NASSCOM Presentation by Sanjeev Gadre
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Transcript of NASSCOM Presentation by Sanjeev Gadre
What & How to Build a Product Business
Addressing the Marketing Challenge
Sanjeev Gadre Vice President - Marketing
Proprietary and Confidential2
Disclaimers
All opinions expressed herein are my own and do not
represent in whole or part that of Subex Azure Ltd.
All opinions expressed herein draw on my personal
experiences, so in case you violently disagree, please bear
with me.
Experiences relevant to high price/low volume products May be limited (?) in relevance to low price/high volume products
Proprietary and Confidential3
Agenda
Strategic questions What is marketing’s role?
How should I measure marketing’s impact?
Tactical plans Roles and responsibility matrix
Sales toolkit
Multi-modal marketing program
The Public Affairs leverage
Proprietary and Confidential5
Marketing > Marketing Communications
UNAWARE
AWARE
INTEREST
DESIRE
ACTION
Sales Driven
Marketing Communications
Proprietary and Confidential6
Marketing > Marketing Communications
UNAWARE
AWARE
INTEREST
DESIRE
ACTION
Sales DrivenMarketing Driven
Proprietary and Confidential7
Marketing’s Mission
Carry the primary responsibility for
demand creation.
Must compel prospects to move
closer to a purchase decision for
our products (alternatively become
complacent to competitive products).
If it does not facilitate a sale then its not Marketing
Proprietary and Confidential8
Marketing Mix Investment Model
Source: Pedro Laboy, COO – Senior Partner, Tocquigny
Proprietary and Confidential9
$100M
Build additional Pipeline
Lead Generation
Mature current Pipeline
Sales Support
Q4FY07 Q1FY08 Q2FY08 Q3FY08 Q4FY08
Key Measure of Performance:Increase in Weighted Sales Funnel
Product Targets
Regional Targets
Business Objectives
$15M$35M
$40M
$50M
$160M $200M$125M $250M
Proprietary and Confidential12
A Scalable Organization Structure
• Develop & implement programs to positively impact corporate brand amongst trade press & industry analysts
• Deliver on a regular press release calendar
• Own marketing plan to meet product revenue target
• Analyze market trends & develop marketing strategy
• Develop relevant marketing tools & collateral
• Voice-of-sales
• Develop & implement regional marketing plans
• Provide regular, visible, tactical support to sales team
Proprietary and Confidential13
Conceptual Clarity & Contextual Familiarity
What is your position? Can you express your position in a 10 word sentence?
Does the market value your position? Why is it valued?
Make market research part of ongoing marketing
plans
Proprietary and Confidential14
A Typical Product Sales Toolkit
Datasheet Single sheet high level introduction
Brochure 4-8 sheet relating business benefits to product
offer
ROI tool Product description document
Detailed explanation of product functionality
Product presentation Articulating business problems & positioning the
product Competition analysis
SWOT, battle-cards Competitive product comparison Competitor kill-kits Case studies/Customer testimonials Whitepapers Demos
Sales toolkit is necessary but not sufficient to win
Proprietary and Confidential15
Integrated Plan to Leverage Multiple Channels
Marketing Program
Offline Campaigns
Advertising
Direct Mail
Events
Public Relations
• Print Ads
Electronic Newsletter
Web Seminars
Website
Online Promotions
Online Campaigns
Email Marketing
• Rented Lists• Purchased Names• Customer List
• Tradeshows• Conferences• Partner Events
• Press Outreach• Analyst Relations
• Rented Lists• Purchased Names• Customer List
• Online Ads• SEO
Proprietary and Confidential16
Media Vehicles - Impact
Executive IT Management Executive Corp. Management
Peers/colleagues outside company 86% Technology B2B magazines 79%
Technology B2B magazines 81% Peers/colleagues outside company 70%
Analysts/Research firms 72% Vendor Websites 69%
Vendor Websites 68% Peers/colleagues within company 66%
Peers/colleagues within company 64% Industry publications 66%
Technology tradeshows 64% Technology tradeshows 57%
Industry conferences 61% Industry conferences 55%
Vendor-sponsored webcasts 57% Business magazines 53%
General search engines 54% Analysts/Research firms 53%
Vendor sponsored seminars 54% General search engines 53%
3rd party-sponsored webcasts 52% Vendor-sponsored webcasts 47%
Business magazines 52% Websites focussed on my industry 47%
3rd party-sponsored seminars 51% 3rd party-sponsored webcasts 43%
Technology B2B websites 51% National daily business newspapers 43%
Industry publications 48% 3rd party-sponsored seminars 41%
Business magazine websites 48% Technology B2B websites 37%
Q: Which of the following sources do you rely on for information relating to your job or to make technology decisions?
Sou
rce:
CM
P P
PS
VII
Proprietary and Confidential17
Events – Why Do I Attend?
To gain competitive advantage 71%
To gather information needed to set my company’s IT strategy 67%
To meet with a variety of vendors 66%
Ability to compare multiple products at once 57%
To stay up to date on the latest technologies 51%
Makes me feel like I am part of a broader community 51%
To better understand how to leverage technology to create business value
49%
To network with peers 42%
To hear keynote speeches by industry leaders 27%
To gain insight and perspective 19%
22% report an increase in attendance of face-to-face events in the past year
Sou
rce:
CM
P P
PS
VII
Proprietary and Confidential18
Executing a Successful Event
Successful events are by design not chance
Pre-event activities more important than at-event gloss
Are you offering what attendees come for at events?
Post event follow up multiplies ROI.
Proprietary and Confidential19
Webcasts/ Webinars – Gaining Importance
47%
58%
57%
52%
52%
IT Staff
IT Management
Executive ITManagement
LOB Corp.Management
Executive CorpManagement
> 2/3 times a month <1 time per month
Q: Over the course of a typical month, how often do you attend webcasts for information relating to your job or to make technology decisions?
Sou
rce:
CM
P P
PS
VII
Proprietary and Confidential20
Lead Generation vs. Prospect Nurturing
45% of all inquiries purchase within 12 months from date of initial inquiry.
Not necessarily from you
On average, only 20% of all inquiries get a response.
It can take up to 6 touches through the buy cycle before prospect will consider a purchase.
Email as a Salesman
Website as a GatewaySource: DMA, B2B Marketing Conference
Proprietary and Confidential21
Media Vehicles - Impact
Executive IT Management Executive Corp. Management
Peers/colleagues outside company 86% Technology B2B magazines 79%
Technology B2B magazines 81% Peers/colleagues outside company 70%
Analysts/Research firms 72% Vendor Websites 69%
Vendor Websites 68% Peers/colleagues within company 66%
Peers/colleagues within company 64% Industry publications 66%
Technology tradeshows 64% Technology tradeshows 57%
Industry conferences 61% Industry conferences 55%
Vendor-sponsored webcasts 57% Business magazines 53%
General search engines 54% Analysts/Research firms 53%
Vendor sponsored seminars 54% General search engines 53%
3rd party-sponsored webcasts 52% Vendor-sponsored webcasts 47%
Business magazines 52% Websites focussed on my industry 47%
3rd party-sponsored seminars 51% 3rd party-sponsored webcasts 43%
Technology B2B websites 51% National daily business newspapers 43%
Industry publications 48% 3rd party-sponsored seminars 41%
Business magazine websites 48% Technology B2B websites 37%
Q: Which of the following sources do you rely on for information relating to your job or to make technology decisions?
Sou
rce:
CM
P P
PS
VII
Proprietary and Confidential22
Generating the PR leverage
Establish a regular PR calendar
and follow it
Proactively reach out to analysts
Speaking engagements provide disproportionate leverage
Establish a measurement and reporting framework