting It to Customer Gain / Pain Ratio
57
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Neutral
Overdrive
GEARS
Accelerator
Customer Gain:
⢠Revenue
⢠Cost savings
⢠Time
⢠People
⢠Competitive
advantage
⢠Reputation
⢠Etc.
Gain
Customer Pain:
⢠See (Find) â
Awareness
⢠Try â
Engagement, Trial
⢠Buy â
Price, Package,
License
⢠Fly â
Implement,
Deploy
⢠Own (TCO) â
Service, Support
Pain
Inertia, RISK on a startup :
⢠Switching costs?
⢠Default = do nothing
⢠Alternatives?
⢠Good enough = good enough!
startupsecrets.comGo to Market Strategies
58. Proprietary and Confidential
âDrivingâ Marketing and Sales
Relating to Business Model CORE, Levers, and Multipliers
58
Awareness
Interest
Understanding
Engagement
Trial
Purchase
CORE
Levers
Multipliers
startupsecrets.comGo to Market Strategies
59. Proprietary and Confidential
âDrivingâ Marketing and Sales
Relating to Business Model CORE, Levers, and Multipliers
59
Awareness
Interest
Understanding
Engagement
Trial
Purchase
CORE
Levers
Multipliers
Multiplier Examples
Sales & Marketing
ď§ Tiered Pricing
ď§ Freemium
ď§ Channel partners
Product
ď§ SLIPPERY
products *
ď§ âRussian Dollâ
Packaging *
ď§ Technology stacks
ď§ WHOLE product
ACCELERATE
In the Sales
Cycle
Neutral
Overdrive
GEARS
Lever Examples
Sales & Marketing
ď§ Web
ď§ Inside sales
ď§ Inbound
ď§ Referencing, viral
Product
ď§ Support
ď§ Services
ď§ WHOLE product
Accelerator/Brake/Clutch
Reduce
BRAKES
In the Sales Cycle
startupsecrets.comGo to Market Strategies
60. Proprietary and Confidential
Road Test: Put It All Together
60
Reduce Brakes, let out
Clutch
⢠Time
⢠People
⢠Resources
Accelerate in Gear
⢠Automation
⢠NOT people dependent
⢠Self service for the
customer
Engage levers
⢠Distill to repeat & scale
⢠e.g., Videos, Podcasts
⢠Self service portals,
Knowledge bases,
Configurators
Use Multipliers
⢠SLIPPERY product
⢠Russian Doll packaging
(Around your
CORE Value Prop)
startupsecrets.comGo to Market Strategies
61. Proprietary and Confidential 61
Go-To Market Strategy and Planning
Mark Lorion, CMO Apperian.
Previously VP Marketing
Spotfire Analytics Division
TIBCO Software
62. Proprietary and Confidential
Our Go-To Market Planning
62
Corp and
Division
Objectives
Yearly
Business &
Marketing
Plan
Platform
Roadmap
âPlaysâ
(limited set of
cross-
functional
initiatives ď
org alignment
and scale)
Playbooks
executed &
evaluated
quarterly
Segmentation
63. Proprietary and Confidential
Our Go-To Market Map (2010 Example)
63
Viral+AwarenessPlay($$$)
$$$
US
$ $$$0 (Sales driven)
EUAPJ
FSI Play
LS Play (clinical)Channels Play
CPG
Relative Marketing Programs Investment
TIBCO Play
LS Play
(research)
Telco
Manufacturing
Energy
Government
FSI Play
LS Play (clinical)Channels Play
TIBCO Play
LS Play
(research)Energy
Telco
Manufacturing
CPG
LS Play (clinical)
LS Play
(research)
FSI Play
Channels Play
(China)
Manufacturing
âSilver Spotfireâ ($$)
The âPlaysâ
64. Proprietary and Confidential
Driving Sales and Marketing at Spotfire
64
Overview:
Objectives:
ď§ Sell risk analytics solutions to banks, I-banks, Insurance Co., Asset managers,
Hedge funds, and corporations
ď§ REVENUE POTENTIAL: ____
ď§ EXPECTED INVESTMENT: ___
Audience
ď§ VP, Group Risk Management, VP Cap. Management, Trading Management at
major banks
ď§ Head of-- Modeling and Research/Actuarial Team/Trading
Message:
ď§ Respond to changing competitive and regulatory landscape more quickly, effectively
and confidently
ď§ Empower analysts and decision makers to explore and interrogate data to gain more
complete understanding
ď§ Deploy real-time data processing and visual /statistical analytics to uncover/discern
hidden trends in data
Offering:
ď§ Enterprise Risk Aggregation âsolutionâ
ď§ Credit risk modeling and performance monitoring âsolutionâ
Primary Competition:
ď§ SAS, @Risk, FactSet, R, MatLab, SPSS, Algorithmics
ď§ Internal apps (Excel, Homegrown applications)
Competitive Edge:
ď§ Open, adaptable, and scalable modeling platform
ď§ Fast, intuitive multi-dimensional, user-driven visualizations
ď§ Complete data spectrum capabilities â from inputs, quality, analysis, to post-
processing reporting and visualizations
ď§ Greater range of visualization and computational capabilities
Tactical Options:
Demand Support
ď§ Conferences: RiskMinds Geneva, GARP NYC 2/10
ď§ Outbound: telemarketing program to reach named list of prospects, email databases and
lists for webcast series
ď§ Inbound: Develop thought leadership content â Magazine articles, speaker slots at
events, purchase magazine space for columns/editorials; consider blogging series on Cap
Markets trends re Risk
ď§ WebâPPC, Banner ads (GARP, MashRisk Network, others), rationalize website and
upgrade concentration of keywords
ď§ Webcasts -- SF/S+ risk related series, 1/month, RiskCenter, Fierce Finance email blast
for each event; E&Y compliance series, 6/year, audience is across verticals; Reuters,
3/year SF use as embedded provider of visual analytics
Equip Sales:
ď§ New âsolutionâ demos are required with support kits â based off XYZ customer deals in
1Hâ09
ď§ Flash tours (4) Develop between 12/09 and 6/10
ď§ A dedicated presales resource needed in each major GEO!
ď§ Bloomberg subscription (share cost with Energy Play)
Partners/Resellers/OEM:
ď§ Leverage partnership with Reuters, CapitalIQ for go-to-market programs
ď§ Enable resellers with sales kits and investigate co-marketing opportunity
Product Enhancements:
ď§ Updating time series data; 3d surface plots; Standard distribution reference curves;
Custom calendar capability; Weighted average, cumulative return; Productize FinMetrics
and NuOpt; Bloomberg Data connection (1-Historic data, 2-âreal timeâ data)
65. Proprietary and Confidential
Agenda
Strategic
1. Brand
2. Positioning
3. Targeting, Segmentation
Tactical
1. The Marketing and Sales Cycle
2. Driving to Market
3. Results-Oriented, Measured Execution
Execution â Introduction to Key Areas
1. Inbound
2. Building Your GTM Machine
65startupsecrets.comGo to Market Strategies
66. Proprietary and Confidential
ROME:
Results Oriented, Measured Execution
66
ď˝ You canât manage what you canât measure
ď˝ Measure every step:
⢠Time
⢠People
⢠Other resources
ď˝ Conversion rates
⢠Accelerators
⢠Brakes
⢠Clutch
⢠Gears
Awareness
Interest
Understanding
Engagement
Trial
Purchase
startupsecrets.comGo to Market Strategies
67. Proprietary and Confidential
Drill Down: Marketing and Sales
67
lead
lead lead
lead lead
Awareness
Interest
Understanding
Engagement
Trial
Purchase
$,Time, Resources
Conversion rate %
Break down
measurable,
manageable steps
ULTIMATELY:
$, Time, Resources
Conversion rate %
Customer
startupsecrets.comGo to Market Strategies
68. Proprietary and Confidential 68
lead
lead lead
lead lead
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Customers
Marketing and Sales: FLOW
Seamlessly linked steps,
that incent customers to
flow from one step to
another
startupsecrets.comGo to Market Strategies
69. Proprietary and Confidential 69
Startup Secret!
Reverse Engineer
Awareness
Interest
Understanding
Engagement
Trial
Purchase
$,Time, Resources
Conversion rate %
REVERSE
ENGINEER THE
FUNNEL
ULTIMATELY:
$, Time, Resources
Conversion rate %
startupsecrets.comGo to Market Strategies
70. Proprietary and Confidential 70
Startup Secret!
Closed Loop via Web
Awareness
Interest
Understanding
Engagement
Trial
Purchase
ULTIMATELY:
$, Time, Resources
Conversion rate %
Closed
Loop via
Web
$,Time, Resources
Conversion rate %
startupsecrets.comGo to Market Strategies
71. Proprietary and Confidential
The Web Changes (Nearly) Everything
71
Positives:
⢠Measure everything
⢠Closed loop
⢠Lower cost
Negatives:
⢠One click away
ď§ Competitors
ď§ Distractions
Closed
Loop via
WebVirtual Sales, Marketing,
Services
ď§ Webinars
ď§ Video
ď§ Podcasts
Donât forget the human factors
ď§ Personal touch
ď§ Relationships â better real than
virtual!
ď§ Experiential learning is invaluable
startupsecrets.comGo to Market Strategies
72. Proprietary and Confidential
Agenda
Strategic
1. Brand
2. Positioning
3. Targeting, Segmentation
Tactical
1. The Marketing and Sales Cycle
2. Driving to Market
3. Results-Oriented, Measured Execution
Execution â Introduction to Key Areas
1. Inbound
2. Building Your GTM Machine
72startupsecrets.comGo to Market Strategies
95. Proprietary and Confidential
Inbound vs. Outbound?
95
$1M
$500k
$100k
$50k
$10k
$0
IN-bound
OUT-bound
?Hybrid
DealSize
startupsecrets.comGo to Market Strategies
96. Proprietary and Confidential
When Some Outbound Marketing Makes Sense for the Startup
96
Mark Lorion @mark_lorion
Apperian, CMO
startupsecrets.comGo to Market Strategies
97. Proprietary and Confidential
Agenda
Strategic
1. Brand
2. Positioning
3. Targeting, Segmentation
Tactical
1. The Marketing and Sales Cycle
2. Driving to Market
3. Results-Oriented, Measured Execution
Execution â Introduction to Key Areas
1. Inbound
2. Building Your GTM Machine
97startupsecrets.comGo to Market Strategies
98. Proprietary and Confidential
Building a Sales and Marketing Machine:
Funnel Design and Optimization
98
Time to
Recover
CAC
Conversion
Rate
CAC
Viral
Coefficient
Churn
Rate Viral
Cycle
Time
ROI by
Lead
Source
LTV
106. Proprietary and Confidential
Triggers
ď˝ Moving homes
⢠Movers, phones, cable TV, furniture, insurance, etc.
ď˝ Starting a new software project
⢠PaaS (Platform as a Service), developer tools, etc.
ď˝ Needing to hire lots of new employees
⢠Applicant tracking system
ď˝ Losing data in a hardware crash
⢠Backup software or service
ď˝ Reading about a scary new computer virus
⢠Anti-virus software
106
107. Proprietary and Confidential
An Organizational Metaphor for the Key Funnel Stages
107
MIDDLE OF THE FUNNEL
CLOSED
DEAL
TOP OF THE FUNNEL
SALES
108. Proprietary and Confidential
What Is the Top of the Funnel?
108
Customer is not aware
they have a problem, or
that your product
category exists
GENERATE
AWARENESS
Customer has a
problem and is
looking for a solution
GET FOUND
110. Proprietary and Confidential
What Is the Middle of the Funnel?
110
QUALIFY MQL
(MARKETING QUALIFIED
LEAD)
NURTURE
⢠Blog
⢠E-Mail Campaigns
⢠Webinars
⢠Free Trials
⢠Newsletters
⢠etc.
Wait for a Trigger
Or try to create a Trigger
111. Proprietary and Confidential
Consideration
Address their Questions and Concerns:
⢠Will this work for my situation?
⢠Is this the best product on the market?
⢠Is it a safe choice?
⢠Who else is using it?
⢠Will I get a return on my investment?
⢠Is it scalable? Secure?
⢠Is it easy to implement?
⢠Will I receive support?
⢠Etc.
111
BUYER
THE
114. Proprietary and Confidential
The Key Metrics
114
VISITORS
CAMPAIGNS
TO DRIVE
TRAFFIC
TRIALS
CLOSED DEALS
CONVERSION
%
CONVERSION
%
OVERALL
CONVERSION %
115. Proprietary and Confidential
Even if you are Microsoft, Cisco, Oracle, or Google, your funnel will haveâŚ
Blockage Points
115
Suspects Suspects
Suspects
Suspects
Suspects
Suspects
Suspects Suspects
Suspects
Suspects
Suspects
Suspects
119. Proprietary and Confidential
In other words,
You designed your funnel the way you hoped it would
work
But you may not have thought enough about
The customersâ point of view
119
120. Proprietary and Confidential
For example, JBoss
Put a registration form on their website before a free
download
And Impact
Cut the download rate by more than 10x
120
123. Proprietary and Confidential
JBoss Example:
They were making $27,000 per month selling documentation.
Solution?
Give away documentation to get their e-mail address.
123
124. Proprietary and Confidential
Example: Driving Traffic to Your Website
124
GETTING FOUND
Customers are not going to find
your site unless it is:
- On the top page of Google
search results
- Recommended by a trusted
source
- Referred to in social media or
the blogosphere
Friction and
Concerns
127. Proprietary and Confidential
Lessons from Website Grader
ď˝ Free tools drive viral spread
ď˝ Low customer work required
ď˝ High value delivered
ď˝ Score leverages competitive urge, and acts as a trigger
ď˝ Builds trust through clear
demonstration of expertise
127
130. Proprietary and Confidential
It Is Often Necessary to Find Topics That Are Not Related to the Sale
130
Build
Trust
Sell
First Contact
Build
Relationship
133. Proprietary and Confidential
Agenda
Strategic
1. Brand
2. Positioning
3. Targeting, Segmentation
Tactical
1. The Marketing and Sales Cycle
2. Driving to Market
3. Results-Oriented, Measured Execution
Execution â Introduction to Key Areas
1. Inbound
2. Building Your GTM Machine
133startupsecrets.comGo to Market Strategies
134. Proprietary and Confidential
Recap
Marketing & Sales Cycle
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Strategies Tactics Channel Audience
Brand
Positioning
Messaging
Social
Media
PR
Services
References
Direct vs.
Channel
Channel
Development,
Management,
Etc.
Strategic
Partners
Targeting,
Segmentation
Personas
Actors/Scenes
⢠Results Oriented, Metrics, Execution Driven
⢠Continuous Iteration & Improvement
OUTbound/INboound
134startupsecrets.comGo to Market Strategies
135. Proprietary and Confidential
Case Examples Not Covered on:
www.startupsecrets.com
135
ď˝ Brand elements
ď˝ Channel / Distribution
ď˝ Services, Professional Services
ď˝ Guerilla Marketing â when youâve got no $!
ď˝ To come
⢠Connection with business model
⢠Whole product
⢠Strategic partnering
startupsecrets.comGo to Market Strategies
136. Proprietary and Confidential
Key Points to Remember:
136
ď˝ Manage your brand from the start
ď˝ Position to be unique
ď˝ Target & segment around customer needs
ď˝ Think about âdrivingâ your marketing & sales
cycle
ď˝ GTM is both strategic and tactical
ď˝ But it is ultimately about ROME
startupsecrets.comGo to Market Strategies
137. Proprietary and Confidential
Remember, ROME Wasnât Built In a Day!
13
Nor will your GTM strategy and tactics be
â R esults
â O riented
â M easured
â E xecution
â D riven through iteration
Listen
Learn
Lead
Iterate
Pivot
GTM
Business
Model
⢠Results Oriented, Metrics, Execution Driven
⢠Continuous Iteration & Improvement
startupsecrets.comGo to Market Strategies
138. Proprietary and Confidential
Building an Enduring Company:
GTM Is a Key Part of Execution
138
Vision
Value
Proposition
People
Execution
Cultural Consistency Enduring
Compan
y
Startup
Listen
Learn
Lead
Iterate
Pivot
startupsecrets.comGo to Market Strategies
139. Proprietary and Confidential
Thank You!
139
ď˝ Apperian
⢠Mark Lorion
ď˝ Demandware
⢠Jamus Driscoll
ď˝ Hubspot
⢠Brian Halligan
ď˝ Matrix partners
⢠David Skok
⢠Harvard I Lab #innovationlab
⢠Michael Skok @mjskok
⢠Startup Secrets #startupsecrets
www.startupsecrets.com
startupsecrets.comGo to Market Strategies