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– A Product Marketing Journey



    Baruch Deutsch
    Sr. Director of Product Marketing
    Cisco Systems
The opinions and views expressed in this presentation are
personal and do not reflect a corporate view of Cisco Systems,
or any other company mentioned in this presentation




Ask questions. Interact. Interrupt if you have an urge.
A few Introductions…
 The company – Cisco is a large networking company…
  that also offers solutions for Storage, Servers, Voice,
  Video, Collaboration, and much more..
 The Business Unit - ‘Application Delivery Business Unit’
  offers solutions that accelerate application traffic over
  the wide area network (WAN)
 Myself – manage the product marketing team for ADBU.
  Joined Cisco through acquisition - Actona Technologies.
  Prior experience with a few startups and a few medium-
  size companies.
The “3 Things”

Faith
Customers
Team
The Story line
 Chapter I – “Early days”
    Identifying a market, technology innovation, acquiring initial
     customers and landing an acquisition.

 Chapter II – “Acquisition integration”
    Developing an identity, reforming the team, balancing priorities,
     re-launching a product

 Chapter III – “Growth pains”
    Handling large customers, gaining sales traction, dealing with
     economies of scale
Early Days – is there a market?
 “Technology looking for a problem”
    Taking market predictions with a grain of salt
    Build it and they may not come..
    The questions you ask may determine the answer
 Looking for customers
    Marketing is sales. Sales is marketing
    “I believe we can do what you need”
 The first PO
    #1 priority for the team
    Whatever it takes
Early Days – “Series B” challenge
 Money is finite – it eventually runs out
    Explorations cost time and money
    The near death experience(s)
 You and your VC – the tables have turned
    What’s your TAM and “proof points”?
    “Ask what you can do for your VC”
 A new lease on life
    Change of management
    A bi-cultural/bi-continent team
Early Days – “The Exit”
 Identifying a BIG market
    If TAM ain’t $1B – don’t bother
    Remapping the problem space
 The birth of a category
    Wide Area File Services (WAFS)
    Getting analysts on our side
 Landing Enterprise customers
    Introductions help
    Elevating the sales game
 Pursuing Strategic partners
    Understand “what’s in it for them”
    It’s a sales process
Early Days – The Lessons
 Committed teams make a difference
    Faith, remember?
 Revaluate strategy based on market data
    Customers will show you the way
 Professional network matters
    Partner with someone who has them
 Startups are “investment tools”
    Technology is a means to an end
    Investors focus on their ROI
Acquisition Integration - Identity
 Forming a ‘Business Unit’
   New management, new game rules
   Expanded team – newbies and veterans
   New and existing product lines
 Building your ‘Human Network’
   Getting things done takes knowing people
   Networking is a survival skill
 Redefining the mission
   SWOT analysis and TAM (again..)
   Product and business strategy
   Changing the “plan of record”
Acquisition Integration - Alignment
 Inertia vs. New direction
   Existing revenues, customers commitments
   New market potential
 The human factor
   Getting cross-functional buy-in
   Relentless evangelism
 A ‘Balancing Act’
     Portfolio management 101
     Harvesting vs. Investment
     Courage and Consequences
     Handling collateral damage
Acquisition Integration – The Launch
 The product development
    Significant re-architecture
    Mature company cycle - 2yr
    Roadmap pitch to “hold the market”
 Defining an “Advanced Technology”
    ‘Application Networking Services’
    Specialist sales team
    Dedicated outbound marketing team
 Explosive initial growth
    Global product launch
    Market share leader in 18mo
Acquisition Integration – The Lessons
 You can make a difference in a big company…
    Build your ‘human network’
    Create and drive a ‘virtual team’
 Strategic planning matters
    Long implementation cycles
    Do the internal selling
 ‘Portfolio management’ is critical
    Limited resource pool
    Requires tough choices
    Prepare to handle consequence
Growing Pains – Demanding Customers
 It’s not enough to ‘book a sale’
    Product has to be deployed and function
    Return on investment must be realized
    There is always a risk of ‘de-book’
 Quality is CRITICAL to success
    You are held to a ‘higher standard’
    Failures cause customers downtime and losses
    Bad reputation is extremely hard to restore
 Focus on ‘Customers Satisfaction’
    Customer Found Defects (CFDs) trump features
    Do ‘whatever it takes’ to resolve escalations
Growing Pains – Sales Traction
 From specialists to generalists
    Limited supply of ‘sales specialists’
    Learning to deal with ‘generalists’
    One ‘small product’ amongst many
 Simplicity is CRITICAL to success
    ‘Out of the Box’ experience
    Technical information distribution
 Focus on ‘Sales Support’
    Regional sponsors
    Help desk
    Webinars, seminars, road-shows…
Growing Pains – Economies of Scale
 Become a <small> part of a big story
    Position within major company initiatives
    Create relevance and value to broad solutions
 Form <internal> strategic partnerships
    Align with a bigger business
    Create an ‘attach’ model
 Focus on ‘Channels’
    The way to scale the business
    Channel programs, incentives
    “Ask what you can do for your Channel”
Growing Pains – The Lessons
 Customer success is your success
    Product reputation matters
 Quality – Simplicity - Support
    Make the necessary investments
    Helps customers, sales and channels
 Understand the bigger picture
    Create relevance for your product line
    Partner with other businesses
• Faith
   • Gain it. Spread it
• Customers
  • Their success is yours
• Team
   • Build it. Lead it
baruchd@cisco.com

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From a Start-up to an S & P 500 – A Product Marketing Journey

  • 1. – A Product Marketing Journey Baruch Deutsch Sr. Director of Product Marketing Cisco Systems
  • 2. The opinions and views expressed in this presentation are personal and do not reflect a corporate view of Cisco Systems, or any other company mentioned in this presentation Ask questions. Interact. Interrupt if you have an urge.
  • 3. A few Introductions…  The company – Cisco is a large networking company… that also offers solutions for Storage, Servers, Voice, Video, Collaboration, and much more..  The Business Unit - ‘Application Delivery Business Unit’ offers solutions that accelerate application traffic over the wide area network (WAN)  Myself – manage the product marketing team for ADBU. Joined Cisco through acquisition - Actona Technologies. Prior experience with a few startups and a few medium- size companies.
  • 5. The Story line  Chapter I – “Early days”  Identifying a market, technology innovation, acquiring initial customers and landing an acquisition.  Chapter II – “Acquisition integration”  Developing an identity, reforming the team, balancing priorities, re-launching a product  Chapter III – “Growth pains”  Handling large customers, gaining sales traction, dealing with economies of scale
  • 6. Early Days – is there a market?  “Technology looking for a problem”  Taking market predictions with a grain of salt  Build it and they may not come..  The questions you ask may determine the answer  Looking for customers  Marketing is sales. Sales is marketing  “I believe we can do what you need”  The first PO  #1 priority for the team  Whatever it takes
  • 7. Early Days – “Series B” challenge  Money is finite – it eventually runs out  Explorations cost time and money  The near death experience(s)  You and your VC – the tables have turned  What’s your TAM and “proof points”?  “Ask what you can do for your VC”  A new lease on life  Change of management  A bi-cultural/bi-continent team
  • 8. Early Days – “The Exit”  Identifying a BIG market  If TAM ain’t $1B – don’t bother  Remapping the problem space  The birth of a category  Wide Area File Services (WAFS)  Getting analysts on our side  Landing Enterprise customers  Introductions help  Elevating the sales game  Pursuing Strategic partners  Understand “what’s in it for them”  It’s a sales process
  • 9. Early Days – The Lessons  Committed teams make a difference  Faith, remember?  Revaluate strategy based on market data  Customers will show you the way  Professional network matters  Partner with someone who has them  Startups are “investment tools”  Technology is a means to an end  Investors focus on their ROI
  • 10. Acquisition Integration - Identity  Forming a ‘Business Unit’  New management, new game rules  Expanded team – newbies and veterans  New and existing product lines  Building your ‘Human Network’  Getting things done takes knowing people  Networking is a survival skill  Redefining the mission  SWOT analysis and TAM (again..)  Product and business strategy  Changing the “plan of record”
  • 11. Acquisition Integration - Alignment  Inertia vs. New direction  Existing revenues, customers commitments  New market potential  The human factor  Getting cross-functional buy-in  Relentless evangelism  A ‘Balancing Act’  Portfolio management 101  Harvesting vs. Investment  Courage and Consequences  Handling collateral damage
  • 12. Acquisition Integration – The Launch  The product development  Significant re-architecture  Mature company cycle - 2yr  Roadmap pitch to “hold the market”  Defining an “Advanced Technology”  ‘Application Networking Services’  Specialist sales team  Dedicated outbound marketing team  Explosive initial growth  Global product launch  Market share leader in 18mo
  • 13. Acquisition Integration – The Lessons  You can make a difference in a big company…  Build your ‘human network’  Create and drive a ‘virtual team’  Strategic planning matters  Long implementation cycles  Do the internal selling  ‘Portfolio management’ is critical  Limited resource pool  Requires tough choices  Prepare to handle consequence
  • 14. Growing Pains – Demanding Customers  It’s not enough to ‘book a sale’  Product has to be deployed and function  Return on investment must be realized  There is always a risk of ‘de-book’  Quality is CRITICAL to success  You are held to a ‘higher standard’  Failures cause customers downtime and losses  Bad reputation is extremely hard to restore  Focus on ‘Customers Satisfaction’  Customer Found Defects (CFDs) trump features  Do ‘whatever it takes’ to resolve escalations
  • 15. Growing Pains – Sales Traction  From specialists to generalists  Limited supply of ‘sales specialists’  Learning to deal with ‘generalists’  One ‘small product’ amongst many  Simplicity is CRITICAL to success  ‘Out of the Box’ experience  Technical information distribution  Focus on ‘Sales Support’  Regional sponsors  Help desk  Webinars, seminars, road-shows…
  • 16. Growing Pains – Economies of Scale  Become a <small> part of a big story  Position within major company initiatives  Create relevance and value to broad solutions  Form <internal> strategic partnerships  Align with a bigger business  Create an ‘attach’ model  Focus on ‘Channels’  The way to scale the business  Channel programs, incentives  “Ask what you can do for your Channel”
  • 17. Growing Pains – The Lessons  Customer success is your success  Product reputation matters  Quality – Simplicity - Support  Make the necessary investments  Helps customers, sales and channels  Understand the bigger picture  Create relevance for your product line  Partner with other businesses
  • 18. • Faith • Gain it. Spread it • Customers • Their success is yours • Team • Build it. Lead it