expand marketing
TRANSCRIPT
Monday, 14 February 2011
Expand Marketing Limited
A consultancy that has over 20 years of experience and know how.
Experience of working with international, blue chip and SME organisations including Powergen, TetraPak, ICI and Scottish Water as well as founding and developing water filtration and fuel cell technologies.
Expand Marketing helps companies, and their executive teams to successfully move into new and adjacent markets, build market leading positions and advise on the strategic timing to optimise the raising of
finance, product development and ultimately sell or licence technology.
Monday, 14 February 2011
Business Focus ....
There are gaps all the way through The Technology Adoption Cycle. As your technology bounces from one type of adopter to the next (it’s rarely a smooth transition) there are
many requirements to match.
However, the most significant gap is the one between the Early Adopters (Early Market Place) and the Early Majority (Mainstream Market Place).
The next slide shows the complete cycle - from your initial idea, to mainstream markets and eventual exit; it is within this framework that Expand Marketing excels.
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HOUSEHOLD NAMES NEED
TO FIGHT TO MAINTAIN MKT
SHARE - PRICE AND ACOMPLETE
SERVICE ARE IMPORTANT
EYE OF THE
MARKET
£
0 1 2 3 4 5 6 7 8 9MKT SHARE
2.5%
TIME LINE 0 - 1 YEAR 0 - 5 YEARS 0 - 10 YEARS 0 - 15 YEARS 0 - 20 YEARS
MKT SHARE13.5%
PRE MARKET EARLY MARKET MAINSTREAM MARKETSTECHNOLOGYADOPTION
GAPTECHNOLOGYREADINESS LEVEL
INNOVATOR EARLYADOPTER
EARLYMAJORITY
LATEMAJORITY
LAGGARDS
MKT SHARE34%
MKT SHARE34%
MKT SHARE16%
GAP
ENTREPRENEURIAL TALENT ALIGNEDTO CORPORATE STRATEGY.A HI RISK - LOW DATA SITUATION.INFORMEDINTUITION REQD.
SOLIDBUSINESS ON COMMERCIALTERMS, PRICE& WHOLEPRODUCTDEVELOPMENT
PRICE & WHOLEPRODUCTISSUES NEEDMANAGINGTO MAINTAIN CREDIBILITY
GROWING STRUCTURED BUSINESSESDOMINATE THIS SPACE
GROWING STRUCTURED BUSINESSESDOMINATE THIS SPACE
AN IDEAL POINTFOR EARLYINVESTORSTO EXIT
ESTABLISHEDORGANISATIONS
LIVE HERE
CLOSETHE GAPBY BECOMINGMKT LEADERIN ONEAPPLICATION
RISK & EVOLUTION
ORGANISATIONALCHANGE:CAN LOSE PEOPLE, CREDIBILITY & CUSTOMERS. A GRADUAL AND, PLANNED CHANGE OF STRUCTURE
XEARLYSALES ANDREFERENCE SITES
GAINCOMMERCIAL CREDIBILITY & CASE STUDIES
CREATE EARLY MKT& PLANTO CLOSE THEADOPTION GAP
FIND INNOVATORS TO BETA TEST, FEEDBACK & DEVELOP IN THE FIELD
LEAD TO REFERENCE SITES
EXPERT AND PEER OPINION
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Business Lifecycle (7 Stages)SEED
stage 1START - UP
stage 2GROWTH
stage 3ESTABLISHED
stage 4EXPANSION
stage 5DECLINEstage 6
EXITstage 7
CHALLENGE MARKET ACCEPTANCE & IDENTIFY THE NICHE OPPORTUNITY
CASHFLOW & TIME TO MARKET, MANAGE RESOURCES TIGHTLY
CONSTANT ISSUES NEEDING TO BE RESOLVED, NO TIME AND LITTLE CASH - TRAIN & DELEGATE
REMAINING FOCUSED, SUCCESS BRINGS EXTERNAL DISTRACTIONS, CONCENTRATE ON MACRO ISSUES SUCH AS THE ECONOMY, COMPETITORS, CUSTOMER TRENDS
MOVE INTO NEW MARKETS; REDEFINE THE PLAN; MAKE SURE THAT NEW MARKETS ARE COMPATIBLE WITH THE SKILLS & RESOURCE THAT EXISTS ALREADY.
DROPPING SALES & PROFITS, NEGATIVE CASH FLOW, CONSIDER OPTIONS & EXIT
REALISTIC VALUATION IN THE MARKET AS IT STANDS
FOCUS MATCH OPPORTUNITY WITH SKILLS, EXPERIENCE WITH PASSION, SET BUSINESS STRUCTURE, FIND PROFESSIONAL ADVISORS & PLANNING
ESTABLISHING A CUSTOMER BASE & MARKET PRESCENCE WHILST MANAGING CASHFLOW
FORMALISE THE BUSINESS, INCREASED SALES & CUSTOMERS, BETTER ACCOUNTING & MGT SYSTEMS, RECRUITMENT OF PERSONNEL
IMPROVEMENT & PRODUCTIVITY, KEEP PACE WITH COMPETITORS, CONTINUALLY IMPROVE BUSINESS PRACTICES
DEVELOP NEW PRODUCTS & SERVICES FOR EXISTING CHANNELS AND OFFER EXISTING PRODUCTS & SERVICES FOR NEW VERTICAL MARKETS
SEARCH FOR NEW OPPORTUNITIES, CUT COSTS & FIND WAYS TO SUSTAIN THE CASH FLOW.
STREAMLINE, OPERATIONS, MANAGEMENT & COMPETITIVE BARRIERS TO MAKE THE COMPANY MORE FINANCIALLY APPEALING
MONEY SOURCE
BUSINESS OWNERS, FRIENDS, FAMILY, GRANTS, CUSTOMERS & SUPPLIERS
OWNER, FRIENDS, FAMILY, BANK, PRIVATE EQUITY, SUPPLIERS, CUSTOMERS & GRANTS
BANKS, PROFITS, PRIVATE EQUITY, PARTNERSHIPS, GRANTS & LEASING OPTIONS
PROFITS, BANKS, INVESTORS & GOVERNMENT
JOINT VENTURES, PARTNERING, BANKS, LICENSING & NEW INVESTORS
SUPPLIERS, CUSTOMERS & OWNERS
ACCOUNTANCY ADVICE ON THE MOST BENEFICIAL TAX POSITION
Each stage of the business life cycle may not occur in chronological order. Some businesses will be "built to flip"; quickly going from start-up to exit. Others will choose to avoid expansion and stay in the established stage
Monday, 14 February 2011
The Adoption Gap
The ‘no mans land’ between your technologies early success and the mainstream acceptance it seeks.
Without making a successful leap your technology may only survive in the hands of others.
It has been likened to ‘going to war’:
your strategy, your team and their resolve must all be in tune and have a common purpose in mind.
This is where fortunes and reputations are made and lost.
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The Challenge
Taking a ‘Disruptive Technology’ to market is the most frustrating & rewarding business development job to have.
The risks & rewards are immense; the emotional highs and lows are extreme and because you are
breaking new ground you have little real data to reference and plan your strategy.
This is a high risk, low data situation and your ‘informed intuition’ is of more value than ‘analytical analysis’
Add this to the changing face of ‘marketing communications’ and you are on an extreme commercial roller-coaster
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The Triple Bottom Line
It is no longer enough to just focus on the Financial bottom line...
The mood and the need has changed: Environment
Social Responsibility Finance
A new corporate agenda = a new opportunity for disruptive technology
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AUDIENCES MESSAGES COMPETITORS
Governments Green & Clean Direct Technology
Public Sector Agencies ROI Substitute Technology
Utilities Metrics Subsidised Technology
The Media Proof Points
Consumers Validators
Analysts
Financial Community
A New Kind Of Technology Marketing Is Required:
Your green story MUST BALANCE with your commercial story
Most buyers still have bottom-line only motivators
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Beware of ‘Parapet Risks’
Protect Your Business, Brand and People from:
Being accused of greenwashing
Being held to a higher standard than non-green peers(Body Shop were criticised more than Wal-Mart in the USA on green issues!)
Success depends on credibility & authenticity.
Don’t puff the numbers and don’t smear the facts.
Never fake it.
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Claims - Meaningful & Dramatic
Give your audiences the stories they need:
“Saves the equivalent of a new power station each year.”
“Enough to power Omaha and Oslo.”
Work the influencers:
Politicians and the media.
Use your embassies overseas.Don’t alienate your buyers by overtly going
over their heads to apply pressure.
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It’s A Balancing Act
Big Claims v Credible Support
Vision v PracticalityGreenness v ROI
Altruism v Authenticity
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Don’t Go It Alone
Find a partner who has been there before...
Monday, 14 February 2011
Expand Marketing have ...
Put theory into practice and have real know-how, real scars and invaluable experience, through the ....
Development & patenting of technologies for the water and energy sectors
Raising of capital through early bootstrapping whilst maintaining shareholder value
Successful negotiation & work with Institutional investors
Delivery of significant early stage sales revenue
Establishment of key market positions and reference sites in both the UK and international territories
Development of strategic international relationships in the UK, USA, MENA and China
Management of early growth whilst balancing uncertain and limited capital
Understanding of market needs and matching them with the technical / commercial offer to drive market recognition
Monday, 14 February 2011
How do we work ?
We recognise that all situations are different and offer three broad ways of working with our clients:
1. Interim Management - Typically 3-6 month contracts.
2. Annual Retainer - Can follow an interim management role to support the management team OR work as the business development arm of an organisation, with holistic advice or specific services.
3. Project - Delivering specific services on an ad-hoc basis.
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Development Services
Sales & marketing Interim management
Technical accreditation and proof of concept
Whole product development
Channel and market assessment and development
Sales training, development, forecasting and management
Post-sale support and account management
Customer service and technical support
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Advisory Services
If you are investing in or launching a new technology / product, Expand Marketing provide ‘light touch’ research & reports on:
Technical & Commercial Due Diligence
&Risk Analysis
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Marketing & Creative Services
Direct & Digital Marketing Communications
Quantitative & Qualitative Marketing ResearchCommercial & Technical Copywriting
Brand Creation & Development
Monday, 14 February 2011
Primary Contact:
Nicolas Holmes M IDM:
T: +44 (0) 7718986052
www.expandmarketing.co.uk
Monday, 14 February 2011