Technical market approaches

1. Technology Marketing
Co-creating value and getting people to pay for it
Mike Holt
Tel: +65 8126 7748
US/Singapore: +1-949-480-9271
Skype ID: mikeholt93
www.get2volume.com | mholt@get2volume.com
© 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

2. Technology Marketing Seven Building Blocks
Technology marketing building blocks:
– Corporate Image (Brand)
– Positioning
– Product
– Price
– Place
– Promotion
– Marketing Information Mix
2 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

3. Factors Influencing Market Driven Strategies
Partners
Demographic Technology
and Economic Environment
Marketing
Environment
Planning
Market
System
Information
System Product
Solution
Suppliers Placement Price Public
Access Value
Marketing Promotion
Information
Control
Marketing
System
Political and Organization
Socio-
Legal and Implementation
Cultural
Environment System
Environment
Competitors
3 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

4. Tech Marketing Business Models
B2B Business to Business (or "Industrial")
• Marketing is one-to-one in nature. Seller identifies Differentiated Commodity
prospective customer and to builds a face-to-face
relationship.
• Many customers • Many customers
• High value considered purchase. • Long product life • Long product life
• Purchase decision is typically made by a group of • Market driven • Market driven
people ("buying team") not one person. definition definition
• High moderate • Low growth
• Often the buying/selling process is complex and
growth
includes many stages
• Selling activities involve long processes of • Few customers
prospecting, qualifying, wooing, making
representations, preparing tenders, developing
• Short product life
• “Teacher
X
strategies and contract negotiations. Customer” driven
• Long development
Vs. B2C selling process
• Marketing is one-to-many in nature.
• Lower value of purchase.
• Decision making is quite often impulsive (spur of the
moment) in nature.
• Greater reliance on distribution
• More effort put into mass marketing (One to many).
• More reliance on branding.
• Higher use of main media
4 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

5. How Is Tech Marketing Different
Innovation
• Product education is required
– Everyone understands soaps but technology requires explaining the
details on the product
• Longer Sales Cycles
– Explanations require more details being communicated and requires
good relationship building skills
• Shorter product Cycles
– Technical innovation is the key to successful technology companies
resulting in rapid product releases
5 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

6. How Is Tech Marketing Different
• Requires high caliber better educated personnel
– Understanding needs requires deep knowledge
• Higher Price
– Price tags are higher because of investment in higher caliber manpower,
materials and R&D
• Promotion has to be conducted at a higher level
– More sophisticated buyer requires better promotional, marketing and
relationship skills.
• Service and Support
– Requires more complicated service, support and organization
6 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

7. Technical (Product Management) Marketing Roles
Customer
Product Planning Product Development
Customer Marketing Buyer
Product Engineering/ Production Engineer
QA/Production
Sales
MARCOM/PR/Promotion
7 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

8. Product Management
Product planning
• Defining new products
• Gathering market requirements
• Building product roadmaps, particularly Technology roadmaps
• Product Life Cycle considerations
• Product differentiation
Product marketing
• Product positioning and outbound messaging
• Promoting the product externally with press, customers, and partners
• Bringing new products to market
• Monitoring the competition
8 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

9. Positioning
Corporate image and product
positioning are different
Predictive Modeling
Product positioning facilitates : •Marketing that learns
– Defining of the product •Accept consumer preference
– Determining the best price
•Consumer privacy, let them
– Finding the best place to sell
– Determine the best way to opt‐in
promote and communicate to
customers
Market Segmentation is critical
to proper product positioning
Internet
Paradigm
9 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

10. Product
• Branding Personalization
• Styling •Listen to consumers
•Give consumers
• Functionality
choice
• Quality •Make it all relevant
• Packaging
• Support Participation
• Warranty •Create an environment
• Service •Build communities
•Reward participation
Internet
Paradigm
10 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

11. Price
• Pricing strategy
• Retail Pricing
• Wholesale pricing and
Discounts
• Cash Pricing
• Seasonal Pricing
• Channel Pricing Intro Growth Maturity Decline EOL
Cost Based Pricing
Product Cost Price Value Customer
Value Based Pricing
Customer Value Price Cost Product
11 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

12. Place
• Distribution channels
• Market coverage Participation
• Geographic coverage • Create an
• Logistics and supply chain environment
• Warehousing and Inventory • Build communities
Management • Reward participation
• Order Processing
Internet
Paradigm
12 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

13. Promotion
• Promotional strategy Peer to Peer
• Advertising •Marketing messages are social
• Sales Channels promotions •Messages are more valuable and
trusted
• PR and Marketing Budgets
•Make things easier to share
Internet
Paradigm
13 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

14. Marketing Information System
An information system is a prerequisite to build a effective marketing
system. One should be able to
– Collect
– Analyze
– Report
– And Take action
14 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

15. Technical Marketing Process
Market Strategy
1. Market Assessment
2. Needs Identification
3. Customer Care-Abouts Market Player
4. Market Segmentation Iteration
5. Value Proposition
Technical
Product Planning Marketing
Process is About
1. Product Roadmap/Definition Target Customers
2. Customer Validation Iteration Creating and
3. Product Justification Communicating
Value
Development and Introduction
1. Development “Teacher Customer”
2. Measurement Involvement
3. Promotion
15 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

16. What is Value?
Value = Benefits
Price
= Functional benefits + Emotional benefits
Monetary price + Time price + Energy price + Psychic price
16 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

17. Product Planning Process
1. Idea Generation
– SWOT analysis (OPPORTUNITY ANALYSIS), Market and consumer
trends, company's R&D department, competitors, focus groups,
employees, salespeople, corporate spies, trade shows,
2. Idea Screening
 Will the customer in the target market benefit from the product?
 What is the size and growth forecasts of the market segment/target
market?
 What is the current or expected competitive pressure for the product idea?
Product and  What are the industry sales and market trends the product idea is based
Roadmap 
on?
Is it technically feasible to manufacture the product?
Definition  Will the product be profitable when manufactured and delivered to the
customer at the target price?
3. Concept Development and Testing
o Develop the marketing and engineering details
 Who is the target market and who is the decision maker in the
purchasing process?
 What product features must the product incorporate?
 What benefits will the product provide?
 How will consumers react to the product?
 How will the product be produced most cost effectively?
 Prove feasibility through virtual computer aided rendering, and rapid
prototyping
 What will it cost to produce it?
17 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

18. Product Planning Process - cont
1. Business Analysis
o Estimate likely selling price based upon competition and customer
feedback
Justification and o Estimate sales volume based upon size of market
o Estimate profitability and breakeven point
Customer Validation 2. Beta Testing and Market Testing
o Produce a physical prototype or mock-up
o Test the product (and its packaging) in typical usage situations
o Conduct focus group customer interviews or introduce at trade show
o Make adjustments where necessary
o Produce an initial run of the product and sell it in a test market area to
determine customer acceptance
3. Technical Implementation
o New program initiation
o Resource estimation
o Requirement publication
o Engineering operations planning
Development o Department scheduling
and Introduction o
o
Supplier collaboration
Logistics plan
o Resource plan publication
o Program review and monitoring
o Contingencies - what-if planning
4. Commercialization
18 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

19. Technical Marketing Tools
Phase Question Answered Tool/Approaches
Is this a market I should be in? MAP (Market Assessment Process):
Market Assessment 1) Proof of Demand
2) Industry Dynamics
3) Value Proposition
4) Strategy
5) Financial Implications
Needs Identification What is the pain to be solved? Opportunity Shaping Sheet
Customer Care Abouts
What is most important to customers by Attribute Ranking Sheet
segment (as measured by what they are
willing to pay for)
How is the market segmented (based on Market Segmentation Matrix
Market Segmentation attribute ranking)?
Defined Value What segment do I add the most value to? Self and Competitive Capability Assessment
Proposition What must I do to be differentiated? SWOT Analysis
Product Definition What products will win? Product Roadmap
Cost/feature rankings
Customer Validation Who will buy?
Customer tracking and feedback sheets
Product Justification Does this development meet my business Cost model
objectives Break even analysis
Forecast
Metrics
Development How do I deliver? Development plan
Promotion How do I communicate value? MARCOM/PR Communications Plan
19 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

20. Market Assessment Tools and Approach
Proof of Demand
• TAM (Total Available
Market)
• Growth Rate
20 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

21. Customer Care Abouts
• Methods:
– Talk with representative customers
– Surveys
– “Word of Mouth Marketing”
– Test marketing programs
• Ensure measureable
• Ensure that there is a trade off
that is tested
– For example, everyone wants low
price. What will you give up for
low price?
Focus on Benefits not
Features
21 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

22. Needs Identification
• Identify Critical Problems Needs Identification
What is the critical problem to be solved in
• Test with the market: the market?
– Is this a real problem? Why is this a Critical Problem?
– If this problem were solved, Who will pay a premium price if this is
solve?
what is the impact?
What is the underlying value creation
proposition?
22 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

23. Market Segmentation
Market Segmentation
• Identify key market attributes Attributes Market
Importance
Measureable
based on customer care abouts Price
Processor Speed
• Determine importance of Battery Life
attributes Size
Reliability
• Test segmentation Cost of
ownership
• What are the market
characteristics of each
segment?
• Which segments are attractive
to you?
Battery Life Battery Life
23 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

24. Defined Value Proposition
Needs Identification
What is the critical problem to be solved in
the market?
• Match Capabilities (Now or Why is this a Critical Problem?
Planned) to Identified Who will pay a premium price if this is
Market Need solve?
What is the underlying value creation
• How do you compare with proposition?
competitors, alternative
approaches?
• What complementary
approaches exist?
• How is this market
changing?
24 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

25. Defined Value Proposition: Competitive Analysis
Strengths Oppor- SWOT
• How do competitors rank on tuntieis
ability to meet customer care
abouts? Weak- Threats
• What are the strengths on nesses
position of each competitor?
What is the trend? +
25 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

26. Product Definition
• Develop product roadmap
– Roadmap includes key customer care
abouts over time
– Market segments match products
• Develop “Strawman” initial
product description
• Test and refine roadmap and
product definition with
customers
• Identify “teacher customer” and
prioritization
• Capture feedback in cost/feature
ranking
• Tie to cost model and customer
forecast
26 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

27. Customer Validation
• Identify ranked list of
potential customers
– Strategic customers?
– “Teacher Customer”?
• Sponsored development
proposals
27 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

28. Customer Validation: Customer Prioritization
• Determine how to focus
resourcing and feature
selection based on customer
28 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

29. Product Justification
Product Cost Model Project:
eMicro Strictly Confidential Completed by:
• Having a detailed cost model Data Input 2001 2002 2003 2004 2005
is critical.
Wafer Process .6u 3LM CMOS .6u 3LM CMOS .6u 3LM CMOS .6u 3LM CMOS .6u 3LM CMOS
Wafer Size (inches) 6.00 6.00 6.00 6.00 6.00
Wafer Foundry HUY HUY HUY HUY HUY
Package TQFP/052/PAH
– Allows decisions on product
TQFP/052/PAH TQFP/052/PAH TQFP/052/PAH TQFP/052/PAH
Package Site UTC UTC UTC UTC UTC
Tester Credence Credence Credence Credence Credence
feature trade offs with customer Test Site
Cents/sec
HUY
0.005
HUY
0.0045
HUY
0.004
HUY
0.0035
HUY
0.0035
Devices/Test 2 4 4 4 4
• Must establish defined Index Time (sec)
Test Time (sec)
1
3
1
3
1
3
1
2
1
2
metrics D a ta D e s c r ip tio n 2001 2002 2003 2004 2004
– align to overall business WAFER SIZE (inch es)
Die Lengt h (m m )
6.00 6.00 6.00 6.00 6.00
objectives (profit, growth, Die Widt h (m m )
DIE AREA (mm )
2
0.00 0.00 0.00 0.00 0.00
valuation, revenue, SOM)
formula UNYIELDED DIE/WAFER 7,000 7,000 7,000 7,000 7,000
Waf er Co st (Expect ed ) $2,000 $2,000 $2,000 $2,000 $2,000
MPY% (as Quo t ed ) 85.0% 87.0% 90.0% 93.0% 93.0%
MPY% (Act ual)
• Some metrics GEC's/Wafer
DIE COST (Quoted)
DIE COST (Expected)
5,950
$0.3361
6,090
$0.3284
6,300
$0.3175
6,510
$0.3072
6,510
$0.3072
PACKAGE COST $0.00 $0.00 $0.00 $0.00 $0.00
– Strategic: growth enabler Package Over r id e
ASSY Yield % 68.9% 68.9% 68.9% 68.9% 68.9%
ASSY Yield % Over r id e
– SROI, GMOI Assembled Units/Wafer
Test Cost
4,099
$0.0100
4,195
$0.0045
4,340
$0.0040
4,485
$0.0026
4,485
$0.0026
Test er Co st Over r ide
– Time to payback FTY % QUOTED
FTY % EXPECTED
68.9% 68.9% 68.9% 68.9% 68.9%
Finished Goods/Wafer 2,824 2,890 2,990 3,090 3,090
– Revenue Raw NUB Cost
% BURN-IN
$2040.99
0.0%
$2018.88
0.0%
$2017.36
0.0%
$2011.77
0.0%
$2011.77
0.0%
BURN IN COST/NUB
Other Production Costs - - - - -
TOTAL PRODUCT COST $2040.99 $2018.88 $2017.36 $2011.77 $2011.77
MFG Unit Cost 0.723 0.699 0.675 0.651 0.651
ASP 1.10 1.10 1.10 1.00 1.00
GPM % 34.29% 36.50% 38.66% 34.88% 34.88%
29 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

30. Project Justification: Break Even
Return-on-Investment: JM3XXX Mobile
$20,000,000
$15,000,000
$10,000,000
$5,000,000
m
R
u
n
s
e
v
r
t
/
I
$0
Q1-04 Q2-04 Q3-04 Q4-04 Q1-05 Q2-05 Q3-05 Q4-05 Q1-06 Q2-06 Q3-06 Q4-06 Q1-07 Q2-07 Q3-07 Q4-07 Q1-08 Q2-08 Q3-08 Q4-08
-$5,000,000
-$10,000,000
Project Time (Quarters)
30 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

31. Product Justification: Resource Costs
P r o je c t/T itle : D A N A S P D IF P a rt # : EM28605
Completed by: M. Holt
Inputs accepted in blue data cells Q1 Q2 Q3 Q4 2001 Q1 Q2 Q3 Q4 2002
PEOPLE: (MAN WEEKS)
PROJECT ENGR 0.0 5.0 6.0 3.0 14.0 0.0 0.0 0.0 0.0 0.0
DESIGN ENGR 0.0 2.0 3.0 5.0 10.0 0.0 0.0 0.0 0.0 0.0
LAYOUT 0.0 1.0 1.0 1.0 3.0 0.0 0.0 0.0 0.0 0.0
PRODUCT ENGR 0.0 0.0 5.0 5.0 10.0 0.0 0.0 0.0 0.0 0.0
TEST ENGR 0.0 0.0 1.0 1.0 2.0 0.0 0.0 0.0 0.0 0.0
SYSTEM ENGR 0.0 1.0 1.0 1.0 3.0 0.0 0.0 0.0 0.0 0.0
OTHER 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
TOTAL PEOPLE 0.0 9.0 17.0 16.0 42.0 0.0 0.0 0.0 0.0 0.0
OVERHEAD COST (Per Man Quarter): ($K)
PROJECT ENGR $44 $0 $18 $22 $11 $40 $0 $0 $0 $0 $0
DESIGN ENGR $23 $0 $4 $6 $9 $9 $0 $0 $0 $0 $0
LAYOUT $17 $0 $1 $1 $1 $3 $0 $0 $0 $0 $0
PRODUCT ENGR $22 $0 $0 $9 $9 $9 $0 $0 $0 $0 $0
TEST ENGR $22 $0 $0 $2 $2 $2 $0 $0 $0 $0 $0
SYSTEM ENGR $33 $0 $3 $3 $3 $5 $0 $0 $0 $0 $0
OTHER $12 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL LOH COST: ($K) $0 $26 $43 $36 $69 $0 $0 $0 $0 $0
MATERIAL COST: ($K)
MASKS $0 $0 $75 $0 $75 $0 $0 $75 $0 $75
WAFERS $0 $0 $50 $0 $50 $0 $0 $50 $0 $50
TESTER TIME $0 $0 $5 $0 $5 $0 $0 $5 $0 $5
DESIGN CONSULTANT $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
S/W CONSULTANT $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
DEMO/EVAL/BENCH TST BOARDS $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
OTHER $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
TOTAL MTL COSTS ($K) $0 $0 $130 $0 $130 $0 $0 $130 $0 $130
GROSS DEVELOPMENT ($K) $0 $26 $173 $36 $199 $0 $0 $130 $0 $130
NRE ($K) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
NET DEVELOPMENT ($K) $0 $26 $173 $36 $199 $0 $0 $130 $0 $130
31 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

32. Technology Sales Management
• Managing the relationships
– Cross company relationships at multiple levels
• Managing across concurrent product lifecycles
– Delivery of production product
– Development of next product
– Alignment of future/roadmaps
32 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

33. "art" of technical selling (solution selling)
• Stage 1: Sell the appointment: Never sell over the telephone. The aim of
the first contact with a prospective purchaser is to sell the appointment.
The reason is simple; industrial sales are complex, any attempt to sell
over the phone will trivialize your product or service and run the risk of
not fully understanding the customer's need.
• Stage 2: Understand their needs: The best method of selling is to
minimize the information about your goods or services until you have
fully understood your customer's requirements.
• Stage 3: Develop and propose a solution. The solution is (of course)
developed from your (or the firm that you represent's) product or service
offerings.
33 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

34. CRM is Critical
• Tracking and development of
customer requirements “Care
abouts”
• Manage multiple
relationships per customers
TAM: 2006 2007 2008
Customer Name ASP = $1.80 $1.25 $1.00
(M#) = 1.7 2.6 3.6
Key Contacts: (M$) = $ 3.1 $ 3.3 $ 3.6
Name 1, Name 2 Forecast (M$) = $ - $ 0.2 $ 0.7
OPPORTUNITY: Flagship DVB-T ROADMAP:
Stage 6 Project identified Video Genesis Genesis Genesis
Design Start Nov-06 Audio MK4410 Sigmatel Sigmatel
Component Selection Dec-06 Amp Tripath JM2121 JM2121
EVT Jan-07 Interface Analog Digital Digital
DVT Feb-07 voltage 12-15V 12-15V 12-15V
PP Apr-07 LNR($M) power 10W-8Ω 10W-8Ω 10W-8Ω
MP Jun-07 $0.9 price $1.80 $1.25 $1.00
KEY CUSTOMER CARE ABOUTS: COMPETITION:
1. Fidelity Competitor 1, Competitor 2
2. Digital Compatibility
3. System Cost KEY SUCCESS FACTORS AND RISKS:
4. Vendor Viability 1. Delivery in November of working JM2121 Samples per data sheet
2. Totally focused application support
RISK: Interoperability with Sigmatel AP; Sigmatel am beats JT schedule
34 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

35. Sales Funnel Management
• Managed sales engagement
funnel
LNR Revenue ($M)
Engage
Algnmt
Strtgic
profile
Prgrm
Oppty
Rdmp
Initial
Tech
Exec
Cust
Eval
Customer current status
Mtg
ID
($M) 1Q07 4Q07
Scheduling mtg with Desktop Audio in mid-
$ 3,600,000 $ - $ 100,000
Apple May
VSF completed, audio group advised of
$ 732,000 $ - $ 137,000
BenQ JM2120 development - will evaluate JM2120
Canon $ 305,000 $ - $ - JM2020 eval in process
Continued dialogue re JM6101. Review
$ 7,116,000 $ 16,000 $ 1,069,000
Dell JM6101 spec in mid-May
Developing strategy to penetrate HP OR for TV
$ 7,116,000 $ 16,000 $ 1,069,000
HP group
Completed technology meeting and confirmed
$ 2,000,000 $ - $ 274,000
LG LG requirements
Engagement process working toward
$ 1,830,000 $ 16,000 $ 274,000
Panasonic engineering meeting in mid-June
$ 1,830,000 $ - $ - Re-engaging w/Philips SNG to intro JAM
Philips
Conduct detailed engineering meeting -
$ 2,000,000 $ 31,000 $ 274,000
Samsung architecture and roadmap
Intro meeting mid-May, technical meeting mid-
$ 1,830,000 $ 16,000 $ 274,000
Sharp June
Engaged with Vaio group, TV group meeting
$ 4,896,000 $ 16,000 $ 524,000
Sony in late May
$ 1,830,000 $ - $ - Design activities transferring to TTE China
Thomson
SED TV group requests follow up tech mtg 2Q.
Toshiba $ 3,005,000 $ - $ 250,000
Mtg w/LCD TV group in late-May
Total $ 38,090,000 $ 111,000 $ 4,245,000
35 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

36. Sales Funnel Management
Stage Description Customers Customers
(’06 Rev Forecast, LNR$) (’06 Rev Forecast, LNR$))
Now Planned August 06
1 Opportunity Identified 8 customers 3 customers
’06 Fcst - $60K ‘06 Fcst - $30K
LNR - $2.0M LNR - $700K
2 Sales Rep discussion 15 customers 7 customers
’06 Fcst - $100K ’06 Fcst - $90K
LNR - $6.0M LNR - $2.75M
3 First sales meeting 13 customers 17 customers
’06 Fcst - $150K ’06 Fcst - $120K
LNR - $6.5M LNR - $9.75M
4 Tech Eval 11 customers 13 customers
’06 Fcst - $250K ’06 Fcst - $200K
LNR - $6.25M LNR - $5.0M
5 applications 1 customer 6 customers
’06 Fcst - $25K ’06 Fcst - $120K
LNR - $250K LNR - $2.0M
6 Project Identified 2 customers 2 customers
’06 Fcst - $270K ’06 Fcst - $175K
LNR - $750K LNR - $750K
7 Price Neg 1 customer
’06 Fcst - $120K
LNR - $250K
8 Qual
9 Backlog
36 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

37. Technology Marketing Take Aways
• Technology marketing is different yet all the marketing
basics apply.
• You must consider resourcing, tools, and metrics to
ensure successful tech marketing
• Product definition is a process. Being systematic best
enables product success.
– Many of your competitors don’t bother. If you do, you have a
much better chance of winning.
37 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

38. Thank you
To download marketing tools: www.askthesgentreprenuer.com
Contact Us at:
Mike Holt
Tel: +65 8126 7748
US/Singapore: +1-949-480-9271
Skype ID: mikeholt93
www.get2volume.com | mholt@get2volume.com
38 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat

39. About Us
About Get2Volume
Now more than ever, success in Asia determines global success.
Technology companies – even the smallest – are global companies that
must address complex problems with markets, suppliers, customers,
partners and employees in the US as well as in Asia. With over 20 years
experience in Asia and the US, we understand the people, the business and
political environments, and markets that shape technology companies.
This experience allows us to solve business problems in a way that goes
well beyond generating ideas – it focuses on improving results by providing
an executive team on the ground where you need results. We combine
executive management experience in technology, software, semiconductor,
secure payment, and information security companies with success;
assisting established companies and leading startups from concept
through rapid growth and profitability.
Asia-US Bridge Company Stage Sectors
• Semiconductor
• Singapore/SEA • Start Up
• Internet
• California • Growth
• Consumer Electronics
• Regional MNC Focus
• Security
• Biometrics
39 © 2009 Get2Volume
Turning technology into cash and Rahul Harkawat