Sandra M.

Eisenberg
Partner
Jumpstarting

2
 “Marketing is like Jazz…
Done poorly it is annoying background noise…
Done well it is recognized as an art.”

3
 Unaware of Product
Awareness Cognitive Stage
Knowledge
Liking

Preference Affective Stage

Conviction

Purchase Behavioral Stage

Source: Dolan, Robert J. (1999), Integrated Marketing Communications, HBS Note #9-599-087 4
• Generate awareness
• Create interest
• Establish credibility
Active Buying
Education
& Closing
• Nurture the opportunity
• Convert interest to purchase
• Support the decision

Reinforcement

• Maintain the relationship

• Stimulate further interest
5
Source: LKS
Sub Processes

Strategy & Product* Demand Customer

Planning Management Generation Marketing

•Market Assessment •Indirect Demand Prgrms

Activities

•Go-to-Market Strategy •Direct Demand Prgrms

•Marketing Planning •Sales Effectiveness Prgrms
•Brand Managaement •Product* Development •Customer Loyalty Prgrms
•Value Prop Development •Product* LC Mngmt •Customer Communications
•Product* Launch/Sales Readiness •Customer Community
Key Business

• Simplified Buying Cycle From Customer Perspective

Outcomes

• 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 • New Offers to Market • Awareness • NPS

Measures

Business Objectives • Revenue • Pipeline Development • Retention Rates

• Revenue • Revenue Expansion
Key

* Product refers to products and/or packaging

6
Source: LKS
 Said the role of marketing is more
78% important than it use to be when it
comes to business innovation.

“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.”

Source: CMO Magazine, September 2005, BtoB Magazine, December 2006 7

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

Q. What are the differences between marketing orgs for B2B and B2C? 8
 B2B B2C
You Know Who You Know Who
Target Audience They Are by They Are by
Name Archetype
“Push” the product Induce consumer
Objectives directly or w/support action to “pull” product
of channel through channel
Activities Lead Generation, Brand Focus,
Sales Support Demand Gen
Company Sales Centric Marketing Centric
Dynamic

Q. What roles do you think of in marketing? 9

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
 VP Marketing
Chief Marketing Officer

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

•Product Marketing •Analyst Relations •Field Communication •Partner Infrastructure •Market/Vertical Strategy
•Product Management •Press Relations •Sales Tools •Partner Communications •Vertical Sales Tools
•Services Marketing •IR Support •Lead Generation •Partner Sales Training •Vertical Lead Generation
•Pricing •Web Marketing •Customer Programs •Partner Tools •Industry Tracking
•ROI Analysis •Marcom Support •Marketing Programs •Partner Relationship •Field Support
•Competitive Intelligence •Brand Management Programs •Industry Participation
•Market Analysis •Messaging & Positioning •Co-Marketing Support
•Strategy •Shows/Events
•Product Related BD •Speakers Bureau
•Customer Cases
•Promotional Items/Store
•User Groups

Varies by Company depending on:

•Point in the market lifecycle
•Point in the company lifecycle
•Size of company
•Company philosophy
11
 Sample Organization for Division of Major Consumer
Brand Company
• Overall Strategy & Agenda Lead
• Advertising & Media
Marketing Director • Agency Relationship
• Corporate Marketing Liaison
• Team Coaching & Leadership
• Oversee Team Budget

Director Innovation Brand Manager Insights (mkt rsrch) Manager

• Innovation Strategy & Agenda • Brand Strategy & Agenda Lead • Insights Leadership
• Project Management of initiatives – Products A and B • Learning Agenda Ownership
– New platforms • Brand Measurement & Scorecard • Insight Agencies Management
– Non-extension based • Brand Advertising w/ Director • Brand Tracking Owner
• Project X Development • TLP Agency Management • New Product Learning
• Project X Establishment • Media/Media Merchandising • Pipeline Liaison
• Gran Finale – Digital/Database • HQ Insights Liaison
• Refreshment Platform • Line Extension/Packaging Leadership • Team Scorecard Co-Owner
• Pipeline Leadership • Promo/Platform/Sponsorship Lead • Team Coach and Lead
• Oversee Innovation Budget – Oversee Sampling/Trial
• Team Coach and Lead • Customer Marketing Liaison
• Oversee Brand Budgets
• Team Coach and Lead Team Coordinator

• Partner Liaison (Trafficing)

Associate Innovation Manager Associate Brand Manager • Product A Brand Support
• Innovation Project Support
• Customer Marketing Support
• Innovation Project Manager • Brand Management Support • Team Coach and Lead
• Strategy Development w/ Innov. Lead • Brand Product Extension Support
• Team Scorecard Co-Owner • Brand Platform Support
• Team Coach and Lead • Team Coach and Lead

12
 Engineering Driven Sales Driven
Development Focus Revenue Focus
Product Focus Outbound Focus
Q. Which roles do you think are important when?
13
Technical Mktng
Branding/Positioning
Awareness
Vertical/Solutions Mktng
Partner Mktng/Support
Field Mktng/Support

Demand Creation

Product Mngmt
Product Mktng
Corp Mktng-Generalist
Corp Mktng-Specialists
Field Mktng
Vertical Mktng 14
Partner Mktng
 Pre-IPO IPO Post-IPO

Engineering Driven Sales Driven

Development Focus Revenue Focus
Product Focus Outbound Focus

15
 Primary Interactions
President & CEO
Secondary Interactions

Sales Engineering Marketing Professional Technical Finance Other

Services Support G&A

Varies by Company depending on:

•Point in the market lifecycle
•Point in the company lifecycle
•Size of company
•Company philosophy

16
  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
“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. 17
  The Role of Marketing
 The Marketing Organization
 Trends in Marketing
 The STP: Marketing You

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

18
Have you cut your marketing budget this year in response to the economic crisis?

41% Yes
59% No

What is your primary marketing goal in 2010?

5%
12%
Customer Acquisition
Customer Retention
21% Brand Awareness
62% Other

Source: BtoB’s “2009 Marketing Priorities and Plans” Survey 19

 Why?

Source: The Economist, Advertising on the Edge

20
Source: The Economist, Advertising on the Edge 21
Source: Marketing Profs Research Insights with Forrester Research 22
 The Role of Marketing
 The Marketing Organization
 Trends in Marketing
 e5: Marketing You

23
BFA Liberal Arts
Stephens College Graduate Studies Pragmatic Marketing Certification
London School of Economics

2000 – 2001 2007 – 2007

1985 - 1991 1991 – 2000 2001 – 2007 Account 2007 – Present
Product Management
AT&T Management Marketing
Sales AT&T Bell Labs Technovative
Product Management Marketing

NCR Corporation
Product Management

24
 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
 Mngmt &
PMM/M Leader
Skills
Corporate
Strategic
Mktng
Tactical Assets Sandra Skills Strategic Assets
Field & Eisenberg
Vertical BD Skills
Mktng

Channel Public
Mktng Spkng
Skills

Source: Adapted from: Moore (2002), Crossing the Chasm. 26

 Market Executive
Definition  For companies bringing Summary
technological innovations to market
 Who Need to jumpstart new market
Opportunity categories and become the gorilla Corporate
Need  Sandra Eisenberg helps clients: Presentation
dynamically position products;
improve marketing execution; …
Value/Compelling Elevator
reason to buy Pitch
…. manage customer relationships;
attract and develop talent
 Unlike other Consultants/Educators
Competitive Web site,
analysis  Who sell their brains and leave collateral
before the job is done
 Sandra helps clients to build their
Differentiated brains and stays with them in the Tagline
position trenches for as long as it takes.

27
 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

28
 Interactive
Cases, books, Global
Articles, digital Courses
(GEM, For
videos & clips Professors
E145G)
Access to And
Career
Coaching Whole Product: the glean Students
a global network network
for altruistic leaders
& entrepreneurs.
Coaching re. Access to
Access to talent who
Circles of have earned
Influence Help to our trust For entrepreneurs
Pragmatic and leaders
Consulting develop
On demand their future of Global
leaders Companies

Adapted from: Moore (2002), Crossing the Chasm. 29

 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.

Q. Creative ideas anyone? Questions?

30
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 •PR/AR Background
•Press Relations •IR Exposure
•IR Support •Web Skills
•Web Marketing (I.e. sites, •Production Knowledge
webcasts, opt-in news) •Creative Sense
•Marcom Support (I.e. collateral, •Industry Knowledge
lead gen etc.)
•Project Management
•Brand Management
•Event Coordination
•Messaging & Positioning
•Writing Skills
•Shows/Events
•Presentation Skills
•Speakers Bureau
•Core Marketing Skills
•Customer Cases
•Strong Budget Management
•Promotional Items/Store Skills
•User Groups
33
Primary Responsibilities Key Knowledge/Skills
•Field Communication •Field Experience
•Sales Tools •Field Marketing
•Lead Generation •Industry Knowledge
•Customer Programs •Project Management
•Marketing Programs •Writing Skills
•Presentation Skills
•Core Marketing Skills

34
Primary Responsibilities Key Knowledge/Skills
•Market/Vertical Strategy •Vertical Industry Knowledge
•Vertical Sales Tools •Product Knowledge
•Vertical Lead Generation •Project Management
•Industry Tracking •Writing Skills
•Field Support •Presentation Skills
•Industry Participation •Interpersonal Skills
•Core Marketing Skills

35
Primary Responsibilities Key Knowledge/Skills
•Partner Infrastructure •Channel Marketing
•Partner Communications •Industry Knowledge
•Partner Sales Training •Project Management
•Partner Tools •Field Experience/Rapport
•Partner Relationship Programs •Writing Skills
•Co-Marketing Support •Presentation Skills
•Interpersonal Communications
Skills
•Core Marketing Skills

36
Primary Responsibilities Key Knowledge/Skills
•Product Marketing •Product Marketing
•Product Management •Product Management
•Services Marketing •Services Marketing
•Pricing •Industry Knowledge
•ROI Analysis •Project Management
•Competitive Intelligence •Analytical Skills
•Market Analysis •Writing Skills
•Strategy •Presentation Skills
•Product Related BD •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
Product Manager Product Marketing Manager
• Listens to the market • Talks to the market
• Articulates market problems • Defines strategy to take the
Marketing
in the form of requirements Communications resulting product to market
• Ensures that product gets

Messaging
created, tested and shipped
on schedule

Product
Management/
Marketing

Sales
Development

40
 Product Management and Marketing
®
Pragmatic Marketing Framework

Business Marketing
Positioning
Case Plan
Less technical
Distinctive Market Sales Awareness A market-driven
Pricing Plan
Competence Sizing Process model for managing
Market Product Buy, Build Market Customer
and marketing
Research Performance or Partner Requirements Acquisition technology products
Market Operational Thought Product Customer
Strategic

Problems Metrics Leaders Roadmap Retention

Tactical
Market Quantitative Product Product Program Sales Channel
Analysis Analysis Strategy Planning Strategy Readiness Support

Technology Win/Loss User Buyer Collateral & Channel

Innovation
Assessment Analysis Personas Personas Sales Tools Training

Competitive Product Market Presentations “Special”

Analysis Contract Messages & Demos Calls

Release Launch White Event

More technical Milestones Plan Papers Support

Lead Competitive Answer

Generation Write-Up Desk 41
© 1993 - 2005 Pragmatic Marketing, Inc.
 Product Management and Marketing
®
Pragmatic Marketing Framework

Business Marketing
Positioning
Case Plan

Distinctive Market Sales Awareness A market-driven

Pricing Plan
Competence Sizing Process model for managing
Market Product Buy, Build Market Customer
and marketing
Research Performance or Partner Requirements Acquisition technology products
Market Operational Thought Product Customer
Problems Metrics Leaders Roadmap Retention
Strategic

Tactical
Market Quantitative Product Product Program Sales Channel
Analysis Analysis Strategy Planning Strategy Readiness Support

Technology Win/Loss User Buyer Collateral & Channel

Innovation
Assessment Analysis Personas Personas Sales Tools Training

Competitive Product Market Presentations “Special”

Analysis Contract Messages & Demos Calls

Release Launch White Event

Milestones Plan Papers Support
© 1993 - 2005 Pragmatic Marketing, Inc.

Lead Competitive Answer

Generation Write-Up Desk 42