scalable predictable repeatable: Building a customer factory B 2 B Bob #FoM14 #B2B

Transcription

1 scalable predictable repeatable: Building a customer factory B 2 B 1

2 Bob Apollo Inflexion-Point Strategy Partners Systematically transforming sales performance 2

3 The factory as metaphor High quality materials Repeatable processes Predictable outcomes 3

4 The 50% problem 4

5 The 42% opportunity 42 + % 5

6 What do we need: Art, Science or Engineering? Art SCIENCE ENGINEERING! Creativity DISCOVERY PRODUCTIVITY! 6

7 Zen and the art of the B2B buying journey First, there is no problem Then there is awareness Then there is concern Then there are choices Then the path is chosen Then all are agreed Then the road is followed Then the destination is reached Then there is no problem 7

8 The B2B buyer s journey as an engineering process ABSORBING INVESTIGATING CHOOSING APPROVING RESOLVING Your prospect has a passive interest in issues that may affect their business but as yet sees no need to do anything Your prospect is aware of an issue and has an active interest in their options and whether a case for change exists Your prospect is evaluating their options, defining their decision criteria and choosing their preferred solution Your prospect is validating their decision, negotiating terms and confirming internal approval for the project Your customer is implementing their chosen solution and is looking forward to realising the projected benefits 8

9 The B2B buyer s journey in practice ABSORBING INVESTIGATING CHOOSING APPROVING RESOLVING Your prospect has a passive interest in issues that may affect their business but as yet sees no need to do anything Your prospect is aware of an issue and has an active interest in their options and whether a case for change exists Your prospect is evaluating their options, defining their decision criteria and choosing their preferred solution Your prospect is validating their decision, negotiating terms and confirming internal approval for the project Your customer is implementing their chosen solution and is looking forward to realising the projected benefits 9

10 The sheepdog s challenge 10

11 Critical gates in the B2B buying process ABSORBING INVESTIGATING CHOOSING APPROVING RESOLVING Your prospect has a passive interest in issues that may affect their business but as yet sees no need to do anything Your prospect is aware of an issue and has an active interest in their options and whether a case for change exists Your prospect is evaluating their options, defining their decision criteria and choosing their preferred solution Your prospect is validating their decision, negotiating terms and confirming internal approval for the project Your customer is implementing their chosen solution and is looking forward to realising the projected benefits TRIGGER EVENT CASE FOR CHANGE PREFERRED SOLUTION ORDER PLACED ISSUE ADDRESSED Critical gates 11

12 Guiding the prospect through the gates ABSORBING INVESTIGATING CHOOSING APPROVING RESOLVING PASSIVE INTEREST Buyer: what are the issues that matter inside and outside the business? Seller: how can I disrupt the prospect s thinking by challenging the status quo? ACTIVE INTEREST Buyer: could this issue represent a problem or opportunity for the business? Seller: is this an issue that our organisation is *really* good at addressing? DEFINING Buyer: what are our options and how are we going to choose between them? Seller: how can we influence the prospect s decision criteria in our favour? VALIDATING Buyer: have we eliminated all remaining risks and secured the best possible deal? Seller: have we eliminated all remaining risks and agreed a deal we can live with? IMPLEMENTING Buyer: have we addressed the issue and achieved all the benefits we hoped for? Seller: are they a happy customer and can we leverage more revenue? TRIGGER EVENT NEED ACKNOWLEDGED DECISION CRITERIA TERMS AGREED ISSUE ADDRESSED INTENTION Buyer: how important is the issue? What would happen if we chose to ignore it? Seller: is the case for change strong enough - or will they stick with the status quo? SELECTING Buyer: is the decision making group able to agree on a single preferred solution? Seller: how can we persuade the prospect to select our solution above all others? CONFIRMING Buyer: what else do we need to do before we can place an order and start implementing? Seller: what else has to happen before we can receive an order and start implementing? CASE FOR CHANGE PREFERRED SOLUTION ORDER PLACED 12

13 Sometimes the herd goes astray 13

14 The three critical foundations Target the right issues, organisations and stakeholders Engage Persuade Convert well-qualified prospects into customers Implement highly repeatable, scalable processes 14 Replicate

15 Target the right issues, organisations and stakeholders Catalysts for Change Critical Issues Engage Channels of Communication Ideal Customers Replicate What are the critical issues we can address better than any other option? Which organisations, and which stakeholders, should we be targeting? Who are the most effective ways of reaching and engaging with our prospects? Persuade What are the catalysts that cause prospects to recognise the need for change? 15

16 Convert well-qualified prospects into customers What insights can we share that will disrupt our prospects thinking and challenge their status quo? Engage What questions should our sales people be asking to shape the direction of the sales conversation? Communicate Value How can our sales people respond most effectively to their prospect s predictable questions? How can we communicate our value to our prospects and persuade them to act? Replicate Disruptive Insights Persuade Intelligent Answers Directed Exploration 16

17 Implement repeatable, scalable systems How can we get every sales person to adopt a consistently effective sales process? How can we equip every sales person with the Engage latest best practices? Consistent Process How can we proactively manage our sales pipelines and revenue forecasts? How can we systematically develop the prowess of our sales people and sales managers? Persuade Promote Prowess Replicate Proactive Pipeline Management 17 Sales Playbooks

18 Blueprints for the flexible customer factory Engage Persuade Replicate Critical Issues Ideal Customer profiles BuyerSphere map Trigger Event list Opportunity Scoring Target database building Trigger event monitoring Conversation planners Actionable Insights Directed Questions FAQs and TAQs Value Justification Anecdotes database Message development Sales Process definition Qualification checklists Pipeline management Sales Playbooks Skills Development Sales metrics Sales analytics 18

19 Progressive refinement and reinforcement Refine + Reinforce Engage Refine+ Reinforce Replicate Persuade CRM Marketing Automation Meaningful Metrics Continuous Improvement Breakthrough Programmes 19

20 Art, Science or Engineering? Art SCIENCE ENGINEERING! Creativity DISCOVERY PRODUCTIVITY! 20

21 My Personal Conclusion 21

22 Art, Science or Engineering? Art SCIENCE ENGINEERING! Creativity DISCOVERY PRODUCTIVITY! 22

23 In Other Words 23

24 In other words A lot less ballerina and a whole lot more Brunel 24

25 scalable predictable repeatable flexible Building a customer factory B 2 B 25

26 Thank you Systematically transforming sales performance