Vision to Profit is a system to enable SMEs to develop, implement and manage the growth of their businesses by using best practices in marketing. For more information contact us on info@v2p.eu

1. tibbs.pereira@v2p.eu
Marketing Is Not Mumbo-Jumbo

2. Intro
 We Work „Hands On‟ With You To Deliver Business Growth
 Sales, Marketing, Communications, Integration
 Our Process
 Profiling / Assessment
 Strategy
 Action Plan
 Test/Measure
 Consulting
 Implementation
 Deep engagement – we roll up our sleeves and work with our
clients to get results

3. The Foundation
“Because its purpose is to create a customer, a business
has only two functions: marketing and innovation.
Marketing and innovation produce results, everything
else is a cost.”
 Peter Drucker (Management Guru & Business
Philosopher), “Innovation and Entrepreneurship”
INNOVATORS AND ENTREPRENEURS ARE
NOT ALWAYS MARKETING EXPERTS TOO

4. Marketing Planning
Market Analysis
Product Development and Product Validation
Process Competitive Analysis
Development Process
Sales Process
Finance Planning
Resource Planning
Funding
Value Proposition
Asset Building Brand Development
Pricing Strategy
Competitive Strategy / Competitiveness
Channel Strategy
Export Planning
Cash Flow / Sales Projections
Sales and Marketing Strategy
Go To Market Collateral – Presentations, White Papers, FAQ, Q&A
Sales Integration
Sales Forecasting
Sales Training
Channel Recruitment and Management
Pipeline Management
Project Management
In Market – Working WITH You Results Analysis
Feedback Loop
Business Operations & Processes
Organisational Development
Productivity

5. Marketing – Not Mumbo-Jumbo
 · Understanding your customers
 · Explaining how your products or services can meet their
need
 · Implementing the right strategies and tactics
 · Managing effectiveness through measuring and testing
Your Whole Business Should Be Designed Around Marketing
SO
DO NOT OUTSOURCE MARKETING STRATEGY

6. Results-Focused Processes
Implementation
Action Plan
Roadmap
Profiling
Vision, Goals

7. It‟s Never Too Early
 Market Research / Networking – Confirm Potential
 Reading / News
 LinkedIn Network / Groups (Startup Republic Ireland)
 Twitter, Facebook, etc
 Networking Events
 Newsletters / blogs
 Web Site
 USP and Value Proposition
 Targets / Customer Profiles / Segments
 Value / Value Add
 Differentiators / USP
 Competition
 Pricing Models
 Business Model Figures

8. “Maturity Model”
•Mapped against peer companies
•Strategy, Sales, Marketing and Operations
•Tailored Processes and Services to Help Your Company Grow
A
S
S
E
S
S
M
E Process and Services
N
T Reactive / Ad hoc Structured Advanced Optimal

9. Value Proposition
 The foundation of everything you do
 Incorporates USPs
 Targeted at specific groups
 Spin off Messaging and Positioning
 Thisis then used for all activities – sales, direct mails,
telemarketing, scripts, advertising, etc

10. Elements of a Value
Proposition
 Business Drivers: Increase sales, reduce cost, increase
control, reduce risk
 Metrics: Time, Cost, Size
 Motivation: Should be strong enough to encourage
customers to move to you. Remember your customers
are busy and (hopefully) successful.
 Short and memorable, communicated to everyone
 I can provide you a Value Proposition guide – send
me an email

11. Enhancing Your USP
 Incentives
 Endorsements
 Free Stuff
 Testimonials
 Benefits vs Features

12. Implement a Sales Process
 How would you handle different stages
 Awareness of need / pain points
 Appraisal / solutions research
 Negotiation / objection handling
 Purchase
 Customer Service
 Cross-Sell / Up-Sell
 Referral
 Two Things to Use:
 Scripts
 Role-play
 Defining Your Sales Process Should Evolve, BUT Is Invaluable

13. Now - Develop Your Strategy
 You Know
 Who you are targeting and how they are segmented
 What they want / need and your solution
 Your Competition
 Your Value Proposition
 Messaging and Positioning
 Pricing
 How & where you are going to sell to them
ALLOCATE A BUDGET – INVESTMENT NOT COST

14. Build and Manage A Sales
Pipeline
 Fill the Pipeline with Leads
 Qualify these into Opportunities
 Work through the Sales Process
 Assign Probabilities to each Stage e.g. Qualified
Lead is 10%, Waiting for PO is 90%
 Refine this to get Factored Revenue Forecast
 Thoroughly and Ruthlessly Review the Pipeline
 Blockages
 Analysewins and losses
 What else can you learn?

15. Be Ruthless To Earn Loyalty
Ave Deal Size
Buying
Frequency

16. Build Your Pipeline into
Forecasts
 Business Plans for the Year
 Cash Flow Forecasts
 Setting targets – individuals, products,
marketing
 Email me if you would like a sales
pipeline template

17. Continuous Improvement
KEY 1 KEY 2 KEY 3 KEY 4 KEY 5
Number of Conversion No. Of Transaction Profit
Leads Rate Transactions Value Margin
100 X 30% X 2 X €100 X 50%
Per = 30 = 60 = €6,000 = €3,000
Month Sales Sales Gross Net
Revenue Revenue
Strategies To
Build Your
Business
The Value of
KEY 6 KEY 7 Each Customer
No. of Buying
Referrals Lifetime Is
€600
X 1 = Total Annual X
+ 3 = Lifetime So
@ €3,000 Revenue Years Value:
Annual Net = €6,000 = €18,000
Revenue

18. Building Your Business
Now by just adding 10% to each key…
KEY 1 KEY 2 KEY 3 KEY 4 KEY 5
Number of Conversion No. Of Transaction Profit
Leads Rate Transactions Value Margin
100 X 30% X 2 X €100 X 50%
Per = 30 = 60 = €6,000 = €3,000
Month Sales Sales Gross Net
Revenue Revenue
X 33% X 2.2 X €110 X 55%
110 = 36 = 80 = €8,800 = €4,840
The Value of
KEY 6 KEY 7 Each Customer
No. of Buying
Referrals Lifetime Is
€600
X 1 = Total Annual X
+ 3 = Lifetime
@ €3,000 Revenue Years Value: So
Annual Net = € 6,000 = €18,000 Just a 10%
Revenue increase in
each of the
Keys
X 1.1 = = X = = 186% of
3.3 €33,541 ! original
= €5,324 €10,164 revenue!

19. Engineering
Track, Test and Measure - Benchmarks
Learn and Improve
Try New Things
FOCUS ON RESULTS, NOT ACTIVITY

20. Plan of Engagement - 1
 Step 1: Vision to Profit Profiling and Analysis
 Face-to-face or telephone, with email discussions
 Helps with:
 Purpose
 SWOT analysis
 Identify target markets
 Value Proposition
 Current and Desired State

21. Profiling – Process & Tool
Profiling Tool:
~400 key questions
No “mumbo jumbo”
Best Practice for Sales, Marketing and
Basic Management
Measures level of “maturity” for a
number of key areas
Built for Start-ups and SMEs
Dashboard:
Visual “snapshot” of maturity level
Assesses Current State
Use to define Desired State
Next snapshot measures progress
Managers can assess progress
ACTION-ORIENTATED

22. Profiling - Benefits
 For the client:
 Identifiespriority areas for development
 Desired state does not have to be the highest maturity
level
 Enables more granular, appropriate changes
 Helps to track progress
 Rounded approach to business assessment and planning
Year 1 (Reactive) Year 2 (Advanced)

23. Example of Profile Results
Vision to Profit Profile Summary
Reactive 75
Structured 21
Advanced 3
Optimal 9
V2P Summary Rating 2.31
Note:
Max V2P Rating: 10
Target Rating for an SME: 7-8
•1-day Assessment Process using Vision to Profit Assessment System
•Covers key indicators covering marketing, sales and business foundation
•Typical profile for a start-up business
•The business progresses into operations in the next 6 months
•Aim should be to move from Reactive to Advanced (i.e. summary rating of 7+)

24. Next 6 Months….?
Vision to Profit Profile Summary
Reactive 15
Structured 21
Advanced 58
Optimal 12
V2P Summary Rating 5.70
•Clarify goals and objectives for the business (SMART)
•Define key metrics to measure progress
•Clear marketing plan, strategies and tactics
•Sales and marketing execution

25. Business Foundation
Business Foundation
Reactive 13
Structured 4
Advanced 0
Optimal 2
V2P Business Foundation Rating 2.37
Main Points – Business Foundation
Value Propositions for the business and for offerings need to be clearly considered and defined
Clear, SMART Objectives to be set for the business
Cash Flow projections to be reflected in sales targets and reviewed at least monthly
Business Strategies and Tactics need to be realistic and documented

26. Marketing Foundation
Marketing Foundation
Reactive 23
Structured 4
Advanced 2
Optimal 2
V2P Marketing Foundation Rating 2.23
Main Points – Marketing Foundation
No marketing budget identified
Realistic marketing strategy and tactics to be defined and implemented
No web site or online strategy
Competition needs to be understood and differentiators developed
CRM processes to include the channel (targets, contacts, marketing plan)

27. Sales Foundation
Sales Foundation
Reactive 39
Structured 13
Advanced 1
Optimal 5
V2P Sales Foundation Rating 2.33
Main Points – Sales Foundation
Sales processes to be defined – uncovering opportunities, qualification, etc.
Need sales collateral to support the sales effort (marketing function)
Sales pipeline to be defined and reviewed as a foundation of the business – aligned to cash
flow forecasts
Sales skills to be developed further

28. Plan of Engagement - 2
 Step 2: Action Plan and Workshops
 Assess Current State, Desired State (Gap)
 Then Define How to Get There (Strategy)
 Alignment with Business Plan and Forecasts
 Examples:
 Identify or create vision, goals, exit strategy
 Competitive Analysis
 Value Proposition Development
 Growth strategies: Leads, Conversion, Deal Size, Profit,
Transactions, Referrals
 Marketing and Sales Processes - Pipeline Building
 Optimise relationships with customers, suppliers, channels, media

29. Business Building Strategies -
Sample
1  Number
Of Leads 2  Conversion
Rate 3  Number Of
Transactions
• Channel • Improve Sales Skills • Develop a ‘Back
Relationships • Make Irresistible End’
• Direct Mail Offers • Frequent Buyers
• Advertising • Guarantees Programme
• Telemarketing • Package Products • Cross-Sell Other
• Special Events Together Products / Services
• Qualified Lists • Questionnaires • Endorsements
• Direct Sales • Educate • Price Inducements
• Upgrades
4  Transaction
Value 5  Profit
Margin 6  Number Of
Referrals 7  Buying
Lifetime
• Up-Sell To Bigger /
Better Product
• Reduce Overheads
& Expenses
444prompters
• Reward Programmes
• Use
• Communicate
Often
•
•
Offer Larger units
Package Products
•
•
Increase Prices
Outsourcing
Strategies
• Two For One
• New Customer
• Deliver Better
Service
•
Together
Increase Price
• Use No Or Low
Cost Distribution To Gain
Thank You Letters
• Referral Fees
• Loyalty
Programmes
• Change Product
Profile  Upmarket
• Efficiency &
Productivity Explosive
• Customer
Recommendations
•
•
Private Viewings
Service Contracts
• Newsletters

30. Plan of Engagement - 3
 Step 3: Implementation and Review
 Set up channels and customer relationships
 Support client with meetings
 Review Strategies and Processes
Current State Desired State

31. Two Delivery Models
 Customised Engagement:
 Scoping
 Assessment
 Planning
 Implementation
 Programmes / Training:
 Presentations on specific topics
 Programmes
 Workshops (e.g. Developing a Value Proposition)
NOTE: Implementation is not tied to Vision to Profit consultants

32. Relevant Vision to Profit
Offerings
• Developing a Value Proposition
Workshops •
•
Defining a Marketing Plan
Defining a Sales Strategy
• Managing Your Sales Pipeline
• Marketing Implementation and
Management
Consulting • Developing and Managing a
Sales Pipeline
• Align and Manage Your
Business for Growth

33. Outcomes
 Increase in sales, build on solid foundation
 Management structures in place
 Return on investment
 Growth justifies specialists in the workforce

34. WORKING TO MAKE YOUR BUSINESS SUCCEED
 Services ready to go
 Clients signed up to the programme
 Your Feedback Is Appreciated!
 Want to be a Guinea Pig?
 Need More Information?
 Tibbs Pereira (01) 810 6600 / 087 647 1017
 tibbs.pereira@v2p.eu

35. THANK YOU!
Tibbs Pereira
tibbs_pereira@v2p.eu
(01) 810 6600
087 647 1017