Goals
• Accelerate growth rate
• Increase profitability
Decisions
1. Decide which customers to serve from a diverse pool.
2. Decide on the current pricing model to entice new customers to the company and maximize the profitability of existing customers.
3. Decide whether to supplement their inbound programs with traditional, interruptive outbound programs (targeted telemarketing and advertising).
4. Widely attract different types of 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
• Owner Ollies are less sophisticated and knowledgeable than Marketer Marys. Owner Ollies...