...cornered itself. Problem with Inbound is , it is a “carpet-bombing” air-war scheme which works in limited mode but in reality market demands “more targeted” ground-war scheme to break through the clutter. This means delivering high quality content to “right” audience and not just to everyone. You also have to do it across multiple channels, which may smell of some “outbound” marketing strategies like phone, direct mail etc. The challenge here is if someone don’t know about you then they cant search about you. And hence lack of an integrated multi channel business model is at the root of Hubspot’s problem. Hubspot is confusing inbound marketing with “content-driven” inbound marketing, which seems to create trouble for it. Hubspot SWOT Analysis: Strengths • Simple solution which attracts customers initially • Good lead tracking and analytics offering • Customer acquisition cost is comparatively lower than competition • Pioneer of Digital Inbound marketing • Do a good job of creating traffic • Decent demand for Hubspot’s freeware programs in market • Passionate employees • Good online buzz and positive press Weaknesses • Dependency on content marketing component of inbound marketing, which makes it more of a media company promoting products and traffic • Poor segmentation and ineffective social sharing • Offerings are weak around integration with Facebook and Twitter. Does not have fully integrated marketing sandwich ( Email, Social and Mobile) • Customer confusion...
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...people are interrupted during a task by a marketer, they will most likely not buy from them. Cold calling and traditional advertising related to outbound marketing tried to catch people off guard and convince them to buy a product or service right at that moment. It was effective before the Internet and smartphones flourished because people did not have the luxury of searching for alternatives products and services at their fingertips at any time. Frequently, people agreed to an offer over the phone because it sounded reasonable. Now, with so many alternatives to a given product and easy accessibility to the market, people will buy a product if they can connect to it in some sort of way and find it online. If you have online marketing content that speaks to people – as is the goal with inbound marketing techniques such as blogging - then you will attract the right type of customer. The limit with inbound marketing is that only the people who can relate to your content will buy it. It is impossible to relate to everyone, yet even the segments of people that buy a certain product through inbound marketing are more stable of a consumer group then those who would buy with the help of outbound marketing. 2. Is HubSpot finding and serving the right set of customers? Given its position as a start-up company, should it widen its focus to server any customer that comes its way? Or narrow their target, by focusing exclusively on either Owner Ollies or...
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...customers or to narrow their focus to a particular target market (B2C/B2B or Owner Ollies/Marketer Marys). Customer Analysis • HubSpot customers came from many different industries, including B2B and B2C • Two different types of customers: Small Business Owners (Owner Ollie) Marketing Professionals (Marketer Mary) • 73% of HubSpot’s customer portfolio • Owned small businesses (1-25 employees) • Busy; managing HR, ops, sales, finance and marketing • Primary objective: generate more leads • 27% of HubSpot’s customer portfolio • Work for companies with 26-100 employees • Supported by a marketing team and/or consultants • Interested in the analytics and reports provided by HubSpot • Owner Ollies want quick, simple solutions to help them generate leads since time and resources were scarce. These customers usually don’t have a vendor management policy in place, and therefore don’t shop around for competition. The buying process is fairly simple: if Owner Ollie sees potential value in the software, they will give you their credit card number and buy. • Marketer Marys run more inbound marketing programs and need more robust and sophisticated tools to design them and measure their results. These customers have more money to spend however they are harder to reach and have a longer selling cycle due to managerial approvals. Segmentation • Possible segments: Owner Ollies and Marketer Marys, B2B and B2C, CMS and non-CMS...
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...Product & Pricing 6 Marketplace & Competition 10 Marketing Strategies 14 Customers & Segmentation 16 SWOT Analysis 22 CRM Implications 23 Problem Statement 25 Appendix A – Exhibits 27 References 30 Introduction HubSpot founders, Brian Halligan and Dharmesh Shah, were selling more than software—they were selling a philosophy. They believed that Web 2.0 was a game changing technology that could be leveraged to fundamentally change the way marketers attracted customers. At the same time, typical push marketing techniques were becoming ineffective. Greg Stuart, x-CEO of Interactive advertising bureau, estimates that advertisers spend roughly $112 billion (just over half of total spending in 2006) on sending messages that reach the wrong audience or none at all (Anonymous, 2006). HubSpot designed their products to fill and manage the customer funnel using techniques termed Inbound Marketing. Using the same techniques and products they were selling, HubSpot was able to attract 1,000 customers in a little over a year which showed that their philosophy was sound. In fact, their philosophy was “sold” even before they had a single customer because they were able to raise $17M in venture capital. They attracted a diverse group of customers using the inherent characteristics of inbound marketing techniques. However, two distinct customer segments emerged from the customer database and hence HubSpot positioned their product offerings accordingly. It is clear...
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...Marketing and Web 2.0 None of [the old rules of marketing] are true anymore. The Web has transformed the rules, and you must transform your marketing to make the most of the Web-enabled marketplace of ideas. — David Meerman Scott, author of The New Rules of Marketing and PR Business was good at HubSpot. Founders Brian Halligan and Dharmesh Shah were thrilled with the progress their young company had made in the two years since they began their journey to convince corporate America that the rules of marketing had changed. To be successful in the marketplace, HubSpot needed to be much more than just a software company. Its founders had to become evangelists, preaching a new way of doing business that would fundamentally change how marketers reached their customers. To their great pleasure, Halligan and Shah were finding a willing audience for their ideas. HubSpot was now considered a thought leader in the Web 2.0 space, coining the term “inbound marketing” to describe marketing strategies and practices that pulled prospective customers toward a business and its products, through the use of Web 2.0 tools and applications like blogging, search engine optimization, and social media. Halligan and Shah realized that their business was at a crucial juncture. They had just reached the noteworthy milestone of 1,000 customers, attaining this level of critical mass by practicing what they preached. HubSpot had built its business by turning its back on traditional marketing methods...
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...are customers with different preferences and also competitors that provide services to different segments. These segments can be categorized as small companies, large companies, business to business and business to customers. The services that must be offered to each of these segments should be different considering their different needs. For example, the price should also be different to comply with the offered services and the degree of required interaction between the company and its customers. The channel of approaching could also be different. For example, Should HubSpot target B2B or B2C customers? -Use a mix of qualitative (strategic) and quantitative (CLV, market potential) facts to argue your point. Do not restate points from the case, but use them to support your decision. -Will this group be receptive to the product? I.e., is HubSpot providing value to these segments? Is there competition in this market? Is HubSpot well positioned to serve these customers? Are there any other outside forces we should consider? Based on the facts that presented in the case the company should address B2B customers. Focusing on this segment could increase company’s profitability. Form the quantitative perspective, the CLV that B2B customers provide is much higher than that of B2C customers, $3,269 versus $11,923 respectively. Considering the assumed same population of these segments, the total potential market value of B2B customers is higher than that of B2C customers....
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... HubSpot needs to decide on which segment to focus on: “Owner Ollies” (OO), “Marketer Marys” (MM) or both. Although a focus on one segment or the other might allow HubSpot to create efficiencies and help them increase their acquisition rate within that segment, our analysis has led us to conclude that they should continue to target both OOs and MMs. From a quantitative perspective we conducted the customer lifetime value calculations. In order to derive the MM and OO lifetime values, we separated both the MMs and OOs into CMS vs. non-CMS users, and also segmented the OOs into “small business” and “very small business” based on different churn rates. Based on our market share assumptions (Exhibit 1) we determined the total potential market in each segment, and used the CMS usage statistics to determine how many of each would be CMS users. We then multiplied the size of each segment by the customer lifetime value of each segment (Exhibit 3 shows the CLV calculation for one segment, Exhibit 2 shows the different inputs used for all 5 segments). Our preliminary analysis favored OOs with over $101 million in potential profits versus $87 million from the MMs (Exhibit 4). Also, based on our CLV analysis the OOs have the additional benefit of becoming profitable in month 6 (Exhibit 3), where the MMs don’t become profitable until month 13 due to high acquisition costs. Although our baseline quantitative analysis supports the OO segment, a combination of sensitivity and qualitative...
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...Cultural Moves AMERICAN CROSSROADS Edited by Earl Lewis, George Lipsitz, Peggy Pascoe, George Sánchez, and Dana Takagi 1. Border Matters: Remapping American Cultural Studies, by José David Saldívar 2. The White Scourge: Mexicans, Blacks, and Poor Whites in Texas Cotton Culture, by Neil Foley 3. Indians in the Making: Ethnic Relations and Indian Identities around Puget Sound, by Alexandra Harmon 4. Aztlán and Viet Nam: Chicano and Chicana Experiences of the War, edited by George Mariscal 5. Immigration and the Political Economy of Home: West Indian Brooklyn and American Indian Minneapolis, by Rachel Buff 6. Epic Encounters: Culture, Media, and U.S. Interests in the Middle East,1945–2000, by Melani McAlister 7. Contagious Divides: Epidemics and Race in San Francisco’s Chinatown, by Nayan Shah 8. Japanese American Celebration and Conflict: A History of Ethnic Identity and Festival, 1934–1990, by Lon Kurashige 9. American Sensations: Class, Empire, and the Production of Popular Culture, by Shelley Streeby 10. Colored White: Transcending the Racial Past, by David R. Roediger 11. Reproducing Empire: Race, Sex, Science, and U.S. Imperialism in Puerto Rico, by Laura Briggs 12. meXicana Encounters: The Making of Social Identities on the Borderlands, by Rosa Linda Fregoso 13. Popular Culture in the Age of White Flight, by Eric Avila 14. Ties That Bind: The Story of an Afro-Cherokee Family in Slavery and Freedom, by Tiya Miles 15. Cultural Moves: African Americans and the Politics of...
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...Decide & Conquer: Make Winning Decisions and Take Control of Your Life Stephen P. Robbins, Ph.D. PEARSON EDUCATION, INC. Praise for Decide & Conquer: “Do you have trouble making important decisions? If you answered, ‘Well, yes and no,’ you need this book. It's as smart and straightforward as its title. I'm buying my agent five copies. —Joel Siegel Entertainment Editor Good Morning America “I thought making decisions was as natural as breathing— something we just do. Dr. Robbins makes it crystal clear that decision making ability is a skill that can be improved with knowledge from self evaluation and consideration of the right criteria. This book will help not only people who struggle with decisions, but also those who consider themselves effective decision makers.” —Jim Despain, Managing Partner, DESPAINCONVERSE, and co-author of …and Dignity for All “Robbins shows that making good decisions requires more than just knowing the facts. You must know yourself, too! It is the human aspects of the decision-making process that fail. But these problems can be overcome. Start making good decisions now by choosing to read this book.” —John Nofsinger, author of Infectious Greed and Investment Blunders (of the Rich and Famous) “A must read. Robbins translates a vast array of arcane research into a clearly written practical guide that will surely help people make better personal decisions.” —Steven P. Schnaars, author of Marketing Strategy, Second Edition “This is a very personal...
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