building a magnetic brand - a framework for value-driven brand marketing
DESCRIPTION
What makes a B2B brand magnetic? Is it great content engagement? Lovable marketing? It may seem obvious but brands that message value generally attract customers virally. It is part of the lore in technology for example that one of the great computer engineering companies of the 20th century, Digital Equipment or DEC, lost its battle with HP, Sun, IBM an others in distributed computing because of its failure to promote the value of its solutions effectively. Great product businesses have frequently been overtaken by competitors with inferior products but strong value-driven brand marketing when they fail to weave value into their brands.TRANSCRIPT
BUILDING A MAGNETIC BRANDA Framework for Value-Driven Brand Marketing
Joseph Schwartz
914-414-9935 | [email protected]
www.businessatscale.com
Copyright (C) 2013-2015 Business@Scale LLC 1
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Value-Driven Marketing
Marketing and Sales Process
Brand Architecture
Go-to-MarketFramework
ValueFramework
Integrated Marketing Planning, Operating Model
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Go-to-Market Framework
• User process definition• Differentiated, horizontal value prop
• Repeatable sales scenarios• Usage scenarios, and audience-level value
maps• What to pitch and to whom
• Buying audience segmentation• Audience-level sales tactics• Selling into funded initiatives
• Enablers (Sales Tools)• Pain Sheets, SPIN Sheets, Playbooks• Value calculators• Value assessment methodologies & tools
• Performance benchmarking• Issues-driven communication• Self value qualification
Product Marketecture
Value Engagement
Model
Targeted Account
Marketing
OUTCOMES
Efficient, repeatable prospecting,
defensible value proposition
Greater velocity through the sales
cycle
Repeatable, value-driven sales
engagements
Highly qualified leads, high conversion rates sales and marketing
alignment
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Value Framework
• Key value drivers
• Before and After Scenarios• Key threats and opportunities• Develop the need• Elevate the urgency
• Enablers• Product and service offerings• Metrics• Proof points
• Clearly defensible• Unique, comparative & holistic
differentiation
Value Menu
Value Cards
Defensible Differentiators
OUTCOMES
Basis for customer conversation
Understanding of Needs and Priority
Vision and GuidanceProduct and Service
Proof and Confidence
Why your company?
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Brand Architecture
• Reflecting, projection of a Brand
• Logo, typeface, color, signage, sounds, tagline, symbol, name
• The promise and delivery of an experience that is…
• Relevant… compelling• Credible… believable• Unique… defensible
• Vision: To Be• Essence: To Feel• Mission: To Do• Positioning: To Say• Values, Personality
Brand Signals
Brand Definition
Brand Profile
OUTCOMES
A systematic means of relating brands and
sub-brands to ensure that your audiences understand…• The breadth and depth of
your offerings • How these offerings connect
with their respective needs
Benefits of an effective Brand Architecture…
• Organizes the offerings for constituencies
• Extends & transfers brand equity
• Generates economic efficiencies
• Simplifies complexity
Relevant today; flexible for tomorrow
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SVP - Operations
Director of
Digital Services
Digital Operations Manager
Lead Online Trafficker
Digital Creative Services Manager
Online Creative Services Manager
Business Automation Manager
Regional Business Automation Mangers
VP Product Activation & Project
Management
Project Management Office (PMO)
Product Activation Team President, Media
VP – Digital Products, Response Media & Business
Development
Media Project Manager
Sr. Director – Sales & Business
Development
OnlineProgram Manager
OnlineProduct Manager
NationalSales Planner
SVP Enterprise Sales
VP, Small Market Sales
General Managers
Local Sales Managers
Account Executives
Sales Assistants
VP, Mid-Market Sales
General Managers
Local Sales Managers
Account Executives
Sales Assistants
VP, Large Market Sales
General Managers
Local Sales Managers
Account Executives
Sales Assistants
OPERATIONS
NAT’LSALESLOCAL
SALES
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Example Buyer Landscape
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Brand Messages
Customer Use Cases
Enterprise(Op.One)
Mid-Market(MS/
Op.Light)
Role LevelValue
Messages
Emerging(MS)
Value PathsValue Paths
Value Paths
Value PathsValue Paths
Value Paths
Value PathsValue Paths
Value Paths
Role LevelValue
Messages
Role LevelValue
Messages
Role LevelValue
Messages
Business Use Case
Level
Business Use Case
Level
Business Use Case
Level
Business Use Case
Level
Business Use Case
Level
Business Use Case
Level
Business Use Case
Level
Business Use Case
Level
Business Use Case
Level
Product
Audience S
egment
Value Messaging Model Um
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Value Path Model Discussion
Product Mappings
Use Cases
Value Scenarios
Value PathValue Path, e.g., Order
Management
Scenario 1, e.g. Complex
RFP
Create proposal
O.One Sales Mod
…
Assemble package
Scenario 2, Package on
the Fly
Scenario 3, e.g., Push to Production
….
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Use Case
Technical Parameters
Product
Competitive Differentiation
Benefits
Metrics
Value Scenario
Value Path
Use case selection based on past 24 months revenue
Create proposal
O.OneSales Mod.
Improve prod flexibility, revenue oppty. and sales productivity
Mixed media / Complex RFP
Prod. catalogPackagePricing
Prod. MasterMulti PS Integration
Time to proposal, sales velocity and yield
Prod Catalog and Order Management
Hypothetical Value Path (Order Management)
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Customer Product Value Flow
How does a client do their work now?
Who is the target buyer, and what value will they derive from the solution
at a business level?
What capabilities are we delivering?
What do we measure the benefits we expect?
How do these translate into a business case?
Required Capabilities
Customer Process(After)
Metrics
ROI Model
How will a customer do their work after
utilizing these capabilities?
Value Drivers
Product Release Themes
DifferentiatorsHow do we do it
better?
Customer Process (Before)
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Core Deliverables
Launch Deliverables
Final ROI Model
Marketing
Sales Ops
Product
Draft ROI Model
Draft Customer Value Definition
Final Customer Value Definition
Customer Validated Metrics
Value DriversValue Guidance
Value GuidanceMetric Guidance
Customer Validation
Define Marketing Launch
Business Planning Release Plan Definition
Release ReadinessProduct
Aligned To A Product Development Process
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