Add Water – The instant success: how an unknown company made huge waves
Well, not that easy, but here is a brief overview of how one of our clients, an unknown technology-based company with an innovative product, put it all together.
Scenario
Our client is a fast-paced company communications technologies that had spent years developing a breakthrough multi-antenna solution processing. Taking into account the principles first years, serving as, engineering faculty members to bring an educational institution, which were linked with certain government agencies that provide active projects and seed funding.
This allowed the company to validate and test the technology without however, it became clear that the company could not sustain their ambitions and livelihoods in projects sponsored by the Government.
The CEO – an opinion leader in the technology sector and a visionary – determined that the initial objective of this revolutionary technology would be in the National Defense and Military markets. This based on the fact that the field test and early stage support comes from government agencies. At the same time, the company will also focus on segments commercial market, with emphasis on the mobilization of identifying candidate partners.
Beyond that, the company did not have a strong sense, as that to have this innovative technology.
Spade Work
Our firm was hired to research and identify key segments and application areas they were a "best fit" technology-based opportunity for the company.
This also had to be calibrated to suit the knowledge and materials company raw organizational, financial and resources.
Being a company starting up, it could not sustain the long sales cycles (12-18 months) or enter into a market area provide significant barriers to entry and strong competitive influences.
It is not an easy challenge.
The output
The results were given to the CEO and first team – several target segments were identified (rightly or justification), C4ISR, Digital battlefield or Network-Centric Warfare, Urban Warfighting, Frontera Perimeter control and initiatives such as RCIED and video distribution.
These areas were expressed in "applications" terms, describing how the company technology to fit into the application space referred.
Key benefits are also identified, arising from the use of technology the public goal.
Moreover, we confirmed that the main obstacle would be the "Coping Buy" The decision by the Contractors Defense / Integrators that communications would be candidates for this breakthrough technology. By contrast, there was no evidence of an independent force that would rival competition with the company, at this time.
However, this meant that the company had to develop a compelling story to justify the outsourcing of this content and be sensitive to not compete with your target customer "- the defense contractor / base Integrator.
A delicate balancing act.
The mixture of selected program
The program is divided into three key elements:
-Vertical Industry Development – the need to launch the company and its technology in the selected Vertical – Defence and Military / Homeland Security and the package / promote it in the "language" of the target audience.
This can be a difficult translation for technology companies, however, is key to success.
This was achieved through industry white papers, Featured Articles, interviews, Web seminars E-Cast (Specific subjects, no field of business) and 3rd Party mobilization of influential organizations and groups that led to "weight" with the aim of Defense Contractors / Integrators (the primary audience of purchase).
This served as a means of "legitimate" technology.
"Product Launch & Roll-Out – it was necessary to package the company's technology into a family of products that could have on the target client from the development initial to full deployment. This is referred to as standard available in the market-product. In addition, we defined a model for those Do It Yourself same customers who prefer to license the technology (affordable).
This dual approach allowed the company to be flexible to meet virtually any kind of situation perspective.
A total of Product Launch of the campaign has been defined, developed and implemented.
Again, with an emphasis in "selective" run – not a broad-based program.
It should be noted that given the company's tight budget – Print Ads, Road Shows, Fairs and More was unable to take place.
This campaign had to be unconventional, effective and affordable to the right of the door.
Meta-Development Account – this is the segment of the overall program, where the rubber "hits the road."
Given the experience of our company and network of contacts / relationships with defense contractors / integrators, the major agencies, UNDP offices and other sources of influence, developed a campaign that focused on the TOP 50 in the U.S. market Department of Defense.
This was an issue, multi-phase campaign development perspective.
Each phase will highlight a different aspect, however, the campaign was a building-block approach, which reached, it calls for action and led the process.
There was a lead program of conventional generation.
He was a dedicated and focused Development Account Program, which a great recognition, relationship, and following an opportunity basis.
This did not focus on the company technology or its products and services available.
Rather, it has created a bridge for potential prospects and a vehicle to allow both sides to "engage." Emphasis was placed on the problem-to-be-solved and the application requirements.
The Final Document
The Company has developed an excellent base opportunity This represents several million dollars of potential business from scratch.
Moreover, they are now a recognized and established source, with approximately 35 of the 50 accounts TOP they suffered.
Note that we have a multi-divisional, defense contractor, as a destination account.
This translates to penetration between different divisions and in some cases, from 1930 to 1950 + contacts / account relationships.
The company's breakthrough technology has gained much ground and an almost "Defender" position.
Now is the first name that defense contractors / integrators mention (name recognition), when asked to define the main supplier this kind of communications technology.
And the good news – the total campaign cost less than $ 70 K to fully implement.
That's less technology company's average order value.
Copyright 2008
Edmond M. Hennessy
Group Performance Marketing
About the Author
Edmond Hennessy is a seasoned, well-recognized veteran in the COTS Embedded Market. He has authored many works including the “Mission-Ready COTS” Industry Guidebook, “COTS Supportability & the Life-Cycle Proposition” and “Beyond COTS: Repackaging, Reformatting & Tech Transfers.” He has participated in key industry panels, has been a keynote speaker in E-casts dedicated to signal-processing applications and has been tapped as an industry executive to comment on disruptive and emerging technologies that impact the Defense & Military, Homeland Security and Healthcare/Medical Target segments. Mr. Hennessy heads up the Performance Marketing Group (PMG), a private market programs & consulting firm. His new book Market Warfare: Leadership & Domination over Competitors will be released in early 2008. For more information visit http://www.pmgresults.com/ or call (603) 552-2096.
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Port-mirroring used to be a feature in most expensive managed switches requiring a series of software
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Dual Comm
By acarmen1Add Water – The instant success: how an unknown company made huge waves
Well, not that easy, but here is a brief overview of how one of our clients, an unknown technology-based company with an innovative product, put it all together.
Scenario
Our client is a fast-paced company communications technologies that had spent years developing a breakthrough multi-antenna solution processing. Taking into account the principles first years, serving as, engineering faculty members to bring an educational institution, which were linked with certain government agencies that provide active projects and seed funding.
This allowed the company to validate and test the technology without however, it became clear that the company could not sustain their ambitions and livelihoods in projects sponsored by the Government.
The CEO – an opinion leader in the technology sector and a visionary – determined that the initial objective of this revolutionary technology would be in the National Defense and Military markets. This based on the fact that the field test and early stage support comes from government agencies. At the same time, the company will also focus on segments commercial market, with emphasis on the mobilization of identifying candidate partners.
Beyond that, the company did not have a strong sense, as that to have this innovative technology.
Spade Work
Our firm was hired to research and identify key segments and application areas they were a "best fit" technology-based opportunity for the company.
This also had to be calibrated to suit the knowledge and materials company raw organizational, financial and resources.
Being a company starting up, it could not sustain the long sales cycles (12-18 months) or enter into a market area provide significant barriers to entry and strong competitive influences.
It is not an easy challenge.
The output
The results were given to the CEO and first team – several target segments were identified (rightly or justification), C4ISR, Digital battlefield or Network-Centric Warfare, Urban Warfighting, Frontera Perimeter control and initiatives such as RCIED and video distribution.
These areas were expressed in "applications" terms, describing how the company technology to fit into the application space referred.
Key benefits are also identified, arising from the use of technology the public goal.
Moreover, we confirmed that the main obstacle would be the "Coping Buy" The decision by the Contractors Defense / Integrators that communications would be candidates for this breakthrough technology. By contrast, there was no evidence of an independent force that would rival competition with the company, at this time.
However, this meant that the company had to develop a compelling story to justify the outsourcing of this content and be sensitive to not compete with your target customer "- the defense contractor / base Integrator.
A delicate balancing act.
The mixture of selected program
The program is divided into three key elements:
-Vertical Industry Development – the need to launch the company and its technology in the selected Vertical – Defence and Military / Homeland Security and the package / promote it in the "language" of the target audience.
This can be a difficult translation for technology companies, however, is key to success.
This was achieved through industry white papers, Featured Articles, interviews, Web seminars E-Cast (Specific subjects, no field of business) and 3rd Party mobilization of influential organizations and groups that led to "weight" with the aim of Defense Contractors / Integrators (the primary audience of purchase).
This served as a means of "legitimate" technology.
"Product Launch & Roll-Out – it was necessary to package the company's technology into a family of products that could have on the target client from the development initial to full deployment. This is referred to as standard available in the market-product. In addition, we defined a model for those Do It Yourself same customers who prefer to license the technology (affordable).
This dual approach allowed the company to be flexible to meet virtually any kind of situation perspective.
A total of Product Launch of the campaign has been defined, developed and implemented.
Again, with an emphasis in "selective" run – not a broad-based program.
It should be noted that given the company's tight budget – Print Ads, Road Shows, Fairs and More was unable to take place.
This campaign had to be unconventional, effective and affordable to the right of the door.
Meta-Development Account – this is the segment of the overall program, where the rubber "hits the road."
Given the experience of our company and network of contacts / relationships with defense contractors / integrators, the major agencies, UNDP offices and other sources of influence, developed a campaign that focused on the TOP 50 in the U.S. market Department of Defense.
This was an issue, multi-phase campaign development perspective.
Each phase will highlight a different aspect, however, the campaign was a building-block approach, which reached, it calls for action and led the process.
There was a lead program of conventional generation.
He was a dedicated and focused Development Account Program, which a great recognition, relationship, and following an opportunity basis.
This did not focus on the company technology or its products and services available.
Rather, it has created a bridge for potential prospects and a vehicle to allow both sides to "engage." Emphasis was placed on the problem-to-be-solved and the application requirements.
The Final Document
The Company has developed an excellent base opportunity This represents several million dollars of potential business from scratch.
Moreover, they are now a recognized and established source, with approximately 35 of the 50 accounts TOP they suffered.
Note that we have a multi-divisional, defense contractor, as a destination account.
This translates to penetration between different divisions and in some cases, from 1930 to 1950 + contacts / account relationships.
The company's breakthrough technology has gained much ground and an almost "Defender" position.
Now is the first name that defense contractors / integrators mention (name recognition), when asked to define the main supplier this kind of communications technology.
And the good news – the total campaign cost less than $ 70 K to fully implement.
That's less technology company's average order value.
Copyright 2008
Edmond M. Hennessy
Group Performance Marketing
About the Author
Edmond Hennessy is a seasoned, well-recognized veteran in the COTS Embedded Market. He has authored many works including the “Mission-Ready COTS” Industry Guidebook, “COTS Supportability & the Life-Cycle Proposition” and “Beyond COTS: Repackaging, Reformatting & Tech Transfers.” He has participated in key industry panels, has been a keynote speaker in E-casts dedicated to signal-processing applications and has been tapped as an industry executive to comment on disruptive and emerging technologies that impact the Defense & Military, Homeland Security and Healthcare/Medical Target segments. Mr. Hennessy heads up the Performance Marketing Group (PMG), a private market programs & consulting firm. His new book Market Warfare: Leadership & Domination over Competitors will be released in early 2008. For more information visit http://www.pmgresults.com/ or call (603) 552-2096.
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ComTac II Tactical Hearing Protectors – Tactical Headset Only GreenManufacture ID: MT15H69FB-09The ComTac II Tactical Headset is designed for tactical operational direction. This unit features a radio plug in port and a microphone port for two way communications and direction during operations. The unit is easily retrofitted to a two-way communications set up. The electronics will instantaneously …
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Dualcomm DCSW-1005 USB Powered 5-Port 10/100 Fast Ethernet Switch TAP (Port Mirroring)
$45.95
This 5-port 10/100M Ethernet Switch TAP (DCSW-1005) is another innovation by Dualcomm that offers unique and low cost solution for any network applications where port-mirroring is required.
Port-mirroring used to be a feature in most expensive managed switches requiring a series of software
configurations, but DCSW-1005 makes it plug and play without any software manipulations at a much lower pric…
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