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Chris scafario's marketing and sales tools for success

The document outlines a marketing and sales strategy for small businesses, emphasizing tools and services like market research, web design, and branding to foster sustainable growth. It discusses a structured approach involving defined goals, competitive analysis, and user-focused strategies. Additionally, it stresses the importance of utilizing both primary and secondary market research to enhance business effectiveness and planning.

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Chris Scafario Presents: Marketing & Sales Tools For Your Small Business Slide 1
Slide 2
Our Marketing Services Team Helps Our Clients Reach Beyond Their Resources Director Marketing Market Research Services & Project Management Graphic, Web Market Real-time Design & Online Positioning Project Marketing & Research Coordination Support Inside Sales Primary Inside Sales Primary Support Research Support Research Support Support
We are Sales and Marketing Sherpas. We take clients on their journey towards sustainable growth by way of: • Market Planning • Market Research • Web Design & SEO • Branding & Design Support • Project Management Slide 4
Graphic Design Newsletters Pay-Per–Click Ads Market Positioning Email Search Engine Management Opportunity Scouting Optimization Situational Analysis Database Creation Campaign Viral Networking Design & Goals & Objectives Prospect Validation Management Market Strategy & Tactics Campaign Design & Social Media Voice ofCustomer Outreach Market Launch Market Validation Market Sales Web Tactical Strategy Research Planning& Market Opportunity Rebranding Support Marketing Support User Needs Implementation Plan Inside Sales Database Screening / Execution Market Feedback Architecture Creation Evaluation & Control 100 Profiled Targets Design Prospect 200 Decision Makers Validation Market Diversification Development Inside Sales Maintenance Support Sales Training Project Management Slide 5
Our Goal for Today: Create Awareness Around The Some of the Easy to Use Tools That We Use to Help our Clients Grow Their Business Value… Slide 6
Graphic Design Newsletters Pay-Per–Click Ads Market Positioning Email Search Engine Management Opportunity Scouting Situational Analysis If You know your current Database Creation Optimization Campaign Viral Networking Design & Goals & Objectives Market Strategy & Tactics position, the odds are you Prospect Validation Campaign Design & Social Media Management Outreach Market Launch will Sales where to begin know Web Tactical Strategy Research Market Opportunity your journey. Support Marketing Support User Needs Implementation Plan Inside Sales Database Screening / Execution Market Feedback Architecture Creation Evaluation & Control 100 Profiled Targets Design Prospect 200 Decision Makers Validation Market Diversification Development Inside Sales Maintenance Support Sales Training Project Management Slide 7
Having a defined strategy in place will help set the course… •Primary & Secondary Market Intelligence •Voice of the Customer Interviews •Competitive Trend Analysis Growth • Structured Market Opportunity Scouting and Validation Opportunities •Competitive Market Force Assessment; to Support Business Growth Planning Pay-Per–Click Ads Market Positioning •Formal SWOT Analysis Search Engine •Current State Definition Opportunity Scouting Optimization •Future State Definition- Vision Statement, Vision Elements and Specific Objectives Competency Situational Analysis •Core Competency Mapping Database Creation Viral Networking Formation •Strategy FormationGoals & Objectives Prospect Validation Market Strategy & Tactics Campaign Design & Social Media Voice ofCustomer Outreach Market Validation Market •Strategic Objective Selection Planning& •Resource Allocation and Action Planning Sales Web Research Resource •Mapping of Initial Key Success Measures AllocationOpportunity ofof Results Market & •Execution Plan Rebranding Support Marketing •Monitoring User Needs Deployment Implementation Plan Inside Sales Execution Market Feedback Architecture Evaluation & Control 100 Profiled Targets • Scheduled Strategic Planning Team Meeting to Monitor Progress • Delivery Of Monitoring Tools to Gauge and Key Performance Indicators Makers Design 200 Decision • One to One Status Debriefings with the Owner/ Chief Executive Performance Market Diversification • Access to Third Party Resources That Can Support and Areas Where Limited Internal Resources Development are Restricting or Review Preventing Success. Maintenance Strategy Most SMEs resist developing formal competitive strategy. Slide 8
Setting your Personal and Professional Goals…. Voice ofCustomer Market Validation Research Market Opportunity User Needs Strategy Action Item: Get To Work On Defining and Setting Your Goals Slide 9 Source: http://www.businessballs.com/freebusinessplansandmarketingtemplates.htm
2012 Company X Objectives • Generate sales increase of 20% within 12 months and forecast to increase further over the next 24 months. • Complete assessment of Profit Centers using tools like a Boston Matrix and/or a more complex costing analysis to guide organizational growth planning • Get serious about category management; focus on growing profit centers and phase out organizational cash traps • Passionately commit the organization to selling on value, not price; make a focused effort to drive margins up at a pace that is tolerable for key accounts yet of benefit for the organization. Slide 10
Where you Begins Depends a lot on where you are as a Organization. If you make the world’s greatest $5,000 wine fridge, you may Graphic Design have a nice, fat-margin business until you run out of people Newsletters Pay-Per–Click Ads willing to spend $5,000 to keep their wine cool. Engine Market Positioning Search Email Management Opportunity Scouting Optimization Situational Analysis Database Creation Campaign Viral Networking Design & Goals & Objectives Prospect Validation Management Market Strategy & Tactics Campaign Design & Social Media Voice ofCustomer Market Validation Market • To brainstorm how to grow beyond the Outreach Market Launch Sales Web Tactical Strategy Research Planning& niche one could consider the Ansoff Market Opportunity Rebranding Support Marketing Support Matrix. User Needs Implementation Plan Inside Sales Database Screening / Execution • Choices range from least to most risky. Market Feedback Architecture Creation Evaluation & Control 100 Profiled Targets • In a smaller business, with fewValidation to 200 Decision Makers Design dollars Prospect gamble, focusing your attention on the Market Diversification Development Inside Sales first two options will give you the lowest Maintenance Support risk options for growth. Sales Training Project Management Slide 11
Graphic Design Newsletters Pay-Per–Click Ads Market Positioning Email Search Engine Management Opportunity Scouting Optimization Situational Analysis Database Creation Campaign Viral Networking Design & Goals & Objectives Prospect Validation Management Market Strategy & Tactics Campaign Design & Social Media Voice ofCustomer Outreach Market Launch Market Validation Market Sales Web Tactical Strategy Research Planning& Market Opportunity Rebranding Support Marketing Support User Needs Implementation Plan Inside Sales Database Screening / Execution Market Feedback Architecture Creation Evaluation & Control 100 Profiled Targets Design Prospect 200 Decision Makers Validation Market Diversification Development Inside Sales Maintenance Support Sales Training Action Item: Use the Ansoff Matrix to define the Project Management Slide 12 low to high risk opportunities for your business.
Market Research Will Help you Define the Unknowns Slide 13
The Right Tools Will Make the Job Much Easier…. Using the right tools at the right time makes for better intelligence. We keep the following in our Growth Planning Tool Kit:  Primary Research / VOC- Current, Former & Prospective  Secondary Research Pools/ Data Analysis Experts  Category & Portfolio Analysis (i.e. Boston Matrix)  Competitive Benchmarking, Landscaping & Analysis (i.e. 5 Force Model)  International Market Perspectives and Insights (U.S. Export Programs) Slide 14
Role of Market Research are tools to do the following: Primary and Secondary Research  Validate perceived organizational strengths  Scout out feasible market opportunities  Identify and/or conform weaknesses and threats  Define competitive landscape and intensity Slide 15
Primary and Secondary Research can also help answer Defining Questions such as:  Where are we?  What do we have to work with?  Where do we want to be?  How do we get there? Slide 16
How Are you Unique? You can not have an effective business strategy if you are not able to successfully answer this question. Slide 17
Your Customers, Staff and Third Parties hold the answers to Your Overt Benefits , Real Reasons To Believe and Your Dramatic Differences. What are the differentiating or Overt Benefits of our services? Why do you believe an investment is well spent with Us? How are We Dramatically Different than a rival enterprises? Action Item: Start By Asking these 3 simple questions to at Least 3 people you will be working with today. Slide 18
Primary Research is a great tool to help in understanding the value that the market places on your unique Value Proposition. It can also enable you to move ahead quickly, leapfrogging situations that foster intense rivalry (or a race to the bottom with regards to price positioning). Slide 19
3% 6% 9% Are there any areas in which our company falls short when compared to other suppliers? 26% 12% 23% 21% Ship Quantities In-house Capabilities and Expertise Lead Time Customer Service and Communication Planning & Scheduling Price and Price Management What, if anything, we can do to win more of your business? “They tend to be pretty arrogant, 3% 3% it's their way or the highway, so 3% they are not very customer- 3% oriented. It is not any one 6% individual. It is just their company 37% philosophy.” Big Client, John 6% Smith, Head Engineer 6% 8% 14% 11% Discontinuance Notice Improve Product Quality Improve Product Applicability Slide Explain Product Roadmap 20 Additional In-house Capabilities and Products Reduce Lead Time Improve Planning/Scheduling Improve Responsiveness, Communication, Follow-up Lower Price
Survey Tools Design Your Survey Questions and Get Started Good Best Slide 21 Better
The Compilation of Secondary Data Points Can Drive your Strategy Aerospace and Defense - Annual Forecast Table Government reduced their Annual Indicators Units 2009 2010 2011 2012 spending on defense… Revenue Sales Revenues Mil. $ 415,931 433,620 448,576 483,721 change year ago % 8.7 4.3 3.4 7.8 Major Diversified Companies Mil. $ 218,647 226,099 226,862 240,880 change year ago % 8 3.4 0.3 6.2 Aerospace & Defense Suppliers Mil. $ 197,284 207,521 221,714 242,840 change year ago % 9.6 5.2 6.8 9.5 Top Regional Firms Total Revenue Domestic Revenue Total Company (US$) (US$) Employees Boeing $64.3 Billion $38.1 Billion 160,500 AgustaWestland $50.5 Billion N/A 10,433 Lockheed Martin $45.8 Billion $38.4 Billion 132,000 Northrop Grumman $34.7 Billion N/A 117,000 General Dynamics $32.4 Billion $28.5 Billion 90,000 BAE Systems $32.6 Billion N/A 98,200 Bombardier Aerospace $17.6 Billion 1.0 Billion 65,370 Cessna Citation $10.5 Billion N/A 8,500 Sikorsky $6.318 Billion N/A 17,000 Eurocopter $6.4 Billion 784 Million 15,000 Piasecki $5.0 Million 5.0 Million 56 Bell Helicopter/Textron 4.2 Billion 599.2 Million 8,172 New York, with a total of 30 aerospace players claims the largest share in the five-state area. Pennsylvania is second, with 13. Slide 22
Some No Cost Secondary Research Sources… Action Item: make an effort to explore research available through your industry trade association or in a supplier’s Annual report. Slide 23
Slide 24
Competitive Benchmarking Company X Competitors Note: Competitor metadata descriptions include those of Hartz, D&D Commodities, Slide 25 Kaytee, Nunn-Better, and Red River Commodities
Website Assessment Tools make for Quick Benchmarking Hartz Kaytee Hagen Red River Commodities D&D Commodities Higgins Premium Pet Foods Vitakraft Sunseed Wagner’s Company X Nunn-Better Performance Seed • The website www.companyx.com ranks 2,079,411 of the 4,054,028 websites that have been ranked so far. • A website grade of 49/100 for www.companyx.com means that of the millions of websites that have previously been evaluated, an algorithm has calculated that the F.M. site scores higher than 49% of them in terms of its marketing effectiveness. • The algorithm uses a proprietary blend of over 50 different variables, including search engine data, website structure, approximate traffic, site performance, and others. • CompanyX has 183 pages indexed or stored on search engines (to support web optimization) in comparison to rivals like Hagen with their 23,000 and Hartz with over 5,300. Aside from the outliers in this category, the average index ranking was 231.5. Slide 26 26
Competitive Benchmarking Market Research Tools • Word Cloud Tool: – www.tagxedo.com • Website Assessment Tools – SEO Scores | www.seoscores.com – Pear Analytics | www.pearanalytics.com – Website Grader | www.websitegrader.com Action: Use these tools on your site and your competitors’ sites Slide 27
Product Portfolio Analysis A simple chart can assist any size corporation in deciding how to allocate cash among their strategic business units. The Boston Matrix categorizes an organization's strategic business units as "Stars", "Cash Cows", "Question Marks", and "Dogs“. Doing so helps in the allocation of cash, moving money from "cash cows" toward "stars" and "question marks" that had higher market growth rates, and hence higher upside potential. Slide 28
Boston Consulting- Growth Matrix Grow Business Growth Rate (Market Growth Rate ) Invest If Needed Grow To Create Cash Flow $ Relative Position (Market Share) High Low Slide 29
Boston Consulting- Growth Matrix Action Item: Define Where Your Strategic Business Units Fit on the matrix Grow Business Growth Rate (Market Growth Rate ) Invest If Needed Grow To Create Cash Flow Relative Position (Market Share) High Low Slide 30
Barriers to Entry – Low Supplier (Third-Party Partner) Power – Low Substitutes – High - Services are knowledge-based and require - Low cost of switching expertise, but most professional service - Growing number of third-party - Non-consumption companies strive to be more than one-trick- suppliers - High buyer flexibility/low perceived ponies, as such full-service consulting is an - Various sizes/structures of difference among consulting groups area that offers mass appeal. suppliers - High degree of service alternatives - Relative ease switching partners - Brand identity builds confidence; this limits the - Limited distinction across third- real-world growth potential for a one person party groups shop, but the downsizing of many former execs has placed many new owner/operators out in the field. - Minimal investments in technology and infrastructure are required; a website, shared office space, and little more are all most players need to be in business. Randomly Selected Rivals: 1. RPA Inc. 2895 South Reach Road Williamsport, PA 17701 http://www.rpainc.org/ 2. ESA Marketing, Inc. 416 Pine Street #201 Williamsport, PA 17701-6228 No website/employees 1-10 Competitive Landscape Revenue – $96K 3. Kolb Net Works (Web-based marketing) 334 East 4th Street Williamsport, PA 17701 http://www.kolbnetworks.com 4. Manufacturer & Business Association (Headquarters in Erie, PA) Buyers – High Competitive Rivalry – High 2401 Reach Road, Suite 102 Williamsport, PA 17701 - Low cost of switching - High number of competitors http://www.mbausa.org/ - Very price sensitive - Limited differentiation - Low perceived difference among service - Risk margins for project volume 5. North Central Pennsylvania SCORE providers - Varying levels of service sophistication Williamsport, PA 17701 - High degree of service alternatives - Varying levels of key account http://www.lycoming.org/score/ “connectivity” and service migration
Helpful Harmful Strengths: Weaknesses: Internal are characteristics of the are characteristics that business, or project team place the team at a that give it an advantage disadvantage relative to over others. others. Opportunities: Threats: are external chances to are external elements in External improve performance the environment that (e.g. make greater could cause trouble for profits) the business. Action Item: Define Your Strengths, Weaknesses, Opportunities and Threats Slide 32
Mind Mapping Can Help Create Structure Action: Download FreeMind and Get Started with your mind mapping http://freemind.sourceforge.net/wiki/index.php/Main_Page Slide 33
We Believe in Holistic Approach towards Growth… sustained This includes: • The foundation for a sales and marketing strategy • Primary & secondary market research • A clear and distinct value proposition • Scouting relevant market opportunities that match competencies • A call-screened, custom database development recording category- specific decision makers • Continuous marketing to decision makers (letters, post cards, emails and the web in general*) • Internal sales support ( we average 20 hours per month) Slide 34
Why It Works… Products Profile Target Opportunities Markets Decision Sellers Build Databases Makers Unique Selling Market Create Messaging Points Needs / Pains Structured Communicate to Target Markets Qualified Outreach Leads Get Sales Appointments Slide 35
One Page Overview Get Social, Grow Sales Build a Springboard Initiate Plan Launch Connect with buyers via events from Finalize Boston Matrix Establish clearly defined initial target webinars to networking groups opportunities SEO: eventually own the category Define available support assets Communicate with category-specific Start link building across key channels Establish communication channels decision makers Allocate resources Exploit PR web tools Develop one-on-one category Engage in brand-building manager campaigns Integrate email communications tools; trade clients & end users Commence active outreach Fortify web presence Dominate social media with relevance Create sell sheets, bios, emails & mailing pieces Provide support back to trade partners Continually drive brand position Create buzz; spark demand pull Drive volume Slide 36 12-Month Sales and Marketing Efforts
Snapshot of Suggested Marketing Activities Timeline: 0 to 12 months Objectives: Enhance Online Presence, Expand Sales Function Online Recommendations:  Sharpen online brand identity across key service areas  Benchmark key competitors; update web site in order to enhance online branding, improve SEO results  Maintain regular updates (based on recommendations elsewhere in this report) to stay in front of shifting market trends  Develop online sales and support systems to foster user interface Offer value-added features like a regular, informative eNewsletter developed to improve buyer loyalty and reinforce brand image Marketing/Communication Recommendations:  Utilize sales agents to expand relationships with key sales outlets and distribution channels, e.g. big-box and discounters  Leverage PR, social media, and print/online marketing to announce news  Use ongoing eNewsletter campaign to promote quality and unique attributes of new product(s); stress alignment with customer trends and opportunities that IMC can offer to its clients  Benchmark marketing/sales approaches used by consulting groups to help expand market penetration  Look at developing online promotions and unique landing pages to create market pull (i.e. free lean assessment)  Develop and deploy web-centric promotional efforts to gain traction with new prospects. Overview: These suggestions are designed to ramp up market interest over a relatively short period of time. They minimize initial cash outlays required to grow, and for the most part utilize IMC’s existing sales and marketing infrastructure to maximize effectiveness. As IMC commits itself to this process, Leadership should review the previous pages related to objectives and go on to set realistic sales goals for this period of 12 months and proceed with a broader market expansion when initial goals are met. Slide 37
Slide 38
We Structure Slide 39
What’s Your Value Proposition? You can not have an effective business strategy if you are not able to successfully answer this question. Slide 40
Did your answer start with any of the following? We Have Good People We Have Good Quality We Are Always Near or On-time With Delivery We are Not the Cheapest-But Not the Most Expensive That’s What He Said Slide 41
Insider Tip: BEING BOARING CATCHES UP TO YOU! Slide 42
Slide 43
1. Get Personal- Amazon 2. Sell Happiness- Coca-Cola 3. Live Up To Your Promise- FedEx 4. Keep it Cool & Fun- Apple 5. Design an Experience- Target 6. Stay Consistent- Ford 7. Can-Do Attitude- Nike 8. Forge Connections- Starbucks 9. Serve Up the Quirky- Southwest Airlines 10. Focus44on the Customer- Nordstrom Slide
Nothing catches customer attention more than telling what YOU will do for THEM! And, It’s not boasting when you deliver…. . Slide 45
Playing Up Your Strengths Will Enable You to Outperform your Resources & Outpace Your Threats! Slide 46
What do you give customers in exchange for their time, money and effort? “AutoZoners pledge to always put customers first! We know our parts and products. Our stores look great! vs. We've got the best merchandise at the right price. " Today’s customers demand a good reason to spend their cash. Slide 47
Its not just about the resources you have; it is how you sell them. “AutoZoners always put Your Promise to Customers Requires an External Focus. customers first! Positions “Zoners” as Experts and conveys to the customer We know our parts and products. what they will receive in exchange for their time, money Our stores look great! and trouble. We've got the best merchandise at Closes with a focus on quality and value. the right price. " This Customer Promise is also a useful tool in communicating corporate expectations across an employee base that spans thousands of people. It is simple and it is selfless. Slide 48
Slide 49
Faster than a speeding bullet. More powerful than a locomotive. Able to leap tall buildings in a single bound. Look! Up in the sky! It's a bird. It's a plane. It's Superman! NOW THAT’S A VALUE PROPOSITION Slide 50
So What's Your Super Power? These 3 Steps Can Help You Figure Things Out. Slide 51
Survey Your Customers. Develop a series of questions to learn about why your market prefers you to all of the other potential solutions. Interview Your Best, Middle of the Road and Former Customers. Define the Good, The Bad and The Ugly so that your value proposition can be foraged from facts. Slide 52
Talk With Your Teams. Develop a series of similar questions to learn about why your people and your supply chain partners think that the market prefers you to all of the other potential solutions. Capture their perspectives the Good, The Bad and The Ugly so that your value proposition can be foraged from facts. Compare internal and external perspectives and build the parallels into Your value equation. Slide 53
Use a word cloud as your looking glass If you are not seeing fundamentals of your Value Proposition on your Website or in your presentations….You should probably get to work. Slide 54
Slide 55

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Chris scafario's marketing and sales tools for success

  • 1.
    Chris Scafario Presents: Marketing & Sales Tools For Your Small Business Slide 1
  • 2.
  • 3.
    Our Marketing ServicesTeam Helps Our Clients Reach Beyond Their Resources Director Marketing Market Research Services & Project Management Graphic, Web Market Real-time Design & Online Positioning Project Marketing & Research Coordination Support Inside Sales Primary Inside Sales Primary Support Research Support Research Support Support
  • 4.
    We are Salesand Marketing Sherpas. We take clients on their journey towards sustainable growth by way of: • Market Planning • Market Research • Web Design & SEO • Branding & Design Support • Project Management Slide 4
  • 5.
    Graphic Design Newsletters Pay-Per–Click Ads Market Positioning Email Search Engine Management Opportunity Scouting Optimization Situational Analysis Database Creation Campaign Viral Networking Design & Goals & Objectives Prospect Validation Management Market Strategy & Tactics Campaign Design & Social Media Voice ofCustomer Outreach Market Launch Market Validation Market Sales Web Tactical Strategy Research Planning& Market Opportunity Rebranding Support Marketing Support User Needs Implementation Plan Inside Sales Database Screening / Execution Market Feedback Architecture Creation Evaluation & Control 100 Profiled Targets Design Prospect 200 Decision Makers Validation Market Diversification Development Inside Sales Maintenance Support Sales Training Project Management Slide 5
  • 6.
    Our Goal forToday: Create Awareness Around The Some of the Easy to Use Tools That We Use to Help our Clients Grow Their Business Value… Slide 6
  • 7.
    Graphic Design Newsletters Pay-Per–Click Ads Market Positioning Email Search Engine Management Opportunity Scouting Situational Analysis If You know your current Database Creation Optimization Campaign Viral Networking Design & Goals & Objectives Market Strategy & Tactics position, the odds are you Prospect Validation Campaign Design & Social Media Management Outreach Market Launch will Sales where to begin know Web Tactical Strategy Research Market Opportunity your journey. Support Marketing Support User Needs Implementation Plan Inside Sales Database Screening / Execution Market Feedback Architecture Creation Evaluation & Control 100 Profiled Targets Design Prospect 200 Decision Makers Validation Market Diversification Development Inside Sales Maintenance Support Sales Training Project Management Slide 7
  • 8.
    Having a definedstrategy in place will help set the course… •Primary & Secondary Market Intelligence •Voice of the Customer Interviews •Competitive Trend Analysis Growth • Structured Market Opportunity Scouting and Validation Opportunities •Competitive Market Force Assessment; to Support Business Growth Planning Pay-Per–Click Ads Market Positioning •Formal SWOT Analysis Search Engine •Current State Definition Opportunity Scouting Optimization •Future State Definition- Vision Statement, Vision Elements and Specific Objectives Competency Situational Analysis •Core Competency Mapping Database Creation Viral Networking Formation •Strategy FormationGoals & Objectives Prospect Validation Market Strategy & Tactics Campaign Design & Social Media Voice ofCustomer Outreach Market Validation Market •Strategic Objective Selection Planning& •Resource Allocation and Action Planning Sales Web Research Resource •Mapping of Initial Key Success Measures AllocationOpportunity ofof Results Market & •Execution Plan Rebranding Support Marketing •Monitoring User Needs Deployment Implementation Plan Inside Sales Execution Market Feedback Architecture Evaluation & Control 100 Profiled Targets • Scheduled Strategic Planning Team Meeting to Monitor Progress • Delivery Of Monitoring Tools to Gauge and Key Performance Indicators Makers Design 200 Decision • One to One Status Debriefings with the Owner/ Chief Executive Performance Market Diversification • Access to Third Party Resources That Can Support and Areas Where Limited Internal Resources Development are Restricting or Review Preventing Success. Maintenance Strategy Most SMEs resist developing formal competitive strategy. Slide 8
  • 9.
    Setting your Personaland Professional Goals…. Voice ofCustomer Market Validation Research Market Opportunity User Needs Strategy Action Item: Get To Work On Defining and Setting Your Goals Slide 9 Source: http://www.businessballs.com/freebusinessplansandmarketingtemplates.htm
  • 10.
    2012 Company XObjectives • Generate sales increase of 20% within 12 months and forecast to increase further over the next 24 months. • Complete assessment of Profit Centers using tools like a Boston Matrix and/or a more complex costing analysis to guide organizational growth planning • Get serious about category management; focus on growing profit centers and phase out organizational cash traps • Passionately commit the organization to selling on value, not price; make a focused effort to drive margins up at a pace that is tolerable for key accounts yet of benefit for the organization. Slide 10
  • 11.
    Where you BeginsDepends a lot on where you are as a Organization. If you make the world’s greatest $5,000 wine fridge, you may Graphic Design have a nice, fat-margin business until you run out of people Newsletters Pay-Per–Click Ads willing to spend $5,000 to keep their wine cool. Engine Market Positioning Search Email Management Opportunity Scouting Optimization Situational Analysis Database Creation Campaign Viral Networking Design & Goals & Objectives Prospect Validation Management Market Strategy & Tactics Campaign Design & Social Media Voice ofCustomer Market Validation Market • To brainstorm how to grow beyond the Outreach Market Launch Sales Web Tactical Strategy Research Planning& niche one could consider the Ansoff Market Opportunity Rebranding Support Marketing Support Matrix. User Needs Implementation Plan Inside Sales Database Screening / Execution • Choices range from least to most risky. Market Feedback Architecture Creation Evaluation & Control 100 Profiled Targets • In a smaller business, with fewValidation to 200 Decision Makers Design dollars Prospect gamble, focusing your attention on the Market Diversification Development Inside Sales first two options will give you the lowest Maintenance Support risk options for growth. Sales Training Project Management Slide 11
  • 12.
    Graphic Design Newsletters Pay-Per–Click Ads Market Positioning Email Search Engine Management Opportunity Scouting Optimization Situational Analysis Database Creation Campaign Viral Networking Design & Goals & Objectives Prospect Validation Management Market Strategy & Tactics Campaign Design & Social Media Voice ofCustomer Outreach Market Launch Market Validation Market Sales Web Tactical Strategy Research Planning& Market Opportunity Rebranding Support Marketing Support User Needs Implementation Plan Inside Sales Database Screening / Execution Market Feedback Architecture Creation Evaluation & Control 100 Profiled Targets Design Prospect 200 Decision Makers Validation Market Diversification Development Inside Sales Maintenance Support Sales Training Action Item: Use the Ansoff Matrix to define the Project Management Slide 12 low to high risk opportunities for your business.
  • 13.
    Market Research WillHelp you Define the Unknowns Slide 13
  • 14.
    The Right ToolsWill Make the Job Much Easier…. Using the right tools at the right time makes for better intelligence. We keep the following in our Growth Planning Tool Kit:  Primary Research / VOC- Current, Former & Prospective  Secondary Research Pools/ Data Analysis Experts  Category & Portfolio Analysis (i.e. Boston Matrix)  Competitive Benchmarking, Landscaping & Analysis (i.e. 5 Force Model)  International Market Perspectives and Insights (U.S. Export Programs) Slide 14
  • 15.
    Role of MarketResearch are tools to do the following: Primary and Secondary Research  Validate perceived organizational strengths  Scout out feasible market opportunities  Identify and/or conform weaknesses and threats  Define competitive landscape and intensity Slide 15
  • 16.
    Primary and SecondaryResearch can also help answer Defining Questions such as:  Where are we?  What do we have to work with?  Where do we want to be?  How do we get there? Slide 16
  • 17.
    How Are youUnique? You can not have an effective business strategy if you are not able to successfully answer this question. Slide 17
  • 18.
    Your Customers, Staffand Third Parties hold the answers to Your Overt Benefits , Real Reasons To Believe and Your Dramatic Differences. What are the differentiating or Overt Benefits of our services? Why do you believe an investment is well spent with Us? How are We Dramatically Different than a rival enterprises? Action Item: Start By Asking these 3 simple questions to at Least 3 people you will be working with today. Slide 18
  • 19.
    Primary Research isa great tool to help in understanding the value that the market places on your unique Value Proposition. It can also enable you to move ahead quickly, leapfrogging situations that foster intense rivalry (or a race to the bottom with regards to price positioning). Slide 19
  • 20.
    3% 6% 9% Are there any areas in which our company falls short when compared to other suppliers? 26% 12% 23% 21% Ship Quantities In-house Capabilities and Expertise Lead Time Customer Service and Communication Planning & Scheduling Price and Price Management What, if anything, we can do to win more of your business? “They tend to be pretty arrogant, 3% 3% it's their way or the highway, so 3% they are not very customer- 3% oriented. It is not any one 6% individual. It is just their company 37% philosophy.” Big Client, John 6% Smith, Head Engineer 6% 8% 14% 11% Discontinuance Notice Improve Product Quality Improve Product Applicability Slide Explain Product Roadmap 20 Additional In-house Capabilities and Products Reduce Lead Time Improve Planning/Scheduling Improve Responsiveness, Communication, Follow-up Lower Price
  • 21.
    Survey Tools Design YourSurvey Questions and Get Started Good Best Slide 21 Better
  • 22.
    The Compilation ofSecondary Data Points Can Drive your Strategy Aerospace and Defense - Annual Forecast Table Government reduced their Annual Indicators Units 2009 2010 2011 2012 spending on defense… Revenue Sales Revenues Mil. $ 415,931 433,620 448,576 483,721 change year ago % 8.7 4.3 3.4 7.8 Major Diversified Companies Mil. $ 218,647 226,099 226,862 240,880 change year ago % 8 3.4 0.3 6.2 Aerospace & Defense Suppliers Mil. $ 197,284 207,521 221,714 242,840 change year ago % 9.6 5.2 6.8 9.5 Top Regional Firms Total Revenue Domestic Revenue Total Company (US$) (US$) Employees Boeing $64.3 Billion $38.1 Billion 160,500 AgustaWestland $50.5 Billion N/A 10,433 Lockheed Martin $45.8 Billion $38.4 Billion 132,000 Northrop Grumman $34.7 Billion N/A 117,000 General Dynamics $32.4 Billion $28.5 Billion 90,000 BAE Systems $32.6 Billion N/A 98,200 Bombardier Aerospace $17.6 Billion 1.0 Billion 65,370 Cessna Citation $10.5 Billion N/A 8,500 Sikorsky $6.318 Billion N/A 17,000 Eurocopter $6.4 Billion 784 Million 15,000 Piasecki $5.0 Million 5.0 Million 56 Bell Helicopter/Textron 4.2 Billion 599.2 Million 8,172 New York, with a total of 30 aerospace players claims the largest share in the five-state area. Pennsylvania is second, with 13. Slide 22
  • 23.
    Some No CostSecondary Research Sources… Action Item: make an effort to explore research available through your industry trade association or in a supplier’s Annual report. Slide 23
  • 24.
  • 25.
    Competitive Benchmarking Company X Competitors Note: Competitor metadata descriptions include those of Hartz, D&D Commodities, Slide 25 Kaytee, Nunn-Better, and Red River Commodities
  • 26.
    Website Assessment Toolsmake for Quick Benchmarking Hartz Kaytee Hagen Red River Commodities D&D Commodities Higgins Premium Pet Foods Vitakraft Sunseed Wagner’s Company X Nunn-Better Performance Seed • The website www.companyx.com ranks 2,079,411 of the 4,054,028 websites that have been ranked so far. • A website grade of 49/100 for www.companyx.com means that of the millions of websites that have previously been evaluated, an algorithm has calculated that the F.M. site scores higher than 49% of them in terms of its marketing effectiveness. • The algorithm uses a proprietary blend of over 50 different variables, including search engine data, website structure, approximate traffic, site performance, and others. • CompanyX has 183 pages indexed or stored on search engines (to support web optimization) in comparison to rivals like Hagen with their 23,000 and Hartz with over 5,300. Aside from the outliers in this category, the average index ranking was 231.5. Slide 26 26
  • 27.
    Competitive Benchmarking Market ResearchTools • Word Cloud Tool: – www.tagxedo.com • Website Assessment Tools – SEO Scores | www.seoscores.com – Pear Analytics | www.pearanalytics.com – Website Grader | www.websitegrader.com Action: Use these tools on your site and your competitors’ sites Slide 27
  • 28.
    Product Portfolio Analysis Asimple chart can assist any size corporation in deciding how to allocate cash among their strategic business units. The Boston Matrix categorizes an organization's strategic business units as "Stars", "Cash Cows", "Question Marks", and "Dogs“. Doing so helps in the allocation of cash, moving money from "cash cows" toward "stars" and "question marks" that had higher market growth rates, and hence higher upside potential. Slide 28
  • 29.
    Boston Consulting- GrowthMatrix Grow Business Growth Rate (Market Growth Rate ) Invest If Needed Grow To Create Cash Flow $ Relative Position (Market Share) High Low Slide 29
  • 30.
    Boston Consulting- GrowthMatrix Action Item: Define Where Your Strategic Business Units Fit on the matrix Grow Business Growth Rate (Market Growth Rate ) Invest If Needed Grow To Create Cash Flow Relative Position (Market Share) High Low Slide 30
  • 31.
    Barriers to Entry– Low Supplier (Third-Party Partner) Power – Low Substitutes – High - Services are knowledge-based and require - Low cost of switching expertise, but most professional service - Growing number of third-party - Non-consumption companies strive to be more than one-trick- suppliers - High buyer flexibility/low perceived ponies, as such full-service consulting is an - Various sizes/structures of difference among consulting groups area that offers mass appeal. suppliers - High degree of service alternatives - Relative ease switching partners - Brand identity builds confidence; this limits the - Limited distinction across third- real-world growth potential for a one person party groups shop, but the downsizing of many former execs has placed many new owner/operators out in the field. - Minimal investments in technology and infrastructure are required; a website, shared office space, and little more are all most players need to be in business. Randomly Selected Rivals: 1. RPA Inc. 2895 South Reach Road Williamsport, PA 17701 http://www.rpainc.org/ 2. ESA Marketing, Inc. 416 Pine Street #201 Williamsport, PA 17701-6228 No website/employees 1-10 Competitive Landscape Revenue – $96K 3. Kolb Net Works (Web-based marketing) 334 East 4th Street Williamsport, PA 17701 http://www.kolbnetworks.com 4. Manufacturer & Business Association (Headquarters in Erie, PA) Buyers – High Competitive Rivalry – High 2401 Reach Road, Suite 102 Williamsport, PA 17701 - Low cost of switching - High number of competitors http://www.mbausa.org/ - Very price sensitive - Limited differentiation - Low perceived difference among service - Risk margins for project volume 5. North Central Pennsylvania SCORE providers - Varying levels of service sophistication Williamsport, PA 17701 - High degree of service alternatives - Varying levels of key account http://www.lycoming.org/score/ “connectivity” and service migration
  • 32.
    Helpful Harmful Strengths: Weaknesses: Internal are characteristics of the are characteristics that business, or project team place the team at a that give it an advantage disadvantage relative to over others. others. Opportunities: Threats: are external chances to are external elements in External improve performance the environment that (e.g. make greater could cause trouble for profits) the business. Action Item: Define Your Strengths, Weaknesses, Opportunities and Threats Slide 32
  • 33.
    Mind Mapping CanHelp Create Structure Action: Download FreeMind and Get Started with your mind mapping http://freemind.sourceforge.net/wiki/index.php/Main_Page Slide 33
  • 34.
    We Believe inHolistic Approach towards Growth… sustained This includes: • The foundation for a sales and marketing strategy • Primary & secondary market research • A clear and distinct value proposition • Scouting relevant market opportunities that match competencies • A call-screened, custom database development recording category- specific decision makers • Continuous marketing to decision makers (letters, post cards, emails and the web in general*) • Internal sales support ( we average 20 hours per month) Slide 34
  • 35.
    Why It Works… Products Profile Target Opportunities Markets Decision Sellers Build Databases Makers Unique Selling Market Create Messaging Points Needs / Pains Structured Communicate to Target Markets Qualified Outreach Leads Get Sales Appointments Slide 35
  • 36.
    One Page Overview Get Social, Grow Sales Build a Springboard Initiate Plan Launch Connect with buyers via events from Finalize Boston Matrix Establish clearly defined initial target webinars to networking groups opportunities SEO: eventually own the category Define available support assets Communicate with category-specific Start link building across key channels Establish communication channels decision makers Allocate resources Exploit PR web tools Develop one-on-one category Engage in brand-building manager campaigns Integrate email communications tools; trade clients & end users Commence active outreach Fortify web presence Dominate social media with relevance Create sell sheets, bios, emails & mailing pieces Provide support back to trade partners Continually drive brand position Create buzz; spark demand pull Drive volume Slide 36 12-Month Sales and Marketing Efforts
  • 37.
    Snapshot of SuggestedMarketing Activities Timeline: 0 to 12 months Objectives: Enhance Online Presence, Expand Sales Function Online Recommendations:  Sharpen online brand identity across key service areas  Benchmark key competitors; update web site in order to enhance online branding, improve SEO results  Maintain regular updates (based on recommendations elsewhere in this report) to stay in front of shifting market trends  Develop online sales and support systems to foster user interface Offer value-added features like a regular, informative eNewsletter developed to improve buyer loyalty and reinforce brand image Marketing/Communication Recommendations:  Utilize sales agents to expand relationships with key sales outlets and distribution channels, e.g. big-box and discounters  Leverage PR, social media, and print/online marketing to announce news  Use ongoing eNewsletter campaign to promote quality and unique attributes of new product(s); stress alignment with customer trends and opportunities that IMC can offer to its clients  Benchmark marketing/sales approaches used by consulting groups to help expand market penetration  Look at developing online promotions and unique landing pages to create market pull (i.e. free lean assessment)  Develop and deploy web-centric promotional efforts to gain traction with new prospects. Overview: These suggestions are designed to ramp up market interest over a relatively short period of time. They minimize initial cash outlays required to grow, and for the most part utilize IMC’s existing sales and marketing infrastructure to maximize effectiveness. As IMC commits itself to this process, Leadership should review the previous pages related to objectives and go on to set realistic sales goals for this period of 12 months and proceed with a broader market expansion when initial goals are met. Slide 37
  • 38.
  • 39.
    We Structure Slide 39
  • 40.
    What’s Your ValueProposition? You can not have an effective business strategy if you are not able to successfully answer this question. Slide 40
  • 41.
    Did your answerstart with any of the following? We Have Good People We Have Good Quality We Are Always Near or On-time With Delivery We are Not the Cheapest-But Not the Most Expensive That’s What He Said Slide 41
  • 42.
  • 43.
  • 44.
    1. Get Personal-Amazon 2. Sell Happiness- Coca-Cola 3. Live Up To Your Promise- FedEx 4. Keep it Cool & Fun- Apple 5. Design an Experience- Target 6. Stay Consistent- Ford 7. Can-Do Attitude- Nike 8. Forge Connections- Starbucks 9. Serve Up the Quirky- Southwest Airlines 10. Focus44on the Customer- Nordstrom Slide
  • 45.
    Nothing catches customerattention more than telling what YOU will do for THEM! And, It’s not boasting when you deliver…. . Slide 45
  • 46.
    Playing Up YourStrengths Will Enable You to Outperform your Resources & Outpace Your Threats! Slide 46
  • 47.
    What do yougive customers in exchange for their time, money and effort? “AutoZoners pledge to always put customers first! We know our parts and products. Our stores look great! vs. We've got the best merchandise at the right price. " Today’s customers demand a good reason to spend their cash. Slide 47
  • 48.
    Its not justabout the resources you have; it is how you sell them. “AutoZoners always put Your Promise to Customers Requires an External Focus. customers first! Positions “Zoners” as Experts and conveys to the customer We know our parts and products. what they will receive in exchange for their time, money Our stores look great! and trouble. We've got the best merchandise at Closes with a focus on quality and value. the right price. " This Customer Promise is also a useful tool in communicating corporate expectations across an employee base that spans thousands of people. It is simple and it is selfless. Slide 48
  • 49.
  • 50.
    Faster than aspeeding bullet. More powerful than a locomotive. Able to leap tall buildings in a single bound. Look! Up in the sky! It's a bird. It's a plane. It's Superman! NOW THAT’S A VALUE PROPOSITION Slide 50
  • 51.
    So What's YourSuper Power? These 3 Steps Can Help You Figure Things Out. Slide 51
  • 52.
    Survey Your Customers. Developa series of questions to learn about why your market prefers you to all of the other potential solutions. Interview Your Best, Middle of the Road and Former Customers. Define the Good, The Bad and The Ugly so that your value proposition can be foraged from facts. Slide 52
  • 53.
    Talk With YourTeams. Develop a series of similar questions to learn about why your people and your supply chain partners think that the market prefers you to all of the other potential solutions. Capture their perspectives the Good, The Bad and The Ugly so that your value proposition can be foraged from facts. Compare internal and external perspectives and build the parallels into Your value equation. Slide 53
  • 54.
    Use a wordcloud as your looking glass If you are not seeing fundamentals of your Value Proposition on your Website or in your presentations….You should probably get to work. Slide 54
  • 55.