founder insto pres v3 - joe rouse / ann burgraff
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8/9/2019 Founder Insto Pres V3 - Joe Rouse / Ann Burgraff
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Smart Marketing for Start-Ups
Ann Burgraff-Rowell
Joe Sutherland-Rouse
The Founder Institute
June 6, 2010
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About Ann
Grew up US, Marketing degree Arizona
Advertising Consultant, Dentsu Osaka, Japan
Innovative Start-up Addict (mostly San Francisco based), including
± Salesforce.com VP Marketing (IPO)
± NetGravity / DoubleClick VP Global Marketing (IPO, Merger
Acquired by Google)
± Informative VP Marketing (Purchased by
± Webaroo SMS GupShup VP Marketing (Private. > 25M users)
± Gydget Events Widget VP Marketing (Acquired)
± Startup Advisor NUS Enterprise
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About Joe
Science undergrad, MBA (Queens U, Canada)
Product management ladder at BMS
Tundra Semiconductor (Networking ICs-IPO)
Philsar Semiconductor (RF ICs-Acq by Conexant)
MSBi Capital
GridIron Software (SW development tools)
Pioneer Capital Partners
Back at a startup, some governance & advisory stuff
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Your Take-away Tonight
What you need to do:
± Effectively position your company/product, memorably
communicate to selected audiences, develop an affordable
yet effective marketing mix relative to your marketinggoals, execute and evaluate- all on a startup budget
Champagne results on a beer budget are possible
± But you have to research, rehearse, execute, review and
adjust course continuously
± Find and keep big, smart, rich friends
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Competitive Positioning
A dynamic process
Understand the competitive set and individual
competitors positioning ± But first, understand your customer needs
Hit em where they aint
± but make sure its where the most desirable customers
are.
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Competitive Positioning, II
Features versus benefits
± relative to validated market needs
Does your positioning answer these three questions ± So what? Who cares? Why you?
Position your company and product effectively, or
the market, or worse, the competition, will do it for
you.
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Key Audiences
Characterize the buying process and its players
± Develop the marketing mix with this in mind
Audiences vs. customers Inside a customer: Decision-makers versus
influencers
External Influencers Beware the Toyshop Exercise!
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Customer Intimacy
Get close! And stay close
± Call and meet prospective customers and partners
± Take an analyst or journalist to lunch (They all eat)
Play really nice with, but lead, sales and R&D
± You are the team coach and customer advocate
± Develop, own and evangelize the product spec
Importance of Alpha, Beta programmes ± Lead customers needs represent 80% of the value of your product
± 20% of the specs features deliver 80% of the value of the user
experience
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Customer Intimacy, II
Join and seek out leadership roles with standards
bodies and other influential tech and marketing
associations Understand and have a clear, compelling position on
technical and market trends- and communicate that!
Make sure your channel strategy makes it easy forthe customer to buy, and buy again
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Tell Me a (Company) Story
Simple, memorable, actionable and known by all
The elevator speech
Elements Personalities and their past achievements (nouns and
verbs)
Partners and Standards
Products
Events
Strategies
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Telling the Story
Following from the What, you must decide
± Who/What tells it
±
When and Where ± How and How Often
Make is easy for your audiences to understand, act
and tell all their friends
The role of great PR counsel
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Resourcing the Storytelling
Strategies vs. tactics
± Guerillas are tactical, not strategic
±
But sometimes tactics can turn the tide of the war Concept of the Marketing Mix
± Software versus hardware versus services
± Trends
Consistency of messaging, execution and adjustment
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Creating the Right Messages
How will your products impact your customers?
Is what you have to say different/unique?
Can you say it boldly?
Is it memorable?
Are your messages defensible?
Speak to them where they aredont make them go hunting
for you
Say it simply & speak in honest language
- not jargon
Develop message cards for everyone
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Developing Your Marketing Mix
Marketing Goals should align with Business Goals
Great Ideas Rarely Sell Themselves
There are a vast array of circumstances that will dictate which
elements of the marketing mix are right for you. Put time into
accurately defining your marketplace, your market segment, your product positioning, and your unique selling propositions then it
becomes much easier to select the right strategy and mix.
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Getting the Promotional Mix Right
Plan Marketing strategies & tactics to achieve specific
objectives
± Capture 25% global market in 2 years (= 240,000 users)
Acquire 100,000 leads per month with an average cost of $2
Sign up 10,000 new customers per month with average cost of $10
Know Your Marketing ROI (Return on Investment)
Create a Dashboard and Report back to organization regularly
Dont be afraid to fail
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How Much Do you Spend?
There are no averages but startups spend a much higher
proportion of budget on marketing. (Generally 8-20% of total
company spend in first two years) Industry Averages & Benchmarks can help learn from others
Refer back to your objectives & marketplace what are you
trying to accomplish?
Test, Refine, Repeat
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A Few Tips
Make your marketing your own - avoid copying others, unless
you see a good idea that you can adapt to your circumstances.
Be sure that your promotion fits your image.
Consistently communicate your top messages & business values
no matter what the medium.
Remember - you are marketing through all your business
activities.
Empower everyone in the organization and leverage their
networks.
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Measuring Up
Enduring Truisms
± If you cant measure it, you cant manage it
± I know that half of my marketing budget is wasted, but I' m not sure
which half (sometimes true; depending upon mix)
Accountability leads to credibility, trust and resources
There is a cost/price to pay for doing nothing (It is a race!)
Confer across the company, but have the courage of your
convictions
The affordability, precision and scale of emailing lists are not
substitutes for customer intimacy and market vision
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Anns Case Study #1
Situation: ± salesforce.com, an online CRM company, wanted to create awareness,
position against big 800lb competitor Siebel, disrupt industry and
develop leads
Goals: ± PR coverage in tier 1 business and industry pubs (> 10M impressions)
± # leads (> 500)
Tactic: Stage Protest at Siebel User Conference
Results: ± Significant Press/PRSA Award
± Over 500 A quality leads
± Brand building
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Anns Case Study #2
Situation: ± Launching Webaroo (SMS Gupshup), a new mobile blogging application.
Goals:
± Awareness in mobile business and consumer target segments
± PR coverage in tier 1 business and industry pubs (> 100M impressions)
± User signups
Tactic: Partner with Acer and Samsung at launch to show momentum & credibility
± Leveraged partners brands & marketing budgets
± Created promotions with major newspapers in India & Europe
Results:
± Significant Press first week of launch: Over 500M impressions 1st week,including: WSJ Global Editions, NY Times, CNN, SkyNews, The Economic Times of
India at least one article per day for the first 90 days.
± Over 100K Sign ups in first month
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Joes Case Study #1
Tundra Semiconductor (Build-out of the Internet 1996-1999)
Spun out of comms switch maker Newbridge Networks
Technical expertise in PCI interface and switching fabric technologies
Partnered with embedded systems leader Motorola SPS
± Direct-connect datacomms I/F ICs for Cisco, IBM, Nortel, Ericsson
Business model based on design-wins into the above and smaller players
± Heavily leveraged Motos marketing strategies, plans and programmes, but
built and maintained our own identity through technical leadership and earlier
adoption of web-based product marketing Tundra IPOd Feb. 8, 1999 and achieved a market cap of about $1B at its
peak
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Joes Case Study #2
Philsar Semiconductor (Bluetooth & wireless comms 1999-2000)
Founders vision: Bluetooth wireless comms juggernaut
± Applied prolific creation of technical content via web, trade pubs,
events to carve out a leadership mantle, positioning ourselves as peerswith MSFT, Nokia, IBM, Ericsson and other giants
± Filled a market vacuum at the enabling IC level
± Followed lead customer model: Conexant Systems Inc.
Philsar was acquired by Conexant in April 2000 for $200M US ± We had minimal revenues at the time, but lead a hot space and had
great timing
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Executing
Simply put, it all comes down to execution
± But if you do fall, get up fast, to fight another day
Getting (and staying) on the radar screen of your
audiences
± Marketing is an investment, not a cost
± Seek to establish and maintain leadership
± Leverage, leverage, leverage
Marketing is a discipline, a craft and a science
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Concluding Exercise
Your management team is like a band
Since we dream big at the FI, imagine its 1964 and
youre in the Beatles, arriving at JFK Airport and
about to change popular music forever
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Concluding Exercise, II
Are you Paul?
George?
Ringo?
Youre John Lennon
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Wrap up and Questions
jwsrouse@gmail.com and annburgraff@yahoo.com
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