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Situation
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DMRC Services
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DMRC Solution
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Outcome
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1. |
A high growth financial services company had a year long debate about an opportunity in the investment advisor services insurance distribution channel. This prevented a market entry decision. Discussions revolved around the complexities of the market and assumptions about product requirements.
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 Consulting
CustomerSensing
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Apply Customer Sensing™ to acquire the market view, develop implications and specific recommendations for the complete marketing mix focusing on product features and channel support.
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In less than 120 days, the leadership team was able to make a well informed go-to-market investment decision based on information and recommendations that leveraged their distinctive capabilities. The IT and sales teams were then empowered to move forward to pursue the $260M/Yr revenue opportunity in investment advisory services.
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2. |
An early stage market research company needed to meet the demand of its clients to offer additional value beyond traditional research and reporting.
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Consulting
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Combine research results and reporting with additional inputs to provide implications and recommendations for the end client's go-to-market plan and tactics.
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Increased revenue and client retention for the market research company. Decreased time-to-market, increased customer satisfaction and revenues for their clients.
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A wireless telecommunications start-up developed unique technology, and had sold to everyone they knew in the industry. They were unsure about what the next steps should be for marketing and where to take their business development.
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Advisory Retainers
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Advice on buy, build or align opportunities to complete an actionable go-to-market model.
Review and modify the marketing materials and processes to-date based on specific customer information.
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The leadership of the company decided to become an original equipment manufacturer (OEM) to companies that had the distribution, brand name and customer bases, while they concentrated on technology development and supplier relationships increasing revenue, decreasing business development cost and time.
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A small innovative software start-up was ready to get to the next level of expansion and wanted to do it right by fostering internal marketing capabilities while improving their bottom line in-year.
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Meeting and Ideation Facilitation
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Benchmark existing sales process and refine it to enable scalability and increase asset value.
Develop specific target market descriptions.
Direct the development of marketing communications to assure fit to target and readiness as sales tools.
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A highly scalable sales process formed the platform for increased sales and revenue accelerated by selective customer targeting, consistent and valuable messaging using customer preferred formats.
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An aircraft company with a skunk-works operation focused on internet communications needed to increase the awareness of potential key resellers and prospects for improved market penetration and revenue.
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Training & Seminars
CustomerSensing
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Trade show and conference intelligence was acquired and applied to determine unique positioning, strengths and value propositions as drivers of the program including initial qualification screens.
Seminars conducted on premises of highly qualified reseller and prospects.
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Demand increased by 50% in the reseller channel translating to a 20% increase in market share. Competitors had to change their marketing mix in order to compete.
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A medium sized electronics company kept hiring high performance sales professionals to increase revenue. This resulted in high turnover, high cost and revenues well below expectations.
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Shadow Consulting
Sales ProcessDevelopment
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Shadow consulting for the Director of Sales and Marketing, who was new to title and the marketing function, leading to the development of the company's first documented sales process and related improvement. This was combined with a program of knowledge transfer from engineering to sales and new, tighter lead qualification criteria.
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The retention of high performance sales professionals stabilized while revenues have increased based on new consultative selling techniques into well focused target markets that are quickly qualified.
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An established hardware company had many product development ideas based on their technology and manufacturing processes. The cross-functional leadership team had difficulty in establishing value and selecting which ideas to act on. The company was stalled trying to bridge the gap between their technology, ideas for additional products and customers with high willingness to pay. They wanted to go from technology directly to market.
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Ideation Facilitation
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Understand the company's core and distinctive capabilities. Include strengths and weaknesses, scalability and time to market requirements.
Establish a process where the new ideas can be valued and ranked.
Facilitate ideation sessions to determine the value, quality, feasibility and compatibility of the list of company-wide ideas.
Direct the leadership team in the rating and ranking of the solutions.
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The company now had a specific process to rate and rank new ideas on a regular basis and was able to view and value the ideas against their near term requirements and long term plans. Time to market was decreased by 50% and the new market timing allowed for longer product lifecycles and a pushed out commoditization effect.
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8. |
In order to compete, a revitalized electronic components company had only an 18 month market window to take advantage of their superior product quality. They did not have the proper distribution channels or time to gear up to develop programs, support and enter the channels. Their present market entry course, 18-24 months, would have missed the profit window and be just in time for the commoditization of the product segment.
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Customer Sensing
BusinessDevelopment
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Establish the quickest yet most reliable way to gauge market demand, willingness to pay and key distribution channels.
Identify complementary firms with established programs, support and channels.
Direct the evaluation and execution of strategic alliances with complementary firms based on matching product co-marketing and selling into the targeted distribution channels.
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Within nine months the company was in the market profitably with their first channel-based alliance and more in the funnel. By leveraging their core and unique capabilities, learning business development practices, and then later establishing a business development function, the electronics firm now had a timely, scalable and actionable go-to-market model that had tremendous future-built-in.
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