Strategy Contents Market ResearchRecommendations Slides 329 Marketing amp SalesAlignment Optimization amp Scale Slides 3036 GTM Overview Slides 3756 Proposed Marketing Organization ID: 797523
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Slide1
Competitor Analysis
GTM - Marketing Strategy
Slide2Contents
Market Research/Recommendations Slides 3-29Marketing & Sales/Alignment, Optimization & Scale Slides 30-36GTM Overview Slides 37-56
Proposed Marketing Organization Slides 57 - 632
Slide3Content
Trends in healthcare / pharma and opportunities for TikaMobile
TikaPharma – TikaDevice positioning
Customer segmentation, product – customer fit and value propositionRecommendations for the organization
3
Slide4Content
Trends in healthcare / pharma and opportunities for TikaMobile
TikaPharma – TikaDevices positioning
Customer segmentation, product – customer fit and value propositionRecommendations for the organization
4
Slide5Major Trends in
Pharma and Devices Sales
Market Trends
Decreased access to physicians by sales repsConsolidation of hospital systems
Value analysis
committees making purchase decisions
Ubiquity
of clinical and product information
Cost pressures from all sides
Tablets common for all stakeholders
Increasing number of mobile apps
Implications for Market Opportunities
Pharmaceutical companies reducing sales staff
Trend likely followed by medical devices
Decision makers seeking more sophisticated input from key account managers
Physicians accessing information directly
Sales teams must provide unique value addsDecision makers seeking Value (Quality / Cost), following trend towards “fee for outcome” instead of “fee for service”Desire for a single app with all relevant information
*Sources: http://
clarkstonconsulting.com
/
wp
-content/uploads/2013/11/
ClarkstonConsulting_MedicalDevice
-.pdf
http://
www.orthopreneurpub.com
/component/content/article/220-emerging-trends-in-medical-device-sales
http://
www.massdevice.com
/blogs/
brian-johnson
/pharma-trend-should-scare-crap-out-medical-device-sales-reps
Slide6Opportunities, threats and risks for TikaMobile
6
Opportunities for
TikaMobile
Enable sales teams to
demonstrate medical products fit in value-based management systems
help decision makers understand cost control and regulatory landscape
provide information that is less ubiquitous such as customer feedback
understand business imperatives and key players in hospital organizations
Offer one single platform to simplify sales reps workflow
Target stakeholders outside of sales teams, e.g. value committees, physicians, key account reps
Threats for
TikaMobile
Tailoring applications to the needs of traditional sales reps given diminishing role in the industry
Lacking access to data and information that decision makers are using
Necessity to enable sales reps to engage highly sophisticated decision makers
High barriers to entry accessing increasingly consolidated hospital networks
Slide7Content
Trends in healthcare / pharma and opportunities for TikaMobile
TikaPharma – TikaDevice positioningCustomer segmentation, product – customer fit and value proposition
Recommendations for the organization7
Slide8Pharmaceutical Industry
Product positioning compared to competitors (1/3)8
Comparison criteria
Specific Pharma?
TikaPharma
IMS
Salesforce.com
Veeva
&
Aktana
**
ZS Associates
Symphony Health
Product features
Drug information* Plan of action - document download vvvvvv Reimbursement - co-pay (per insurance)* Comparison table with generics / competitors' products* vv Drug fact sheet (indications, contra-indications, side-effects)* vvv Value of drug ("avoided costs")* Q&As feature - what if? Customer information (physician / buyer) Location vvvvv v Segment (large/small practice buyer, individual physician) v v Value of customer (based on historic / expected prescriptions) vvvv v Customer interactions records v v v Prescribing behavior vv v Patient mix vv Patient volume v vv v CRM Full CRM functionalities vv v Light CRM functionalities vvv v Alerting (risk / opportunity indication) vvvvvvv v Geomapping of customers (territory management) vv v v Call / visit planning tool vvvvv v Segmentation v v Target customer pipeline v v v v Social media team collaboration vvvvv v Benchmarks v v Sales (team) performance vvvv vFeedback tool (to collect feedback on drugs from physicians/buyers/…) v vTraining (videos, pictures, presentations, documents, leaflets) v v v Pricing Number pricing levels (basic -> high-end) v v v
* TikaMobile feature only present at TikaPharma; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement posing a threat to TikaMobile in small and medium markets
V = Product feature available at company X
Slide9Pharmaceutical Industry
Product positioning compared to competitors (2/3)
9
Comparison criteria
Specific Pharma?
TikaPharma
IMS
Salesforce
. com
Veeva
&
Aktana
**
ZS Associates
Symphony Health
Licensing
Per seat licensing v v v Per month licensing v v vAnnual maintenance fee vv Vv Contract terms 1 year vvvvv v 3 year vv vv Services Client support 24/7 First level (direct contact with sales reps) v Second level (support of client IT department) vvvvv vValue-adding services Segmentation Identification of customer value Technology Development / customization Implementation time 6 weeksLonger Customization by role (sales rep vs team manager) vv v In-house development services vv vv v Own datacenter v (Amazon)v v vConnectivity Cloud based solution vvvvv v Link to database, e.g. IMS*vvvvv v Connected to client ERP vvvvv v Connected to client data center vvvvv v Connected to client CRM (Veeva, Sieble, Salesforce.com) vvvv v* TikaMobile feature only present at TikaPharma; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement posing a threat to TikaMobile in small and medium markets
Slide10Pharmaceutical Industry
Product positioning compared to competitors (2/3)
10
Comparison criteria
Specific Pharma?
TikaPharma
IMS
Salesforce
. com
Veeva
&
Aktana
**
ZS Associates
Symphony Health
User-friendliness
User-friendliness for sales reps vvv vv Offline operations vvvv Web-based tool vvvv v iPhone / Android / Tablet compatibility vvvx (iPad/windows 8)x (iPad) v Automatic daily updates v24 hours aftervvv vOther sources of competitive advantage Existing access to large pharmaceutical companies* v v v* TikaMobile feature only present at TikaPharma; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement posing a threat to TikaMobile in small and medium markets
Slide11Medical Device
Product positioning compared to competitors (1/3)
11
Comparison criteria
Specific for TikaDevices?
TikaDevice
Salesforce.com
Veeva
&
Aktana
**
ZS Associates
Product features
Device information
*
Plan of action - document download vvvv Comparison table with competitors' devices* Device fact sheet (indications, contra-indications)* vv Value of device ("avoided costs")* Q&As feature - what if? Customer information (physician / buyer) Location vvvv Segment (large/small practice buyer, individual physician) v v Value of customer (based on historic value) vvv Customer interactions records vvvv Medical device usage*v v Medical device replacement history / alerting* Patient mix Patient volume Quote / contract management* Quote generation tool*vv Contract details*vv Order management* Order placing* Order tracking* Inventory status* CRM Full CRM functionalities vv Light CRM functionalities vvv Alerting (risk / opportunity indication) vvvvv Geomapping of customers (territory management) v v Call / visit planning tool vvvv Segmentation v * TikaMobile feature only present at TikaDevice; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement posing a threat to TikaMobile in small and medium markets
Slide12Medical Device
Product positioning compared to competitors (2/3)
12
TikaDevices
Comparison criteria
Specific for TikaDevices?
TikaDevice
Salesforce
. com
Veeva
&
Aktana
**
ZS Associates
CRM
(
ctd
)
Target customer pipeline vv v Social media team collaboration vv Benchmarks vv Sales (team) performance vv vFeedback tool (to collect feedback on devices from physicians/buyers/…)* v Training (videos, pictures, presentations, documents, leaflets) vv Pricing Number pricing levels (basic -> high-end) vvvvLicensing Per seat licensing vv Per month licensing v Annual maintenance fee v vvContract terms 1 year vvvv 3 year v vvServices Client support 24/7 First level (direct contact with sales reps) v Second level (support of client IT department) vvvvValue-adding services Segmentation Identification of customer value * TikaMobile feature only present at TikaDevice; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement posing a threat to TikaMobile in small and medium markets
Slide13Medical devices
Product positioning compared to competitors (2/3)
13
Comparison criteria
Specific for
Devices
?
TikaDevice
Salesforce.com
Veeva & Aktana
ZS Associates
Technology
Development / customization
Implementation time 6 weeks Customization by role (sales rep vs team manager) v vv In-house development services v v Own datacenter v (Amazon) vvConnectivity Cloud based solution vvvv Link to database, e.g. HMS*vvvv Connected to client ERP vvvv Connected to client data center vvvv Connected to client CRM (Veeva, Sieble, Salesforce.com) vvvUser-friendliness User-friendliness for sales reps vvv vv Offline operations vvvv Web-based tool iPhone / Android / Tablet compatibility vvx (only Ipad/Windows 8)x (iPad) Automatic daily updates vv Other sources of competitive advantage Existing access to medical devices companies* * TikaMobile feature only present at TikaDevice; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement posing a threat to TikaMobile in small and medium markets
Slide14Content
Trends in healthcare / pharma and opportunities for TikaMobile
TikaPharma – TikaDevice
positioningCustomer segmentation, product – customer fit and value propositionRecommendations for the organization
14
Slide15TikaMobile’s products are insufficiently differentiated, especially
TikaPharma
TikaPharmaPrescribing Behavior, patient mix/valueUser friendlinessAdded-value services, eg
. customer valueShort Implementation TimeAlerting – risks and opportunities
15
TikaDevice
Quote/Contract viewing
Device Usage data
User friendliness
Added-value services,
eg
. customer value
Short
Implementation Time
Alerting – risks and opportunities
TikaPharma
Missing features such as drug comparison, insurance and feedback
TikaDevice
Missing features such as order placing/tracking, replacement history
Differentiating Features
Veeva-Aktana
in Partnership have a strong
product for PHARMA
Gaps
TikaDevice
has a higher competitive advantage
TikaPharma
has limited # of unique features that are easy to replicateSee slide 59 for Tika Pharma App reseller option
Slide16There are key differences between medical device and pharma sales reps, that should be considered
Medical Device
Pharmaceutical
Sales RepresentativesEducation
PHD
Engineers
Business
Sales Visit Goal
Demonstrate ease
of training/implementation
Influence prescription habits
Target
of Sales Visit
Doctors/NPs*/PAs**
Nurses
Hospital
AdministrationInsurance CompaniesPrescribers: DoctorsNPs*PAs**Providers open to change✖✔
Implications for the medical device industry
Harder sale:
demonstrate how a device saves money or how it makes procedures easier or safer
Sales reps require more complex information
* Nurse Practitioners (NP)
** Physician Assistants (PA)
Slide1717
Marketing focused on Medical Device based on market need and less competition.
Medical Device Market Opportunity
Slide18Medical Device
There are seven segmentation types within the industry…
18
Slide19Pros
Cons
Disease
Niche marketsSimilar complexity needs
Significant number of sectors
Different features needs--
many devices
in multiple segments
Different requirements--
one company sells across sectors
FDA
Well defined sectors
Questionable
relevance based on different needs for each segment
Function
Niche marketsSimilar complexity needsSignificant number of sectors Different features needs-- many devices in multiple segmentsDifferent requirements-- one company sells across sectorsGeographyWell defined sectors
Questionable
relevance based on different needs for each segment
Size
Well defined sectors
Similar buying
patterns & structures
Similar
compatibility needs
Easily acquired
information
Broad – encompasses many types of companiesSpecialtyTarget specific end-users with similar needsSignificant number of sectors Different features needs-- many devices in multiple segmentsDifferent requirements-- one company sells across sectorsMedical Device… and recommend size as primary segmentation criteria19
Slide20Medical Device
As a secondary market, we reviewed the cardiology specialty20
High level of device complexity requires user-friendly sales materials
Similar target end-users for sales teams
Encompasses broad device FDA classification for varied approval timelines
Global growth in emerging markets projected to reach 3.3 Billion by 2016*
Cardiology Features
Sources:
*PR Newswire, “Global Interventional Cardiology Market” 2014
**American Action Forum, “Primer: The Medical Device Industry” 2012
Cardiovascular catheter
guidewires
Heart valve
bioprotheses
Occlusion devices, Vascular closure systems
Heart assist devices
Coronary stents
Extracorporeal circulation systems
Diagnostic catheters, Mapping catheters
Echocardiography tables
Examples
Slide21Medical Device
We identified key differentiators between each segment21
Description
of Company’s Needs
Willingness
To Pay
Small
(<
50 sales reps)
=
80% of
companies
Easily digestible information
Product
that can target specialized marketsLow cost investmentsLittle to no sales revenueCRM featuresTools to disseminate information about changing regulationsAdaptability to increasing price pressures
Low
Medium
(50-250 sales reps)
Large
(250+ sales reps,
many as large as several thousand)
Integration
possibility
with information from additional products the company serves
New product information for sales force Adequate for a global sales force to leverage data in one sector to inform anotherCompatibility with EPR/CRM tools in placeHigh*Source: SelectUSA, “The Medical Device Industry in the United States”
Slide22Medical Device
We reviewed specialty as potential secondary segmentations 22
Description
of Company’s Needs
Willingness
To Pay
Cardiology
Easily digestible information
Product
that can t
arget specialized markets
Low cost
investments
Little to no sales revenue
CRM features
Tools to disseminate information about changing regulationsAdaptability to increasing price pressuresLow
Medium
(50-250 sales reps)
Large
(250+ sales reps,
many as large as several thousand)
Integration
possibility
with information from additional products the company serves
New
product i
nformation for sales force Adequate for a global sales force to leverage data in one sector to inform anotherCompatibility with EPR/CRM tools in placeHigh*Source: SelectUSA, “The Medical Device Industry in the United States”
Slide23Pharmaceutical
Client landscape: Key differentiators23
Description
of Company’s Needs
Willingness
To Pay
Small
(<$1
billion market cap)
Flexibility in adapting to changing market
CRM features as no CRM in place
Informational tools to assist buy-outs
Low cost: many with little/no sales revenue
Low
Medium(~$10 billion market cap)
Flexibility to change with market
Information stream that targets their products
Relevant and targeted information for their products, they pursue a focused strategy
Willing to partner and outsource
Low
Large
(~$200 billion market cap)
Tailoring to company culture
Compatibility
with in-house ERP/CRMCustomized to company’s area of expertise Easily adaptable to existing sales force norms/routinesHigh*Source: Innogen & the Economic and Social Research Council, “Mid-Pharma: How Big Is It and Where is It Going? ” RecommendationFocus on Small and Medium Companies
Slide24Customer – product fit
Small
24
Fit?
Important Features
Fit of
TikaMobile
for the customer segment
Medium
Large
Need full CRM system
Management
of large sales teams via connectivity and
cloud-based access
Fit?
Important Features
Require the same features:
Customer Information: Location, Previous Interactions
CRM:
Alerting
, Benchmarks
Client Support
24/7
Same features needed:
CRM: Alerting
Q
uote & contract management: quote generation tool, contract details
Added: Trunk Stock, ConsignmentDevice usage, training videos, compatibility with different OSFull CRM systemCompatibility with different OSSmallMediumLargeSee Slide 45 for TIkaDevice Roadmap
Slide25Value proposition of TikaDevice
for small/medium customers- Sales management
Key differentiating featuresBeyond traditional CRM capabilityUser-centric design philosophyKey features such as alerts and pricing for contracts allow for effective sales visits
Device usage behavior of target clientsTraining for sales reps and physicians25
Service offerings
Identify new opportunities using geo-mapping
View historical sales, current contracts and prices, opportunity score
Identify performance to goal gap
Automated performance and opportunity alerts
Why
TikaDevice
?
Resource optimization achieves 20% increase in touch points via sales reps visits/call schedule
Increase bottom line results
Effective first time visits reduces redundant detailing visits by 10%
Cost-effective – licensing and maintenance structure
100%
costs
saved
on CRM
WHY?
WHAT?
HOW?
Slide26Key differentiating features
Beyond traditional CRM capability
Utilizes big data to inform effective sales
Available in both online and offline mode
Identify new opportunities using geo mapping
Alerts delivered in iOS or Android application
Service offerings
Customization by in-house team
Short implementation
time
Minimizing execution risk using performance tracking module
On premise or cloud based implementation
System architecture and front/back end design
for
seamless deployment and
integration
Why
TikaDevice
?
Customization according to your needs and existing infrastructure
Integrates your internal data with
external data sources
Cost effective – licensing structure and maintenance
24/7 customer
support
Value proposition of
TikaDevice
for small/medium customers- IT director26WHY?WHAT?HOW?
Slide27Value proposition of
TikaDevice for small/medium customers- CFO/Finance (NEW)
27
Key differentiating features
Automates workflows between sales and finance
Forecasting management
Opportunity Management
Integrates with ERP
Service offerings
Short
implementation
time
Integration of a variety of data sets across or
On premise or cloud based implementation
Training
Ongoing support
Customization / personalization
Why
TikaDevice
?
Customization according to your needs and existing infrastructure
Integrates your internal data with
external data sources
Cost effective – licensing structure and maintenance
Creates cross functional alignment
Ends dependence on spreadsheets
27
WHY?WHAT?HOW?
Slide28Content
Trends in healthcare / pharma and opportunities for TikaMobile
TikaPharma –
TikaDevice positioningCustomer segmentation, product – customer fit and value propositionRecommendations for the organization
28
Slide29Gaps and Opportunities
Unclear targeting of customer segment
Unclear value proposition
29
Marketing
Insufficient sales effort focused on target customers, e.g. small medical device companies
Missing internal organizational structure and communication
Sales
Slow reaction time to requests
Missing feature to collect
customer feedbacks
Customer service
Missing features that are required by the customers such as feedback input, reimbursement info
Insufficient unique and inimitable product features
Technology
Initial Gaps
Customize sales pitch according to role (technology Manager, Sales Director) and customer segment (small vs large)
Identify the potential to include additional features such as feedback input, reimbursement info
Connect to CRM
Initial Recommendations
Hire
dedicated Marketing Manager
Implement project management system such as Asana, Basecamp
Include datasheets, better pictures for some team and advisors, less wordy and more on datasheets
Include on website offered
customer services
Insufficient connections to medical device industry
PartnershipPartner with Adobe to collect feedback and offer e-detailing softwareProgress 4Q 2015SMB – target CFO/FinanceLarge – multiple decision makersHired dedicated Marketing DirectorRunning Rikae/Asana trialsFocused on infographics and updating messagingUsing Zen Desk – hired CS dedicated FTESurvey feature added; other on near term roadmap; Added trunk stock and consignment as differentiating featuresFocused on data partnerships and reselling opportunities
Slide30Marketing & Sales
Alignment. Optimization. Scale.30
Slide31To sum up: Where
were we?31
Ramping up operations and productFocused on anchor client Leveraging cost-effective resources to establish product positioningProduced and acquired foundational marketing assets and tools
Established Medical Device SMB as a sweet spot based on market researchEnd user focused UI/UXContracted seasoned pharma sales veteran with rolodex for large tier pharma opportunities
Focused on anchor
client (services
vs
licensed revenue
) hence lack of a focused business
strategy
Lack of scalable sales & marketing process
No formal support structure for customer service
Ad
hoc/opportunistic
sales activities
Ad hoc marketing activities and no sustained campaigns
Choppy branding
Web site
acted as flat brochure – no incoming leads, no SEO, no social media or PR
Pharma
very long sales cycle and multiple decision makers
Slide3232
Alignment for the SaaS
Model
POST BUY – Account Management & Customer Retention
Product
–
Market Focused
&
Razor Sharp Positioning
Slide33Optimization & Scale
33
Briefings/
Materials
Media/
Analysts
Internal
Communications
Customer Service
Success/people stories
Message reinforcements (all levels)
Toolkits
External
Internal
Sales
Enablement
Advertising/
Brand
TIKA
Message
Tikamobile.com
Proposals
Case studies/white papers
Sales toolkits/PPTs
Reference-able clientsSupport mechanismsBrand message Creative/videoSpokesperson preparationMessage platformReference-able clientsLanding pageCase studiesVideo/Social MediaWinning theme/language Case studies/proof points QualificationsOverviews/presentationsBrochuresWhite papersInputsStrategyProof PointsDifferentiationSolution & Industry NeedsEvents/SponsorshipsEvent strategy/calendarPartner events/tradeshows/ business eventsConnect the message to the strategy and the market Be consistent and relentlessly stick to messageBuilding the right infrastructure for scale and agile execution
Slide34Optimize and scale sales processes
34
http://www.mcloughlinassociates.com/solutionselling/
Slide3535
How do we succeed? Education and Engagement
Targeted
Consistent & True
Value-driven
Relevant
Industry Jargon
Customer
Segmenta-tion
Tika
Internal Alignment
Solution Selling
Domain Expertise
By Healthcare Segment
Slide3636
Marketing & Sales Alignment = Increased Revenues
Market Education
Market Engagement
Demand Generation
Frictionless Sales
Sales Enablement
Thought leadership
Webinars
White Papers
Presentations
Social Media
SEO/Web site
Blogs
PR
Case Studies
Digital Campaigns
Automation
Events
Indirect channels
Standards
Proposal Management
Solution Packaging
Pricing
Contracts
Sales tools
Training
Slide37GTM
The 4Ps: Product, Price, Promotion, Place37
Slide38Go-to-Market at a Glance
38
Slide391H2015
2H2016
2H2015
1H2016
Product:
TikaDevice
1.0 – 2.0
Version 1.0
Customer demographics
Geo-Mapping
Accounts (hospital) only
My performance dashboard
Performance tracking by geography
Performance gap analysis
% Actual to Quota
% Actual to Forecast
Medical claims data
Physician to facility affiliations
Call planning
Survey
CRM
Log touch point
Forecasting
Trunk Stock
Sage (ERP) integration
Performance Alerts
QAD (ERP) Integration
Commission CalculatorExecutive DashboardsBar code scanningPoint of sale transaction formAutomated information on hospital locationReferral NetworksFull CRM CapabilitiesGPS route tracking2.0
Slide40Product: Customer Communications
Surveys Prospect questions Onboarding Process Software quality Customer service qualityQuarterly Product Webinars
Roadmap input2H of 2016 User event40
Slide41Customer Service – key Tika
differentiator – Zen Desk41
Phase 1:
Fastest track to submit a request
Service updates
Surveys
Capture & build robust FAQ
Phase 3:
Establish user community
Establish annual user group meeting
Quarterly product webinars
Phase 2: Add social media
Slide42Price - Current
42
Slide43Price: Current Discount Options
43
Slide44Proposed: Tiered Pricing Model
Offer free trials for every plan, starting at 7 days and increasing to 30 days for the Enterprise and Unlimited plans. Provide multiple paths to conversion, such as the available phone call, downloading the complete comparison chart,
and the free trial.Presenting 5 plans clearly enforces the level of seriousness, capability, and
value increase by price plan, without doubting higher price points.44
Eg
.
Tika
Model would encompass Platform +
Basic medical device best practices + 5 customizations
Packaged Customizations
10
15
20 +
Other:
# of data streams
# of users
Transparency
& customization
in pricing information allow potential customers to determine an appropriate plan and increase comfort level.
Slide45Tiered Pricing Cont.
Completely focus on the value cost comparison of plans, indicative of features. Rather than validate the price comparison with a metric such as # of data streams Tika could provide confidence
in the value of our featuresUphold simplicity and tradition by validating plan costs with feature values. Assumes customers have a good sense of the features they need, stressing the value will help validate plan costs.
45
Slide46Promotion: Integrated communications using optimal marketing mix
46
Sustainable
Adaptable
Iterative
Measurable
Continuous improvement of product, service and message (see slide 60 on Agile Marketing)
Leverage massive scalability & share-ability of the internet
Slide47Promotion: Integrated plan
47
Slide48Promotion: Software Analysts
GartnerOur clients look to Gartner when evaluating software vendorsVendor Briefing with BI and/or CRM analystShoot for
Cool Vendors ListIDC Health InsightsVendor mention in SaaS applications for Health Care
Customer Case Studies are criticalIP/Patents are also key48
Slide49Promotion: Digital/SEO/Web Site
Starting Oct 22:
Google Adwords CampaignCapture medical sales audienceHomepageTikaDevice
pageMigration to WordPress (in progress)Deeper navigationCustomer Support (ZenDesk)
Re-Marketing
across Google Network
Facebook remarketing tags
49
Slide5050
Promotion: Social Media –
Tika Linked In Paid Campaigns
Active Sponsored Campaign“Trice Medical Announcement”Initial Budget $500
Blogging drives organic traffic
Drive awareness & engagement
Blog Content
Press Release
Slide5151
Promotion: Social Media - Twitter
Followers increasing from 4 – 52
Including relevant media and industry analyst, Gartner
A digital marketing focused marketing FTE or contracted resource can scale social marketing efforts with cost effective digital marketing software platforms
KEY for TIKA
– produce relevant content across the buyer cycle
Slide52Promotion: Sponsor Key Events/Tradeshows
2015PMSA
3rd Annual Mobile Summit5th Annual Digital Marketing for Medical Devices
Converge103rd Annual Meeting: Clinical Orthopaedic
Society
AdvaMed
2015 (co-sponsored with Health Market Science)
MinneAnalytics
/
Halicon
2015 (Bronze Sponsor & Start-up Showcase Presenter)
Orthopedics
: Avoiding and Managing Complications
Medtrade
OIS@
AAO
52
2016
MD&M West
CBI Oncology Commercialization
CBI Commercial Data
MedForce
(new)
AAOS Annual Meeting (
Orthopaedic
Surgeons)
14th Annual Eye for Pharma
PMSA 2016 Annual ConferenceAbstract submitted10X Medical DeviceAmerican Urological Association Annual MeetingVeeva Commercial SummitGartner CRM Event
Slide53Place: Direct Sales
Focus efforts on MedTech Hubs: 1 rep in each hub
53
1
N
oCal
2
SoCal
3
Mid West
4
New
England
5
NY, NJ, PA
1 Rep per Hub
Ramp up time of 6 weeks
Slide54Direct Sales Revenue Scenarios
54
Low
Base
High
Assumptions
Number of SMB customers/year
4
6
9
Average SMB Seats
50
SMB Integration Fees
120,000
180,000
270,000
Average Large Customer Seats
400
SMB License Revenue
240,000
360,000
540,000
License fee per seat/per month
$100
SMB Combined Revenue
$360,000
$540,000 $810,000 SMB Integration Fee$30,000 Number of Large customers/year124Large Customer Integration Fee$50,000 Large Customer Integration Fees 50,000 100,000 200,000 Large Customer Revenue 480,000 960,000 1,920,000 Combined Large Customer Revenue $530,000 $1,060,000 $2,120,000 Total Annual Revenue per Rep $890,000 $1,600,000 $2,930,000 Total Annual Revenue 5 Reps $4,450,000 $8,000,000 $14,650,000
Slide55Place: Indirect Sales
Client Referrals Incentivize incubators and consultants to refer TikaMobile and receive 10% discountTikaPharma
Reseller StrategyPreferred solution listing for Contract Sales Organizations 55
Slide56Place: Indirect Partners
Pending Certification
Platform Partner
Data Partner
Reseller (
Pharma
)
Certification
Leverage brand power of partners
Revenue sharing model
Reselling (make money while we sleep)
TikaMobile
makes
MicroStrategy
affordable at an enterprise level
Slide57Proposed Marketing Organization
Hire high utility players to drive Agile MarketingOutsource “elastically needed” contractors for busy cyclical needs (eg. Tradeshows)Budget
57
Slide58Agile Marketing
Focus on people: effective collaboration between all stakeholders, including consumers, partners, employees, developers, creative personnel and others.Focus on quality: product quality, customer experience quality and brand experience quality.
Focus on performance: time to market, targeting and metrics.Focus on the consumer: consumer-centric, consumer-relevant, personalized and responsive.
58
(Source: Agile Marketing, The New Imperative – Adobe/
Valtech
http
://www.slideshare.net/ValtechGroup/valtech-adobe-agile-marketing-tm-the-new-
imperative
)
Slide59TikaMobile Organization Existing
59
Total # Employees:
18
Slide60Organization should strive for optimal and scalable intersection of marketing & product
60
IDEAL
Slide61TikaMobile Organization by 2H 2016 Alignment. Optimization. Scale.
61
Total Headcount TBD
Slide62Proposed Initial Discretionary Marketing Budget - TikaDevice
62
Slide63Sales/Marketing Priority Spend
Additional sales & marketing headcount5 reps/$750K annual TCV w/incentive package + 2 Inside Sales + 3 Sales Engineers
3 MarketingUse Case Demos/VideosTradeshow/Presentation Sponsorships Travel/ancillary costs
Digital SEO/PPC; Campaign landing pages; Linked in sponsorships; RetargetingMarketing Automation Software
Branding/Messaging
63
Slide64Extra Slides
Growth Opportunities across Health Care64
Slide65Growth Opportunities across Healthcare
65
Q12016
Q42016
Q22016
Q32016
Home Health
Hospice
Durable Medical Equipment