Aligning Our Efforts: Industry, Products and Capabilities We are strongest when we work as a team toward the same ends. One way to strengthen the ties between our various groups and responsibilities is to focus on core industries and software capabilities – and to ensure that we are representing the full JMP family of products.
Industry
Our core industries (Tier 1) and additional industries (Tier 2) face many challenges and opportunities that JMP is uniquely suited to help them tackle. These industries are full of organizations with potential JMP users. Because these industries have a large untapped population of not-yet-JMP users, we will maintain a companywide focus on Tier 1 for sales efficiency, will continue to support industry-focused sales teams and will market predominantly to Tier 1, followed by Tier 2 (i.e., an 80/20 split).
Core Industries (Tier 1):
Proven process-enabling industries with a high amount of product and process innovation and therefore stronger needs for analytics and JMP. The growth potential is also great once JMP is sold into an account (upgrade potential), maximizing the $/hr. of sales and marketing time targeting these industries.
Additional Industries (Tier 2):
Derivative industries from core industries, still strong potential.
- Biotech
- Clean Energy (Wind, Solar, Battery, Nuclear) & Conservation
- Government
- Industrial Manufacturing
- Medical Devices
- Medical Statistics (CRO, Providers, Medical Research)
Industries to watch:
More research needed; opportunities for expansion in the future, may “graduate” into a Tier 2 industry; “High Risk, High Reward”
If sales have a suggestion/request for a specific industry to be listed in core or additional industries (Tier 1 or Tier 2), bring the idea to the Product Management team. PM will work with our business analyst to evaluate annually. More to come on this process later this year.
We also, will of course, continue to support the next generation of scientists and engineers in these industries through our JMP Academic Program.
Industries not actively pursuing:
- Oil & Gas
- Finance, Banking & Insurance
- Hospitality
- Retail
- Traditional Automotive (those companies that only design, assemble and market vehicles)
- Sports
- Any industries/companies with low amount of process and product innovation
What does “not actively pursuing” mean?
- No resources expended
- Serendipitous sales accepted (take inbound sales), minimal sales effort expected.
- Not going to spend a lot of time listening to requirements.
Here are a few examples:
- No future external or internal support or resources
- No new creation of content on jmp.com
- No promotion on LinkedIn or other social channels
- No examples on the community
- No future development in customer reference program
- No paid advertising
- No industry-specific marketing or sales events
- Not included in Academy
- Not included as examples in the Technical Reference Library
- No sales outreach/prospecting
- Retire any current content specific to these industries (Oil & Gas only)
- Limited R&D “distraction”
To accompany our industry alignment efforts, please ensure we are inclusive of all JMP products and remain true to our capabilities, each of which is an important part of the analytic workflow. All four products need to be included wherever there is a drop-down for products (i.e: “which product(s) will you demo”).
Products:
- JMP
- JMP Pro
- JMP Clinical
- JMP Live
And when pursuing a campaign, event or other initiative, think about how it represents one (or more) of our capabilities.
Capabilities (aligned with the analytic workflow):
- Data Access
- Data Blending and Cleanup
- Data Exploration and Visualization
- Design of Experiments
- Basic Data Analysis and Modeling
- Advanced Statistical Modeling
- Predictive Modeling and Machine Learning
- Quality and Process Engineering
- Reliability Analysis
- Consumer and Market Research
- Automation and Scripting
- Mass Customization
- Content Organization
- Sharing and Communicating Results
IndustryRe: Aligning Our Efforts: Industry, Products and CapabilitiesPerfect, thanks @saradoudt
Re: Aligning Our Efforts: Industry, Products and Capabilities@alexbeck good question. @kayleewarren is working on a report on this and will share more when it is ready. Thanks!!
Re: Aligning Our Efforts: Industry, Products and Capabilities@saradoudt do you have list of NAICS codes for Tier 1 and Tier 2? That would be really helpful for our territory planning.
Re: Aligning Our Efforts: Industry, Products and CapabilitiesNice write-up on which industries to focus our efforts on. Each of our focus industries are growing quickly and serving them aligns with our 15% annual growth objectives.
Re: Aligning Our Efforts: Industry, Products and CapabilitiesIt's great to see JMP being clear on industry prioritization to help employees better understand where to focus time and energy. A common complaint I would hear in previous organizations I've been a part of was lack of prioritization with respect to industries to target. Thanks to you and your team for taking the lead on this.
Re: Aligning Our Efforts: Industry, Products and CapabilitiesThese are great guiding principles thank-you. Our tier 1 and 2 industries have long recognised the need for data analytics and DOE to enable better decisions faster. The potential for regular and predictable upgrade opportunities in tier 1 and 2 is huge. These are the accounts we need to focus our time with to increase our efficiency and effectiveness.
There are some grey areas, at least in Europe with big holding or parent companies, e.g. it is the specialty chemicals divisions of our oil and gas companies in Europe who are using JMP to accelerate product development cycles for new lubricants. These are big groups with many hundreds of (potential) users - so there may be a tier 1 or 2 division within a parent company that may not appear in our tiering at the parent company level. The key for me is understanding what is actually meant by the Process Enabling industries in terms of the challenges they face in bringing new products to market in a timely way. The process development challenges this brings in transferring a cost effective process to manufacturing in a timely way, along with the continual need to drive product quality improvement and unit cost reductions when in routine manufacturing.
Industries outside the Process Enabling sector are often driven by cost reduction (to capture more market share they need to reduce the cost of the products they sell, they lack the challenges of bring new products to market on a regular or frequent basis). They have simpler manufacturing processes that lack the challenges of the Process Enabling or tier 1 and 2 industries. We may be able to land 1 or 2 users in industries outside the Process Enabling sector (outside the tier1 or tier 2 sectors) they lack the expansion potential (since industries outside of tier 1 or 2 are often driven by cost reduction alone). We get a much lower return on our investment of time with such customers outside tier 1 and 2.
I strongly encourage anyone working in JMP sales to properly understand what is meant by the Process Enabling Industries. It will be a eureka moment that guides you in being more efficient and effective in your selling activities.
Re: Aligning Our Efforts: Industry, Products and CapabilitiesGreat article. Thank you.
We all need to remember these principles now and in the future. It is so easy to get distracted from our core markets and dilute our sales efforts and marketing spend.
Re: Aligning Our Efforts: Industry, Products and Capabilities
What are your thoughts about these industries:
Textiles & Nonwovens
Agriculture & Forestry
Metals & Mining
Retail Equipment & Technology
Energy & Utilities
Shipbuilding
Paper & Forest Products
