The document is a lecture on marketing and entrepreneurship given by Peter Evans. It discusses key concepts around innovation and marketing, highlighting that marketing helps transform ideas into income through a strategic process. While ideas have potential, marketing is needed to understand customer problems, develop solutions, and build a business model to reach customers and generate revenue. The lecture aims to help attendees apply marketing concepts to inventions or ideas and gain a deeper appreciation for marketing's role in commercialization.
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Ideas to Income: An introduction to marketing
1. Ideas to Income
An Introduction to Marketing
MaRS Entrepreneurship 101
January 14, 2009
Lecture 1 & Workbook Slides
Peter Evans
Advisor, MaRS Venture Group
pevans@marsdd.com
2. Peter Evans
Advisor, MaRS Venture Group
pevans@marsdd.com
Peter Evans advises entrepreneurs and high growth companies in a range of technology markets,
specializing in strategic planning, research, product management and channel development. He
brings to MaRS over 15 years experience working in early-stage venture-backed technology
start-ups and publicly traded companies in the software, Internet services, online media and
telecommunications sectors.
Previously, Peter worked in major accounts sales, product management, research and senior
marketing roles with organizations such as Sympatico, FloNetwork (acquired by DoubleClick in
2001) and PlateSpin Inc. In his role as a consultant since 2003 he has worked with over 100
clients throughout North America from early stage ventures to large corporate clients such as
TELUS, CNW Group and DoubleClick in the US (just prior to its acquisition by Google). An angel
investor in a number of early-stage startups he is has served on a number of boards including
Sitebrand (Ottawa), XPLANE Corporation (St. Louis) and the Toronto Venture Group. His
community contributions include fundraising and educational work with organizations such as
the National Ballet School, Junior Achievement and seven years serving as a Big Brother with Big
Brothers of Metropolitan Toronto.
A noted speaker on strategy and marketing he has spoken at major conferences throughout
North America and Europe in addition to being a guest lecturer on marketing at UofT and
Queen’s. He was educated in cognitive psychology and telecommunications management at the
University of Toronto and Ryerson University and holds an MBA from Queen’s University. He is
currently completing the Certificate Program in Strategic Planning & Innovation at the M.I.T.
Sloan School of Management.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 1
3. What’s on for Tonight
Session Learning Objectives
What is Innovation?
Goals
What is Marketing?
Learn some key marketing
and strategy concepts
Why Marketing Matters?
Be able to apply them
to an invention or idea
The Problem with Ideas:
Have a deeper respect
“The Innovation Paradox”
for marketing as a discipline
Step by Step overview of how a Have Fun
marketing as a system of STRATEGIC
activities can transform Ideas to Income
Our Approach:
– Key Marketing Principles/Frameworks
– Best Practices (Examples)
– Workbook Sections for Reference)
– Take home exercise (fun for the whole family)
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 2
5. Innovation is Good
Wikipedia Says So
INNOVATION [in-uh-vey-shuhn n]
a new way of doing something. It may refer to incremental,
radical, and revolutionary changes in
- Thinking
- Products
- Processes
- Organization
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 4
6. 10 Types of Innovation
It goes way beyond science & technology
1. Finance/Business Model
1. Finance/BusinessModel - -How you make money
How you make money
2. Networks and Alliances How you join forces with other companies for mutual
2. Networks and alliances - - How you join forces with other companies for
mutual
benefit benefit
3. Enabling process - How you support the company's core processes and
workers
4. Core processes - How you create and add value to your offerings
5. Offerings - Product performance
5. Offerings - Product performance How you design your core offerings
How you design your core offerings
6. Product System
6. Product System -- How you link and/or provide aaplatform for multiple
How you link and/or provide platform for multiple
products.
7. Service - How you provide value to customers and consumers beyond and
around your products
8. Delivery Channel
8. Delivery Channel -- How you get your offerings to market
How you get your offerings to market
9. Brand
9. Brand - How you communicate your offerings
10. Customer Experience How your customers feel when they interact with your
10. Customer Experience --How your customers feel when they interact with your
company and its offerings
Source: Doblin – Division of Monitor
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 5
7. Innovation is…
creativity fused with
process that transforms.
ideas income
+
positive
social
change
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 6
8. Innovation is…
creativity fused with
process that transforms.
ideas income
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 7
10. Marketing Definitions
How the professionals describe marketing
“Marketing is the activity, set of institutions and
processes for creating, communicating, delivering and
exchanging offerings that have value for customers,
clients, partners and society at large.”
AMA (American Marketing Association)
“The management process responsible for identifying,
anticipating and satisfying customer requirements
profitability”
Philip Kotler –Author &
Professor of International Marketing
Kellog School Of Management, Northwestern University
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 9
11. Where Marketing Fits
Within the Business Functions of a Company
IDEA INCOME
R&D MARKETING SALES SERVICE FINANCE Legal HR
MARKET STRATEGY PRODUCT MARKET PARTNERSHIPS SALESFORCE
RESEARCH MANAGEMENT MANAGEMENT INTEGRATION
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 10
12. The 4P’s as a Framework
A simple linear view of the marketing process
PROMOTION
Sales promotion strategy,
advertising, publicity
PRICE
Pricing strategy, cost accounting,
price setting research
PLACE
Distribution channel strategy,
distribution merchandising
PRODUCT
Product strategy, “needs”
research, development pllan
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 11
13. Benefits of Marketing
What’s in it for start-ups?
Customers
✔ Establishes your relevance/credibility with the right first customers
Product
✔ Clearly identifies problems and critical transition points and guides the
development of the right prototype and product
Markets
✔ Creates a more predictable and scalable go-to-market process and alignment
with the right segments
Investors
✔ Provide a common framework for understanding key areas of the business that
affect success. Shows how a company can grow and make money on a
sustainable basis
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 12
14. Why Marketing Matters
Its in the numbers…
More than
Average 15
Slides
in an Investor Pitch Deck
50%
are marketing related
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 13
15. How an Investor Sees Marketing
Investor Presentation: Table of Contents
1. Company Overview & Vision
8. Competitive Advantage/
Intellectual Property
2. Management & Advisors
9. Category Map -
3. Customer Problem
Where our Solution Fits
10. Competitive Advantage
4. Market Opportunity/Size
(Value Matrix/Value Curve)
5. Solution
11. Business Model
6. Benefits/Value Proposition
12. Marketing & Sales
(Customer Acquisition/Sales Cycle)
7. Success to Date (Customers/ 13. Financial Projections (3-5 Yr.)
Partners/Patents)
14. Financing Requirements
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 14
16. How an Investor Sees Marketing
Marketing is threaded across the venture
1. Company Overview & Vision
8. Competitive Advantage/
Intellectual Property
2. Management & Advisors
9. Category Map
3. Customer Problem
Where our Solution Fits
10. Competitive Advantage
4. Market Opportunity/Size
(Value Matrix/Value Curve)
5. Solution
11. Business Model
6. Benefits/Value Proposition
12. Marketing & Sales
(Customer Acquisition/Sales Cycle)
7. Success to Date 13. Financial Projections (3-5 Yr.)
(Customers/Partners/Patents)
14. Financing Requirements
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 15
17. So What Happens when
Marketing
Gets it Wrong?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 16
18.
19. Reasons for Market Failures
The 7 Deadly Sins
Failure to clearly identify and focus on:
1. Market Category – Addressable Market
2. Target Customers – Problem you solve
3. Competitors (Current and Future) – Who Else is Working on this Problem?
4. Product Strategy/Positioning – Your Unique Approach
5. Pricing structure – What End Customers and Channels will Pay for the Product
6. Distribution Model - Direct or through Partnerships?
7. Revenue Model – How you Make Money (Partnerships/Licensing)
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 18
20. And it’s getting even
tougher to
compete these days…
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 19
21. Nobody is Safe Anymore
Even some of the most established companies are under seige
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 20
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26. But does Marketing
REALLY Matter?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 25
37. Most Sales Don’t Close
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 36
38. Why Most Sales Don’t Close
Here’s where the process breaks down
No Pain No Power
No Goal = No prospect Power buys from power
Critical points of pain or key While end-users and influencers are fun
business issues are necessary to to sell to they have not have the authority
initiate a search for a solution to buy
Ultimate decision-makers may have
different goals (points of pain)
No Solution No Value
Feature/Function discussions are Goals should be related back to $$$
useless unless put in context of Tangible value propositions provide a
the customer’s pain
means of reducing price pressure i.e.
Solutions must be created in the Reduced cost, increased revenues,
prospects mind through careful, higher customer satisfaction/lower churn
methodical diagnosis etc.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 37
39. Back to the Drawing Board
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 38
41. Ideas Don’t Have Market Context
Even Webster is pessimistic
idea (n.) i·de·a*
a form, look or appearance of a
thing as opposed to its reality.
a conception existing in the
mind
a thought, a mental image, a
notion
an opinion, view, or belief
a groundless supposition; a
fantasy
a hazy perception
a vague impression, fanciful
notion, inkling
Source: Random House Webster's Unabridged Dictionary
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 40
42. We have an Innovation Paradox
Not all technologies can spark the creation of a business
Science
Technology
Product Company Business
Source: Neoset Ventures
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 41
43. The Market is Not your Customer
People or organizations with needs and budgets are…
Market Problem Buyer Budget
Source: Neoset Ventures
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 42
44. Transforming Ideas to Income
4 Key Areas of Focus
Science
Technology Product Company Business
1 Market
Opportunity 2 Value
Proposition 3
Distribution
Strategy 4
Financial
Model
Market Problem Buyer Budget
Source: Neoset Ventures
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 43
46. Transforming Ideas to Income
Another way to think about marketing in a strategic context
1
1. Markets
SCAN
(Markets)
2. Customers
2
3. Suppliers, Partners
Networks
CONFIGURE 3
5 (Internal Capabilities)
4. Competitors
5. Financial Engine
4
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 45
47. Looking at Convergent Themes
A free search engine + a paid (Cost-per-Click) ad model
3. Sustain 1. Create
Search Technology
Markets
2. Capture
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 46
48. Eliminating Unrecoverable Cost
Apple focused on what buyers really hated about buying music
3. Sustain 1. Create
MP3 Standard
Customers
2. Capture
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 47
49. Leveraging the Ecosystem
Salesforce.com went beyond SAAS to Software Syndication
3. Sustain 1. Create
CRM Platform
Partners &
Suppliers
2. Capture
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 48
50. Delivering Unexpected Value
Virgin is opportunistic & aspirational in building its brand
3. Sustain 1. Create
Competitors
2. Capture
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 49
51. Tuning the Financial Engine
From simplified logistics to fuel hedging Southwest stays on top
3. Sustain 1. Create
Too many to
mention !
Financial
2. Capture
Too many to
mention !
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 50
52. 1. Scan
1
Category: Market
SCAN
(Markets)
Goal:
2
Look for Convergent Themes to
Discover new Markets
Key Questions:
What market category are you 5 CONFIGURE 3
(Internal Capabilities)
pursuing?
Are you creating a new category?
How big is it?
Do buyers have industry context to 4
make a decision?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 51
53. 2. Filter
1
Category: Customer
SCAN
(Markets)
Goal:
2
Eliminate Unrecoverable Costs
Key Questions:
Who is your customer?
What problem do you solve?
5 CONFIGURE 3
(Internal Capabilities)
How do you know it’s a
problem?
How much will customers pay to
solve the problem?
How did you decide on pricing?
4
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 52
54. 3. Synchronize
1
Category: Suppliers, Partners & Networks
SCAN
(Markets)
Goal:
2
Leverage the Ecosystem to help
deliver a better, faster, cheaper
solution
Key Questions:
5 CONFIGURE 3
Who has the power to get you to (Internal Capabilities)
your target customer segments?
What degree of influence do key
suppliers have on your ability to
produce your solution?
How can you best approach the 4
market opportunity (Direct vs.
Channel)
Are there syndicated networks
you can use to sell your product?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 53
55. 4. Amplify
1
Category: Competitors
SCAN
(Markets)
Goal:
2
Deliver Unexpected Value that
Competitors Can’t Match
Some Focus Areas:
Who is your competition? CONFIGURE
What are their strengths and 5 (Internal Capabilities)
3
weaknesses?
Apply the concepts in Step 2&3
to strip out unrecoverable costs
that customers do not value. Can
you delight customers on elements
of the product/service where 4
quality can be raised or new
elements can be created to
develop a sustainable advantage?
Can you demonstrate thought
leadership in the category and use
it to evangelize through industry
opinion leaders?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 54
56. 5. Tune
1
Category: Financial
SCAN
(Markets)
Goal:
2
Optimize revenue and costs
Key Questions:
What is your method for
capturing revenues (product sales,
royalties, licensing advertising 5 CONFIGURE 3
supported)
(Internal Capabilities)
What are the total costs? -
professional services, sales
engineers etc.
Any upfront payments or 4
recurring revenues? (maintenance,
upgrade revenue sources)
Do partners need to be paid? -
Sales Channel – Direct,
Distributors, VARS
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 55
63. Total economic value
created by VCs.
Total amount of
money raised
by VCs.
SOURCE: NVCA / Thompson Reuters Exit Poll
SOURCE: NVCA / Thompson Reuters VC Fundraising Q3
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 62
64. B2B Tech. Then Today
Corporate Goals
Revenue Growth
Cashflow
Technology Buyer Focus
Competing against time
Competing against inefficiency
Technology Positioning
Revolutionary Technology
Evolutionary Technology
Market Segmentation Focus
Horizontal Market Expansion (for Breadth)
Vertical Expertise (for Depth)
Sales Approach
Transaction-Oriented Sales Consultative Selling Approach
(Buy what I have)
Salespeople
Tin-Men (Horizontal Orientation)
Sales Strategists (Vertical Expertise)
Lead Generation Strategy
Volume Oriented: Telesales/Cold-Calling
Exec. Referrals (3-Degrees of Separation)
Marketing Dept. Role
Poorly Defined – Non-Integrated Island Accountable & Aligned with Sales
Product Management Focus
Features Development Focus on Relevance…not just Differentiation
MarCom Focus
Info. Overload
Less is More (Contextual/Diagnostic Sales
Tools), Thought Leadership through Research
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 63
65. Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 64
66. What We Can Learn from the Movies
The power of convergent metaphors
Emerging Technology
Emerging Category
Who Cares?
Visual Recognition Digital Signage
Systems
GPS Location-Based Pay as You Drive
Services Technologies
Insurance
Social media (blogger) Reputation Management
performance monitoring)
for UGC
Public Opinion Brand Reputation
Measurement Software
Management
Gesture Based “Edutainment Software”
User Interfaces
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 65
67. Category Mapping (CleanTech)
Understanding how the sector forms into “microclusters”
Source: Greentech
Media (2007)
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 66
68. Market Sizing
This is NOT a Believable Revenue Forecast
Market Total Revenues Expected Projected Company
Market Revenues
Share
Automotive $60 billion X 0.1% $60 million
Aerospace $40 billion X 0.1% $40 million
Healthcare $30 billion X 0.1% $30 million
Food Service $30 billion X 0.1% $30 million
Total $160 million
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 67
70. Technology Creates Market Disruption
Some of the Golden Rules
Clayton Christensen sets out 4 rules that govern disruptive innovations:
Technology keeps getting better. In every market, technology advances
and improves and is driven by a set of behavioural, economic, regulatory
and institutional factors. Companies take advantage of this by offering
better products at higher prices, and by listening to and targeting
mainstream and high-end users.
Customers will use a technology, up to a point. Technological progress
inevitably reaches a point where it's far above what customers actually need
and can use.
Overshooting customer needs enables disruption. When the level of
technological progress is far above what customers actually need and can
use, the phenomena of overshooting creates the opportunity for an upstart
to come in with something that's cheaper, simpler and good enough for a
set of customers who don't need the advanced technology.
It's not really about technology—it's about the business model. Small,
nimble, disruptive firms can succeed with business models that are
unattractive to incumbents.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 69
71. Critically Assessing your Idea
To drive customer relevance
What are you best at that no one else is?
How does that “translate” to proposed customer benefit?
– Underlying Innovation – product – solution
Why should a customer care?
– How much better than current technology/product/solutions
Which markets desperately need you?
– Urgency over “nice-to-haves”
What buyers must have your solution?
– This is a realistic forecast number
What problems do you solve?
– How do customers talk about the problem? What is their point of view?
What is the real (loaded) customer cost to buy the solution?
– Time & resources to deliver and implement etc.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 70
72. Developing a Value Driven Strategy
The Most Important Equation You Should Remember
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 71
73. Minding your P’s & Q’s
What’s YOUR Strategy for Adding Value for Customers?
Higher
Average Value
Inferior Customer Value
for
(Over-priced or Over-specified)
Quality Buyers
Relative Average Value - Superior Value
Parity
Price “Stuck in the via
Middle” Higher Quality
Average Value Superior Value Maximum
Lower for via Buyer
Price Buyers Lower Prices Value
Lower Parity Higher
Relative Quality
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 72 KW-025
74. Segmentation Model (AMD)
How Microprocessors Cluster on Key Consumer Dimensions
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 73
75. Customer Segmentation
The Most Important Research You Can Undertake
A Segment is a Sub-Set of Buyers:
– Within a market who share similar needs
– Demonstrate similar buyer behaviour
Emphasis is on identifying clusters of buyers who are:
– Attractive
– Unattractive
– Non-addressable
Good Segmentation Reveals Clusters that satisfy the following criteria:
– Identifiable - The differentiating attributes of the segments must be measurable so that
they can be identified
– Accessible - The segments must be reachable through communication and distribution channels.
– Substantial - The segments should be sufficiently large in order to justify the resources required to
target them
– Unique Needs - To justify separate offerings, the segments must respond differently to
the different elements of the marketing mix
– Durable - The segments should be relatively stable to minimize the cost of frequent product changes
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 74
76. Where are you in the Buying Cycle?
There are rules to how markets adopt technology
Source: Moore (2002), Crossing the Chasm: Wiefels (2002), The Chasm Companion
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 75
77. Getting Caught in the Chasm
Pragmatists don’t trust visionaries as references
Visionaries vs. Pragmatists
Adventurous
Prudent
Early buy-in attitude
Wait-and-see
Think “big”
Manage expectations
Independent of the “herd”
Part of the “herd”
Spend first
Spend next
First use capability
Staying power
Think Pragmatists are Think Visionaries are
pedestrian reckless
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 76
78. Marketing to Buyers in Organizations
Parinelli’s Influence & Authority Network
Functions Users What to ask:
Salesperson What are you using for a system now?
Clerical Staff How are you using it?
Database Admin. Any serious problems?
Call Center Sales/Support Who’s who in the org.?
Features Seymours What to ask:
IT Manager What are the technical criteria?
Marketing Manager How much? How long?
Director How big?
How would you design the perfect solution
to this problem?
Benefits VITO’s What to ask:
CEO/President What are the specific goals for your
organization over the next (quarter, year?)
Executive Director (Assoc.)
What new markets is your organization
Executive VP (Industry)
looking to grow in?
COO/CFO/CMO
What are the criteria for establishing a
business relationship?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 77
79. Analyzing Customers
Use this guide to better understanding buyer orientation
Vertical
Horizontal
Spatial
Pharma
C-Level
HR
.
Ops.
Marketing
Finance
Robotics
X
X
.
VP-Level
Medical
Academic
X
Devices
Director
Photonics
Manager
Government
User
Key Questions to Ask…
1. What Experience do they have?
3. What are their Responsibilites?
2. Who do they Report to? 4. What Motivates them?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 78
80. Case Study
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 79
81. Where are all the Flying Cars?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 80
82. They Have been Working on Other Stuff
More features … Less Function…and a bailout package
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 81
83. Is this a Reasonable Request?
The Innovators are working on it…sort of
Taylor Aerocar: 1949
General Motors: Early Prototype?
Moller Skycar: 2008
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 82
84. Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 83
86. Assignment for
Next Week’s
Lecture
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 85
87. Q1.
Why are the
flying cars not
taking off ?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 86
88. Bonus Round
Q2.
If we were to ask the right
questions to PROFITABLY
REDEFINE the category of
“personal aviation”
what would they be?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 87
89. Hint.
Go back to the slides
and think about MARKET
TRENDS + what
CUSTOMERS (really)
want!
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 88
90. Send your
responses to
pevans@marsdd.com
by 9am Jan 24th, 2008
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 89
93. Identifying/Sizing your Target Market
Target Market Criteria
Size
The estimated size of the market to determine whether or not it is
worth going after. Beware of “top-down” sizing
Expected Growth
The size of the market may be small, but if it is an emerging
market that is growing significantly it may be worth going after
Competitive position
The less competition the more attractive the market
Cost of reaching the market
Is the market accessible to you?
Compatibility
Is it aligned with your objectives competencies & resources
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 92
94. Creating a Category Map
How do you stack up on key factors that drive value
High
Competitor 3
Competitor 2 You?
Performance
Competitor 4
Competitor 1
Low
Low High
Ease-of-Use
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 93
95. Segment Scoring
Try to rank various market segments using this scoring model
Segment G
Segment D
Segment C
Segment A
Segment B
Segment E
Segment F
Market Size [$] $.6 B $1.2B $5.0 B $.16 B $1.5B $0.3B $0.2B
Value Chain Ownership 1 5 8 6 3 2 1
Market Potential $ $0.2B $75M $10M $35M $80M $15M $10M
Time to Market [years] 4 2 1 3 2 4 7
Barriers to entry [#] 6 2 2 5 4 3 9
Differentiation [#] 7 4 5 4 3 5 9
Competitive Threats [#] 2 2 2 4 7 4 2
Investment required [#] 6 5 3 7 9 5 9
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 94
97. Secondary Marketing Research
A Starting Point
Secondary Research
Sources
Information provided by third-party sources Consulting firm research
(may be syndicated “shared” content)
Reports
Government reports and
Information has been gathered from previous statistics
market research
Newspaper articles
Web-based articles, reports,
etc.
Advantages
Census reports
– Ease of access
Trade magazines
Scientific and trade journals
– Lower Cost
Libraries and resource centers
– Less time consuming
Books on the industry
Published reports and studies
Disadvantages
– Information may not be exactly what is
required to assess new markets
– Results may be out-of-date
– Research design may be poorly constructed
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 96
98. Primary Marketing Research
4 Types of Research Design
1 Qualitative (Focus groups, In-Depth interviews)
Used for explorative purposes
Small number of respondents
Not generalizable to the whole population - statistical significance and confidence not calculated
2 Quantitative (Surveys and Questionnaires)
Generally used to draw more conclusions and tests a specific hypothesis
Uses random sampling techniques
Infers from the sample to the population - involves a large number of respondents
3 Observational (Product in-use Analysis, Empathic Design)
Observational research that employs a process of watching—without interfering
Concentrates on viewing the customer doing everyday activities in their own environment
4 Experimental (Purchase Labs, Test Markets)
Researcher creates an artificial environment to try to control spurious factors, then manipulates
at least one of the variables
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 97
99. Getting Customer/Market Data
A Qualitative & Quantitative Research Checklist
Online SME
Surveys Interviews
Telephone News Scanning
Focus Patents
Surveys Services
Groups
Customers SME Competitors
Interviews
Demos.
Advertising Websites
Clinical Trials & Speaking Employee
Custom
Panels Blogs
Trade Assoc.
Statistics
Government
Reports Trade Shows
Market
Media Syndicated
Monitoring Economic Research
Reports
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 98
101. Where are you in the Buying Cycle?
Can you identify what group of buyers you are addressing?
Source: Moore (2002), Crossing the Chasm: Wiefels (2002), The Chasm Companion
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 100
102. Segmentation Variables
How does your market cluster on these key segment
breaks
Consumer Characteristics (Partial Buying Situations (Partial List):
List):
Outlet type: In-store, catalogue
Geographic: Region, city size,
metropolitan area, density
Benefits sought: Product
features, primary motivation
Demographic: Gender, age, race,
life stage, birth era, residence Product Usage: Usage rate,
tenure, marital status
awareness and product
knowledge
Socioeconomic: Income,
education, homeowner,
Behaviour: Involvement in
purchase decision
Psychographic: Personality,
values, lifestyle, status
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 101
103. Qualifying your Sales Prospects
Have you addressed these key areas in the sales process?
Customer’s Pain Qualified Buyer Has Authority to Proceed
No Goal = No prospect Power buys from power
Critical points of pain or key While end-users and influencers are fun to
business issues are necessary to sell to they have not have the authority to buy
initiate a search for a solution
Ultimate decision-makers may have different
goals (points of pain)
Solution is Understood Value has been quantified
Feature/Function discussions are Goals should be related back to $$$
useless unless put in context of Tangible value propositions provide a
the customer’s pain
means of reducing price pressure i.e.
Solutions must be created in the Reduced cost, increased revenues,
prospects mind through careful, higher customer satisfaction/lower churn
methodical diagnosis etc.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 102
104. Pricing Research
Work through these areas before you set your price
What’s your fundamental strategic model?
– Premium Price (Product Leadership)
– Lowest Price (Operational Excellence)
– Blended Model (Customer Intimacy)
What is the Method for Capturing Revenues
– Product sales
– Royalties
– Licensing
– Advertising supported
Some other Factors Need to be Considered
– What are the total costs? - professional services, sales engineers etc.
– Upfront payments or recurring revenues? (maintenance, upgrade revenue sources)
– Do partners need to be paid? - Sales Channel – Direct, Distributors, VARS
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 103
105. Some General Pointers
Beware of OVERESTIMATING your market forecast - Especially if you are not
in an established market category
Ironically, it can be much harder to compete in a market where there are no existing competitors - Why? You
are competing against “non-consumption” - Customers lack points of reference that can serve to validate
their need for your technology
When assessing market opportunity don’t overlook the benefits of market
research
Good market research mitigates risk. Besides interviews with current and prospective customers,
make sure to review reports or interview key technology analysts and other Key Opinion Leaders
covering your space.
Remember…Differentiated Technology is NOT Enough
Market relevance is more important than ever in identifying a target market. Look for
“necessary“ product/service requirements that have not been satisfied by competitors.
Look for Areas where you can deliver UNEXPECTED value
Design your product and service on key attributes of value that amplify the impact you make
with reference customers. The trick to building market share is to over-deliver in areas that
matter most ….and leaving the things that don’t matter to competitors.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 104
106. Here’s More…
Understand your VALUE DISCIPLINE: How you can best create value in a
market vs. your competitors
Clearly understand how your competitors create value - Is their product best in class? Do they lead with low-
price? Or are they customer intimate with a highly specialized product for niche segments? What room have they
left you to exploit the market through a different approach?
Draw a category MAP to better articulates how you fit vs. competitors and
other product/service substitutes
A category map that defines your product/service and competitors across key criteria is critical to providing much
needed context to potential buyers
Identify how you add to the “Customer’s UNDERSTANDING of the Problem at
Hand”
Do you have a diagnostic process that guides prospects through a method of determining and quantifying the
impacts on their organization? Does this also translate tangibly into financial measures?
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 105
107. And More
Remember Points of Pain for Customers VARY greatly within the Same
Company
– Understanding the prospect’s Vertical (C- Level, Director, Manager, User) and Horizontal (Functional - Finance,
Operations, IT, HR) Orientation is critical to mapping out points of pain correctly.
Identify the optimum point of entry - It’s often NOT the VITO on the first call
– While it’s important to get to the VITO (Very Important Top Officer) don’t overlook the need to research their
agenda with subject-matter-experts who are lower in the organization (often a best point-of-entry is the sales
dept.)
TRIANGULATE with your Competitors to Float the category !
– Gaining an understanding of the marketplace by just checking out competitors’ websites is an inexpensive but
myopic approach to benchmarking who you are up against. Supplement your research with regular competitor
meetings where your share a little about what you know about other competitors - and get a lot in return.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 106
108. Getting Started Guide
If you want to get going keep these steps in mind
Market Dynamics
Why is this a good opportunity now?
Look at customer trends, regulations,
technological advances
Market Sizing
Market Prioritization and Rationale
Look at analyst reports and do “bottom-
Review your total market and industry up” analysis…not top down
dynamics
Customer Insights
Conduct customer interviews,
Select segmentation criteria
focus groups, discussions with
experts, etc…
Divide relevant market into customer
segments
Run some estimates of potential market
Target Market
share, sales volumes, revenues, and
profit (under various funding /resource /
Describe each customer target group
partner scenarios)
Competitors
Develop a meaningful category map
Evaluate competitors for partnering that spatially compares competitors on
options or exit possibilities
key factors for creating value.
Copyright 2008 – Peter Evans - www.linkedin.com/pub/0/192/665 pg 107