This is the final article in a three-part series about technical-based marketing. The concepts and materials used in this article are from Ken Talentino’s book, The Curve.

POW-er Marketing and the Successful Campaign
By Ken Talentino

When I was a director of marketing, a general manager suggested that we “run a magazine ad.” It was a direct response to a competitor’s ad that had just run, a genuine knee-jerk reaction. Of course, we held off running the ad in order to put more thought into our marketing plan, but this story exemplifies the need for organizational long-term marketing expertise. I refer to it as “Pow-er Marketing,” or creating a strategic, thoughtfully conceived, fully integrated, and painstakingly executed marketing campaign.

POW-er Marketing is a well-orchestrated marketing campaign that deploys the marketing mix in parallel, resulting in maximum impact within budget limits. The word orchestrated was carefully selected because an orchestra epitomizes the synergistic effect of individual components working in harmony toward a common goal. This is also true in a marketing campaign, where all the ingredients in the marketing mix are working together in concert. The marketing leader can be seen as the maestro, providing leadership and direction. Here’s an example of a marketing program utilizing POW-er Marketing.

An interconnect company made a strategic decision to deploy resources to penetrate the wireless market. The objective was to create a comprehensive marketing program to position themselves as a market leader in breadth of product offerings and technical capabilities. Prior to this more focused effort, there were several unsuccessful attempts to increase market share.

The initial step was a wireless market analysis to determine the market potential. For the sake of this article it is assumed that due diligence was performed, i.e. SAM, TAM, and SWOT, and the market was deemed as providing a unique opportunity to make above average growth in sales and profits vs. other market alternatives. As a key point, marketing studies are important, but beware the infamous “paralysis-by-analysis” syndrome. Marketing is not an exact science, and the “plan, act, review” process is an important concept that will expedite time to market. You will still have time to analyze critical factors, like number of customers (scope), geographic locations, and subsequent channels to reach the target audience. This data is critical, since it will determine the type of marketing approach, i.e. broad-based vs. select marketing. This will drive many marketing mix decisions. It also provides critical insight into the type of marketing approach, the message, and channels needed to reach the market (i.e. broad vs. narrow customer base). From my experience, a combination of a broad and focused market approach usually works. In this example, a two-tier approach was utilized: First, focus on large designers or technology leaders. Next, it took steps to penetrate the broader base secondary suppliers and subcontractors. Although these two segments are interrelated, the marketing approach to each group greatly varied.

The large technology leaders were penetrated via a specialized, focused sales team. The sales team would focus on the design leaders in an effort to identify new product development programs. As we know, it is always easier to penetrate an account via new product development vs. any other method; for example, predatory pricing. The broader market was covered via the existing sales and distribution.

The following are marketing activities undertaken as part of the Wireless Marketing Campaign. These efforts were developed and released in parallel to maximize the overall impact. There are many marketing tools that achieve results, but the key to an exceptional program is execution.

1. Provide sales tools, such as literature and demo kits, in addition to a marketing press release package. The literature, in this case, depicted an assortment of products used in various applications throughout the wireless system. A package was created for the design-in teams, as well as the distribution network.

2. Participation in vertical (wireless) trade shows, with the theme “Wireless Headquarters for Interconnection Solutions.” There were also in-house trade shows at major customers.

3. Advertising/PR/search engines/social media campaigns that focused on a message of “Wireless Headquarters for interconnection Solutions.” The media was very specialized, but with broad enough scope to reach the larger secondary markets.

4. Road shows that provided training on market needs and product solutions. This began with a review of target customers in the respective local regions.

5. Customer service teams were also included as an integral part of the program, since they would be working closely with the sales team.

6. Internal engineering design teams were established to ensure quick turnaround as new opportunities were uncovered.

The old saying “The devil is in the details,” is apropos in such a comprehensive marketing program. As previously mentioned, modifications will be needed after a program is released. There are elements that will work effectively and others that need to be modified based on market feedback. Thus, it is important that you measure results to determine the effectiveness of the program and quickly make changes. A new business tracking report (The Funnel) is critical, especially with long development programs.

The importance of measurement is two-fold: 1. It enables the company to progress, especially in long-term design programs, and 2. Early detection enables quick modifications to the program based on external inputs. The results were monitored and shared with all appropriate teams as a critical communications vehicle and to maintain program momentum. Coordination and control were the keys to the success of the program.

The sales team had the selling tools, including the strategic marketing package, prior to the launch of the advertising and promotional campaigns. Thus, sales were able to effectively handle the demand created by all other advertising and promotional activities. The specialized sales team was well supported via engineering for new design-in activity, including quick prototype turnarounds. This provided a major strategic advantage over the competition. A clear marketing message was fully integrated in all communication vehicles. This increased company and brand awareness in the market. It also facilitated sales efforts in new program development.

POW-er Marketing is critical to minimizing costs while maximizing results. In short, bang for bucks. A comprehensive program keeps all facets of the marketing mix well coordinated, communicated, and controlled. POW-er Marketing does take a tremendous amount of time and effort to get right. However, the alternative is a diluted marketing effort with minimal impact and also-ran results. A carefully planned marketing campaign is just as important as a carefully designed product, and one won’t succeed without the other.

Ken Talentino has held executive sales and marketing positions with leading technology-based companies over the past 25 years. He has been responsible for selling more than $1 billion worth of products to leading OEMs in a variety of global markets, and has played an upper management role in corporate turnarounds in several technology-based companies, while strategically revamping their sales teams. Ken earned a bachelor of science degree in marketing from Sacred Heart University, an MBA in marketing and finance from the University of Bridgeport, and a Six-Sigma Green Belt Certification from the University of Michigan school of engineering. Contact Ken at kentalentino@verizon.net or 508.789.3211.