UNC Boeyond Go-to-market strategy

1. Drive New Revenue
Go to Market Strategy Guide

2. • Strategic Initiative Priority 3 |Objective 2 | Initiative 1
• IDEA: Strategic Initiative Approval Framework
• Go to Market Plan
• Management and Reporting
Go to Market Strategy
2

3. 3
Priority #3: Improve operating efficiency to invest in strategic areas
Objectives​ Initiatives​ Proposed Team Members​
Optimize Cost/Expense Levers
(Matt Rivenbark)​
Create resource allocation for all expenses Core: Scott Savage, and Roy Zwahlen.​
Others: Budget Committee (BC) and FAO Directors - Albert
Bowers, Shawn Hingtgen, Mary McClurg, Shawn dos Santos,
Mollie Scott, Betsy Sleath, Bill Zamboni, Kim Brouwer, Nicole
Kenney, Jason Martin, Stan Parker, Jason Whitley, Dave
Maldonado​
Create transparent process for discontinuing
initiatives and removing redundant activities
Refinance and pay off facility/building debt
Drive New Revenue Generation
(Angela Kashuba)​
Improve “go to market” strategy for new initiatives
and partnerships
Scott Savage, Roy Zwahlen, Stan Parker, Bob Dieterle​
Align strategic priorities with fundraising priorities to
drive more philanthropic investment
Scott Savage, Mary McClurg, Mollie Scott, Stephen Eckel,
Betsy Sleath, Wendy Cox, Carla White, Annie Hager-Blunk,
Kim Brouwer, Roy Zwahlen, John Bamforth, Kelly Collins, Tab
Waldrop​
Sustainably operationalize and grow the Eshelman
Institute of Innovation
John Bamforth, Kelly Collins, Roy Zwahlen, Scott Savage​
Enhance Facilities and Physical Space
(Scott Savage)​
Improve shared space for students, faculty, staff, and
collaborators to interact and engage
Stan Parker, Brad Wingo
Develop facility plan that aligns with priorities,
campus partners and multi-campus presence
Evan Yassky
Allocate sufficient funds for space maintenance and
technology upgrades
Jason Martin, Chris Allen, Budget Committee​

4. 4
source: https://www.mckinsey.com/business-functions/transformation/our-insights/transformation-101-how-universities-can-overcome-financial-headwinds-to-focus-on-their-mission
Revenue and Margin Improvement

5. Initiative Implementation Timeline
Step 1
• Objective Leader
Kick Off meeting
w/OE(Chris Gosk)
• Objective Leaders
finalize their Project
Team
• Project Team
Meetings Scheduled
• Initiative Plan
developed with
SMART goals,
completion dates,
roles &
responsibilities and
metrics
(see template)
Initiative Plan
Development
Step 2
• Objective Leaders
present Initiative
Plans to Dean’s
Council (template)
• Feedback and
adjustments made
• Plan approved by
Dean’s Council
• Initiative Plans and
metrics published to
CASCADE
Initiative Plan
Approved
Step 3
• Monthly Project
Team Meetings
• Review Initiative
Plan status and
update progress;
Adjust plan as
necessary
• Update CASCADE
Initiative
Execution
Step 4
• Objective Leaders
provide Initiative
Plan status updates
to the Executive
Committee
• Town Hall/Forum
Updates
Reporting
& Sharing
Mar - May Monthly
May 30 Jul | Oct | Jan | Apr 5

6. Initiative
• Educational
Programs
• Corporate
Sponsored
Research
• Centers/
Recharge
Centers
(cores)
• Practice
EAC
Approval Go to Market Mgt & Reporting
• CASCADE Project
Plan
• Quarterly
Executive
Committee
Updates
Go to Market Overview
Customer
Experience
Dean’s
Council
6
Sponsor
ADs,
Research/
Foundation
EVD/COO
PACE Chair

7. • Strategic Initiative Priority 3|Objective 2 | Initiative 1
• IDEA: Strategic Initiative Approval Framework
• Go to Market Plan
• Management and Reporting
Go to Market Strategy
7

8. Prioritizing Initiatives to GTM
8
IDENTIFY DISCOVER EVALUATE ACT
We will utilize the IDEA framework to help us make decisions about which proposed initiatives to
approve, prioritize and allocate resources for a Go To Market plan

9. 9
IDENTIFY DISCOVER EVALUATE ACT
• Academic
Programs
• Research
Enterprise
• Practice
Advancement
• Intellectual
Property (IP)

10. Identify: Product/Market Growth Matrix
Existing New
Existing
New
Product
10
Market Penetration: increase awareness & market share
Market
Penetration Product Development: introduce new products/services
Market Development: develop new locations
Market
Development
Market
Diversification: introduce new business models
o New Customers
• Improved access, more locations, new channels
• Updated, improved product, line
o Existing Customers
• Increase usage/share: more occasions, more visits
• Higher amount per occasion: Cross sell, Upsell,
o Domestic
• New City, DMA, Region
o International
• New country
o Licensing
o Joint Venture
o Acquisition
o Product Line Extensions
o Brand Extensions
Product
Development
Diversification

11. Prepares students to become
medication experts and
healthcare leaders
PharmD PhD Masters Bachelors
Prepare undergraduates for a
career in the pharmaceutical
industry
Prepares pharmacists for
leadership positions in
health system pharmacy
administration
Pharm.D.
Pharm.D./MBA
Pharm.D./MPH
CBMC PhD
DPMP PhD
DPET PhD
DPOP PhD
M.S. Pharmaceutical Sciences
• Residential
• Online
BS
Residencies
Community Pharmacy
Hospital Pharmacy
Graduate Fellowships
DPMP
CBMC
Post Doc
Fellowships
Clinical Pharmacology
Nanotechnology
Entrepreneur Development
Global Engagement
Clinical & Research Drug Dev
Medical Affairs
Global Regulatory Affairs
Pharmacokinetics/
Pharmacodynamics/
Pharmacometrics
Pharmaceutical Outcomes
Prepares scientists to
discover cures for the world’s
most challenging sicknesses
and diseases
Academic and clinical
postgraduate research for
Pharm.D. and PhD grads
Academic Programs
MPS. Regulatory Residential
• Online
11
MScv Global Medicines
Development
• Online

12. Late Stage
(translational science)
Value Stage
(applied science)
Drug Discovery Development & Evaluation Care Delivery & Outcomes
Drug Discovery
find & characterize new
therapeutic targets and agents
Drug Delivery
deliver therapeutic agents for
successful outcomes
Drug Optimization
optimize dosing & dosing strategies for
maximum efficacy and minimum toxicity
Care Delivery
advance education &
practice of pharmacy
Outcomes
Identify health outcomes &
values of therapies, policies
& practices
human clinical trials
Platforms
Divisions | Centers | Cores
Identify
Targets
Identify
Leads
Lead
Optimization
Clinical
Candidate
Trial
I
Trial
II
Trial
III
Cancer
Heart
Diseases
Autoimmune
Diseases
Infectious
Diseases
CBMC DPMP DPET PACE DPOP
Center for Integrative
Biology & Drug Discovery Center for Nanotechnology in Drug Delivery Center for Medication Optimization
Eshelman Institute for Innovation
Early Stage
(basic science)
Neural
Disorders
In vivo models
In vitro screening
Therapeutic
Expertise
longer,
healthier lives
Nuclear Magnetic
Resonance (NMR)
cores
Nanomedicines
Characterization
Translational
Nanoformulation
TOND2I
Lab
Center for
AIDS Research
Pharmacometrics
Mental
Health
Education Optimization
Research Enterprise
12

13. • Continuing Education
• Certificate Programs
• Training Programs
Practice/Career Advancement
13

14. 14
IDENTIFY DISCOVER EVALUATE ACT
• Sources of Demand
• Sources of Volume
• Sources of Value
• Sources of Advantage
• Assessment
• Prioritization

15. Discover
15

16. • Sources of Demand: identify all potential markets
• Verticals/Industries
• Geography (City, DMA, State, Region, Country, Continent)
• Company size (e.g., revenue, market potential, # of employees)
• Sources of Volume: identify the size and trends in each market:
• Market size: is it big enough to warrant entry
• Growth rate: growing, flat, declining
• Barriers to entry: strong competitors, capital investment, regulation
• Sources of Value: identify the ability to generate a desirable return
• Market economics & customer economics
• Sources of Advantage: target needs vs brand capabilities
• Ability to compete: differentiated solutions
• Assess each market with key internal/external stakeholders
• Fit & Alignment
• Addressability (ability to reach)
• Prioritize opportunities and present for approval
A methodical analysis of markets, customer segments, channel economics,
offerings, value propositions and other factors.
Brand Activation Guide
Discover
16
Pre-Proposal
1.Problem
2.Product/Service
2. Market Size
3. Competitors
4. Difference
5. Customer Input
6. Fit
Presented to GTM
Group

17. 17
IDENTIFY DISCOVER EVALUATE ACT
• Fit:
• Vision| Mission |Values
• Strategic Plan
• Brand Strategy
• PESTLE Analysis
• Economic Impact
• GTM: Pre-Proposal
• DC: Full Proposal

18. Mission
Preparing leaders and innovators
to solve the world's health care challenges
Vision
To be the global leader
in pharmacy and pharmaceutical sciences
Values
WE CARE:
Welcoming, Equity, Commitment, Accountability, Respect, Excellence
Priorities
• Create the most engaging culture
• Accelerate innovation and transformational change in
pharmacy and the pharmaceutical sciences
• Improve the operating efficiency to invest in strategic
areas
Evaluate
18
Vision | Mission | Values | Priorities

19. • Foster Diversity, Equity, & Inclusion
• Improve Well-being & Resiliency
• Expand Engagement
Create the most engaging culture
• Prioritize Research & Translation
• Develop Educational Offerings
• Advance Practice
Accelerate innovation and transformational change in pharmacy and the
pharmaceutical sciences
• Optimize Cost/Expense Levers
• Drive New Revenue Generation
• Enhance Facilities and Physical Space
Improve operating efficiency to invest in strategic areas
Carla White
Suzie Harris
Angela Lyght
K. Brouwer/J. Bamforth
Mary McClurg
Stefani Ferreri
Matt Rivenbark
Angela Kashuba
Scott Savage
Evaluate
19
Strategic Priorities & Objectives

20. Emotional
Connection
Meaningful
Difference
Positive
Brand Access
Brand
Perceptions
Brand
Awareness
Unaided awareness
Top of mind awareness
Aided awareness
Convenience; ease of access
Positive engagement/interactions
Easy to find, engage, buy, use
Positive associations
Quality image; value image
Reasons to believe/buy
Uniquely solve problems
Uniquely fulfil dreams and desires
Loyalty to the brand (preference)
Advocacy for the brand
Insistence for the brand (category of one)
Criteria: Does this help the UNC
ESOP brand improve/increase:
Evaluate
20
Brand Equity Drivers

21. Evaluate
21
External Factors

22. Evaluate
• Size/Volume
• Purchasing Power
• Segment Profiles that can be quantified
Measurable
• Segments can be effectively reached
• Segments can be effectively served
Accessible
• Large
• Growing
• Profitable
Substantial
• Can meet functional needs requirements
• Can meet emotional requirements
Different
• Effective programs can be designed to attract and serve the segments
Actionable
22
Size of Opportunity

23. Evaluate
23
Pre-Proposal
Template
1. Problem Being Addressed
2. Product/Service Description
3. Market Size (TMS, AMS, Share)
4. Key Competitors
5. Point of Difference
6. High level Customer Discovery
7. Fit
Pre-Proposal
(GTM Team)
Tool Kit: Spreadsheets & PPT
The GTM Team is available to provide
advice and help you with your GTM
Initiative Pre-Proposal:
Kelly Collins
kellyc@unc.edu
Bob Dieterle
bob.dieterle@unc.edu
Stan Parker
stanparker@unc.edu
Scott Savage
scott.savage@unc.edu
Roy Zwahlen
rzwahlen@email.unc.edu

24. Evaluate
24
Pre-Proposal
Template
1. Problem Being Addressed
2. Product/Service Description
3. Market Size (TMS, AMS, Share)
4. Key Competitors
5. Point of Difference
6. High level Customer Discovery
7. Fit
approval
Pre-Proposal
(GTM Team)
Tool Kit: Spreadsheets & PPT Tool Kit: Spreadsheets & PPT
Pre-Proposal
Template
1. Problem Being Addressed
2. Product/Service Description
3. Market Size (TMS, AMS, Share)
4. Key Competitors
5. Point of Difference
6. In depth Customer Research
7. Fit
8. Pro Forma P&L (see Heidi Collins for
template)
Full Proposal
(Dean’s Council)

25. 25
IDENTIFY DISCOVER EVALUATE ACT
• Dean’s Council
Go/No Go
• GTM Plan, including
timeline and budget
• CASCADE Tracking &
Reporting

26. Goals: what needs to be
accomplished
Start End Responsible
(does the job)
Accountable
(obj owner, approver)
Consult
(provides input)
Inform
Develop GTM framework and process 2/1 4/30 BD, SP, SS, RZ AK EC ESOP
Secure Dean’s Council Approval 5/5 5/5 AK AK EC ESOP
Rollout GTM framework to the School 6/1 ongoing Chris Gosk AK EC ESOP
Identify: select potential GTM Initiatives 7/1 ongoing Objective Owner Team GTM
Discover: Research Opportunity 7/1 ongoing Objective Owner Team GTM
Evaluate: Review and Approve 7/1 ongoing Objective Owner DC GTM,EC
Act: Develop GTM Plan Objective Owner Team GTM ESOP
Priority #3 Improve operating efficiency to invest in strategic areas
Objective Drive new revenue generation (Kashuba)
Initiative Improve “go to market” strategy for new initiatives and partnerships​
GMT Team A. Kashuba (AK), K. Collins (KC) B. Dieterle (RD), S. Parker (SP), S. Savage (SS), R. Zwahlen (RZ)
GTM Initiative
BOLD – Items in BOLD will be added to Cascade for immediate tracking. 26

27. Priority #3
Objective
Initiative
Team
GTM Template
27
Goals: what needs to be accomplished Start End Responsible
(does the job)
Accountable
(obj owner, approver)
Consult
(provides input)
Inform

28. Q1 | Q2 | Q3 | Q4 Q1 | Q2 | Q3 | Q4 Q1 | Q2 | Q3 | Q4 Q1 | Q2 | Q3 | Q4
MS in Pharmaceutical Science w/
specialization in Health System Pharmacy
Administration dual degree w/ NUST;
JamJoom program; BS in Pharmaceutical
Sciences; microcredential development
MPS in Regulatory Science; MS Global Medicine
Development; “Molecules to Market”
Certificate/Microcredential with Deerfield
MS in Pharmaceutical Science w/
specialization in Health System Pharmacy
Administration
Rebranding of Continuing Education office
CMM training and sustainability Certificate CIPhER TLC certificate
CMM training and sustainability Certificate;
ITPS Advanced; Clinical Pharmacy Institute
ITPS Virtual; ITPS Foundations CIPhER Teaching & Learning Certificate (TLC); CIPhER
Summer Institute
2021-2022
Academic
Research
Practice
IP
2022-2023
GTM Targets
2022-2023
CTRs/Cores
Academic
Research
Practice
IP
CTRs/Cores
Academic
Research
Practice
IP
CTRs/Cores
28

29. • Strategic Initiative Priority #3 |Objective 2 | Initiative 1
• IDEA: Strategic Initiative Approval Framework
• Go to Market Plan
• Management and Reporting
Go to Market Strategy
29

30. A go-to-market strategy (GTM) is an action plan that specifies how a company will reach target
customers and achieve competitive advantage. It is a blueprint for delivering a product or service to a
targeted customer.
While go-to-market strategies are often associated with product launches, they can also be used to
describe the specific steps a company needs to take in order to guide customer interactions for
established products.
Core components:
• Market definition: Which markets will be targeted to sell the product or service?
• Customers: Who is the target audience within these markets?
• Product positioning and messaging. What is being sold and what is its unique value or primary
difference compared to other products or services in the market?
• Distribution model: How will the product or service be sold and delivered to the customer?
• Price: How much should the product or service cost for each customer group?
Go to Market Strategy
30

31. Target
Audience(s)
Value
Proposition
Attract Engage Delight
Go to Market Stages
31

32. Target
Audience(s)
Value
Proposition
Attract Engage Delight
Go to Market Stages
32
Brand Positioning & Messaging Brand Activation

33. Target
Audience(s)
Value
Proposition
Attract Engage Delight
Go to Market Stages
33
• Onboard
• Support
• Service
• Markets/Industries
• Customer Segments
• Geography
• Product(s)
• Problem/Oppty
• Customer Benefits
• Meaningful
Difference
• Support
• Advertising
• PR/Media Relations
• Events/Conferences
• Speaking
• Sponsorships
• Email Outreach
Campaigns
• Blog/Publish
• SEO
• Social Media
• Web Pages/LPs
• Gated Content
• Email Nurture
Campaign
• Identify
• Connect
• Present
• Close
• Connect
• Collaborate
• Celebrate
• Cultivate
• Reward
• Elevate
Brand Positioning & Messaging Brand Activation

34. Target
Audience(s)
Value
Proposition
Attract Engage Delight
Go to Market Stages
34
• Markets/Industries
• Customer Segments
• Geography

35. 35
Customer Segment 1
Customer Segment 2
Customer Segment 3
Customer Segment 4
Customer Segment 5
Look for customers that meet the following criteria:
• They have an important need and your brand meets that need.
• Your brand has the potential to be preferred by them.
• There is something about your brand that they admire.
• They have the potential to provide your organization with the ample
revenues and profits over the long run.
• Your organization can grow by building a long-term relationship with
and increasingly fulfilling the evolving needs of these customers.
Segmentation
A market is made up of several potential
customer segments

36. Customer Segmentation Practices
source: https://blog.hubspot.com/service/customer-segmentation
Segmentation
36
Segmentation model How to segment customers
• Demographic Segmentation Age, gender, income, education, and marital status
• Geographic Segmentation Country, state, city, and town
• Psychographic Segmentation Personality, attitude, values, and interests
• Technographic Segmentation
Mobile-use, desktop-use, apps, and software: device type, browser
type, original source
• Behavioral Segmentation
Tendencies & frequent actions, feature/product use, habits, buying
cycle
• Needs-Based Segmentation
Product/ service must-haves and needs of specific customer groups:
Product attributes, service needs, delivery method
• Value-Based Segmentation
Economic value of specific customer groups on the business: CSAT
scores, # of purchases, Avg Purchase Value,
• Search Intent Segmentation Key words, key word phrases
• Firmographic Segmentation
Industry, location, size, occupation, performance trends, strategic
direction

37. Target
Audience(s)
Value
Proposition
Attract Engage Delight
Go to Market Stages
37
• Product(s)
• Problem/Oppty
• Customer Benefits
• Meaningful
Difference
• Support

39. A well articulated value proposition provides a clear understanding of your
differentiation
• It is not a tagline/brand promise
• How you translate your brand promise to a specific target audience (sales
messaging)
• It is a statement that answers WHY someone should do business with you
• It should convince potential customers WHY your product/service is of more
value than competitors
• Tells target audience about your product or service and why they should buy
from you.
Value Proposition
39

40. • Headline. The headline describes the benefit the customer
will receive as a result of making a purchase from your
business. The headline can be creative and catchy, but it
should be clear and concise first and foremost.
• Subheadline. The subheadline or paragraph should explain
in detail what your company offers, who it serves, and why.
In this section, you can elaborate on the information in the
headline.
• Visual Element. In some cases, a video, infographic, or
image may convey your value proposition better than words
alone can. Enhance your message with these visual
elements to capture your audience’s attention.
Value Proposition
40
There are three elements of a value proposition:
source: https://blog.hubspot.com/marketing/write-value-proposition

41. Product/Service
• What is our product/service?
• What is the value of our product/service?
• What is our point of difference?
Target Audience
• Who is the customer?
• What is the customer’s need/problem?
• Why should a customer believe us? Why should they select us?
Value Proposition Exercise
41

42. Value Proposition Steps
42
• Identify your customer
• Identify your customer's main problem.
• Identify all the benefits your product offers.
• Describe what makes these benefits valuable.
• Connect this value to your buyer's problem.
• Differentiate yourself as the preferred provider of this value.
source: https://blog.hubspot.com/marketing/write-value-proposition

43. For _________________
who you serve
Who ________________
what they need
UNC Eshelman School of Pharmacy
Delivers _______________
description
That _______________
statement of benefits
Unlike _______________
competitor offerings
Value Proposition Worksheet
43

44. Clarity easy to understand
Meaningful important to the customer (benefits)
Different explains how it is better than competitors (unique)
Deliverable can be delivered at a consistently high level
Strategic aligned with vision/mission/values/promise
44
Value Proposition Criteria

45. Target
Audience(s)
Value
Proposition
Attract Engage Delight
Go to Market Stages
45
Brand Activation

46. 46
Moving from the Funnel to … the Fly Wheel
Brand Activation

47. 47
Audience
Goal
Strategy
Management
Key metrics for S.M.A.R.T goals
Measurement
Reach, Convert & Grow
Message Brand promise translated to a value proposition (audience + stage)
Campaigns, Calendar, Technology, Roles, Budget
Attract: Generate Brand Awareness
Engage: Elevate Brand Quality & Value Perceptions
Provide Positive Brand Access
Delight: Deliver Meaningful Difference
Cultivate Emotional Connection
Target Markets, Customers, Personas & Journeys
Brand Activation

48. targets leads
$
lead nurture path customer growth path
lead generation path
Generate Brand
Awareness
Provide
Positive Brand Access
Cultivate an
Emotional Connection
Deliver a
Meaningful Difference
1 2 3 4 5
customers promoters
REACH CONVERT GROW
buyers
Elevate Brand Quality
& Value Perceptions
Brand Activation Guide
prospects
Attract Engage Delight
Brand Activation
48

49. targets leads
$
lead nurture path customer growth path
lead generation path
Generate Brand
Awareness
Provide
Positive Brand Access
Cultivate an
Emotional Connection
Deliver a
Meaningful Difference
1 2 3 4 5
customers promoters
REACH CONVERT GROW
buyers
Elevate Brand Quality
& Value Perceptions
Brand Activation Guide
prospects
Attract Engage Delight
Brand Activation
49
campaigns conversations
1: many 1:1
1
1 1
movements

50. Markets
• Education
• Industry
• Investors
• Donors
• Practice Advancement
50
Customer Segments
Learners: PharmD, PhD, Certificates
Pharma, Biopharma, Biotech, Medical Devices
VC, Angel
Alumni, Friends, Foundations
Pharma, Healthcare
Target Audiences

51. Company First Last Title email telephone
Pfizer
Roche
Novartis
Johnson & Johnson
Merck & Co.
Sanofi
AbbVie
GlaxoSmithKline
Takeda
Bristol-Myers Squibb
AstraZeneca
Amgen
Gilead
Eli Lilly & Co.
Bayer
Novo Nordisk
Teva
Allergan
Boehringer-Ingelheim
Celgene
Biogen
Astellas
Mylan
Daiichi Sankyo
CSL Behring
MPS Regulatory Science - Targeted Pharma & Biopharma
Pharma/Biopharma
Company First Last Title email telephone
Johnson & Johnson
Roche
Sinopharm
Bayer
Novartis
Merck & Co.
GlaxoSmithKline
AbbVie
Sanofi
Bristol-Myers Squibb
Pfizer
Abbott Laboratories
Thermo Fisher Scientific
Medtronic
Takeda Pharmaceutical
AstraZeneca
Amgen
Gilead Sciences
Eli Lilly & Co
Danaher Corporation
Novo Nordisk
Viatris
GE Healthcare
Boehringer Ingelheim
Merck Group
Siemens Healthineers
Medline Industries
Becton, Dickinson and Company
Teva Pharmaceutical Industries
Biogen
MPS Regulatory Science - Biomedical Companies
Biomedical
Merck & Co.
GlaxoSmithKline
AbbVie
Sanofi
Bristol-Myers Squibb
Pfizer
Abbott Laboratories
Thermo Fisher Scientific
Medtronic
Takeda Pharmaceutical
AstraZeneca
Amgen
Gilead Sciences
Eli Lilly & Co
Danaher Corporation
Novo Nordisk
Viatris
GE Healthcare
Boehringer Ingelheim
Merck Group
Siemens Healthineers
Medline Industries
Becton, Dickinson and Company
Teva Pharmaceutical Industries
Biogen
Astellas Pharma
Labcorp
Baxter International
IQVIA
Medical Device
Company First Last Title
Johnson & Johnson
Abbott Laboratories
General Electric Company
Fresenius Medical Care AG & Co.
KGaA
Becton, Dickinson and Company
Siemens Healthineers AG
Cardinal Health Inc.
Koninklijke Philips N.V.
Stryker Corporation
Baxter International Inc.
Boston Scientific Corporation
Zimmer Biomet Holdings, Inc.
EssilorLuxottica S.A.
3M Company
Olympus Corporation
Danaher Corporation
Terumo Corporation
Smith & Nephew plc
Intuitive Surgical, Inc.
Edwards Lifesciences Corporation
Alcon Inc.
Canon Inc.
DENTSPLY SIRONA, Inc.
HOYA Corporation
Hologic, Inc.
Varian Medical Systems, Inc.
Nipro Corporation
Sonova Holding AG
Hill-Rom Holdings, Inc.
STERIS plc
bioMérieux S.A.
Envista Holdings Corporation
Getinge AB
MPS Regulatory Science - Targeted Medical D
Cardinal Health Inc.
Koninklijke Philips N.V.
Stryker Corporation
Baxter International Inc.
Boston Scientific Corporation
Zimmer Biomet Holdings, Inc.
EssilorLuxottica S.A.
3M Company
Olympus Corporation
Danaher Corporation
Terumo Corporation
Smith & Nephew plc
Intuitive Surgical, Inc.
Edwards Lifesciences Corporation
Alcon Inc.
Canon Inc.
DENTSPLY SIRONA, Inc.
HOYA Corporation
Hologic, Inc.
Varian Medical Systems, Inc.
Nipro Corporation
Sonova Holding AG
Hill-Rom Holdings, Inc.
STERIS plc
bioMérieux S.A.
Envista Holdings Corporation
Getinge AB
Sysmex Corporation
ResMed Inc.
Coloplast A/S
The Cooper Companies, Inc.
Teleflex Incorporated
Align Technology Inc.
51
Target Audiences: Industry

52. 52
B2B Customers B2C Customers
Focused on ROI, efficiency, expertise and
reduced risk Goal
Seek deals and entertainment (which
means marketing needs to be more fun).
Customers are driven by logic and financial
incentive. Purchase Motivation Customers are driven by logic and emotion.
Customers want to be educated. Alleviate
fear, reduce risk Drivers
Customers appreciate education but don’t
always need it to make a purchase decision.
Surprise and delight
Longer time frame. Formal process
Time Frame/
Sales Cycle
Shorter time frame. Less formal process
Customers like (if not prefer) to work with
account managers and salespeople. Purchase Process Customers like to make purchases directly.
Multiple Decision Makers. Customers often
confer with decision makers and other
members of their chain of command before
making a purchase decision.
Decision Makers
Individual Decision Maker. Customers rarely
need to confer with others before making a
purchase decision.
Customers make purchases for long-term
solutions, resulting in a longer sales cycle,
longer contracts, and longer relationships
with companies.
Purchase Purpose
Customers aren’t necessarily looking for
long-term solutions or long-term
relationships.
Target Audiences

53. 53
B2B Target Audiences

54. Emotional
Connection
: touch points & channels
• Owned: website, locations, email, social pages,
events, facilities
• Earned: SEO, social endorsement, media,
Influencers, thought leaders, social enagement
• Purchased: traditional, digital, conferences,
trade show, conferences
Wants/Needs/Fears:
• Gain a positive
• Overcome a negative
• Keep a positive
• Avoid a negative
Touch Points (access)
Motivations (mindset)
Decision
Brand
Awareness
Moments of Truth
make it easy for people to find and love your brand wherever and however they want
Educate Differentiate & Motivate
Interest
Q&V
Perceptions
Positive
Access
Meaningful
Difference
Adopt | Prefer Advocate
Persona
Persona Details
• Demos: age, life stage, location
• Mind Set/Behavior
• Thinking at each stage
• Feeling at each stage
• Doing/Saying at each stage
• Believing at each stage
Inform
Prospect has
identified their
challenge or goal and
decided to take
action on it.
Prospect evaluates
alternatives available
to pursue the goal or
solve their challenge.
Prospect chooses
solution to address
their problem or goal,
becomes a buyer
Buyer on-boards,
receives & uses
product that solves
problem/meets goal:
becomes loyal
customer
Loyal customer
becomes an advocate,
promotes the brand to
family, friends and
colleagues
Attention Consideration Decision Success Bond
prospect knows you exist prospect sees you as an expert prospect trusts you can help & buys buyer becomes a loyal customer loyal customer becomes advocate
Brand Activation Guide
• Consultation
• Quote
• Trial/Demo
• Promo/incentive
• Website
• Ebooks/How to Guides/WPs
• Webinars,Videos
• Checklists/Templates
• Social Midea
• SEO
• Blog & Social Media Posts
• WoM
• Advertising: Traditional & Digital
• Press Releases/PR/Events
• Knowledge base
• Training materials
• User Forums
• Newsletter
• In person growth meetings
• surveys
• forums
• events
• user content
• social media groups
• Easy to buy
• Easy to pay
54
Customer
Experience
Journey
Content
Brand
Strategy

55. 55
Highly qualified
prospective learners
Nurture prospects
to application
Enroll , empower future
health care leaders
Research
Partners
Licensing
Royalties
Innovations that Improve
Human Health
Alumni & Friends Gifts and Time Advocates
Learners
Research
Donations
150
PharmD
14 Res/12 OL
MS HSPA
$50
million
$15
million
IP
?
million
Licensing
Partners
Grants &
Contracts/$
Innovations that Improve
Human Health
Goals
REACH CONVERT GROW

56. 56
Messaging Architecture

57. targets leads
$
lead nurture path customer growth path
lead generation path
Generate Brand
Awareness
Provide
Positive Brand Access
Cultivate an
Emotional Connection
Deliver a
Meaningful Difference
1 2 3 4 5
customers promoters
REACH CONVERT GROW
buyers
Elevate Brand Quality
& Value Perceptions
Brand Activation Guide
prospects
Attract Engage Delight
Brand
brand messaging
build knowledge and familiarity
capture audience interest so
they want to learn more
Product
value proposition messaging
translate brand promise to tailored
product/service messaging
articulate meaningful difference and
give reasons to believe
Growth
support messaging
reinforce promise:
welcome, onboard,
service, train
collaborate on growth;
cross-sell & upsell
Brand
shared interest messaging
inform, educate, involve,
recognize & inspire
encourage to advocate
Sales
sales messaging
connect, build trust and provide
solutions
make it easy and convenient to
act, address concerns, reinforce
meaningful difference
make a promise differentiate the promise elevate the promise
Mapping Our Message
57

58. targets leads
$
lead nurture path customer growth path
lead generation path
Generate Brand
Awareness
Provide
Positive Brand Access
Cultivate an
Emotional Connection
Deliver a
Meaningful Difference
1 2 3 4 5
customers promoters
REACH CONVERT GROW
buyers
Elevate Brand Quality
& Value Perceptions
Brand Activation Guide
prospects
Attract Engage Delight
Strategy & Tactics
58
Outbound Marketing Inbound Marketing Sales Community
attract through strategic
messaging & campaigns
build trust, provide
solutions & close
welcome, onboard, train, support,
collaborate keep engaged
Customer Success
capture & qualify, nurture, send
to sales for F/U
bond & build community around
shared interests and values

59. customer
experience
engage
(capture & engage)
attract
(attract)
delight
( select)
Target
Audience
Prospective
Donors
Prospective
Learners
Strategic
Partners
- -
- -
-
loyal
SQL * buyer
prospect * visitor
Brand
Ambassador
Brand Fan
attract
(attract)
engage
(capture & engage)
delight
(engage & close)
attract
(attract)
engage
(capture & engage)
delight
(engage & close)
Customer
Stages
customer experience
MQL
SQL * buyer
prospect * visitor
MQL
SQL * buyer
prospect * visitor
MQL
Content Assets
Message
Architecture
what you say, when you say it
where you say it
Core
Brand Promise
Value Prop
Product |Price| Service
Core
Brand Promise
Value Prop
Product |Price | Service
Core
Brand Promise
Value Prop
Product |Price | Service
SQL buyer
target prospect
MQL
SQL buyer
MQL
SQL buyer
MQL
success
(preference)
community
(insistence )
loyal
advocate
loyal
advocate
Target prospect
Advertising
•Broadcast (TV/Radio)
•Display
•Search
•Social Media
•Print
•OOH/Sponsor/Event
•Direct Mail
Web Pages
•Home Page
•About Us/Story
•Manifesto/Values
•Landing Pages
•Product Pages
Content
•blog/ articles
•e books/workbooks
• presentations
• infographics
• videos
• webinars
• whitepapers
• statistics/research
• case studies
User Generated
• reviews/comments
• surveys/polls
• forums/board
• contact us
• games/contests
outbound
inbound
target prospect
inside
prospect knows you exist
prospect sees you as an expert
prospect trusts you can help, becomes a buyer
brand awareness
brand perceptions
positive brand access
buyer becomes a loyal customer
advocates & shares experience w/brand &
others
meaningful difference
emotional connection
Brand Activation
reach, frequency & impact tactics used to deliver a cohesive message
Brand
Support
Growth
Shared interest
Brand Activation Guide
Go to Market Overview
59

60. Target
Audience(s)
Value
Proposition
Attract Engage Delight
Go to Market Stages
60

61. Attract
61
Strategy: generate brand awareness
Tactics: build knowledge and familiarity – reach, frequency and impact
Reach
(knowledge)
Frequency
(familiarity)
Impact
(resonance)
Target Audiences
• segments
• personas
• journey stages
• touch points
Media Mix
• Paid
• Owned
• Earned
The right media to efficiently encode into
memory through repetition & consistency
Story/Message
What you say
• Promise
• Value Prop
• Proof Points
Voice/Imagery
How you say it
• Color/Senses
• Archetype
• Personality/Tone
• Style & Pace
• Accent
• Gender
• Music/SFX
x x
The right person, at the
right time, in the right place
The right message:
create emotion & action
Marketing
(create impressions)
Branding
(create perceptions)

62. Educate: mind share
awareness & perceptions
(campaigns)
Target to Prospect to Visitor
(engagement)
Visitor to Lead to Buyer Buyer to Customer to Advocate
(movement)
Motivate: market share
positive access & differentiate
Inspire: heart share
differentiate & connect
Social media engagement &
endorsement, thought leadership
endorsement, forums, reviews, PR,
Word of Mouth, Influencer Marketing,
Guest posts
Website, Blog, SEO, eMail,
Newsletters, Social Media Profiles/
Channels, Social Media Group Pages,
Apps, Physical locations, Meetings,
Events
Traditional: TV, Radio, Print, Direct
Mail, OOH, Sponsorships
Digital :Search, Social,, Display, Native,
Remarketing
Paid Influencers: macro, micro
R
&
F
Tactics
Stage
Media
Mix
Strategy
Attract
62

63. Target
Audience(s)
Value
Proposition
Attract Engage Delight
Go to Market Stages
63

64. 64
Strategy: elevate brand quality and value perceptions
Tactics: stimulate engagement – capture, identify and nurture MQLs
messaging and content that
educates and differentiates
Engage

65. Build trust by
participating in
personalized
interactions based on
lead’s interests:
Prospecting
• In person meeting
• Online
• Telephone
• eMail
• Live Chat
• Video Conference
• Text
• Real time messaging
• FB Messenger
• Hand written note/cards
• Industry Conferences
Find Out: Explore and
assess when a lead
validates fit (listen &
qualify)
Information Gathering
• Build rapport/trust
• Recap prior conversations
• Set goals
• Needs/Goals/Pain
Points/Drivers
• Authority (ID decision
makers)
• Establish Budget
• Identify timeline
• Procurement process
• Competitors
• Industry Trends/info
Match: Develop & deliver
a personalized
Proposal/solution to meet
prospects needs
Sales Enabling Resources
Messaging
• Persona/Pain Point
• Differentiate Offering
Content Format
• Telephone Scripts
• Email templates
• Product Demo
• Product One Pager
• Competitor Analysis
• Case Studies
• Webinar
• Free Trial
• Customer Testimonials
• Reports
• Whitepapers
Make it easy to buy.
Present, negotiate,
overcome objections
and close
Have a close in mind for
every interaction:
• Identify the product or
service you’re focusing on.
• Link benefits to pain
points/desires
• Ask for the business
Connect Discover Nurture Close
Target & qualify Sales
Qualified Leads (SQLs)
that are active based
on fit & behavior
signals:
Fit Criteria:
•
•
•
Behavior Criteria:
•
•
•
•
Identify
Strategy: provide positive brand access
Tactics: personalize engagement- identify SQLs, connect, discover, nurture and close
Brand Activation Guide
Engage
65

66. Fit
Lo
Hi
Behavior/Interest
Lo Hi
Avoid Take Orders
(social, digital, interactive)
(demos,
geography,
size)
Marketing Qualified Lead
(MQL)
Sales Qualified Lead
(SQL)
Identify | Connect | Discover | Nurture
Personalize
Engagement
Stimulate
Engagement
Strategy: provide positive brand access
Tactics: personalize engagement – identify SQLs based on fit & behavior signals
Brand Activation Guide
Engage
66

67. Focus
• Product
• Geography
• Market/
Industry
• Company
Audience
• B2B
• B2C
Channel
• Direct
• Resellers
• Affiliates
• Distributors
• Wholesalers
• Chain
Retailers
• Independent
Retailers
• Agents
• Consultants
• Agencies
Relationship
• Transactional
• No Touch
• Light Touch
• Relational
• Light Touch
• High Touch
Location
• Online
• Self Service
• Customer
Service
• Inside/
Outside
• Single
Buyer
• Buying
Center
Engage
Strategy: provide positive brand access
Tactics: personalize engagement – connect through a sales structure that matches the target audience
needs, type of product and buying cycle
67

68. Engage
Strategy: provide positive brand access
Tactics: personalize engagement – discover customer pain points, needs and desires
68
source: Upgrade Your Sales Playbook With This Framework and Template (hubspot.com)

69. Engage
Strategy: provide positive brand access
Tactics: personalize engagement – discover customer pain points, needs and desires
source: Upgrade Your Sales Playbook With This Framework and Template (hubspot.com)
69

70. Engage
Strategy: provide positive brand access
Tactics: personalize engagement – nurture and close by translating value proposition to sales messaging
70

71. Target
Audience(s)
Value
Proposition
Attract Engage Delight
Go to Market Stages
71

72. Onboard
Reinforce value proposition and set
customer expectations
Welcome
• Set up/Enroll
• Orientation
• Technology
Platforms/Systems
Integration
• Automate Workflows
Grow
Elevate value proposition and exceed
customer expectations
Support: fulfill dreams
and aspirations
• Surveys/Collaboration
• Innovation
• Loyalty Programs
• Customer Success
Manager
Retain
Deliver value proposition and meet
customer expectations
Service: uniquely solve
problems
• Product Performance
• Education/Knowledge
Base/Resources
• Help Protocols &
Workflows
• Customer Service Team
Key Customer Management
Strategy: deliver a meaningful difference
Tactics: ensure customer success – onboard, retain and grow
Delight
72

73. 73
Strategy: deliver a meaningful difference
Tactics: ensure customer success: Onboarding workflow
source: https://productled.com/user-onboarding-email-campaign/
Delight

74. 74
Strategy: cultivate an emotional connection
Tactics: build community around shared interests, values and experiences
• Connect with the brand and each other online and in-person
• Collaborate surveys, forums, user groups, co-create, referral program
• Celebrate recognize and thank
• Cultivate recruit and enlist ambassadors/advocates as brand promoters
• Reward special access, advanced information, special deals
• Elevate educate, motivate, inspire
Delight

75. targets leads
$
lead nurture path customer growth path
lead generation path
Generate Brand
Awareness
Provide
Positive Brand Access
Cultivate an
Emotional Connection
Deliver a
Meaningful Difference
1 2 3 4 5
customers promoters
REACH CONVERT GROW
buyers
Elevate Brand Quality
& Value Perceptions
Brand Activation Guide
prospects
Attract Engage Delight
Strategy & Tactics
75
Outbound Marketing Inbound Marketing Sales Community
attract through strategic
messaging & campaigns
build trust, provide
solutions & close
welcome, onboard, train, support,
collaborate keep engaged
Customer Success
capture & qualify, nurture, send
to sales for F/U
bond & build community around
shared interests and values
• Onboard
• Service
• Support
• Connect
• Collaborate
• Celebrate
• Cultivate
• Reward
• Elevate
• Advertising
• PR/Media Relations
• Events/Conferences
• Speaking Engagements
• Sponsorships
• Email Outreach Campaigns
• Identify SQL
• Connect
• Present
• Close
• Blog/Publish
• SEO
• Social Media
Posts
• Web Pages/Landing Pages
• Gated Content
• Identify MQLs
• Email Nurture Campaign
(MQLs)

76. targets leads
$
lead nurture path customer growth path
lead generation path
Generate Brand
Awareness
Provide
Positive Brand Access
Cultivate an
Emotional Connection
Deliver a
Meaningful Difference
1 2 3 4 5
customers promoters
REACH CONVERT GROW
buyers
Elevate Brand Quality
& Value Perceptions
Brand Activation Guide
prospects
Attract Engage Delight
Metrics
76
• # New Contracts
• Close Ratio
• Revenue $
• Satisfaction Ratings
• NPS
• Repeat Purchase
• Add On Purchase
• Audience Reach • SQLs
• Meetings
• Presentations
• Proposals Made
• Web Visits
• Leads Generated
• MQLs
• Email sends/opens
Customize Metrics Based on Products/Services

77. targets leads
$
lead nurture path customer growth path
lead generation path
Generate Brand
Awareness
Provide
Positive Brand Access
Cultivate an
Emotional Connection
Deliver a
Meaningful Difference
1 2 3 4 5
customers promoters
REACH CONVERT GROW
buyers
Elevate Brand Quality
& Value Perceptions
Brand Activation Guide
prospects
Attract Engage Delight
HubSpot CRM
77

78. “The more the brand becomes
distributed, the more it requires
strong, centralized management”
Marty Neumeier
The Brand Gap
78

79. GTM Team
Executive
Committee
Standing
Committees
Forums/
Town Halls
Faculty
Staff
Students
GTM Team
Dean’s Council
Meeting Type Attendees Topics Outcome
BEYOND Strategic Plan Initiatives
New initiatives NOT in the Strategic Plan
Key Initiative Status Updates and Input
Approval
Engagement
Awareness
updates
Key Initiative Status Updates
6-10
8-20
2-500
GTM Approval & Update Process
79

80. 80
• Executive Committee Quarterly Review
• Plan Status Update
• Results vs Goals (metrics)
• Corrective Action Plans (if needed)
Review & Update
Academic Programs
• Web Visits
• Leads
• Applications
• Interviews
• Offers
• Admits/Yield
• Enrolls/Yield
• Tuition Revenue $
Research Enterprise
• Web Visits
• Leads
• MQLs
• SQLs
• Calls & emails
• Meetings/Demos
• Quotes/Proposals
• # Deals Closed/Close
Rate
• Revenue $
Practice Advancement
• Courses Offered
• Website Visits
• Leads
• MQLs
• SQLs
• Registrants
• Revenue $
• Satisfaction Ratings
Intellectual Property
•
•
•
•
•
•
• Licensing Revenue $
• Satisfaction Ratings

81. Advancing Medicine for Life