GTM - Marketing Strategy

GTM - Marketing Strategy
Competitor Analysis GTM - Marketing Strategy

Contents Market Research/Recommendations
Slides 3-29 Marketing & Sales/Alignment, Optimization & Scale Slides 30-36 GTM Overview Slides 37-56 Proposed Marketing Organization Slides

Content Trends in healthcare / pharma and opportunities for TikaMobile
TikaPharma – TikaDevice positioning Customer segmentation, product – customer fit and value proposition Recommendations for the organization

TikaPharma – TikaDevices positioning Customer segmentation, product – customer fit and value proposition Recommendations for the organization

Major Trends in Pharma and Devices Sales
Market Trends Decreased access to physicians by sales reps Consolidation of hospital systems Value analysis committees making purchase decisions Ubiquity of clinical and product information Cost pressures from all sides Tablets common for all stakeholders Increasing number of mobile apps Implications for Market Opportunities Pharmaceutical companies reducing sales staff Trend likely followed by medical devices Decision makers seeking more sophisticated input from key account managers Physicians accessing information directly Sales teams must provide unique value adds Decision makers seeking Value (Quality / Cost), following trend towards “fee for outcome” instead of “fee for service” Desire for a single app with all relevant information *Sources:

Opportunities, threats and risks for TikaMobile
Opportunities for TikaMobile Enable sales teams to demonstrate medical products fit in value-based management systems help decision makers understand cost control and regulatory landscape provide information that is less ubiquitous such as customer feedback understand business imperatives and key players in hospital organizations Offer one single platform to simplify sales reps workflow Target stakeholders outside of sales teams, e.g. value committees, physicians, key account reps Threats for TikaMobile Tailoring applications to the needs of traditional sales reps given diminishing role in the industry Lacking access to data and information that decision makers are using Necessity to enable sales reps to engage highly sophisticated decision makers High barriers to entry accessing increasingly consolidated hospital networks

Pharmaceutical Industry Product positioning compared to competitors (1/3)
V = Product feature available at company X Comparison criteria Specific Pharma? TikaPharma IMS Salesforce.com Veeva & Aktana** ZS Associates Symphony Health Product features Drug information * Plan of action - document download v Reimbursement - co-pay (per insurance) Comparison table with generics / competitors' products Drug fact sheet (indications, contra-indications, side-effects) Value of drug ("avoided costs") Q&As feature - what if? Customer information (physician / buyer) Location v Segment (large/small practice buyer, individual physician) Value of customer (based on historic / expected prescriptions) v Customer interactions records Prescribing behavior Patient mix Patient volume CRM Full CRM functionalities Light CRM functionalities Alerting (risk / opportunity indication) vvv Geomapping of customers (territory management) Call / visit planning tool Segmentation Target customer pipeline Social media team collaboration Benchmarks Sales (team) performance Feedback tool (to collect feedback on drugs from physicians/buyers/…) Training (videos, pictures, presentations, documents, leaflets) Pricing Number pricing levels (basic -> high-end) * TikaMobile feature only present at TikaPharma; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement posing a threat to TikaMobile in small and medium markets

Comparison criteria Specific Pharma? TikaPharma IMS Salesforce. com Veeva & Aktana** ZS Associates Symphony Health Licensing Per seat licensing v v Per month licensing Annual maintenance fee V Contract terms 1 year 3 year Services Client support 24/7 First level (direct contact with sales reps) Second level (support of client IT department) Value-adding services Segmentation Identification of customer value Technology Development / customization Implementation time 6 weeks Longer Customization by role (sales rep vs team manager) In-house development services Own datacenter v (Amazon) Connectivity Cloud based solution Link to database, e.g. IMS * Connected to client ERP Connected to client data center Connected to client CRM (Veeva, Sieble, Salesforce.com) * TikaMobile feature only present at TikaPharma; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement posing a threat to TikaMobile in small and medium markets

Comparison criteria Specific Pharma? TikaPharma IMS Salesforce. com Veeva & Aktana** ZS Associates Symphony Health User-friendliness User-friendliness for sales reps vvv v Offline operations Web-based tool v iPhone / Android / Tablet compatibility x (iPad/windows 8) x (iPad) Automatic daily updates 24 hours after Other sources of competitive advantage Existing access to large pharmaceutical companies * * TikaMobile feature only present at TikaPharma; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement posing a threat to TikaMobile in small and medium markets

Medical Device Product positioning compared to competitors (1/3)
Comparison criteria Specific for TikaDevices? TikaDevice Salesforce.com Veeva & Aktana** ZS Associates Product features Device information * Plan of action - document download v Comparison table with competitors' devices Device fact sheet (indications, contra-indications) Value of device ("avoided costs") Q&As feature - what if? Customer information (physician / buyer) Location Segment (large/small practice buyer, individual physician) Value of customer (based on historic value) Customer interactions records Medical device usage Medical device replacement history / alerting Patient mix Patient volume Quote / contract management Quote generation tool Contract details Order management Order placing Order tracking Inventory status CRM Full CRM functionalities Light CRM functionalities Alerting (risk / opportunity indication) vvv Geomapping of customers (territory management) Call / visit planning tool Segmentation * TikaMobile feature only present at TikaDevice; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement posing a threat to TikaMobile in small and medium markets

Medical Device Product positioning compared to competitors (2/3)
TikaDevices Comparison criteria Specific for TikaDevices? TikaDevice Salesforce. com Veeva & Aktana** ZS Associates CRM (ctd) Target customer pipeline v Social media team collaboration Benchmarks Sales (team) performance Feedback tool (to collect feedback on devices from physicians/buyers/…) * Training (videos, pictures, presentations, documents, leaflets) Pricing Number pricing levels (basic -> high-end) Licensing Per seat licensing Per month licensing Annual maintenance fee Contract terms 1 year 3 year Services Client support 24/7 First level (direct contact with sales reps) Second level (support of client IT department) Value-adding services Segmentation Identification of customer value * TikaMobile feature only present at TikaDevice; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement posing a threat to TikaMobile in small and medium markets

Medical devices Product positioning compared to competitors (2/3)
Comparison criteria Specific for Devices? TikaDevice Salesforce.com Veeva & Aktana ZS Associates Technology Development / customization Implementation time 6 weeks Customization by role (sales rep vs team manager) v In-house development services Own datacenter v (Amazon) Connectivity Cloud based solution Link to database, e.g. HMS * Connected to client ERP Connected to client data center Connected to client CRM (Veeva, Sieble, Salesforce.com) User-friendliness User-friendliness for sales reps vvv Offline operations Web-based tool iPhone / Android / Tablet compatibility x (only Ipad/Windows 8) x (iPad) Automatic daily updates Other sources of competitive advantage Existing access to medical devices companies * TikaMobile feature only present at TikaDevice; **Aktana partners with Veeva Systems to integrate sales force effectiveness and multichannel engagement posing a threat to TikaMobile in small and medium markets

Differentiating Features
TikaMobile’s products are insufficiently differentiated, especially TikaPharma Differentiating Features TikaPharma Prescribing Behavior, patient mix/value User friendliness Added-value services, eg. customer value Short Implementation Time Alerting – risks and opportunities TikaDevice Quote/Contract viewing Device Usage data User friendliness Added-value services, eg. customer value Short Implementation Time Alerting – risks and opportunities Gaps TikaPharma Missing features such as drug comparison, insurance and feedback TikaDevice Missing features such as order placing/tracking, replacement history TikaPharma has limited # of unique features that are easy to replicate TikaDevice has a higher competitive advantage See slide 59 for Tika Pharma App reseller option Veeva-Aktana in Partnership have a strong product for PHARMA

There are key differences between medical device and pharma sales reps, that should be considered
Pharmaceutical Sales Representatives Education PHD Engineers Business Sales Visit Goal Demonstrate ease of training/implementation Influence prescription habits Target of Sales Visit Doctors/NPs*/PAs** Nurses Hospital Administration Insurance Companies Prescribers: Doctors NPs* PAs** Providers open to change ✖ ✔ Implications for the medical device industry Harder sale: demonstrate how a device saves money or how it makes procedures easier or safer Sales reps require more complex information * Nurse Practitioners (NP) ** Physician Assistants (PA)

Medical Device Market Opportunity
Marketing focused on Medical Device based on market need and less competition.

Medical Device There are seven segmentation types within the industry…
Disease Diabetes, Cancer, Renal Failure, etc. FDA Device Regulation Class I (no premarket approval), Class II, & Class III (require PMA) Function Infection Prevention, Infusion Pump, Pacemaker, etc. Geography Northeast, West Coast, Midwest, etc. Size Small, Medium, & Large Specialty Cardiology, Urology, Neurology, etc.

Medical Device … and recommend size as primary segmentation criteria
Pros Cons Disease Niche markets Similar complexity needs Significant number of sectors Different features needs-- many devices in multiple segments Different requirements-- one company sells across sectors FDA Well defined sectors Questionable relevance based on different needs for each segment Function Geography Size Similar buying patterns & structures Similar compatibility needs Easily acquired information Broad – encompasses many types of companies Specialty Target specific end-users with similar needs

Medical Device As a secondary market, we reviewed the cardiology specialty
Cardiology Features High level of device complexity requires user-friendly sales materials Similar target end-users for sales teams Encompasses broad device FDA classification for varied approval timelines Global growth in emerging markets projected to reach 3.3 Billion by 2016* Examples Cardiovascular catheter guidewires Heart valve bioprotheses Occlusion devices, Vascular closure systems Heart assist devices Coronary stents Extracorporeal circulation systems Diagnostic catheters, Mapping catheters Echocardiography tables Sources: *PR Newswire, “Global Interventional Cardiology Market” 2014 **American Action Forum, “Primer: The Medical Device Industry” 2012

Medical Device We identified key differentiators between each segment
Description of Company’s Needs Willingness To Pay Small (<50 sales reps) = 80% of companies Easily digestible information Product that can target specialized markets Low cost investments Little to no sales revenue CRM features Tools to disseminate information about changing regulations Adaptability to increasing price pressures Low Medium ( sales reps) Large (250+ sales reps, many as large as several thousand) Integration possibility with information from additional products the company serves New product information for sales force Adequate for a global sales force to leverage data in one sector to inform another Compatibility with EPR/CRM tools in place High *Source: SelectUSA, “The Medical Device Industry in the United States”

Medical Device We reviewed specialty as potential secondary segmentations
Description of Company’s Needs Willingness To Pay Cardiology Easily digestible information Product that can target specialized markets Low cost investments Little to no sales revenue CRM features Tools to disseminate information about changing regulations Adaptability to increasing price pressures Low Medium ( sales reps) Large (250+ sales reps, many as large as several thousand) Integration possibility with information from additional products the company serves New product information for sales force Adequate for a global sales force to leverage data in one sector to inform another Compatibility with EPR/CRM tools in place High *Source: SelectUSA, “The Medical Device Industry in the United States”

Pharmaceutical Client landscape: Key differentiators
Description of Company’s Needs Willingness To Pay Small (<$1 billion market cap) Flexibility in adapting to changing market CRM features as no CRM in place Informational tools to assist buy-outs Low cost: many with little/no sales revenue Low Medium (~$10 billion market cap) Flexibility to change with market Information stream that targets their products Relevant and targeted information for their products, they pursue a focused strategy Willing to partner and outsource Large (~$200 billion market cap) Tailoring to company culture Compatibility with in-house ERP/CRM Customized to company’s area of expertise Easily adaptable to existing sales force norms/routines High Recommendation Focus on Small and Medium Companies *Source: Innogen & the Economic and Social Research Council, “Mid-Pharma: How Big Is It and Where is It Going? ” Small pharma is known for their innovation and patents, willing to partner Medium- mix of generic drugs and innovative, depends on budget, willing to partner Large – dominate generic drugs, some say there is contraction in the market

Customer – product fit Require the same features:
Fit of TikaMobile for the customer segment Fit? Important Features Small Require the same features: Customer Information: Location, Previous Interactions CRM: Alerting, Benchmarks Client Support 24/7 Medium Large Need full CRM system Management of large sales teams via connectivity and cloud-based access Fit? Important Features See Slide 45 for TIkaDevice Roadmap Small Same features needed: CRM: Alerting Quote & contract management: quote generation tool, contract details Added: Trunk Stock, Consignment Device usage, training videos, compatibility with different OS Medium Large Full CRM system Compatibility with different OS

Value proposition of TikaDevice for small/medium customers - Sales management
WHAT? Key differentiating features Beyond traditional CRM capability User-centric design philosophy Key features such as alerts and pricing for contracts allow for effective sales visits Device usage behavior of target clients Training for sales reps and physicians HOW? Service offerings Identify new opportunities using geo-mapping View historical sales, current contracts and prices, opportunity score Identify performance to goal gap Automated performance and opportunity alerts WHY? Why TikaDevice? Resource optimization achieves 20% increase in touch points via sales reps visits/call schedule Increase bottom line results Effective first time visits reduces redundant detailing visits by 10% Cost-effective – licensing and maintenance structure 100% costs saved on CRM

Value proposition of TikaDevice for small/medium customers - IT director
WHAT? Key differentiating features Beyond traditional CRM capability Utilizes big data to inform effective sales Available in both online and offline mode Identify new opportunities using geo mapping Alerts delivered in iOS or Android application HOW? WHY? Service offerings Customization by in-house team Short implementation time Minimizing execution risk using performance tracking module On premise or cloud based implementation System architecture and front/back end design for seamless deployment and integration Why TikaDevice? Customization according to your needs and existing infrastructure Integrates your internal data with external data sources Cost effective – licensing structure and maintenance 24/7 customer support

Value proposition of TikaDevice for small/medium customers - CFO/Finance (NEW)
WHAT? Key differentiating features Automates workflows between sales and finance Forecasting management Opportunity Management Integrates with ERP HOW? WHY? Service offerings Short implementation time Integration of a variety of data sets across or On premise or cloud based implementation Training Ongoing support Customization / personalization Why TikaDevice? Customization according to your needs and existing infrastructure Integrates your internal data with external data sources Cost effective – licensing structure and maintenance Creates cross functional alignment Ends dependence on spreadsheets 27

Gaps and Opportunities
Initial Gaps Initial Recommendations Progress 4Q 2015 Marketing Unclear targeting of customer segment Unclear value proposition Customize sales pitch according to role (technology Manager, Sales Director) and customer segment (small vs large) SMB – target CFO/Finance Large – multiple decision makers Sales Insufficient sales effort focused on target customers, e.g. small medical device companies Missing internal organizational structure and communication Hire dedicated Marketing Manager Implement project management system such as Asana, Basecamp Hired dedicated Marketing Director Running Rikae/Asana trials Customer service Include datasheets, better pictures for some team and advisors, less wordy and more on datasheets Include on website offered customer services Focused on infographics and updating messaging Using Zen Desk – hired CS dedicated FTE Slow reaction time to requests Missing feature to collect customer feedbacks Technology Missing features that are required by the customers such as feedback input, reimbursement info Insufficient unique and inimitable product features Identify the potential to include additional features such as feedback input, reimbursement info Connect to CRM Survey feature added; other on near term roadmap; Added trunk stock and consignment as differentiating features Partnership Partner with Adobe to collect feedback and offer e-detailing software Insufficient connections to medical device industry Focused on data partnerships and reselling opportunities

Marketing & Sales Alignment. Optimization. Scale.

To sum up: Where were we? Ramping up operations and product
Focused on anchor client Leveraging cost-effective resources to establish product positioning Produced and acquired foundational marketing assets and tools Established Medical Device SMB as a sweet spot based on market research End user focused UI/UX Contracted seasoned pharma sales veteran with rolodex for large tier pharma opportunities Focused on anchor client (services vs licensed revenue) hence lack of a focused business strategy Lack of scalable sales & marketing process No formal support structure for customer service Ad hoc/opportunistic sales activities Ad hoc marketing activities and no sustained campaigns Choppy branding Web site acted as flat brochure – no incoming leads, no SEO, no social media or PR Pharma very long sales cycle and multiple decision makers

Alignment for the SaaS Model
Product – Market Focused & Razor Sharp Positioning POST BUY – Account Management & Customer Retention

Solution & Industry Needs
Optimization & Scale Briefings/ Materials Overviews/presentations Brochures White papers Building the right infrastructure for scale and agile execution Proposals Winning theme/language Case studies/proof points Qualifications External Tikamobile.com Landing page Case studies Video/Social Media Inputs Media/ Analysts Spokesperson preparation Message platform Reference-able clients Differentiation Advertising/ Brand Brand message Creative/video Solution & Industry Needs TIKA Message Strategy Events/ Sponsorships Event strategy/calendar Partner events/tradeshows/ business events Be consistent and relentlessly stick to message Proof Points Internal Communications Success/people stories Message reinforcements (all levels) Toolkits Connect the message to the strategy and the market Internal Sales Enablement Case studies/white papers Sales toolkits/PPTs Reference-able clients Customer Service Support mechanisms

Optimize and scale sales processes

How do we succeed? Education and Engagement
Targeted Consistent & True Value-driven Relevant Industry Jargon Customer Segmenta-tion Tika Internal Alignment Solution Selling Domain Expertise By Healthcare Segment

Marketing & Sales Alignment = Increased Revenues
Market Education Market Engagement Demand Generation Frictionless Sales Sales Enablement Thought leadership Webinars White Papers Presentations Social Media SEO/Web site Blogs PR Case Studies Digital Campaigns Automation Events Indirect channels Standards Proposal Management Solution Packaging Pricing Contracts Sales tools Training

GTM The 4Ps: Product, Price, Promotion, Place

Go-to-Market at a Glance

Product: TikaDevice 1.0 – 2.0 2.0 Version 1.0 Customer demographics
Geo-Mapping Accounts (hospital) only My performance dashboard Performance tracking by geography Performance gap analysis % Actual to Quota % Actual to Forecast Medical claims data Physician to facility affiliations Call planning Survey CRM Log touch point Forecasting Trunk Stock Sage (ERP) integration Performance Alerts QAD (ERP) Integration Commission Calculator Executive Dashboards Bar code scanning Point of sale transaction form Automated information on hospital location Referral Networks Full CRM Capabilities GPS route tracking

Product: Customer Communications
Surveys Prospect questions Onboarding Process Software quality Customer service quality Quarterly Product Webinars Roadmap input 2H of 2016 User event

Customer Service – key Tika differentiator – Zen Desk
Phase 2: Add social media Phase 1: Fastest track to submit a request Service updates Surveys Capture & build robust FAQ Phase 3: Establish user community Establish annual user group meeting Quarterly product webinars

Price - Current

Price: Current Discount Options

Proposed: Tiered Pricing Model
Transparency & customization in pricing information allow potential customers to determine an appropriate plan and increase comfort level. Offer free trials for every plan, starting at 7 days and increasing to 30 days for the Enterprise and Unlimited plans. Provide multiple paths to conversion, such as the available phone call, downloading the complete comparison chart, and the free trial. Presenting 5 plans clearly enforces the level of seriousness, capability, and value increase by price plan, without doubting higher price points. Eg. Tika Model would encompass Platform + Basic medical device best practices + 5 customizations Packaged Customizations 10 15 20 + Other: # of data streams # of users

Tiered Pricing Cont. Completely focus on the value cost comparison of plans, indicative of features. Rather than validate the price comparison with a metric such as # of data streams Tika could provide confidence in the value of our features Uphold simplicity and tradition by validating plan costs with feature values. Assumes customers have a good sense of the features they need, stressing the value will help validate plan costs.

Promotion: Integrated communications using optimal marketing mix
SEO Web Site Sales Tools Content Analysts Events Social Media Digital Campaigns Leverage massive scalability & share-ability of the internet Sustainable Adaptable Iterative Measurable Continuous improvement of product, service and message (see slide 60 on Agile Marketing)

Promotion: Integrated plan

Promotion: Software Analysts
Gartner Our clients look to Gartner when evaluating software vendors Vendor Briefing with BI and/or CRM analyst Shoot for Cool Vendors List IDC Health Insights Vendor mention in SaaS applications for Health Care Customer Case Studies are critical IP/Patents are also key

Promotion: Digital/SEO/Web Site
Starting Oct 22: Google Adwords Campaign Capture medical sales audience Homepage TikaDevice page Migration to WordPress (in progress) Deeper navigation Customer Support (ZenDesk) Re-Marketing across Google Network Facebook remarketing tags

Promotion: Social Media – Tika Linked In Paid Campaigns
Press Release Blog Content Drive awareness & engagement Active Sponsored Campaign “Trice Medical Announcement” Initial Budget $500 Blogging drives organic traffic

Promotion: Social Media - Twitter
Followers increasing from 4 – 52 Including relevant media and industry analyst, Gartner A digital marketing focused marketing FTE or contracted resource can scale social marketing efforts with cost effective digital marketing software platforms KEY for TIKA – produce relevant content across the buyer cycle

Promotion: Sponsor Key Events/Tradeshows
2015 PMSA 3rd Annual Mobile Summit 5th Annual Digital Marketing for Medical Devices Converge 103rd Annual Meeting: Clinical Orthopaedic Society AdvaMed 2015 (co-sponsored with Health Market Science) MinneAnalytics/Halicon 2015 (Bronze Sponsor & Start-up Showcase Presenter) Orthopedics: Avoiding and Managing Complications Medtrade 2016 MD&M West CBI Oncology Commercialization CBI Commercial Data MedForce (new) AAOS Annual Meeting (Orthopaedic Surgeons) 14th Annual Eye for Pharma PMSA 2016 Annual Conference Abstract submitted 10X Medical Device American Urological Association Annual Meeting Veeva Commercial Summit Gartner CRM Event

Place: Direct Sales Focus efforts on MedTech Hubs: 1 rep in each hub
Mid West 3 1 NoCal 4 New England 5 NY, NJ, PA 2 SoCal 1 Rep per Hub Ramp up time of 6 weeks 5 regions New England – Boston NY Metropolitan Area Minneapolis NoCal SoCal Referrals – connect with more incubators (incentivize the referrals) Close 2 start ups a month Network – horizontal network image showing start up or recently FDA approved Physician targeting – one basic Trice app Hospitals – another app – Advanced Cooling (smaller) Hospitals – another app – BSX app Pharma Rep – Indirect/Rob 1.5M from 5 reps when they are fully ramped up – 6 small, 2 mid and 1 large for the year MicroStrategy – 1.8M from each rep

Direct Sales Revenue Scenarios
Low Base High Assumptions Number of SMB customers/year 4 6 9 Average SMB Seats 50 SMB Integration Fees 120,000 180,000 270,000 Average Large Customer Seats 400 SMB License Revenue 240,000 360,000 540,000 License fee per seat/per month $100 SMB Combined Revenue $360,000 $540,000 $810,000 SMB Integration Fee $30,000 Number of Large customers/year 1 2 Large Customer Integration Fee $50,000 Large Customer Integration Fees 50,000 100,000 200,000 Large Customer Revenue 480,000 960,000 1,920,000 Combined Large Customer Revenue $530,000 $1,060,000 $2,120,000 Total Annual Revenue per Rep $890,000 $1,600,000 $2,930,000 Total Annual Revenue 5 Reps $4,450,000 $8,000,000 $14,650,000

Place: Indirect Sales Client Referrals TikaPharma
Incentivize incubators and consultants to refer TikaMobile and receive 10% discount TikaPharma Reseller Strategy Preferred solution listing for Contract Sales Organizations

Place: Indirect Partners
Reseller (Pharma) Platform Partner Data Partner Certification Leverage brand power of partners Revenue sharing model Reselling (make money while we sleep) TikaMobile makes MicroStrategy affordable at an enterprise level Pending Certification

Proposed Marketing Organization
Hire high utility players to drive Agile Marketing Outsource “elastically needed” contractors for busy cyclical needs (eg. Tradeshows) Budget

Agile Marketing Focus on people: effective collaboration between all stakeholders, including consumers, partners, employees, developers, creative personnel and others. Focus on quality: product quality, customer experience quality and brand experience quality. Focus on performance: time to market, targeting and metrics. Focus on the consumer: consumer-centric, consumer-relevant, personalized and responsive. (Source: Agile Marketing, The New Imperative – Adobe/Valtechhttp:// )

TikaMobile Organization Existing
CEO (founder) COO (founder) Customer Service (1) Sales-Device (1) Sales-Pharma (2) (contracted) Sales Mgr (1) (West Coast) Marketing (1) Web/SEO (1) (contracted) Engineering US (3) Poland (6) India (2) Total # Employees: 18

Organization should strive for optimal and scalable intersection of marketing & product
IDEAL

TikaMobile Organization by 2H 2016 Alignment. Optimization. Scale.
Total Headcount TBD CEO COO Finance IT HR Customer Support VP Sales Account Mgmt Sales Inside sales Sales Ops Partners VP Product Mgmt QA/QC Sales Engineer Product Marketing Mgr Market Analysts VP Marketing PR/Writer Marketing Specialist Digital VP Engineering R&D Staff Professional Services

Proposed Initial Discretionary Marketing Budget - TikaDevice

Sales/Marketing Priority Spend
Additional sales & marketing headcount 5 reps/$750K annual TCV w/incentive package + 2 Inside Sales + 3 Sales Engineers 3 Marketing Use Case Demos/Videos Tradeshow/Presentation Sponsorships Travel/ancillary costs Digital SEO/PPC; Campaign landing pages; Linked in sponsorships; Retargeting Marketing Automation Software Branding/Messaging

Extra Slides Growth Opportunities across Health Care

Growth Opportunities across Healthcare
Home Health Hospice Durable Medical Equipment Q12016 Q22016 Q32016 Q42016

GTM - Marketing Strategy

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