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  • 1. Standing out in the marketing world Beth Bernhardt

2. Success stories

  • Challenge:Lack of tools and training meant sales reps had no sell-against materials to effectively sell HP supplies. There was a critical knowledge gap and little ammunition against the competition in selling situations. The legal team would not approve anything that mentioned competitors, tying the hands of sales reps. Engagement and confidence was low; frustration was high.
  • Action: Create a website as a one-stop-shop where sales reps and employees could easily download information. Weekly e-newsletters were sent announcing the latest. The site was populated withover 100 sales toolsincluding sell-against, Why Buy/Why Sell, presentations, positioning, test results, training tools, competitive intelligence and more. In addition, a comprehensive field training program was launched.
  • Result:A rating system for documents was devised which satisfied legal. The reps went from being uninformed to being much more knowledgeable and confident selling HP products. The trainings were so valuable that the reps wanted more. The program had a measurable positive effect on employee morale, sales and closed deals. One suite of third party testing tools alone led to over$10 million in sales .

Sales engagement andtrainingprogram from scratch 3. Success stories

  • Challenge:Accelerate the adoption of home photo printing in Mexico, an emerging market at least 5 years behind North America. The product lines had been unmanaged for 6 months, there was an underlying lack of awareness and customer pull, the sales force was not comped to sell them and the merchandising in-store was very ineffective.
  • Action:Within one year, we revitalized the deteriorating product lines by visiting accounts, launching promotions, product bundles, advertising, partner programs and other initiatives to increase customer awareness, preference and trial. Sales quota and market development funds were reinstated. A training program for sales reps and store associates was launched. We also ran a points-based promotion with top resellers to stimulate sales.
  • Result:With quota reinstated, the were more motivated to sell product. Training and close monitoring of sales and quota performance kept the reps focused. Demand generationincreased awareness and customer pull , and in-storepresentation improved. Bundling with other products helped tomove product in clubs and mass retailers, culminating inwinningthe Walmart account.

Developing a new market 4. Success stories

  • Challenge:Rapid release of new printers required near constant new product introductions (NPI) of compatible inks and papers, and rolls of existing ink packaging to reflect new printer compatibility. NPIs were carefully coordinated to ensure the supplies were in store at time of printer launch. This required detailed launch plans involving several departments. Adding to the complexity was that a single ink was available in several packaging configurations, exploding the number of SKUs required. Printer schedules often changed, and accounts wanted product early, requiring effort, flexibility and focused attention to detail.
  • Action:As a product manager I documented and optimized the NPI process, consolidated the product line and limited the number of special configurations required.I authored a detailed NPI checklist and streamlined the artwork roll process, minimizing non-essential work and increasing the accuracy of packaging copy.
  • Result:More than70 new products were launchedin less than 2 years on time and on budget. The NPI process was documented and improved, unnecessary work was eliminated, and errors were reduced.

70 new products launched 5. Success stories

  • Challenge:HPs enterprise software division did not have a customer database, so could not identify or communicate with customers. This represented a major lost opportunity in terms of customer insight, segmentation, direct marketing opportunities, loyalty programs, up sell and cross sell and gaining referrals.
  • Action:18 months were spent developing a 25 field customer database. Scope spanned needs assessment, definition, architecture, records and data acquisition, testing and ongoing segmentation, analysis and hygiene. The project involved a cross-functional team of key stakeholders including IT, marketing, engineering, management and outside agencies.
  • Result:Over 30 direct marketing campaigns to run to increase customer loyalty, acquire new customers and up sell and cross sell additional products. Many campaigns exceeded anticipated results, achievingresponse rates of up to 11%.The program generated several thousand qualified sales leads, and one award-winning campaign led to asales funnel of over $70 million.

Customer database leads to LEADS! 6. Success stories

  • Challenge:$5M per quarter print and online advertising campaign for PCs and laptops was underperforming. Time was wasted focusing on tactics rather than strategy, and the urgency to meet placements left little time for productive planning. Product managers were over-involved; frustration was high and results were low.
  • Action:An advertising manager was assigned to get the program on track and implement metrics to measure response. The planning horizon changed from next tactic to next quarter, a timeline was created to allow analysis of past activities, development and testing of several creative concepts, and research of competitor programs. Roles were clarified, teamwork increased, and activities became proactive vs. reactive.
  • Result:A more effective ad strategy was put in place and response to various concepts were measured.Cost per impression was reducedby 5x and orderperformance increasedby 10%. This transformed a failing program into and award-winningone with lower costs and higher response, andbreak throughs in effectiveness and results.

Saving a faltering advertising campaign 7. Success stories

  • Challenge:Sales reps were having trouble getting the attention of Fortune 100 IT decision makers for a highly technical and complex product line with a long sales cycle and aggressive competitors.
  • Action:As a field marketing manager I designed a focused and high return campaign designed to book sales calls with target accounts. This highly choreographed campaign required spot on tracking and collaboration between sales and marketing. Reps provided contact information for 5 decision-makers they wanted to meet with. Half a gift (the lid of a picnic basket) was sent to them. Prospects were intrigued enough to book a sales call, at which time the HP rep delivered the bottom half of the basket filled with picnic goodies.
  • Result:This low volume high return campaign netted a45% return-on-sales-call-ratio . 60% of the target customers responded, and 45% booked sales meeting, leading to several million dollars in new business.

Lifes a picnic for enterprise sales team 8. Success stories

  • Challenge:A high profile event targeting large B to B customers and prospects was planned, whose objective was to obtain new customers and referrals, increase customer loyalty and advance business opportunities. An aggressive attendance goal of 100 companies was set, meaning that 200 had to be registered and confirmed (assuming a 50% no show factor).
  • Action:As marketing manager I was in responsible for filling the seats, and upper management expected a full house. Despite using every outbound recruiting tactic available, registrations were lagging. It was clear that the sales reps needed to take an active role in the recruitment process. A grid was devised assigning reps a certain number of registrations based on weeks to event, size of sales territory and other factors. Registrations were published weekly, capitalizing on their natural competitive spirit, and prizes were awarded based on meeting goals.
  • Result:The unprecedented collaboration between sales and marketing, the visibility and detailed tracking of registrations, the outbound recruiting efforts, and the excellent follow up to ensure attendance led to almostdouble the number of companies attending . The first HP Universe Event was a tremendous successwith a packed house of over 200 tier onecustomers and prospects attending.

Standing room only at big customer event 9. Success stories

  • Challenge:New product introduction process from factory hub to regional business centers was lengthy, inefficient and unduly complicated. Our cross-functional team performed a rapid and focused process improvement exercise to dramatically improve the way new products were launchedat our factory hub. Experts from the factory, engineering, marketing, finance, operations, channelanalysis and order processing participated in the project.
  • Action:Team members spent a full week scrutinizing the current process, looking for redundancies, wasted time and effort (read: money) and areas to streamline. The team was empowered to make real time changes in a +500 SKU, multi-billion dollar product line.
  • Result:Process improvements led to a70% reduction in product set up time(34 days down to 10), reduced set up time from 4 weeks to 5 days, and eliminated 63 poor performing SKUs. Seven documents were reduced to one. The project saved$1.2 million per yearin manufacturing costs.

Process improvement saves $$ 10. Promotional history

  • BitDefender, LLC
  • CONSUMER MARKETING MANAGER Security Software (2009)