Marketing

 
   
 
   

Marketing & Business Development

 

I have directed business development and marketing several times. I led business development for a company producing state-of-the-art infrared imaging systems for homeland security and military applications. Systems like these came with in the six-figure price tags, but advances in microbolometer sensor technology were bringing economics in-line with high-value security and industrial appetites. I lead the development and launch of a suite of high-performance commercial infrared imagers with price-points from $8,000 to $18,000. Gap analysis played prominently in pricing and product differentiation against larger, well-entrenched competitors. (See the graphic on this page.) A modular architecture enabled interchangeable PnP hardware and switchable software features that addressed multiple verticals.

image 1

 

 

image 1

Customer Acquisition

Your business development plan ultimately flows into your overall success.  Marketing and new business development looks at a broad range of strategic challenges - product placement, pricing and future product offerings to name just three.

I can provide the resources and expertise to bring an informed and vibrant marketing strategy for all products and services to your strategy table.

 

 

 

 

 

 

User Needs & Product Placement

Your business development plan ultimately flows into your overall success.  Marketing and new business development looks at a broad range of strategic challenges - product placement, pricing and future product offerings to name just three.

I can provide the resources and expertise to bring an informed and vibrant marketing strategy for all products and services to your strategy table.

 

 

 

 

 

 

Product Development

Product development is a strategic rolling process aimed at producing products and services that meet customer needs while meeting the financial goals of your business.  It is a multidisciplinary undertaking that really calls for direct guidance for company executives.

Clearly its important. This is where an organization spends money on their future. It's an accumulation of Program Management, Engineering Development, Marketing and Financial Control all focused on a product or service defined by market needs. Managing people, resources (not the least of which is cash) and competencies to quickly and efficiently launch a minimally viable product (MVP). Contact me - I'll share some of the work I've done here.

image 1

 

Product and Service Roadmaps

As a developer and manager of product road maps (for example, above), I know the challenges of meeting future market needs.  I can add value and lead teams through market and product development activities that keep business on a success track.

Product Roadmap

 

Product and service roadmaps are broader in scope than ever before. Dynamic markets mean the competencies, strengths and business processes fueling success today could face declining value tomorrow, and, in turn, the need for business reinvention in support of future offerings. This can be a real challenge, especially when:

  • The current market success formula is a source of great cultural pride.
  • Owners and founders have been substantial creators of the current - successful - approach to the business.
  • Your market faces substantial competitive disruption.  See my Competitive Framework graphic (below).

I have managed product/service roadmaps (for example, above) and have these experiential comments - some painfully learned.

  • Your product roadmap serves your business goals. Do not reverse the hierarchy.
  • Make fully informed decisions, use data, get input from all sources and stakeholders.
  • Balance the input of corporate functions and key collaborators. Understandably, each might overweigh their recommendations to their strengths.
  • Get stakeholder buy-in. Include channel players and business partners where appropriate. Those who row the boat should know the destination.
  • Stakeholder support should survive imperfection. Identify and communicate risks. Don't surprise stakeholders - particularly investors - with identifiable setbacks.
  • Know that the world changes. Plans will need to change to keep current.
  • Commit the assets key to reaching success hurdles: People - Mindshare - Competencies - Time - Equipment - Capital.
  • Be objective. Be wary of plans that fall comfortably within existing strengths.

 

 

 

 

 

 

Competition

One look at my graphic above and you will start to see the many faces of your competition.  No one faces the competition like your sales team.  The point is there is a wealth of competitive knowledge that needs to be available to the rest of your business. 

Whether marketing, product management, operations or even finance, identifying and mitigating competitive threats is essential to ongoing growth and success.  I am a hawk for understanding the competitive landscape.

image 1

 

 

 

 

 

 

Channel Partners

As relationships between your team and your channel partners grow, so does your business.  Channel partners include Value Added Resellers (VARs), distributors, commissioned representatives, co-marketers, co-promoters, internet resellers, and more.  Nurturing your relationship with these constituents is mission critical to your success. 

Understanding their independent goals and actions can be tasked to sales management.  From the formality of a negotiated contract, to the informality of a handshake, I can manage channel partners to the advantage of all.

image 1