© Value Prop Interactive All Rights Reserved · Jose started Value Prop Interactive over 10 years...

Jose started Value Prop Interactive over 10 years ago in order to integrate the art and science of strategic messaging across the marketing and sales disciplines.

Jose says, “I love to help people see and articulate their best value – to help them stand out in crowded and competitive markets!”

He is most proud of the truly unique “Learn-do” programs the company has developed and deployed to help sales and marketing teams in a variety of industries.

Palomino holds an MBA from Villanova University where he teaches Strategic Marketing Management for the graduate school.

▪ Dec 13 - Define Your Core Strategy

▪ Dec 20 - Identify Your Ideal Customer

▪ Dec 27 - Sharpen Your Best Value Proposition

▪ Jan 10 - Competitor Proof your Offering

▪ Jan 17 - Sharpen Your Pricing

▪ Jan 31 - Pull it all Together and Get Going!

• that is operating in

the background.

• Especially email!

• Silence your phone, close the door.

• Take notes…

Give yourself permission to

something that will

• You will all be on mute during this session.

• I will ask you some questions and you can respond in the QUESTIONS area.

• Your responses will be private

and only visible to me.

• When we get to our Q&A time at the end, you’ll use this too.

You’ll need about 10 sheets of

paper (any kind)

You’ll need about 10 sheets of

paper (any kind)

…You (now or in the near future) operate a Membership Site

Many organizations struggle to identify the problem they solve from their customers’ point of view.

The key to unlocking the revenue puzzle is being crystal clear on the problem you solve for your ideal customer.

We’ll help you describe this more effectively.

Mission Growth CostsProfits Ops People Personal

We’ll help you quantify what makes your best customers your best customers (it may not be who you think!) and how to get more of them!

• Know Thy Members… are People

• Know Thy Members’ Motivations

• Know Thy Members’ Requirements

• Design Your Real and Best (i.e. Ideal) Member

▪ Who do you have experience working with?

▪ What are the appropriate level decision-

makers?

▪ Industry?

▪ Geography?

▪ Company size?

▪ Who are you organized to do business with?

▪ Whose problem can you solve best?

▪ Who is your customer?

▪ Historically

▪ Ideally

- Turbine related Equipment

- Historic Customer=Any Turbine Users- Ideal=Mission Critical Turbine Users

SAMPLE

▪ Who do you have experience working with?

▪ What are the appropriate level decision-makers?

▪ Industry?

▪ Geography?

▪ Company size?

▪ Who are you organized to do business with?

▪ Whose problem can you solve best?

▪ Who is your customer?

▪ Historically

▪ Ideally

• Customer Personal Profile

▪ Their Objectives

▪ Their Problems

▪ Their Challenges

▪ Their Fears

▪ Their Opportunities

-Tight labor availability requires them to push to the limits w/o maintenance.

SAMPLE

• Customer Personal Profile

▪ Their Objectives

▪ Their Problems

▪ Their Challenges

▪ Their Fears

▪ Their Opportunities

– because better messaging can drive better sales, make sure your messaging conveys it, and that everyone in your company knows how to do so as well.

• A set of promises, based on the capabilities and credibility of

the offering party that help prospective customers understand the

features and benefits of the offering and the problems and

challenges they address.

• Start with an honest, objective assessment of your offering, and work from there.

• Your team may be biased, so ask people outside your organization for feedback too.

• If you find you’re at a competitive disadvantage, it’s not the end of the line– gaps can be resolved.

The I3 Value Proposition describes the powerful connection your offering can have with your target

customer.

• To what extent is your product innovative – truly new – to your target audience?

• To what extent is your product indispensable – truly useful – to your target buyer?

• To what extent is your product inspirational – truly exciting – to your target market?

+ -CLAIMS

We have 2 hr. parts turnaround

We have high quality

Lower cost of ownership by 3x

The best customer service

All parts required

Most Experienced Service Personnel

Equally Credible Claim

SAMPLE

+ -CLAIMS

We have 2 hr. parts turnaround

We have high quality

Lower cost of ownership by 3x

The best customer service

All parts required

Most Experienced Service Personnel

Acme, Turbine Direct, Ace

All top competitors can claim this

Acme, Turbine Direct, Ace

Turbine Direct, Acme

Equally Credible Claim

SAMPLE

+ -CLAIMS Equally - Credible - Claim

Won the 100 Meter by 11/100th of a second

USAIN BOLT | FASTEST MAN ON EARTH

Create an Air Gap…

Illustration

Product Superiority: These are companies that will continuously push the features of their offering to be faster, more powerful than competitors.

▪ This would be Intel and Apple for most of the last 10 years.

Customer Intimacy: These companies will focus on understanding and communicating with customers very closely. They will look to delight their customers with service.

▪ In retail this is Nordstrom’s

▪ in business services, this would be Bain or McKinsey in consulting.

▪ In technology, there are less companies offering this today, but IBM has the historic reputation for “getting it done” for its customers.

Operational Excellence / Low Cost Provider: These companies are continuously smashing cost out of their supply chain – and offering customers the lowest overall cost in the category.

▪ Think WalMart and McDonalds in consumer, and Dell in computing

Example

• Column 1 (PS) = Massive development

investment

• Column 2 (CI) = Must invest in systems

and processes that are superior to

others..

• Column 3 (LCP) = must have volume

and buying power.

You bet one quarter on each area,

but where do you place your bet

with the fourth quarter

to be better than base line?

Illustration

• Column 1 (PS) = Massive development

investment

• Column 2 (CI) = Must invest in systems

and processes that are superior to

others..

• Column 3 (LCP) = must have volume

and buying power.

You bet one quarter on each area,

but where do you place your bet

with the fourth quarter

to be better than base line?

Illustration

1. Product Superiority: These are companies that will continuously push the features of their offering to be faster, more powerful than competitors.

▪ This would be Intel and Apple for most of the last 10 years.

2. Customer Intimacy: These companies will focus on understanding and communicating with customers very closely. They will look to delight their customers with service.

▪ In retail this is Nordstrom’s

▪ in business services, this would be Bain or McKinsey in consulting.

▪ In technology, there are less companies offering this today, but IBM has the historic reputation for “getting it done” for its customers.

3. Operational Excellence / Low Cost Provider: These companies are continuously smashing cost out of their supply chain – and offering customers the lowest overall cost in the category.

▪ Think WalMart and McDonalds in consumer, and Dell in computing

Our new materials last 10x longer than competitors.

We are only ones with parts that work with this new material.

Our cost of ownership is 3x lower than our competitors!

We can deliver in 2 hrs. vs. 2 days for competitors.

Minimizes customer downtime.

First to offer this quick of part shipments.

SAMPLE

1. Member Acquisition is just a matter of

2. Only big communities can afford to

3. A is all you need.

4. You just need better

5. Taking steps to

Lots of companies thrash and struggle on deciding how they plan to grow.

• More distribution?

• More salespeople?

• More web ads?

• Trade shows?

• Other???

• The Marketplace Matrix is a way of understanding your target market.

• Overlooking crucial outside forces and key changes in your competitive marketplace can be detrimental

to your project outcome.

• Understanding Marketplace Matrix elements will increase your ability to better influence

and navigate your marketplace.

• Trends

• Major Players

• Recent History

• Regulatory Environment

• Information Flow

• Identify

• Influence

• Navigate

• Look for accelerating factors that can speed your market entry.

• Consider inertial factors that might inhibit or slow down your market entry.

• Determine the best market entry point for your company/offering.

Getting to Market

▪ Inertial factors

• External

Competitive

Customers

• Internal

▪ Accelerating factors

• Core Assets / IP

• Relationships

• Trends / News

Review the options for your point of entry into the marketplace.

▪ For instance, will your firm use direct sales, ads or affiliates?

▪ Will your company market directly to customers, or will you work with an OEM partner?

▪ Establish the key point of entry based on:

• Compatibility: Determine the level of compatibility between your product offering and potential points of entry.

• Leverage: What benefit will the point of entry bring your firm? Access to clients? Credibility? Function?

• Cost: What type of explicit and implicit costs will your firm incur by choosing this particular point of entry?

Create a Market Entry Strategy Statement to summarize your intent succinctly.

For example:

We will enter the XYZ market by[emphasizing our Differences] through

[define your specific approach or Market Leverage].

This can become:

We will serve Food Packaging Professionals(companies who buy food packaging equipment)

by emphasizing our industry recognized Expert Panel using Direct Ad Campaigns on sites that serve this market.

Your Market Entry (Strategy) Statement:

▪ Dec 13 - Define Your Core Strategy

▪ Dec 20 - Identify Your Ideal Customer

▪ Dec 27 - Sharpen Your Best Value Proposition

▪ Jan 10 - Competitor Proof your Offering

▪ Jan 17 - Sharpen Your Pricing

▪ Jan 31 - Pull it all Together and Get Going!

© Value Prop Interactive All Rights Reserved · Jose started Value Prop Interactive over 10 years...

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