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© 2010 Forrester Research, Inc. Reproduction Prohibited 1 © 2009 Forrester Research, Inc. Reproduction Prohibited
Optimizing the Value Communications System
September 20, 2011
© 2010 Forrester Research, Inc. Reproduction Prohibited 2
From what, to what?
© 2010 Forrester Research, Inc. Reproduction Prohibited 3
What is valuable about this?
© 2010 Forrester Research, Inc. Reproduction Prohibited 4
The selling system is not adapting quickly enough to accommodate our changing business strategy
© 2010 Forrester Research, Inc. Reproduction Prohibited 5
Your selling system has a bottleneck
© 2010 Forrester Research, Inc. Reproduction Prohibited 6
Knowledge Transfer Required
Breadth of
Offerings
“It’s complicated”
© 2010 Forrester Research, Inc. Reproduction Prohibited 7
Knowledge Transfer Required
Breadth of
Offerings
Pattern-Driven
Event-Driven
© 2010 Forrester Research, Inc. Reproduction Prohibited 8 Knowledge Transfer Required
Breadth of
Offerings
Problem
Pattern
Path
Proof
Product
Place
Promotion
Price
Go-to-Market Go-to-Customer
© 2010 Forrester Research, Inc. Reproduction Prohibited 9
Conversations are the medium where the bulk of your value is communicated
Gain Access
Successful meeting
Shared vision
Business case
© 2010 Forrester Research, Inc. Reproduction Prohibited 10
Sales is the point of your value communications spear….
Message(s) Messenger(s) +
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Are you using the spear as a metaphor, or to poke your customers in the eye?
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We will decide what is valuable, thank you very much
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What makes a meeting valuable?
The salesperson clearly shows they understand my
business issues and can clearly
articulate to me how to solve
them
© 2010 Forrester Research, Inc. Reproduction Prohibited 14
How often does this happen?
11% 13%
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What makes you different?
53%
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How big is the gap between vendors and buyers?
27% 41% 20% 6%
We don’t care about what you do, we care about how you make us
successful
6%
Their World
Your World
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Message Messenger Audience
Optimize the supply chain behind sales
+
the right audience
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Their squirrel is just a rat in pretty clothes
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Your reality
1) You are selling to large, complex
enterprises
2) Who all have common drivers that are forcing them to change
which can be mapped and profiled 3) Most vendors overly simplify their connection to value, missing how customers actually fund and
execute major initiatives
4) To achieve “do more with less” type of objectives
business leaders are forced to look across traditional silos in
their organizations – something few are equipped
to do….
5) Most share services organizations have latency in how they are aligned
to support specific business processes – further complicating the “do more
with less” business driver
6) For you to succeed, you will need to create tools and approaches to help clients see these
combinations; while doing it with your clients at the same time.
© 2010 Forrester Research, Inc. Reproduction Prohibited 20
Attributes of an outcome
You add value by connecting these dots
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Message Messenger Audience
Optimize the supply chain behind the right audience
+
Outcome
the outcome
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Value communications system
Audience Message(s) Messenger(s) +
Pattern
The value you communicate is the “know-how” to achieve a specific outcome
© 2010 Forrester Research, Inc. Reproduction Prohibited 23
One way to think about it
Gain Access
Successful meeting
Shared vision
Business case
Model Match Map
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Example – prescriptive service maps
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Architecture for building Business audiences involved
Issues to overcome to achieve intended Video Conferencing ROI
Different reporting constructs for different roles involved in delivering the service
Defining different layers of the service, highlighting the management part primarily.
People, processes, and applications
Equipment, rooms, and technical protocols
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There are a lot of different people involved
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Pilot Limited Run Scale
So, get started in stages
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Where are we heading?
Fragmented Organized Adaptive
© 2010 Forrester Research, Inc. Reproduction Prohibited 29
Thank you
Scott Santucci Principal Analyst
Forrester Research