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Marketing
1. CLIENT OBJECTIVES
You have asked us to drive GTM strategy and execution in a way that achieves your
overall objectives of ROA improvement, margin expansion and more than 10% annual
revenue growth in Infrastructure Services. You expect our team to assume ownership of
three levers that directly affect these outcomes. In decreasing order of urgency, these
levers include:
While a majority of the effort in 201X will focus on sales productivity, achieving our
objectives requires all three levers to work in unison.
2. FOCUS AREAS
The most pressing challenges highlighted by the stakeholders fall into the marketing
disciplines of Awareness, Product Marketing, Demand Generation and Sales
Enablement. These challenges translate directly into opportunities for our team to make
a difference.
Branding and Awareness
The umbrella story is neither compelling nor well understood. The overarching
Infrastructure Services messaging, positioning and value proposition needs to
1
o Align with the corporate story, capturing synergies with Application Services.
o Appeal to a business-level audience (CIO, CFO, LOB) and a technologylevel audience (CIOs team, developers).
o Be useful across the sales cycle and different selling motions.
Awareness of our Infrastructure Services capabilities is low in some markets,
overshadowed by your companys reputation in Application Services.
Offering definition, packaging and messaging was cited as the top concern
overall by some sales leaders as well as by corporate marketing. Basic
deliverables that communicate the portfolio in a globally consistent manner are
lacking, resulting in improvised content development at the country level.
Portfolio readiness was also cited as the top concern overall by some sales
leaders. The perception is that our emerging Cloud Services portfolio is not fully
available at the regional level.
o Delivery readiness issues include a lack of lifecycle management process
and unit costing.
o Sales readiness issues include a lack of pricing models and demos. While
your emerging portfolio is not meeting sales goals, none of the stakeholders
thought the portfolio itself was unbalanced.
Reference-ability of customers, while only one of the deliverables of a content
refresh, was highlighted as a low hanging fruit opportunity.
Demand Generation1
Sales Enablement
Sales training on GTM plays, value propositions, proof points and pricing models
can contribute to closing the large gap between top performing and average sales
reps. Some of the sales reps were described as reactive, relying largely on
1 This
covers offline and increasingly online campaigns to directly build a pipeline. It includes events but
also customer relationship marketing, which consists of account-based engagement and measures to
increase loyalty and share of wallet.
Marketing Operations3
2
This
covers analyst relations, public relations, sourcing advisors and other market shapers such as
bloggers.
3
This covers enabling marketing infrastructure and capabilities, including budgeting, planning,
performance management, program management as well as operational processes, systems and people.