Chris scafario's marketing and sales tools for success

Chris Scafario Presents:

Marketing & Sales Tools
For Your Small Business

Slide 1

Our Marketing Services Team
Helps Our Clients Reach Beyond Their Resources

Director
Marketing Market Research
Services & Project Management

Graphic, Web Market Real-time
Design & Online Positioning Project
Marketing & Research Coordination
Support

Inside Sales Primary Inside Sales Primary
Support Research Support Research
Support Support

We are Sales and Marketing Sherpas.

We take clients on their journey towards sustainable growth
by way of:

• Market Planning
• Market Research
• Web Design & SEO
• Branding & Design Support
• Project Management

Slide 4

Graphic Design

Newsletters
Pay-Per–Click Ads
Market Positioning Email
Search Engine Management
Opportunity Scouting
Optimization
Situational Analysis Database Creation Campaign
Viral Networking Design &
Goals & Objectives Prospect Validation
Management
Market Strategy & Tactics Campaign Design & Social Media
Voice ofCustomer Outreach Market Launch
Market Validation Market
Sales Web Tactical
Strategy Research Planning&
Market Opportunity
Rebranding Support Marketing Support
User Needs
Implementation Plan Inside Sales Database
Screening /
Execution Market Feedback
Architecture Creation
Evaluation & Control 100 Profiled Targets
Design Prospect
200 Decision Makers
Validation
Market Diversification Development
Inside Sales
Maintenance Support

Sales Training

Project
Management
Slide 5

Our Goal for Today:

Create Awareness Around The Some of the Easy to Use Tools That
We Use to Help our Clients Grow Their Business Value…

Slide 6

Graphic Design

Newsletters
Pay-Per–Click Ads
Situational Analysis If You know your current
Database Creation
Optimization
Campaign
Goals & Objectives
Market Strategy & Tactics
position, the odds are you
Prospect Validation
Campaign Design & Social Media
Management

Outreach Market Launch
will Sales where to begin
know Web Tactical
Strategy Research
Market Opportunity your journey.
Support Marketing Support
User Needs
Screening /
Design Prospect
200 Decision Makers
Validation
Inside Sales
Maintenance Support

Sales Training

Project
Management
Slide 7

Having a defined strategy in place will help set the course…
•Primary & Secondary Market Intelligence
•Voice of the Customer Interviews
•Competitive Trend Analysis
Growth • Structured Market Opportunity Scouting and Validation
Opportunities •Competitive Market Force Assessment; to Support Business Growth Planning

Pay-Per–Click Ads
Market Positioning
•Formal SWOT Analysis Search Engine
•Current State Definition
Optimization
•Future State Definition- Vision Statement, Vision Elements and Specific Objectives
Competency Situational Analysis
•Core Competency Mapping
Database Creation
Viral Networking
Formation •Strategy FormationGoals & Objectives Prospect Validation
Voice ofCustomer Outreach
•Strategic Objective Selection
Planning&
•Resource Allocation and Action Planning Sales Web
Research
Resource •Mapping of Initial Key Success Measures
AllocationOpportunity ofof Results
Market & •Execution Plan
Rebranding Support Marketing
•Monitoring
User Needs
Deployment
Implementation Plan Inside Sales

Architecture
• Scheduled Strategic Planning Team Meeting to Monitor Progress
• Delivery Of Monitoring Tools to Gauge and Key Performance Indicators Makers
Design
200 Decision
• One to One Status Debriefings with the Owner/ Chief Executive
Performance Market Diversification
• Access to Third Party Resources That Can Support and Areas Where Limited Internal Resources Development
are Restricting or
Review Preventing Success.
Maintenance

Strategy
Most SMEs resist developing formal competitive strategy.
Slide 8

Setting your Personal and Professional Goals….

Voice ofCustomer
Market Validation

Research
Market Opportunity
User Needs

Strategy
Action Item: Get To Work On Defining and Setting Your Goals
Slide 9

Source: http://www.businessballs.com/freebusinessplansandmarketingtemplates.htm

2012 Company X Objectives
• Generate sales increase of 20% within 12 months and forecast to
increase further over the next 24 months.

• Complete assessment of Profit Centers using tools like a Boston Matrix
and/or a more complex costing analysis to guide organizational growth
planning

• Get serious about category management; focus on growing profit
centers and phase out organizational cash traps

• Passionately commit the organization to selling on value, not price;
make a focused effort to drive margins up at a pace that is tolerable for
key accounts yet of benefit for the organization.

Slide 10

Where you Begins Depends a lot on where you are as a Organization.

If you make the world’s greatest $5,000 wine fridge, you may Graphic Design

have a nice, fat-margin business until you run out of people Newsletters
Pay-Per–Click Ads
willing to spend $5,000 to keep their wine cool. Engine
Market Positioning
Search
Email
Management
Optimization
Management
Voice ofCustomer
Market Validation Market • To brainstorm how to grow beyond the
Outreach
Market Launch

Sales Web Tactical
Strategy Research Planning& niche one could consider the Ansoff
Market Opportunity
Matrix.
User Needs
Screening /
Execution • Choices range from least to most risky.
Market Feedback
• In a smaller business, with fewValidation to
200 Decision Makers
Design
dollars
Prospect

gamble, focusing your attention on the
Inside Sales
first two options will give you the lowest
Maintenance Support

risk options for growth. Sales Training

Project
Management
Slide 11

Graphic Design

Newsletters
Pay-Per–Click Ads
Optimization
Management
Voice ofCustomer Outreach Market Launch
Sales Web Tactical
Strategy Research Planning&
Market Opportunity
User Needs
Screening /
Design Prospect
200 Decision Makers
Validation
Inside Sales
Maintenance Support

Sales Training

Action Item: Use the Ansoff Matrix to define the
Project
Management
Slide 12 low to high risk opportunities for your business.

Market Research Will Help you Define the Unknowns

Slide 13

The Right Tools Will Make the Job Much Easier….
Using the right tools at the right time makes for better intelligence. We keep the
following in our Growth Planning Tool Kit:

 Primary Research / VOC- Current, Former & Prospective

 Secondary Research Pools/ Data Analysis Experts

 Category & Portfolio Analysis (i.e. Boston Matrix)

 Competitive Benchmarking, Landscaping & Analysis (i.e. 5 Force Model)

 International Market Perspectives and Insights (U.S. Export Programs)

Slide 14

Role of Market Research are tools to do the following:
Primary and Secondary Research

 Validate perceived organizational strengths

 Scout out feasible market opportunities

 Identify and/or conform weaknesses and threats

 Define competitive landscape and intensity

Slide 15

Primary and Secondary Research can also help answer
Defining Questions such as:

 Where are we?
 What do we have to work with?
 Where do we want to be?
 How do we get there?

Slide 16

How Are you Unique?
You can not have an effective business strategy if
you are not able to successfully answer this
question.

Slide 17

Your Customers, Staff and Third Parties hold the answers to Your
Overt Benefits , Real Reasons To Believe and Your Dramatic Differences.

What are the differentiating or Overt
Benefits of our services?

Why do you believe an investment is
well spent with Us?

How are We Dramatically Different than
a rival enterprises?

Action Item: Start By Asking these 3 simple questions to at
Least 3 people you will be working with today.
Slide 18

Primary Research is a great tool to help in understanding the value that the
market places on your unique Value Proposition.

It can also enable you to move ahead quickly, leapfrogging situations that
foster intense rivalry (or a race to the bottom with regards to price positioning).

Slide 19

3% 6%
9%
Are there any areas in which our company falls
short when compared to other suppliers?
26%

12%

23% 21%

Ship Quantities In-house Capabilities and Expertise Lead Time Customer Service and Communication Planning & Scheduling Price and Price Management

What, if anything, we can do to win more of your business?
“They tend to be pretty arrogant,
3% 3%
it's their way or the highway, so
3% they are not very customer-
3%
oriented. It is not any one
6%
individual. It is just their company
37% philosophy.” Big Client, John
6%
Smith, Head Engineer
6%

8%

14% 11%

Discontinuance Notice Improve Product Quality Improve Product Applicability
Slide
Explain Product Roadmap 20 Additional In-house Capabilities and Products Reduce Lead Time

Improve Planning/Scheduling Improve Responsiveness, Communication, Follow-up Lower Price

Survey Tools
Design Your Survey Questions and Get Started

Good Best

Slide 21
Better

The Compilation of Secondary Data Points Can Drive your Strategy

Aerospace and Defense - Annual Forecast Table Government reduced their
Annual Indicators Units 2009 2010 2011 2012 spending on defense…
Revenue
Sales Revenues Mil. $ 415,931 433,620 448,576 483,721
change year ago % 8.7 4.3 3.4 7.8
Major Diversified Companies Mil. $ 218,647 226,099 226,862 240,880
change year ago % 8 3.4 0.3 6.2
Aerospace & Defense Suppliers Mil. $ 197,284 207,521 221,714 242,840
change year ago % 9.6 5.2 6.8 9.5

Top Regional Firms
Total Revenue Domestic Revenue Total
Company
(US$) (US$) Employees
Boeing $64.3 Billion $38.1 Billion 160,500
AgustaWestland $50.5 Billion N/A 10,433
Lockheed Martin $45.8 Billion $38.4 Billion 132,000
Northrop Grumman $34.7 Billion N/A 117,000
General Dynamics $32.4 Billion $28.5 Billion 90,000
BAE Systems $32.6 Billion N/A 98,200
Bombardier Aerospace $17.6 Billion 1.0 Billion 65,370
Cessna Citation $10.5 Billion N/A 8,500
Sikorsky $6.318 Billion N/A 17,000
Eurocopter $6.4 Billion 784 Million 15,000
Piasecki $5.0 Million 5.0 Million 56
Bell Helicopter/Textron 4.2 Billion 599.2 Million 8,172

New York, with a total of 30 aerospace players claims the largest
share in the five-state area. Pennsylvania is second, with 13.
Slide 22

Some No Cost Secondary Research Sources…

Action Item: make an effort to explore research available through
your industry trade association or in a supplier’s Annual report.
Slide 23

Competitive Benchmarking
Company X Competitors

Note: Competitor metadata descriptions include those of Hartz, D&D Commodities,
Slide 25 Kaytee, Nunn-Better, and Red River Commodities

Website Assessment Tools make for Quick Benchmarking

Hartz
Kaytee
Hagen
Red River Commodities
D&D Commodities
Higgins Premium Pet Foods
Vitakraft Sunseed
Wagner’s
Company X
Nunn-Better
Performance Seed

• The website www.companyx.com ranks 2,079,411 of the 4,054,028 websites that have been ranked so far.

• A website grade of 49/100 for www.companyx.com means that of the millions of websites that have previously been evaluated, an algorithm has
calculated that the F.M. site scores higher than 49% of them in terms of its marketing effectiveness.

• The algorithm uses a proprietary blend of over 50 different variables, including search engine data, website
structure, approximate traffic, site performance, and others.

• CompanyX has 183 pages indexed or stored on search engines (to support web optimization) in comparison to rivals like Hagen with their 23,000
and Hartz with over 5,300. Aside from the outliers in this category, the average index ranking was 231.5.
Slide 26
26

Competitive Benchmarking
Market Research Tools
• Word Cloud Tool:
– www.tagxedo.com
• Website Assessment Tools
– SEO Scores | www.seoscores.com
– Pear Analytics | www.pearanalytics.com
– Website Grader | www.websitegrader.com

Action: Use these tools on your site and your competitors’ sites

Slide 27

Product Portfolio Analysis
A simple chart can assist any size corporation in deciding
how to allocate cash among their strategic business units.

The Boston Matrix categorizes an organization's strategic
business units as "Stars", "Cash Cows", "Question Marks",
and "Dogs“.

Doing so helps in the allocation of cash, moving money from
"cash cows" toward "stars" and "question marks" that had
higher market growth rates, and hence higher upside
potential.

Slide 28

Boston Consulting- Growth Matrix

Grow
Business Growth Rate (Market Growth Rate )

Invest If Needed
Grow

To Create Cash Flow

$

Relative Position (Market Share)
High Low
Slide 29

Boston Consulting- Growth Matrix
Action Item: Define Where Your Strategic Business Units Fit on the matrix

Grow
Business Growth Rate (Market Growth Rate )

Invest If Needed
Grow

To Create Cash Flow

Relative Position (Market Share)
High Low
Slide 30

Barriers to Entry – Low Supplier (Third-Party Partner) Power – Low Substitutes – High
- Services are knowledge-based and require - Low cost of switching
expertise, but most professional service - Growing number of third-party - Non-consumption
companies strive to be more than one-trick- suppliers - High buyer flexibility/low perceived
ponies, as such full-service consulting is an - Various sizes/structures of difference among consulting groups
area that offers mass appeal. suppliers - High degree of service alternatives
- Relative ease switching partners
- Brand identity builds confidence; this limits the - Limited distinction across third-
real-world growth potential for a one person party groups
shop, but the downsizing of many former execs
has placed many new owner/operators out in
the field.

- Minimal investments in technology and
infrastructure are required; a website, shared
office space, and little more are all most players
need to be in business.
Randomly Selected Rivals:

1. RPA Inc.
2895 South Reach Road
Williamsport, PA 17701
http://www.rpainc.org/

2. ESA Marketing, Inc.
416 Pine Street #201
Williamsport, PA 17701-6228
No website/employees 1-10
Competitive Landscape
Revenue – $96K

3. Kolb Net Works (Web-based
marketing)
334 East 4th Street
http://www.kolbnetworks.com

4. Manufacturer & Business
Association
(Headquarters in Erie, PA)
Buyers – High Competitive Rivalry – High 2401 Reach Road, Suite 102
- Low cost of switching - High number of competitors
http://www.mbausa.org/
- Very price sensitive - Limited differentiation
- Low perceived difference among service - Risk margins for project volume 5. North Central Pennsylvania SCORE
providers - Varying levels of service sophistication Williamsport, PA 17701
- High degree of service alternatives - Varying levels of key account http://www.lycoming.org/score/
“connectivity” and service migration

Helpful Harmful

Strengths: Weaknesses:
Internal

are characteristics of the are characteristics that
business, or project team place the team at a
that give it an advantage disadvantage relative to
over others. others.

Opportunities: Threats:
are external chances to are external elements in
External

improve performance the environment that
(e.g. make greater could cause trouble for
profits) the business.

Action Item: Define Your Strengths, Weaknesses, Opportunities and Threats
Slide 32

Mind Mapping Can Help Create Structure

Action: Download FreeMind and Get Started with your mind mapping
http://freemind.sourceforge.net/wiki/index.php/Main_Page
Slide 33

We Believe in Holistic Approach towards Growth…
sustained
This includes:
• The foundation for a sales and marketing strategy
• Primary & secondary market research
• A clear and distinct value proposition
• Scouting relevant market opportunities that match competencies
• A call-screened, custom database development recording
category- specific decision makers
• Continuous marketing to decision makers (letters, post cards,
emails and the web in general*)
• Internal sales support ( we average 20 hours per month)

Slide 34

Why It Works…
Products Profile Target Opportunities Markets

Decision
Sellers Build Databases
Makers

Unique Selling Market
Create Messaging
Points Needs / Pains

Structured Communicate to Target Markets
Qualified
Outreach Leads

Get Sales Appointments
Slide 35

One Page Overview

Get Social, Grow Sales
Build a Springboard Initiate Plan Launch Connect with buyers via events from
Finalize Boston Matrix Establish clearly defined initial target webinars to networking groups
opportunities SEO: eventually own the category
Define available support assets
Communicate with category-specific Start link building across key channels
Establish communication channels
decision makers
Allocate resources Exploit PR web tools
Develop one-on-one category
Engage in brand-building manager campaigns Integrate email communications tools;
trade clients & end users
Commence active outreach Fortify web presence
Dominate social media with relevance
Create sell sheets, bios, emails &
mailing pieces Provide support back to trade
partners
Continually drive brand position
Create buzz; spark demand pull
Drive volume

Slide 36
12-Month Sales and Marketing Efforts

Snapshot of Suggested Marketing Activities

Timeline: 0 to 12 months
Objectives: Enhance Online Presence, Expand Sales Function

Online Recommendations:
 Sharpen online brand identity across key service areas
 Benchmark key competitors; update web site in order to enhance online branding, improve SEO results
 Maintain regular updates (based on recommendations elsewhere in this report) to stay in front of shifting market trends
 Develop online sales and support systems to foster user interface
Offer value-added features like a regular, informative eNewsletter developed to improve buyer loyalty and reinforce brand image

Marketing/Communication Recommendations:
 Utilize sales agents to expand relationships with key sales outlets and distribution channels, e.g. big-box and discounters
 Leverage PR, social media, and print/online marketing to announce news
 Use ongoing eNewsletter campaign to promote quality and unique attributes of new product(s); stress alignment with customer
trends and opportunities that IMC can offer to its clients
 Benchmark marketing/sales approaches used by consulting groups to help expand market penetration
 Look at developing online promotions and unique landing pages to create market pull (i.e. free lean assessment)
 Develop and deploy web-centric promotional efforts to gain traction with new prospects.

Overview:
These suggestions are designed to ramp up market interest over a relatively short period of time. They minimize initial cash
outlays required to grow, and for the most part utilize IMC’s existing sales and marketing infrastructure to maximize effectiveness.
As IMC commits itself to this process, Leadership should review the previous pages related to objectives and go on to set realistic
sales goals for this period of 12 months and proceed with a broader market expansion when initial goals are met.

Slide 37

What’s Your Value Proposition?
You can not have an effective business strategy if
you are not able to successfully answer this
question.

Slide 40

Did your answer start with any of the following?

We Have Good People
We Have Good Quality
We Are Always Near or On-time With Delivery
We are Not the Cheapest-But Not the Most Expensive

That’s What He Said

Slide 41

Insider Tip:

BEING BOARING
CATCHES UP TO YOU!
Slide 42

1. Get Personal- Amazon
2. Sell Happiness- Coca-Cola
3. Live Up To Your Promise- FedEx
4. Keep it Cool & Fun- Apple

5. Design an Experience- Target

6. Stay Consistent- Ford

7. Can-Do Attitude- Nike

8. Forge Connections- Starbucks

9. Serve Up the Quirky- Southwest Airlines

10. Focus44on the Customer- Nordstrom
Slide

Nothing catches customer attention more
than telling what YOU will do for THEM!

And, It’s not boasting when you deliver….

.

Slide 45

Playing Up Your Strengths Will Enable You to Outperform your
Resources & Outpace Your Threats!

Slide 46

What do you give customers in exchange for their time, money and effort?

“AutoZoners pledge to always put
customers first!

We know our parts and products.
Our stores look great! vs.

We've got the best merchandise at
the right price. "

Today’s customers demand a good reason to spend their cash.

Slide 47

Its not just about the resources you have; it is how you sell them.

“AutoZoners always put Your Promise to Customers Requires an External Focus.
customers first!
Positions “Zoners” as Experts and conveys to the customer
We know our parts and products. what they will receive in exchange for their time, money
Our stores look great! and trouble.

We've got the best merchandise at Closes with a focus on quality and value.
the right price. "

This Customer Promise is also a useful tool in communicating corporate expectations across an employee
base that spans thousands of people. It is simple and it is selfless.

Slide 48

Faster than a speeding bullet.
More powerful than a locomotive.
Able to leap tall buildings in a single
bound.

Look! Up in the sky!
It's a bird. It's a plane. It's Superman!

NOW THAT’S A VALUE PROPOSITION

Slide 50

So What's Your Super Power?

These 3 Steps Can Help You Figure Things Out.

Slide 51

Survey Your Customers.

Develop a series of questions to learn about why your market
prefers you to all of the other potential solutions.

Interview Your Best, Middle of the Road and Former Customers.

Define the Good, The Bad and The Ugly so that your value proposition can
be foraged from facts.

Slide 52

Talk With Your Teams.

Develop a series of similar questions to learn about why your
people and your supply chain partners think that the market
prefers you to all of the other potential solutions.

Capture their perspectives the Good, The Bad and The Ugly so that your
value proposition can be foraged from facts.

Compare internal and external perspectives and build the parallels into
Your value equation.

Slide 53

Use a word cloud as your looking glass

If you are not seeing fundamentals of your Value Proposition on your
Website or in your presentations….You should probably get to work.

Slide 54

Chris scafario's marketing and sales tools for success

Recomendados

Recomendados

Mais conteúdo relacionado

Mais procurados

Mais procurados (20)

Semelhante a Chris scafario's marketing and sales tools for success

Semelhante a Chris scafario's marketing and sales tools for success (20)

Mais de Chris Scafario

Mais de Chris Scafario (6)

Último

Último (20)

Chris scafario's marketing and sales tools for success