design engineering software companies, are planning on creatingtheir own analysis software that would compete directly with MODEL’s.
Positioning MODEL as a Leader in Analysis Software
MODEL, a small 30-person firm with about $10 million in rev-enues, has an excellent core group of engineers and has been run by the same executive team since its launch in 1997. Unfortunately, MODEL has very low brand awareness in the industry, since it hasnever had to market aggressively in the past. Many of its customersactually think that the software it creates comes from Autodesk andSolidWorks, both of which sell MODEL’s software as an add-onproduct. MODEL’s executive team is freaking out. It has begun to invest ina sales force and customer service, but it is concerned about what it can spend on marketing and, ultimately, how it should communicate with its customers and prospects. What should this company do?
Step 1: Define the Organizational Goals
The CEO called an off-site meeting to discuss the current situa-tion. During that day, the team developed a renewed business planthat included some specific marketing goals. Among those were•
Build a robust Web site.
This specifically means acquiring2,000 qualified names through its Web site efforts duringthe next year. MODEL believes that it needs to close 5 per-cent of these corporate clients (100) in the next year (with-out the help of its design partners) to make an impact on thecompany’s strategic goals.•
Be the name in analysis.
Company executives believe that MODEL has the engineering excellence to be the “IntelInside” of design analysis software. The measurement of this would be the firm’s becoming “the preferred brand name”
Get Content Get Customers