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Revive
or re-start companies as a temporary executive
An
established firm may experience a revival or re-start. I am brought in for
the revival in a line manager role, principally because of my
experience in Marketing-driven turnarounds. This is different from the
staff role of a Consultant, and different from some turnaround specialists who
seek to save a company from bankruptcy.
I
may assume the responsibility of VP of Marketing, Chief Marketing Officer (CMO),
or Chief Executive Officer (CEO).
My
task is to revitalize, overhaul, and reposition for growth. I help in the
rebuilding process, and create or rejuvenate the Marketing department:
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Assume
command of the organization, or of the Marketing department, in teamwork
with other executives
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Triage
the engineering investment to focus for decisive, defensible competitive
advantage
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Stabilize
or fix the selling process
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Re-establish
the market segmentation, food chain, and distribution channels
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Quantify
customer needs, payback, buying behavior, and perceptions to furnish
detailed, unbiased input and direction for the engineering, Marketing,
promoting, and selling processes; and for management decisions
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Conduct
rigorous Primary
Market Research to surface the facts and customer intent
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Develop
Competitive
Intelligence (CI), pricing, and positioning
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Define,
refine, and launch new products
My
focus is on the up-front Marketing process for established,
technology-based companies, enabling clients to achieve their financial and
strategic goals with strategy based on facts, not on wishes. A broad
background in technology lets me to relate to technologists. Questioning
skills developed over thirty-seven years of Primary Market Research experience
allow me to elicit customer input accurately and quickly; and to deliver
intelligence, analysis, and actionable recommendations:
Thirty-seven
years of marketing experience
I
bring thirty-seven years of Marketing revival experience to your situation,
supporting the rebuilding of companies and launch of new products and fields;
which have become worth more than ten Billion dollars.
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Becton
Dickinson Medical Systems (BDMS) brought me in to turn around the
Patient Monitoring Systems unit after their market position had plummeted
from #1 to #7, and the Division had become unprofitable and not saleable.
In twenty-four months, in a zero growth market, I revived and grew BDMS to
#2 in their market segment, tripled market share in the US, improved
European market share from 7% to 35%, and increased Japanese share from 0.1%
to 100%, while turning them profitable. The Division was sold for a 50%
premium.
The MIT Enterprise Forum has featured this success lesson as "High Tech
Marketing and Sales" for twelve years in what is now an MIT Sloan
graduate course, "Starting and Running a High Tech Company."
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Eaton/Nova
employed me as Director of Marketing when they had not received any purchase
orders for six months, (new orders) market share was zero, they were a few
weeks away from shipping the last unit on backlog and shutting down
manufacturing, and following the departure of the entire Marketing
organization.
I rebuilt the Marketing organization from zero and sold out the next
eighteen months production in six months, putting customers on
allocation. This was accomplished in the face of severe competition,
while simultaneously raising prices to bring ten points more to the bottom
line, increasing market share from zero to 85%, and launching two new
products. Eaton/Nova Division of Eaton is now Axcelis, a separate
public company.
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