3. “Marketing is like Jazz…
Done poorly it is annoying background noise…
Done well it is recognized as an art.”
3
4. Unaware of Product
Awareness Cognitive Stage
Knowledge
Liking
Preference Affective Stage
Conviction
Purchase Behavioral Stage
Source: Dolan, Robert J. (1999), Integrated Marketing Communications, HBS Note #9-599-087 4
5. • Generate awareness
• Create interest
• Establish credibility
Active Buying
Education
& Closing
• Nurture the opportunity
• Convert interest to purchase
• Support the decision
Reinforcement
• Maintain the relationship
• Stimulate further interest
5
Source: LKS
6. Sub Processes
Strategy & Product* Demand Customer
Planning Management Generation Marketing
•Market Assessment •Indirect Demand Prgrms
Activities
•Go-to-Market Strategy •Direct Demand Prgrms
•Marketing Planning •Sales Effectiveness Prgrms
•Brand Managaement •Product* Development •Customer Loyalty Prgrms
•Value Prop Development •Product* LC Mngmt •Customer Communications
•Product* Launch/Sales Readiness •Customer Community
Key Business
• Simplified Buying Cycle From Customer Perspective
Outcomes
• Broadened Awareness within Targeted Markets and Audiences
• Increased Pipeline Through Proactive Demand Generation
• Accelerated Revenue Opportunities Through Increased Selling Effectiveness
• Installed Base Opportunity/Footprint Expansion
• Obtainment of • New Offers to Market • Awareness • NPS
Measures
Business Objectives • Revenue • Pipeline Development • Retention Rates
• Revenue • Revenue Expansion
Key
* Product refers to products and/or packaging
6
Source: LKS
7. Said the role of marketing is more
78% important than it use to be when it
comes to business innovation.
“As marketing becomes a much more critical function in
organizations, Chief Marketing Officers are gaining more
influence at the executive table…and the industry may
see more CMO’s ascending to the CEO spot.”
Source: CMO Magazine, September 2005, BtoB Magazine, December 2006 7
8. The Role of Marketing
The Marketing Organization
Trends in Marketing
The STP: Marketing You
Q. What are the differences between marketing orgs for B2B and B2C? 8
9. B2B B2C
You Know Who You Know Who
Target Audience They Are by They Are by
Name Archetype
“Push” the product Induce consumer
Objectives directly or w/support action to “pull” product
of channel through channel
Activities Lead Generation, Brand Focus,
Sales Support Demand Gen
Company Sales Centric Marketing Centric
Dynamic
Q. What roles do you think of in marketing? 9
10. Functional Name Characteristics
Branding/Advertising Creates corporate brand name/logo, image and execution of that image,
primarily through mass communication vehicles such as advertising
Channel Marketing Tactical, surgical support arm for the organization’s third-party channel
partners (Incl. communication, education, demand generation etc.)
Corporate Communications Creates baseline company messaging and promotes the organization
through a combination of tactics including PR, thought leadership etc.
Executive/Strategy Drives overall function strategy; ensure function relevancy; ensure cross
function interaction; ensure measurement and performance
Field Marketing Tactical, surgical support arm for a B-to-B sales team; used to create new
or increased demand
Market Intelligence Captures, analyzes and disseminates information (primary and
secondary) reference the market, customer attitudes, and competition
Product Management Listens to the market, articulates market problems in the form of require-
ments, ensures that product gets created, tested and shipped on time
Product Marketing Talks to the market, defines strategy to take resulting products to market
Telemarketing Use of a technology-enabled inside resource to support a variety of
ongoing marketing campaigns
10
11. VP Marketing
Chief Marketing Officer
Product Marketing Corporate Marketing Field Marketing Channel/Partner Marketing Vertical/Industry Marketing
Product Management
•Product Marketing •Analyst Relations •Field Communication •Partner Infrastructure •Market/Vertical Strategy
•Product Management •Press Relations •Sales Tools •Partner Communications •Vertical Sales Tools
•Services Marketing •IR Support •Lead Generation •Partner Sales Training •Vertical Lead Generation
•Pricing •Web Marketing •Customer Programs •Partner Tools •Industry Tracking
•ROI Analysis •Marcom Support •Marketing Programs •Partner Relationship •Field Support
•Competitive Intelligence •Brand Management Programs •Industry Participation
•Market Analysis •Messaging & Positioning •Co-Marketing Support
•Strategy •Shows/Events
•Product Related BD •Speakers Bureau
•Customer Cases
•Promotional Items/Store
•User Groups
Varies by Company depending on:
•Point in the market lifecycle
•Point in the company lifecycle
•Size of company
•Company philosophy
11
12. Sample Organization for Division of Major Consumer
Brand Company
• Overall Strategy & Agenda Lead
• Advertising & Media
Marketing Director • Agency Relationship
• Corporate Marketing Liaison
• Team Coaching & Leadership
• Oversee Team Budget
Director Innovation Brand Manager Insights (mkt rsrch) Manager
• Innovation Strategy & Agenda • Brand Strategy & Agenda Lead • Insights Leadership
• Project Management of initiatives – Products A and B • Learning Agenda Ownership
– New platforms • Brand Measurement & Scorecard • Insight Agencies Management
– Non-extension based • Brand Advertising w/ Director • Brand Tracking Owner
• Project X Development • TLP Agency Management • New Product Learning
• Project X Establishment • Media/Media Merchandising • Pipeline Liaison
• Gran Finale – Digital/Database • HQ Insights Liaison
• Refreshment Platform • Line Extension/Packaging Leadership • Team Scorecard Co-Owner
• Pipeline Leadership • Promo/Platform/Sponsorship Lead • Team Coach and Lead
• Oversee Innovation Budget – Oversee Sampling/Trial
• Team Coach and Lead • Customer Marketing Liaison
• Oversee Brand Budgets
• Team Coach and Lead Team Coordinator
• Partner Liaison (Trafficing)
Associate Innovation Manager Associate Brand Manager • Product A Brand Support
• Innovation Project Support
• Customer Marketing Support
• Innovation Project Manager • Brand Management Support • Team Coach and Lead
• Strategy Development w/ Innov. Lead • Brand Product Extension Support
• Team Scorecard Co-Owner • Brand Platform Support
• Team Coach and Lead • Team Coach and Lead
12
13. Engineering Driven Sales Driven
Development Focus Revenue Focus
Product Focus Outbound Focus
Q. Which roles do you think are important when?
13
16. Primary Interactions
President & CEO
Secondary Interactions
Sales Engineering Marketing Professional Technical Finance Other
Services Support G&A
Varies by Company depending on:
•Point in the market lifecycle
•Point in the company lifecycle
•Size of company
•Company philosophy
16
17. They possess a broad range of analytic, financial and creative
capabilities
They can clearly identify their contributions to revenue
They use sophisticated tools and processes to promote
business efficiency
They are proactive, not reactive, in providing guidance and
services that add value to senior leadership
They are perceived by other execs, especially in the C-suite,
as contributors and metric in marketinggrowth agendais growth.
“The only
leaders of the that really matters
and to drive growth, marketers have learned to stretch their
discipline’s traditional boundaries to encompass activities
many companies don’t even think of as marketing.”
Source: Bob Liodice, president-CEO of the Assoc. of National Advertisers. 17
18. The Role of Marketing
The Marketing Organization
Trends in Marketing
The STP: Marketing You
Q. What happens to marketing during times of economic change?
18
19. Have you cut your marketing budget this year in response to the economic crisis?
41% Yes
59% No
What is your primary marketing goal in 2010?
5%
12%
Customer Acquisition
Customer Retention
21% Brand Awareness
62% Other
Source: BtoB’s “2009 Marketing Priorities and Plans” Survey 19
23. The Role of Marketing
The Marketing Organization
Trends in Marketing
e5: Marketing You
23
24. BFA Liberal Arts
Stephens College Graduate Studies Pragmatic Marketing Certification
London School of Economics
2000 – 2001 2007 – 2007
1985 - 1991 1991 – 2000 2001 – 2007 Account 2007 – Present
Product Management
AT&T Management Marketing
Sales AT&T Bell Labs Technovative
Product Management Marketing
NCR Corporation
Product Management
24
25. Broad marketing background
e5, Technovative, Avaya and NCR / Teradata
Extensive Marketing Experience Fortune 50 and SMB
Experience in multiple industry spaces
Financial Services
Retail
Telecommunications
Enterprise Software
Experience with varying company dynamics
Mergers & Acquisitions
Change Management (Downsizing/Exec Turnover)
Large & Small Organizations
Public & Private Entities
25
26. Mngmt &
PMM/M Leader
Skills
Corporate
Strategic
Mktng
Tactical Assets Sandra Skills Strategic Assets
Field & Eisenberg
Vertical BD Skills
Mktng
Channel Public
Mktng Spkng
Skills
Source: Adapted from: Moore (2002), Crossing the Chasm. 26
27. Market Executive
Definition For companies bringing Summary
technological innovations to market
Who Need to jumpstart new market
Opportunity categories and become the gorilla Corporate
Need Sandra Eisenberg helps clients: Presentation
dynamically position products;
improve marketing execution; …
Value/Compelling Elevator
reason to buy Pitch
…. manage customer relationships;
attract and develop talent
Unlike other Consultants/Educators
Competitive Web site,
analysis Who sell their brains and leave collateral
before the job is done
Sandra helps clients to build their
Differentiated brains and stays with them in the Tagline
position trenches for as long as it takes.
27
28. Customers Seeking:
• Comprehensive Whole Product
• Experience in Heavily Competitive Space
• Experience in Building Sales-driven Marketing
• Ability to Manage Breadth of Marketing Jobs
• Credible References - Often in own industry
28
29. Interactive
Cases, books, Global
Articles, digital Courses
(GEM, For
videos & clips Professors
E145G)
Access to And
Career
Coaching Whole Product: the glean Students
a global network network
for altruistic leaders
& entrepreneurs.
Coaching re. Access to
Access to talent who
Circles of have earned
Influence Help to our trust For entrepreneurs
Pragmatic and leaders
Consulting develop
On demand their future of Global
leaders Companies
Adapted from: Moore (2002), Crossing the Chasm. 29
30. The plan is easier to write if one path is selected or is the
focus of your marketing plan.
Think of customers as your target employers and
stakeholders as your family, friends, support group etc.
If additional education is your next step, really think about
how you get into that target school – or gear you to the years
following that.
If your goal is to be an entrepreneur, have in mind the focus
of that new venture.
Q. Creative ideas anyone? Questions?
30
31.
32. Marketing effectiveness and success is dependent on:
Mapping marketing efforts to Company strategy
Remembering that marketing is responsible for $$$
Focusing on the priorities
Becoming a partner to sales and engineering
Listening to “customers”
Driving consistency
Breaking down marketing silos
Delivering measurable results
Managing the budget like it is your own
32
33. Primary Responsibilities Key Knowledge/Skills
•Analyst Relations •PR/AR Background
•Press Relations •IR Exposure
•IR Support •Web Skills
•Web Marketing (I.e. sites, •Production Knowledge
webcasts, opt-in news) •Creative Sense
•Marcom Support (I.e. collateral, •Industry Knowledge
lead gen etc.)
•Project Management
•Brand Management
•Event Coordination
•Messaging & Positioning
•Writing Skills
•Shows/Events
•Presentation Skills
•Speakers Bureau
•Core Marketing Skills
•Customer Cases
•Strong Budget Management
•Promotional Items/Store Skills
•User Groups
33
38. Compelling Market Need
Sustainable Value Proposition
Financial Position and Investors
New to Space or Novel Approach
Stage in lifecycle
Number of other companies in space
Company Stage
Formative
Building revenues
Driving process
People
Culture
Strength of management
38
39. Is it a problem that you are interested in and are
good at solving
Are you passionate about the space
Do you like the people
39
40. Product Manager Product Marketing Manager
• Listens to the market • Talks to the market
• Articulates market problems • Defines strategy to take the
Marketing
in the form of requirements Communications resulting product to market
• Ensures that product gets
Messaging
created, tested and shipped
on schedule
Product
Management/
Marketing
Sales
Development
40