Market

Positioning

Markets are often divided into three segments:

Sectors are segments within markets that are differentiated by the types of laws and regulations that
guide contracting and competition between enterprises.
Industries are segments within sectors that are differentiated by the types of competitive (i.e.,
relatively substitutable) solutions delivered by enterprises to customers/consumers having similar
demands.
NOTE: For industries, the type of customer solution is typically the name of the industry (e.g.,
automotive industry).
Domains are segments within industries that are differentiated by the enterprises unique solution
subsets (niches), namely the mix of specific underlying product, service, and/or data categories.
NOTE: F or a given domain, vertical market solutions refer to specific products/services/data
that reflect an enterprises in-depth understanding and appreciation of that domain. In contrast,
horizontal market solutions refer to an enterprises general-purpose products/services/data that
may be useful to a breadth of different domains.

Global Marketplace
Sector
(Private/Commercial)
Sub-Sector
(For-Profit)

Micro-
Environment
(A Given Markets
Space)

Industry
(Information Technology)
Sub-Industry
(TBD)

Macro-
Environment
(A Given Markets
Surroundings)

Domain
(TBD)
Enterprise
(Founders
NEWCO)

The IT industry includes enterprises t hat deliver

solutions t o c ustomers c onsisting of general-purpose
computer/communications s ystems
and related products, s ervices, and data

Macro-Environmental Market Forces

Sovereignty
(e.g., USA)

Economic
(e.g., Capitalism)

Demographic
(e.g., Population)

Political
(e.g., Democracy)

Global Marketplace
(of Sectors, Sub-Sectors,
Industries, Sub-Industries,
Domains, and Enterprises)

Social
(e.g., Multimedia)

Natural
(e.g., Climate)

Technological
(e.g., Mobility)

Cultural
(e.g., F reedoms)

Enterprise
(with Internal
Resources &
External Entity
Interfaces)

Micro-Environmental
Market Forces:
New Solution Offerings
New Customers/Prospects
New Channel Partners
New Executive Hires
New Capital Raise

Private/Commercial Sector:
For-Profit Sub-Sector (e.g., Fortune 500 Multinationals, Mid-
Market Contractors, Small Office/Home Office (SOHO)
Companies)
Not-For-Profit (NFP) Sub-Sector (e.g., Trade Associations,
Professional Societies, Charities, Foundations)

Public/Government Sector:
Federal Government Sub-Sector (e.g., US National Security
Agencies, US Civilian Agencies)
State & Local Government Sub-Sector (e.g., School Boards,
License/Certification/Permit Offices)

v
v
v
v
v

Aerospace (e.g., Rockets, S huttles, S atellites, S pace S tation)

Airline (e.g., Commercial, Cargo)
Automotive (e.g., Cars, Trucks, S UVs)
Construction (e.g., Frames, Flooring, HVAC)
Consumer P roduct Goods (e.g., B everages, S nacks, Fast Food)

v
v
v
v
v
v
v
v
v
v

Education (e.g., University/College, K -12 S chool)

Energy (e.g., Oil, Gas, Nuclear, Wind, S olar, B attery)
Entertainment (e.g., Concerts, Movies, P lays)
Fashion (e.g., A pparel, A ccessories)
Financial S ervices (e.g., Commercial B anking, Capital Markets)
Food & B everage (e.g., Grocery, Restaurants, B ars)
Healthcare (e.g., Medical Devices/Drugs, L ife S ciences, P roviders, Payers)
Hospitality (e.g., Hotel L odging, Dining, B anquets)
Information Technology (e.g., Hardware/Software Products, Consulting S ervices, A nalytics Data)
Judicial (e.g., Courts, P rosecutors, Defenders)

v
v
v
v
v
v
v

Media (e.g., P ublishers, A dvertising A gencies)

National S ecurity (e.g., Defense, Intelligence, Homeland S ecurity)
Public S afety (e.g., L aw E nforcement, P olice, Fire, E mergency)
Real E state (e.g., Residential, Commercial)
Sports (e.g., Major L eague, Minor L eague)
Telecommunications (e.g., Wireline, Wireless)
Travel & Tourism (e.g., Resorts, Destinations)

Example Industry: Information Technology (IT)

Example Sub-Industry: Application Software Products

[Other Related Sub-Industries: Hardware Products, System Software Products, Consulting Services,
Analytics Data, Bundled Mission-Critical Solutions (e.g., FinTech, EdTech, BioTech, HealthIT)]

Example Domain: Resource Management Application Software Products

[Other Related Domains: Personal Productivity Application Software, Collaboration Application
Software, Mission-Critical Application Software]
Product Categories: Customer Relationship Management System/CRM, Enterprise Resource
Planning/ERP, Business Process Management/BPM, Master Data Management/MDM,
Portfolio/Program Management, Project Management, Performance Management, Learning
Management System/LMS, Career Center /Job Board
Service Categories: N/A
Data Categories: N/A
Bundled Solution Categories: Enterprise Software Platform

Company & Solution

Naming

Sector: Private/Commercial
Sub-Sector: For-Profit
Industry: Information Technology (IT)
Sub-Industry: Financial Technology (FinTech)
Domain: FinTech M&A (Capital Markets)
Solution Categories:

Product Categories: Scored Due Diligence (SDD) ** New **

Service Categories: Justifying, Due Diligence, Transitioning
Data Categories: Deal Flow Analytics, Combined Entity Outcome Analytics
Bundled Solution Categories: Due Diligence Checklist-to-EPS Conversion

Where Due Diligence Scores

Branding Rule of 3 Marks/Symbols for Startups:

The combination of t he c ompany name, logo, and t ag line
should give t he intended audience at least a c lue about
the c ompanys market positioning.

Company Name:
DiliVer TM = M&A Due Diligence Solutions for Vertical Markets
Software Product Line Name: MAST TM = M&A Software Tools
[Mantra: Science for the Art of M&A]

Application Names:
MAST BDDA TM = Buy-Side Due Diligence Application
MAST SDDA TM = Sell-Side Due Diligence Application
MAST UDDA TM = Unification Due Diligence Application

Brand Architecture and Strategy Kickoff

Definition
February 2010

Strategy through Realization

RHT Consulting
Proprietary and Confidential
Do not distribute

Brand Strategic Role

Brands p lays b oth a functional and an emotional role

Brand Role

*Please note: many t imes t here are experience benefits of a brand as well. People often c onsume products /
services f or t he f un of it or in t he pursuit of amusement, f antasies, or s ensory s imulation. We include t he
experience needs in t he emotional benefits c ategory

14

Strategy through Realization

RHT Consulting
Proprietary and Confidential
Do not distribute

Brand Identity

How to d efine your b rand identity? Gain multiple p erspectives to align with the n ew b rand values
Building t he Brand

Slogan /
Brand
Positioni
ng
Naming /
URL /
Handles

Channels

Sensory:
Hear,
Smell,
Feel, See
(Image /
Symbol)

Your
New
Co

Experien
ce/
Communi
ty

Assets /
Approach

15

Strategy through Realization

Memorable, Sustainable

Meaningful

Likeability

Defending t he Brand
}

Transferable

Adaptable

Protectable

Characteristics of a G REAT Brand

}

Buyers INSIST on y ou due to y our

consistent qualities

Buyers gain psychological r eward from

association

Buyers understand y our differentiators

RHT Consulting
Proprietary and Confidential
Do not distribute

Brand Identity - Naming

Upon considering several o ptions, identify the b rand n ame

Considerations
}

Individual names

Blanket family names

Separate family names

Corporate name-individual name combo

Proposed Naming: ?????

Advantages

Disadvantages

Both emotional and functional benefits

Dilution of brand name

Simple, recognizable

Risk to brand integrity

Aligns with core messaging

Risk of harm to parent brand

Leverage current brand awareness

Cannibalization of parent brand

Economies of scale advertising,

packaging, distribution

Lost opportunity to create new brand

16

Strategy through Realization

RHT Consulting
Proprietary and Confidential
Do not distribute

Brand Identity URLs / Handles

Brand Handles Per Social Media Channel

Guiding Principles
Stay c onsistent where a handle is required

Make handles relevant, s imple, and s eemingly

original, y et authentic

Platform

Twitter
Blog Sites: Wordpress, Blogger,
Ning
Facebook
Wikipedia
Youtube
Social Bookmarking sites
URL

17

Strategy through Realization

RHT Consulting
Proprietary and Confidential
Do not distribute

Brand Identity Experience

Through all brand channels, it is important to keep in mind the Brand Experience you are
trying to create for clients.

Brand Experience and

Touch Point Cycle

Post
Usage

Pre-Purchase
Experience
Brand-Customer
Relationship

Usage
Experience

18

Touch Point

Proposed
Experience

Pre-Purchase
Confident in leadership
Strong t eam chemistry
Strategic smart people

Usage
?
One-Team through t hick and t hin
Calm, cool and collected under
pressure
Really strategic proactive, problem
mitigators

Post-
Sustainable Value Created
Great Respect f or Team
Friends for Life

Strategy through Realization

RHT Consulting
Proprietary and Confidential
Do not distribute

Brand Identity Channels

A critical enabler for the n ew b randing will b e to leverage all Web 2.0
opportunities in an integrated fashion with traditional channels
Search Engine Marketing
SEO Build
SEO Link Building
Paid Search **

Email
Own list of members
Email membership drive
through c ontests
Cold list of potentials **
Co-Branded list **

Offline Communications
Print/Direct Mail/TV/Radio advertising as well
as columns
PR, Sales promotion/Agents, recruiters
Sponsorship, e.g., events
Personal selling/Word of mouth
Exhibitions / Merchandising
Physical Networking: to medical, pharma
events

Viral
Pass along social
bookmarking, blogs, reviews
Incentivized/sponsored, e.g.,
FB Ads
Social Media (inc. v ideo)
Twitter-enhance c onversation

19

Channels

Collect phone numbers for

texts
Social network
Web site usage

Online Partnerships
Facebooks t argeted advertisements
Exchange with Med Employment sites
Normal partnerships

Content
Blog
Wiki
RSS syndicated c ontent
Press Releases
Columns in Online Media

Strategy through Realization

Mobile

Advertising
Display: targeted
Sponsorship
Ad-networks/Ad-exchanges
Advertorial

RHT Consulting
Proprietary and Confidential
Do not distribute