It was a very interesting meeting. The company leadership recognized they are not addressing the need for mind-share development to enable them to move into new markets with their existing product suite.
"Why Me?" MessagingIn other words, they are doing a great job messaging to their existing markets with “Why Me?” product messaging and content and are effectively taking a larger share of the pie.
"Why Change?" MessagingThis is where a “Why Change?" message, coupled with opportunity and attuned to the buyer’s strategic imperative for change is required, to get visionaries and early adopters to pay attention and to grow the pie.
The opportunity to move into enterprise markets will enable the company to sell order of magnitude larger deals to customers looking to create competitive flexibility vs. fulfilling the need for a single unit of their solution into a department that has identified the need.
PositioningAccording to Wikipedia, “ positioning" is the process by which marketers try to create an image or identity in the minds of their target market for its product, brand, or organization.”
The marketers I met with are 4-year veterans of marketing automation platforms HubSpot and Marketo and mature in their understanding of demand generation and marketing automation and the direct link between quality content creation attuned to the buyers needs and goals and higher search engine rankings.
Mind-share is Linked to Search Engine PositioningThey understand that in order to achieve positioning in the mind of the buyer, they first need to achieve page 1 search engine positioning for the key-phrases their new audience is likely to be using… and this means generating quality content attuned to buyers needs and goals.
I didn’t need to sell them on the need for a structured approach to marketing messaging or the need for a messaging architecture to enable content creation across the company that resonates with what buyers are trying to achieve, -they are actively seeking it.
Product Training isn't EnoughSimilarly they recognize that their direct sales team is well equipped with product knowledge to respond reactively to growing demand, where the salesperson responds to an RFP, configures the solution, submits a pricing proposal and processes the order…. hopefully.
They admit their salespeople are poorly equipped to have proactive “why change” conversations with enterprise buyers however.
What’s Wrong with this Picture?There are many who might say that there is nothing wrong with focusing on their existing market and full speed ahead with sales and marketing. However with a disruptive innovation, the creation of mind-share in new markets is a marketing imperative in addition to those they plan to dominate.
Kodak is an excellent example of the “innovators dilemma” – they grew to dominate every segment of their highly profitable silver-halide film processing market and nearly went under because they failed to adapt their business to digital image processing.
Connect Buyers to your Big Idea