utah pma quarterly meeting keynote, march, 2009

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Glen Mella, President and COO of Control4, presented the inaugural Utah Product Management Association meeting. This is the keynote presentation.

TRANSCRIPT

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© December, 2008 - Control4

Glen Mella, President/COO - Control4

From Chips to Chips… A journeyFrom Chips to Chips… A journey

So far…So far…

Undergrad – BYU, MBA – Northwestern CPG brand management – Frito-Lay (PepsiCo), DialHigh-tech marketing – WordPerfect, Novell, TenFoldCEO – Found, Inc. WordPerfect®

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CEO – Found, Inc. SVP marketing & sales – SunCom/AT&TPres./COO – Control4

Personal passion: The intersection of consumer products and high tech

WordPerfect®Novell®

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What is “Marketing” Anyway?What is “Marketing” Anyway?

Mar-ket-ing [mahr-ki-ting] (-noun)

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1. the act of buying or selling in a market.

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1. the act of buying or selling in a market.2. the total of activities involved in the transfer of goods from the producer or seller to the consumer or buyer, including advertising, shipping, storing, and selling.

How does your company go to market?How does your company go to market?

Identifying unmet consumer wants/needsDelivering goods & services to meet those needsMaking what you have relevant to others

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Making what you have relevant to othersWinning the positioning battle in a crazy, cluttered worldBuilding loyalty and repeat businessBonding with customers

Sales vs. MarketingSales vs. Marketing

Sales - build revenues over night

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Marketing - build brands over time

What’s in a Name?What’s in a Name?

Inside marketing

Category management

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Category management

Chief bottle washer

Who asks these questions?Who asks these questions?

Inside MarketingWhat to build?Who is the target?Why will they care?Why will they care?How can we solve their pain?

Outbound MarketingHow do we sell?What is our position?How do we build awareness, preference & demand?Where do we find qualified prospects?

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Control4 Product Development ProcessControl4 Product Development Process

T-3 Product DescriptionT-2 FeasibilityT-1 Staffing and SchedulingT0 Architecture and DesignT1 Prototype/Development Phase

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T2 Alpha PhaseT3 Beta (HW)/Internal Beta (SW)T4 Release to Manufacturing (HW)/External Beta (SW)T5 Pilot (HW)/Release Candidate (SW)T6 First Customer Ship (PIT)T7 Available in Shipping Quantities (PIT)T8 End of Life

Brand Management ModelBrand Management Model

ManufacturingR&D

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Brand ManagerFinance

Sales Purchasing

Operations

Consumer MarketingConsumer Marketing

Trade push - build sales overnight– Trade advertising– Short-term focus

Consumer pull - build brand over time

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Consumer pull - build brand over time– Brand awareness and preference– Build and sustain franchise– Long-term focus

Consumer Marketers Measure EverythingConsumer Marketers Measure Everything

Share of VoiceShare of ShelfShare of Wallet

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Share of WalletShare of PantryShare of StomachShare of Mind

Broad-Appeal Tactics for a Mass Audience... then and nowBroad-Appeal Tactics for a Mass Audience... then and now

Broadcast advertising – Network, cable, satellite TV & RadioPrint, outdoor, and high-visibility offline effortsUbiquitous branding – Used to be Coke, Nike, GE, Microsoft

Now - Google, Apple, Starbucks, ebay, FacebookTargeting every household

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Targeting every household– Direct response, Web 1.0– Frequent rewards programs

Tactics and tools have changed dramatically– SEO, SEM– Social media– Blogosphere– Real one-to-one marketing

High Tech Marketing AudiencesA more complex modelHigh Tech Marketing AudiencesA more complex model

Trade – build sales overnightConsumer – high tech adoption curve– Purchaser vs. influencer vs. user

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Analysts – evangelize and critiquePress – keep pulse on marketIndustry pundits – influencers

The IT CustomerThe IT Customer

End usersIS management– Network managers– Dept.-level IS

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– Dept.-level ISBusiness managers– Understand process vs.

technologyExecutive management– More savvy than ever

before

Consumer vs. Business-To-Business Marketing Consumer vs. Business-To-Business Marketing

Low purchase priceOften spontaneous purchaseIndividual decision-makerLow loyalty/high switching

High investmentUsually a considered purchaseGroup hierarchy decision makersHigh loyalty and service component

B-2-C B-2-B

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Low loyalty/high switchingShot-gun approachLow cost-per-leadProven tactics and metrics

High loyalty and service componentRifle approachHigh cost-per-leadOften fly by seat of pants

Different Metrics than ConsumerDifferent Metrics than Consumer

Longer evaluation and sales cyclesHigher cost to identify, educate, motivate, and qualifyLower hit rate for broad-reach marketing tacticsPersonal selling makes a difference

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Personal selling makes a difference– Conferences, events, executive calls, direct

communicationsHarder to quantify, but this shouldn’t be an excuse!

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© 2007 Control4

Who’s in control, anyway?...Who’s in control, anyway?...

Just Your Average Day at the BeachJust Your Average Day at the Beach

Just Your Average Day at the BeachJust Your Average Day at the Beach

Okay, Not Really an Average Day…Okay, Not Really an Average Day…

Who’s freaked out by the economy?Who’s freaked out by the economy?

Post-WW II RecessionsPost-WW II Recessions

Recession Duration Jobless Rate

Nov’48-Oct’49 11 months 7.9%

Jul’53-May’54 10 months 6.1%

Aug’57-Apr’58 8 months 7.5%

Apr’60-Feb’61 10 months 7.1%

Dec’69-Nov’70 11 months 6.1%

Nov’73-Mar’75 16 months 9.0%

Jan’80-Jul’80 7 months 7.8%

Jul’81-Nov’82 16 months 10.8%

Jul’90-Mar’91 9 months 6.9%

Mar’01-Oct’01 8 months 5.4%

Dec’07-present 15 months so far 8.1%

Own-er-shipOwn-er-ship

Think, talk and act as if you OWN your business– Your functional area– Key projects, tasks and deliverables– Significant individual milestone (“My product, my store,

my team”)my team”)

OWN challenging issues or customer problems through to resolution – Don’t let go until resolved

All shareholders are literal OWNERS of the company

Key Leadership RolesKey Leadership Roles

Managing Culture and moraleDefining the Vision and Strategic DirectionEnsuring adequate working capitalBuilding the teamBuilding the teamGenerating revenue!Achieving long-term profitable growthCorrecting the courseResolving conflictModeling aspirational behavior

Managing Culture and MoraleManaging Culture and Morale

The Control4 ValuesTeamworkCustomer FocusPassion for ExcellencePassion for ExcellenceIntegrityCommunicationAgilityCommitment

Defining Vision and Strategic DirectionDefining Vision and Strategic Direction

We will be the world’s leading platform for the digital home, by providing for the digital home, by providing

home automation solutions that are affordable, the easiest to use, and the

easiest to install.

Building the teamBuilding the team

A simple formula…

Look to hire people who are:

BrightMotivatedNice

Career Success DriversCareer Success Drivers

Results orientation– Driven and accountable

Passion for metricsMature ambassadorStrong business acumen Strong business acumen – Understands top AND bottom line implications

Willing to take and stand and defend it, but…– Always learning and teachable

Best predictor of future behavior is past performance

Leaders build succession plans and teams

Day in the LifeDay in the Life

Determine the key indicators and measure themImprove focus and minimize distractions– 28% of knowledge worker productivity is lost daily!

Get out of your silos and critique one anotherMaintain consistency… predict and deliverMaintain consistency… predict and deliverSee things as they ARE and understand cause and effectReact quickly when things aren’t tracking well– Trust your instincts and have a bias for rapid response

If private, role play being a public company

Resolving Interpersonal ConflictResolving Interpersonal Conflict

Demand and expect perfect candor!– Sometimes challenging in UT culture

Role model appropriate behavior– Remember the Golden Rule–

Don’t be a hypocrite; we all make mistakesSeek win-win resolutions

Beware of Common SnaresBeware of Common Snares

“Victim” mentality– Who are “they” anyway?

Thinking like sub-contractors– “Not my problem.”––– “Someone will come along after me anyway.”

Talking vs. WalkingShort-term focus– Remember, you have to lap yourself next year

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© 2007 Control4

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New Construction Existing Multi-Dwelling Units

Control4 Delivers Everyday Easy!Control4 Delivers Everyday Easy!

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40CONFIDENTIAL

Global distribution33 countries and just getting started ����Global distribution33 countries and just getting started ����

41CONFIDENTIAL

Custom A/V dealers love Control4!Custom A/V dealers love Control4!

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Rave Reviews and Press CoverageRave Reviews and Press Coverage

• New York Times• Wired• Financial Times• Business Week• CE Vision• Network World• CE Pro

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• CE Pro• RF Design• LA Times• Enterprise IT

Planet• Tech Living• Wireless News

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Numerous Industry AwardsNumerous Industry Awards

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The Operating System of the HomeThe Operating System of the Home

Heating & Air Conditioning

Home

Access your entire music collection from anywhere in the

house. And we do mean anywhere.

It’s good to save energy.

Especially your own.Life’s better when everything works together tm

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Control4

Security

Lighting

Access Control

… and More

Multi-room Audio

Plumbing

Home Theater

Somebody left the lights on and nobody wants to get up. So don’t.Control your TV. Your music.

Your lights. Your kids. Okay, not the kids.

CONFIDENTIAL

Some of Control4’s U.S. Retail PartnersSome of Control4’s U.S. Retail Partners

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Take Ownership for Your CareerTake Ownership for Your Career

Be cautious of short cuts– Build your set of knowledge and skills over time

Do what you love; love what you do!Most of you have plenty of time �Career development is 90% YOUR responsibilityJust like business - plan, execute, and adjust

Be Empowered, But Keep Things in PerspectiveBe Empowered, But Keep Things in Perspective

Put first things firstPrioritize and schedule accordingly– Beware of burn out– Can you run at this pace for the next 5 years?– Can you run at this pace for the next 5 years?

Is your career a means or an end?

Lowes – Let’s Build Something Together!

Still My Biggest Management ChallengeStill My Biggest Management Challenge

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