Sales and Marketing for Engineers

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Information about Sales and Marketing for Engineers
Business & Mgmt

Published on March 20, 2014

Author: djarjoura

Source: slideshare.net

Description

Winter 2014 Sales and Marketing for Engineers course to EPITA

!"#$%&"'(&)"*+$,'-&./*&0'-1'$$*% Daniel Jarjoura Winter 2014

BS Telecommunications MS ! Computer Science Pre-sales Engineer Product Manager Innovation Manager! Business Development Director Entrepreneurship 23/45&6$ 789"*9/4*" :;<=>>???@#1'+$(1'@A/6>1'>("'1$#9"*9/4*" ???@("'1$#9"*9/4*"@A/6 %#1($%:"*$@'$5>(9"*9/4*" ("'1$#7B"'431'@A/6

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Some  housekeeping  rules 1/  The  course  is  made  of  4  sessions  of  3  hours  with  one  15  mins  break 3/  Presence  is  not  mandatory  but  please  refrain  from  leaving  class  while   I  speak 2/  There  will  be  no  final  exam  but  a  final  presentaBon.  The  subject  will   be  given  through  social  media 4/  ParBcipaBon  is  highly  encouraged.  If  you  don’t  speak,  I  will  make  you! 5/  The  goal  of  this  course  is  to  make  you  think,  not  replicate

Net worth: $24 Billion each

Net worth: $67 Billion

Net worth: $19 Billion

What’s the main common point between these guys

Yes, they’re all technology experts…

…who understood how to be unique in their market…

…and made loads of money!

A bit like this guy

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What about France?

Net worth: "6 Billion

$600M

$6.8B

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If  not,  then  maybe   you  were  not   planning  to…

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And  also,  if  you  thought  you  were   UNIQUE

…  maybe  you  didn’t  realize  there  were   millions  like  you

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So,     what  is  your   compe,,ve   advantage

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Understanding  salespeople Salespeople…

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Chilean Exports • Fresh fruit leads Chile's export mix - Chile emerges as major supplier of fresh fruit to world market due to ample natural resources, consumer demand for fresh fruit during winter season in U.S. and Europe, and incentives in agricultural policies of Chilean government, encouraging trend toward diversification of exports and development of nontraditional crops - U.S. Dept. of Agriculture, Economic Research Service Report • Chile is among the developing economies taking advantage of these trends, pursuing a free market economy. This has allowed for diversification through the expansion of fruit production for export, especially to the U.S. and Western Europe. Chile has successfully diversified its agricultural sector to the extent that it is now a major fruit exporting nation. Many countries view Chile's diversification of agriculture as a model to be followed. • Meanwhile, the U.S. remains the largest single market for Chile's fruit exports. However, increasing demand from the EC and Central and East European countries combined may eventually surpass exports to the U.S., spurring further growth in Chile's exports. • If you’ve read this far, your eyes probably hurt and you’ve been reading this tedious long-winded text instead of listening to me. I’m insulted- can’t you see I’m doing a presentation up here? Look at me! Congratulations, however, on having such good eyesight.

Beginner Motorcycles • My personal favorite: the Suzuki Savage • Light weight (~380lbs) • Adequate power (650cc engine) • Low seat height fits most riders

Racquetball Fundamentals

Racquetball Fundamentals

Racquetball Fundamentals n 2, 3, or 4 players.

Racquetball Fundamentals n 2, 3, or 4 players. n 1 player serves, other “returns.”

Racquetball Fundamentals n 2, 3, or 4 players. n 1 player serves, other “returns.” n Only serving player can score.

Racquetball Fundamentals n 2, 3, or 4 players. n 1 player serves, other “returns.” n Only serving player can score. n Served ball must land past serving line and cannot hit back wall.

Racquetball Fundamentals n 2, 3, or 4 players. n 1 player serves, other “returns.” n Only serving player can score. n Served ball must land past serving line and cannot hit back wall. n Ball can only bounce once before striking front wall…but ball does not have to bounce.

Racquetball Fundamentals 3, or 4 players. player serves, other “returns.” nly serving player can score. erved ball must land past serving line an annot hit back wall. all can only bounce once before striking all…but ball does not have to bounce.

!I hate the way people use slide presentations instead of thinking. People would confront a problem by creating a presentation. I wanted them to engage, to hash things out at the table, rather than show a bunch of slides"% - Steve Jobs

Avoiding death by PowerPoint

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©Syniverse Technologies – Proprietary Information – Not for Distribution 70 Standard  services § CollecBon  and  delivery  of  near  real  Bme  roaming  data   § CollecBon  of  raw  data  from  mediaBon  device  (or  switch)   § CollecBon  and  delivery  of  TD35  files  from  and  to  the  roaming  partners   § CollecBon  and  delivery  of  TD35  reports  from  and  to  the  roaming  partners   § Monitoring  and  troubleshooBng  of  data  exchange   § Check  for  missing  files  and  transmission  failures   § Highly  reacBve  customer  support   § ReporBng   § File  Delivery  Reports  (FDR)  and  Error  Reports  (ER)   § AnalyBcal  reports  summarizing  processing  excepBons   § Traffic  and  performance  reports

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Sellers  will  always  chase  you  down  the   road  if  they  think  you’re  walking  away   from  a  deal  that  they  want  to  do

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Case  Study Student  A  is  in  charge  of  customer  relaBons  for  Zara  France.  They  have  daily  100,000   customers  in  50  stores  +  they  have  an  e-­‐bouBque.   ! They  currently  use  SAP  for  CRM  installed  on  servers  located  in  their  headquarters  in  Paris.  The   servers  belong  to  Zara  and  they  are  managed  by  their  IT  team.  Zara  is  interested  to  move  to  a   cloud-­‐based  CRM.   ! Student  B  is  in  charge  of  sales  for  SugarCRM.  Student  C  is  in  charge  of  sales  for  Salesforce.   Both  of  them  are  presenBng  their  soluBons  to  Student  A  that  will  choose  one  of  them

What  to  remember?

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Is  this  marke,ng?

“ THE AIM OF MARKETING I S T O K N O W A N D U N D E R S T A N D T H E CUSTOMER SO WELL THAT THE PRODUCT OR SERVICE FITS HIM AND SELLS ITSELF ”   ! - PETER DRUCKER

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DE50"'(%)F#25%,,%, Something of value% good, service, idea BUYER Something of value% money, credit, labor SELLER

The  4  Ps  of  Marke&ng

This  is  what  you  are  offering  to  your   target  market   Channel  your  product  will  go  through   to  reach  the  customer The  amount  you  will  charge  for  your   product How  you  raise  awareness  with  your   target  market

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Analyzing  your  customers

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Analyzing  your  customers

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Product driven Large target market Single step buying process, shorter sales Brand identity created through repetition and Emotional buying decision based on status, desire, Mass  Market  /  B2C

Relationship driven Small, focused target market Multi-step buying process, longer sales Brand identity created on personal Rational buying decision based on business D'/%#<#.,%)!"#$%/)O)?N?

B2C  or  B2B?

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What we used to believe ! Strategy

What we now know ! Strategy

Planning comes before the plan

Business Models

What we used to believe ! Process

Concept/! Seed Round" Product Dev." Alpha/Beta Test" Launch/" 1st Ship" Product Introduction Model

Concept/! Seed Round" Product Dev." Alpha/Beta Test" Launch/" 1st Ship" Marketing - Create com materials! - Create positioning - Hire PR agency! - Early buzz - Create demand! - Launch event! - Branding Tradition - Hire Marketing

Tradition - Hire Sales Concept/! Seed Round" Product Dev." Alpha/Beta Test" Launch/" 1st Ship" Marketing - Create com materials! - Create positioning - Hire PR agency! - Early buzz - Create demand! - Launch event! - Branding Sales - Hire Sales VP! - Hire first sales staff - Build Sales organization

Concept/! Seed Round" Product Dev." Alpha/Beta Test" Launch/" 1st Ship" Marketing - Create com materials! - Create positioning - Hire PR agency! - Early buzz - Create demand! - Launch event! - Branding Sales - Hire Sales VP! - Hire first sales staff - Build Sales organization Business Development - Hire first Biz Dev - Do deals Tradition - Hire Bus Development

Concept/! Seed Round" Product Dev." Alpha/Beta Test" Launch/" 1st Ship" Marketing - Create com materials! - Create positioning - Hire PR agency! - Early buzz - Create demand! - Launch event! - Branding Sales - Hire Sales VP! - Hire first sales staff - Build Sales organization Business Development - Hire first Biz Dev - Do deals Engineering - Write PRD - Waterfall PD - Testing Tradition - Hire Engineers

Waterfall Product Management Execution on Two “Knowns” Waterfall Product Management Execution on Two “Knowns” Requirements! Design! Implementation! Verification! Maintenance!Customer Problem: known Product Features: known

What we now know ! Process

Most startups fail from a lack of customers than from a failure of product development

Customer Development

Agile Development

+

What we used to believe ! Organization

Hire and build a Functional Organization

What we now know ! Organization

Startups run a Customer Development Team No Sales, Business Development or Marketing

Value Propositions What are you building? For who?

Customer Segments Who are they? Why would they buy?

Product Market Fit Does the Value Proposition match Customer Segments?

Channels How does your product get to your customer?

Customer Relationships How do you get, keep and grow customers?

Revenue Streams How do you make money?

Key Resources What are your most important assets?

Key Partners Who are your partners and suppliers?

Key Activities What’s most important for the business?

Cost Structure What are the costs and expenses

Realize they are hypotheses

Guess! Guess! Guess! Guess! Guess! Guess! Guess! Guess! Guess!

The Minimum Viable Product

The Pivot

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MarkeBng  is  not  about  the  Theory,  it’s   about  Common  Sense

hpp://www.fastcodesign.com/1665331/why-­‐do-­‐b-­‐schools-­‐sBll-­‐teach-­‐the-­‐famed-­‐4ps-­‐of-­‐markeBng-­‐when-­‐three-­‐are-­‐dead   MarkeBng  is  not  about  the  Theory,  it’s   about  Common  Sense

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“ M a r k e t i n g i s t o o important to be left to t h e m a r k e t i n g department. ”   ! - Seth Godin

What’s a startup?

3 types of startups

Lifestyle Startups

Lifestyle Startups Work to live their Passion

Lifestyle Startups Work to live their Passion Serve know customer with known product

Lifestyle Startups Work to live their Passion Serve know customer with known product No Exit potential

Small Business Startups

Small Business Startups Work to Feed the family

Small Business Startups Work to Feed the family Serve know customer with known product

Small Business Startups Work to Feed the family Serve know customer with known product Limited Exit potential

99,9% of French companies

Scalable Startups

Scalable Startups Born to be BIG

Scalable Startups Born to be BIG Solution for unknown customer with unknown features

Scalable Startups Born to be BIG Solution for unknown customer with unknown features Huge Exit potential

Total Available Market > "300M Typically needs Venture Capital Growth Potential > "50M

A startup is a temporary organization used to search for a repeatable and scalable business model Steve Blank - Author, Entrepreneur

Startups are Not small versions of big companies

Startups Big Companies

Startups Big Companies Search

Startups Big Companies Search Execute

Startups Big Companies Search Execute Metrics

Startups Big Companies Search Execute Metrics Accounting

Startups Big Companies Search Execute Metrics Accounting Customer Validation

Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales

Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales Customer Development

Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales Customer Development Product Management

Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales Customer Development Product Management Agile Development

Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales Customer Development Product Management Agile Development Engineering

Entrepreneurship as a Management Science

Entrepreneurship as a Management Science E-School instead of B-School

The first business school 1819 1908 First MBA 1957 First European MBA 2008 > 100,000 MBAs / year Business as a Management Science

Business Schools Topics

Business Schools Topics Execution

Business Schools Topics Execution Accounting

Business Schools Topics Execution Accounting Strategy

Business Schools Topics Execution Accounting Strategy Product Management

Business Schools Topics Execution Accounting Strategy Product Management Engineering

Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales Customer Development Product Management Agile Development Engineering

Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales Customer Development Product Management Agile Development Engineering

Startups Big Companies Search Execute Metrics Accounting Customer Validation Sales Customer Development Product Management Agile Development Engineering

Business Schools Focus on Big Company Strategies

Business Schools Limitations?

Business Schools Limitations? Most professors consult for large companies

Business Schools Limitations? Most professors consult for large companies Most believe startups are small versions of big companies

Business Schools Limitations? Most professors consult for large companies Most believe startups are small versions of big companies Most B-school entrepreneurship programs are side-shows

1959 1996 2005 2011 > 100 incubators globally Incubators ! a Reaction to the lack of Practical University Entrepreneurship

Startup Incubators

Startup Incubators Experience vs. Theory

Startup Incubators Experience vs. Theory Goal: create a company and jobs

Startup Incubators Experience vs. Theory Goal: create a company and jobs Curriculum: product development + best practices

So, what’s in there for you?

Or maybe still hesitating?

5 myths about working for a startup

5 myths about working for a startup 1/ Smart people work for big companies

5 myths about working for a startup 1/ Smart people work for big companies

5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup

5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup

5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup 3/ You can’t get real learning experience if you work in a startup

5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup 3/ You can’t get real learning experience if you work in a startup

5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup 3/ You can’t get real learning experience if you work in a startup 4/ Startups don’t pay their employees

5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup 3/ You can’t get real learning experience if you work in a startup 4/ Startups don’t pay their employees

5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup 3/ You can’t get real learning experience if you work in a startup 4/ Startups don’t pay their employees 5/ The bigger the company you work for, the better your career chances are

5 myths about working for a startup 1/ Smart people work for big companies 2/ Those who can’t get a job elsewehre join a startup 3/ You can’t get real learning experience if you work in a startup 4/ Startups don’t pay their employees 5/ The bigger the company you work for, the better your career chances are

And if you already made your choice...

Startups are changing the world. Don’t miss the train

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