More Related Content Similar to MIT Start Smart workshop - Maximizing Your Go-to-Market Strategy - 06252012 (20) More from Stephen Davis (16) MIT Start Smart workshop - Maximizing Your Go-to-Market Strategy - 062520121. MIT Start Smart Program:
Maximizing Your
Go-To-Market
Strategy
Stephen N. Davis
“Partnering With Clients to Drive
Sustainable Profitable Growth”
2. John Wanamaker
“Half the money I spend
on advertising is wasted,
and the trouble is,
I don’t know which half.”
2000 - 2012 © CXO Advisory Group
3. 9 Steps
To Sales
Success
2000 - 2012 © CXO Advisory Group
4. Get Into
1 The Mind
Of Your
Buyer
2000 - 2012 © CXO Advisory Group
5. Develop
2 Your
Buyers
Profile
2000 - 2012 © CXO Advisory Group
6. Develop Your Buyers Profile
Who is your “ideal customer?”
Who is typically the “key decision maker?”
How do they make their decisions?
Where do they collect their information to make a
decision?
What are their critical business issues?
What is their buying process?
Where do they buy?
What is the Sales Cycle?
What are the “trigger events”
2000 - 2012 © CXO Advisory Group
7. 3 Be
Where
YOUR
Prospects
Are.
2000 - 2012 © CXO Advisory Group
8. Sales Channels – The Reality
“A product with better distribution will
always win over a product with poor
distribution or customer access”
It’s not fair. It’s not right.
But, it’s reality.
2000 - 2012 © CXO Advisory Group
9. Common Sales Strategy Mistakes
Not having an
adequate profile of
customers
2000 - 2012 © CXO Advisory Group
10. Common Sales Strategy Mistakes
Confuse channel
partners with final
customers
2000 - 2012 © CXO Advisory Group
11. Common Sales Strategy Mistakes
Channels are not in
sync with your
targeted buyers
2000 - 2012 © CXO Advisory Group
12. Common Sales Strategy Mistakes
Thinking your
“value proposition”
is the same as theirs
2000 - 2012 © CXO Advisory Group
13. Common Sales Strategy Mistakes
Failure to consider
licensing or joint-
venture agreement
2000 - 2012 © CXO Advisory Group
16. Common Sales Strategy Mistakes
Not aligning
marketing to the
sales channel
2000 - 2012 © CXO Advisory Group
18. Common Sales Strategy Mistakes
Going to the channel
before you’re READY
2000 - 2012 © CXO Advisory Group
19. Plan Your Entry into the Channel
“If you don’t know
where you’re going
you’ll probably
wind up
somewhere else”
2000 - 2012 © CXO Advisory Group
20. Types of Sales Channels
Direct field sales reps Internet sites
Corporate resellers Extranets
Master or local e-Marketplaces
distributors Direct Mail
Integrators OEM’s
Value-added resellers Retail
Manufacturer’s agents Kiosk’s
Brokers Strategic alliances
Franchises Agents (consultants,
Telemarketers affiliates, etc.)
Inbound telesales
agents
2000 - 2012 © CXO Advisory Group
21. Customer Acquisition Costs
Cost
Freemium Minimal Inside Channel Direct
Touch Sales Sales Sales
Force
2000 - 2012 © CXO Advisory Group
22. Comparison of Major Channels
Retail Agent/Rep Distributor/VAR Acquisition Joint Venture Subsidiary
Time to Market Slow Slow Medium/Fast Medium Medium Slow
Management Control Low Medium Low High Medium High
Brand Control Low Low Low High Medium High
Cost of Sales Medium Low Low High Medium High
Development of In-House
Low Low Low Medium Low High
Expertise
Access to New Partners Low Medium Low Medium Medium Low
Risk Medium Low Low/Medium High Low High
Hands-On Sales/Marketing
High Medium High Low Low Low
Support
2000 - 2012 © CXO Advisory Group
24. What Do These Firms Have in
Common?
2000 - 2012 © CXO Advisory Group
25. Is Your Buyer Package up to Snuff?
Marketing materials
Price lists
Outline of your marketing campaign – Demand Creation
Product samples - Packaging
COOP/MDF funds and campaigns
In-store merchandising
Prospect & customer correspondence
Sales training for their personnel
Sales support
End user training
End user support
2000 - 2012 © CXO Advisory Group
26. Joint Venture/ OEM / Private Label
Quick penetration – less risk
Established market presence
Provides localization of product
Handles all marketing, sales, distribution &
support
Provides ongoing market analysis
Provides ongoing competitive analysis
Usually won't carry competing product
Tough sale – long sales cycle
2000 - 2012 © CXO Advisory Group
27. Approaching a Potential
Joint Venture/ Private Label Partner
Be Ready to Explain Key Product Advantages
Do Your Homework
• Why should they be interested?
• Fills competitive hole
• Enhances existing product line
• Prevents having to compete against you
• You could develop market in your home country for their
products
How easy it will be to work with you
Support you will give them
• Technical
• Training
2000 - 2012 © CXO Advisory Group
28. Key Issues Licensing Agreement
Specs & Deliverables Marketing Obligations
Acceptance List Price of Product
Grant of License Performance Requirements
Terms Warranties
Payments Limitation of Liabilities
Bookkeeping Requirements Development Support
Ownership Rights to Updates
Use of Trademarks Termination
Training Source Code Access
Decision Making Authority
2000 - 2012 © CXO Advisory Group
30. Distributors
Sells to other channel players within designated
area
Takes title to goods and is compensated by mark-up
upon sale
Sells suppliers goods to his own customers
No authority to act on your behalf
Maintains Inventory
Sells in original packaging
May or may not provide after sales services
Many products are taken on consignment basis
2000 - 2012 © CXO Advisory Group
31. What Distributors Look For
Products with proven demand
Product's packaging, ease of use & install
Marketing budget
Quality tech & Customer support
Ability to scale up to demand
Financial stability
Training
Distributor staff time required
Only 1% - 2% of products presented get chosen
2000 - 2012 © CXO Advisory Group
32. Manufacturers Agent/Commercial
Agent
Alternative to own sales force
Both authorized to solicit orders in designated area
Receive salary or commission
Usually bear no credit risk
Maintains no inventory
Requires same support & training as internal salesforce
Carries several lines
References, References, References
2000 - 2012 © CXO Advisory Group
35. Source to Identify GOOD Reps
Customers and potential customers
Known GOOD Reps
Companies with complimentary products to yours
MANA (Manufacturers Agents National Association)
• Manaonline.org
ERA (Electronic Representatives Association)
• Era.org
AIM/R (Association of Independent
Manufacturers'/Representatives)
• aimr.net
2000 - 2012 © CXO Advisory Group
36. Rep Agreement Caveats
Most rep agreements have commissions due on order
• Commissions should be paid ONLY AFTER YOU COLLECT
Commissions should be on NET Sales
• Sales MINUS returns and any upfront market development
funds paid to the retailer
Splitting commissions
• Between rep territories
Territory definition
National (House) accounts
Termination issues
Automatic renewal
2000 - 2012 © CXO Advisory Group
39. You Need to Satisfy All FOUR
Customers to Gain Retail Distribution
Corporate
Store
Salespeople
Customer – End User
2000 - 2012 © CXO Advisory Group
40. Cost of Market Entry Options
Retailer Mark-up, 50% - 200%+
5-10% MDF, Slotting Fees,
Beware Consignment sales
Agent/ Rep. Commission, 5%–30%, Wants
to be paid on order
Value Added Reseller Margin, 20-40%, 5-10% MDF
(VAR)
Distributor (stocks product) Margin, 10%–50%, 2-5% MDF
2000 - 2012 © CXO Advisory Group
41. Your Most Critical Pieces for
Revenue Growth
Sales
Marketing
2000 - 2012 © CXO Advisory Group
44. “Your
Marketing Leads
S*CK!!!”
2000 - 2012 © CXO Advisory Group
45. “We Send
Qualified Leads
To Sales &
They Fall into a
Black Hole”
2000 - 2012 © CXO Advisory Group
46. “Sales Sells
Product to the
Wrong People!”
2000 - 2012 © CXO Advisory Group
47. 90%
% Of Marketing Materials
UNUSED BY SALES
Source: AMA
2000 - 2012 © CXO Advisory Group
49. “Sales Doesn’t
Have a Clue About
BRANDING!”
2000 - 2012 © CXO Advisory Group
50. “I Can’t Believe
Sales Asked that
Question. It’s in the
Literature!”
2000 - 2012 © CXO Advisory Group
51. Sales Spends
40%
Of Their Time Creating Their Own
Marketing Materials
Source: CMO Council
2000 - 2012 © CXO Advisory Group
52. 10 Min/Week Additional Selling Time
= $57,000
Additional Revenue Per Year
Source: IDC Sales Enablement Research
2000 - 2012 © CXO Advisory Group
54. “Sales Doesn’t
Provide ANY
Feedback!”
2000 - 2012 © CXO Advisory Group
55. 4 Align
Sales
&
Marketing
2000 - 2012 © CXO Advisory Group
56. Better Aligned = More Business
5.4%
Faster Growth on Year-to-Year Basis
Than Competition
Source: MarketingProfs
2000 - 2012 © CXO Advisory Group
57. Better Aligned = More Business
38%
Better at Closing Proposals than
Non-Aligned Competition
Source: MarketingProfs
2000 - 2012 © CXO Advisory Group
58. Better Aligned = More Business
36%
Less Churn of Their Customers
To Competition
Source: MarketingProfs
2000 - 2012 © CXO Advisory Group
59. Marketing and Sales look at the world
through different lenses
2000 - 2012 © CXO Advisory Group
62. When Their Isn’t A Common Profile
You End Up With
2000 - 2012 © CXO Advisory Group
63. “Marketing & Sales
Should Jointly
Define a
“Sales-Ready” Lead!”
2000 - 2012 © CXO Advisory Group
64. 5 Develop
Your
Inbound
Marketing
Program
2000 - 2012 © CXO Advisory Group
65. “ If the expenditure
doesn’t create a lead, or
directly help sales
close a prospect,
You SHOULDN’T do it”
2000 - 2012 © CXO Advisory Group
67. Ads are Everywhere
People see and hear between 1,000
87,600,000 throughout their lives
and 3,000 advertising messages/day
2000 - 2012 © CXO Advisory Group
68. Trust Drives Transactions
66%
Of the Economy is Influenced by
Personal Recommendations
SOURCE: McKinsey & Co.
2000 - 2012 © CXO Advisory Group
69. Trust Drives Transactions
91%
Say consumer reviews are the
#1 Aid to Buying Decisions
SOURCE: JC Williams Group
2000 - 2012 © CXO Advisory Group
70. Trust Drives Transactions
78%
Trust Recommendations
of other Consumers
SOURCE: Nielson Report - October 2007
2000 - 2012 © CXO Advisory Group
71. Trust Drives Transactions
88% Will Buy from
Companies they TRUST
SOURCE: Edelman Trust Barometer, 2008
2000 - 2012 © CXO Advisory Group
72. Trust Drives Transactions
85%
Will NOT buy from
Companies they DISTRUST
SOURCE: Edelman Trust Barometer, 2008
2000 - 2012 © CXO Advisory Group
73. Lead Scoring For Better
Allocation of Resources
Ranks one prospect vs
another
Unbiased way to determine
which department should
focus prospect
Identifies “Sales-Ready”
Prospects
Helps tune your ideal buyer
profile
2000 - 2012 © CXO Advisory Group
74. Have a Formal Lead Management System
New Lead
Registered Lead
Lead Nurturing
Buying Cycle
Phone Ready Lead
TeleQualify Leads
Sales-Validate Lead Hand Off
to Sales
Demo/Meet/Proposal
Enter Sales Forecast
Closed Deals
2000 - 2012 © CXO Advisory Group
76. 6 Automate
And
Track
2000 - 2012 © CXO Advisory Group
77. 7 Measure
Marketing On
Contribution to
Revenue
2000 - 2012 © CXO Advisory Group
78. 8 Analyze
Quality of
Leads
Generated
And Tools
2000 - 2012 © CXO Advisory Group
79. 9 Improve
Your
Tools
And
Programs
2000 - 2012 © CXO Advisory Group
80. The 9 Steps
1. Get Into The Mind Of Your Buyer
2. Develop Your Buyers Profile
3. Be Where YOUR Prospects Are
4. Align Sales & Marketing
5. Develop Your Inbound Marketing Program
6. Automate And Track
7. Measure Marketing On Contribution to Revenue
8. Analyze Quality of Leads Generated And Tools
9. Improve Your Tools And Programs
2000 - 2012 © CXO Advisory Group
83. Driving Profitable Growth
We help companies optimize business
development and marketing; accelerate
sales; and seize the most attractive
growth opportunities.
2000 - 2012 © CXO Advisory Group
84. The CXO Advisory Group
CXO Advisory Group is a strategic operations advisory
and management firm comprised of proven C-level
executives with both breadth and depth of experience.
CXO Advisory Group Team members have achieved
success in positions ranging from: President/CEO to
COO, and VPs of Sales, Marketing, Corporate
Development and Human Resources.
Has proven success in business development and in
building US sales and distribution channels
2000 - 2012 © CXO Advisory Group
85. How Can CXO Help You?
Business Strategy Services
• Audit business practices and organization
• Evaluate product and pricing strategies
• Evaluate effectiveness of sales channel
• Assess effectiveness of existing sales and marketing
programs
Market Entry Program
• Analyze competitive landscape
• Market launch strategy and plan
• Channel strategy and programs
• Establish sales channels
• Generate sales and manage relationships
• Identify and develop strategic partnerships
2000 - 2012 © CXO Advisory Group
86. How Can CXO Help You?
Sales Channel Management
• Review and revise sales channel strategies
• Channel partner identification, prospecting and recruitment
• Eliminate channel conflict
• Channel contract development and negotiation
Interim Management Resources
• Interim CEO, COO, CMO, CSO
• Interim VP of Sales and Marketing
• Consultant on staff
• Launch team coaches
2000 - 2012 © CXO Advisory Group
87. How Can CXO Help You?
Venture Advisory Services
• Fine tune operations, business strategy and market entry
• Assist with due diligence
• Strategic business assessment of portfolio companies
2000 - 2012 © CXO Advisory Group
88. Contact Information:
Stephen Davis
Interim COO/VP Sales & Marketing |
Business Consultant | Sales Channel and
Business Development Expert | Author &
Speaker
“Partnering With Clients to Drive
Sustainable Profitable Growth”
Phone: (508) 528-7571
Email: sdavis@cxoadvisorygroup.com
Website: www.cxoadvisorygroup.com
Linkedin: www.linkedin.com/in/stephendavis
Twitter: twitter.com/stephendaviscxo