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Conducted a product line optimization to identify low margin products and refocus business development on high profit segments. Developed and wrote funding documentation for clients seeking financing and government grants, resulting in over $20 million of SBIR funding and successful private and public financing rounds. Trained Marketing and Sales of a Fortune 50 technology firm in Best Practices including strategy and value proposition development, market analyses, competitive intelligence, product life cycle modeling, pricing strategies and product launches. Clarified the value proposition for a disposable medical device, established a new brand identity and ultimately positioned the product as the new industry standard within two years.
Conceived and led strategy development for more than 20 early stage technology companies, resulting in first commercial sales, industry awards such as “Startup of the Year” and funding from SBIR, private and public sources. Strengthened product pricing strategies for management of a renewable energy technology firm, validated with in-depth analysis of competitor financials, distribution, production capabilities, new products and SWOT analyses.
Established an aggressive IP licensing program for a biotech company resulting in the company’s first multi-million dollar license agreement with a Fortune 100 medical device company. Licensing and royalty revenues increased from zero to over $50M in 5 years, propelling the company to #20 on Fortune Small Business Fastest Growing 200 List.
Managed and negotiated Intellectual Property licenses and agreements with global technology developers in the Printed Electronics industry resulting in two publicly announced agreements.
Qualified prospective licensing targets for medical diagnostic technologies, initiated discussions and negotiated terms leading to 3 executed agreements. At the new DigitalMarketingOne, our Founders Council is seeking to design and explore a strategic framework for digital marketing. Emphasizes that the job of Marketing is much more than just to be the “Hey, make this pretty and send us the leads!” department.
There are a number of things, however, that are so strategic to digital marketing that they should be better emphasized in our framework.
While digital can’t beat traditional advertising media on reach, its unique strength is interactivity. Rumors of the death of advertising in the digital age are greatly exaggerated: ads are everywhere on the net. Does this framework do a good enough job to encapsulate all that goes into measuring and increasing ROI (with marketing initiatives and customer relationships) in digital? Once we have the framework down, we can proceed to the next step and explore the details with the help of DigitalMarketingOne’ers from all corners of Digital.
If you missed the May 19 WAA Webcast with Kevin Hillstrom and Jim Novo, you can replay it any time on demand. By the way, do you think it will be 5 or more like 10 years before all TV will be much like the Internet?
That is to say, you will turn on the tube and a big bing or google box will appear in the middle of the screen. Unless, of course, you see my PPV (pay-per-view) ad show up towards the right of your TV screen and click on it to read this blog. Meanwhile,  recommendations will appear at the bottom of the screen that are targeted to your remote control behavior.
In 2007 we were given the eye opening book Competing on Analytics by authors Davenport and Harris. The kind of math that Davenport and Harris find deserving of the name analytics are in fact predictive analytics, i.e. For the very first time next month, conference chair Eric Siegel and team are bringing us the Predictive Analytics World conference. But most importantly, I touch on practical challenges with getting predictive analytics right. I couldn’t imagine a better opportunity than the upcoming Predictive Analytics World conference for practitioners to learn first hand how to turn the theory into practice.
My personal prediction is that the math is the least difficult part of predictive analytics.
If nothing else, modeling software can take care of the math anyway and make it user friendly to Marketers.
What is much more critical however is to know how to apply the analytics for generating business value.
Companies that have competed successfully on predictive analytics include for example Capital One. The Predictive Analytics World organizers were kind enough to extend a 15% discount to readers of Multichannel Marketing Metrics. The electronic Retailer magazine published an article in the October issue that I have been burning to write for a while.

Yet, from having had the chance to talk to both sides, I came to realize that both camps usually fall short in their views.
Did you catch MediaPost’s article that TNS Media has released a new offering for in-store metrics? I could not spot whether TNS will measure the interaction with the displays by putting people into the grocery store isle, evaluating cameras, or using a panel of volunteers and something like the portable people meter. Yet another wake up call that we should take off the blinders and look at the world from multiple perspectives, not just the online perspective. Then, another post had a similar observation about the way that companies use multichannel marketing. Can either company move into Quadrant IV where they differentiate on both the basis of analytics AND the basis of channels? Note that if Netflix merged with, say, Safeway, to match Blockbuster’s store channel strategy, it would not move Netflix into Quadrant IV. So, can you think of a way that one of these companies could cross into Quadrant IV before the other one does? For Netflix it would require a way to make use of channel advantage in a way that Blockbuster can’t immediately match.
For Blockbuster it would require a way to use analytics in a way that Netflix can’t immediately match.
As online marketers evolve to become multichannel marketers, might their path of evolution turn out like the well known image below? But as marketing sophistication grows, we may come to look at the online as a very special channel.
Media planning of course also means choosing the channels that will improve outcomes.  How is it done? Clearly Ephron’s focus across his long carreer have been the traditional offline channels, TV, radio, print, etc. The Brittle Bones of Media where Ephron concludes that TV advertising can be made more effective by flighting radio ads in parallel.
Finding the Other Half: Were you always wondering whether those big commercials turn into sales? For these and many other excellent lessons that I learned on Ephron On Media let me humbly nominate Erwin Ephron for the Master of Multichannel Marketing award. The postings on this site are my own and don’t necessarily represent my employer's positions, strategies or opinions. Ia€™ll briefly review each step in turn: Understand Your Customer Develop a clear picture of your target customer using market research and analysis. Click here to get the 7-Step Marketing Toolkit, which will help you easily develop an effective marketing plan for 2016!
Download our Marketing Strategy eBook - an easy 7-step marketing strategy program to drive business results. Real stumbling block to effective marketing is not knowing the difference between these terms. A strategy is a broad plan derived from environmental analysis that is designed to achieve a company’s objectives. At its heart, a marketing strategy template  answers the question: Why should our customers buy our product (or service) and not our competitors’? In many smaller companies, strategy creation may take place on all three levels simultaneously.
A firm’s context, or position in its market, has significant implications for strategy, and the marketing strategy matrix is a prescriptive template that links marketing strategy to market context. You can use this tool for generating strategy or for reviewing strategies proposed by staff or operational managers.
Here are the instructions to follow in order to create the marketing strategy temlate matrix. Identify the context by delineating possible strategic situations.We have chosen to illustrate five strategic situations on our  marketing strategy template. As a recap, here are the procedures to follow when using the marketing strategy template matrix.
Select one of the five generic strategic situations that best describes the marketing context for your business and product. Use the matrix to identify applicable strategy options or to see whether a strategy is appropriate for the given situation. Fill in the marketing strategy template matrix with your own data and thoughts  at the intersections of each strategic situation and strategy option. New Product Marketing Strategy Template Step 3: “How the product will get to the customer? Our program isn’t “canned”—instead, we customize how we work with you based on your unique needs and budget. There are many telltale signs that after all these years, business analytics are still a rising star. While mostly a compilation of all the various kinds of analytics that have been used in the enterprise, its claim to fame is to motivate that analytics can be more than just rear-view mirror reporting. Rather than spending 2009 doodling in the data, here is an opportunity to make predictive analytics a work horse for your company.

They used to be a tiny, peripheral player and grew to be a dominant giant by getting predictive analytics right. All the time, different marketing disciplines are coming up with comparable metrics but calling them different names, unaware of each other.
If people are buying without paying much attention to a particular store isle, the display shouldn’t get as much credit, probably. Namely, the community of Internet Marketers is criticized for talking up amongst ourselves a biased view towards business. Netflix used the online channel as a differentiator, namely a video store that offered infinitely more choice than any Blockbuster branch ever could. Namely, as discussed in the book Competing on Analytics, Netflix is honing their analytics behind movie recommendations.
For instance, this could be to pass on to its customers the cost savings from having no brick & mortar stores to maintain. We started as apes, hunched over, then started walking upright, but now we are back hunched over our laptops.
An upright walking online marketer on the other hand may look at the web site as just one out of many, many channels.
Seems like whichever channel a marketing dialog begins on (say with the viewing of a TV commercial), the online channel is where hand raisers flock to for learning more, comparison shopping, maybe ordering, and maybe later registering for self-service.
This site is a dream come true with easy to read and understand articles that provide a glimpse into a media planners world. Ephron’s contribution seems to be especially in the area of analyzing the benefit of recency of ad exposures for driving results. The matrix can be used to identify these implications and make sure the strategy reflects them. The prescriptions of the matrix are based on a compilation of many studies of marketing strategy, and while not 100 percent valid in every situation, they can be expected to be valid in most circumstances. Enter your email address in the form below and we’ll send you the editable presentation with your marketing strategy matrix template. Namely, let’s drill open promotion to show just how much is possible within that one P in digital.
In contrast, the kind of math used within most of today’s web analytics and business intelligence merely deserve the name reporting in Davenport and Harris’ description.
If predictive analytics are the top of the line, the kind of analytics that are most likely to form the strategic basis on which our companies can compete, then we all need to learn how, and we need to learn asasp. It doesn’t take more than 4 minutes but it will already teach you something, namely about more business applications for predictive analytics than you ever knew. If people however pick the product out of a special display area after studying it longer on average, the display probably should get more credit.
Yet a few other companies are able to use channels so cleverly that they become the basis of their differentiation.
Is there anything to be learned from companies employing both of these in either a tactical fashion or as a strategy that forms the basis of their competition? Now customers could rent online as with Netflix but also return and rent in stores on the spot. The analytics for providing more relevant movie recommendations are expected to become the basis on which NetFlix will now compete with BlockBuster going forward. Blockbuster would move back into Quadrant I while Netflix would stay in III, at least until Blockbuster can match its movie recommendations. It means for example scheduling the frequency and intensity of advertising methodically so to drive up results.
Deviations from the prescriptions of the matrix should be justified by an explanation of how the situation differs from the norm. A firm (not necessarily the leader) has a sustainable advantage such as low cost or patent protection.
The other situations all imply a strategic advantage or at least the potential to create one. Let’s add the Ps that are so key to digital marketing: persuasion, permission, personalization, multiple web presences, net-promoters, etc. The take away from this observation is that the Quadrant is not just determined by a company’s own actions but also those of its competitors. So, in the name of multichannel consciousness, it is high time now to pick a guru from the brand marketing world. Given a budget constraint, should ads be scheduled frequently to hit viewers multiple times per week or should the budget be spread across the year so to reach as many first time viewers as possible? Local service businesses such as restaurants are good examples (segmented based on price, menu, and location). We could give value to our community by having reviews of new tools, tips on using tools and links to sites that sell software we don’t make.

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