2. Introduction And Table of Contents
Section 1: Introduction
Section 2: Marketing
Section 3: Sales
Section 4: Product
Section 5: Competition
Section 6: Finance & Operations
I put together this deck with the type of
information I believe would be helpful to
perform a position at PTC effectively. On
some slides, I have pre-filled data from
public sources, however, I'd like to dig in
more. I have also added notes,
observations, and hypotheses on potential
recommendations but again, more research
would be required. These slides should
serve as a way to show how I think and
approach analysis. I have attempted to
demonstrate a basic understanding of
Vuforia's business, technology, and market.
3. Pete Wassell Bio
My name is Pete Wassell, I live and work in New York. I am a digital
media executive with an extensive background in AR/VR/XR. I have
been a CEO in NYC and Silicon Valley. I have raised millions in venture
capital, been a legislator who has co-authored 1000+ laws, ran $100M
Worldwide Programs at IBM, graduated from the JFK Special Warfare
Center in the military, and graduated at the top of my software
engineering class (3.9/4.0) at Clarkson University.
4. Invited to Bentonville, AR to Walmart HQ Labs for Concept Video
I have dozens of projects that I
could share, however, this is my
first AR project. Eight (8) years
ago, as one of the first
Glass@Work Partners at
Google, I was invited to be in
Walmart Labs at their
headquarters location.
I created an employee app to
manage inventory and shelf
stocking after making a similar
warehouse app for UPS, who
also later became an investor in
a company I founded.
Upon presenting this concept
video, I was asked to cancel my
plane ticket home and stay at
Walmart Headquarters for four
months to brief executives
about the future of AR tech.
https://youtu.be/LFnzKLvwaWg
6. A tagline might INSPIRE, be a
SOLUTION, or communicate QUALITY
COMPANY SLOGAN BRAND OR PRODUCT
Just Do It Nike
Got Milk? California Milk Processor Board
America Runs on Dunkin’ Dunkin’ Donuts
Red Bull gives you wings Red Bull
Live in your world. Play in ours. PlayStation
Can you hear me now? Verizon
The Ultimate Driving Machine BMW
It keeps going, and going, and going… Energizer
Does the PTC
tagline: Shaping
Innovation say
enough? Is it too
passive? Is it
descriptive? Is it a
value proposition?
How about:
The Product
Development
Company?
Same questions
PTC Inc. (formerly Parametric Technology Corporation) has brand recognition but may lack meaning to new customers.
Recommendation: hire marketing company to ‘repurpose’ acronym (PTC) with descriptive words for new marketing campaign.
Logo
Conveys
Partnership
And Cooperation
7. Vuforia Descriptive Product Name
View: to look at, examine, survey, study, or inspect, a perception, scene or vista.
Euphoria: a feeling or mood of great happiness, bliss, glee, joy, elation,
well-being, or confidence.
Vuforia: a platform to enhance objects in the real world by computer-generated
perceptual information that allows industrial enterprise customers to address
workforce challenges and meet business goals. Vuforia will delight you.
8. Recommendation: Brand Identity Exercise
Methodology: To understand PTC’s current state, one needs to conducted a deep analysis of
all digital touchpoints and review top players in the industry. You need to hear firsthand from
PTC stakeholders as well as customers and partners to identify opportunities for positioning.
1) COMPETITIVE AND INDUSTRY ANALYSIS: Analyze content, messaging, keywords,
social channels, etc. across PTC and the industry. Review the landscape across
competitors and synthesize findings across the larger industry.
2) STAKEHOLDER INTERVIEW ANALYSIS: Develop a framework for the discussion of
issues relating to the overall PTC brand, the sales and engagement process, product
awareness, the industry landscape, and competition. Speak with internal stakeholders,
customers and partners.
9. Recommendation: Brand Strategy & Positioning
1) Brand Articulation: list top 10 common keywords said by stakeholders, website, and market
material.
2) Business Alignment: positioning of IoT, AR, and other parts of PTC.
3) Simplicity in Messaging: ask stakeholders for the fewest words that articulate Vuforia value.
4) Is there Message Consistency?
5) Opportunity: what is being built? How will Vuforia change things in the market?
a) Do stakeholders know the exact direction of Vuforia and the company?
6) Validation: what is going well vs what is not working?
7) Direct Recommendations: how would stakeholders recommend evolving the brand?
8) SWOT Analysis
9) Report: Landscape → Obstacles → Goals
10. What Is Your Problem?
“DIGITAL INFORMATION IS NOT WHERE IT
IS NEEDED, NOR EXPECTED”
12. Target Industries
AR Task Guidance Solutions Spending by Vertical, 2021-2024 Sorted by Revenue
Recommendation: flesh out the untapped markets, adjacent markets, and new markets.
Industry (in Millions) 2024
Manufacturing $290
Healthcare $250
Architecture & Construction $240
Automotive $240
Energy & Utilities $240
Government & Defense $200
Aerospace $180
Education $160
Logistics $130
Retail & Marketing $80
Other $80
** From Greenlight Insights Reality Check
13. Recommendation: Keep detailed customer profiles
Customize CRM with customer profile
attributes that you want to track.
Demographic
(who they are)
Psychographic
(how they think)
Behavioral
(what they do)
Environment
(where they are)
Annual Revenue Resistance to Change Website Visits Technology
# Employees Market Focussed Response to Marketing Purchasing Power
Industry Open-Minded/Rigid Purchasing Methods Management Style
#Locations Decision Process Memberships Purchasing Process
Years in Business Early Adopter Internet Usage Business Culture
Markets Served Growth vs Static Collateral Consumed
Products/Services Tech Sophistication Media Consumption
Job Title Professionalism Habits & Skills
Level of Experience Referrals Research Methods
Awareness of Options
Risk Aversion
Loyalty
Likes & Dislikes
14. Vuforia Primary Customer Profile: Operation Managers in Companies sized 1,000-20,000
(There is likely attribute overlap in this role across: automotive, energy, and aerospace industries. Healthcare, Architecture, and Defence are more unique).
Recommendation:
1. Focus on the
problem that your
business is trying to
resolve.
2. Review your
customer journey map.
3. Dig into
demographics.
4. Collect customer
feedback.
5. Examine contextual
details.
6. Understand your
industry.
7. Build personas.
8. Analyze and iterate
on customer personas.
Recommendation: Campaign to all manufacturing operation managers - directors at SMB sized companies.
15. Recommendation: Customer Journey Map
CUSTOMER
ACTIVITIES
Trade shows,
VAR, consultants,
and research
Evaluation and
compare
software
PoC on an
AR/XR device
Pilot project Preloaded
devices arrive
for employees
Employee
Training
New process
with devices
implemented
Improve and
expand
program
Publish use case
with business
benefit
CUSTOMER GOALS No goals at this
point
Find best
solution
Experiment Show solid
results
Receive
devices
Employee can
use device
Full rollout Consider other
departments
Feedback
TOUCH POINTS Operations Mgr
gets advice
Listens to multi
-ple sources
Salesperson
places order
Order conf
received
Delivery
services email
Classroom or
video
Devices
distributed
Discuss with
upper mgmt
Word of mouth &
other comm.
EXPERIENCE 3………………….
2………………….
1………………….
Interested, curious
………………
………………
………………..
Initial effort
………………
………………
………………..
Excitement
………………
………………
………………..
Cautious optimism
………………
………………
………………..
‘This is real’
………………
………………
………………..
Encouraged
………………
………………
………………..
Satisfaction
………………
………………
………………..
Confident
…………………
…………………
………………...
Communicative
BUSINESS GOALS Increase
awareness
Increased
visitors
Increased cart
value
Increase Sales Minimize
delays
Customer
satisfaction
Match
Expectations
Increase
retention rate
Customers to
advocates
KPI Number of people
reached
Website
visitors
Conversion
rate
Conversion
rate
On time
delivery
Customer
Service rate
Product
Reviews
Increase order
rate & time
Viral customer
satisfaction
ORGANISATIONAL
ACTIVITIES
Marketing Marketing
Campaigns
Shopping
Experience
Optimize
funnel
Picking Organize
Service
Develop
products
Target
Marketing
Manage
feedback
RESPONSIBLE Marketing &
Communications
Marketing &
Comm
Customer
Service
Warehouse Warehouse Customer
Service
Purchasing Marketing Customer
Service
FIX THESE ROWS
19. Vuforia Customer Use Cases
POWER GRID CHALLENGES:
Selling complex, engineered-to-order products was error-prone and time consuming.
Relying on 2D drawings and spreadsheets risked specification errors and sales
delays. The company needed to streamline and optimize its custom solution sales
cycle.
ROCKWELL AUTOMATION CHALLENGES:
While connectivity and visibility are important first steps in any digital transformation,
the ability to stay ahead of the curve requires a commitment to constant improvement.
Not only does it require solving for the needs of the present, but also for anticipating
those of the future.
BOEHRINGER INGELHEIM CHALLENGES:
To improve data quality, compliance, and process efficiency, Boehringer Ingelheim
needed to eliminate paper documentation and manual processes and implement a
digital system for registering incoming samples from clinical studies.
ROYAL ENFIELD CHALLENGES:
Planned a physical event to train teams about options included in a new motorcycle.
The plan was to have the bikes up on stage and conduct sessions on details like the
engine and other features. But then, COVID-19 changed everything.
Link to Full Use Case Stories
20. Recommendation: Customer Feedback Should Guide Vuforia Product Direction
● Ask customer which problems are costly?
● Ask customer which problems are time consuming?
● Ask customer which problems are inefficient?
● Ask customer which problems are difficult?
● Ask customer which problems are painful?
Value comes from solving problems
** Top 5 drivers influencing the global services
community:
1. Need to improve workforce utilization and productivity
2. Customer demand for quicker response time
3. Internal mandate to drive increased service profitability
4. Internal mandate to drive increased service revenues
5. Need to improve service process efficiencies
** Pain Points From Forrester Report, Page 6:
● The drive to improve operational efficiencies.
● Aging workforces and inability to retain knowledge.
● A need to revamp existing training processes.
● Competitive markets with little product differentiation.
● An organizational mandate to transition to Industry 4.0.
** From Forrester: Total Economic Impact of PTC Vuforia
** From “The Reality About Augmented Reality in Field Service Management” by Bill
Pollock and Strategies For Growth SM’s Service Management Benchmark Survey
21. AR in Field Service Maintenance Value Proposition
● Increased productivity from their field technicians, in terms of shorter term on-site visits (or fewer in total) and, as
a result, a greater number of completed service calls, per technician, per day
● Increased utilization of the company’s field technicians (i.e., reduction in the time typically “wasted” in researching
how to perform the repair – just do it!)
● Reduced time to initiate the repair (i.e., no need to search for paper or electronic documents and product
schematics – and, then, reading them – before beginning the repair
● Less invasive and/or disruptive service calls from the customer’s perspective (i.e., the technology should be
disruptive – not the service call itself)
● Increased customer satisfaction (i.e., the field technician arrives, gets started immediately, and quickly
completes the repair)
* Recommendation: Ensure these are captured in marketing material.
** From “The Reality About Augmented Reality in Field Service Management” by Bill Pollock
22. Recommendation: Help Write Customer Business Case
Customer’s Business Case
Business cases are critical documents within organisations and can steer
strategic decision-making. As such, it’s important to understand the best
structured approach to writing one. Here is a list of what should be included in
a business case.
1. Executive summary
2. Background information
3. Project definition
4. Business Requirements
5. Option presentation and evaluation
6. Presentation of preferred option
7. Strategic alignment
8. Benefits
9. Risks
10. Project implementation plan
11. Financial Analysis
12. Resources required
13. Authorisations
14. Appendices
From: Getting Started with Industrial Augmented Reality Solutions
23. Recommendation: Implement Inbound Marketing Strategies & Tactics
1. Candid Content Audit
2. Defining Your Ideal Customer Criteria
3. Website Design Effectiveness
4. Mobile Friendly Pages
5. Creating Content to Draw Visitors
6. Pillar Pages and Blog Content
7. Niche Guest Blog Posting
8. Constant Headline Testing
9. Search Engine Optimization
10. Active Social Media Footprint
11. Work with Influencers
12. Landing Pages
13. Call to Action Buttons
14. Email Campaigns
24. Recommendation: Track Your SEO Efforts
● Use Google Analytics
● Sync your Search Console account
● Create SEO-related goals
● Use the organic visitors’ segment
● Compare non-organic visitors to
organic
● Find top-performing content
● Look at top-performing landing pages
● Use the Content Drilldown report
● Add annotations to track content
updates
● Use the Multi-Channel Funnel report
● Track keywords in Google Analytics
● Find referral sites
● Manage your PPC spend
● Check how Google views your website
● Create custom dashboards
● Set up alerts
25. Go To Market Strategy
How to Build a Go-to-Market Strategy
1. Identify the buying center and personas.
2. Craft a value matrix to help identify
messaging.
3. Test your messaging.
4. Optimize your ads based on the results of
your tests before implementing them on a
wide scale.
5. Understand your buyer’s journey.
6. Choose one (or more) of the four most
common sales strategies.
7. Build brand awareness and demand
generation with inbound and/or outbound
methods.
8. Create content to get inbound leads.
9. Find ways to optimize your pipeline and
increase conversion rates.
10. Analyze and shorten the sales cycle.
11. Reduce customer acquisition cost.
12. Strategize ways to tap into your existing
customer base.
Four Critical Parts of a Go-To-Market
Strategy:
1) Product-market fit: What problem(s)
does your product solve?
2) Target audience: Who is experiencing
the problem that your product solves?
How much are they willing to pay for a
solution? What are the pain points and
frustrations that you can alleviate?
3) Competition and demand: Who already
offers what you’re launching? Is there
demand for the product, or is the market
oversaturated?
4) Distribution: Through what mediums will
you sell the product or service? A
website, an app, or a third-party
distributor?
26. Go To Market Sales Approach
Sales Process:
Contact: Communication between the lead and sales rep begins.
Qualification: The sales rep learns more about the company and their
lead’s problems and asks questions to see if they meet the basic
requirements to purchase the product (BANT is a popular sales qualification
method but there are several others sales methodologies that are used to
qualify).
Business case: The prospect tests the product through a free trial or POC
to see if it can solve their needs.
Evaluation: The decision makers in the organization weigh the cost of the
product to the results they achieved during the business case.
Negotiation: Both sales rep and decision makers discuss pricing details
and feature needs.
Close: A deal is agreed upon and your prospect turns into a customer.
Renewal Your customer renews their contract or subscription.
Decision Maker Personas:
Initiator: Starts the buying process or shows initial
interest
User: Uses your product regularly
Influencer: Convinces others the product is needed
Decision maker: Gives final approval for the purchase
Buyer: Owns the budget
Approver: Final approver who pushes the initiative on a
larger scale (typically someone in the C-suite)
Gatekeeper: Blocker in getting a product implemented or
approved
27. Recommendation: Improve Vuforia Pricing Page
Best Practices: Price Landing Page
● Simplify the Design
● Make the Copy Easy to Understand
● Address the FUDs
● Highlight the Benefits
● Use Urgency and FOMO
● Build Trust
● Make the CTA Visible
● Match Plans to Buyer Personas
● Banish Analysis Paralysis
● Help Visitors to Compare
● Anchor Your Prices
● Highlight the Best Option
● Match Plan Names to Feature Sets
● Use Charm Pricing
● Offer a Free Trial
● Offer an Annual Payment Plan
● Convert Currencies
● Support the Sale with Live Chat
● Use Exit-Intent®
● Test Your Pricing Page
29. ROI based on surveyed 150 US manufacturing firms that
are interested in adopting AR. **From Forrester: Total Economic Impact of PTC Vuforia
Interviewed organizations experienced benefits of $12,578,069 over three
years versus costs of $4,627,354, adding up to a net present value (NPV) of
$7,950,650 and an ROI of 172%.
Link to Forrester Report
30. 150 US manufacturing firms
Cost - Benefit Analysis
**From Forrester: Total Economic Impact of PTC Vuforia
aaa
31. Recommend: Focus Sales Materials on Customer ROI (Value)
Accurately Measuring AR ROI:
• A formal or informal corporate digitization
strategy that allows them to account for
content adaptation and other digital readiness
costs separately from the project based ROI.
• Clearly defined and quantifiable AR use
cases.
• Selected acceptable and quantifiable
business outcomes using familiar key
performance indicators and business metrics.
• Involved end users intimately in pilots and
evaluations.
• Assigned a champion to ensure that the
technology is deployed and managed to
reach projected performance and return
targets.
Link to ROI Best Practices
33. Field Service Maintenance Use of AR, VR, or XR
The window of opportunity for using AR to your own competitive advantage is
still open; however, the opening is getting smaller over time. For example, the
results of Strategies For Growth℠’s (SFG℠’s) 2019 Field Service Management
(FSM) Tracking Survey reveal that:
• While only 13% of respondents are currently using AR, VR or MR in
support of their field service operations, another 34% are either “very” or
“extremely likely” to incorporate their use in the next five years;
• While more than one-in–five (21%) respondent organizations are
currently using Artificial Intelligence (AI) or Machine Learning (ML) in
support of field service operations, another 41% are either “very” or
“extremely likely” to incorporate their use in the next five years; and
• While a third (33%) of respondents claim they are currently using
Predictive Diagnostics or Predictive Maintenance in support of field service
operations, another 56% are either “very” or “extremely likely” to
incorporate their use in the next five years (including 26% that are
“extremely likely”).
“13% of respondents are currently
using AR, VR or MR in support of their
field service operations,
another
34% are either “very” or “extremely
likely” to incorporate their use in the
next five years”
** From: The Reality About Augmented Reality in Field Service Management by Bill Pollock
34. Recommendation for Marketing Material: 90% Retention of Learning
From Article: “5 Things a Virtual Learning
Environment Must Have to Be an
Effective Training Platform”
By Douglas Seifert, PhD
1) Virtual - to Create a Scalable Solution
2) Immersive - to Boost Retention and
Engagement
3) Learn-by-Doing - to Transfer
Knowledge
4) Technology - to Bring Virtual
Environments to Life
5) Platform - to Cost Effectively Build
Content
35. Recommendation: Get Vuforia in the Hands of Every Potential Customer
Recommendation: Pilot in a
Box Campaign. Send case
to potential customer for one
month. (corporate credit card
for security deposit)
Load Vuforia along with a
personal video message that
plays upon bootup.
Link to campaign successfully implemented.
36. Recommendation: ‘Free 3D Scan for Companies’ Campaign
24 hour visit to potential customer. Scan up to 10,000 sqft for
free and provide companies files on Vuforia branded USB drive.
48 hour visit to potential customer. Design Thinking workshop
and quick prototype solution. Charge $10,000
Considerations:
● Target Arrangements
● Color Photographs
● Scan Resolution
● Scanning Distance
A summary of the operations to be carried out in
the scene are:
a. Creating a new project and importing the
scans
b. Processing of scans
c. Automatic/Manual Registration of scans
d. Verification of targets and scan
placements
e. Transformation of point cloud coordinate
system
f. Exporting the project point cloud to
required file format
37. Discounted Product Campaign if We Use Your Feature Request
Recommendation 1: Publish your roadmap on the website.
Recommendation 2: Create Suggestion Box on the Website.
Recommendation 3: If someone comes up with a genuine new
feature, provide them a 25% (or better) discount for one year.
Recommendation: Leverage the community for product development.
38. Opportunity: Leverage New $2T Infrastructure Package
The $2 trillion proposal includes:
$115 billion to repair and rebuild bridges,
highways and roads;
$100 billion to expand high-speed
broadband across the entire country;
$100 billion to upgrade and build new
schools;
and $100 billion to expand and improve
power lines and spur a shift to clean
energy.
Make specific campaign to Rebuild and
Repair America
39. Tap into Integrated Visual Augmentation System (IVAS)
Program (120,000 Units) for the following Use Cases:
● Military Maintenance
○ FIELD LEVEL MAINTENANCE
○ SUSTAINMENT LEVEL MAINTENANCE
○ DEPOT LEVEL MAINTENANCE
○ BATTLE DAMAGE ASSESSMENT AND REPAIR (BDAR)
○ TRANSPORT VEHICLE
○ AIRWAY (AIR FORCE)
○ HELICOPTERS (ARMY)
● Supply Logistics
○ WAREHOUSE INVENTORY
○ WAREHOUSE PICKING
Opportunity: Defense Contractor for the Military Market
40. Recommendation: Manage Business by Measuring Leads
Total Funnel
Value $________
25% Close Rate
Value $________
50% Close Rate
Value $________
75% Close Rate
Value $________
Recommendation:
“Leads are like bread (not
wine) and get stale quickly.
The newest ones have the
best oppty to close.”
41. PTC Social Media Metrics
# 18,666 people followers; 15,762 likes
# 4,363 followers; 430 posts
# 39,000 followers; 21,100 Tweets
# 21,800 Subscribers; 5,850,558 views
# 15,800 Subscribers; 997,138 for Vuforia
# 252,322 followers
#
#
43. Revenue Streams
Sources of Revenue
Streams:
- Products
- Business Services
- Consulting
- Product as a Service
- Metered Service
- Service Subscriptions
- Product Subscriptions
- Media
- Content Subscriptions
- Licensing
- Education
- Storage
- Partners
- System Integrators
- Resellers
1) For what value are our customers willing to pay? 2) For what do they
currently pay? 3) How are they currently paying? 4) How would they
prefer to pay? 5) How much does each revenue stream contribute?
44. Recommendation: framework to help salespeople choose best next actions
The Five Abilities
by Rick Wong
The Five Abilities for winning lifelong customers are:
VisABILITY (1): Being seen in the right way, by the right people, at the right time.
CredABILITY (2): Showing superior knowledge about your industry & that of your customer.
ViABILITY (3): Ensuring you’re pursuing business that fits needs and abilities of both buyer & seller.
CapABILITY (4): Delivering on the personal reasons people make business decisions.
ReliABILITY (5): Being accountable when the unexpected happens – it always will.
45. Sales Commission Structures
1. 100% Commission
2. Base Salary + Commission
3. Tiered Commission
4. Revenue Commission
5. Gross Margin Commission Model
6. Commission Draw
7. Base Rate Only
Recommendation:
Use Accelerators
and Decelerators
Some companies pay out commissions 25
percent at a time over the length of the process.
There is the percentage of attainment, % of
goal or target, times and on target commission
(OTC) or on target earnings (OTE).
Then you have your classic percentage commission per
sale value type plan, for instance, 20 percent of the actual
contract value (ACV).
How to pick the right commission plan:
- Define the Desired Behavior
- Analyze the Data and Plan
- Compare to Industry Standards
- Consult the Sales Team
- Ensure Transparency and Visibility
47. Recommended Ways to Reduce the Sales Cycle
How to Shorten Your Sales Cycle
Automate repetitive tasks
Set agreed-upon goals for each sales call
Explore prospect objections before responding to them
Be clear about pricing (very) early on
Make it ridiculously easy for prospects to sign contracts
from any device
Focus on your highest-performing channels
Be a person you’d want to talk to
Use incremental closes
Create a plan for sales meetings
Surface objections early and often
Take the back-and-forth out of scheduling meetings w/
prospects
Leverage social proof
Regularly clean your CRM
Keep alignment with your marketing team around sales
goals
Create a personalized experience for each prospect
Clarify the Target Market
Get Rid of Cold Leads
Make Use of a Mutual Action Plan
Align Sales Pipeline with the Customer
Journey
Optimize the Sales Process
Seven Ways To Drastically Reduce Your
Sales Cycle:
1 Understand the Needs and Wants of
Your Potential Client
2 Schedule The Next Call While On The
Phone With The Current Call
3 Agree to a Timeline Early
4 Address Any Obstacles Up Front
5 Be a Tour Guide
6 Map Out The Entire Process in Advance
7 Breakdown of the Buyer’s Journey
Build a Quality Pipeline
Sales Prospecting
B2B Sales Leads
The effective ways to speed up your sales cycle
1) Generate more leads from best performing
channels
2) Have a tightly defined sales process
3) Benchmark your cycle times
4) Stop feeding unqualified leads into your pipeline
5) Prioritize easy to close leads
6) Decrease turnaround time for responses
7) Automate outreach and track responses
8) Collect and display social proof
9) Clear common objections early on
10) Involve marketing team in nurturing leads
11) Get introduced to the decision maker earlier
12) Have a multi-stage closing process
13) Clean cold contacts
48. Checklist for Moving from Pilot to a Scalable AR Deployment
From Pilot Purgatory to Promised Land
Identify your pain points
Define a S.M.A.R.T Scope
Specific
Measurable
Attainable
Relevant
Time-based
Define KPIs
Establish your KPI baseline
Select the AR solution
Select two project champions
Introduce the solution to the end-users
Train the test group
Store the solution strategically
Provide ongoing, proactive support
Determine ROI
Perform interviews and satisfaction surveys with stakeholders
Document the lessons learned and the key takeaways
**From: Kognitiv Spark: The Ultimate GUIDE TO AR PILOTS
49. Partner Strategy
Defining your channel strategy:
● Which type of partner should you pursue?
● What should the operating model look like?
● What benefit would partners get from you
that they wouldn’t get elsewhere?
● How do you both make money?
Consider the following 3 questions:
1. What can you offer a partner to
strengthen/complement their services and
ultimately bring them more business?
2. Which product would benefit your partners’
existing customers most?
3. Last, but certainly not least, is considering
the sales, marketing and technical expertise
required to sell and implement your product.
Are there certain capabilities needed for
certain products?
Program Tiering:
Many partner programs have tiers based on annual sourced business among
other commitments (e.g., commitment to enablement, number of developer
certifications, participation in a partner advisory boards, etc.).
51. VAR Channel Commissions
What are typical commissions for a value added reseller for a SaaS product?
● The key to answer this questions is what the “value add” consist of. The more value, the higher the commission.
● Companies in other industries like manufacturing offer their agents a 5% lifetime fee on anything that their introductions buy.
● A simple pass through (agent model), is 5–10% for 12 month booking. For a second year renewal you might give a token 2–5%.
● Some companies offer as much as 10% for a simple introduction and 20% for a fully closed deal (lifetime).
● Will you pass the VAR leads and expect them to close it without any help? 10–20%.
● Will the VAR develop leads and pass them back to close? 10% referral fee.
● Is the VAR going to “white label” the product, i.e. sell it under their own brand (think “Intel Inside”) 20–50% passed to the developer
● Who will own customer support?
● Assuming the VAR sells, implements and does first level support, the commission can be around 30–50% for the first year. Then going down
in subsequent years 10–30%. You want to give the VAR incentive to renew the deal especially if they are adding lots of value.
● Some companies offer a 30% commission on any deals that are fully sourced and closed by a partner. That is 30% of the lifetime revenue of
that account.
● Don’t pay a one time fee, as you will get people who get their clients to use your offering for a year and then leave to your competitor who
will pay them smaller amounts for forever. It is better to make commission lifetime.
● If the VAR gets the company into geographies or markets they couldn’t otherwise get into, then the VAR deserves a large cut, 30% is fair.
52. 14 Steps to Build Your Reseller Channel Program
Step 1: Define a value proposition
Step 2: Create a customer-centric sales process
Step 3: Benchmark competitors
Step 4: Define the type of partners
Step 5: Success factors
Step 6: Define motivational drivers
Step 7: Define the Motivation & Engagement programmatic elements
Step 8: Define responsibilities and expectations
Step 9: Define a framework
Step 10: Build internal capacities and systems
Step 11: Define how to measure success
Step 12: Develop a marketing strategy
Step 13: Create a partner selection strategy
Step 14: Build a focused channel partner organization
Link to Reseller Program by Daniel Nilsson
53. ISV (Independent Software Vendor) Strategy
Recommendations:
1) Open Your Product To Integrations
a) Product has integration points that are open and
well-documented. It is common to publish the interfaces
customers and partners can use to share data and work
between applications.
2) Bring Engineers To The Table
a) The engineers will need to understand the use cases for
your product's integrations and the partner's product so
they can build a great solution that customers will want.
3) Build Great "How-To" Content
a) Partnerships with ISVs can become content for your
stories, events, webinars, blogs and social media. Better
together: integrating with multiple ISV products can make
you "stickier" in their solutions.
4) Don’t Sell Together (Unless A Deal Falls In Your Lap)
a) This is a very counterintuitive point about ISV partnerships
and one many people learn the hard way. Instead, handle
joint deals opportunistically when they happen to come up.
And focus your energy on making existing joint customers
happy with high-quality integrations.
55. System Integrator Recommendation: Ask these questions
1. What have we sold so far in the
account? How much was it?
Which department? Who? What
are they using it for? What other
applications are they using,
what are their names?
2. Is the project budgeted? Who
are the Specific decision makers
at the account, who would care?
Why?
3. What is in it for the client
partner? What is in it for the
System Integrator?
4. What is in it for the customer?
5. Why your product/cloud?
Why not competitors product?
● Think about the Deals you lost so far with Strategic SI's
● Think about the Deals you won so far with Strategic SI's.
56. System Integrator Example: Info Portal
Colleague from Mexico, Tomas Vargas, said that
manufacturing is strong in Mexico and the need for
PTC products could be significant. Info Portal wants
to open entire Latin America market to PTC.
Recommendation: Give Tomas some attention.
57. Selling Vuforia Through Rockwell Automation
Recommendation:
combine subset sales
teams between Rockwell
and PTC on applicable
customer engagements.
Position Vuforia as filling
a necessary product gap
in order to provide a
complete solution. Offer
a combination deal with
a discount to customers’
pain point, non-primary
need.
58. Recommendation: Use Accenture As Extension of PTC Workforce
Leverage Platinum
level strategic
alliance: Accenture’s
Product Lifecycle
Services and
Industry X.0
capability combine
industry-specific
functional process
know-how with deep
PTC end-to-end
program, project,
implementation and
business
transformation
delivery experience.
59. Recommendation: Expand Sales Bot (AI/NLP) Assistant
Chatbot Best Practices: Make sure your
chatbot is working for you—not against you,
use support chatbots to bridge the service gap,
and nudge potential customers toward the right
package.
1. Define your objectives
2. Identify your target audience
3. Choose the right type of bots
4. Focus on UI/UX for a better
experience
5. Pick up the right platform
6. Tailor your bot personality
7. Focus on fallback scenarios
8. Deliver hybrid support
9. Test test and test
10. Measure your bot performance
Recommendation: Use chatbots for upselling
and customer feedback.
61. PTC Product Timeline
Perhaps we might better understand PTC by looking at the introduction of products over time. Here is a summary based on information taken from the world’s
largest crowdsourced data encyclopedia:
1988: Released Windchill, an internet-based solution for Product Lifecycle Management (PLM).
2000s Lots of acquisitions relating to lifecycle management software and a few relating to CAD.
2010: Saw a new President and Chief Executive Officer and company rebrand to PTC Inc. – CAD software renamed to Creo.
2013: More CAD and PLM-related acquisitions and then made the first IoT purchase – ThingWorx.
2014: Further IoT acquisitions – IoT connectivity management provider Axeda Corporation for $170m in 2014, IoT predictive analytics company.
2015: Coldlight for $105m.
2015 (November): Initial outside investment in AR with the acquisition of Vuforia from Qualcomm.
2016: industrial connectivity provider Kepware for $100m.
2018: (April): Acquired Waypoint Labs.
62. Roadmap Tips to Align Stakeholders (ProductPlan)
1. Gather consensus around goals
2. A North Star shall guide them
3. Forget features and think about themes
4. Provide a holistic view
5. Avoid vanity metrics
6. Be open to ideas
7. Placate the Agile zealots
8. Don’t tell engineers how to do their job… at
least not in a roadmap
9. Be sure the benefits outweigh the costs
10. Match your maturity
11. Acknowledge the risks
12. Don’t out map your team’s capabilities
13. Expose the process
14. This is not a solo mission
15. Provide consistent updates
16. Scope things out
17. Prioritize around priorities
18. Balance short-term wins with long-term
objectives
19. Leave room for technical debt
20. Don’t let sales gaslight you
21. Balance big customer demands
22. A visual presentation of your vision
23. Wordiness is your enemy
24. Pick a realistic timeframe
25. Manage to milestones
26. Less is more
27. Honesty is the best policy
28. Keep it current
29. Set the stage for your story
30. Use the right tools
31. No surprises
32. Set an agenda
33. Take on the HiPPOs
34. Provide context
35. Never let your gut instincts show
36. The right roadmap for the right audience
37. Exude confidence
Product Alignment
63. The Convergence of IoT-AI-AR for Industry 4.0
AR introduces a new level of interaction
between humans and intelligent and
connected devices.
Evolving towards edge-based decision
making scenarios where the interaction
human connected environment remains
important and necessary.
Research found that AI and AR together
can address some of the limitations and
issues of IoT, enabling manufacturing
companies to solve some of their key
problems, such as inefficiencies in the use
of resources and downtime.
Research by Saverio Romeo,
Lecturer, University of London
64. The Convergence of IoT-AI-AR for Industry 4.0 – Challenges
Organizational and Market Challenges Are the Major
Concern
Despite the successful projects, the adoption of
IoT-AI-AR-based projects is still at an early stage. There
are technological challenges to overcome. The IoT-AI-AR
community is less worried about technology and more
concerned about the business and organizational
implications of introducing those technologies in the
enterprise.
For example, there is a common view that the current lack
of AR device choices is a challenge, but there is also the
confidence that this challenge will be solved within two
years. Another issue is organization's’ data readiness to run
ML algorithms for predictive solutions, but again, the
community is convinced that the situation is improving and
soon several organizations will be ready for ML in cloud
and edge environments. Even on the security side, despite
being a top concern, the community is confident in its
maturity.
Inter-Alliance Collaboration Will Help Advance IoT-AI-AR
Convergence
Research by Saverio Romeo,
Lecturer, University of London
66. Vuforia Product Survey Results
Business Benefit Recommendation:
● Get Before & After Metrics on Customer Efficiency and Productivity
● Do ‘over the phone’ survey after customer implements solution
● Cross promote customer in innovation spotlight if they go on the
record with a quantified statement about improved business benefit
Feature Recommendation:
● Introduce features that reduce friction for entire end-to-end process
● NUI for seeing IoT data (point or use voice) for info retrieval
● Application Integration needs to be as easy drawing a line
● Supporting all widely used devices reduces learning curve
67. Vuforia Engine Product Reviews
The vast majority of comments were
very favorable with a few exceptions.
What do you dislike?
“Hard to modify existing code and
integrate with other applications”
What do you dislike?
“Not robust enough. Must take care
of edge cases.”
Recommendation: Read comments
from 4 star ratings in order to mine
for nuggets of improvement.
Link to reviews
70. Vuforia Feature Comparison
There are a number of product comparison articles on the web and some could potentially
misrepresent Vuforia on features like: marker recognition, geo-location, or lighting
estimation.
Recommendation: for inaccurate feature reporting, ensure that you highlight correct
information on the Vuforia product page.
71. Eyewear Devices & UWP Devices Supported
Device Name Comments
Microsoft
HoloLens 1, HoloLens 2
All features supported except for Ground Plane.
For equivalent functionality, please use SDK
provided by OEM.
Magic Leap
Magic Leap 1, Magic Leap One Creator
Edition
All features supported except for Ground Plane
and Area Targets. For equivalent functionality,
please use SDK provided by OEM.
Beta support only
Vuzix
M300, M400
Supported features: ImageTargets,
CylinderTarget, MultiTargets, VuMark,
ObjectTargets. Extended Tracking not supported
(no DeviceTracker).
RealWear
HMT-1, HMT-1Z1
Supported features: ImageTargets,
CylinderTarget, MultiTargets, VuMark,
ObjectTargets. Extended Tracking not supported
(no DeviceTracker).
Device Name
Microsoft Surface
Surface Book, Surface Pro (2017),
Surface Pro 4, Surface Pro 6, Surface
Pro 7, Surface Go, Surface Go 2
Panasonic Toughbook
CF-20, CF-33
HP Envy X2
72. Recommendation: 10 Question Satisfaction Survey
1) How often do you use Vuforia?
2) Does Vuforia help you achieve your
goals?
3) What is your favorite feature of the
Vuforia?
4) What would you improve if you could?
5) 5a) On a scale from 1 to 10 with 1 being
extremely unsatisfied and 10 meaning
very satisfied, how would you rate
Vuforia?
5b) A descriptive scale that measures a
customer's response from unsatisfied to
satisfied. The customer is a given a short
list of responses to choose from that
range from "very unsatisfied" to "very
satisfied."
5c) A picture scale that uses images to
symbolize customer satisfaction. For
example, you can use happy, sad, and
indifferent emojis to quickly communicate
customer feedback.
6) In your own words, describe how you
feel about Vuforia.
7) How can we improve your experience
with the company?
8) What's working for you and why?
9) What can our employees do better?
10) Do you have any additional comments
or feedback for us?
Additional Questions?
73. Additional Survey Questions
Rank Product Quality?
Rank Ease of Use?
Rate Product Value?
Continued Use?
Future Plans?
Top Feature Request?
Top Application Integration
Request?
Why would you buy from
us and not competitor?
What is the solution to
your problem that we
specifically are providing?
Does what we’re providing
meet your specific need?
75. Open Source Strategy: OpenAR Cloud
OpenAR Cloud mission is to drive the development of open and interoperable AR Cloud technology, data and standards to
connect the physical and digital worlds for the benefit of all.
They believe AR cloud technology will profoundly change the way we see and interact with each other and our physical
surroundings. We are dedicated to creating standards, guidelines, tools, and data required to build a better world. We know that,
above all, we must protect & preserve our individual and collective freedoms, privacy, dignity and opportunity…for one and all.
76. Industrial Internet Consortium
The Industrial Internet Consortium was founded in
March 2014 to bring together the organizations and
technologies necessary to accelerate the growth of the
industrial internet by identifying, assembling, testing and
promoting best practices. Members work collaboratively
to speed the commercial use of advanced technologies.
Membership includes small and large technology
innovators, vertical market leaders, researchers,
universities and government organizations.
Through multiple activities and programs, the Industrial
Internet Consortium helps technology users, vendors,
system integrators and researchers achieve tangible
results as they seek to digitally transform across the
enterprise. The resources of the Industrial Internet
Consortium – developed collaboratively over the years
by industry experts from around the globe and across all
industries – give organizations the guidance needed to
strategically apply digital technologies and achieve
digital transformation.
77. Recommendation: Vuforia Features, Cost, and Ease of Use
Review Customer Survey Results
Robust Features:
Ensure features as good as or
can outperform competition
Ensure workflow is smooth
Value For The Money:
Compare to free products
Check for Price Sensitivity
Package
Ease of Use:
As Easy as placing sticky notes
Eye tracking heat maps
Test for Intuitiveness
Test User Speed
79. Dynamics 365 Guides $65 Per Month
Pre-loaded on HoloLens?
Capabilities:
● Adapt at the speed of change
● Reduce errors and help increase safety
● Accelerate time to value
● Transform existing processes
● Maximize operational effectiveness
80. Competition: Large Players
Company Revenue Market Share Advantage Position
$ Leader
$
$
$
$
$
(Game Changer, Leader,
Niche, Established)
81. Competition: Small Players
Company Revenue Market Share Advantage Leader Position
$
$
$
$
$
$
$
(Game Changer, Leader,
Niche, Established)
82. Competition: Small Players (Continued)
Company Revenue Market Share Advantage Position
$
$
$
$
$
$
$
(Game Changer, Leader,
Niche, Established)
84. Customer Score
(very small sample size)
● PTC ranks slightly lower
than Autodesk on quality,
price, and customer service.
● Yet, PTC’s Net Promoter
Score by customers is
significantly higher than
Autodesk.
85. Employee Score
(very small sample size)
● PTC edges out Autodesk on
culture.
● Yet it ranks slightly lower on
its diversity score.
● Larger data pools are
necessary. Anyone should
take these results with a
grain of salt.
88. 2020 Financials
Comments, Trends, Observations...
Focus on Vuforia ARR by reducing churn and adding new subscriptions.
● Lower Entry Point
● Increase Stickiness
● 1) Raise your price. ...
● 2) Ditch the free plan. ...
● 3) Unbundle your features. ...
● 4) Eliminate unlimited features. ...
● 5) Move upmarket. ...
● 6) Up your upselling. ...
● 7) Get more leads through the door. ...
● 8) Increase lead to customer conversion rates.
● 9) OFFER YEARLY PRE-PAYMENT
Add Formulas
89. Ways to increase your B2B SaaS ARR
To acquire more customers, you could:
● Go after a new market: (Expand your platform to serve new personas, internationalize your software to serve new countries)
● Increase awareness: (content marketing, partner/channel network, or a referral system)
● Improve your website to book more demos
● Improve onboarding for new users to see value quickly
● Add a free trial or tier to capture more users to learn from
● Reposition value props to close more deals
To increase your ARPU (Average revenue per user), you could:
● Build new features, products, and services to add value for existing customers
● Integrate with other SaaS products to increase daily usage
● Develop a new pricing model to increase your Customer Lifetime Value
● Package features into common tiers to expand customer monetization
To reduce customer churn, you could:
● Increase reliability to improve user satisfaction
● Optimize your unsubscribe funnel to offer training services
● Open an API to partners
● Identify and solve usability gaps
● Capture and improve on competitor features
● Expand your customer success team
90. Recommend: Management Dashboard Key Financial Ratios
Working Capital
MRR & ARR
COGS
Operating Cash Flow
Assets /Liabilities
Ratio
Payroll Headcount
Quick Ratio
Accounts Payable Turnover
Accounts Receivable
Turnover
Net Profit Margin
Gross Profit Margin
Budget Variance
Employee Expense Rate
Customer Satisfaction
Add Formulas
91. Recommend: KPI Dashboard Marketing & Sales Reports
Marketing Reports 1
Monthly New Leads
Average Cost Per Lead
Customer Acquisition Cost
Inbound Marketing ROI
Market Penetration
Lead-to-Customer Ratio
Landing Page Conversion
Sales Report 1
Sales Revenue & Sales
Growth
Length of Sales Cycle
Sales Targets & Quota %
Sales Team Response Time
Sales Funnel Leakage
SQL to Quote Ratio
Number of Monthly Calls
Quoted to Closed Ratio
Marketing Reports 2
Organic Traffic
New Sessions & Total Visits
Traffic-to-Lead Ratio
Channel-Specific Traffic
Blog Post & Newsletter
Visits
Email Marketing
Performance
Social Media Traffic
Conversion
Sales Report 2
Average Deal Size
Customer Lifetime Value
Annual Revenue Per
Customer
Customer Retention &
Churn Rate
Active Customers by
Industry
Sales by Contact Method
Time Spent Selling
Monthly Contacts Per
Person
Add Formulas
92. S
Strengths
W
Weaknesses
O
Opportunities
T
Threats
One of PTC’s greatest strengths is high
double-digit revenue and earnings growth. This
above-average pace of growth is expected to
continue for multiple years.
- PTC’s partnerships with other companies are a
strength. PTC combined its ThingWorx industrial
IoT platform with Microsoft’s (MSFT) Azure cloud
technology to drive industrial innovation for the
production of smarter products. The company
partnered with Rockwell Automation (ROK) to
create FactoryTalk Innovation Suite, a system to
increase factory productivity by optimizing workers,
products, and processes. PTC’s partnership with
ANSYS (ANSS) for a groundbreaking simulation
driven product design solution known as LiveWorx.
- The company has a strong gross margin of
73.7% which marked an increase over PTC’s
5-yr.average of 72.9%. This is also higher than the
sector median of 47.6%.
- PTC has positive cash flow: Operating cash
flow was $271 million over the past 12 months. This
gave PTC the flexibility for multiple investing and
financing activities. Over the past 12 months, the
company spent $39 million on CapEx, $485 million
on acquisitions, repaid $160 million in debt, and
repurchased $148 million worth of stock. However,
PTC did issue $505 million in new debt and issued
$13 million in shares during this time to help
accomplish this.
- Diverse set of customers in a variety of
industries. Customers operate in aerospace,
defense, consumer packaged goods, electronics,
life sciences, industrial machinery, etc. Some of
these industries have protection from economic
downturns.
- The balance sheet is strong overall with 1.6x
more total assets than total liabilities and 1.17x
more current assets than current liabilities. This
puts the company on solid ground to withstand any
unexpected negative financial situations.
PTC is strong overall – however, the company
does have some weaknesses that investors
should be aware of.
- There are low barriers to entry for PTC’s
business. Other companies could create software
and services to achieve similar outcomes. PTC will
have to maintain a cutting edge for their technology
and continue to secure additional trusted
partnerships.
- Although the balance sheet is strong overall, it
has $1.35 billion in total debt with just $266 million
in total cash. This is 5x more debt than cash. The
company will need to improve its debt/cash
situation after the recent acquisition to be financially
better positioned for acquiring new businesses in
the future.
- PTC currently has low returns: ROE of -1% and
ROIC of 3% for the past 12 months. This is lower
than the company’s 5-year average ROE of 1.09%
and ROIC of 3.94%. Higher double-digit returns are
preferable.
PTC can employ a few strategies to position the
business for sustainable future growth.
- PTC should capitalize on the potential growth
for IoT and AR. These areas represent the highest
potential for growth over the next decade. One
example of PTC’s technology in this area is
assisting medical device manufacturers to get their
products connected through effective mobile apps
(ie. remote condition monitoring) to drive better
service and patient outcomes.
- Drive growth in the product life cycle [PLM] and
CAD (computer-aided design) markets. Although
these markets may have less growth than IoT and
AR over the next decade, PTC can still drive
growth for PLM and CAD. This can help balance
PTC’s product/service portfolio.
- Drive growth in new areas such as the Asia
Pacic region, where PTC currently has the lowest
percentage of total company revenue.
Improve ROE and ROIC: This can be achieved by
investing in high return projects while keeping
costs contained.
- Acquisitions: PTC closed on the acquisition of
Onshape in November 2019. Onshape provides
customers with a software as a service [SaaS]
model that combines CAD software with data
management and collaboration tools. PTC can
seek out other complementary.
PTC faces numerous threats that could have a
negative impact on the company.
- Competition can be a signicant threat for PTC
in the technical/system software industry. PTC
competes with Amazon (AMZN), Oracle (ORCL),
IBM (IBM), Siemens (OTCPK:SIEGY), and General
Electric (GE) in the industrial IoT and AR markets.
Autodesk (ADSK), Dassault (OTCPK:DASTY), and
Siemens are the competitors in the CAD and PLM
markets. Increased competition could take market
share away from PTC or make it challenging for the
company to grow at a strong pace.
- Since PTC is a software company, security
breaches in systems/software remain an ongoing
threat. PTC needs to ensure that its software
remains secure to reduce this threat.
- PTC is a global company. As a result, changes
in government regulations, taxes, tariffs, and
compliance, etc. could make doing business more
expensive in each country where PTC operates.
93. S
Strengths
W
Weaknesses
O
Opportunities
T
Threats
As one of the leading firms in its industry, PTC
Inc. has numerous strengths that enable it to
thrive in the marketplace. These strengths not
only help it to protect the market share in existing
markets but also help in penetrating new markets.
Based on Fern Fort University extensive research –
some of the strengths of PTC Inc. are –
- Highly successful at Go To Market strategies for
its products.
- Strong Brand Portfolio – Over the years PTC
Inc. has invested in building a strong brand
portfolio. The SWOT analysis of PTC Inc. just
underlines this fact. This brand portfolio can be
extremely useful if the organization wants to
expand into new product categories.
- Successful track record of product innovation.
- High level of customer satisfaction – the
company with its dedicated customer relationship
management department has able to achieve a
high level of customer satisfaction among present
customers and good brand equity among the
potential customers.
- Reliable suppliers – It has a strong base of
reliable supplier of raw material thus enabling the
company to overcome supply chain bottlenecks.
Strong dealer community – It has built a culture
among distributor & dealers where the dealers not
only promote company’s products but also invest in
training the sales team to explain to the customer
how he/she can extract the maximum benefits out
of the products.
- Good Returns on Capital Expenditure – PTC
Inc. is relatively successful at execution of new
projects and generated good returns on capital
expenditure by building new revenue streams.
- successful track record of integrating
complementary firms through M&A. It has
successfully integrated number of technology
companies in the past few years to streamline its
operations and to build a reliable supply chain.
Weakness are the areas where PTC Inc. can
improve upon. Strategy is about making choices
and weakness are the areas where an organization
can improve using SWOT analysis and build on its
competitive advantage and strategic positioning.
- Financial planning is not done properly and
efficiently. The current asset ratio and liquid asset
ratios suggest that the company can use the cash
more efficiently than what it is doing at present.
- Limited success outside core business – Even
though PTC Inc. is one of the leading organizations
in its industry it has faced challenges in moving to
other product segments with its present culture.
- Days inventory is high compared to the
competitors – making the company raise more
capital to invest in the channel. This can impact the
long term growth of PTC Inc.
- The profitability ratio and Net Contribution % of
PTC Inc. are below the industry average.
- High attrition rate in workforce – compared to
other organizations in the industry PTC Inc. has a
higher attrition rate and have to spend a lot more
compare to its competitors on training and
development of its employees.
- Organization structure is only compatible with
present business model thus limiting expansion in
adjacent product segments.
- Not very good at product demand forecasting
leading to higher rate of missed opportunities
compare to its competitors. One of the reason why
the days inventory is high compare to its
competitors is that PTC Inc. is not very good at
demand forecasting thus end up keeping higher
inventory both in-house and in channel.
The new technology provides an opportunity to
PTC Inc. to practices differentiated pricing
strategy in the new market. It will enable the firm
to maintain its loyal customers with great service
and lure new customers through other value
oriented propositions.
- Economic uptick and increase in customer
spending, after years of recession and slow growth
rate in the industry, is an opportunity for PTC Inc. to
capture new customers and increase its market
share.
- Stable free cash flow provides opportunities to
invest in adjacent product segments. With more
cash in bank the company can invest in new
technologies as well as in new products segments.
This should open a window of opportunity for PTC
Inc. in other product categories.
- Opening up of new markets because of
government agreement – the adoption of new
technology standard and government free trade
agreement has provided PTC Inc. an opportunity to
enter a new emerging market.
- Lower inflation rate – The low inflation rate
bring more stability in the market, enable credit at
lower interest rate to the customers of PTC Inc..
- Decreasing cost of transportation because of
lower shipping prices can also bring down the cost
of PTC Inc.’s products thus providing an
opportunity to the company - either to boost its
profitability or pass on the benefits to the customers
to gain market share.
- Government green drive also opens an
opportunity for procurement of PTC Inc. products
by the state as well as federal government
contractors.
- New trends in the consumer behavior can open
up new market for the PTC Inc. . It provides a great
opportunity for the organization to build new
revenue streams and diversify into new product
categories too.
Shortage of skilled workforce in certain global
market represents a threat to steady growth of
profits for PTC Inc. in those markets.
- No regular supply of innovative products – Over
the years the company has developed numerous
products but those are often response to the
development by other players. Secondly the supply
of new products is not regular thus leading to high
and low swings in the sales number over period of
time.
- The demand of the highly profitable products is
seasonal in nature and any unlikely event during
the peak season may impact the profitability of the
company in short to medium term.
Imitation of the counterfeit and low quality product
is also a threat to PTC Inc.’s product especially in
the emerging markets and low income markets.
- New technologies developed by the competitor
or market disruptor could be a serious threat to the
industry in medium to long term future.
- Rising pay level especially movements such as
$15 an hour and increasing prices in the China can
lead to serious pressure on profitability of PTC Inc.
- Intense competition – Stable profitability has
increased the number of players in the industry
over last two years which has put downward
pressure on not only profitability but also on overall
sales.
- Rising raw material can pose a threat to the
PTC Inc. profitability.
95. IoT Trends
● In 2020, 90% of organizations will have determined key performance
indicators to measure the success of their IoT projects.
● By 2021, 75% of organizations embarking on an IoT project will work
with a systems integrator to strategize, plan, deploy, and/or manage
the initiative.
● By 2022, 70% of new enterprise IoT applications built on IoT platforms
will leverage container deployment.
● By 2023, 70% of enterprises will run varying levels of data processing
at the IoT edge. In tandem, organizations will spend over $16 billion
on IoT edge infrastructure in that time.
● By 2023, 20% of cybersecurity incidents will stem from Smart City IoT
device deployments, forcing double-digit increases in cybersecurity
software and staff training budgets.
● To lessen critical equipment failures, by 2024, 40% of manufacturers
will use field asset IoT data to intelligently diagnose issues and
resolve autonomously, improving unplanned downtime by 25%.
● By 2023, 70% of IoT deployment will include AI solutions for
autonomous or edge decision making, supporting organizations’
operational and strategic agendas.
● By 2025, there will be 79ZB of data created by billions of IoT devices,
causing organizations to reevaluate their data governance, retention,
and usage policies.
● By 2025, 60% of manufacturers will use IoT platforms with digital
innovation platforms to operate networks of asset, product, and
process digital twins for a 25% reduction in cost of quality.
● By 2023, enterprises will struggle to manage all the different access
types used to connect their IoT endpoints, with 75% adopting more
than one connectivity type.
