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Agilent Engineering Education Program
Situation
Agilent Technologies Basic Instruments Division wanted to explore the creation of an education program to deepen their connection with engineers as they learn. Initially, upon surveying the field, we were asked to stay away as it was assumed to be a long sales process with a low price buy – a situation Agilent could not win. But the VP was supportive of us investigating this further so we went out and interviewed university administrators, engineering professors and students to establish the basis for a true value program.
Analysis
This audit led to the basis for shifting Agilent’s position from a desired but too high-priced solution, to that of a straight-up value partner who offered much beyond simple product. After drafting up the vision and program plan, program components, milestones, products and the sales and communications strategy, we shared this in an inclusive manner with our field and international partners. We then refined it with their input, which increased their buy-in. Finally, we tested our assumptions by bringing in the folks that created Apple’s Education Program to review it. They found nothing wrong and lots that they felt strong about.
Strategy
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To communicate to the sales team and earn their acceptance, we launched a six month campaign to engage, inform and turn their new-found support into actions. This included publishing success stories as written by the sales rep which positioned them as internal champions for advocating attention to this new market. |
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We created a customer advisory team to develop industry champions to promote the program. |
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We created a word-of-mouth PR program. When Drexel University signed up as Agilent’s first client, buying a complete lab, we wrote up a press release that talked primarily about how they turned their program around, pitched it and did a video news release (VNR). We were able to get placements on several major TV News Shows, Wall Street Journal and with the major trade magazines, such as EE Times – Stan Runyan. Nine other universities saw the coverage and visited Drexel to see first-hand how they did it. Upon hearing for the first time how great a partner Agilent was, they collectively bought over $25 Million in equipment. |
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We created a hard copy survival kit. Then we created the website www.educatorscorner.com as the primary information source. |
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We launched an e-mail tele-mentoring program that connected students (K-12) struggling in science, math and english, with mentors around the world. We helped Agilent and David Neill win the President’s award as presented by Tom Brokaw for the best mentoring program and won ongoing publicity on TV and global news media. |
Results
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Sales in the Education Program, thought to be impossible, hit $100 Million after the first year and grew 25% each of the four years following. |
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Sales in our other programs picked up significantly as engineers began to be aware of Agilent’s contributions to education and developed preference for Agilent as meeting “partner” criteria. |
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