HubSpot has really recognized the adjustment in promoting patterns and has figured out how to produce its customer base from its electronic factual showcasing devices; notwithstanding, it needs to welcome the way that long haul business development is a component of obtaining new clients and holding the current ones. By overlooking this fundamental principle of creating great verbal, organizations can't flourish in today's focused world. Subsequently, with a specific end goal to accomplish the future objectives and to suit a different arrangement of clients, HubSpot needs to plug the agitate outs, modify item range, adjust estimating system and include new investigative apparatuses.
1. Do you agree with HubSpot that the “rules of marketing” have changed? If so, how? Is inbound marketing the answer? Why or why not?
2. Is HubSpot finding and serving the right set of customer? Given its position as a start-up company, should it widen its focus to serve any customer that comes its way? Or narrow their target, by focusing exclusively on either Owner Ollies or Marketer Marys? Or by focusing exclusively on either B2B or B2C customers?
3. HubSpot has begun to differentiate its products as it has learned more about its customers. Should it do more? Should its pricing strategy change too? Does the software-as-a-service (SaaS) pricing model work for both Marketer Marys and Owner Ollies? Should HubSpot try to immediately capture more value for either of these customers?
4. Are Halligan and Shah being too stubborn by not doing any outbound marketing? OR should they continue to practice what they preach by focusing on inbound marketing alone?
5. Halligan and Shah want HubSpot to be to marketing what salesforce.com is to sales. What would your plan of action be to make this happen? Why would you take these actions? What keeps you up at night about your plan?