SlideShare una empresa de Scribd logo
1 de 93
Startup Secrets
                      Going to Market
                      An insider’s guide
               to unfair competitive advantage

                       Michael J. Skok
                        North Bridge Venture Partners
                            Twitter: @mjskok
                            www.mjskok.com
Michael Skok
Introductions            Find Me Online
                                       Email
      • Demandware                     mjskok@northbridge.com

                Jamus Driscoll        Web
                                       mjskok.com
      • Unidesk
                                       Twitter
                Tom Rose              @mjskok
                Brian McDonough
                                       SlideShare
      • North Bridge                   /mjskok

                Adam Berrey           LinkedIn
                                       linkedin.com/in/mjskok

                                       Google+
                                       bit.ly/mjskok-google

                                       YouTube
                                       bit.ly/mjskok-youtube
Michael Skok
                                                                2
Startup Secrets - Agenda
•     Feb 1:        Value Proposition
•     Feb 22:       Company Formation
•     Mar 7:        Business Model
•     Mar 29:       Go-To-Market Strategy
•     Apr 18:       Pitch Session
•     May 17:       Geoffrey Moore


Michael Skok
                                            3
A Startup GTM Framework
           Marketing &                         Strategies                                     Audience
           Sales Cycle                         / Tactics              Channel

   Awareness                                     Brand                Direct vs.            Targeting,
                                                                       Channel             Segmentation
                                               Positioning
        Interest
                         OUTbound / INboound

                                               Messaging             Channel                  Personas
Understanding                                                      Development,
                                                 Social            Management,             Actors/Scenes
                                                 Media                 Etc.
 Engagement
                                                  PR
             Trial                                                    Strategic
                                                Services              Partners
     Purchase                                  References

                                                           •   Results Oriented, Metrics, Execution Driven
                                                           •   Continuous Iteration & Improvement
  Michael Skok
                                                                                                             4
Agenda
       Strategic
               1. Positioning
               2. Brand
               3. Targeting, segmentation

       Tactical
               1. The Marketing and Sales Cycle
               2. Channel
               WORKSHOP

Michael Skok
                                                  5
Strategic




                                     Positioning
Tactical




            Occupy a distinct place in a potential
            customer’s mind, unique whitespace in
            market
                                                                           Good news!
            Geoffrey Moore                                              You already did a
            - slightly modified template for positioning:             simplified version in
            • For (target customers – beachhead segment only)            the Value Prop
            • Who are dissatisfied with (current market alternative)         session!
            • 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)
            Michael Skok
                                                                                       7
Strategic




                                      Competition
Tactical




            • Unique differentiation
                    Not just technology
                           • EG Targeted Segment

            • Barriers to entry
                    Rewind, repeat: Not just technology!
                           • EG Business Model, GTM approach


            • What is sustainable?
                    IP, patents, network, data, process, etc
                           • Consistent with your CORE value?
            Michael Skok
                                                                8
Positioning 2x2
Strategic




                       Whatever sets you up… for a unique white space
Tactical




                                                             Define real BARRIERS
                                                               to Entry into each
                                                                    segment



                               High
                                                                   {whitespace}




                                            a
                                                        c
            The choice of
            axes is critical



                                                    b                               Bubble sizing for
                                                                                     relative size of
                                                                                      competitors

                                                            d

                               Low

                                      Low                                  High
             Michael Skok
                                                                                                   9
Agenda
       Strategic
               1. Positioning
               2. Brand
               3. Targeting, segmentation

       Tactical
               1. The Marketing and Sales Cycle
               2. Channel
               WORKSHOP

Michael Skok
                                                  11
Strategic




                                             Brand
Tactical




            • A science unto itself – don’t underestimate it’s
              power
                    Are you Coke or Pepsi, Apple or Dell?

            • But for starters, in startups
                    It’s about YOU, the founders
                    Your People
                    Your Culture (per the Company Formation
                     session)
                    How you Execute
                           • eg interact with your ecosystem of
                             Customers, Partners, Suppliers, Stakeholders
            Michael Skok
                                                                            12
Identity
               Name
                                system


                       Brand
                      Essence
         Every Touch            Product
            Point
Michael Skok
Brand Essence Framework
Vision            What about the world is changing that makes us necessary?


Promise           What do we promise to customers at the most fundamental level?




                                    Spike
                                              unique         What makes us distinctly
Attributes                                                   valuable to our customers? How
                             Special        different &      do we achieve over and over?
                                               better

                     Standard               cost of entry


                                              Personality                  Style
                What does it feel                                  How would we present
Emotion                                If we were a person what
                like to engage                                     ourselves to the world?
                                       would we be like?
                with us?
Michael Skok
Achieving Brand Integrity
• Consistency - Great brands are consistent;
  everywhere you touch they are the same.

• Values – Great brands have attributes
  consistent with company values.

• Reliability – Great brands always keep
  their promise.
Michael Skok
Startup Secret:
Strategic




                      Start how you mean to end
Tactical




            Michael Skok
                                                  16
Agenda
       Strategic
               1. Positioning
               2. Brand
               3. Targeting, segmentation

       Tactical
               1. The Marketing and Sales Cycle
               2. Channel
               WORKSHOP

Michael Skok
                                                  17
Strategic




                           Perfect Startup Storm
Tactical




                                     Disruptive
                                   Business Model




                            Breakthrough    New Market
                             Value Prop     Opportunity




            Michael Skok
                                                          18
Why does Targeting &
Strategic




                           Segmentation matter?
Tactical




            •     Product / Market fit
            •     Packaging and Pricing
            •     Channels, Distribution
            •     Messaging, communication
                   … and more


            • DEPEND on Targeting & Segmentation

            Michael Skok
                                                   19
Strategic




                           Perfect Startup Storm
                 - focus on Value Prop FOR Target Segment
Tactical




                                     Disruptive
                                   Business Model



                                            New Market
                            Breakthrough    Opportunity
                             Value Prop     TARGET/SE
                                             GMENT



            Michael Skok
                                                            20
Value Prop:
Strategic




                           Recap & Intersection
Tactical




                            3D Solution
                               • Discontinuous
                               • Defensible
                               • Disruptive

                            4U Need
                               •   Unworkable
                               •   Unavoidable
                               •   Urgent
            (For               •   Underserved market
            Targeting, Segme   •   Unique… (Introducing one more U)
            ntation)

            Michael Skok
                                                                      21
Strategic




                           Perfect Startup Storm
                 - focus on Value Prop FOR Target Segment
Tactical




                                     Disruptive
                                   Business Model



                                            New Market
                            Breakthrough    Opportunity
                             Value Prop     TARGET/SE
                                             GMENT



            Michael Skok        Unique      Underserved
                                                            22
Strategic




                 Adding to Lean Startup thinking…
Tactical




                             Minimum Viable Product (MVP)
                           AND Minimum Viable Segment (MVS)




                           MVP                    MVS

                              Smaller, Easier Target to Cover
            Michael Skok
                                                                23
Segmentation Startup Secret:
Strategic




                   Common Set of Needs -> Reference
Tactical




            • Segment according to the same NEEDS
                    Customers can compare solutions


            • When you deliver
                    They will REFERENCE each other


             • Leads to…
                    Initial Beachhead
            Michael Skok
                                                       24
Targeting, Segmentation:
Strategic




                 Get to common Problem / NEEDS
Tactical




            • Vertical
                    Automotive                                     Vertical
                    Financial Services
                    Government                                      Size

            • Size                                                 Problem
                    Consumer
                    SMB
                    Enterprise
            • Problem / NEEDS
                    E.G. Regulatory Approval Process
                           • Applicable Across Pharma, Fin Services, Govt, etc
            Michael Skok
                                                                                 25
Targeting, Segmentation:
Strategic




               Example, seeking Critical Need
Tactical




                              Mobile
                           Professionals   vs. Office Worker




            Michael Skok
                                                               26
Targeting, Segmentation:
Strategic




               Example, seeking Critical Need
Tactical




                              Mobile
                           Professionals   vs. Office Worker

                           Field Workers       vs. White Collar




            Michael Skok
                                                                  27
Targeting, Segmentation:
Strategic




               Example, seeking Critical Need
Tactical




                              Mobile
                           Professionals   vs. Office Worker

                           Field Workers       vs. White Collar

                             Services            vs. Sales




            Michael Skok
                                                                  28
Targeting, Segmentation:
Strategic




               Example, seeking Critical Need
Tactical




                              Mobile
                           Professionals   vs. Office Worker

                           Field Workers       vs. White Collar

                             Services            vs. Sales

                             Medical             vs. Office
                            Equipment                Equipment




            Michael Skok
                                                                  29
Targeting, Segmentation:
Strategic




               Example, seeking Critical Need
Tactical




                              Mobile
                           Professionals   vs. Office Worker

                           Field Workers       vs. White Collar

                             Services            vs. Sales

                             Medical             vs. Office
                            Equipment                Equipment

                             Hospitals         vs. Medical Clinics




            Michael Skok
                                                                  30
Targeting, Segmentation:
Strategic




               Example, seeking Critical Need
Tactical




                              Mobile
                           Professionals    vs. Office Worker

                           Field Workers         vs. White Collar

                             Services              vs. Sales

                             Medical               vs. Office
                            Equipment                  Equipment

                             Hospitals           vs. Medical Clinics

                             Critical
                              Care         vs. Diagnostics

            Michael Skok
                                                                    31
Startup Secret
Strategic




                       - don’t be afraid to FOCUS!
Tactical




            • Narrow as possible to start!
                    Think Beachhead (Geoffrey Moore)


            • Which would you rather…
                    Expand on success?
                    Contract on failure?


            • Demandware case study…
            Michael Skok
                                                        32
Eating the Orange Segment At a Time




Segmentation Guidelines
 • “Get Small, Get Big or Get Out”
 • Small enough to be actionable, big
   enough to be meaningful
 • Can you deliver with distinction (and
   margin)?
 • If you succeed, will other customers
   care?

33                             Copyright 2008 Demandware, Inc. - Confidential
Positioning -> Segmentation -> GTM
Company Positioning:
   High-growth retailers and consumer brands looking to develop or
   extend the reach of their B2C ecommerce business trust Demandware
   as their strategic partner for ongoing success.


        Market Targeting


                                        Segmented
                                         Database



                      GTM Tactics
                           Marketing programs                  Product Development

                           Target account lists             Public Relations         Etc.



 34                              Copyright 2008 Demandware, Inc. - Confidential
Agenda
       Strategic
               1. Positioning
               2. Brand
               3. Targeting, segmentation

       Tactical
               1. The Marketing and Sales Cycle
               2. Channel
               WORKSHOP

Michael Skok
                                                  35
Strategic



                Connecting Targeting & Segmentation
                   to the Marketing & Sales Cycle
Tactical




                              Awareness


                                Interest


                             Understanding


                              Engagement


                                 Trial


                               Purchase

            Michael Skok
                                                      36
Target, Segment, AND
Strategic




             Startup Secret: Personify (Actors)
Tactical




                                              Awareness


              Actors                            Interest

            Segment
                                             Understanding
              Target
                                             Engagement


                                                 Trial
                            Underserved,
                           Uniquely valued     Purchase

            Michael Skok
                                                             37
Startup Secret: Customer
Strategic




              “Actors” Change Through “Scenes”
Tactical




                                              Awareness
                                                                        Customer “Actors”

              Actors                            Interest                • Visionary


            Segment                                                     • Technocrat
                                             Understanding




                                                             “SCENES”
                                                                        • Operator
              Target
                                             Engagement                 • Influencer

                                                                        • Economic buyer
                                                 Trial
                            Underserved,                                • Decision maker
                           Uniquely valued     Purchase

            Michael Skok
                                                                                       38
“Driving” Startup
Strategic




                           Marketing & Sales
Tactical




                                  Awareness

                                    Interest

                                 Understanding

                                 Engagement

                                     Trial

                                   Purchase




            Michael Skok
                                                 39
“Driving” Startup
Strategic




                                                        Marketing & Sales
Tactical




                                                         You
                                                        Control
                            Neutral
                                                                   Awareness
                              GEARS to build Momentum




                                                                     Interest

                                                                  Understanding

                                                                  Engagement

                                                                      Trial

                                                                    Purchase

                           Overdrive


            Michael Skok
                                                                                  40
“Driving” Startup
Strategic




                                                        Marketing & Sales
Tactical




                                                         You                      Customer
                                                        Control                   Controls

                            Neutral




                                                                                             Accelerator / Brake / Clutch
                                                                   Awareness
                              GEARS to build Momentum




                                                                     Interest

                                                                  Understanding

                                                                  Engagement

                                                                      Trial

                                                                    Purchase

                           Overdrive


            Michael Skok
                                                                                                                            41
Your controls:
Strategic




                               Gears in the sales cycle
Tactical




            • Gears to build momentum
                    Why the analogy?
                           • Because it’s tough to go from 1st gear to 5th gear in one
                             step – likewise it’s tough to skip steps in a sales process
                           • Don’t stay with a gear too long when accelerating –
                             you’ll over rev the engine = same with customer =
                             instead…
                    Engage a new Gear (sales or marketing tool)
                     every time the customer puts the clutch in
                           • Measure whether it enables customer to accelerate &
                             build momentum for the sale
            Michael Skok
                                                                                       42
Customer’s controls:
Strategic




                            ABCs in the sales cycle
Tactical




            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
                    DON’T assume it’s price!
                   (ACTIVELY LISTEN to carefully dissect sales objections, recognize sales
                   stops / starts)
            Clutch
                    Is engaged when the customer doesn’t know what the next step
                     is, or there’s inertia and risk causing a stalled sales cycle

            Michael Skok
                                                                                         43
Strategic




                Driving Marketing & Sales Proof
                Connecting it to CUSTOMER Gain/Pain Ratio
Tactical




                            Neutral
                                        Awareness

                                          Interest



                              GEARS
                                       Understanding

                                       Engagement

                                           Trial

                                         Purchase
                           Overdrive




            Michael Skok
                                                            44
Strategic




                Driving Marketing & Sales Proof
                Connecting it to CUSTOMER Gain/Pain Ratio
Tactical




                                   Neutral
               Customer Gain:                     Awareness
               •   Revenue
               •   Cost savings                     Interest



                                         GEARS
               •   Time                          Understanding
               •   People




                                                                 Accelerator /
               •   Competitive                   Engagement
                   advantage
                                                     Trial
               •   Reputation
               •   Etc..                           Purchase
                                  Overdrive




                                  Gain



            Michael Skok
                                                                                 45
Strategic




                Driving Marketing & Sales Proof
                Connecting it to CUSTOMER Gain/Pain Ratio
Tactical




                                   Neutral
               Customer Gain:                     Awareness                                Customer Pain:
               •   Revenue                                                                 • See, (Find) - Awareness
                                                    Interest




                                                                 Accelerator / Brake /
               •   Cost savings                                                            • Try - Engagement, Trial


                                         GEARS
               •   Time                          Understanding                             • Buy –
               •   People                                                                    Price, Package, License
               •   Competitive                   Engagement                                • Fly - Implement, Deploy
                   advantage                                                               • Own, (TCO) –
                                                     Trial
               •   Reputation                                                                Service, Support
               •   Etc..                           Purchase
                                  Overdrive




                                  Gain                                                   Pain




            Michael Skok
                                                                                                                46
Strategic




                Driving Marketing & Sales Proof
                Connecting it to CUSTOMER Gain/Pain Ratio
Tactical




                                   Neutral




                                                                                   Accelerator / Brake / Clutch
               Customer Gain:                              Awareness                                                Customer Pain:
               •   Revenue                                                                                          • See, (Find) - Awareness
               •   Cost savings                             Interest                                                • Try - Engagement, Trial


                                         GEARS
               •   Time                                  Understanding                                              • Buy –
               •   People                                                                                             Price, Package, License
               •   Competitive                            Engagement                                                • Fly - Implement, Deploy
                   advantage                                                                                        • Own, (TCO) –
                                                              Trial
               •   Reputation                                                                                         Service, Support
               •   Etc..                                    Purchase
                                  Overdrive

                                                 Inertia, RISK on a startup :
                                                 •    Switching costs?
                                                 •    Default = do nothing
                                                 •    Alternatives?
                                                 •    Good enough = good enough!

                                                            Inertia,
                                  Gain                       RISK                                                 Pain




            Michael Skok
                                                                                                                                         47
Startup Secret:
Strategic




                             Qualify Early AND Often
Tactical




            • Qualify early
                    Save all the $, Time and Resources early in the process
                    Opportunity cost for another suspect

            • Qualify often (things change)
                    Create lead nurturing programs

            • Marketing qualifiers: Tie to Targeting & Segmentation
                    Narrow criteria = easy qualification

            • Sales qualifiers: Example: MANACT
                    Money, Authority, Need, Ability, Competition, Timescales

            Michael Skok
                                                                                48
Strategic




                           Driving Marketing & Sales
               Relating to Business Model CORE, Levers & Multipliers
Tactical




                                                   Awareness

                                                     Interest

                                                  Understanding

                                                  Engagement

                                                      Trial

                                                    Purchase

                                    Multipliers




                                                                Levers



                                                  CORE

            Michael Skok
                                                                         49
Strategic




                             Driving Marketing & Sales
                   Relating to Business Model CORE, Levers & Multipliers
Tactical




            Multiplier Examples            Neutral
            Sales & Marketing                                        Awareness
                   Tiered Pricing
                                                                       Interest
                   Freemium


                                             GEARS
                   Channel partners
                                                                    Understanding
            Product
                   SLIPPERY products *                             Engagement
                   “Russian Doll”
                    Packaging *                                         Trial
                   Technology stacks
                   WHOLE product                                     Purchase
                                          Overdrive




               ACCELERATE
                                                      Multipliers




               the Sales Cycle
                                                                                  Levers



                                                                    CORE

             Michael Skok
                                                                                           50
Strategic




                             Driving Marketing & Sales
                   Relating to Business Model CORE, Levers & Multipliers
Tactical




            Multiplier Examples            Neutral                                                                        Lever Examples




                                                                                           Accelerator / Brake / Clutch
            Sales & Marketing                                        Awareness                                            Sales & Marketing
                   Tiered Pricing                                                                                            Web
                                                                       Interest
                   Freemium                                                                                                  Inside sales


                                             GEARS
                   Channel partners                                                                                          Inbound
                                                                    Understanding
            Product                                                                                                           Referencing, viral
                   SLIPPERY products *                             Engagement                                            Product
                   “Russian Doll”                                                                                            Support
                    Packaging *                                         Trial                                                 Services
                   Technology stacks                                                                                         WHOLE product
                   WHOLE product                                     Purchase
                                          Overdrive




                                                                                                                          Reduce BRAKES
               ACCELERATE                                                                                                 In the Sales Cycle
                                                      Multipliers




               the Sales Cycle
                                                                                  Levers



                                                                    CORE

             Michael Skok
                                                                                                                                                    51
Strategic




                     Road Test: put it all together
Tactical




                                                      Accelerate in Gear
                           Reduce Brakes, let
                                                      via
                           out Clutch
                                                      • Automation
                           • Time
                                                      • NOT people
                           • People
                                                         dependent
                           • Resources
                                                      • Self service for
                                                         the customer


                           Engage levers             Use Multipliers
                           •   Distill to repeat &   • SLIPPERY product
                               scale                 • Russian Doll
                           •   Eg Videos, Podcasts     packaging
                           •   Self service
                               portals, Knowledge
                               bases, Configurator   (Around your CORE
            Michael Skok       s
                                                     Value Prop)           52
Strategic




              Friction Free, SLIPPERY Products
Tactical




                 Simple
                 Low to no initial cost
                 Installs easily
                 Proves value quickly
                 Plays well with others ( WHOLE product )
                 Easy to use
                 ROI is obvious
                 Y customers can’t live without it
            Michael Skok
                                                            53
Symantec Connect:
                Self Service Portal




Michael Skok
                                      54
Strategic




                           Demandware case study
Tactical




            • WHOLE product – fulfills Value Prop
                    LINK program
                           • Creates whole product
                           • Extends whole product to broader solution

                           • Reduces cost of integration
                           • Reduces time to deploy




            Michael Skok
                                                                         55
LINK Technology Partners
Outcome: Ease of Innovating Through New Technologies

                                                                                         LINK Technology
                                                                                         Partners
                                                                                         •   Extensive library of pre-
                                                                                             built integrations between
                                                                                             leading third-party
                                    ®
                                                                                             technologies and
         LINK Technology Partners
                                                                                             Demandware Commerce

                                                                                         Benefits to
                                                                                         Retailers / Brands
                                                                                         •   Accelerated Revenue Growth
                                                                                         •   Rapid Access to Applications
                                                                                         •   Reduced Implementation
                                                                                             Costs
                                                                                         •   Early Visibility into Emerging
                                                                                             Technologies




56                                      Copyright 2008 Demandware, Inc. - Confidential
Looking at the
Strategic




                             Sales cycle as a lifecycle
Tactical




                 Understanding
              Interest
            Awareness
            See                                           Die
              Michael Skok
                                                          57
Looking at the
Strategic




                              Sales cycle as a lifecycle
Tactical




                              Trial
                        Engagement
                 Understanding
              Interest
            Awareness
            See              Try                           Die
              Michael Skok
                                                           58
Looking at the
Strategic




                              Sales cycle as a lifecycle
Tactical




                                      Purchase
                              Trial
                        Engagement
                 Understanding
              Interest
            Awareness
            See              Try           Buy             Die
              Michael Skok
                                                           59
Looking at the
Strategic




                              Sales cycle as a lifecycle
Tactical




                                                   Customers MEASURE
                                            Competitive Advantage, Payback Period, ROI




                                      Purchase
                              Trial
                        Engagement
                 Understanding
              Interest
            Awareness
            See              Try           Buy               Fly                         Die
              Michael Skok
                                                                                         60
Looking at the
Strategic




                              Sales cycle as a lifecycle
Tactical




                                                    Customers MEASURE
                                            Competitive Advantage, Payback Period, ROI




                                      Purchase
                              Trial
                        Engagement
                 Understanding
              Interest                                    We MEASURE
                                            Cost of Acquiring & Reacquiring Customers (CARC)
            Awareness                                      Life Cycle value (LCV)

            See              Try           Buy                  Fly                            Die
              Michael Skok
                                                                                               61
Looking at the
Strategic




                              Sales cycle as a lifecycle
Tactical




                                                    Customers MEASURE
                                            Competitive Advantage, Payback Period, ROI




                                      Purchase                         Up-    Extended Re-      Up-    Extended Re-
                              Trial                                    sell   Lifecycle Trial   sell   Lifecycle Trial
                        Engagement
                 Understanding
              Interest                                    We MEASURE
                                            Cost of Acquiring & Reacquiring Customers (CARC)
            Awareness                                      Life Cycle value (LCV)

            See              Try           Buy                  Fly                                             Die
              Michael Skok
                                                                                                                 62
Marketing & Sales
Strategic




                      Consider SERVICES in early markets
Tactical




                                       Awareness


                                         Interest


                                      Understanding
                                                        Include SERVICES
                                         Engagement      as a means to get
                                                            competitive
                                                      advantage, beyond just
            Up-    Extended Re-              Trial     sales and marketing -
            sell   Lifecycle Trial                              see
                                                         www.mjskok.com
                                           Purchase

            Michael Skok
                                                                               63
Starup Secret:
Strategic




                  Services can be a lethal weapon
Tactical




                               Double edged sword




            See

            http://www.mjskok.com/resource/services-competitive-advantage

             for the full post on how to use Services for competitive advantage

            Michael Skok
                                                                                  64
Strategic




                                Startup Secret:
              Professional Services – 7 golden nuggets
Tactical




                           1.   Pre-sales facilitation

                           2.   Post- sales implementation & support

                           3.   Customer breadth of deployment & growth

                           4.   Predictable revenue and contribution

                           5.   Free Product Management

                           6.   Best practices buildup

                           7.   Upgrade acceptance, deployment

            Michael Skok
                                                                          65
Startup Secret:
Strategic




               Professional Services – 7 Deadly Sins
Tactical




                            ANGER     Customers get
                                      angry, thinking your
                                                             PRIDE of your top
                                                                     line, instead of your
                                      product should work
                                                                     business model
                                      without services

            GREED           You start                                SLOTH You get lazy in
                            gouging                                               fixing product
                            customers for                                         issues
                            extra revenue
                                                                    ENVY between sales &
                                                                            services divides
                                                                            loyalty
                     LUST       Acquiring more
                                customers instead
                                of partners          GLUTTONY You get hooked
                                                                  on a services
             Michael Skok                                         model
                                                                                             66
Strategic




                            Execution detail
Tactical




            • You can’t manage what you can’t measure

            • Measure every step          Awareness

                    Time                   Interest

                                         Understanding
                    People
                                         Engagement
                    Other resources
                                             Trial

                                           Purchase
            • Conversion rate
            Michael Skok
                                                         67
Strategic




                   Drill down - Marketing & Sales
Tactical




                                   lead                     lead
                           lead               lead


                                  lead               lead
                                                                   $,Time, Resources
                                     Awareness
                                                                   Conversion rate %

                                          Interest

                                  Understanding                    Break down
                                                                   measurable, mana
                                   Engagement                      geable steps

                                            Trial

                                                                   ULTIMATELY:
                                         Purchase
                                                                   $, Time, Resources
                                                                   Conversion rate %

            Michael Skok                  customer
                                                                                   68
Strategic




                           Marketing & Sales - FLOW
Tactical




                           lead                 lead              lead                 lead
               lead               lead                   lead            lead


                                         lead                                   lead
                                                           lead

                                                Awareness

                                                  Interest

                                          Understanding                                       Seamlessly linked
                                                                                              steps, that incent
                                           Engagement                                         customers to flow
                                                                                              from one step to
                                                                                              another
                                                       Trial

                                                 Purchase



            Michael Skok
                                                                   Customers
                                                                                                              69
Strategic




               Startup Secret : Reverse Engineer
Tactical




                            Awareness
                                           $,Time, Resources
                                           Conversion rate %
                              Interest


                           Understanding      REVERSE
                                            ENGINEER THE
                                              FUNNEL
                            Engagement


                               Trial
                                           ULTIMATELY:
                                           $,Time, Resources
                             Purchase      Conversion rate %

            Michael Skok
                                                          70
The Web;
Strategic




                     Changes (nearly) Everything
Tactical




                 Positives:                          Negatives:
                 • Measure                           • One click away
                   everything                            Competitors
                 • Closed loop             Closed        Distractions
                                            Loop
                 • Lower cost              via Web


             Virtual Sales, Marketing, Services      Don’t forget the human factors
              Webinars                               Personal touch
                                                      Relationships – better real
              Video
                                                       than virtual!
              Podcasts                               Experiential learning is
                                                       invaluable


            Michael Skok
                                                                                      71
Startup Secret:
Strategic




                           Closed Loop, Web
Tactical




                            Awareness
                                           $,Time, Resources
                                           Conversion rate %
                              Interest


                           Understanding       Closed
                                                Loop
                            Engagement         via Web


                               Trial
                                           ULTIMATELY:
                                           $,Time, Resources
                             Purchase      Conversion rate %

            Michael Skok
                                                               72
Strategic




                                 Inbound vs. Outbound ?
Tactical




                                  $1M

                                 $500k
                     Deal Size




                                 $100k

                                  $50k

                                               IN-bound
                                  $10k

                                   $0

            Michael Skok
                                                          73
Strategic




                                 Inbound vs. Outbound ?
Tactical




                                  $1M

                                              OUT-bound
                                 $500k
                     Deal Size




                                 $100k

                                  $50k

                                                IN-bound
                                  $10k

                                   $0

            Michael Skok
                                                           74
Strategic




                                 Inbound vs. Outbound ?
Tactical




                                  $1M

                                                OUT-bound
                                 $500k
                     Deal Size




                                 $100k

                                  $50k
                                            ?
                                                  IN-bound
                                  $10k

                                   $0

            Michael Skok
                                                             75
Strategic




                                 Inbound vs. Outbound ?
Tactical




                                  $1M

                                                      OUT-bound
                                 $500k

                                         Hybrid
                     Deal Size




                                 $100k

                                  $50k
                                                  ?
                                                        IN-bound
                                  $10k

                                   $0

            Michael Skok
                                                                   76
Ex: Unidesk Guerilla Marketing

               Measure Everything: Weekly KPI Spreadsheet




Michael Skok
                                                            77
Ex: Unidesk Guerilla Marketing
  Phase: Requirements                                                                                                                  Phase: Pre-Launch                       Phase: Launch
  Tool: Web Survey                                                                                                                     Tool: Blog, Twitter, Google Analytics   Tool: Blogger PR (new media)
  Goal: Build right product                                                                                                            Goal: Awareness                         Goal: Interest
  Key: Founder appeal                                                                                                                  Key: Compelling content/personality     Key: Unique, differentiated position
                                                                                                                   Measure Everything: Weekly KPI Spreadsheet
                                    Dear Reader,

   I recently started a new software company focused on virtual desktop
   management. It's called Unidesk, and it's backed by Matrix and North
Bridge, two of the biggest names in high-tech venture capital. Our goal is to
   help IT dramatically improve the way desktops, laptops, and other PC
                             clients are managed.
                                                                                                               Plus, you will:
   I'm offering you a free $20 gift card redeemable at any retail store that
  accepts MasterCard if you'll respond to a survey and share your desktop                              Receive a free $20 gift card
 management experiences. I'm not looking to sell you anything. I'd just like                          redeemable at any retail store
you to take a few minutes and answer some questions so my team can better                               that accepts MasterCard™
 understand your desktop administration challenges and deliver technology
                         that best meets your needs.
                                                                                                       Be entered in a drawing to
        To complete the brief survey, visit Virtual Desktop Survey.                                   receive a free Apple iPod™
                                                                                                     Touch Media Player with WiFi
     Thank you for helping to influence the next generation of desktop
                          management software.
                                                                                                     Get the chance to join other IT
                                                                                                       professionals as part of an
                                                                                                     influential customer advisory
                                                                                                                 board
                              Chris Midgley
                       CTO and Founder, Unidesk Corp




               Copyright © 2008 Unidesk Corporation • 1900 West Park Drive • Suite 280 • Westborough • MA • 508.983.1411

               If you do not wish to receive future mailings from Unidesk. Please email Unsubscribe to unsubscribe@unidesk.com




  Phase: Build pipeline                                                                                                                Phase: Customer acquisition             Phase: Production customers
  Tool: Video, YouTube                                                                                                                 Tool: Webinars                          Tool: Forums
  Goal: Understanding                                                                                                                  Goal: Engagement, Trial                 Goal: Purchase, Repeat Purchase
  Key: Evangelist, crisp script                                                                                                        Key: Passionate customers               Key: Passionate, active customers




  Michael Skok
                                                                                                                                                                                                                 78
Ex: Unidesk Guerilla Marketing

               Measure Everything: Weekly KPI Spreadsheet




Michael Skok
                                                            79
Agenda
       Strategic
               1. Positioning
               2. Brand
               3. Targeting, segmentation

       Tactical
               1. The Marketing and Sales Cycle
               2. Channel
               WORKSHOP

Michael Skok
                                                  80
Strategic




                           Channels & distribution
Tactical




            An area unto itself:                    Distinguish between:
            • Resellers                             • Sell with
            • VARs                                  • Sell through
            • SIs                                   • Sell for
            • OEMs
            • Strategic partners

                               Startup Secret: (at least in B2B)
                     Rarely can skip direct sales – need to experience the
                        gain/pain ratio firsthand and learn the model
            Michael Skok
                                                                             81
Ex: Unidesk’s Channel Model
                                        1. Target top VMware
                                           partners in our verticals
                                               G    E          S
                                                         H
                                               O    D          M
                                                         C
                                               V    U          B


                Closed-loop marketing


                     Free pilots


                       Partner
                      sell-with




                     Customers
Michael Skok
                                                               82
Ex: Unidesk’s Channel Model
                                        1. Target top VMware
                                           partners in our verticals
                                               G    E          S
                                                         H
                                               O    D          M
                                                         C
                                               V    U          B


                Closed-loop marketing          2. Intercept partner
                                                  opportunities &
                                                  inject Unidesk
                     Free pilots


                       Partner
                      sell-with




                     Customers
Michael Skok
                                                               83
Ex: Unidesk’s Channel Model
                                                              1. Target top VMware
    Marketing cultivates IT                                      partners in our verticals
    inquiries & nurtures all
                                                                     G    E          S
        opportunities                                                          H
                                                                     O    D          M
                                                                               C
                                                                     V    U          B


                                   Closed-loop marketing             2. Intercept partner
                                                                        opportunities &
4. Measure EVERYTHING:                                                  inject Unidesk
-   Categorize partners as               Free pilots
    “A” & “B”
-   “A” partners expected to
    close 70% of our revenue               Partner
    - # of new customers added            sell-with
       and revenue
    - # of deal registrations & % of
                                                           3. Use customers to gain
       leads sourced solely by partner
    - “B” partners can become “A”                             advocacy of partner
    - Contributors will change                                technical
                                                              gatekeepers, then
                                         Customers            provide training &
                                                              enablement
    Michael Skok
                                                                                      84
Ex: Unidesk’s Channel Model
                                           1. Target top VMware
                                              partners in our verticals
                                                  G    E          S
                                                            H
                                                  O    D          M
                                                            C
                                                  V    U          B


                Closed-loop marketing             2. Intercept partner
                                                     opportunities &
                                                     inject Unidesk
                     Free pilots


                       Partner
                      sell-with

                                        3. Use customers to gain
                                           advocacy of partner
                                           technical
                                           gatekeepers, then
                     Customers             provide training &
                                           enablement
Michael Skok
                                                                   85
Ex: Unidesk’s Channel Model
                                                              1. Target top VMware
                                                                 partners in our verticals
                                                                     G    E          S
                                                                               H
                                                                     O    D          M
                                                                               C
                                                                     V    U          B


                                   Closed-loop marketing             2. Intercept partner
                                                                        opportunities &
4. Measure EVERYTHING:                                                  inject Unidesk
-   Categorize partners as               Free pilots
    “A” & “B”
-   “A” partners expected to
    close 70% of our revenue               Partner
    - # of new customers added            sell-with
       and revenue
    - # of deal registrations & % of
                                                           3. Use customers to gain
       leads sourced solely by partner
    - “B” partners can become “A”                             advocacy of partner
    - Contributors will change                                technical
                                                              gatekeepers, then
                                         Customers            provide training &
                                                              enablement
    Michael Skok
                                                                                      86
Ex: Unidesk’s Channel Model
                                                              1. Target top VMware
    Marketing cultivates IT                                      partners in our verticals
    inquiries & nurtures all
                                                                     G    E          S
        opportunities                                                          H
                                                                     O    D          M
                                                                               C
                                                                     V    U          B


                                   Closed-loop marketing             2. Intercept partner
                                                                        opportunities &
4. Measure EVERYTHING:                                                  inject Unidesk
-   Categorize partners as               Free pilots
    “A” & “B”
-   “A” partners expected to
    close 70% of our revenue               Partner
    - # of new customers added            sell-with
       and revenue
    - # of deal registrations & % of
                                                           3. Use customers to gain
       leads sourced solely by partner
    - “B” partners can become “A”                             advocacy of partner
    - Contributors will change                                technical
                                                              gatekeepers, then
                                         Customers            provide training &
                                                              enablement
    Michael Skok
                                                                                      87
Recap
           Marketing &                         Strategies                                     Audience
           Sales Cycle                         / Tactics              Channel

   Awareness                                     Brand                Direct vs.            Targeting,
                                                                       Channel             Segmentation
                                               Positioning
        Interest
                         OUTbound / INboound

                                               Messaging             Channel                  Personas
Understanding                                                      Development,
                                                 Social            Management,             Actors/Scenes
                                                 Media                 Etc.
 Engagement
                                                  PR
             Trial                                                    Strategic
                                                Services              Partners
     Purchase                                  References

                                                           •   Results Oriented, Metrics, Execution Driven
                                                           •   Continuous Iteration & Improvement
  Michael Skok
                                                                                                             88
Remember, ROME wasn’t
                   built in a Day
Nor will your GTM strategy and tactics be
                                                                         Listen
              R esults                                                  Learn
              O riented      GTM                                         Lead
                            Business                                    Iterate
              M arketing    Model
                                                                          Pivot
              E xecution                                              Product
                                                                    Proposition
        D riven through iteration
                                 •   Results Oriented, Metrics, Execution Driven
                                 •   Continuous Iteration & Improvement
Michael Skok
                                                                                   89
Key Points to Remember
• GTM is both strategic and tactical

•     Position for unique whitespace
•     Target & segment around customer needs
•     Manage your brand from the start
•     Think about “driving” your marketing & sales
      cycle

• This is ultimately about ROME, build it carefully
Michael Skok
                                                     90
Agenda
       Strategic
               1. Positioning
               2. Brand
               3. Targeting, segmentation

       Tactical
               1. The Marketing and Sales Cycle
               2. Channel
               WORKSHOP

Michael Skok
                                                  91
Thank you!          Find Me Online
                                       Email
      • Demandware                     mjskok@northbridge.com

                Jamus Driscoll        Web
                                       mjskok.com
      • Unidesk
                                       Twitter
                Tom Rose              @mjskok
                Brian McDonough
                                       SlideShare
      • North Bridge                   /mjskok

                Adam Berrey           LinkedIn
                                       linkedin.com/in/mjskok

                                       Google+
                                       bit.ly/mjskok-google

                                       YouTube
                                       bit.ly/mjskok-youtube
Michael Skok
                                                                92
Preparation for Pitch Challenge
• Take the template from www.mjskok.com
• Build your pitch
• Submit the slides to michael@northbridge.com
        By Friday April 14th
• Selection of top 5 – will get 20 mins each
        15 to present, 5 mins of questions
        Company Formation, Value Prop, Business
         Model, GTM
• Winners (top 2)
        Via “Crowd-funded” & “VC” Judges
        Will get to meet Geoffrey Moore 1:1, signed book

Michael Skok
                                                            93
Startup Secrets - Agenda
•     Feb 1:        Value Proposition
•     Feb 22:       Company Formation
•     Mar 7:        Business Model
•     Mar 29:       Go-To-Market Strategy
•     Apr 18:       Pitch Session
•     May 17:       Geoffrey Moore


Michael Skok
                                            94
Startup Secrets
                      Going to Market
                      An insider’s guide
               to unfair competitive advantage

                       Michael J. Skok
                        North Bridge Venture Partners
                       Twitter: @entrecapitalist
                       www.entrecapitalist.com
Michael Skok

Más contenido relacionado

La actualidad más candente

Startup Secrets - Roadmap to Success
Startup Secrets - Roadmap to SuccessStartup Secrets - Roadmap to Success
Startup Secrets - Roadmap to SuccessMichael Skok
 
Startup Secrets - Getting Behind the Perfect Investor Pitch
Startup Secrets - Getting Behind the Perfect Investor PitchStartup Secrets - Getting Behind the Perfect Investor Pitch
Startup Secrets - Getting Behind the Perfect Investor PitchMichael Skok
 
Startup Secrets - Hiring A+ Talent
Startup Secrets - Hiring A+ TalentStartup Secrets - Hiring A+ Talent
Startup Secrets - Hiring A+ TalentMichael Skok
 
Startup Secrets - Building a Compelling Value Proposition
Startup Secrets - Building a Compelling Value PropositionStartup Secrets - Building a Compelling Value Proposition
Startup Secrets - Building a Compelling Value PropositionMichael Skok
 
Game Changing Business Models - Case - Dries Drupal, Open Source, Co-Creation
Game Changing Business Models - Case - Dries Drupal, Open Source, Co-CreationGame Changing Business Models - Case - Dries Drupal, Open Source, Co-Creation
Game Changing Business Models - Case - Dries Drupal, Open Source, Co-CreationMichael Skok
 
Turning Products Into Companies
Turning Products Into CompaniesTurning Products Into Companies
Turning Products Into CompaniesMichael Skok
 
Getting behind the Perfect Pitch - Harvard Innovation Lab Workshop
Getting behind the Perfect Pitch - Harvard Innovation Lab WorkshopGetting behind the Perfect Pitch - Harvard Innovation Lab Workshop
Getting behind the Perfect Pitch - Harvard Innovation Lab WorkshopMichael Skok
 
Turning Products into Companies
Turning Products into CompaniesTurning Products into Companies
Turning Products into CompaniesMichael Skok
 
Building a compelling value proposition
Building a compelling value propositionBuilding a compelling value proposition
Building a compelling value propositionMichael Skok
 
Company Formation - Foundations for an Enduring Company - Competitive Advanta...
Company Formation - Foundations for an Enduring Company - Competitive Advanta...Company Formation - Foundations for an Enduring Company - Competitive Advanta...
Company Formation - Foundations for an Enduring Company - Competitive Advanta...Michael Skok
 
Startup Secrets: Building a Compelling Value Proposition
Startup Secrets: Building a Compelling Value PropositionStartup Secrets: Building a Compelling Value Proposition
Startup Secrets: Building a Compelling Value PropositionMichael Skok
 
Culture, Vision / Mission
Culture, Vision / MissionCulture, Vision / Mission
Culture, Vision / MissionMichael Skok
 
Building a Compelling Value Proposition - Competitive Advantage for Startups
Building a Compelling Value Proposition - Competitive Advantage for StartupsBuilding a Compelling Value Proposition - Competitive Advantage for Startups
Building a Compelling Value Proposition - Competitive Advantage for StartupsMichael Skok
 
Linkedin Series B Pitch Deck
Linkedin Series B Pitch DeckLinkedin Series B Pitch Deck
Linkedin Series B Pitch DeckJoseph Hsieh
 
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...Slideworks
 
Startup Roadmap Workshop
Startup Roadmap WorkshopStartup Roadmap Workshop
Startup Roadmap WorkshopMichael Skok
 
Startup Metrics for Pirates
Startup Metrics for PiratesStartup Metrics for Pirates
Startup Metrics for PiratesDave McClure
 
Airbnb Pitch Deck From 2008
Airbnb Pitch Deck From 2008Airbnb Pitch Deck From 2008
Airbnb Pitch Deck From 2008Ryan Gum
 

La actualidad más candente (20)

Startup Secrets - Roadmap to Success
Startup Secrets - Roadmap to SuccessStartup Secrets - Roadmap to Success
Startup Secrets - Roadmap to Success
 
Startup Secrets - Getting Behind the Perfect Investor Pitch
Startup Secrets - Getting Behind the Perfect Investor PitchStartup Secrets - Getting Behind the Perfect Investor Pitch
Startup Secrets - Getting Behind the Perfect Investor Pitch
 
Startup Secrets - Hiring A+ Talent
Startup Secrets - Hiring A+ TalentStartup Secrets - Hiring A+ Talent
Startup Secrets - Hiring A+ Talent
 
Startup Secrets - Building a Compelling Value Proposition
Startup Secrets - Building a Compelling Value PropositionStartup Secrets - Building a Compelling Value Proposition
Startup Secrets - Building a Compelling Value Proposition
 
Game Changing Business Models - Case - Dries Drupal, Open Source, Co-Creation
Game Changing Business Models - Case - Dries Drupal, Open Source, Co-CreationGame Changing Business Models - Case - Dries Drupal, Open Source, Co-Creation
Game Changing Business Models - Case - Dries Drupal, Open Source, Co-Creation
 
Turning Products Into Companies
Turning Products Into CompaniesTurning Products Into Companies
Turning Products Into Companies
 
Getting behind the Perfect Pitch - Harvard Innovation Lab Workshop
Getting behind the Perfect Pitch - Harvard Innovation Lab WorkshopGetting behind the Perfect Pitch - Harvard Innovation Lab Workshop
Getting behind the Perfect Pitch - Harvard Innovation Lab Workshop
 
Turning Products into Companies
Turning Products into CompaniesTurning Products into Companies
Turning Products into Companies
 
Building a compelling value proposition
Building a compelling value propositionBuilding a compelling value proposition
Building a compelling value proposition
 
Company Formation - Foundations for an Enduring Company - Competitive Advanta...
Company Formation - Foundations for an Enduring Company - Competitive Advanta...Company Formation - Foundations for an Enduring Company - Competitive Advanta...
Company Formation - Foundations for an Enduring Company - Competitive Advanta...
 
Go-To Market Plan
Go-To Market PlanGo-To Market Plan
Go-To Market Plan
 
Startup Secrets: Building a Compelling Value Proposition
Startup Secrets: Building a Compelling Value PropositionStartup Secrets: Building a Compelling Value Proposition
Startup Secrets: Building a Compelling Value Proposition
 
Culture, Vision / Mission
Culture, Vision / MissionCulture, Vision / Mission
Culture, Vision / Mission
 
Building a Compelling Value Proposition - Competitive Advantage for Startups
Building a Compelling Value Proposition - Competitive Advantage for StartupsBuilding a Compelling Value Proposition - Competitive Advantage for Startups
Building a Compelling Value Proposition - Competitive Advantage for Startups
 
Linkedin Series B Pitch Deck
Linkedin Series B Pitch DeckLinkedin Series B Pitch Deck
Linkedin Series B Pitch Deck
 
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...
Business Strategy Presentation Template 2023 - By ex-Mckinsey and BCG consult...
 
Startup Roadmap Workshop
Startup Roadmap WorkshopStartup Roadmap Workshop
Startup Roadmap Workshop
 
Startup Metrics for Pirates
Startup Metrics for PiratesStartup Metrics for Pirates
Startup Metrics for Pirates
 
Airbnb Pitch Deck From 2008
Airbnb Pitch Deck From 2008Airbnb Pitch Deck From 2008
Airbnb Pitch Deck From 2008
 
BuzzFeed Pitch Deck
BuzzFeed Pitch DeckBuzzFeed Pitch Deck
BuzzFeed Pitch Deck
 

Similar a Driving to Market - How to "Drive" Competitive Advantage in your Go To Market (GTM) strategies and tactics for Startups - Harvard Innovation Lab Series

Agile ProDUCT Management Essentials for ProJECT and ProGRAM Managers
Agile ProDUCT Management Essentials for ProJECT and ProGRAM ManagersAgile ProDUCT Management Essentials for ProJECT and ProGRAM Managers
Agile ProDUCT Management Essentials for ProJECT and ProGRAM ManagersRich Mironov
 
Nasscom Emergeout Frugal Marketing
Nasscom Emergeout Frugal MarketingNasscom Emergeout Frugal Marketing
Nasscom Emergeout Frugal MarketingPaul Writer
 
StartUP Product Meetup, SF, 16May2012
StartUP Product Meetup, SF, 16May2012StartUP Product Meetup, SF, 16May2012
StartUP Product Meetup, SF, 16May2012Rich Mironov
 
Launch presentation
Launch presentationLaunch presentation
Launch presentationmyvasolution
 
Software Product Management in Web 2.0
Software Product Management in Web 2.0Software Product Management in Web 2.0
Software Product Management in Web 2.0Suhas Kelkar
 
What is your product's social strategy?
What is your product's social strategy?What is your product's social strategy?
What is your product's social strategy?Jon Gatrell
 
The Craft of Thinking
The Craft of ThinkingThe Craft of Thinking
The Craft of ThinkingSVPMA
 
Citizen Engagement - Missouri Digital Summitt
Citizen Engagement - Missouri Digital SummittCitizen Engagement - Missouri Digital Summitt
Citizen Engagement - Missouri Digital SummittJonathan Steffens
 
Adaptive marketing presenting_translating_market_research_to_product_strat…
Adaptive marketing presenting_translating_market_research_to_product_strat…Adaptive marketing presenting_translating_market_research_to_product_strat…
Adaptive marketing presenting_translating_market_research_to_product_strat…harshawowdesigns
 
Course outline p&bm
Course outline p&bmCourse outline p&bm
Course outline p&bmmrinal786
 
Rebranding for Sustainablility - Johnson Controls
Rebranding for Sustainablility - Johnson ControlsRebranding for Sustainablility - Johnson Controls
Rebranding for Sustainablility - Johnson ControlsSustainable Brands
 
The MarkeTech Group - Scientific Method Webinar
The MarkeTech Group - Scientific Method WebinarThe MarkeTech Group - Scientific Method Webinar
The MarkeTech Group - Scientific Method WebinarThe MarkeTech Group
 
20120717 baker boundaries for business architecture v3
20120717 baker   boundaries for business architecture v320120717 baker   boundaries for business architecture v3
20120717 baker boundaries for business architecture v3David Baker
 
Brand Asset Valuation
Brand Asset ValuationBrand Asset Valuation
Brand Asset ValuationChappy_02
 
Product Marketing: A Critical Role in the Marketing Value Chain
Product Marketing: A Critical Role in the Marketing Value ChainProduct Marketing: A Critical Role in the Marketing Value Chain
Product Marketing: A Critical Role in the Marketing Value ChainTodd Ebert
 
Pragmatic Marketer Volume 8 Issue 2
Pragmatic Marketer Volume 8 Issue 2Pragmatic Marketer Volume 8 Issue 2
Pragmatic Marketer Volume 8 Issue 2Pragmatic Marketing
 
Operational plan april 2009
Operational plan april 2009Operational plan april 2009
Operational plan april 2009Mukund Mohan
 

Similar a Driving to Market - How to "Drive" Competitive Advantage in your Go To Market (GTM) strategies and tactics for Startups - Harvard Innovation Lab Series (20)

Agile ProDUCT Management Essentials for ProJECT and ProGRAM Managers
Agile ProDUCT Management Essentials for ProJECT and ProGRAM ManagersAgile ProDUCT Management Essentials for ProJECT and ProGRAM Managers
Agile ProDUCT Management Essentials for ProJECT and ProGRAM Managers
 
Nasscom Emergeout Frugal Marketing
Nasscom Emergeout Frugal MarketingNasscom Emergeout Frugal Marketing
Nasscom Emergeout Frugal Marketing
 
StartUP Product Meetup, SF, 16May2012
StartUP Product Meetup, SF, 16May2012StartUP Product Meetup, SF, 16May2012
StartUP Product Meetup, SF, 16May2012
 
Launch presentation
Launch presentationLaunch presentation
Launch presentation
 
Software Product Management in Web 2.0
Software Product Management in Web 2.0Software Product Management in Web 2.0
Software Product Management in Web 2.0
 
What is your product's social strategy?
What is your product's social strategy?What is your product's social strategy?
What is your product's social strategy?
 
The Craft of Thinking
The Craft of ThinkingThe Craft of Thinking
The Craft of Thinking
 
Citizen Engagement - Missouri Digital Summitt
Citizen Engagement - Missouri Digital SummittCitizen Engagement - Missouri Digital Summitt
Citizen Engagement - Missouri Digital Summitt
 
Adaptive marketing presenting_translating_market_research_to_product_strat…
Adaptive marketing presenting_translating_market_research_to_product_strat…Adaptive marketing presenting_translating_market_research_to_product_strat…
Adaptive marketing presenting_translating_market_research_to_product_strat…
 
Course outline p&bm
Course outline p&bmCourse outline p&bm
Course outline p&bm
 
Marketing Planning
Marketing PlanningMarketing Planning
Marketing Planning
 
Rebranding for Sustainablility - Johnson Controls
Rebranding for Sustainablility - Johnson ControlsRebranding for Sustainablility - Johnson Controls
Rebranding for Sustainablility - Johnson Controls
 
Pinkesh shah 2
Pinkesh shah 2Pinkesh shah 2
Pinkesh shah 2
 
The MarkeTech Group - Scientific Method Webinar
The MarkeTech Group - Scientific Method WebinarThe MarkeTech Group - Scientific Method Webinar
The MarkeTech Group - Scientific Method Webinar
 
20120717 baker boundaries for business architecture v3
20120717 baker   boundaries for business architecture v320120717 baker   boundaries for business architecture v3
20120717 baker boundaries for business architecture v3
 
Brand Asset Valuation
Brand Asset ValuationBrand Asset Valuation
Brand Asset Valuation
 
Product Marketing: A Critical Role in the Marketing Value Chain
Product Marketing: A Critical Role in the Marketing Value ChainProduct Marketing: A Critical Role in the Marketing Value Chain
Product Marketing: A Critical Role in the Marketing Value Chain
 
Pragmatic Marketer Volume 8 Issue 2
Pragmatic Marketer Volume 8 Issue 2Pragmatic Marketer Volume 8 Issue 2
Pragmatic Marketer Volume 8 Issue 2
 
hawkeye creds
hawkeye credshawkeye creds
hawkeye creds
 
Operational plan april 2009
Operational plan april 2009Operational plan april 2009
Operational plan april 2009
 

Más de Michael Skok

Mastering Mutual Mentorship
Mastering Mutual MentorshipMastering Mutual Mentorship
Mastering Mutual MentorshipMichael Skok
 
Startup Secrets - Vision, Mission, Culture
Startup Secrets - Vision, Mission, CultureStartup Secrets - Vision, Mission, Culture
Startup Secrets - Vision, Mission, CultureMichael Skok
 
Startup Secrets - Game Changing Business Models
Startup Secrets - Game Changing Business ModelsStartup Secrets - Game Changing Business Models
Startup Secrets - Game Changing Business ModelsMichael Skok
 
Startup Secrets - Mastering Mutual Mentorship
Startup Secrets - Mastering Mutual MentorshipStartup Secrets - Mastering Mutual Mentorship
Startup Secrets - Mastering Mutual MentorshipMichael Skok
 
Startup Secrets - Funding Strategies to Go the Distance
Startup Secrets - Funding Strategies to Go the DistanceStartup Secrets - Funding Strategies to Go the Distance
Startup Secrets - Funding Strategies to Go the DistanceMichael Skok
 
Startup Secrets - Have you got what it takes?
Startup Secrets - Have you got what it takes?Startup Secrets - Have you got what it takes?
Startup Secrets - Have you got what it takes?Michael Skok
 
Funding Strategies to go the Distance – Case – Endeca: By Steve Papa, founder...
Funding Strategies to go the Distance – Case – Endeca: By Steve Papa, founder...Funding Strategies to go the Distance – Case – Endeca: By Steve Papa, founder...
Funding Strategies to go the Distance – Case – Endeca: By Steve Papa, founder...Michael Skok
 
2016 Innovation Roundtable Keynote by Michael Skok
2016 Innovation Roundtable Keynote by Michael Skok2016 Innovation Roundtable Keynote by Michael Skok
2016 Innovation Roundtable Keynote by Michael SkokMichael Skok
 
Customer Success: The Power of One
Customer Success: The Power of OneCustomer Success: The Power of One
Customer Success: The Power of OneMichael Skok
 
Re-evaluating growth...
Re-evaluating growth...Re-evaluating growth...
Re-evaluating growth...Michael Skok
 
3 Skills to Master the gift of Mutual Mentorship
3 Skills to Master the gift of Mutual Mentorship3 Skills to Master the gift of Mutual Mentorship
3 Skills to Master the gift of Mutual MentorshipMichael Skok
 
2014 Future of Cloud Computing - 4th Annual Survey Results
2014 Future of Cloud Computing - 4th Annual Survey Results2014 Future of Cloud Computing - 4th Annual Survey Results
2014 Future of Cloud Computing - 4th Annual Survey ResultsMichael Skok
 
2014 Future of Open Source - 8th Annual Survey results
2014 Future of Open Source - 8th Annual Survey results2014 Future of Open Source - 8th Annual Survey results
2014 Future of Open Source - 8th Annual Survey resultsMichael Skok
 
Andy Jassy Illuminates Amazon Web Services
Andy Jassy Illuminates Amazon Web ServicesAndy Jassy Illuminates Amazon Web Services
Andy Jassy Illuminates Amazon Web ServicesMichael Skok
 
Company Formation: Hiring
Company Formation: HiringCompany Formation: Hiring
Company Formation: HiringMichael Skok
 
Value Proposition – Case – Diagnostics for All
Value Proposition – Case – Diagnostics for AllValue Proposition – Case – Diagnostics for All
Value Proposition – Case – Diagnostics for AllMichael Skok
 
Value Proposition – Case – Disqus
Value Proposition – Case – DisqusValue Proposition – Case – Disqus
Value Proposition – Case – DisqusMichael Skok
 

Más de Michael Skok (18)

Mastering Mutual Mentorship
Mastering Mutual MentorshipMastering Mutual Mentorship
Mastering Mutual Mentorship
 
Startup Secrets - Vision, Mission, Culture
Startup Secrets - Vision, Mission, CultureStartup Secrets - Vision, Mission, Culture
Startup Secrets - Vision, Mission, Culture
 
Startup Secrets - Game Changing Business Models
Startup Secrets - Game Changing Business ModelsStartup Secrets - Game Changing Business Models
Startup Secrets - Game Changing Business Models
 
Startup Secrets - Mastering Mutual Mentorship
Startup Secrets - Mastering Mutual MentorshipStartup Secrets - Mastering Mutual Mentorship
Startup Secrets - Mastering Mutual Mentorship
 
Startup Secrets - Funding Strategies to Go the Distance
Startup Secrets - Funding Strategies to Go the DistanceStartup Secrets - Funding Strategies to Go the Distance
Startup Secrets - Funding Strategies to Go the Distance
 
Startup Secrets - Have you got what it takes?
Startup Secrets - Have you got what it takes?Startup Secrets - Have you got what it takes?
Startup Secrets - Have you got what it takes?
 
Funding Strategies to go the Distance – Case – Endeca: By Steve Papa, founder...
Funding Strategies to go the Distance – Case – Endeca: By Steve Papa, founder...Funding Strategies to go the Distance – Case – Endeca: By Steve Papa, founder...
Funding Strategies to go the Distance – Case – Endeca: By Steve Papa, founder...
 
2016 Innovation Roundtable Keynote by Michael Skok
2016 Innovation Roundtable Keynote by Michael Skok2016 Innovation Roundtable Keynote by Michael Skok
2016 Innovation Roundtable Keynote by Michael Skok
 
Customer Success: The Power of One
Customer Success: The Power of OneCustomer Success: The Power of One
Customer Success: The Power of One
 
Re-evaluating growth...
Re-evaluating growth...Re-evaluating growth...
Re-evaluating growth...
 
3 Skills to Master the gift of Mutual Mentorship
3 Skills to Master the gift of Mutual Mentorship3 Skills to Master the gift of Mutual Mentorship
3 Skills to Master the gift of Mutual Mentorship
 
2014 Future of Cloud Computing - 4th Annual Survey Results
2014 Future of Cloud Computing - 4th Annual Survey Results2014 Future of Cloud Computing - 4th Annual Survey Results
2014 Future of Cloud Computing - 4th Annual Survey Results
 
2014 Future of Open Source - 8th Annual Survey results
2014 Future of Open Source - 8th Annual Survey results2014 Future of Open Source - 8th Annual Survey results
2014 Future of Open Source - 8th Annual Survey results
 
Andy Jassy Illuminates Amazon Web Services
Andy Jassy Illuminates Amazon Web ServicesAndy Jassy Illuminates Amazon Web Services
Andy Jassy Illuminates Amazon Web Services
 
Company Formation: Hiring
Company Formation: HiringCompany Formation: Hiring
Company Formation: Hiring
 
Value Proposition – Case – Diagnostics for All
Value Proposition – Case – Diagnostics for AllValue Proposition – Case – Diagnostics for All
Value Proposition – Case – Diagnostics for All
 
Value Proposition – Case – Disqus
Value Proposition – Case – DisqusValue Proposition – Case – Disqus
Value Proposition – Case – Disqus
 
How I Hire
How I HireHow I Hire
How I Hire
 

Último

A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.mcshagufta46
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakEditores1
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 

Último (20)

A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.A flour, rice and Suji company in Jhang.
A flour, rice and Suji company in Jhang.
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Tata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerakTata Kelola Bisnis perushaan yang bergerak
Tata Kelola Bisnis perushaan yang bergerak
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 

Driving to Market - How to "Drive" Competitive Advantage in your Go To Market (GTM) strategies and tactics for Startups - Harvard Innovation Lab Series

  • 1. Startup Secrets Going to Market An insider’s guide to unfair competitive advantage Michael J. Skok North Bridge Venture Partners Twitter: @mjskok www.mjskok.com Michael Skok
  • 2. Introductions Find Me Online Email • Demandware mjskok@northbridge.com  Jamus Driscoll Web mjskok.com • Unidesk Twitter  Tom Rose @mjskok  Brian McDonough SlideShare • North Bridge /mjskok  Adam Berrey LinkedIn linkedin.com/in/mjskok Google+ bit.ly/mjskok-google YouTube bit.ly/mjskok-youtube Michael Skok 2
  • 3. Startup Secrets - Agenda • Feb 1: Value Proposition • Feb 22: Company Formation • Mar 7: Business Model • Mar 29: Go-To-Market Strategy • Apr 18: Pitch Session • May 17: Geoffrey Moore Michael Skok 3
  • 4. A Startup GTM Framework Marketing & Strategies Audience Sales Cycle / Tactics Channel Awareness Brand Direct vs. Targeting, Channel Segmentation Positioning Interest OUTbound / INboound Messaging Channel Personas Understanding Development, Social Management, Actors/Scenes Media Etc. Engagement PR Trial Strategic Services Partners Purchase References • Results Oriented, Metrics, Execution Driven • Continuous Iteration & Improvement Michael Skok 4
  • 5. Agenda Strategic 1. Positioning 2. Brand 3. Targeting, segmentation Tactical 1. The Marketing and Sales Cycle 2. Channel WORKSHOP Michael Skok 5
  • 6. Strategic Positioning Tactical Occupy a distinct place in a potential customer’s mind, unique whitespace in market Good news! Geoffrey Moore You already did a - slightly modified template for positioning: simplified version in • For (target customers – beachhead segment only) the Value Prop • Who are dissatisfied with (current market alternative) session! • 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) Michael Skok 7
  • 7. Strategic Competition Tactical • Unique differentiation  Not just technology • EG Targeted Segment • Barriers to entry  Rewind, repeat: Not just technology! • EG Business Model, GTM approach • What is sustainable?  IP, patents, network, data, process, etc • Consistent with your CORE value? Michael Skok 8
  • 8. Positioning 2x2 Strategic Whatever sets you up… for a unique white space Tactical Define real BARRIERS to Entry into each segment High {whitespace} a c The choice of axes is critical b Bubble sizing for relative size of competitors d Low Low High Michael Skok 9
  • 9. Agenda Strategic 1. Positioning 2. Brand 3. Targeting, segmentation Tactical 1. The Marketing and Sales Cycle 2. Channel WORKSHOP Michael Skok 11
  • 10. Strategic Brand Tactical • A science unto itself – don’t underestimate it’s power  Are you Coke or Pepsi, Apple or Dell? • But for starters, in startups  It’s about YOU, the founders  Your People  Your Culture (per the Company Formation session)  How you Execute • eg interact with your ecosystem of Customers, Partners, Suppliers, Stakeholders Michael Skok 12
  • 11. Identity Name system Brand Essence Every Touch Product Point Michael Skok
  • 12. Brand Essence Framework Vision What about the world is changing that makes us necessary? Promise What do we promise to customers at the most fundamental level? Spike unique What makes us distinctly Attributes valuable to our customers? How Special different & do we achieve over and over? better Standard cost of entry Personality Style What does it feel How would we present Emotion If we were a person what like to engage ourselves to the world? would we be like? with us? Michael Skok
  • 13. Achieving Brand Integrity • Consistency - Great brands are consistent; everywhere you touch they are the same. • Values – Great brands have attributes consistent with company values. • Reliability – Great brands always keep their promise. Michael Skok
  • 14. Startup Secret: Strategic Start how you mean to end Tactical Michael Skok 16
  • 15. Agenda Strategic 1. Positioning 2. Brand 3. Targeting, segmentation Tactical 1. The Marketing and Sales Cycle 2. Channel WORKSHOP Michael Skok 17
  • 16. Strategic Perfect Startup Storm Tactical Disruptive Business Model Breakthrough New Market Value Prop Opportunity Michael Skok 18
  • 17. Why does Targeting & Strategic Segmentation matter? Tactical • Product / Market fit • Packaging and Pricing • Channels, Distribution • Messaging, communication … and more • DEPEND on Targeting & Segmentation Michael Skok 19
  • 18. Strategic Perfect Startup Storm - focus on Value Prop FOR Target Segment Tactical Disruptive Business Model New Market Breakthrough Opportunity Value Prop TARGET/SE GMENT Michael Skok 20
  • 19. Value Prop: Strategic Recap & Intersection Tactical  3D Solution • Discontinuous • Defensible • Disruptive  4U Need • Unworkable • Unavoidable • Urgent (For • Underserved market Targeting, Segme • Unique… (Introducing one more U) ntation) Michael Skok 21
  • 20. Strategic Perfect Startup Storm - focus on Value Prop FOR Target Segment Tactical Disruptive Business Model New Market Breakthrough Opportunity Value Prop TARGET/SE GMENT Michael Skok Unique Underserved 22
  • 21. Strategic Adding to Lean Startup thinking… Tactical Minimum Viable Product (MVP) AND Minimum Viable Segment (MVS) MVP MVS Smaller, Easier Target to Cover Michael Skok 23
  • 22. Segmentation Startup Secret: Strategic Common Set of Needs -> Reference Tactical • Segment according to the same NEEDS  Customers can compare solutions • When you deliver  They will REFERENCE each other • Leads to…  Initial Beachhead Michael Skok 24
  • 23. Targeting, Segmentation: Strategic Get to common Problem / NEEDS Tactical • Vertical  Automotive Vertical  Financial Services  Government Size • Size Problem  Consumer  SMB  Enterprise • Problem / NEEDS  E.G. Regulatory Approval Process • Applicable Across Pharma, Fin Services, Govt, etc Michael Skok 25
  • 24. Targeting, Segmentation: Strategic Example, seeking Critical Need Tactical Mobile Professionals vs. Office Worker Michael Skok 26
  • 25. Targeting, Segmentation: Strategic Example, seeking Critical Need Tactical Mobile Professionals vs. Office Worker Field Workers vs. White Collar Michael Skok 27
  • 26. Targeting, Segmentation: Strategic Example, seeking Critical Need Tactical Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales Michael Skok 28
  • 27. Targeting, Segmentation: Strategic Example, seeking Critical Need Tactical Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales Medical vs. Office Equipment Equipment Michael Skok 29
  • 28. Targeting, Segmentation: Strategic Example, seeking Critical Need Tactical Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales Medical vs. Office Equipment Equipment Hospitals vs. Medical Clinics Michael Skok 30
  • 29. Targeting, Segmentation: Strategic Example, seeking Critical Need Tactical Mobile Professionals vs. Office Worker Field Workers vs. White Collar Services vs. Sales Medical vs. Office Equipment Equipment Hospitals vs. Medical Clinics Critical Care vs. Diagnostics Michael Skok 31
  • 30. Startup Secret Strategic - don’t be afraid to FOCUS! Tactical • Narrow as possible to start!  Think Beachhead (Geoffrey Moore) • Which would you rather…  Expand on success?  Contract on failure? • Demandware case study… Michael Skok 32
  • 31. Eating the Orange Segment At a Time Segmentation Guidelines • “Get Small, Get Big or Get Out” • Small enough to be actionable, big enough to be meaningful • Can you deliver with distinction (and margin)? • If you succeed, will other customers care? 33 Copyright 2008 Demandware, Inc. - Confidential
  • 32. Positioning -> Segmentation -> GTM Company Positioning: High-growth retailers and consumer brands looking to develop or extend the reach of their B2C ecommerce business trust Demandware as their strategic partner for ongoing success. Market Targeting Segmented Database GTM Tactics Marketing programs Product Development Target account lists Public Relations Etc. 34 Copyright 2008 Demandware, Inc. - Confidential
  • 33. Agenda Strategic 1. Positioning 2. Brand 3. Targeting, segmentation Tactical 1. The Marketing and Sales Cycle 2. Channel WORKSHOP Michael Skok 35
  • 34. Strategic Connecting Targeting & Segmentation to the Marketing & Sales Cycle Tactical Awareness Interest Understanding Engagement Trial Purchase Michael Skok 36
  • 35. Target, Segment, AND Strategic Startup Secret: Personify (Actors) Tactical Awareness Actors Interest Segment Understanding Target Engagement Trial Underserved, Uniquely valued Purchase Michael Skok 37
  • 36. Startup Secret: Customer Strategic “Actors” Change Through “Scenes” Tactical Awareness Customer “Actors” Actors Interest • Visionary Segment • Technocrat Understanding “SCENES” • Operator Target Engagement • Influencer • Economic buyer Trial Underserved, • Decision maker Uniquely valued Purchase Michael Skok 38
  • 37. “Driving” Startup Strategic Marketing & Sales Tactical Awareness Interest Understanding Engagement Trial Purchase Michael Skok 39
  • 38. “Driving” Startup Strategic Marketing & Sales Tactical You Control Neutral Awareness GEARS to build Momentum Interest Understanding Engagement Trial Purchase Overdrive Michael Skok 40
  • 39. “Driving” Startup Strategic Marketing & Sales Tactical You Customer Control Controls Neutral Accelerator / Brake / Clutch Awareness GEARS to build Momentum Interest Understanding Engagement Trial Purchase Overdrive Michael Skok 41
  • 40. Your controls: Strategic Gears in the sales cycle Tactical • Gears to build momentum  Why the analogy? • Because it’s tough to go from 1st gear to 5th gear in one step – likewise it’s tough to skip steps in a sales process • Don’t stay with a gear too long when accelerating – you’ll over rev the engine = same with customer = instead…  Engage a new Gear (sales or marketing tool) every time the customer puts the clutch in • Measure whether it enables customer to accelerate & build momentum for the sale Michael Skok 42
  • 41. Customer’s controls: Strategic ABCs in the sales cycle Tactical 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  DON’T assume it’s price! (ACTIVELY LISTEN to carefully dissect sales objections, recognize sales stops / starts) Clutch  Is engaged when the customer doesn’t know what the next step is, or there’s inertia and risk causing a stalled sales cycle Michael Skok 43
  • 42. Strategic Driving Marketing & Sales Proof Connecting it to CUSTOMER Gain/Pain Ratio Tactical Neutral Awareness Interest GEARS Understanding Engagement Trial Purchase Overdrive Michael Skok 44
  • 43. Strategic Driving Marketing & Sales Proof Connecting it to CUSTOMER Gain/Pain Ratio Tactical Neutral Customer Gain: Awareness • Revenue • Cost savings Interest GEARS • Time Understanding • People Accelerator / • Competitive Engagement advantage Trial • Reputation • Etc.. Purchase Overdrive Gain Michael Skok 45
  • 44. Strategic Driving Marketing & Sales Proof Connecting it to CUSTOMER Gain/Pain Ratio Tactical Neutral Customer Gain: Awareness Customer Pain: • Revenue • See, (Find) - Awareness Interest Accelerator / Brake / • Cost savings • Try - Engagement, Trial GEARS • Time Understanding • Buy – • People Price, Package, License • Competitive Engagement • Fly - Implement, Deploy advantage • Own, (TCO) – Trial • Reputation Service, Support • Etc.. Purchase Overdrive Gain Pain Michael Skok 46
  • 45. Strategic Driving Marketing & Sales Proof Connecting it to CUSTOMER Gain/Pain Ratio Tactical Neutral Accelerator / Brake / Clutch Customer Gain: Awareness Customer Pain: • Revenue • See, (Find) - Awareness • Cost savings Interest • Try - Engagement, Trial GEARS • Time Understanding • Buy – • People Price, Package, License • Competitive Engagement • Fly - Implement, Deploy advantage • Own, (TCO) – Trial • Reputation Service, Support • Etc.. Purchase Overdrive Inertia, RISK on a startup : • Switching costs? • Default = do nothing • Alternatives? • Good enough = good enough! Inertia, Gain RISK Pain Michael Skok 47
  • 46. Startup Secret: Strategic Qualify Early AND Often Tactical • Qualify early  Save all the $, Time and Resources early in the process  Opportunity cost for another suspect • Qualify often (things change)  Create lead nurturing programs • Marketing qualifiers: Tie to Targeting & Segmentation  Narrow criteria = easy qualification • Sales qualifiers: Example: MANACT  Money, Authority, Need, Ability, Competition, Timescales Michael Skok 48
  • 47. Strategic Driving Marketing & Sales Relating to Business Model CORE, Levers & Multipliers Tactical Awareness Interest Understanding Engagement Trial Purchase Multipliers Levers CORE Michael Skok 49
  • 48. Strategic Driving Marketing & Sales Relating to Business Model CORE, Levers & Multipliers Tactical Multiplier Examples Neutral Sales & Marketing Awareness  Tiered Pricing Interest  Freemium GEARS  Channel partners Understanding Product  SLIPPERY products * Engagement  “Russian Doll” Packaging * Trial  Technology stacks  WHOLE product Purchase Overdrive ACCELERATE Multipliers the Sales Cycle Levers CORE Michael Skok 50
  • 49. Strategic Driving Marketing & Sales Relating to Business Model CORE, Levers & Multipliers Tactical Multiplier Examples Neutral Lever Examples Accelerator / Brake / Clutch Sales & Marketing Awareness Sales & Marketing  Tiered Pricing  Web Interest  Freemium  Inside sales GEARS  Channel partners  Inbound Understanding Product  Referencing, viral  SLIPPERY products * Engagement Product  “Russian Doll”  Support Packaging * Trial  Services  Technology stacks  WHOLE product  WHOLE product Purchase Overdrive Reduce BRAKES ACCELERATE In the Sales Cycle Multipliers the Sales Cycle Levers CORE Michael Skok 51
  • 50. Strategic Road Test: put it all together Tactical Accelerate in Gear Reduce Brakes, let via out Clutch • Automation • Time • NOT people • People dependent • Resources • Self service for the customer Engage levers Use Multipliers • Distill to repeat & • SLIPPERY product scale • Russian Doll • Eg Videos, Podcasts packaging • Self service portals, Knowledge bases, Configurator (Around your CORE Michael Skok s Value Prop) 52
  • 51. Strategic Friction Free, SLIPPERY Products Tactical Simple Low to no initial cost Installs easily Proves value quickly Plays well with others ( WHOLE product ) Easy to use ROI is obvious Y customers can’t live without it Michael Skok 53
  • 52. Symantec Connect: Self Service Portal Michael Skok 54
  • 53. Strategic Demandware case study Tactical • WHOLE product – fulfills Value Prop  LINK program • Creates whole product • Extends whole product to broader solution • Reduces cost of integration • Reduces time to deploy Michael Skok 55
  • 54. LINK Technology Partners Outcome: Ease of Innovating Through New Technologies LINK Technology Partners • Extensive library of pre- built integrations between leading third-party ® technologies and LINK Technology Partners Demandware Commerce Benefits to Retailers / Brands • Accelerated Revenue Growth • Rapid Access to Applications • Reduced Implementation Costs • Early Visibility into Emerging Technologies 56 Copyright 2008 Demandware, Inc. - Confidential
  • 55. Looking at the Strategic Sales cycle as a lifecycle Tactical Understanding Interest Awareness See Die Michael Skok 57
  • 56. Looking at the Strategic Sales cycle as a lifecycle Tactical Trial Engagement Understanding Interest Awareness See Try Die Michael Skok 58
  • 57. Looking at the Strategic Sales cycle as a lifecycle Tactical Purchase Trial Engagement Understanding Interest Awareness See Try Buy Die Michael Skok 59
  • 58. Looking at the Strategic Sales cycle as a lifecycle Tactical Customers MEASURE Competitive Advantage, Payback Period, ROI Purchase Trial Engagement Understanding Interest Awareness See Try Buy Fly Die Michael Skok 60
  • 59. Looking at the Strategic Sales cycle as a lifecycle Tactical Customers MEASURE Competitive Advantage, Payback Period, ROI Purchase Trial Engagement Understanding Interest We MEASURE Cost of Acquiring & Reacquiring Customers (CARC) Awareness Life Cycle value (LCV) See Try Buy Fly Die Michael Skok 61
  • 60. Looking at the Strategic Sales cycle as a lifecycle Tactical Customers MEASURE Competitive Advantage, Payback Period, ROI Purchase Up- Extended Re- Up- Extended Re- Trial sell Lifecycle Trial sell Lifecycle Trial Engagement Understanding Interest We MEASURE Cost of Acquiring & Reacquiring Customers (CARC) Awareness Life Cycle value (LCV) See Try Buy Fly Die Michael Skok 62
  • 61. Marketing & Sales Strategic Consider SERVICES in early markets Tactical Awareness Interest Understanding Include SERVICES Engagement as a means to get competitive advantage, beyond just Up- Extended Re- Trial sales and marketing - sell Lifecycle Trial see www.mjskok.com Purchase Michael Skok 63
  • 62. Starup Secret: Strategic Services can be a lethal weapon Tactical Double edged sword See http://www.mjskok.com/resource/services-competitive-advantage for the full post on how to use Services for competitive advantage Michael Skok 64
  • 63. Strategic Startup Secret: Professional Services – 7 golden nuggets Tactical 1. Pre-sales facilitation 2. Post- sales implementation & support 3. Customer breadth of deployment & growth 4. Predictable revenue and contribution 5. Free Product Management 6. Best practices buildup 7. Upgrade acceptance, deployment Michael Skok 65
  • 64. Startup Secret: Strategic Professional Services – 7 Deadly Sins Tactical ANGER Customers get angry, thinking your PRIDE of your top line, instead of your product should work business model without services GREED You start SLOTH You get lazy in gouging fixing product customers for issues extra revenue ENVY between sales & services divides loyalty LUST Acquiring more customers instead of partners GLUTTONY You get hooked on a services Michael Skok model 66
  • 65. Strategic Execution detail Tactical • You can’t manage what you can’t measure • Measure every step Awareness  Time Interest Understanding  People Engagement  Other resources Trial Purchase • Conversion rate Michael Skok 67
  • 66. Strategic Drill down - Marketing & Sales Tactical lead lead lead lead lead lead $,Time, Resources Awareness Conversion rate % Interest Understanding Break down measurable, mana Engagement geable steps Trial ULTIMATELY: Purchase $, Time, Resources Conversion rate % Michael Skok customer 68
  • 67. Strategic Marketing & Sales - FLOW Tactical lead lead lead lead lead lead lead lead lead lead lead Awareness Interest Understanding Seamlessly linked steps, that incent Engagement customers to flow from one step to another Trial Purchase Michael Skok Customers 69
  • 68. Strategic Startup Secret : Reverse Engineer Tactical Awareness $,Time, Resources Conversion rate % Interest Understanding REVERSE ENGINEER THE FUNNEL Engagement Trial ULTIMATELY: $,Time, Resources Purchase Conversion rate % Michael Skok 70
  • 69. The Web; Strategic Changes (nearly) Everything Tactical Positives: Negatives: • Measure • One click away everything  Competitors • Closed loop Closed  Distractions Loop • Lower cost via Web Virtual Sales, Marketing, Services Don’t forget the human factors  Webinars  Personal touch  Relationships – better real  Video than virtual!  Podcasts  Experiential learning is invaluable Michael Skok 71
  • 70. Startup Secret: Strategic Closed Loop, Web Tactical Awareness $,Time, Resources Conversion rate % Interest Understanding Closed Loop Engagement via Web Trial ULTIMATELY: $,Time, Resources Purchase Conversion rate % Michael Skok 72
  • 71. Strategic Inbound vs. Outbound ? Tactical $1M $500k Deal Size $100k $50k IN-bound $10k $0 Michael Skok 73
  • 72. Strategic Inbound vs. Outbound ? Tactical $1M OUT-bound $500k Deal Size $100k $50k IN-bound $10k $0 Michael Skok 74
  • 73. Strategic Inbound vs. Outbound ? Tactical $1M OUT-bound $500k Deal Size $100k $50k ? IN-bound $10k $0 Michael Skok 75
  • 74. Strategic Inbound vs. Outbound ? Tactical $1M OUT-bound $500k Hybrid Deal Size $100k $50k ? IN-bound $10k $0 Michael Skok 76
  • 75. Ex: Unidesk Guerilla Marketing Measure Everything: Weekly KPI Spreadsheet Michael Skok 77
  • 76. Ex: Unidesk Guerilla Marketing Phase: Requirements Phase: Pre-Launch Phase: Launch Tool: Web Survey Tool: Blog, Twitter, Google Analytics Tool: Blogger PR (new media) Goal: Build right product Goal: Awareness Goal: Interest Key: Founder appeal Key: Compelling content/personality Key: Unique, differentiated position Measure Everything: Weekly KPI Spreadsheet Dear Reader, I recently started a new software company focused on virtual desktop management. It's called Unidesk, and it's backed by Matrix and North Bridge, two of the biggest names in high-tech venture capital. Our goal is to help IT dramatically improve the way desktops, laptops, and other PC clients are managed. Plus, you will: I'm offering you a free $20 gift card redeemable at any retail store that accepts MasterCard if you'll respond to a survey and share your desktop Receive a free $20 gift card management experiences. I'm not looking to sell you anything. I'd just like redeemable at any retail store you to take a few minutes and answer some questions so my team can better that accepts MasterCard™ understand your desktop administration challenges and deliver technology that best meets your needs. Be entered in a drawing to To complete the brief survey, visit Virtual Desktop Survey. receive a free Apple iPod™ Touch Media Player with WiFi Thank you for helping to influence the next generation of desktop management software. Get the chance to join other IT professionals as part of an influential customer advisory board Chris Midgley CTO and Founder, Unidesk Corp Copyright © 2008 Unidesk Corporation • 1900 West Park Drive • Suite 280 • Westborough • MA • 508.983.1411 If you do not wish to receive future mailings from Unidesk. Please email Unsubscribe to unsubscribe@unidesk.com Phase: Build pipeline Phase: Customer acquisition Phase: Production customers Tool: Video, YouTube Tool: Webinars Tool: Forums Goal: Understanding Goal: Engagement, Trial Goal: Purchase, Repeat Purchase Key: Evangelist, crisp script Key: Passionate customers Key: Passionate, active customers Michael Skok 78
  • 77. Ex: Unidesk Guerilla Marketing Measure Everything: Weekly KPI Spreadsheet Michael Skok 79
  • 78. Agenda Strategic 1. Positioning 2. Brand 3. Targeting, segmentation Tactical 1. The Marketing and Sales Cycle 2. Channel WORKSHOP Michael Skok 80
  • 79. Strategic Channels & distribution Tactical An area unto itself: Distinguish between: • Resellers • Sell with • VARs • Sell through • SIs • Sell for • OEMs • Strategic partners Startup Secret: (at least in B2B) Rarely can skip direct sales – need to experience the gain/pain ratio firsthand and learn the model Michael Skok 81
  • 80. Ex: Unidesk’s Channel Model 1. Target top VMware partners in our verticals G E S H O D M C V U B Closed-loop marketing Free pilots Partner sell-with Customers Michael Skok 82
  • 81. Ex: Unidesk’s Channel Model 1. Target top VMware partners in our verticals G E S H O D M C V U B Closed-loop marketing 2. Intercept partner opportunities & inject Unidesk Free pilots Partner sell-with Customers Michael Skok 83
  • 82. Ex: Unidesk’s Channel Model 1. Target top VMware Marketing cultivates IT partners in our verticals inquiries & nurtures all G E S opportunities H O D M C V U B Closed-loop marketing 2. Intercept partner opportunities & 4. Measure EVERYTHING: inject Unidesk - Categorize partners as Free pilots “A” & “B” - “A” partners expected to close 70% of our revenue Partner - # of new customers added sell-with and revenue - # of deal registrations & % of 3. Use customers to gain leads sourced solely by partner - “B” partners can become “A” advocacy of partner - Contributors will change technical gatekeepers, then Customers provide training & enablement Michael Skok 84
  • 83. Ex: Unidesk’s Channel Model 1. Target top VMware partners in our verticals G E S H O D M C V U B Closed-loop marketing 2. Intercept partner opportunities & inject Unidesk Free pilots Partner sell-with 3. Use customers to gain advocacy of partner technical gatekeepers, then Customers provide training & enablement Michael Skok 85
  • 84. Ex: Unidesk’s Channel Model 1. Target top VMware partners in our verticals G E S H O D M C V U B Closed-loop marketing 2. Intercept partner opportunities & 4. Measure EVERYTHING: inject Unidesk - Categorize partners as Free pilots “A” & “B” - “A” partners expected to close 70% of our revenue Partner - # of new customers added sell-with and revenue - # of deal registrations & % of 3. Use customers to gain leads sourced solely by partner - “B” partners can become “A” advocacy of partner - Contributors will change technical gatekeepers, then Customers provide training & enablement Michael Skok 86
  • 85. Ex: Unidesk’s Channel Model 1. Target top VMware Marketing cultivates IT partners in our verticals inquiries & nurtures all G E S opportunities H O D M C V U B Closed-loop marketing 2. Intercept partner opportunities & 4. Measure EVERYTHING: inject Unidesk - Categorize partners as Free pilots “A” & “B” - “A” partners expected to close 70% of our revenue Partner - # of new customers added sell-with and revenue - # of deal registrations & % of 3. Use customers to gain leads sourced solely by partner - “B” partners can become “A” advocacy of partner - Contributors will change technical gatekeepers, then Customers provide training & enablement Michael Skok 87
  • 86. Recap Marketing & Strategies Audience Sales Cycle / Tactics Channel Awareness Brand Direct vs. Targeting, Channel Segmentation Positioning Interest OUTbound / INboound Messaging Channel Personas Understanding Development, Social Management, Actors/Scenes Media Etc. Engagement PR Trial Strategic Services Partners Purchase References • Results Oriented, Metrics, Execution Driven • Continuous Iteration & Improvement Michael Skok 88
  • 87. Remember, ROME wasn’t built in a Day Nor will your GTM strategy and tactics be Listen  R esults Learn  O riented GTM Lead Business Iterate  M arketing Model Pivot  E xecution Product Proposition  D riven through iteration • Results Oriented, Metrics, Execution Driven • Continuous Iteration & Improvement Michael Skok 89
  • 88. Key Points to Remember • GTM is both strategic and tactical • Position for unique whitespace • Target & segment around customer needs • Manage your brand from the start • Think about “driving” your marketing & sales cycle • This is ultimately about ROME, build it carefully Michael Skok 90
  • 89. Agenda Strategic 1. Positioning 2. Brand 3. Targeting, segmentation Tactical 1. The Marketing and Sales Cycle 2. Channel WORKSHOP Michael Skok 91
  • 90. Thank you! Find Me Online Email • Demandware mjskok@northbridge.com  Jamus Driscoll Web mjskok.com • Unidesk Twitter  Tom Rose @mjskok  Brian McDonough SlideShare • North Bridge /mjskok  Adam Berrey LinkedIn linkedin.com/in/mjskok Google+ bit.ly/mjskok-google YouTube bit.ly/mjskok-youtube Michael Skok 92
  • 91. Preparation for Pitch Challenge • Take the template from www.mjskok.com • Build your pitch • Submit the slides to michael@northbridge.com  By Friday April 14th • Selection of top 5 – will get 20 mins each  15 to present, 5 mins of questions  Company Formation, Value Prop, Business Model, GTM • Winners (top 2)  Via “Crowd-funded” & “VC” Judges  Will get to meet Geoffrey Moore 1:1, signed book Michael Skok 93
  • 92. Startup Secrets - Agenda • Feb 1: Value Proposition • Feb 22: Company Formation • Mar 7: Business Model • Mar 29: Go-To-Market Strategy • Apr 18: Pitch Session • May 17: Geoffrey Moore Michael Skok 94
  • 93. Startup Secrets Going to Market An insider’s guide to unfair competitive advantage Michael J. Skok North Bridge Venture Partners Twitter: @entrecapitalist www.entrecapitalist.com Michael Skok

Notas del editor

  1. It’s as important as your value propMonetize for competitive advantageIterateChannel and ecosystemROME (ROMEwasn’t built in a day)Measure, Execute
  2. This is always a fun section. Entrepreneurs often claim they have no competition because the idea is so unique. While that may indeed be true, it’s unlikely that you won’t have competition for at least the dollars that the customer has to spend on either existing approaches or alternatives.So what helps here is to describe very clearly what your unique differentiation isThen be clear what barriers there are to others following you. Technology is one obvious differentiator to bring out, but don’t forget others For example your business model, which may include your pricing advantage or your open source development capability or your ability to partner and or open up new channels. Other sustainable advantages may include the network of users you build up or the data being collected.  In the end all these may be  as compelling as your technology differentiation, and more important as a barrier to entry for competitors.
  3. There may be many ways to express your unique positioning, but I’m a believer in pictures - in case you hadn’t already figured that out ;) So here’s the kind of simple picture I recommend using to clearly position yourself. The key to this particular diagram is the axes you choose. Suffice it to say you want to end up in the top right, positioned to win in a unique whitespace. Here bubble sizing is for relative size of competitors a,b,c,d.Catch me in person and I'll tell you the real key is to find a way to explain why the competitors just can't cross the barriers in this diagram to even enter the top quadrant. Then you know you're really onto a winner.It's a subject unto itself for a drill down, but you need to be able to get across the white space you have identified
  4. 67 Billion – business week 2009, most valuable brand in the world.
  5. Disruptive to the industry and the competition and NOT the customer (remember the gain/pain ratio)
  6. a set of actual or potential customers for a given set of products or services who have a common set of needs or wants, and who reference each other when making a buying decision.Moore, Geoffrey A. (2009-03-17). Crossing the Chasm
  7. Marketing ModelPricing, packaging etc, Distribution modelChannel model as MultiplierStrategic partnersWhole product as LeversPotential exitsSales ModelCost of sales, eg Cost of Acquiring and Retaining/Reacquiring Customer (CARC)Services ModelCustomer supportRetention, ChurnProfessional Services?Don’t be afraid of itMultipliers and Levers around…COREIncreasingGainLCVReducingPainCARC
  8. Marketing ModelPricing, packaging etc, Distribution modelChannel model as MultiplierStrategic partnersWhole product as LeversPotential exitsSales ModelCost of sales, eg Cost of Acquiring and Retaining/Reacquiring Customer (CARC)Services ModelCustomer supportRetention, ChurnProfessional Services?Don’t be afraid of itMultipliers and Levers around…COREIncreasingGainLCVReducingPainCARC
  9. Marketing ModelPricing, packaging etc, Distribution modelChannel model as MultiplierStrategic partnersWhole product as LeversPotential exitsSales ModelCost of sales, eg Cost of Acquiring and Retaining/Reacquiring Customer (CARC)Services ModelCustomer supportRetention, ChurnProfessional Services?Don’t be afraid of itMultipliers and Levers around…COREIncreasingGainLCVReducingPainCARC
  10. Marketing ModelPricing, packaging etc, Distribution modelChannel model as MultiplierStrategic partnersWhole product as LeversPotential exitsSales ModelCost of sales, eg Cost of Acquiring and Retaining/Reacquiring Customer (CARC)Services ModelCustomer supportRetention, ChurnProfessional Services?Don’t be afraid of itMultipliers and Levers around…COREIncreasingGainLCVReducingPainCARC
  11. Goal: “intercept” existing opportunities and “inject” UnideskSelect, Activate, and Measure (everything!)Target & profile top VMware VARs that align with Unidesk customer persona (desktop admins in SMB & key verticals)Provide customer proof points to gain advocacy of technical gatekeepers within channel partnersDrive key influencers to experience Unidesk (download & videos)Invite their customers to pitch Unidesk to themKey MetricsCategorize partners as “A” & “B”Measure “A” partner contribution per quarter# of new customers added and revenue # of deal registrations & % of leads sourced solely by partner“B” partners can develop into “A” partners
  12. Goal: “intercept” existing opportunities and “inject” UnideskSelect, Activate, and Measure (everything!)Target & profile top VMware VARs that align with Unidesk customer persona (desktop admins in SMB & key verticals)Provide customer proof points to gain advocacy of technical gatekeepers within channel partnersDrive key influencers to experience Unidesk (download & videos)Invite their customers to pitch Unidesk to themKey MetricsCategorize partners as “A” & “B”Measure “A” partner contribution per quarter# of new customers added and revenue # of deal registrations & % of leads sourced solely by partner“B” partners can develop into “A” partners
  13. Goal: “intercept” existing opportunities and “inject” UnideskSelect, Activate, and Measure (everything!)Target & profile top VMware VARs that align with Unidesk customer persona (desktop admins in SMB & key verticals)Provide customer proof points to gain advocacy of technical gatekeepers within channel partnersDrive key influencers to experience Unidesk (download & videos)Invite their customers to pitch Unidesk to themKey MetricsCategorize partners as “A” & “B”Measure “A” partner contribution per quarter# of new customers added and revenue # of deal registrations & % of leads sourced solely by partner“B” partners can develop into “A” partners
  14. Goal: “intercept” existing opportunities and “inject” UnideskSelect, Activate, and Measure (everything!)Target & profile top VMware VARs that align with Unidesk customer persona (desktop admins in SMB & key verticals)Provide customer proof points to gain advocacy of technical gatekeepers within channel partnersDrive key influencers to experience Unidesk (download & videos)Invite their customers to pitch Unidesk to themKey MetricsCategorize partners as “A” & “B”Measure “A” partner contribution per quarter# of new customers added and revenue # of deal registrations & % of leads sourced solely by partner“B” partners can develop into “A” partners
  15. Goal: “intercept” existing opportunities and “inject” UnideskSelect, Activate, and Measure (everything!)Target & profile top VMware VARs that align with Unidesk customer persona (desktop admins in SMB & key verticals)Provide customer proof points to gain advocacy of technical gatekeepers within channel partnersDrive key influencers to experience Unidesk (download & videos)Invite their customers to pitch Unidesk to themKey MetricsCategorize partners as “A” & “B”Measure “A” partner contribution per quarter# of new customers added and revenue # of deal registrations & % of leads sourced solely by partner“B” partners can develop into “A” partners
  16. Goal: “intercept” existing opportunities and “inject” UnideskSelect, Activate, and Measure (everything!)Target & profile top VMware VARs that align with Unidesk customer persona (desktop admins in SMB & key verticals)Provide customer proof points to gain advocacy of technical gatekeepers within channel partnersDrive key influencers to experience Unidesk (download & videos)Invite their customers to pitch Unidesk to themKey MetricsCategorize partners as “A” & “B”Measure “A” partner contribution per quarter# of new customers added and revenue # of deal registrations & % of leads sourced solely by partner“B” partners can develop into “A” partners