maximizing your marketing investment hf leadership symposium, chicago, il sept 2014 - ramiro roman

Imagination at work

Maximizing Your Marketing Investment

Ramiro Roman

September 10, 2014

2Source: Mad Men

“ Every battle is won

BEFORE

it is fought ”

Sun TzuSource: Google Images

DieQuickly

Thrive

Die Slowly

Survive

Strategy (¢)Doing the wrong things

Strategy (¢)Doing the right things

Tactics ($$$)Doing things well

Tactics ($$$)Doing things poorly

Source: CEB : Marketing Leadership Roundtable Research

5

Market

Segment

Value PropBrand

Channel

Marketing Framework

Source: GE

Leverage market intelligence to set strategy

1. Decipher external trends and influences

2. Define and/or understand your industry

3. Analyze competitors

7

Market

Source: GE

8

Market

Industry Rivalry

Suppliers

Substitutes

Buyers

Entrants

Mag

nitu

de o

f Eff

ect

Likelihood of Occurrence

0% 100%

Low

Hig

h

Source: GE Source: 5 Forces Model

9

Market

Direct Indirect Complementors

Actual

Potential

Source: GE

10

Market

Source: Google Images

For (target customer)

who (statement of the need or opportunity),

the (product name) is a (product category)

that (statement of key benefit – that is, compelling reason to buy).

Unlike (primary competitive alternative), our product (statement of primary differentiation)

Source: Crossing the Chasm

Source: HBR When Marketing is Strategy 11

Market

Group customers by needs and profitability

1. Study target customer perception & behaviors

2. Understand unstated and future needs

3. Select and prioritize segments

12

Segment

Source: GE

13

Source: Google Images

14

TRANSACTIONALEvaluate

Risk

Tol

eran

ce

Business Model

TRANSACTIONALOpportunistic

COREExpand

EXTENDDevelop

ADJECENTInnovate

Low

High

External Internal

Segment

Source: GE

Source: HBR What is Your Strategy? 15

Segment The strategic objective for the downstreambusiness… is to influence how consumers perceivethe relative importance of various purchase criteria and introduce new criteria

Source: HBR When Marketing is Strategy

16

Segment

HBR Case Study 1998

New Mkt90%Mg

2001

Only$1.5B

2003

CompetitorMe2

2003+

3rd entrantNew VP

2012

3rd entrant#1 $5B Mkt

Source: HBR, Google Images, Pfizer Ad, Lilly/Icos Ad

Source: Phillip Morris 17

Innovate to optimize customer & company value

1. Define relevant positioning

2. Innovate upstream and downstream

3. Align business model

18

Value Prop

Source: GE

Target Perceptions

CompetitorsValue Prop

YourValue Prop

19

Value Prop

What would you do?

1. Advantage, opportunity to expand2. At par, execute flawlessly3. Disadvantaged, make trade offs4. Irrelevant, wasted resources

Source: GE

20

Value Prop

Source: Hyundai website 21

HBR Case Study

AssuranceValue Prop

22

Core MarketsCore Markets

2%

5%

7%

10%

Mar

ket G

row

th (

5YRS

)

Adjacent Opportunities

NIBP

White Space

Value Prop

Source: GE

“ Competitive strategy is about being different

It means deliberately choosing a different set of activities to deliver a unique mix of value

Strategy is the creation of a unique and valuable proposition, involving a different set of activities

The essence of strategy is choosing what not to do

Among all other influences, the desire to grow has perhaps the most perverse effect on strategy “

Michael Porter 23

Value Prop

Influence decision-makers and stakeholders

1. Identify personas & influencers in buyer journey

2. Differentiate, differentiate, differentiate

3. Launch programs throughout buying cycle

24

Brand

Source: GE

25

Brand

26

Source: entreprenuer.com

Brand

Source: Vanguard

27

Brand

“Owning, protecting and nurturing the brand is one of most important jobs of a CEO" … “Every decision I make must support the long-term health of our brand“ J. Immelt, GE, Sept. 5, 2014

Source: HBR What is Strategy?

Source: VW & Mini Cooper 28

Brand

Title or Job Number | XX Month 201X 29

EDUCATION Loosening Status Quo

Awareness of the problem

Committing to Change

Align w/ business issues/urgency

BUILD CREDIBILITY• 3rd party leverage• 3rd : white papers• 3rd : education guides• 3rd : benchmark• 3rd : webinar• 3rd : podcasts

CONTENT STRATEGY

SOLUTION Explore Possible Solutions

Help buyer ID benefits for solving issue

Commit to Solution

Align Sol’n w/ specific set of business needs

INFLUENCE SOLUTIONS• Switching case studies• Company white papers• Customer communities• Company webinar• Needs template• Solution comparisons

SELECTION Justifying Decision

Demonstrate benefits/ROI

Making Selection

Validate choice

DEMONSTRATE PROOF• ROI/TCO calculators• Live events• Customer events• Data sheets• Configurators• References

Source: SiriusDecisions

Brand

SALES STRATEGY

https://www.youtube.com/watch?v=lAl28d6tbko

30

Brand

Source: Blendtech

Align resources to targets

1. Develop channel strategy

2. Align sales and marketing

3. Asses performance based on objectives

31

Channel

Source: GE

32

Channel

Source: Google Images

Title or Job Number | XX Month 201X 33

Channel

34

Channel

57% 43%

Due diligence

begins

1st serious engagement

w sales

Purchase

Source: 2011 CEB (n=1500) Source: Gartner & HBR

35

Channel

Source: Marketo

Traditional

TraditionalNow : ID, nurture, qualify Now : Nurture, harvest, IB, upsell, NPS

36

Source: Google Images

Resources

• SiriusDecisions

• Corporate Exec Board

• Marketing Profs

• HBR

• CMO.com

• HubSpot

• Razorfish

• 32 FREE courses http://www.wordstream.com/blog/ws/2014/08/19/free-online-marketing-courses#.

Source: Logos from organizations

37