Marketing

01.Personas

Some kind of short introduction to this section.

Retail

Leadership

Who are these buyers?

  • CEO/President. High-level leaders of companies or divisions of companies looking for tools/systems to help drive overarching company initiatives.
  • Often report in to Board of Directors, investors or shareholders regarding financial performance and tracking of key company initiatives. Reporting on initiatives is imperative as it helps prove progress to key stakeholders.

Jobs to be done

  • Steer the ship. Lead & prioritize overarching company/division priorities and initiatives to serve financial business needs, customer demands, or shareholder/investor input.
  • Identify objectives that push the company towards strong year-over-year growth.
  • Look 5-10 years out to determine where the company needs to be, and who they will get there.

GSC Use Cases

  • Varies widely by company, likely to be used for the high-level initiative that the buyer has themselves identified.
  • Lean heavily on “Reimagine” style messaging to encourage these buyers to dream up their own use case of GSC, while emphasis time or money savings in a tangible way.

Communication Tips

  • Be concise and use tangible examples with real life numbers. In larger companies, getting a CEO to respond to an outbound email is highly unlikely. BUT, if they are interested, they may forward to the person on their team who they want to own it. This is a good thing - the person receiving the forward will see it as a directive from the CEO to further investigate the tool.

Glossary of Terms

  • Investor. Any person or other entity (such as a firm or mutual fund) who commits capital with the expectation of receiving financial returns. Investors utilize investments in order to grow their money and/or provide an income during retirement, such as with an annuity.
  • Shareholder. Commonly referred to as a stockholder, a shareholder is any person, company, or institution that owns at least one share of a company's stock. Because shareholders are a company's owners, they reap the benefits of the company's successes in the form of increased stock valuation.
  • Stakeholder. A person, group or organization that has an interest or concern in an organization. Examples are customers, shareholders, creditors, employees, suppliers, etc.
  • EBITDA. Earnings before interest, taxes, amortization and depreciation. A key measure of financial health.
  • Comp. A comparison of sales to historical numbers. Most often used for year-over-year comparisons, retailers use YoY Comps as one of their most important metrics.

Operations

Who are these buyers?

  • Global Vice Presidents, Regional Operations Directors, Store Directors. This group is the ‘boots on the ground’ to ensure everything in brick-and-mortar stores is running smoothly and efficiently.
  • Even higher level operations roles are in stores often and not behind a desk.

Purchasing

Who are these buyers?

  • Executive or Global Level Purchasing Teams. Lead large, often national or global, purchasing teams. Expect adherence to and execution of global purchasing objectives from all regions/stores.
  • Benefit from high level reporting that shows whether or not their programs are being executed, which they can tie to sales/margin numbers to prove their value.
  • Regional Purchasing Department Directors. Lead regional team of store department managers to execute both global and regional purchasing initiatives.
  • Balance executing global programs with driving regional initiatives that solve for localized problems or customer needs.

Restaurant

Leadership

Who are these buyers?

  • CEO/President. High-level leaders of companies or divisions of companies looking for tools/systems to help drive overarching company initiatives.
  • Often report in to Board of Directors, investors or shareholders regarding financial performance and tracking of key company initiatives. Reporting on initiatives is imperative as it helps prove progress to key stakeholders.

Jobs to be done

  • Steer the ship. Lead & prioritize overarching company/division priorities and initiatives to serve financial business needs, customer demands, or shareholder/investor input.
  • Identify objectives that push the company towards strong year-over-year growth.
  • Look 5-10 years out to determine where the company needs to be, and who they will get there.

GSC Use Cases

  • Varies widely by company, likely to be used for the high-level initiative that the buyer has themselves identified.
  • Lean heavily on “Reimagine” style messaging to encourage these buyers to dream up their own use case of GSC, while emphasis time or money savings in a tangible way.

Communication Tips

  • Be concise and use tangible examples with real life numbers. In larger companies, getting a CEO to respond to an outbound email is highly unlikely. BUT, if they are interested, they may forward to the person on their team who they want to own it. This is a good thing - the person receiving the forward will see it as a directive from the CEO to further investigate the tool.

Glossary of Terms

  • Investor. Any person or other entity (such as a firm or mutual fund) who commits capital with the expectation of receiving financial returns. Investors utilize investments in order to grow their money and/or provide an income during retirement, such as with an annuity.
  • Shareholder. Commonly referred to as a stockholder, a shareholder is any person, company, or institution that owns at least one share of a company's stock. Because shareholders are a company's owners, they reap the benefits of the company's successes in the form of increased stock valuation.
  • Stakeholder. A person, group or organization that has an interest or concern in an organization. Examples are customers, shareholders, creditors, employees, suppliers, etc.
  • EBITDA. Earnings before interest, taxes, amortization and depreciation. A key measure of financial health.
  • Comp. A comparison of sales to historical numbers. Most often used for year-over-year comparisons, retailers use YoY Comps as one of their most important metrics.

Operations

Who are these buyers?

  • Global Vice Presidents, Regional Operations Directors, Store Directors. This group is the ‘boots on the ground’ to ensure everything in brick-and-mortar stores is running smoothly and efficiently.
  • Even higher level operations roles are in stores often and not behind a desk.

Purchasing

Who are these buyers?

  • Executive or Global Level Purchasing Teams. Lead large, often national or global, purchasing teams. Expect adherence to and execution of global purchasing objectives from all regions/stores.
  • Benefit from high level reporting that shows whether or not their programs are being executed, which they can tie to sales/margin numbers to prove their value.
  • Regional Purchasing Department Directors. Lead regional team of store department managers to execute both global and regional purchasing initiatives.
  • Balance executing global programs with driving regional initiatives that solve for localized problems or customer needs.

CPG/FMCG

Leadership

Who are these buyers?

  • CEO/President. High-level leaders of companies or divisions of companies looking for tools/systems to help drive overarching company initiatives.
  • Often report in to Board of Directors, investors or shareholders regarding financial performance and tracking of key company initiatives. Reporting on initiatives is imperative as it helps prove progress to key stakeholders.

Jobs to be done

  • Steer the ship. Lead & prioritize overarching company/division priorities and initiatives to serve financial business needs, customer demands, or shareholder/investor input.
  • Identify objectives that push the company towards strong year-over-year growth.
  • Look 5-10 years out to determine where the company needs to be, and who they will get there.

GSC Use Cases

  • Varies widely by company, likely to be used for the high-level initiative that the buyer has themselves identified.
  • Lean heavily on “Reimagine” style messaging to encourage these buyers to dream up their own use case of GSC, while emphasis time or money savings in a tangible way.

Communication Tips

  • Be concise and use tangible examples with real life numbers. In larger companies, getting a CEO to respond to an outbound email is highly unlikely. BUT, if they are interested, they may forward to the person on their team who they want to own it. This is a good thing - the person receiving the forward will see it as a directive from the CEO to further investigate the tool.

Glossary of Terms

  • Investor. Any person or other entity (such as a firm or mutual fund) who commits capital with the expectation of receiving financial returns. Investors utilize investments in order to grow their money and/or provide an income during retirement, such as with an annuity.
  • Shareholder. Commonly referred to as a stockholder, a shareholder is any person, company, or institution that owns at least one share of a company's stock. Because shareholders are a company's owners, they reap the benefits of the company's successes in the form of increased stock valuation.
  • Stakeholder. A person, group or organization that has an interest or concern in an organization. Examples are customers, shareholders, creditors, employees, suppliers, etc.
  • EBITDA. Earnings before interest, taxes, amortization and depreciation. A key measure of financial health.
  • Comp. A comparison of sales to historical numbers. Most often used for year-over-year comparisons, retailers use YoY Comps as one of their most important metrics.

Operations

Who are these buyers?

  • Global Vice Presidents, Regional Operations Directors, Store Directors. This group is the ‘boots on the ground’ to ensure everything in brick-and-mortar stores is running smoothly and efficiently.
  • Even higher level operations roles are in stores often and not behind a desk.

Purchasing

Who are these buyers?

  • Executive or Global Level Purchasing Teams. Lead large, often national or global, purchasing teams. Expect adherence to and execution of global purchasing objectives from all regions/stores.
  • Benefit from high level reporting that shows whether or not their programs are being executed, which they can tie to sales/margin numbers to prove their value.
  • Regional Purchasing Department Directors. Lead regional team of store department managers to execute both global and regional purchasing initiatives.
  • Balance executing global programs with driving regional initiatives that solve for localized problems or customer needs.

02.Slide Deck Guidelines

  • When copying and pasting from slide decks (1920 × 1080) to booklets (612 × 792), you should: (1) downsize the deck file to 612 × 344 and (2) copy the thing from that presentation
  • Drop shadows in Keynote should have 30% opacity
  • When using checkmarks in place of bullets in a list, use the checkmark (without circle) shown below

01.General Guidelines

  • Templates created for the commercial team (1-pagers, etc) should be formatted for digital instead of print, as most of our content is consumed on screen
  • There are two styles of one-pagers: (1) digital with default Keynote theme at 1920 × 1080 and (2) one for more formal audiences in portrait orientation (no template exists, but recent examples include the Insights and Lyft one pagers)
  • Booklets should be a standard 8.5" × 11"
  • Unless otherwise requested, half pagers should be in landscape orientation

02.Slide Deck Guidelines

  • When copying and pasting from slide decks (1920 × 1080) to booklets (612 × 792), you should: (1) downsize the deck file to 612 × 344 and (2) copy the thing from that presentation
  • Drop shadows in Keynote should have 30% opacity
  • When using checkmarks in place of bullets in a list, use the checkmark (without circle) shown below
Brand Guidelines v1.1.0 © Copyright 2019 GoSpotCheck, Inc.