Maximizing your marketing investment hf leadership symposium, chicago, il sept 2014 - ramiro roman
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Maximizing Your Marketing Investment - Presentation at the GE HF Leadership Symposium. Provides a strategic view at marketing, along with several pragmatic tools to help you maximize your marketing spend, competitiveness and differentiation. Leverages case studies from several industries to easily communicate framework objectives. To network, contact me at www.RamiroRoman.com.
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Maximizing your marketing investment hf leadership symposium, chicago, il sept 2014 - ramiro roman
- 1. Maximizing Your Marketing Investment Ramiro Roman September 10, 2014 Imagination at work
- 2. 2 Source: Mad Men
- 3. “ Every battle is won BEFORE it is fought ” Sun Tzu Source: Google Images
- 4. Die Quickly Thrive Die Slowly Survive Strategy (¢) Doing the wrong things Strategy (¢) Doing the right things Tactics ($$$) Doing things well Tactics ($$$) Doing things poorly
- 5. Source: CEB : Marketing Leadership Roundtable Research 5
- 6. Market Segment Marketing Framework Value Channel Brand Prop Source: GE
- 7. 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. 8 Market Suppliers Industry Rivalry Substitutes Buyers Entrants Magnitude of Effect 0% 100% Likelihood of Occurrence Low High Source: GE Source: 5 Forces Model
- 9. 9 Market Direct Indirect Complementors Actual Potential Source: GE
- 10. 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
- 11. Source: HBR When Marketing is Strategy 11 Market
- 12. 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. 13 Source: Google Images
- 14. 14 TRANSA CTIONAL Evaluate High Risk Tolerance TRANSACTIONAL Opportunistic Business Model EXTEND Develop CORE Expand ADJECENT Innovate Low External Internal Segment Source: GE
- 15. Segment The strategic objective for the downstream business… is to influence how consumers perceive the relative importance of various purchase criteria and introduce new criteria Source: HBR What is Your Strategy? Source: HBR When Marketing is Strategy 15
- 16. 16 Segment HBR Case Study 1998 New Mkt 90%Mg 2001 Only $1.5B 2003 Competitor Me2 2003+ 3rd entrant New VP 2012 3rd entrant #1 $5B Mkt Source: HBR, Google Images, Pfizer Ad, Lilly/Icos Ad
- 17. Source: Phillip Morris 17
- 18. Innovate to optimize customer & company value 1. Define relevant positioning 2. Innovate upstream and downstream 3. Align business model 18 Value Prop Source: GE
- 19. Target Perceptions Competitors Value Prop Your Value Prop 19 Value Prop What would you do? 1. Advantage, opportunity to expand 2. At par, execute flawlessly 3. Disadvantaged, make trade offs 4. Irrelevant, wasted resources Source: GE
- 20. 20 Value Prop
- 21. Source: Hyundai website 21 HBR Case Study Value Assurance Prop
- 22. 22 Core Markets 10% 7% 5% 2% Market Growth (5YRS) NIBP Adjacent Opportunities White Space Value Prop Source: GE
- 23. “ 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
- 24. 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. 25 Brand
- 26. 26 Brand Source: entreprenuer.com
- 27. Source: Vanguard 27 Brand Source: HBR What is Strategy? “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
- 28. Source: VW & Mini Cooper 28 Brand
- 29. Title or Job Number | XX Month 201X 29 Brand EDUCATION SALES STRATEGY Loosening Status Quo CONTENT STRATEGY 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 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
- 30. https://www.youtube.com/watch?v=lAl28d6tbko 30 Brand Source: Blendtech
- 31. Align resources to targets 1. Develop channel strategy 2. Align sales and marketing 3. Asses performance based on objectives 31 Channel Source: GE
- 32. 32 Channel Source: Google Images
- 33. Title or Job Number | XX Month 201X 33 Channel
- 34. 34 Channel 57% 43% Due diligence begins 1st serious engagement w sales Purchase Source: 2011 CEB (n=1500) Source: Gartner & HBR
- 35. 35 Channel Source: Marketo Traditional Now : ID, nurture, qualify Traditional Now : Nurture, harvest, IB, upsell, NPS
- 36. 36 Source: Google Images
- 37. 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