Go-to-Market Strategies

Startup Secrets: Go-to-
Market Strategies
6.20.19

Confidential & Proprietary @underscorevc
Startup Secrets
Workshops
2
1. What’s Your Roadmap to Success?
2. Building a Compelling Value Proposition
3. Turning Products into Companies
4. Culture, Mission and Vision
5. Hiring A+ Talent
6. Game-Changing Business Models
7. Go to Market Strategies
8. Getting Behind the Perfect Investor Pitch
9. Funding Strategies to go the Distance
10. Have You Got What It Takes?
11. Mastering Mutual Mentorship

Introductions
and
Connections
Our guests:
● Apperian
○ Mark Lorion @mark_lorion
● Demandware
○ Jamus Driscoll
@jamusdriscoll
● Hubspot
○ Brian Halligan @bhalligan
● Matrix partners
○ David Skok @bostonvc
Your hosts:
● Harvard I Lab #innovationlab
● Michael Skok @mjskok
● Startup Secrets #startupsecrets
○ www.startupsecrets.com
3

A Startup GTM Framework
Marketing & Sales Cycle
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Strategies
Tactics Channel Audience
Brand
Positioning
Messaging
Social
Media
PR
Services
References
Direct vs.
Channel
Channel
Development,
Management,
Etc.
Strategic
Partners
Targeting,
Segmentation
Personas
Actors/Scenes
● Results Oriented, Metrics, Execution Driven
● Continuous Iteration & Improvement
OUTbound/INbound
4

Agenda
Strategic
1. Brand
2. Positioning
3. Targeting, Segmentation
Tactical
1. The Marketing and Sales Cycle
2. Driving to Market
3. Results-Oriented, Measured Execution
Execution – Introduction to Key Areas
1. Inbound
2. Building Your GTM Machine
5

Name
Identity
system
Brand
Essence
Every Touch
Point
Product

Brand
● A science unto itself – Don’t underestimate its power!
○ Are you Apple or Dell? Coke or Pepsi?
● But for starters, branding in startups:
○ It’s about YOU, the founders!
○ Your People
○ Your Culture (see the lecture on Culture, Vision, and
Mission)
○ How You Execute:
■ How you interact with your ecosystem of customers,
partners, suppliers, and stakeholders
7

Brand Essence Framework
Vision How is the world changing in a way that makes your idea necessary?
Promise What do you promise customers at the most fundamental level?
Attributes
Spike
Special
Standard cost of entry
different & better
unique
What makes us distinctly
valuable to our
customers? How do we
achieve over and over?
Engagement
What does it feel like
to engage with us?
Personality
If we were a person
what would we be like?
Style
How would we present
ourselves to the world?
Emotion
8

BRANDING DEMANDWARE
Jamus Driscoll, SVP Marketing
jdriscoll@demandware.com
December 3, 2012

Change the
Criteria
10

The Demandware Branding Challenge
From
● Control of Software
● Cost to Install
● Expense
● Mid-size Companies
● Our Platform
● Risk
● Visionaries
To
● Control of eCommerce
● Cost to Stay Cutting-Edge
● Revenue Driver
● High-Growth Brands
● Your Brands
● Confidence
● Great Marketers
11

The
Demandware
Opportunity
Brand/
Marketing
eCommerce
Technology
Features Benefits Rewards
12

What It Meant
● Demandware couldn’t differentiate on claims alone
● Must go beyond rational and functional benefits
● Address ambition
● Speak the customer’s language
● It’s not what you can do, it’s what the customer can do
● Look and act like a marketing partner
● Show, don’t just tell
● Make it inspiring!
13

Brand Positioning It’s not just about how the
customer feels about
you…
…It’s also about how you
make the customer feel
about their self
14

CEO/CMO
IT
eCommerce
Finance
An industry
leader to
watch
A real
business-enabler
and creative
problem-solver
I ROCK!!
A business
facilitator, not
just a bean
counter
15

What Does this Mean for the Demandware Customer?
The Demandware Brand Promise:
Our customers can count on Demandware to
help them drive their business – and their own
careers – to their full potential.
16
Copyright 2012 Demandware, Inc. - Confidential

How Does the Customer Benefit?
Think It. Do It.
No limits. No worries. No surprises.
17

Brand Promise Rests on Brand Attributes
Automatic global
releases
Innovation
eco-system
Link partners
Community
Labs
Open cloud-based
services
Single platform:
Multi-brand/
Multi-country/
Omni-channel
Transparent,
inclusive pricing
Extensible/
Interoperable
Integrated 3rd
party services
and apps
Business model
Thought leadership
Customer-focused
innovation
Customer panels
World-class
operating
environment
Uptime/Security
Scalability
Innovation Simplicity Partnership Performance
18

Startup Secret!
Be Consistent
From the Start
to Maintain
Brand Integrity
● Consistency - Great brands are
consistent— everywhere a
customer comes into contact,
they are the same.
● Values – Great brands have
attributes consistent with
company values.
● Reliability – Great brands
consistently keep their promise.
19

Startup Secret!
Start How You
Mean to End
20

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound
21

Positioning
Occupy a distinct space:
● In a potential customer’s mind
● In a unique whitespace in the market
● For? (target customers — beachhead segment only)
● Who are dissatisfied with? (current market alternative)
● Our product is a… (new product category)
● That provides… (key problem-solving capability)
● Unlike… (reference competitive differentiation to alternative)
● We have assembled… (key whole-product features for your specific
application)
Good news!
You already did a
simplified version
in the Value Prop
session!
22

23
Positioning
Mark Lorion, CMO Apperian.
Previously VP Marketing
Spotfire Analytics Division
TIBCO Software

Company/Product Overview
and Positioning/Messaging
● For line-of-business managers and data analysts at global enterprises
● Who are dissatisfied with rigid BI reports (business intelligence software) that don’t answer questions and
require IT support to modify
● Our approach offers a user-driven and visual approach for looking at data
● That rapidly uncovers new insights that lead to business opportunities, avoids threats, and helps people
make better decisions
● Unlike traditional Business Intelligence
Spotfire is an Analytics & Data Discovery software platform that provides dimension-free data exploration
and freeform user control to ask and answer new questions at the speed of thought
Spotfire acquired by TIBCO Software (over $1 billion in revenue) in 2007
Analytics software sold to enterprises in numerous vertical markets
$xxxM Operating Unit w/ xxx employees
Field teams in throughout Americas, EMEA, APAC
24

Competition
● Unique differentiation
○ Not just technology
■ e.g., Targeted Segment
● Barriers to entry
○ Rewind, repeat: Not just technology!
■ e.g., Business Model, GTM approach
● What is sustainable?
○ IP, patents, network, data, process, etc.
■ Consistent with your CORE value?
25

Positioning
2x2
Whatever sets you up
for a unique white
space
a
b
c
d
{white
space}
Low
Low
High
High
The choice
of axes is
critical
Define real
BARRIERS
to enter into
each segment
Bubble sizing
for relative
size of
competitors
26

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound
27

The
Perfect
Startup
Storm
Disruptive
Business Model
Disruptive
Technology &
Defensible IP
New Market &
GTM
28

Why Do
Targeting and
Segmentation
Matter?
● Product / Market fit
● Packaging and Pricing
● Channels, Distribution
● Messaging, communication
○ … and more
DEPEND on Targeting &
Segmentation
29

The Perfect
Startup
Storm:
Focus on Value
Proposition FOR
Target Segment
TARGET
SEGMENT
30
Disruptive
Business Model
Disruptive
Technology &
Defensible IP
New Market &
GTM

Value
Proposition:
Recap and
Intersection
○ 3D Solution
■ Discontinuous
■ Defensible
■ Disruptive
○ 4U Need
■ Unworkable
■ Unavoidable
■ Urgent
■ Underserved market
(For Targeting,
Segmentation)
31

The Perfect
Startup
Storm:
Focus on Value
Proposition FOR
Target Segment
TARGET
SEGMENT
32
Disruptive
Business Model
Disruptive
Technology &
Defensible IP
New Market &
GTM
Unique Undeserved

Adding
Value to
Lean
Startup
Thinking MVP MVS
Smaller, Easier Target to Cover
Minimum Viable Product (MVP)
AND
Minimum Viable Segment (MVS)
33

Startup Secret!
Segmentation:
A Common Set
of Needs Leads
to Reference
● Segment according to the same
NEEDS
○ Customers can compare
solutions
● When you deliver
○ They will REFERENCE each
other
● Leads to…
○ Initial Beachhead
34

● Vertical
○ Automotive
○ Financial Services
○ Government
● Size
○ Consumer
○ SMB
○ Enterprise
● Problem / NEEDS
○ e.g., Regulatory Approval Process
■ Applicable Across Pharmaceutical Industry, Fin
Services, Government, etc.
Vertical
Size
Problem/NEEDS
Targeting
Segmentation:
Get to Common
Problem and
NEEDS
35

Targeting
Segmentation:
Example: Seeking
Critical Need
Mobile Professionals vs. Office Worker

Targeting
Segmentation:
Example: Seeking
Critical Need
Field Workers vs. White Collar

Targeting
Segmentation:
Example: Seeking
Critical Need
Services vs. Sales

Targeting
Segmentation:
Example: Seeking
Critical Need
Services vs. Sales
Medical Equipment vs. Office Equipment

Targeting
Segmentation:
Example: Seeking
Critical Need
Services vs. Sales
Hospitals vs. Medical Clinics

Targeting
Segmentation:
Example: Seeking
Critical Need
Services vs. Sales
Hospitals vs. Medical Clinics
Critical Care vs. Diagnostics

Startup Secret!
Don’t Be Afraid
to FOCUS!
● Narrow as possible to start!
○ Think Beachhead (Geoffrey
Moore)
● Would you rather:
○ Expand on success?
○ Contract on failure?
42

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound
43

The Startup
Marketing
and Sales
Cycle
Awareness
Interest
Understanding
Engagement
Trial
Purchase
44

AA
Actors
Segment
Target
Undeserved and Uniquely Valued
Target,
Segment, and
Startup
Secret!
Personify
“Actors”
45
Awareness
Interest
Understanding
Engagement
Trial
Purchase

Customer “Actors”
● Visionary
● Technocrat
● Operator
● Influencer
● Economic buyer
● Decision maker
Startup Secret!
Customer Actors Change Through “Stages”
46
AA
Actors
Segment
Target
Awareness
Interest
Understanding
Engagement
Trial
Purchase
STAGES

Customer “Actors”
● Visionary
● Technocrat
● Operator
● Influencer
● Economic buyer
● Decision maker
Ultimately: Discover Customer DMU
Decision Making Units
47
AA
Actors
Segment
Target
Awareness
Interest
Understanding
Engagement
Trial
Purchase
STAGES
DMU?

● Qualify early
○ Save all the money, time and resources
that you can early in the process
○ Opportunity cost for another suspect
● Qualify often—things change!
○ Create lead scoring, nurturing programs
● Marketing qualifiers: tie to Targeting and
Segmentation
○ Narrow criteria = easy qualification
● Sales qualifiers:
○ MANACT : Money, Authority, Need,
Ability, Competition, Timescales
○ DMU: Decision Making Unit
Focused
Target
Segment
Startup Secret! Qualify Early and Often
48

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound
49

“Driving”
Startup
Marketing
and Sales
YOU Control
Neutral
Overdrive
GEARStobuildMomentum
Awareness
Interest
Understanding
Engagement
Trial
Purchase
50

“Driving”
Startup
Marketing
and Sales
YOU Control
Neutral
Overdrive
GEARStobuildMomentum
Awareness
Interest
Understanding
Engagement
Trial
Purchase
51
CUSTOMER Controls
Accelerator/Brake/Clutch

Your
Controls:
Gears in
the Sales
Cycle
● Gears to build momentum
○ Why the analogy?
■ Because it’s tough to go from 1st gear to 5th gear in one
step – likewise, it’s tough to skip steps in a sales
process
■ Don’t stay with one gear too long when accelerating –
you’ll over-rev the engine. Same with the customer!
Instead…
○ Engage a new Gear (sales or marketing tool) every time the
customer puts the clutch in.
■ Measure whether it enables customer to accelerate &
build momentum for the sale
52

Customer’s
Controls:
ABCs of
the Sales
Cycle
● Accelerator
○ Accelerates the customer from one step to another:
○ e.g., SLIPPERY product, things like self service, free trials,
etc.
● Brake
○ Stops the customer moving from one step to another:
○ e.g., lack of understanding of your solution, poor
competitive positioning
○ DON’T assume it’s price!
○ (ACTIVELY LISTEN to carefully dissect sales objections and
recognize sales stops / starts)
● Clutch
○ Is engaged when the customer doesn’t know what the next
step is
○ Or there’s inertia and risk that causes a stalled sales cycle
53

“Driving” Marketing and Sales: Proof
Connecting It to Customer Gain / Pain Ratio
Neutral
Overdrive
GEARS
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Accelerator
54

Neutral
Overdrive
GEARS
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Accelerator
55
Customer Gain:
• Revenue
• Cost savings
• Time
• People
• Competitive
advantage
• Reputation
• Etc.
Gain

Neutral
Overdrive
GEARS
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Accelerator
56
Customer Gain:
• Revenue
• Cost savings
• Time
• People
• Competitive
advantage
• Reputation
• Etc.
Gain
Customer Pain:
• See (Find) –
Awareness
• Try –
Engagemen
t, Trial
• Buy –
Price,
Package,
License
• Fly –
Implement,
Deploy
• Own (TCO) –
Service,
Support
Pain

Neutral
Overdrive
GEARS
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Accelerator
57
Customer Gain:
• Revenue
• Cost savings
• Time
• People
• Competitive
advantage
• Reputation
• Etc.
Gain
Customer Pain:
• See (Find) –
Awareness
• Try –
Engagemen
t, Trial
• Buy –
Price,
Package,
License
• Fly –
Implement,
Deploy
• Own (TCO) –
Service,
Support
Pain
Inertia, RISK on a startup :
● Switching costs?
● Default = do nothing
● Alternatives?
● Good enough = good enough!

“Driving” Marketing and Sales
Relating to Business Model CORE, Levers, and Multipliers
CO
RE
Levers
Multipliers
Awareness
Interest
Understanding
Engagement
Trial
Purchase
58

“Driving” Marketing and Sales
Relating to Business Model CORE, Levers, and Multipliers
CO
RE
Levers
Multipliers
Awareness
Interest
Understanding
Engagement
Trial
Purchase
59
Multiplier Examples
Sales & Marketing
● Tiered Pricing
● Freemium
● Channel partners
Product
● SLIPPERY products *
● “Russian Doll”
Packaging *
● Technology stacks
● WHOLE product
Lever Examples
Sales & Marketing
● Web
● Inside sales
● Inbound
● Referencing, viral
Product
● Support
● Services
● WHOLE product
Neutral
Overdrive
GEARS
Accelerator/Brake/Clutch
ACCELERATE
In the Sales Cycle
Reduce BRAKES
In the Sales Cycle

Road
Test:
Put It All
Together
Reduce Brakes, let out
Clutch
● Time
● People
● Resources
Accelerate in Gear
● Automation
● NOT people dependent
● Self service for the
customer
Engage levers
● Distill to repeat &
scale
● e.g., Videos, Podcasts
● Self service portals,
Knowledge bases,
Configurators
Use Multipliers
• SLIPPERY product
• Russian Doll packaging
(Around your
CORE Value Prop)
60

61
Go-to-Market Strategy and Planning
Mark Lorion, CMO Apperian.
Previously VP Marketing
Spotfire Analytics Division
TIBCO Software

Our Go-To Market Planning
Corp and
Division
Objectives
Yearly
Business &
Marketing
Plan
Platform
Roadmap
“Plays”
(limited set of
cross-
functional
initiatives →
org alignment
and scale)
Playbooks
executed &
evaluated
quarterly
Segmentation
62

Our Go-To
Market Map
(2010
Example)
Viral+AwarenessPlay($$$)
$$$
U
S
$ $$$0 (Sales driven)
E
U
AP
J
FSI Play
LS Play (clinical)Channels Play
CPG
Relative Marketing Programs Investment
TIBCO Play
LS Play
(research)
Telco
Manufacturing
Energy
Government
FSI Play
LS Play (clinical)Channels Play
TIBCO Play
LS Play
(research)Energy
Telco
Manufacturing
CPG
LS Play (clinical)
LS Play
(research)
FSI Play
Channels Play
(China)
Manufacturing
“Silver Spotfire” ($$)
The “Plays”
63

Driving Sales and Marketing at Spotfire
Overview:
Objectives:
● Sell risk analytics solutions to banks, I-banks, Insurance Co., Asset
managers, Hedge funds, and corporations
● REVENUE POTENTIAL: ____
● EXPECTED INVESTMENT: ___
Audience
● VP, Group Risk Management, VP Cap. Management, Trading
Management at major banks
● Head of-- Modeling and Research/Actuarial Team/Trading
Message:
● Respond to changing competitive and regulatory landscape more
quickly, effectively and confidently
● Empower analysts and decision makers to explore and interrogate
data to gain more complete understanding
● Deploy real-time data processing and visual /statistical analytics to
uncover/discern hidden trends in data
Offering:
● Enterprise Risk Aggregation “solution”
● Credit risk modeling and performance monitoring “solution”
Primary Competition:
● SAS, @Risk, FactSet, R, MatLab, SPSS, Algorithmics
● Internal apps (Excel, Homegrown applications)
Competitive Edge:
● Open, adaptable, and scalable modeling platform
● Fast, intuitive multi-dimensional, user-driven visualizations
● Complete data spectrum capabilities – from inputs, quality, analysis,
to post-processing reporting and visualizations
● Greater range of visualization and computational capabilities
Tactical Options:
Demand Support
● Conferences: RiskMinds Geneva, GARP NYC 2/10
● Outbound: telemarketing program to reach named list of prospects,
email databases and lists for webcast series
● Inbound: Develop thought leadership content – Magazine articles,
speaker slots at events, purchase magazine space for
columns/editorials; consider blogging series on Cap Markets trends re
Risk
● Web—PPC, Banner ads (GARP, MashRisk Network, others), rationalize
website and upgrade concentration of keywords
● Webcasts -- SF/S+ risk related series, 1/month, RiskCenter, Fierce
Finance email blast for each event; E&Y compliance series, 6/year,
audience is across verticals; Reuters, 3/year SF use as embedded
provider of visual analytics
Equip Sales:
● New “solution” demos are required with support kits – based off XYZ
customer deals in 1H’09
● Flash tours (4) Develop between 12/09 and 6/10
● A dedicated presales resource needed in each major GEO!
● Bloomberg subscription (share cost with Energy Play)
Partners/Resellers/OEM:
● Leverage partnership with Reuters, CapitalIQ for go-to-market programs
● Enable resellers with sales kits and investigate co-marketing opportunity
Product Enhancements:
● Updating time series data; 3d surface plots; Standard distribution
reference curves; Custom calendar capability; Weighted average,
cumulative return; Productize FinMetrics and NuOpt; Bloomberg Data
connection (1-Historic data, 2-’real time’ data)
64

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound
65

ROME:
Results
Oriented,
Measured
Execution
You can’t manage what
you can’t measure
● Measure every step:
○ Time
○ People
○ Other resources
● Conversion rates
○ Accelerators
○ Brakes
○ Clutch
○ Gears
66
Awareness
Interest
Understanding
Engagement
Trial
Purchase

Drill Down:
Marketing
and Sales
lead
lead lead
lead lead
Awareness
Interest
Understanding
Engagement
Trial
Purchase
$,Time, Resources
Conversion rate %
Break down
measurable,
manageable steps
ULTIMATELY:
$, Time, Resources
Conversion rate %
Customer
67

lead
lead lead
lead lead
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Customers
Marketing
and Sales:
FLOW
Seamlessly linked steps,
that incent customers to
flow from one step to
another
68

Awareness
Interest
Understanding
Engagement
Trial
Purchase
$,Time, Resources
Conversion rate %
REVERSE
ENGINEER THE
FUNNEL
ULTIMATELY:
$, Time, Resources
Conversion rate %
Startup
Secret!
Reverse
Engineer
69

Awareness
Interest
Understanding
Engagement
Trial
Purchase
$,Time, Resources
Conversion rate %
ULTIMATELY:
$, Time, Resources
Conversion rate %
Startup
Secret!
Closed
Loop via
Web
70
Closed
Loop
via Web

The Web
Changes
(Nearly)
Everything
Positives:
● Measure everything
● Closed loop
● Lower cost
Negatives:
● One click away
○ Competitors
○ Distractions
Closed
Loop via
Web
Virtual Sales,
Marketing, Services
● Webinars
● Video
● Podcasts
Don’t forget the human factors
● Personal touch
● Relationships – better real than
virtual!
● Experiential learning is invaluable
71

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound
72

Brian Halligan
CEO, HubSpot
@Bhalligan

Confidential & Proprietary @underscorevc 74

● Blog Posts
● Infographics
● Videos
● E-books
● White papers
● Reports
● Calculators
● Freemium Appl
● Grader
Create
Content
81

Optimize
82

Promote
83

Links are to the
internet as
dollars are to the
economy
@BHalligan
85

Better
Conversion
Better
Personalization
Better Value
More Usage
90

Inbound
vs.
Outbound?
$1M
$500k
$100k
$50k
$10k
$0
INbound
OUTbound
?Hybrid
DealSize
95

When Some Outbound
Marketing Makes Sense
for the Startup
Mark Lorion @mark_lorion
Apperian, CMO

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound
97

Building a
Sales and
Marketing
Machine:
Funnel Design
and Optimization
Time to
Recover
CAC
Conversion
Rate
Viral
Coefficient
Churn
Rate
Viral
Cycle
Time
ROI by
Lead
Source
LT
V
98
CACCAC

The
Basics of
Funnel
Design
1s
t
99

Expand
Upsell
Cross sell
Suspects Closed Deals
100

In a
Perfect
World…
1 Step
101

In a
Perfect
World…
MyProduct.com
HOW IT WORKS
DESCRIPTION
Our product
allows you …
BUY NOW!
Only $9,999.99
102

The Art of
Marketing
103

BUYER
THE
104

The Buying Cycle
CONSIDERATION
CLOSED
DEAL
AWARENESS
PURCHASE
105

Triggers
● Moving homes
○ Movers, phones, cable TV, furniture, insurance, etc.
● Starting a new software project
○ PaaS (Platform as a Service), developer tools, etc.
● Needing to hire lots of new employees
○ Applicant tracking system
● Losing data in a hardware crash
○ Backup software or service
● Reading about a scary new computer virus
○ Anti-virus software
106

An Organizational Metaphor for the Key Funnel Stages
MIDDLE OF THE FUNNEL
CLOSED
DEAL
TOP OF THE FUNNEL
SALES
107

What Is the Top of the Funnel?
Customer is not aware
they have a problem, or
that your product
category exists
GENERATE
AWARENESS
Customer has a
problem and is
looking for a solution
GET FOUND
108

What Is the Middle of the Funnel?
QUALIFY MQL
(MARKETING QUALIFIED
LEAD)
NURTURE
109

What Is the Middle of the Funnel?
QUALIFY MQL
(MARKETING QUALIFIED
LEAD)
NURTURE
● Blog
● Email Campaigns
● Webinars
● Free Trials
● Newsletters
● etc.
Wait for a Trigger
Or try to create a Trigger
110

Consideration
Address their Questions and Concerns:
● Will this work for my situation?
● Is this the best product on the market?
● Is it a safe choice?
● Who else is using it?
● Will I get a return on my investment?
● Is it scalable? Secure?
● Is it easy to implement?
● Will I receive support?
● Etc.
BUYE
R
TH
E
111

Measurement
”If you cannot measure it, you cannot improve it."
- Lord Kelvin
2nd
112

What to Measure for Each Step / Action
NO. OF ACTIONS % CONVERSION RATE
TIME TIME
113

The Key Metrics
VISITORS
CAMPAIGNS
TO DRIVE
TRAFFIC
TRIALS
CLOSED DEALS
CONVERSION %
CONVERSION %
OVERALL
CONVERSION %
114

Even if you are Microsoft,
Cisco, Oracle, or Google,
your funnel will have…
Blockage
Points
Suspect
s
Suspect
s
Suspect
s
Suspect
s Suspect
s
Suspect
s
Suspect
s
Suspect
s
Suspect
s
Suspect
s Suspect
s
Suspect
s
115

Improve
3rd
116

In diagnosing many funnel blockage points, there is a…
Clear Pattern
117

You are hoping your
Customers will do something
That they are
Not motivated to do
118

In other words,
You designed your funnel the way you hoped it
would work
But you may not have thought enough about
The customer's point of view
119

For example, JBoss
Put a registration form on their website before a
free download
And Impact
Cut the download rate by more than 10x
120

Get Inside Your Customer’s Head
FRICTION CONCERNS
121

Understand What Motivates Them
MOTIVATIONS
FRICTION CONCERNS
122

JBoss
Example:
They were making $27,000 per month
selling documentation.
Solution?
Give away documentation to get their
email address.
123

Example: Driving Traffic to Your Website
GETTING FOUND
Customers are not going to find
your site unless it is:
● On the top page of Google
search results
● Recommended by a
trusted source
● Referred to in social media
or the blogosphere
Friction and
Concerns
124

Lessons
from
Website
Grader
● Free tools drive viral spread
● Low customer work required
● High value delivered
● Score leverages competitive urge, and acts
as a trigger
● Builds trust through clear
demonstration of expertise
127

using engineering for marketing
128

Build
Trust
Sell
SellFirst Contact
First Contact
Build
Relationship
129

It Is Often Necessary to Find Topics That Are Not
Related to the Sale
Build
Trust
SellFirst Contact
Build
Relationship
130

Selling is 10x easier
Once you have established TRUST
131

The Keys to Success
BUYER
THE
GET INSIDE
YOUR BUYER’S
MIND
132

Agenda
Strategic
1. Brand
2. Positioning
Tactical
1. Inbound
133

Recap
Marketing & Sales Cycle
Awareness
Interest
Understanding
Engagement
Trial
Purchase
Strategies
Tactics Channel Audience
Brand
Positioning
Messaging
Social
Media
PR
Services
References
Direct vs.
Channel
Channel
Development,
Management,
Etc.
Strategic
Partners
Targeting,
Segmentation
Personas
Actors/Scenes
OUTbound/INbound
134

More case
examples:
www.startupsecrets.com
● Brand elements
● Channel / Distribution
● Services, Professional Services
● Guerilla Marketing – when you’ve got
no $!
● To come
○ Connection with business model
○ Whole product
○ Strategic partnering
135

Key Points to
Remember:
● Manage your brand from the start
● Position to be unique
● Target & segment around customer
needs
● Think about “driving” your marketing
& sales cycle
● GTM is both strategic and tactical
● But it is ultimately about ROME
136

Remember, ROME Wasn’t Built In a Day!
Nor will your GTM strategy and tactics be
● Results
● Oriented
● Measured
● Execution
● Driven through iteration
Listen
Learn
Lead
Iterate
Pivot
GTM
Business
Model
137

Building an Enduring Company:
GTM Is a Key Part of Execution
Vision
Value
Proposition
People
Execution
Cultural Consistency Enduring
Company
Startup
Listen
Learn
Lead
Iterate
Pivot
138

Thank You!
● Apperian
○ Mark Lorion
● Demandware
○ Jamus Driscoll
● Hubspot
○ Brian Halligan
● Matrix partners
○ David Skok
● Harvard I Lab #innovationlab
● Michael Skok @mjskok
● Startup Secrets #startupsecrets
○ www.startupsecrets.com
139

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