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Chris Scafario’s market development approach helps companies build a competitive edge resulting in top-line growth and improved margins, custom designed to meet individual client needs and tracked for a maximum return on investment.In this presentation Chris Scafario shares a variety of marketing and sales programs, from strategic marketing solutions to tactical approaches for lead generation to support sales efforts.If you ever wanted to learn more about: Strategic Planning, Competitive Benchmarking, Porter’s Five Forces, the Ansoff Model, Boston Matrix Analysis, Conducting Primary and Secondary Market Research, and Best Practice Marketing for Small Businesses Chris Scafario has put this presentation together to help you on your way.
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Slide 1
Chris Scafario Presents:
Marketing & Sales Tools
For Your Small Business
Slide 2
Market Research & Project Management
Real-time Project Coordination
Graphic, Web Design & Online Marketing
Director Marketing Services
Inside Sales Support
Primary Research Support
Inside Sales Support
Our Marketing Services Team Helps Our Clients Reach Beyond Their Resources
Market Positioning & Research Support
Primary Research Support
Slide 4
We are Sales and Marketing Sherpas.
We take clients on their journey towards sustainable growth
by way of:
• Market Planning
• Market Research
• Web Design & SEO
• Branding & Design Support
• Project Management
Slide 5
Strategy Research
Voice ofCustomer
Market Validation
Market Opportunity
User Needs
Market
Planning&
Rebranding
Situational Analysis
Goals & Objectives
Market Strategy & Tactics
Implementation Plan
Execution
Evaluation & Control
Sales
Support
Market Positioning
Opportunity Scouting
Database Creation
Prospect Validation
Campaign Design &
Outreach
Inside Sales
Market Feedback
100 Profiled Targets
200 Decision Makers
Market Diversification
Web
Marketing
Pay-Per–Click Ads
Search Engine
Optimization
Viral Networking
Social Media
Architecture
Design
Development
Maintenance
Tactical
Support
Graphic Design
Newsletters
Management
Campaign
Design &
Management
Market Launch
Database
Screening /
Creation
Prospect
Validation
Inside Sales
Support
Sales Training
Project
Management
Slide 6
Our Goal for Today:
Create Awareness Around The Some of the Easy to Use Tools That
We Use to Help our Clients Grow Their Business Value…
Slide 7
Strategy Research Market Opportunity
User Needs
Situational Analysis
Goals & Objectives
Market Strategy & Tactics
Implementation Plan
Execution
Evaluation & Control
Sales
Support
Market Positioning
Opportunity Scouting
Database Creation
Prospect Validation
Campaign Design &
Outreach
Inside Sales
Market Feedback
100 Profiled Targets
200 Decision Makers
Market Diversification
Web
Marketing
Pay-Per–Click Ads
Search Engine
Optimization
Viral Networking
Social Media
Architecture
Design
Development
Maintenance
Tactical
Support
Graphic Design
Newsletters
Management
Campaign
Design &
Management
Market Launch
Database
Screening /
Creation
Prospect
Validation
Inside Sales
Support
Sales Training
Project
Management
If You know your current
position, the odds are you
will know where to begin
your journey.
Slide 8
Strategy
Research
Voice ofCustomer
Market Validation
Market Opportunity
User Needs
Market
Planning&
Rebranding
Situational Analysis
Goals & Objectives
Market Strategy & Tactics
Implementation Plan
Execution
Evaluation & Control
Sales
Support
Market Positioning
Opportunity Scouting
Database Creation
Prospect Validation
Campaign Design &
Outreach
Inside Sales
Market Feedback
100 Profiled Targets
200 Decision Makers
Market Diversification
Web
Marketing
Pay-Per–Click Ads
Search Engine
Optimization
Viral Networking
Social Media
Architecture
Design
Development
Maintenance
Growth Opportunities
•Primary & Secondary Market Intelligence
•Voice of the Customer Interviews
•Competitive Trend Analysis
• Structured Market Opportunity Scouting and Validation
•Competitive Market Force Assessment; to Support Business Growth Planning
Competency
Formation
•Formal SWOT Analysis
•Current State Definition
•Future State Definition- Vision Statement, Vision Elements and Specific Objectives
•Core Competency Mapping
•Strategy Formation
Resource Allocation & Deployment
•Strategic Objective Selection
•Resource Allocation and Action Planning
•Mapping of Initial Key Success Measures
•Execution of Plan
•Monitoring of Results
Performance Review
• Scheduled Strategic Planning Team Meeting to Monitor Progress
• Delivery Of Monitoring Tools to Gauge and Key Performance Indicators
• One to One Status Debriefings with the Owner/ Chief Executive
• Access to Third Party Resources That Can Support and Areas Where Limited Internal Resources are Restricting or Preventing Success.
Having a defined strategy in place will help set the course…
Most SMEs resist developing formal competitive strategy.
Slide 9
Strategy
Research
Voice ofCustomer
Market Validation
Market Opportunity
User Needs
Setting your Personal and Professional Goals….
Source: http://www.businessballs.com/freebusinessplansandmarketingtemplates.htm
Action Item: Get To Work On Defining and Setting Your Goals
Slide 10
2012 Company X Objectives
• Generate sales increase of 20% within 12 months and forecast to
increase further over the next 24 months.
• Complete assessment of Profit Centers using tools like a Boston Matrix
and/or a more complex costing analysis to guide organizational growth
planning
• Get serious about category management; focus on growing profit
centers and phase out organizational cash traps
• Passionately commit the organization to selling on value, not price;
make a focused effort to drive margins up at a pace that is tolerable for
key accounts yet of benefit for the organization.
Slide 11
Strategy Research
Voice ofCustomer
Market Validation
Market Opportunity
User Needs
Market
Planning&
Rebranding
Situational Analysis
Goals & Objectives
Market Strategy & Tactics
Implementation Plan
Execution
Evaluation & Control
Sales
Support
Market Positioning
Opportunity Scouting
Database Creation
Prospect Validation
Campaign Design &
Outreach
Inside Sales
Market Feedback
100 Profiled Targets
200 Decision Makers
Market Diversification
Web
Marketing
Pay-Per–Click Ads
Search Engine
Optimization
Viral Networking
Social Media
Architecture
Design
Development
Maintenance
Tactical
Support
Graphic Design
Newsletters
Management
Campaign
Design &
Management
Market Launch
Database
Screening /
Creation
Prospect
Validation
Inside Sales
Support
Sales Training
Project
Management
If you make the world’s greatest $5,000 wine fridge, you may
have a nice, fat-margin business until you run out of people
willing to spend $5,000 to keep their wine cool.
• To brainstorm how to grow beyond the
niche one could consider the Ansoff
Matrix.
• Choices range from least to most risky.
• In a smaller business, with few dollars to
gamble, focusing your attention on the
first two options will give you the lowest
risk options for growth.
Where you Begins Depends a lot on where you are as a Organization.
Slide 12
Strategy Research
Voice ofCustomer
Market Validation
Market Opportunity
User Needs
Market
Planning&
Rebranding
Situational Analysis
Goals & Objectives
Market Strategy & Tactics
Implementation Plan
Execution
Evaluation & Control
Sales
Support
Market Positioning
Opportunity Scouting
Database Creation
Prospect Validation
Campaign Design &
Outreach
Inside Sales
Market Feedback
100 Profiled Targets
200 Decision Makers
Market Diversification
Web
Marketing
Pay-Per–Click Ads
Search Engine
Optimization
Viral Networking
Social Media
Architecture
Design
Development
Maintenance
Tactical
Support
Graphic Design
Newsletters
Management
Campaign
Design &
Management
Market Launch
Database
Screening /
Creation
Prospect
Validation
Inside Sales
Support
Sales Training
Project
Management Action Item: Use the Ansoff Matrix to define the
low to high risk opportunities for your business.
Slide 13
Market Research Will Help you Define the Unknowns
Slide 14
The Right Tools Will Make the Job Much Easier….
Using the right tools at the right time makes for better intelligence. We keep the
following in our Growth Planning Tool Kit:
Primary Research / VOC- Current, Former & Prospective
Secondary Research Pools/ Data Analysis Experts
Category & Portfolio Analysis (i.e. Boston Matrix)
Competitive Benchmarking, Landscaping & Analysis (i.e. 5 Force Model)
International Market Perspectives and Insights (U.S. Export Programs)
Slide 15
Role of Market Research Primary and Secondary Research are tools to do the following:
Validate perceived organizational strengths
Scout out feasible market opportunities
Identify and/or conform weaknesses and threats
Define competitive landscape and intensity
Slide 16
Where are we?
What do we have to work with?
Where do we want to be?
How do we get there?
Primary and Secondary Research can also help answer
Defining Questions such as:
Slide 17
How Are you Unique?
You can not have an effective business strategy if you are not able to successfully answer this question.
Slide 18
Your Customers, Staff and Third Parties hold the answers to Your
Overt Benefits , Real Reasons To Believe and Your Dramatic Differences.
What are the differentiating or Overt
Benefits of our services?
Why do you believe an investment is
well spent with Us?
How are We Dramatically Different than
a rival enterprises?
Action Item: Start By Asking these 3 simple questions to at
Least 3 people you will be working with today.
Slide 19
Primary Research is a great tool to help in understanding the value that the market places on your unique Value Proposition.
It can also enable you to move ahead quickly, leapfrogging situations that
foster intense rivalry (or a race to the bottom with regards to price positioning).
Slide 20
Are there any areas in which our company falls
short when compared to other suppliers?
3% 6%
9%
12%
21% 23%
26%
Ship Quantities In-house Capabilities and Expertise Lead Time Customer Service and Communication Planning & Scheduling Price and Price Management
What, if anything, we can do to win more of your business?
3% 3%
3%
3%
6%
6%
6%
8%
11% 14%
37%
Discontinuance Notice Improve Product Quality Improve Product Applicability
Explain Product Roadmap Additional In-house Capabilities and Products Reduce Lead Time
Improve Planning/Scheduling Improve Responsiveness, Communication, Follow-up Lower Price
“They tend to be pretty arrogant,
it's their way or the highway, so
they are not very customer-
oriented. It is not any one
individual. It is just their company
philosophy.” Big Client, John
Smith, Head Engineer
Slide 21
Survey Tools
Good
Better
Best
Design Your Survey Questions and Get Started
Slide 22
The Compilation of Secondary Data Points Can Drive your Strategy
Company Total Revenue
(US$) Domestic Revenue
(US$) Total
Employees
Boeing $64.3 Billion $38.1 Billion 160,500
AgustaWestland $50.5 Billion N/A 10,433
Lockheed Martin $45.8 Billion $38.4 Billion 132,000
Northrop Grumman $34.7 Billion N/A 117,000
General Dynamics $32.4 Billion $28.5 Billion 90,000
BAE Systems $32.6 Billion N/A 98,200
Bombardier Aerospace $17.6 Billion 1.0 Billion 65,370
Cessna Citation $10.5 Billion N/A 8,500
Sikorsky $6.318 Billion N/A 17,000
Eurocopter $6.4 Billion 784 Million 15,000
Piasecki $5.0 Million 5.0 Million 56
Bell Helicopter/Textron 4.2 Billion 599.2 Million 8,172
Top Regional Firms
New York, with a total of 30 aerospace players claims the largest
share in the five-state area. Pennsylvania is second, with 13.
Government reduced their
spending on defense… Aerospace and Defense - Annual Forecast Table
Annual Indicators Units 2009 2010 2011 2012
Revenue
Sales Revenues Mil. $ 415,931 433,620 448,576 483,721
change year ago % 8.7 4.3 3.4 7.8
Major Diversified Companies Mil. $ 218,647 226,099 226,862 240,880
change year ago % 8 3.4 0.3 6.2
Aerospace & Defense Suppliers Mil. $ 197,284 207,521 221,714 242,840
change year ago % 9.6 5.2 6.8 9.5
Slide 23
Some No Cost Secondary Research Sources…
Action Item: make an effort to explore research available through
your industry trade association or in a supplier’s Annual report.
Slide 24
Slide 25
Competitors Company X
Note: Competitor metadata descriptions include those of Hartz, D&D Commodities,
Kaytee, Nunn-Better, and Red River Commodities
Competitive Benchmarking
Slide 26
26
Hartz
Kaytee
Hagen
Red River Commodities
D&D Commodities
Higgins Premium Pet Foods
Vitakraft Sunseed
Wagner’s
Company X
Nunn-Better
Performance Seed
• The website www.companyx.com ranks 2,079,411 of the 4,054,028 websites that have been ranked so far.
• A website grade of 49/100 for www.companyx.com means that of the millions of websites that have previously been evaluated, an algorithm has
calculated that the F.M. site scores higher than 49% of them in terms of its marketing effectiveness.
• The algorithm uses a proprietary blend of over 50 different variables, including search engine data, website
structure, approximate traffic, site performance, and others.
• CompanyX has 183 pages indexed or stored on search engines (to support web optimization) in comparison to rivals like Hagen with their 23,000
and Hartz with over 5,300. Aside from the outliers in this category, the average index ranking was 231.5.
Website Assessment Tools make for Quick Benchmarking
Slide 27
Competitive Benchmarking
Market Research Tools
• Word Cloud Tool:
– www.tagxedo.com
• Website Assessment Tools
– SEO Scores | www.seoscores.com
– Pear Analytics | www.pearanalytics.com
– Website Grader | www.websitegrader.com
Action: Use these tools on your site and your competitors’ sites
Slide 28
Product Portfolio Analysis A simple chart can assist any size corporation in deciding
how to allocate cash among their strategic business units.
The Boston Matrix categorizes an organization's strategic
business units as "Stars", "Cash Cows", "Question Marks",
and "Dogs“.
Doing so helps in the allocation of cash, moving money from
"cash cows" toward "stars" and "question marks" that had
higher market growth rates, and hence higher upside
potential.
Slide 29
$
Grow
Invest If Needed
To Create Cash Flow
Bus
ines
s G
row
th R
ate
(Mar
ket
Gro
wth
Rat
e )
Gro
w
Relative Position (Market Share)
High Low
Boston Consulting- Growth Matrix
Slide 30
Grow
Invest If Needed
To Create Cash Flow
Bus
ines
s G
row
th R
ate
(Mar
ket
Gro
wth
Rat
e )
Gro
w
Relative Position (Market Share)
High Low
Boston Consulting- Growth Matrix
Action Item: Define Where Your Strategic Business Units Fit on the matrix
Supplier (Third-Party Partner) Power – Low - Growing number of third-party suppliers - Various sizes/structures of suppliers - Relative ease switching partners - Limited distinction across third-party groups
Substitutes – High - Low cost of switching - Non-consumption - High buyer flexibility/low perceived
difference among consulting groups - High degree of service alternatives
Buyers – High - Low cost of switching - Very price sensitive - Low perceived difference among service
providers - High degree of service alternatives
Competitive Landscape
Randomly Selected Rivals: 1. RPA Inc. 2895 South Reach Road Williamsport, PA 17701 http://www.rpainc.org/ 2. ESA Marketing, Inc. 416 Pine Street #201 Williamsport, PA 17701-6228 No website/employees 1-10 Revenue – $96K 3. Kolb Net Works (Web-based marketing) 334 East 4th Street Williamsport, PA 17701 http://www.kolbnetworks.com 4. Manufacturer & Business Association (Headquarters in Erie, PA) 2401 Reach Road, Suite 102 Williamsport, PA 17701 http://www.mbausa.org/ 5. North Central Pennsylvania SCORE Williamsport, PA 17701 http://www.lycoming.org/score/
R
Competitive Rivalry – High - High number of competitors - Limited differentiation - Risk margins for project volume - Varying levels of service sophistication - Varying levels of key account
“connectivity” and service migration
Barriers to Entry – Low - Services are knowledge-based and require expertise, but most professional service companies strive to be more than one-trick- ponies, as such full-service consulting is an area that offers mass appeal. - Brand identity builds confidence; this limits the real-world growth potential for a one person shop, but the downsizing of many former execs has placed many new owner/operators out in the field. - Minimal investments in technology and infrastructure are required; a website, shared office space, and little more are all most players need to be in business.
Slide 32
Threats:
are external elements in
the environment that
could cause trouble for
the business.
Strengths:
are characteristics of the
business, or project team
that give it an advantage
over others.
Weaknesses:
are characteristics that
place the team at a
disadvantage relative to
others.
Opportunities:
are external chances to
improve performance
(e.g. make greater
profits)
Helpful Harmful
Inte
rna
l Exte
rna
l
Action Item: Define Your Strengths, Weaknesses, Opportunities and Threats
Slide 33
Mind Mapping Can Help Create Structure
Action: Download FreeMind and Get Started with your mind mapping
http://freemind.sourceforge.net/wiki/index.php/Main_Page
Slide 34
We Believe in Holistic Approach towards Growth…
sustained
This includes:
• The foundation for a sales and marketing strategy
• Primary & secondary market research
• A clear and distinct value proposition
• Scouting relevant market opportunities that match competencies
• A call-screened, custom database development recording
category- specific decision makers
• Continuous marketing to decision makers (letters, post cards,
emails and the web in general*)
• Internal sales support ( we average 20 hours per month)
Slide 35
Profile Target Opportunities
Build Databases
Create Messaging
Communicate to Target Markets
Get Sales Appointments
Products Markets
Sellers Decision Makers
Market Needs / Pains
Unique Selling Points
Structured Outreach
Qualified Leads
Why It Works…
Slide 36
One Page Overview
Build a Springboard Finalize Boston Matrix
Define available support assets
Establish communication channels
Allocate resources
Engage in brand-building
Commence active outreach
Initiate Plan Launch Establish clearly defined initial target opportunities
Communicate with category-specific decision makers
Develop one-on-one category manager campaigns
Fortify web presence
Create sell sheets, bios, emails & mailing pieces
Continually drive brand position
Create buzz; spark demand pull
Drive volume
Get Social, Grow Sales Connect with buyers via events from webinars to networking groups
SEO: eventually own the category
Start link building across key channels
Exploit PR web tools
Integrate email communications tools; trade clients & end users
Dominate social media with relevance
Provide support back to trade partners
12-Month Sales and Marketing Efforts
Slide 37
Timeline: 0 to 12 months
Objectives: Enhance Online Presence, Expand Sales Function
Online Recommendations:
Sharpen online brand identity across key service areas
Benchmark key competitors; update web site in order to enhance online branding, improve SEO results
Maintain regular updates (based on recommendations elsewhere in this report) to stay in front of shifting market trends
Develop online sales and support systems to foster user interface
Offer value-added features like a regular, informative eNewsletter developed to improve buyer loyalty and reinforce brand image
Marketing/Communication Recommendations:
Utilize sales agents to expand relationships with key sales outlets and distribution channels, e.g. big-box and discounters
Leverage PR, social media, and print/online marketing to announce news
Use ongoing eNewsletter campaign to promote quality and unique attributes of new product(s); stress alignment with customer
trends and opportunities that IMC can offer to its clients
Benchmark marketing/sales approaches used by consulting groups to help expand market penetration
Look at developing online promotions and unique landing pages to create market pull (i.e. free lean assessment)
Develop and deploy web-centric promotional efforts to gain traction with new prospects.
Overview:
These suggestions are designed to ramp up market interest over a relatively short period of time. They minimize initial cash
outlays required to grow, and for the most part utilize IMC’s existing sales and marketing infrastructure to maximize effectiveness.
As IMC commits itself to this process, Leadership should review the previous pages related to objectives and go on to set realistic
sales goals for this period of 12 months and proceed with a broader market expansion when initial goals are met.
Snapshot of Suggested Marketing Activities
Slide 38
Slide 39
We Structure
Slide 40
What’s Your Value Proposition?
You can not have an effective business strategy if you are not able to successfully answer this question.
Slide 41
We Have Good People
We Have Good Quality
We Are Always Near or On-time With Delivery
We are Not the Cheapest-But Not the Most Expensive
That’s What He Said
Did your answer start with any of the following?
Slide 42
Insider Tip:
BEING BOARING
CATCHES UP TO YOU!
Slide 43
Slide 44
1. Get Personal- Amazon
2. Sell Happiness- Coca-Cola
3. Live Up To Your Promise- FedEx
4. Keep it Cool & Fun- Apple
5. Design an Experience- Target
6. Stay Consistent- Ford
7. Can-Do Attitude- Nike
8. Forge Connections- Starbucks
9. Serve Up the Quirky- Southwest Airlines
10. Focus on the Customer- Nordstrom
Slide 45
.
Nothing catches customer attention more
than telling what YOU will do for THEM!
And, It’s not boasting when you deliver….
Slide 46
Playing Up Your Strengths Will Enable You to Outperform your
Resources & Outpace Your Threats!
Slide 47
What do you give customers in exchange for their time, money and effort?
Today’s customers demand a good reason to spend their cash.
“AutoZoners pledge to always put
customers first!
We know our parts and products.
Our stores look great!
We've got the best merchandise at
the right price. "
vs.
Slide 48
Your Promise to Customers Requires an External Focus.
Its not just about the resources you have; it is how you sell them.
“AutoZoners always put
customers first!
We know our parts and products.
Our stores look great!
We've got the best merchandise at
the right price. "
Positions “Zoners” as Experts and conveys to the customer
what they will receive in exchange for their time, money
and trouble.
Closes with a focus on quality and value.
This Customer Promise is also a useful tool in communicating corporate expectations across an employee
base that spans thousands of people. It is simple and it is selfless.
Slide 49
Slide 50
Faster than a speeding bullet.
More powerful than a locomotive.
Able to leap tall buildings in a single
bound.
Look! Up in the sky!
It's a bird. It's a plane. It's Superman!
NOW THAT’S A VALUE PROPOSITION
Slide 51
So What's Your Super Power?
These 3 Steps Can Help You Figure Things Out.
Slide 52
Survey Your Customers.
Develop a series of questions to learn about why your market
prefers you to all of the other potential solutions.
Interview Your Best, Middle of the Road and Former Customers.
Define the Good, The Bad and The Ugly so that your value proposition can
be foraged from facts.
Slide 53
Talk With Your Teams.
Develop a series of similar questions to learn about why your
people and your supply chain partners think that the market
prefers you to all of the other potential solutions.
Capture their perspectives the Good, The Bad and The Ugly so that your
value proposition can be foraged from facts.
Compare internal and external perspectives and build the parallels into
Your value equation.
Slide 54
Use a word cloud as your looking glass
If you are not seeing fundamentals of your Value Proposition on your
Website or in your presentations….You should probably get to work.
Slide 55
