Sales Management Association 19 th of September 2013

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1 Sales Management Association 19 th of September 2013

2 FROM PAST TO FUTURE TRENDS

3 The Past and Current State of Sales

4 2000 One to One Marketing

5 2010 What are the current and future trends in sales?

6 Market Sales Management (Targets and Reward) What are the major changes that happened in your market? Customer Behaviour Knowledge and Competencies What are the major changes that happened with your customers? What are the major changes that Sales Process happened with your value proposition? How does that affect your sales force? Value Proposition Sales Organisation

7 Station Break What are the highlights in your business?

8 2010 MARKET PRESSURE CUSTOMER PRESSURE

9 2020

10 What are the implications for the sales function?

11 in terms of Sales Processes COSTOMER S BUYING PROCESS STRATEGY ROADMAP PROBLEM SOLUTION SUPPLIER PURCHASE USE 2020 BUSINESS CONSULTING 2010 CONSULTATIVE SELLING SELLING 2020 BUSINESS CONSULTING

12 in terms of Sales Methods COSTOMER S BUYING PROCESS STRATEGY ROADMAP PROBLEM SOLUTION SUPPLIER PURCHASE USE I HAVE A DREAM I HAVE A PROBLEM I WANT A PRODUCT I WANT THE VALUE POSSIBILITIES IDEAS OPPORTUNITIES SERVICE

13 in terms of Sales Costs COSTOMER S BUYING PROCESS STRATEGY ROADMAP PROBLEM SOLUTION SUPPLIER PURCHASE USE Higher Educated Longer Sales Processes

14 in terms of Organisational Design COSTOMER S BUYING PROCESS STRATEGY ROADMAP PROBLEM SOLUTION SUPPLIER PURCHASE USE

15 in terms of Organisational Design MARKETING SALES SERVICE

16 in terms of Organisational Design SMALLER NUMBER OF COMPLEX RELATIONSHIP ORIENTED CUSTOMERS SALES PRODUCT EXPERTS PRODUCT EXPERTS PRODUCT SUPPORT LARGE NUMBER OF TRANSACTION ORIENTED CUSTOMERS MARKETING

17 The New Commercial Logic Marke'ng Sales R & D R & D Sales Marke'ng

18 The sales person of the future will be: managing Strategic Accounts providing Business Advice for a Fee managing the Collaboration between his and the customer s team Co-creating Solutions with customers and partners leading to new Innovations

19 Questions: 1. How to manage and measure the value of a strategic customer? 2. How to manage the co-creation process? 3. How to manage and promote more collaboration within the sales force?

20

21 CGI s Spark Innovation Center Inspire > co-create > Sell Chris Bannink & Regis Lemmens Amersfoort, Sales Manament Association 19 september 2013

22 CGI s Spark Innovation Center in Amstelveen (till July 15 th F2013) 22

23 Sparks contribution to CGI s triangle 1. Members 3. Stakeholders 2. Clients

24 Clients Frequently visited by clients (1000+ visitors since 2009) Continuous innovation programs, some examples: Deals initiated in Spark Center, examples 2013:

25 Clients & Partners Quotes: A true competitive advantage You put innovation into practice You actually demonstrate what competitors only show us on slides

26 Stakeholders Positive contribution to reputation Media coverage Innovation awards Recognized for talent development Book coverage Positive contribution to revenue and net income Positive contribution to long term strategy

27 Support BU NL Brand, Portfolio and Members : 1. Trends in Technology: Training & Talent Development programma s 3. White papers & Publica'ons 5. Partnerships, Networks, European Union 2. Vision & Strategy Workshops 4. PoC s en demo s A C

28 Real time passenger counting Virtual train: combine all information on assets Clip: v=_uar23y4e94&feature=youtu.be

29 Example: instapp, app van NS voor zitplaats detectie Smart Ligh'ng & Remote Asset Management aims to reduce the electricity consump'on and maintenance cost of so called large- scale consumers. IBOR (integral management of public spaces): remotely turn on, turn off, or dim lights, receive messages when lights need replacement or produce light evacua'on routes for guidance in case of emergencies, yearly reducing 40% on energy costs and 15% on maintenance costs Experience the integrated dashboard view of IBOR in our Spark Center, where we control the assets in a Dutch marina in case of an emergency. 29

30 Example: Smart Lighting & Remote Asset Management with IBOR Smart Ligh'ng & Remote Asset Management aims to reduce the electricity consump'on and maintenance cost of so called large- scale consumers. IBOR (integral management of public spaces): remotely turn on, turn off, or dim lights, receive messages when lights need replacement or produce light evacua'on routes for guidance in case of emergencies, yearly reducing 40% on energy costs and 15% on maintenance costs Experience the integrated dashboard view of IBOR in our Spark Center, where we control the assets in a Dutch marina in case of an emergency. 30

31 Example: intelligent transport with icargo With Intelligent Transport Services (ITS), logis'c informa'on can easily and automa'cally be exchanged, such as: the des'na'on of goods, GPS loca'ons or temperature of cargo. With this combina'on of informa'on, more efficient logis'cal decisions can be made. Innova'ons in ITS can lead to an improvement in collabora'on and coordina'on between par'es in the logis'cs chain. This results in mul'ple benefits for the transporta'on industry. Improved effec'veness and efficiency: less empty trucks, no unnecessary queues at delivery points. Quality of service: faster delivery due to smarter logis'cal plans. Experience our icargo scenario: shorter handling 'mes, higher occupancy and lower CO2 emissions. 31

32 Example: electric car charging with CiMS The need and urge for alterna've clean energy sources increases the demand for electric transport. The implementa'on of electric transport requires adapta'ons and addi'ons to our current energy infrastructure and energy management which triggers many new business innova'ons. CGI s innova'ons are focused on central back- offices, smart electricity infrastructure and open interfaces between charging sta'ons and back- offices. Experience the simula1on of a smart grid in our Spark Innova1on Center. 32

33 Principle 1: Focus on ends instead of means The Long Sales Funnel SALES USE Value Sales Approach SATISFACTION Value Co- Crea/on Approach EXPERIENCE

34 Principle 2: Focus on Capabilities What do you want? What can we do together? Sales Approach PRODUCTS & SERVICES Value Proposi-on Co- Crea/on Approach CAPABILITIES

35 Principle 3: Make your customer a Partner Sales Approach INFORMANT Customer Role Co- Crea/on Approach PARTNER

36 Principle 4: Focus on Learning CAPABILITIES% PARTNERSHIP% EXPERIENCE% SALES%PERSON% SALES%PERSON% CUSTOMER% SALES%PERSON% CUSTOMER% Sales Approach IMPROVING LEARNING Learning Co- Crea/on Approach CHANGE

37 What are the benefits of co-creation? 1. Ability to share risks 2. Ability to tap into the customer s capabilities 3. Requires no finished product 4. Requires very little selling activities

38 Key Take Away What is the job of your customer?

39 Meeting with IT suppliers Attend seminars Read magazines Implement the new technology for a small project Use and maintain the technology and solution. Finding new interesting technologies Helping our business to find ways to be more competitive through IT technology. Helping our users to get the most out of the solution Too many slideshows We want to see, touch and feel the technology before making a decision. We do not want to be the testing ground for our IT suppliers. Finding the right IT partner who has already some experience with the new technology We have many new technologies that do not deliver any real added value Finding the right IT partner who is able to help us to define the added value before we implement the technology.

40 Key Take Away How can you convert your sales process into a service that delivers value to your customer?

41 In the SPARK centre Propos al for a POC at the customer Project Proposal Mee'ng with sales person Accept and define the objec'ves for the session. Agends the workshops Par'cipate in the workshop Accepts / Reject Proposal of POC Collaborate implemen'ng the POC Evaluate POC Budgets and Plans the Project Sales Visit Invite Customer and align objec'ves Present new technologies and facilitate the brainstorm Develops a POC proposal Implement POC Develops a project proposal Prepare Customer Visit Book and Setup the SPARK Centre Develop Plan and Pricing Resources Scheduling Develop Plan and Pricing

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