Hubspot Case Question
1. Analyze HubSpot's Marketing Mix in the context of an overallMarketing Strategy
2. Do you agree with HubSpot that the "rules of marketing" have changed? If so, how? Is inbound marketingthe answer? Why or why not?
3. Is HubSpot finding and serving the right set of customers? 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 focusingexclusively on either Owner Ollies or Marketer Marys? Or by focusing exclusively on either B2B or B2Ccustomers?
4. HubSpot has begun to differentiate its products as it has learned more about its customers. Should it domore? Should its pricing strategy change too? Does the software-as-a-service (SaaS) pricing model workfor both Marketer Marys and Owner Ollies? Should HubSpot try to immediately capture more value for either of these customers?
5. Are Halligan and Shah being too stubborn by not doing any outbound marketing? Or should they continueto practice what they preach by focusing on inbound marketing alone?
6. 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 nightabout your plan?
This case follows the growth of HubSpot, an entrepreneurial venture which faces significant challenges including:developing a market segmentation, deciding which customer to serve and which customers to turn away,configuring a pricing strategy which is aligned with the value being delivered to customers, and determiningwhether inbound marketing programs can generate enough scale to grow the business or whethertraditionaloutbound marketing methods need to be employed to accelerate growth. The HubSpot case focuses on issuesaround marketing channels, specifically inbound marketing and the use of Web 2.0 tools and applications suchas blogging, search engine optimization, and social
2. Do you agree with HubSpot that the "rules of marketing" have changed? If so, how? Is inbound marketingthe answer? Why or why not?
3. Is HubSpot finding and serving the right set of customers? 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 focusingexclusively on either Owner Ollies or Marketer Marys? Or by focusing exclusively on either B2B or B2Ccustomers?
4. HubSpot has begun to differentiate its products as it has learned more about its customers. Should it domore? Should its pricing strategy change too? Does the software-as-a-service (SaaS) pricing model workfor both Marketer Marys and Owner Ollies? Should HubSpot try to immediately capture more value for either of these customers?
5. Are Halligan and Shah being too stubborn by not doing any outbound marketing? Or should they continueto practice what they preach by focusing on inbound marketing alone?
6. 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 nightabout your plan?
This case follows the growth of HubSpot, an entrepreneurial venture which faces significant challenges including:developing a market segmentation, deciding which customer to serve and which customers to turn away,configuring a pricing strategy which is aligned with the value being delivered to customers, and determiningwhether inbound marketing programs can generate enough scale to grow the business or whethertraditionaloutbound marketing methods need to be employed to accelerate growth. The HubSpot case focuses on issuesaround marketing channels, specifically inbound marketing and the use of Web 2.0 tools and applications suchas blogging, search engine optimization, and social