Shishir Saxena Updated V2MOM - 2019

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Shishir Saxena Updated V2MOM - 2019 by Mind Map: Shishir Saxena  Updated V2MOM - 2019

1. VISION

1.1. Elevate Brillio's brand to be a highly visible "human-centric digital transformation solutions led brand" - across our target markets (customers/prospects), influencers (analysts/awards/media/PR), talent engagement (internal/external)

1.1.1. - 10 Customer endorsements - Coverage by analysts - at least 4 in 2019 - Mention in at least 3 reports as a scale digital transformation player - Media coverage to support positioning - 5 in 2019 - Drive candidate engagement via hackathons & meet-ups (1/Q)

1.2. Institutionalize a scalable demand generation model - both for NN & EN leveraging our channels of focus - alliances, ABM, events, external-lead gen partners & digital marketing campaigns

1.2.1. - Support the goal of 60% of NN leads via "Alliances" - Drive 20% NN leads from external lead-gen channel - Drive 25% EN opportunities via ABM

1.3. Re-align Brillio's India strategy to focus global captives as the primary growth driver for region

1.3.1. - $3 Mn revenue at 42% margin, except Verizon

2. VALUES

2.1. Client Success

2.1.1. Untitled

2.1.1.1. ABM, aligned to account plan - 100% coverage for Strategic & Growth, case-by-case for others

2.1.1.2. Partner for elevating MBR & QBR conversations

2.1.1.3. Readiness to support the growth agenda for CS & Sales - capacity, approach, technology & partners

2.2. We care

2.2.1. Untitled

2.2.1.1. Upskill current team for a solution-led / product marketing approach

2.2.1.1.1. Structured & continuous learning and development

2.2.1.2. Work hard - Play hard

2.2.1.3. Define and stick to expectations, reduce last-minute rush

2.3. Entrepreneurial

2.3.1. Untitled

2.3.1.1. Culture of A/B testing to a more "growth hacker" mindset Vs. traditional marketing

2.4. Excellence

2.4.1. Untitled

2.4.1.1. Content quality - across platforms / formats

2.4.1.2. Holding all stakeholders accountable for outcome

3. METHODS

3.1. Filed Marketing RRO - India Sales Enablement Internal Comm. & Talent Branding

3.1.1. Brand elevation via, analyst / influencer recognition, awards, customer testimonials & a sustained and high-engagement media promotion and PR strategy

3.1.1.1. Scale the analyst & influencer engagement model to establish the "digital transformation partner at scale" positioning across reputed research & publications (Gartner, Forrester, IDC etc.)

3.1.1.2. Institutionalize the scouting & development of news-worthy content (launches, wins, alliances, customer quotes etc.) – as a rhythm to maintain steady brand presence

3.1.1.3. Establish the leadership position in industry / alliance / technology / regional forums via thought leadership, PR, speaking engagements, media promotions - needs a sustained engagement at all levels of leadership

3.1.1.4. Focus on establishing a brand name in emerging markets - UK and India via a combination of event participation, media placements and other branding opportunities

3.1.2. Drive new logo growth through a multi-channel demand generation model, that's regionally aligned -EAST, CENTRAL, WEST, UK & INDIA

3.1.2.1. Alliance-led demand generation (60% - SQLs)

3.1.2.1.1. Augmenting the US-based Alliance Management team with a dedicated & specialized pool for driving & governing the alliance function at a global scale

3.1.2.1.2. Leveraging the calendarized event schedule, drive a well-defined end-to-end plan to monetize our investments (REF: EVENT PLAYBOOK)

3.1.2.1.3. Formalize and execute on the sell-to & sell-through demand generation execution model for all key alliances

3.1.2.1.4. Re-purpose the current ISR team to focus on the activities around alliance events

3.1.2.1.5. Drive visibility for Brillio within the alliance community to improve our sourced-deal numbers

3.1.2.2. Scale up the region-focused business development FS-led pipeline (10% SQLs shared by regional sales owner)

3.1.2.2.1. Drive the rigor & focus on T-15 in partnership with regional sales leaders with the targted micro-campaign model

3.1.2.3. Scale up the local outsourced CPL demand generation model to US (20% - SQLs)

3.1.2.3.1. Before end of 2018, will operationalize the US model for regional lead generation with local agencies

3.1.2.3.2. Expand the Qualifa model to cover all service lines & strategic solution sell

3.1.2.3.3. By Q1-2019, the model will include the strategic solution sell

3.1.3. Partner with CS teams (US & India) to develop the by-account ABM plan, with timelines & KPIs for their strategic, growth and select emerging accounts (via ABM PLAYBOOK). Drive 20% qualified EN opportunities

3.1.3.1. Develop and execute a focused cross-sell & up-sell program for expanding our service line penetration for all Comity accounts

3.1.3.2. Pilot the plan for at least 2 strategic/growth accounts per region by Mar-2019

3.1.3.3. 100% coverage for all strategic and 50% growth accounts by end of Q2-2019

3.1.3.4. Establish by-alliance demand gen. goals in collaboration with the alliances management & CS team to drive revenue growth as per A/C plan

3.1.4. Scale and calendarize the corporate digital campaign model (PLAYBOOK)

3.1.4.1. With a 2 campaigns per month model, institutionalize the execution model & internal capacity to deliver predictable campaign led leads / quarter (Q4-2018)

3.1.4.2. Align the content calendar in collaboration with practices, alliances team and other stakeholder

3.1.4.3. Bring in external capability to elevate our CTAs - move to high-engagement assets Vs. traditional passive content

3.1.5. Institutionalize & scale the event marketing model (PLAYBOOK)

3.1.5.1. Drive all event activity, decision making & governance via the established calendar-driven execution model

3.1.5.2. All stakeholders - practice (capability), field sales/CS (sales capture), marketing (orchestration, content, branding & amplification) to own their piece

3.1.5.3. Joint governance model for driving rigor, RACI alignment & ROI measurement to drive efficacy. Ad-hoc events will need to follow the established review process & governance

3.1.5.4. Ad-hoc events will need to follow the established process & governance

3.1.6. Sharpen the focus of India region on captives & exit all non-strategic pursuits

3.1.6.1. Develop and execute a focused NN logo acquisition strategy that targets only MNC captives

3.1.6.2. Logically conclude all open pursuits as well as active engagements, that don't align to stated India strategy

3.1.6.3. Grow Dell, Verizon, J&J and Honeywell via the CSMM model, with an ABM focus

3.1.6.4. Up-skill and reorganize the current growth organization to execute the strategy

4. OBSTACLES

4.1. Current team to be re-purposed and re-skilled for marketing / BD with a product / solution mindset and with the focus on alliances

4.1.1. Enhance team through external hires, internal rotations, and IDPs etc.

4.1.2. Train team on product led and alliances (sell-to / sell-through) thinking - sales & marketing

4.1.3. Leverage external partner (outsourced lead generation) to deliver the leads in the areas of our focus / solutions

4.2. Move the organization from an ad-hoc approach to marketing (NOT same as agility!) to a predictable and institutionalized

4.2.1. Drive quality, consistency & behavior with playbooks, governance and role clarity

4.3. Quality of content, messaging strength & CTA effectiveness have been weak, impacting lead generation outcome

4.3.1. US-based extended team for messaging and quality of content + internal resource switches

4.3.2. Need to better collaborate with practitioners and presales for developing compelling and highly engaging content strategy & deliverables

4.4. Need local / regional presence for better representing the global marketing function in the US & to drive alignment

4.4.1. Will add a mid-level marketer in the US region, in collaboration with the new global alliances leader (Q1 2019)

4.4.2. Every quarter, 1 person from the marketing team will be in the US for building a deeper appreciation of markets and support ongoing efforts

4.4.3. Budget for travel for pre-approved event calendar to drive the event execution - orchestration, on-ground execution

4.5. NN Sales effort for India Region will need to established in line with strategy

4.5.1. No clearly defined GTM plan yet for captives & the sell-motion for the same will need to developed from scratch

4.5.2. New relationships will start with a staff-aug model, often at aggressive margins

4.5.3. NN sales team will need to be re-oriented & augmented to support the new strategy

5. MEASUREMENT

5.1. Globally elevate the Brillio brand positioning, across regions of focus

5.1.1. Analyst recognition : at least 10 mentions, 2 established reports, 10 awards across 3 research firms

5.1.2. 20 PR releases, 10 Tier 1/2 media interviews, 20 trade publications and research

5.1.3. Customer referenceability - 15 new customer testimonials across practices / regions

5.1.4. Integrate Comity into the parent brand as a singular brand entity

5.1.5. UK/Europe - Min. 2 Brillio level events - Min. 2 solution/practice specific event

5.1.6. Annual customer event - 50 customers/prospect in attendance, announced in Q1

5.1.7. India - Feature in leading print media (ET/Mint), min. 2 - Speaking gig at key industry events with PR opportunities (min. 4)

5.2. New Logo Demand Generation

5.2.1. 60% SQLs from the alliance channel

5.2.2. 10% of SQLs via digital marketing channels

5.2.3. 30% SQLs to be generated from the external outsourced lead gen. partners

5.3. Account Based Marketing

5.3.1. Influence 20% EN pipeline for Strategic & Growth accounts from the targeted ABM strategy

5.3.2. Establish at least 3 new connects per campaign at Director & above level

5.3.3. At least 3 referrals / inbound sales queries per quarter

5.4. Alliance Marketing

5.4.1. 60% of leads (#60) from the alliances channel - across our focus alliances

5.4.2. Drive alliance revenue targets for CS via their account plan interlock - strategic & growth accounts, converted to ABM strategy- 80% on target for alliance goals across existing markets

5.4.3. At least 2 global / US scale awards per strategic alliance in 2019

5.4.4. 1 marquee event participation per alliance ecosystem, with a speaking opportunity

5.5. Digital Marketing Campaigns

5.5.1. 10% of all SQLs to be generated via digital marketing channel (#10)

5.5.2. Drive 2 campaigns per month, mutually exclusive in terms of target audience. Publish an annual calendar, with firm plan for upcoming 2 quarters

5.6. Event Marketing

5.6.1. Calendarized event schedule for events published in Q42018 for H1-2019 with guidance for further event selection

5.6.2. Contribute to 10% of NN pipeline in 2019

5.7. India Region

5.7.1. $3Mn Revenue at 42% margin, except Verizon

5.7.2. >50 NPS for all customers polled for CSAT