Marketing Workshop
For
LAMP-360
LAMP-360
Lead Generation Solutions
Marketing workshop
Contents
Marketing workshop ................................................................................................................ 1
Contents.................................................................................................................................. 2
Agenda.................................................................................................................................... 3
Product adoption lifecycle........................................................................................................ 4
Value Proposition Development ............................................................................................. 7
The Marketing Plan – Key Topics ............................................................................................ 8
Follow up Actions .................................................................................................................... 9
Collateral ............................................................................................................................... 10
Admin .................................................................................................................................... 10
Other ..................................................................................................................................... 10
LAMP-360 Stuff ..................................................................................................................... 10
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Agenda
Introduction & objectives
Review of client’s business and sales and marketing history
Product demonstration
Key business departments, stakeholders, processes, systems
Goals and objectives, targets
Constraints, limitations and budgets
Value propositions – what you sell and to whom etc
Go to market strategy
Countries, cities, sales approach
The Sales and marketing processes
Lead definition, Sales cycle, sales model, process, support and other stake holders
Sales & marketing plan
Market, competition, partners, financials
Strategies
Marketing, Lead generation, web site, events, collateral
Systems & processes (LAMP)
Summary and close
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Product adoption lifecycle
Innovators (I)
The enthusiasts who like technology for its own sake.
Early Adopters (EA)
Those who have the vision to adopt an emerging technology to an
opportunity that is important to them.
The Chasm (C)
Time gap in technology adoption, which is between the early adoptors
and the pragmatists.
Pragmatists (P)
Early Majority
Early majority pragmatists are the solid citizens who do not like to take
the risks of pioneering, but are ready to see the advantages of tested
technologies. They are the begining of a mass market.
Pragmatists (P)
Late Majority
Late majority pragmatists, who represent about one-third of available
customers, disklike discontinuous innovations and believe in tradition
rather than progress. They buy high-technology products reluctantly
and do not expect to like them.
Traditionalists (T)
Traditionalists (laggards) do not engage with high technology products
- except to block them. They perform the valuable service of pointing
out regularly the discrepancies between the day-to-day reality of the
product and the claims made for it.
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The technology adoption life cycle can be visualized as a bell curve segmented by certain characteristics that must exist for the
products to transition throughout each stage of the cycle. The bell curve consists of several phases: Innovators, Early Adopters,
Bowling Alley, Tornado, and Main Street.
Innovators
Innovators are like friends of yours who have just about every gadget you can think of. They are the first to buy into the next great
"fad," and the first to retire gadgets to the proverbial closet floor when they have moved on to the next latest, greatest new
product. For example, a person who purchased a PalmPilot while the casing had the U.S. Robotics logo on the front is a likely
Innovator.
The total market size of the Innovators phase is quite small, only about 5% of the entire area inside the life cycle bell curve. While
success in the Innovators phase means very little financially to a company, Moore stresses the importance of the Innovators
because they are the "gatekeepers." Any discontinuous technology product must get their stamp of approval and support before
moving on to the next phase of the technology adoption life cycle, the Early Adopters.
Early Adopters
Moore calls the Early Adopters "visionaries." Early Adopters are eager to embrace new technologies to solve their problems and
exploit competitive advantage, and they have money to spend. Unlike pragmatic buyers who are pessimistic in nature, Early
Adopters are more optimistic -- their glass is half full. In technology terms, they are satisfied with a product that provides 80% of
the solution to their problem, while pragmatic buyers want a 100% solution. For technology vendors to make headway in this early
market, they must focus solely on product leadership. Once the last of the early adopters has been penetrated, a break in the bell
curve exists: the Chasm.
The Chasm
The Chasm represents a critical phase from the last early adopters to mainstream acceptance of the product. As Steve Jobs of
Apple (Nasdaq: AAPL) says on the cover of the book, "The Chasm is where many high-tech fortunes have been lost. The
Tornado is where many have been made." Crossing the Chasm is vital to long-term value creation and market dominance.
To cross the Chasm, Moore suggests that the company focus on a "beachhead" or a total solution for a problem built around the
needs of a niche market. Moore calls this total solution a "whole product," an imperative for penetrating the pragmatic buyers.
Moore defines the whole product as "the minimum set of products and services necessary to ensure that the target customer will
achieve his or her compelling reason to buy." The whole product created for a niche market represents the entry into the
mainstream market, an area called the Bowling Alley.
The Bowling Alley
Once across the Chasm, the Bowling Alley phase begins, representing the early majority. The creation of the whole product to
fulfill the needs of a niche market requires an additional strategy beyond product leadership: customer intimacy. Once the whole
product satisfies the needs of a niche market, pragmatists embrace the technology, and a "pin" -- as Moore calls it -- is knocked
over. Technology vendors should seek a beachhead that will allow them to leverage their success in one niche market to attack
another. For example, an application may be created to better enable customer support via telephone. Once this market is
dominated, the application may be modified to address customer support on the Internet.
As more niche markets are successfully penetrated, the solution is perceived to be less of a niche product and more of an allpurpose solution. This creates momentum around the technology, and the hypergrowth phase of the Tornado begins.
The Tornado
For an investor, the tornado is the most exciting phase of the technology adoption life cycle because the investment opportunities
can lead to market-thumping returns. In transition to the Tornado from the Bowling Alley phase, the technology has proven itself
in several niche markets. When enough pins have been knocked down, the product begins to look attractive to mainstream
pragmatic buyers. The Tornado is a period of hypergrowth when the pragmatic buyers flock en masse to adopt the technology as
the standard. The product focus has also shifted away from the problems of the end user and toward the infrastructure buyer that
can implement the technology to solve their problems.
Successful companies with technology in the Tornado "just ship" the product and focus less on the customer because this is a
hypergrowth phase where market share is determined and leadership is established. A leader is needed to create stability in the
market, and the company that sets the standard for the technology will reap tremendous financial rewards. Companies create
value in the Tornado phase by balancing product leadership and operational excellence, or the ability to successfully execute the
business plan.
Investors can also measure the Tornado quantitatively. Robertson Stephens analyst Paul Johnson has suggested that the
Tornado begins when year-over-year revenue growth exceeds 100% and sequential revenue growth is accelerating. Companies
such as Network Appliance (Nasdaq: NTAP) in data storage and Fibre Channel switch provider Brocade Communications
(Nasdaq: BRCD) as well as Siebel Systems (Nasdaq: SEBL) in the customer relationship management software sector (covered
by Motley Fool Research) have been experiencing the Tornado phase. Once the hypergrowth of the Tornado has passed, the
product moves on to Main Street.
Main Street
Main Street represents a time when the purchasing fury has subsided and supply and demand is brought to equilibrium. Moore
describes the entrance into Main Street as a "calamitous" experience. Revenue shortfall, loss of talented employees, and
shareholder lawsuits due to a floundering stock price are not uncommon. However, if a corporation comes to terms with the fact
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that Main Street is an inevitable part of the life cycle, it can be quite profitable. To ensure success, corporate strategy must shift
once again toward a combination of customer intimacy and operational excellence.
Moore suggests that firms entering Main Street pursue a "whole product +1" strategy that tweaks the existing product with minor
modifications or new value propositions to renew the compelling reason to purchase the product. In addition, the company can
begin to pay attention to new technologies and Tornadoes that are forming in order to sustain growth.
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Value Proposition Development
Introduction
Customer
The topics below are used in a short workshop to determine the value
propositions that a business has. A clear understanding of these will
enable better focussed sales and marketing initiatives to be prepared.
In preparation for the workshop attendees should bring the following
information if available:
Case Studies, Price lists/guidelines, Product/Service collateral
Any ROI studies/Information, Product/Service Development
Roadmaps
Workshop Objectives:
 Understand Market propositions for products/services:
o
Buyer types
o
Account Development Strategies
o
Identify Target Markets
o
Potential buyers
o
Buying motives

Develop sales and marketing strategies/tactics required for successful sales campaigns

Develop key metrics essential for planning, forecasting and decision making to include:
o
Pricing strategies by product/service
o
ROI scenarios by product/service
o
Time to revenue scenarios
o
Typical project timeframe by solution
Introduction to Value Proposition Development
-
-
-
Value proposition development by product/service:
o
Critical Business Issue (CBI) addressed by solution
o
Map Completeness of Solution (%) to CBI
o
Map to market adoption lifecycle
o
Map Innovation Curve for mature products/services
o
Buying Motives - Value mapping by role (Pain Chain Session)
o
What Type of Buyer - Visionary/Early Adopter/ Risk Taker V’s Pragmatist/Formal/Risk Averse
o
Identify Vision Engineering Strategies by CBI
o
Value to client - over time
o
Cost to client - over time
o
Typical ROI by Product/Service - no more than two per solution
o
Vertical v’s horizontal market Solution- One per solution! (should be based on previous successes
o
Related Pull Through Products/Services
Sales Portfolio Management
o
Identify pricing options and bandwidth by product/service
o
Identify Integration opportunities between products/services
o
Define Length of Sales Cycle by product/service
o
Define Implementation timeframe
Seller Type V’s Sales Portfolio
o
Alignment attributes by target job titles
o
Level of situation fluency required by solution type
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The Marketing Plan – Key Topics
The marketing plan developed with key constraints and objectives of the business in mind.
Marketing workshop ................................................................................................................ 1
Contents.................................................................................................................................. 2
Agenda.................................................................................................................................... 3
Product adoption lifecycle........................................................................................................ 4
Value Proposition Development ............................................................................................. 7
The Marketing Plan – Key Topics ............................................................................................ 8
Follow up Actions .................................................................................................................... 9
Collateral ............................................................................................................................... 10
Admin .................................................................................................................................... 10
Other ..................................................................................................................................... 10
LAMP-360 Stuff ..................................................................................................................... 10
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Follow up Actions
No
Item
Comments
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Client project check list / set up
Collateral
Item
Names
Availability
Brochures
Factsheets
Initial email templates
Whitepapers / e-books
Website
Other
Link in Landing pages
Admin
Email Pop3 accounts
Phone numbers
Email signatures
Letter head / logos / banners
Business cards
Other
Contact data
Ne data specification
LAMP-360 Stuff
NDA
Proposal accepted / PO
LAMP software purchased
online
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