Important concepts for building a successful inbound demand generation strategy to grow revenue and build positive brand awareness.

1. Constructing Your SaaS
Marketing Engine
Phoenix Startup Week 2017

2. Marketing’s Many Roles w/in a SaaS Company
What our friends think we do. What the sales team thinks we do. What the product team thinks we do.
What we really do.What the account team thinks we do. What finance thinks we do.

3. Marketing’s Many Roles w/in a SaaS Company
Brand Building Sales Enablement &
Demand Generation
Product Marketing
Install Base Growth Budgeting Project Management

4. Agenda
• Important Ground Rules
• An Inside Out Approach
• Establishing Your Objectives
• Defining Your Target Audience
• Developing Your Message
• Creating Your Marketing Mix
• Continuous Improvement

5. No one has it all figured out. No one.
Important Ground Rules

6. One size does not fit all.
Important Ground Rules

7. Never Stop Experimenting.
Important Ground Rules

8. Important Ground Rules
You Will Fail. Keep Learning. Stay Agile.

9. Determine Priorities. Set Realistic Expectations.
Important Ground Rules

10. 3,874 marketing technology solutions
Important Ground Rules

11. An Inside Out Approach

12. SaaS Marketing Objectives
1. New Sales (CMRR)
2. Marketing Qualified Leads (MQL)
3. Qualified Lead Velocity Rate (LVR)
4. Cost per Acquisition (CAC)
Establishing Your Objectives

13. What Finance Thinks You’re Generating What Sales Leadership is Expecting
What the Marketing Budget Allows What Sales Reps Believe They Receive
What is a
Qualified Lead?
Establishing Your Objectives
A lead that meets specific pre-
determined qualification criteria
such as company size, industry,
role of lead, buying time frame,
budget, etc.

14. High
Low
Low High
LeadQuality
Lead Quantity
Establishing Your Objectives
Qualified Leads/Prospects

15. High
Low
Low High
LeadQuality
Lead Quantity
Establishing Your Objectives
Qualified Leads/Prospects

16. Marketing’s Responsibility
A Marketing Qualified Lead (MQL) is an individual that is a
confirmed contact with the following characteristics:
• Name
• Email address
• Phone number
• Must represent a healthcare provider, payer, or life
sciences organization
• Must be U.S. based organization.
• Is currently researching a telemedicine platform with
a 6 month purchase intent or has requested a demo
This information may be determined in a number of ways
such as:
• Provided by prospect via lead generation form (AQL)
• Provided by prospect via phone (TQL)
• Provided by partner
Sales Accepted Lead
All AQLs and TQLs assigned to Inside Sales
• First contact attempted within 2 business hours
• CRM contact record updated to reflect all activity
• Attempt 10+ communications within 30 days before
disqualifying as non-responsive.
Once the sales representative confirms that the lead
information is accurate and meets the above criteria he/she
will set the Lead Status to Sales Qualified and create a new
Deal within Hubspot.
Sales and Marketing SLA
Establishing Your Objectives

17. Target Audience
Defining Your Target Audience

18. PP/Clinics
Critical Access
Hospitals
Mid-sized
Hospitals
Long-Term
Care
Large
Hospitals
$10M - 25M $25M - 100M $10 - 250M $100M – 1B $1B+
146025601332
Revenue
Market Size
Small
Hospitals
1797
$25M – 100M
20,000+~75,000
Buyer Persona
Product
• Office Manager
• Physician
• IT Manager
• VP/Director IT
• IT Manager
• Consultant/SI
• Administrator
• IT Manager
• VP/Director IT
• Clinical Director
• Program Director
• Dir/Mgr IT
• Clinical Director
• Program Director
• IT Analyst
• Dir/Mgr IT
• Clinical Director
• Program Director
• IT Analyst
• Video Conferencing
• ePrescribe
• Scheduling
• Billing
• Video Conferencing
• ePrescribe
• Scheduling
• Billing
• Video Conferencing
• ePrescribe
• Billing
• Video Conferencing
• ePrescribe
• Scheduling
• Billing
• TBD
Primary
Use Cases
• Patient Visits • Patient/Caregiver Visits • Remote Specialization
• Urgent Care
• Urgent Care
• ER Follow-up
• Post-Op
• Employee Care
• TBD
• Urgent Care
• ER Follow-up
• Post-Op
• Employee Care
• TBD
• Urgent Care
• ER Follow-up
• Post-Op
• Employee Care
• TBD
• Video Conferencing
• ePrescribe
• Scheduling
• Billing
• TBD
• Video Conferencing
• ePrescribe
• Scheduling
• Billing
• TBD
Priority High None Low Low Medium Medium
Target Audience - Healthcare Provider Segmentation
Small Practice Mid-Market Enterprise
Target Audience

19. John Winchester, M.D.
Physician, Co-Owner – Winchester Family Practice
Strategic Priorities (Key Messaging):
• Increase practice revenue
• Improve patient flow (operational efficiency with same budget)
• Improve overall patient satisfaction (reduce churn)
• Simplify processes (documentation, billing, scheduling,
• Better utilization of Physician Extenders (i.e. PAs and NPs)
How does John primarily learn about and evaluate new technologies? (Placement)
1. Colleagues and peers (internal team, networking, events, association memberships)
2. Internet research
3. Vendor content (websites, whitepapers, research)
4. National media (The Atlantic Health, New York Times Health)
5. Industry media (Becker’s Hospital Review, SERMO, KevinMD, Doximity’s Blog, Kaiser Health News)
6. Patient requests
Target Audience - Personas
Target Audience

20. Elena Montero
Office Manager – Spectrum Dermatology
Strategic Priorities (Key Messaging):
• Manage operational flow (scheduling, billing, registration, check-in)
• Manage/reduce office costs
• Improve the patient experience/satisfaction
• Maintain state/federal mandates (i.e. MACRA, HIPAA, COPPA, etc.)
• Assist in search and evaluation of new technologies
How does Elena primarily learn about and evaluate new technologies? (Placement)
1. Internet research (Google, AOL, MSN)
2. Vendor content (websites, whitepapers, research)
3. Industry media (Medical Practice Insider, Power Your Practice, Medical Economics, The Profitable Practice,
MGMA’s Practice Management, Fierce Practice Mgmt, Medical Practice Trends, Kareo’s Go Practice)
4. Colleagues and peers (internal team, networking, events)
5. Trusted vendor recommendations
6. Patient requests
Target Audience - Personas
Target Audience

21. Constructing Your Personas
1. Prospects/Customers
• Surveys
• Customer Advisory Panels
• Closed Lost Calls
• Quarterly Business Reviews
2. Industry research
• Large vendors (IBM, Dell, Verizon, AWS, Marketo, etc)
• Research Centers (Pew, Gallup, Nielsen, Stats, Marketing Charts, etc)
• Analysts (Gartner, Forrester, Bane
• Associations (Advertising, Healthcare, Finance)
3. News (USA Today, WSJ, MorningStar, NYT, etc)
4. Google
Target Audience

22. Messaging and Content Strategy

23. Elena Montero
Office Manager – Spectrum Dermatology
Strategic Priorities (Key Messaging):
• Manage operational flow (scheduling, billing, registration, check-in)
• Manage/reduce office costs
• Improve the patient experience/satisfaction
• Maintain state/federal mandates (i.e. MACRA, HIPAA, COPPA, etc.)
• Assist in search and evaluation of new technologies
How does Elena primarily learn about and evaluate new technologies? (Placement)
1. Internet research (Google, AOL, MSN)
2. Vendor content (websites, whitepapers, research)
3. Industry media (Medical Practice Insider, Power Your Practice, Medical Economics, The Profitable Practice,
MGMA’s Practice Management, Fierce Practice Mgmt, Medical Practice Trends, Kareo’s Go Practice)
4. Colleagues and peers (internal team, networking, events)
5. Trusted vendor recommendations
6. Patient requests
Target Audience - Personas
Target Audience

24. DecisionEvaluationResearch/EducationAwarenessBuyer Stages
Definition
Behavior
Sales Interest
Have realized a business
challenge, problem, or need.
Have defined their problem or
need and are gathering
information to address it.
Have defined their solution and
are evaluating products, services,
and/or vendors.
Have completed their evaluation
and are validating their choice to
make final decision.
Begin gathering information and
researching symptoms to clearly
identify problem. Prefer vendor
neutral content.
Committed to researching
and understanding all of the
available approaches/methods for
solving their defined problem.
Clearly define the need, desired
outcome, features, functionality,
priority, begin determining
evaluation criteria and assign
resources.
Selects vendor/solution, completes
contracting process, and make
purchase.
None Minimal High High
CloseEngageCapture & QualifyEducateMarketing/Sales Stages
Preferred Content
Articles/Blogs
Whitepapers
Research Reports
Discussion Groups
Content Syndication
Earned Media
Analysts
Social Media
Search Marketing
Outreach
Articles/Blogs
Whitepapers
Research Reports
Discussion Groups
Webinars
Website
Content Syndication
Outbound Calling
Conferences/Events
Nurture Campaigns
Search Marketing
Website
Sales Team
Nurture Campaigns
Website
Case Studies/Collateral
Presentations
Solution Scoping
Proposal
References
Case Studies
Proof of Concept
Competitive Comparisons
Sales Team
Buyer’s Journey
Messaging and Content Strategy

25. Content Calendar

26. Creating Your Marketing Mix

27. Elena Montero
Office Manager – Spectrum Dermatology
Strategic Priorities (Key Messaging):
• Manage operational flow (scheduling, billing, registration, check-in)
• Manage/reduce office costs
• Improve the patient experience/satisfaction
• Maintain state/federal mandates (i.e. MACRA, HIPAA, COPPA, etc.)
• Assist in search and evaluation of new technologies
How does Elena primarily learn about and evaluate new technologies? (Placement)
1. Internet research (Google, AOL, MSN)
2. Vendor content (websites, whitepapers, research)
3. Industry media (Medical Practice Insider, Power Your Practice, Medical Economics, The Profitable Practice,
MGMA’s Practice Management, Fierce Practice Mgmt, Medical Practice Trends, Kareo’s Go Practice)
4. Colleagues and peers (internal team, networking, events)
5. Trusted vendor recommendations
6. Patient requests
Target Audience - Personas
Marketing Mix

28. Marketing Mix
Organic and Paid Search

29. Marketing Mix
Industry Media

30. Colleagues and Peers
Marketing Mix

31. Test. Analyze. Improve. Repeat.

32. % Served: 26.5%
CTR: 0.87%
Conv Rate: 23%
% Served: 25.2%
CTR: 0.32%
Conv Rate: 12%
% Served: 24.6%
CTR: 0.17%
Conv Rate: 3.7%
% Served: 23.7%
CTR: 0.7%
Conv Rate: 0.6%
Cloud vs Public vs AWS
% Served: 27.1%
CTR: 0.92%
Conv Rate: 21%
% Served: 25.5%
CTR: 0.29%
Conv Rate: 12%
% Served: 24.1%
CTR: 0.21%
Conv Rate: 5.8%
% Served: 23.3%
CTR: 0.4%
Conv Rate: 1.9%
Consultant vs Solution Architect
Continuous Improvement
A/B Testing

33. +21% Conversion
+00:42 Time on Page
-36% Bounce Rate
-23% Exit Rate
+11% Click Rate
-6% Conversion
-00:05 Time on Page
+13% Bounce Rate
-5% Exit Rate
-8% Click Rate
Continuous Improvement
Multivariate Testing

34. 184
121
77
0 50 100 150 200
Cloud
Public Cloud
AWS
Avg Qualified Registrations
N= 4
N= 2
N= 1
Enterprise
Providers
34%
SaaS
28%
SMB
Provider
16%
SI
12%
Payer
5%
Other
5%
Cloud
Continuous Improvement
Data Analysis and Visualization

35. Awareness Research Evaluation Selection
Healthcare Market
When we shift our messaging to be very vendor specific, we alienate the majority of the market still
in the research phase and not yet ready to get vendor specific. They quickly see us as overtly biased
which lessens our credibility as the expert in “healthcare cloud” and instead positions us only as the
experts in AWS cloud for healthcare.
This diminishes our ability to engage and influence those who have not yet settled on AWS or have a
preference for Azure or Google.
Continuous Improvement
Data Interpretation

36. 1. Continue to position ourselves as experts in “healthcare cloud” not just experts in
“healthcare cloud for AWS.” This gives us greater market reach and influence:
• Makes us a more valuable partner to AWS
• Helps mitigate future risk in the event AWS shifts partner focus or attempts to do it
themselves
• Enables us to opportunistically engage and win large Azure opportunities (if we want)
2. Proceed with a soft-touch approach, versus a slap (Cloudticity)
• Quietly eliminate all website content that references our Vmware infrastructure and
data centers
• Continue to create product content that communicates our AWS value proposition
Continuous Improvement
Recommendations and Next Steps

37. Efficiency Proficiency Excellence
Marketing
Efficiency
Marketing
Proficiency
Marketing
Excellence
• Objectives clearly defined
• First draft of personas complete and in use
• First draft of message matrix complete and
in use
• Content development in progress
• Marketing mix defined based on personas
and buyers journey
• Implementing basic nurture programs to
advance early stage buyers
• Testing basic persona, messaging, and
placement assumptions
• Consistently achieving objectives
• Personas refined and accurate
• Messaging matrix refined and accurate
• Robust content library
• Marketing mix refined and campaigns
being consistently optimized
• Using lead scoring and advanced
marketing automation to accelerate nurture
campaigns
• Advanced multivariate testing fuels
consistent improvements in conversion
rates and CAC drops below 1.5x MRR.
• Consistently exceeding objectives
• Personas used throughout organization
• Messages are succinct and compelling
• Content is a key market differentiator
• CAC drops below 1x MRR
• MQL to SQL conversion rate exceeds 65%
• Testing and data analysis are a key market
differentiation and frequently provide
valuable insights to other areas of the
business.
Continuous Improvement

38. Questions?

39. James Windrow
VP Marketing
eVisit
jwindrow@evisit.com
(480) 463-4848
Thank You