“sell yourself” marketing part 1 inese kingsmill, microsoft david paddon, go to market

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“Sell Yourself” Marketing Part 1Inese Kingsmill, MicrosoftDavid Paddon, Go To Market www.gotomarket.com.au

ICD predicts: Cloud related IT spend will grow from 3.9% I 2010 to 9.3 in 2014

Impact: “If you don’t maker decisions, the market will do it for you”

On-premise technology maturing with declining sales revenue and increasing margin pressure

New competition with vastly different value proposition and channel to market

New ways to stimulate customer spending and business opportunities

Cloud comes in shades of greyReality Check- Not everybody will move to the cloud tomorrow, there will always be hybrid systems

100% cloud (private/public)

Traditional 100% on-premise

ProductReseller

ServicesOwn IP

Large Eco-Systems:Microsoft

GoogleAmazon

IBM

Commoditization, increase in competition, consolidating players

Sales centric

Growing market

More sales transactionsSupport automationMarketing centric

Repeatable, profitable service offerings, IP

Sales and marketing centric

HYBRID

“Honey pot” of integration services

Bespoke Solutions in specific markets

Sales centric

“To do or not to do……”

Acquisition

Innovation

Retention Where do I focus?

What will be the return?

Marketing in the new world is back to the future

Demand side - Customers change:

• Buyers will change• Buying process will change• Buyer needs will change• Buyers set new rules

Supply side - Business Pressures:

• Where do I make margin• Cost of sales is too high• What is my value

proposition• How do I compete

ASK:

Where is my value add?

Who is my target customer?

What is my competitive positioning?

How can I increase my margin?

What is my new sales model?

How will I use marketing to drive demand?

Customers

Segment by long-term contractual

/licensing agreements

Market Share

Acquire new customers of same profile as existing

customers

Up sell

Transition ad-hoc to contracted customers

Innovation

Business modelsNew customersNew offerings

Customers

Segment by long-term contractual

/licensing agreements

Market Share

Acquire new customers of same profile as existing

customers

Up sell

Transition ad-hoc to contracted customers

Innovation

Business modelsNew customersNew offerings

Retention Strategy

Acquisition Strategy

Customer Retention

Segment Existing Customers- Multi-year services & licensing- Up-sell customers with long-term agreements- Evaluate customers outside your core target

segment

Over-communicate as “trusted advisor”:- E-mail is now as important as phone- Educate about innovation, training, new offerings- Track interest through “digital fingerprint” (web, e-

mail responses, downloads etc)- Drive face-to-face engagement through seminars,

roundtables, breakfasts

Defend against competitors:- Customer Satisfaction is key- Long-term contracts- Increase/broaden contacts across organisation- “Lead” cloud discussion and integration challenges

Customer Acquisition

• Define a target market that is– Big enough– Leverages your current reference material– Similar to your current customer base– Well maintained in your CRM!

• Execute multi-touch phased campaigns – Plan for min. of 6-9 months– Maximise use of digital marketing– Content is king! – Reference selling – Telemarketing for lead identification– Trigger marketing

PHASE 1Warm-up

“Customer Care”

Send e-mail driving to landing page

asking for input for info gathering,

Incent with prize draw

PHASE 2Educate and

capture interest“Did you know…”

Send series of 3-5 e-mails

educational content, case

studies on ROI drive to landing page , download

and contact

PHASE 3Identify

Opportunities“Can we come and

see you…”

Telemarketing for appointment

settingFulfillment

through multi-media or web

(demo, info etc)

Nice to see you care

Hm, interesting,

this could me help to….

Right, time to have a look….

Touch 1 Awareness

Touch 2Capture interest

Touch 3Identify Opportunity

TACTIC Direct Mail – Postcard Web landing page, e-mail Telemarketing

VOLUME 1000 Assume 3% clicks from direct mail 10 days calling

OBJECTIVE

Introduction: “Who is..”Combine Microsoft brand withService centric value proposition,customer testimonials,

Capture interestDrive to web with Customer case study + educational content

Opportunity IdentificationCollection of renewal dataCollection of opt-in

CALL TO ACTION

Drive to web landing pageEvaluate offerContact via e-mail or phone

Download value contentSpecial offer details Contac info captureInterest registration

AppointmentsSales follow-upOpt-inScheduled call-backs

GTM DELIVERABLES

MessagingCopy WritingDesign

Copy WritingLanding page hosting set-up designAutomated e-mail response“Call me” optionReporting

Calling GuideLead ScoringTrainingTelemarketingReporting

MicrosoftDELIVERABLES

Postcard graphic designGlobal marketing assets

Corporate creative, images from postcard for re-use

PartnerDELIVERABLES

Copy review/sign-offCustomer testimonialsData Base

Copy review/sign-off Timely follow-upCRM/SFA maintenance

All you need is on the Microsoft portal – so, why don’t you use it?

Must have’s for outsourced marketing services - End-to-end delivery capability - Industry Expertise- Execution versus design competencies - Strong understanding of sales

process

Internal resources:

Management of marketing is still required!

External agencies are still required for specialist tasks (copy writing, digital marketing, telemarketing, creative etc)

Investment in marketing tools and skills (database, CRM, e-broadcasting tools, landing pages etc)

Deeper collaboration with sales

Outsourced services:

Access to experience and expertise

Broad pool of skills available depending on needs.

Measurable ROI, “service” culture

Access to marketing tools for execution

Scale and reduce as the business evolves

Conclusions

• Start making decisions• Customer retention is a must!• Customer acquisition will become harder over time• Evaluate containment of marketing cost• Leverage vast Microsoft assets• Find a definite way to execute