Pointers to consider, taking your product / services to market

1. Market Entry Strategies
Pointers to consider, taking your
product / services to market
Anand Subramaniam

2. “Men never plan to be failures; they simply
fail to plan to be successful.”
- William A. Ward
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3. Highlights
 Conceptual Overview
 Pointers – Why, What, Where, When etc
 As-Is ~ To-Be
 Planning Process – How Aspect
 Further Information / Pointers
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4. Conceptual Overview

5. Integration
Strategic Planning
Market Development
Business Development
Sales
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6. Roles
Business
Marketing Sales
Development
• Branding
• Influencing • Revenue
• Collateral
• Relationship • Qualification
• Advertising
• Gather Intelligence • Change Agent
• Strategic Direction
Executive Dialogue • Tactical
• Competitive Analysis
• Strategic Action • Short Term
• Product Definition
• Lead Generation • Medium Term
• Pricing Analysis
• Trade Shows
• Packaging
• Long Term
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7. Client Value Proposition
Product / Service
Attributes
Client
Value
Relationship Image
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8. Critical Success Factors
 Know your limitation with regard to people, $$,
timelines, risks, assumptions
 Focus & ownership
 Timely communication on success / failure to
senior management
 Determine how success will be measured
 Refine, Refine, Refine
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9. Key to Winning..
 Persistence wins
 Don't wait…initiate
 Ask for the business
 Meet more, write less
 Build relationships first
 Get to the decision maker
 Make your resources tangible
 Don't sell to an unqualified lead
 Don't play the game without preparing
 In selling, bigger is not better…start small
 Focus on issues, not products…start with the "heart of
the matter“
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10. Pointers – Why, What, Where, When
etc

11. Value Proposition / Differentiation
 Why do your suspects / prospects see a need for
your solution in the market place?
 What trends drive the current and future needs of
the targeted customers you want to serve?
 What makes your solution so different or so special?
 Why would anybody want to buy your solution, as
opposed to your competitor’s solution?
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12. Industry / Vertical Segments
 Why customers in this industry / vertical segments?
 What characteristics are important to your firm?
 What is the estimate size per segment and how will
they develop over time? Why?
 What is the market potential ? What time-lines are
you talking off?
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13. Business Model / Market Share
 What products and services will your target customers pay for and
not pay for and how will it develop over time?
 Will you be develop the market yourself, or will you use channel
partners?
 What parts will be outsourced and who will be your key partners in
the region (country / state)?
 Why and what elements do you see are opportunities for developing
partnerships in this field?
 What is the role and responsibilities of your channel partner?
 How will the partnerships be sourced, structured, monitored and
removed if they are underperforming?
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14. Competition / Sustainable Advantage
 What companies (competitors) do you know that offer
similar products / services to your target customers -
or are likely to step in to compete in your target
segments?
 How strong is the competition in each segment, and
what makes you think that you will be are able to 'beat'
them with your solution / products?
 How do you plan to build your 'sustainable competitive
advantage'? (example - creating entry barriers,
developing value adding functions over time, etc.)
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15. Market Entry & Position
 What risks / opportunities are you aware off?
 What strategies will you build to defend your
market position? For example:
 Time-to-market
 Speed to build your position in the region
 Anticipated competitors (i.e. their present position,
lock-in effects of customers / channels etc.)
 Investments into branding your product (seminars,
breakfast shows)
 Resource squeezes (e.g. people, budget, ) and its
impact on your growth plans
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16. As-Is ~ To-Be

17. Customers = As-Is ~ To-Be
 How many customers at present are using your product?
 How do you know that these customers are being served
successfully? What is the current satisfaction rating /
customer experiences?
 How many new customers do you need to target /
attract, in the next quarter and why?
 What product / service elements, already generate
revenues, and how will this develop over time?
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18. Channels = As-Is ~ To-Be
 What marketing & distribution channels have
you targeted, and how are you going to build
them (milestones / timelines)?
 Have you already signed agreements with
these channels?
 How do you hope to develop a brand?
 What are your strategies for marketing , sales
and pricing?
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19. Product / Service = As-Is ~ To-Be
 What is the status of your product /
service and what milestones have you
planned for further development?
 What strategy / strategies do you see for
your product development? (goals and
milestones)
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20. Organisation = As-Is ~ To-Be
 What is the current and future status of
your organisation?
 How do see your organisation grow?
 What milestones are you working
towards with regard to acquisition and
training of your resources?
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21. Infrastructure = As-Is ~ To-Be
 What infrastructure do you need, to
support your activities for development,
delivery and service?
 What resources will you outsource and /
or do you build ourselves? Why?
 What (intermediary) goals and
milestones have you set?
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22. Resource = As-Is ~ To-Be
 What key-qualities should be represented in
your team to successfully market, develop,
produce and grow?
 Who are on your team now, and what are their
core competencies, capabilities? (key skill sets
of your current and future team members).
 In your opinion, what qualities are missing? And
how will you fill the gap?
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23. Investments / Financial = As-Is ~ To-Be
 What investments will you need to develop products / services
and when?
 What costs will be incurred to build your organisation, develop
marketing etc. and when?
 When do you foresee the next sales - and how will your sales
volume develop over time?
 What resulting cash flows do you project (ranging from
optimistic to pessimistic)? What factors are the strongest
drivers for any changes in your forecasts?
 In each scenario - what financial support would you need and
when?
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24. Planning Process – How Aspect

25. Market Analysis
 Conduct an analysis of the size and growth of your market (industry /
geographies)
 Ascertain the trends in your industry and how they affect your activities
 Analyse the types of customer groups within your market
 Analyse and determine which segments are most profitable
 In the prioritised markets - outline key go-to market solution initiatives,
market maturity (propensity to buy and pay), plus SWOT analysis
 Top ranked organisation within the prioritised markets and your go-to market
strategies.
 Channel partner landscape – now and future
 Critical success factors (example - people, product, systems, recruitment,
training, investment, marketing, seminars etc)
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26. Growth, Revenue, Profit Objectives
 Outline the time plan to achieve the above objectives
 Proposed revenues, cost structure for the above
 Resource requirements – number, skills, location, service utilisation
projected
 Support cost – travel, equipment, overheads
 Marketing plans & costs - events, types, where, when
 Royalties to parent company
 Salary cost - bonus and commissions
 Proposed sales coverage, targets, KPIs, etc
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27. Assumptions
 Product/ Services – there is a market  Promotion: Advertising (online and
traditional), PR, industry analysts,
 seminars, trade show plans, and other
Sales: Internal and external sales promotional activities have been
teams trained and ready to sell. All established to ensure that existing and
required supporting materials are in new product / services are
place. communicated to all key stakeholders.
 Market Planning: Product pricing,  Channels/Partners: The required
product structure, and packaging have partners for current and future
been established. The launch plan product / service offering have been
ensures target markets will be reached identified. Each partner has been
through the launch activities. trained on the new product, and the
proper incentive plans / contracts have
 Marketing Collateral: Product been created.
brochures, marketing materials,
Website materials, competitive  Customer: Customer communications
analysis, and other sales tools are plans have been established. Upgrade
available to help ensure sales paths have been explained. Training
success. materials have been created and
training sessions arranged.
 Support: User manuals are in place
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28. Further Information

29. Other Slideshows to Review
 APAC Go-to-market Strategies - http://tinyurl.com/rajbdw
 Benchmarking - http://tinyurl.com/ohbny4
 Business Plan - http://tinyurl.com/paxobq
 Channel program - http://tinyurl.com/oppzvl
 Competitive Intelligence - http://tinyurl.com/p2t9tz
 Market Research / Intelligence - http://tinyurl.com/nwhezy
 New Product Development - http://tinyurl.com/psgzaf
 Sales & Proposal Process - http://tinyurl.com/qxy32g
 Sales Performance Measures - http://tinyurl.com/ntmwm9
 Turnaround strategies - http://tinyurl.com/pww8tz
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30. “Try not to become a man of success but
rather to become a man of value.”
- Albert Einstein
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31. Good Luck
http://www.linkedin.com/in/anandsubramaniam
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