Roles In Marketing

Sandra M. Eisenberg

Partner

2

Jumpstarting

3

“Marketing is like Jazz…

Done poorly it is annoying background noise…

Done well it is recognized as an art.”

4

Awareness

Knowledge

Unaware of Product

Liking

Preference

Conviction

Purchase

Cognitive Stage

Affective Stage

Behavioral Stage

Source: Dolan, Robert J. (1999), Integrated Marketing Communications, HBS Note #9-599-087

5

Active Buying

& Closing

Reinforcement

EducationActive Buying

& Closing

Reinforcement

Education

• Generate awareness

• Create interest

• Establish credibility

• Nurture the opportunity

• Convert interest to purchase

• Support the decision

• Maintain the relationship

• Stimulate further interest

Source: LKS

6

Acti

vit

ies

Ke

yM

ea

su

res

CustomerMarketing

Strategy &Planning

Product* Management

Demand Generation

•Market Assessment

•Go-to-Market Strategy

•Marketing Planning

•Brand Managaement

•Value Prop Development•Product* Development

•Product* LC Mngmt

•Product* Launch/Sales Readiness

•Indirect Demand Prgrms

•Direct Demand Prgrms

•Sales Effectiveness Prgrms

•Customer Loyalty Prgrms

•Customer Communications

•Customer Community

Su

b P

roces

ses

Key B

usin

ess

O

utc

om

es • Simplified Buying Cycle From Customer Perspective

• Broadened Awareness within Targeted Markets and Audiences• Increased Pipeline Through Proactive Demand Generation• Accelerated Revenue Opportunities Through Increased Selling Effectiveness• Installed Base Opportunity/Footprint Expansion

• Obtainment of Business Objectives

• New Offers to Market• Revenue

• Awareness• Pipeline Development• Revenue

• NPS• Retention Rates• Revenue Expansion

* Product refers to products and/or packaging

Source: LKS

7

78%Said the role of marketing is more

important than it use to be when it

comes to business innovation.

Source: CMO Magazine, September 2005, BtoB Magazine, December 2006

“As marketing becomes a much more critical function in

organizations, Chief Marketing Officers are gaining more

influence at the executive table…and the industry may

see more CMO’s ascending to the CEO spot.”

The Role of Marketing The Marketing Organization Trends in Marketing The STP: Marketing You

8Q. What are the differences between marketing orgs for B2B and B2C?

B2B B2C

You Know Who

They Are by

Name

You Know Who

They Are by

Archetype

“Push” the product

directly or w/support

of channel

Induce consumer

action to “pull” product

through channel

Lead Generation,

Sales Support

Brand Focus,

Demand Gen

Sales Centric Marketing Centric

9

Target Audience

Company Dynamic

Activities

Objectives

Q. What roles do you think of in marketing?

Functional Name Characteristics

Branding/Advertising Creates corporate brand name/logo, image and execution of that image,

primarily through mass communication vehicles such as advertising

Channel Marketing Tactical, surgical support arm for the organization’s third-party channel

partners (Incl. communication, education, demand generation etc.)

Corporate Communications Creates baseline company messaging and promotes the organization

through a combination of tactics including PR, thought leadership etc.

Executive/Strategy Drives overall function strategy; ensure function relevancy; ensure cross

function interaction; ensure measurement and performance

Field Marketing Tactical, surgical support arm for a B-to-B sales team; used to create new

or increased demand

Market Intelligence Captures, analyzes and disseminates information (primary and

secondary) reference the market, customer attitudes, and competition

Product Management Listens to the market, articulates market problems in the form of require-

ments, ensures that product gets created, tested and shipped on time

Product Marketing Talks to the market, defines strategy to take resulting products to market

Telemarketing Use of a technology-enabled inside resource to support a variety of

ongoing marketing campaigns

10

Product Marketing

Product Management

Corporate Marketing Field Marketing Channel/Partner Marketing Vertical/Industry Marketing

VP Marketing

Chief Marketing Officer

11

•Product Marketing

•Product Management

•Services Marketing

•Pricing

•ROI Analysis

•Competitive Intelligence

•Market Analysis

•Strategy

•Product Related BD

•Analyst Relations

•Press Relations

•IR Support

•Web Marketing

•Marcom Support

•Brand Management

•Messaging & Positioning

•Shows/Events

•Speakers Bureau

•Customer Cases

•Promotional Items/Store

•User Groups

•Field Communication

•Sales Tools

•Lead Generation

•Customer Programs

•Marketing Programs

•Partner Infrastructure

•Partner Communications

•Partner Sales Training

•Partner Tools

•Partner Relationship

Programs

•Co-Marketing Support

•Market/Vertical Strategy

•Vertical Sales Tools

•Vertical Lead Generation

•Industry Tracking

•Field Support

•Industry Participation

Varies by Company depending on:

•Point in the market lifecycle

•Point in the company lifecycle

•Size of company

•Company philosophy

12

• Innovation Strategy & Agenda

• Project Management of initiatives– New platforms

– Non-extension based

• Project X Development

• Project X Establishment

• Gran Finale

• Refreshment Platform

• Pipeline Leadership

• Oversee Innovation Budget

• Team Coach and Lead

Marketing Director

Insights (mkt rsrch) ManagerBrand ManagerDirector Innovation

• Brand Strategy & Agenda Lead– Products A and B

• Brand Measurement & Scorecard

• Brand Advertising w/ Director

• TLP Agency Management

• Media/Media Merchandising– Digital/Database

• Line Extension/Packaging Leadership

• Promo/Platform/Sponsorship Lead– Oversee Sampling/Trial

• Customer Marketing Liaison

• Oversee Brand Budgets


• Insights Leadership

• Learning Agenda Ownership

• Insight Agencies Management

• Brand Tracking Owner

• New Product Learning

• Pipeline Liaison

• HQ Insights Liaison

• Team Scorecard Co-Owner


Team Coordinator

Associate Brand Manager

• Brand Management Support

• Brand Product Extension Support

• Brand Platform Support


• Partner Liaison (Trafficing)

• Product A Brand Support

• Innovation Project Support

• Customer Marketing Support


• Overall Strategy & Agenda Lead

• Advertising & Media

• Agency Relationship

• Corporate Marketing Liaison

• Team Coaching & Leadership

• Oversee Team Budget

Associate Innovation Manager

• Innovation Project Manager

• Strategy Development w/ Innov. Lead

• Team Scorecard Co-Owner


Sample Organization for Division of Major Consumer

Brand Company

13

Engineering Driven

Outbound Focus

Sales Driven

Product Focus

Revenue FocusDevelopment Focus

Q. Which roles do you think are important when?

14

Corp Mktng-Specialists

Product Mngmt

Field Mktng

Corp Mktng-GeneralistProduct Mktng

Vertical MktngPartner Mktng

Technical MktngBranding/PositioningAwareness

Field Mktng/SupportPartner Mktng/Support

Demand Creation

Vertical/Solutions Mktng

15

Pre-IPO IPO Post-IPO

Engineering Driven

Outbound Focus

Sales Driven

Product Focus

Revenue FocusDevelopment Focus

Sales Engineering Marketing Professional

Services

Technical

Support

Finance Other

G&A

President & CEO

16

Varies by Company depending on:

•Point in the market lifecycle

•Point in the company lifecycle

•Size of company

•Company philosophy

Primary InteractionsSecondary Interactions

They possess a broad range of analytic, financial and creative capabilities They can clearly identify their contributions to revenue They use sophisticated tools and processes to promote business efficiency They are proactive, not reactive, in providing guidance and services that add value to senior leadership They are perceived by other execs, especially in the C-suite, as contributors and leaders of the growth agenda

17

“The only metric in marketing that really matters is growth.

and to drive growth, marketers have learned to stretch their

discipline’s traditional boundaries to encompass activities

many companies don’t even think of as marketing.”

Source: Bob Liodice, president-CEO of the Assoc. of National Advertisers.

The Role of Marketing The Marketing Organization Trends in Marketing The STP: Marketing You

18Q. What happens to marketing during times of economic change?

59%

41%Yes

No

62%21%

12%5%

Customer Acquisition

Customer Retention

Brand Awareness

Other

19

Have you cut your marketing budget this year in response to the economic crisis?

What is your primary marketing goal in 2010?

Source: BtoB’s “2009 Marketing Priorities and Plans” Survey

20

Why?

Source: The Economist, Advertising on the Edge

21Source: The Economist, Advertising on the Edge

22Source: Marketing Profs Research Insights with Forrester Research

The Role of Marketing The Marketing Organization Trends in Marketing e5: Marketing You

23

24

BFA Liberal Arts

Stephens College

1985 - 1991

AT&T

Sales

1991 – 2000

AT&T Bell Labs

Product Management

NCR Corporation

Product Management

2000 – 2001

Product Management2001 – 2007

Technovative

Marketing

2007 – Present

Marketing

Graduate Studies

London School of Economics

2007 – 2007

Account

Management

Pragmatic Marketing Certification

Broad marketing background e5, Technovative, Avaya and NCR / Teradata

Extensive Marketing Experience Fortune 50 and SMB Experience in multiple industry spaces

Financial Services Retail Telecommunications Enterprise Software

Experience with varying company dynamics Mergers & Acquisitions Change Management (Downsizing/Exec Turnover) Large & Small Organizations Public & Private Entities

25

26

SandraEisenberg

Mngmt &

Leader

Skills

Strategic

Skills

Public

Spkng

Skills

Corporate

Mktng

BD Skills

PMM/M

Field &

Vertical

Mktng

Channel

Mktng

Tactical Assets Strategic Assets

Source: Adapted from: Moore (2002), Crossing the Chasm.

27

Market

Definition

Value/Compelling

reason to buy

Competitive

analysis

Differentiated

position

Opportunity

Need

For companies bringing technological innovations to market

Who Need to jumpstart new market categories and become the gorilla

Sandra Eisenberg helps clients: dynamically position products; improve marketing execution; …

…. manage customer relationships; attract and develop talent

Unlike other Consultants/Educators

Who sell their brains and leave before the job is done

Sandra helps clients to build their brains and stays with them in the trenches for as long as it takes.

Tagline

Web site,

collateral

Elevator

Pitch

Corporate

Presentation

Executive

Summary

28

Customers Seeking:

• Comprehensive Whole Product

• Experience in Heavily Competitive Space

• Experience in Building Sales-driven Marketing

• Ability to Manage Breadth of Marketing Jobs

• Credible References - Often in own industry

29

Whole Product: a global network

for altruistic leaders& entrepreneurs.

Cases, books,Articles, digitalvideos & clips

InteractiveGlobal

Courses (GEM, E145G)

Help todevelop

their futureleaders

PragmaticConsultingOn demand

CareerCoaching

Access totalent who

have earnedour trust

Coaching re.Access toCircles ofInfluence

Access tothe gleannetwork

Adapted from: Moore (2002), Crossing the Chasm.

For

Professors

And

Students

For entrepreneurs

and leaders

of Global

Companies

The plan is easier to write if one path is selected or is the focus of your marketing plan. Think of customers as your target employers and stakeholders as your family, friends, support group etc. If additional education is your next step, really think about how you get into that target school – or gear you to the years following that. If your goal is to be an entrepreneur, have in mind the focus of that new venture.

30

Q. Creative ideas anyone? Questions?

Marketing effectiveness and success is dependent on: Mapping marketing efforts to Company strategy Remembering that marketing is responsible for $$$ Focusing on the priorities Becoming a partner to sales and engineering Listening to “customers” Driving consistency Breaking down marketing silos Delivering measurable results

Managing the budget like it is your own

32

Primary Responsibilities Key Knowledge/Skills

•Analyst Relations

•Press Relations

•IR Support

•Web Marketing (I.e. sites, webcasts, opt-in news)

•Marcom Support (I.e. collateral, lead gen etc.)

•Brand Management

•Messaging & Positioning

•Shows/Events

•Speakers Bureau

•Customer Cases

•Promotional Items/Store

•User Groups

•PR/AR Background

•IR Exposure

•Web Skills

•Production Knowledge

•Creative Sense

•Industry Knowledge

•Project Management

•Event Coordination

•Writing Skills

•Presentation Skills

•Core Marketing Skills

•Strong Budget Management Skills

33


•Field Communication

•Sales Tools

•Lead Generation

•Customer Programs

•Marketing Programs

•Field Experience

•Field Marketing



•Writing Skills



34


•Market/Vertical Strategy

•Vertical Sales Tools

•Vertical Lead Generation

•Industry Tracking

•Field Support

•Industry Participation

•Vertical Industry Knowledge

•Product Knowledge


•Writing Skills


•Interpersonal Skills


35


•Partner Infrastructure

•Partner Communications

•Partner Sales Training

•Partner Tools

•Partner Relationship Programs

•Co-Marketing Support

•Channel Marketing



•Field Experience/Rapport

•Writing Skills


•Interpersonal Communications Skills


36





•Pricing

•ROI Analysis

•Competitive Intelligence

•Market Analysis

•Strategy

•Product Related BD






•Analytical Skills

•Writing Skills


•Interpersonal Communications Skills

•Negotiation Skills

•Core Marketing Skills (I.e. pricing, strategy)

37

Compelling Market Need Sustainable Value Proposition Financial Position and Investors New to Space or Novel Approach Stage in lifecycle Number of other companies in space

Company Stage Formative Building revenues Driving process

People Culture Strength of management

38

Is it a problem that you are interested in and are good at solving Are you passionate about the space Do you like the people

39

40

Product

Management/

Marketing

Marketing

Communications

Sales Development

Messag

ing

Product Marketing Manager

•Talks to the market

•Defines strategy to take the

resulting product to market

Product Manager

•Listens to the market

•Articulates market problems

in the form of requirements

•Ensures that product gets

created, tested and shipped

on schedule

41

Str

ate

gic

Product Management and MarketingPragmatic Marketing

®

Framework

© 1993 - 2005 Pragmatic Marketing, Inc.

Pricing

Buy, Build

or Partner

Operational

Metrics

Business

Case

Sales

Process

Thought

Leaders

Market

Requirements

Market

Sizing

Marketing

Plan

Product

Roadmap

Awareness

Plan

Market

Research

Market

Problems

Distinctive

Competence

Product

Performance

Customer

Acquisition

Positioning

Customer

Retention

Launch

Plan

Product

Contract

Innovation

Market

Messages

Channel

Training

Win/Loss

Analysis

Competitive

Write-Up

Event

Support

Collateral &

Sales Tools

Presentations

& Demos

White

Papers

User

Personas

“Special”

Calls

Release

Milestones

Answer

Desk

Technology

Assessment

Competitive

Analysis

Lead

Generation

Buyer

Personas

Market

Analysis

Product

Strategy

Program

Strategy

Product

Planning

Quantitative

Analysis

Channel

Support

Sales

Readiness

Tactic

al

A market-driven

model for managing

and marketing

technology products

Less technical

More technical

42

Pricing

Buy, Build

or Partner

Operational

Metrics

Business

Case

Sales

Process

Thought

Leaders

Market

Requirements

Market

Sizing

Marketing

Plan

Product

Roadmap

Awareness

Plan

Market

Research

Market

Problems

Distinctive

Competence

Product

Performance

Customer

Acquisition

Positioning

Customer

Retention

Launch

Plan

Product

Contract

Innovation

Market

Messages

Channel

Training

Win/Loss

Analysis

Competitive

Write-Up

Event

Support

Collateral &

Sales Tools

Presentations

& Demos

White

Papers

User

Personas

“Special”

Calls

Release

Milestones

Answer

Desk

Technology

Assessment

Competitive

Analysis

Lead

Generation

Buyer

Personas

Market

Analysis

Product

Strategy

Program

Strategy

Product

Planning

Quantitative

Analysis

Channel

Support

Sales

Readiness

Str

ate

gic

Tactic

al

Product Management and MarketingPragmatic Marketing

®

Framework

A market-driven

model for managing

and marketing

technology products

© 1993 - 2005 Pragmatic Marketing, Inc.

Documents

Roles In Marketing