Who’s your customer?

B2B, differentiation, ideal customer, Marketing, Marketing Ecosystem, messaging, Product Management, Sales, segmentation, single target market

This is one of the most critical questions for any product management person or a marketing person and further any sales person.

I have written various articles on this same topic taking a hit at it from various angles. Some people people call it the Ideal customer profile, some the single target market.

The critical issue is that person and what could be going on in the mind of that person which will make him think about talking to you, responding to your message, asking for your white paper etc.

Understanding this one concept is such a core to all of marketing that not addressing this one issue will cause all your differentiation be useless.

Inspite of so many years doing marketing, if I get this one thing wrong, my whole plan goes for a toss. Sometimes your colleagues will tell you that its such a small slice of the market so you should expand your attributes. Slowly you start diluting the ideal profile and the marketing becomes cluttered and the message does not attract anyone.

You also need to be clear therefore on who is not going to be your customer , so that when your message starts getting diluted your alarm bells start ringing.

Once you have clearly defined this customer – even in B2B – its a person whom you will need to profile, then the company, then the industry. What’s going on in the mind of that one person, who else is selling to that person, what could be the challenges of that person. There’s no doubt its more difficult to do this profiling than it’s to do for the consumer segment because there are many more people involved in a B2B environment.

On the other hand its easier to profile industries, loss or profit making companies etc. because that data is publicly available. In addition you have tools like Linkedin which can help you identify the colleagues of the profile, you can identify the statements made in the public by their executives etc.

Once you are clear on this one aspect, then the other things like the economics, the batch size of the market, the go to market strategy, the marketing ecosystem you need etc. become easier to handle.

Till next time then.

Carpe Diem!!!

Competition is a good thing – Part 3

B2B, competition, differentiation, Marketing, Product Management, Sales, single target market

I had written 2 posts on this topic in March this year. I got a lot of likes for those posts.

For all those of you who are in marketing and sales, you can look at competition in a slightly negative way because they they take your deals away or they feed all the negative news about your company and you.

The first aspect that you need to be clear about is who is your direct competition and who is your indirect competition. For a computer seller who is selling a spreadsheet program in the market – Microsoft and Google resellers could be competition directly. But a paper register and a calculator can be an indirect competition. Depending on the size of the transactions that are done, a paper register can be used to note the transactions and a calculator can be used to do the addition, multiplication etc.

So why is this important. You need to see from a customer perspective – what is the outcome you get for the customer. What are the various ways that a customer can achieve the same outcome using your competition.

So taking the example above you know that you cannot provide value to a customer who can achieve his transactions on a paper register. So that segment of the market gets eliminated.

Now lets look at the other end of your competition which is direct. For example purposes we said its Microsoft and Google. So if you are in marketing , product management or sales, your first agenda will need to be to identify the specs on how your product performs on non-Microsoft platforms. Put another way, you would like to enhance the qualities of the product on non-Microsoft platforms.

Which makes your target market segment that much more well defined.

Its always better to dominate a small segment of the market than to be a nobody in a very large market.

Whenever you are entering a market, I have always maintained, you have to start with only a well defined Single Target Market only. Only after you dominate that, should you look to expand.

Till next time then…..keep looking out for competition from all directions.

Carpe Diem!!!

Riding the elephant – using the power of relationships – 2

Marketing, Marketing Stamina, Product Management, Symbiotic relationship, Trust

While I wrote yesterday on one of my favourite ways for a small unknown company to grow big, by working with an international giant, trying to make inroads into the country, this process is not without its pitfalls.

First – Its a long process where you have to first find the right company, then the right product for you in this company and then right people who are willing to interact with you and take you forward. You have to make investments without any commitment from the principal company that they will help you get business. Even if they make any commitments, it has no value if they themselves are not able to get business. I have invested some times, almost a year and a half before we actually started getting cases where the sales people started taking us and putting us in front of the customer. But once the deal flow started it was a huge amount of business. You need to have stamina to last that long period.

Next you have to build trust with the sales folks, the technical folks etc. Not everyone will be happy to assist you. Not everyone will want to help you. In a lot of cases they may also see you as competition. In addition sometimes the sales people may want to get the deal at you expense, because they have their target to meet.

So as a rule of thumb look when you are looking at these companies, you need to consider what is their partner program. Are they focussed on building a partner ecosystem. If they are a partner focused company then they will have global policies on handling partner related issues and the chances of you getting short changed are reduced.

Third – the product or service of this company should actually sell in your market. To add to it the customer should be willing to take your add-on product or service with the main product. I have had many instances where the company we thought had a great product did not move in the Indian market at all.

Last but not the least you have to remember that they ( the elephant that you are wanting to align with ) are in it for their interests, not yours. So they will take decisions keeping that in mind. Sometimes those decisions will go against your interests. Nothing personal. You will just need to hop off this elephant onto another one.

Irrespective, the relationships you build with people based on the philosophy of giving first then expecting will help you a long way. Like if you feed the elephant before climbing its back, the elephant also takes care to ensure you have a safe ride.

Till next time then.

Carpe Diem!!!

Price versus value, cost versus value

differentiation, Marketing, Positioning, Product Management, Value, value proposition

This is a pertinent question in marketing or sales. I keep getting the statement – the price is too high – compared to what?

Does anyone going to a Ritz Carlton or a Four Season hotel say the price of the room is too high. Does anyone who is buying a Roll Royce or Lamborghini ever say the price is too high. For a lot of people the Mona Lisa is just another painting, but for a lot of others it could have huge value hence its kept under so much security unlike another painting in the Louvre museum.

I think its the marketing and sales teams’ responsibility to position the offering that they have, correctly. This does not mean that there won’t be competitive situations. Especially in technology marketing where the entry barriers are very low, the competition heats up very fast.

Even in technology companies though you will see that there are disruptors who come in and take away a large share of the market suddenly but companies like IBM , Oracle and others who continue working on giving more value to their customers and charging a distinct price differential.

The key point that needs to come out is Value. Like beauty lies in the eyes of the beholder, value is specific to the buyer. Unlike Gold which has a fixed value defined, most other things like houses, shares etc. all have relative value. For one person who is selling a share the value is less than the price he is selling it at, while the buyer is seeing more value than the price she is paying for it, hence she is buying it.

Similarly if the customer see the value that you offer for your product same as what someone else offers, then the only differential is price that the customer can work on.

One of the best ways to reduce the cost/price value argument is to educate the customer so she sees you as the authority on the subject. I have shared multiple posts on how education has eliminated the price discussion from the buyer’s mind altogether.

Other ways off course include things like the ecosystem – if you are part of a proprietary ecosystem than you have very little competition – IBM Mainframes , Apple and others have very strong ecosystems and the discussion on just price does not take place.

The key for any marketing or product management person is simple they have to be able to build the value of the product or service in the minds of the customer preferably through education. For the sales person its important to identify and understand the value that the customer is looking for before easing time on a deal.

As I said earlier “VALUE” lies in the mind of the person buying.

Till next time then.

Carpe Diem!!!