Mastering Market Leadership

1、park city marketing institute copyright 1997- 2000 park city marketing institute all rights reserved mastering market leadership park city marketing institute the conquest market leadership mastery methodology: 1. annihilate the competition 2. create highly leveraged operations and growth 3. generat

2、e hot aura and market buzz richard currier from technology, to sales, to marketing, to management the hard knocks school of the underdog the quest for a science leads to the workshops park city marketing institute 100+ high-tech clients: amdahl, compaq, chc, software ag, ibm, intel, price waterhouse

3、, peoplesoft . cognos, optum, kronos, imi, manugistics, sco, sct, ssa, viasoft . clarus, forecross, princeton softech, secure computing, security first, 1,000+ workshop attendees when mastering market leadership is critical: revenue stalling transitioning markets launch/re-launch of products/compani

4、es financing - private and public “marketing is the one thing in a company that is too important to delegate” david packard “go-to-market strategies and high-impact execution clearly distinguish marketplace winners from losers” our belief success = product /service success = product /service + sales

5、 noisy, crowded markets 10,000s of companies, 100,000s of products millions of messages “open products” mean “open market” smart buyers wary, having been “burned” multiple times knowledgeable tough price shoppers tougher competitors established dominant players well-funded startups global proliferat

6、ion of new alternatives why most companies ignore the market leadership approach understanding unimportant impossible dont know how (or know consumer marketing) focus bottom-up, tactically-driven the wisdom of tsun tsu event/response driven “marketing du jour” functional/activity plans not go to mar

7、ket strategies commitment “its a marketing problem” (no “lead-from-the-top teamwork”) “its periodic problem” (“the yearly mission statement”) “only when its a crisis” (if it aint a crisis, ignore it) a market leader has: broad message consistency easily reached product-direction consensus high posit

8、ive aura and exciting market buzz minimal hand-to-hand combat natural pipeline sufficiency high predictability of results streamlined operations and growth product leadership sales leadership market leadership high percentage of the product is unique unique product aspects are clear to buyers produc

9、t typically sold to early stage buyers: bleeding-edge, leading-edge, early adopters pioneering buyers seeking significant advantages evaluation: buyers dig into candidate products implementation: buyers push product limits, not put off by rough edges competitors increase competitors respond by copyi

10、ng core features feature-based competitiveness erodes rapidly “good enough”: 20 - 80% features proving differentiation to less less knowledgeable buyers elusive new “killer ap” feature opportunities the development death spiral dying while trying to develop-out-of differentiation problems excel at “

11、hand-to-hand combat”: master new account entry develop “own leads” if necessary fight to enter “active evaluation”as a real contestant master competitive battles great product/industry knowledge superior sales personnel strong sales engineers, consultants, product/industry specialists work very well

12、 with early- through mid-stage buyers cost start-up takes too long, costs too much operation takes too long, costs too much capacity not enough skilled hand-to-hand combatants eagles dont flock run out of early-stage/mid-stage buyers become a “deal-driven company” win in the market first, then at ea

13、ch account enjoy “unsolicited leads” find accounts that are predisposed to buy readily control buying agenda put competitors on the defensive minimize hand-to-hand combat operate high efficiency sales/marketing process lower costs (trade leveraged marketing for sales costs) rapid, effective start-up

14、 of new sales/sales support staff quicker, more predictable growth prove darwin right natural selection of the fittest market leader market owner vision-based thought leadership market leader competitively obsessed its not enough that i succeed, its that all others must die market leader execution m

15、aster product, sales, marketing do things differently laser focus, high impact monitor, measure, correct vision-based thought leadership strategies to seize a solid position in a target market strategies to block the competition world-class message: crisp, clear and compelling message that is consis

16、tently told execute: market the vision, sell the product execute: focused high-impact programs and, master key indicators what gets measured improves the conquest methodology: craft killer “go to market” strategies and messages master execution go to market with: “market the vision,sell the product”

17、 achieve: focused, high-impact programs you and your company: achieve total company participation top-down and bottom-up execute the three key fundamentals thought leadership, market vision/sell product, high-impact execution stay the course a journey not an event - instill in company culture key in

18、dicators, measurement and vigilant follow-up plan for reinventing yourself regularly paths to success my viewtypical clients view focus focus focus introduction and overview messages and strategies: market attack plan market leadership insight market leader strategic framework mastering execution bu

19、ying process model breakthrough market impact building the plan charting the course/staying the course as time allows: tips and techniques lecture questions varies by year key: yearly available market motivational categorization evolution of perceptions strategic values tactical needs urgent needs d

20、etermines what and when they buy important needs influences what they seriously evaluate useful needs influences what they initially look at pre-sales list: list incomplete sales/marketing can influence lists often early leaders, but frequently fads, shelfware second-act essential post-sales list: m

21、eets most urgent and some important/useful needs usually niche, may have a loyal customer base market leaders master both lists market the vision, sell the product the perils of not “marketing the vision” lose to someone else who markets a vision lose in feature/function wars and price wars readily

22、postponed indicators of ineffective “vision marketing” problem lose before you start or after you seem to win the evaluation lose because of no perceived differentiation “theyre all the same well go with the cheapest, easiest, etc.” inability to create urgency vision messages product messages aura-b

23、uilding executive presentations executive collateral (high-gloss) general pr lead generation sales qualification sales collateral cost justification role for buyers vendor preference executive buy-in timing of close product hurdles role for vendors motivational categorization urgent, important and u

24、seful needs evolution of perceptions “the two list phenomenon” strategic values tactical needs market the vision, sell the product time evolution of new technologies/business trends over time expectations reality guru gap value become the thought leader assert the definitions leverage naming critica

25、l for underdog success the coordinated attack to annihilate the competition: marketplace: become the thought leader account: project compelling differentiation product: project a competitive edge attributes product arch/tech service vendor price/terms the “materiality” hurdle the attribute categoriz

26、ation usu mt t identify prospects get “in” get “considered” get “evaluated” get “bought” get “selected” “sales cycle pivotal needs” reflect attributes of your offering that are “material” when transitioning vendor/product from state to state during the buying process model in the mind of the buyer:

27、will i use it for discriminating among alternatives in a state-to- state buying process model transition? how will i categorize the attribute? ? ? usu mt t no yes unique buyers will agree: your feature uniquely satisfies the need semi-unique buyers will agree: your features clearly satisfies the nee

28、d better me-too buyers perceive their needs to be satisfied by alternatives trouble buyers perceive the need uniquely satisfied by a competitor prod “a” prod “b” prod “c, d” unique dynamic add flexible ack auto consolidation windows dynamic add flexible ack auto consolidation unix dynamic add semi-

29、unique simple formsauto consolidationfast reporting me-too unix fast reporting windows simple forms fast reporting unix windows simple forms flexible ack trouble mainframe serverprice its everyones role feedback from every interaction with customers, opinion shapers and buyers specialized research t

30、echniques: co-opting opinion shapers get the right ones, understand how they assess messages, let them find errors, have them spread the word conducting a“perfect” focus groups professional recruitment, professional setting non-disclosure before answers derived key differences from traditional profe

31、ssional: aggressive persuasion followed by flawless facilitation the acid test for successful market leaders home run potential targets meet all of the following 1. no “career left turn” technical/user buyers are “me-centric” 2. advance the strategic vision economic/executive buyers respond to “jour

32、ney solutions” 3. ease of use - “what i do is what i want” the “natural use” metaphor wins every time 4. urgent-need, funded project buyers buy tactically, choose vendors strategically curt monash required for strategic framework market attack plan, rough market quantification urgent, important, use

33、ful unique, semi-unique, me-too, trouble check the acid test required for effective execution pre/post-sales strategic/tactical market identification technology lifecycle product lifecycle bleeding-edge leading-edge early-adoption mass- adoption late-adoption time % market penetration 100 0 fading-a

34、doption buyer profiles change with cycle changes buyer demands features, performance, stability buyer expectations vendor infrastructure: support, training, documentation, etc. vendor reputation: stature, size, references, etc. buyer capabilities technical staff, self sufficiency, etc. risk toleranc

35、e profile example: gui enterprise aps: pc simple 2-tier screen-scraper networked-pc, file/dbms server complex 2-tier oo, partitioned 3-tier web, oo, partitioned 3-tier long shot: lead the wave throughout all phases good shot: master entry-points, serve 2 - 3 phases example curve jumpers microsoft in

36、tel andersen consulting star cash cowdog emerging profitability market growth success: develop/nurture hot differentiated features many “pre” a few great “post”; emphasize uniques highly focused sales dominate evaluations seize market positioning market reacts to your positioning failure: failure to

37、 stay hot/differentiated and seize/hold the market success: nurture the asset: quality support development - focus on quantity/impact “post” marketing - promote “its alive” aura exploit opportunities - sell customers more upgrades, more features, refresh training related products services failure: r

38、un as a star or dog and let the aura fade success: minimize cash burn minimize customer fall-out act precipitously failure: run as cash cow mix with other products sell strategically, market tactically robust pre-sale features, weak post-sales features shouting about me-toos focusing on important an

39、d useful needs optimize products individually by lifecycle assess continually, act quickly operate in effective technology lifecycle phases decisively jump the curve at just the right time quickly master the market leadership model realize key efficiencies operational and growth economies get to the

40、 only long-term viable model the step-by-step methodology for crafting market- leading: product/service strategies sales strategies message strategies market targeting vision market targeting positioning positioning packaging packaging packagingimpact execution long-term company strategy and marketp

41、lace image current competitor- and marketplace-focused strategies, tactics and messages per product or product line results- focused leveraged activities vision market targets positioning key messages traps/ tactics product roadmap thought leadership sales leadership product/service leadership marke

42、t leadership mastery impact programs impact programs product calendar leaders consistently project a clear, crisp, compelling vision to their marketplace vision focuses the operations of market leaders format: “what” you do transportation, not railroads “how” do you do it better nobody does it bette

43、r, two to five long-term ways key attributes: basics: crisp, clear, concise long-term horizon, no hype, vernacular, product specifics basis for marketing consistency minimum mar/com success: communicate the vision “elevator story” tests the vision product centric oracle, microsoft customer-profile c

44、entric 7-11, safeway, ingram micro d, parsons operational centric general electric, ca vision becomes codified through tradition external image internal corporate culture vision creation or discovery/enhancement? its usually discovery/enhancement new vision creation is an option for: new company new

45、 market (less so) new product (very difficult) new marketing campaign (unlikely) established visions fiercely resist change: internal barriers institutionalized behavior “changing behavior” external barriers perception becomes reality “changing reality” possibleimpossible = old= new improbable the e

46、mperor has new clothes new names, aggressive marketing, new markets repositioning around “truly new” new products newly acquired products/company minimum requirements for vision change top-down, major commitment “substance” essential marketing at its finest multiple visions? company organization pro

47、duct family product emphasized component hierarchically synergistic versus discordant be cautious in branding and positioning dont deceive yourself that you can do it 1 company internally 2 customers 3 influencers 4 press 5 prospects effective communications leverage numbers of communications consti

48、tuents 30 second vision summary crisp, clear, concise long term horizon no hype, vernacular, product specifics “understandable” communications for: opinion shapers business and trade press investors customers/prospects 2 - 5 minute “story version vision adds the dimension of interest, empathy and co

49、mpelling excitement includes contemporary dimension reflects: positioning, competition, current market needs, etc. narrative prose text, analytical/logical presentation metaphorical word pictures, stories, analogies visual graphics, charts, diagrams, pictures the perils of not “marketing the vision”

50、 lose to someone else who markets a vision lose in feature/function wars lose in price wars indicators of ineffective “vision marketing” problem lose before you start lose at management levels where you are not dealing lose because of no perceived differentiation “theyre all the same - ill go with t

51、he cheapest, easiest, etc.” existing/ achievable core competencies primary passions existing/ achievable marketplace image long-term achievable goals/ opportunities existing/ achievable company culture “what you do” long term, high level, market perspective transportation not railroads “how you do i

52、t better” 2 - 5 long term, strategic differentiators nobody does it better overall: generally unique, clear, compelling market targeting vision market targeting positioning positioning packaging packaging packagingimpact execution impact on revenue energy in project annihilating the competition what

53、 is it? optimized vision in a contemporaneous context: competitively focused for current markets and competitors why do you need it? the primordial marketing strategy: basis for “campaign” messages and strategies how do you do it? confluence of key strategic marketing elements marketplace insight, v

54、ision, market segmentation strategies, differentiation strategies typical life expectancy: 6 - 18 months the supermarket in your buyers minds the political caucuses the walker accounts payable system failure to communicate “spin” not “positioning” failure to differentiate “positioning” into a crowd

55、superlatives/comparatives not differentiators failure of abstraction positioning exists in a context of: target markets specific competition specific buyer needs your vision competitors vision and positioning matrix of uniques/semi-uniques/me-too/trouble current competitor positioning and likely rea

56、ctions sustainable competitive advantages buyer needs assessment analysis pre- and post-sale list urgent, important, useful needs dimensioning strategic and tactical issues your vision what how different (2 - 5) competitors vision what how different (2 - 5) target market competitors positioning thei

57、r theme to buyers their theme against you winning theme for your buyers case study: m clear, compelling consistent messages “a ” splash launch dominate competitive framework special focused publications tactical support (lead generation/seminar support, etc.) an order of magnitude more expensive the

58、 russians are coming as a marketplace force recognizing the “unstoppable force” as a marketing force its “dj vu” all over again mass communicate crisp, clear, consistent message thematic, visual, stories provide quality solutions for “dig deeper” quality creativity and superb execution for “a” make

59、the offers worthwhile problems: not making “true” short list feature list written for competitive products solution summary: decisively stake out a clear #1,2, 3 position tell a compelling tale blow past objections get “evaluated” problem: not winning the recommendation solution summary: traps-based

60、 problems (set/overcome) strength of “uniques” response to product “troubles” pre-sales features value proposition failure to seize control of the evaluation get “selected” case study the steering committees evaluation memo problem: not converting recommendations into purchase in timely manner compe