Myynnin Muuttuvat Kanavat. Pyry Lautsuo STRATMARK11

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1 Myynnin Muuttuvat Kanavat Pyry Lautsuo STRATMARK11

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4 ASIAKKAAN ONGELMA? ASIAKKAAN ONGELMA MAINONTA MYYNTIORGANISAATIO ULKOISET KANAVAT CRM

5 B2B ASIAKKAAT ALOITTAVAT PROSESSIN VERKOSSA MYYJÄN TIETOSISÄLTÖ

6 MYYJÄ VOI MOTIVOIDA TODELLISET OSTAJAT YHTEYDENOTTOON ASIAKASARVON MÄÄRITYS VERKKOON MYYJÄN TIETOSISÄLTÖ

7 TAVOITTEET MYYNNIN KASVU UUDET ASIAKKAAT NYKYISTEN KASVU KUUMAT LIIDIT MYYNNIN KULUT ASIAKKAAN ITSEPALVELU

8 OSTOKÄYTTÄYTYMINEN MUUTTUU INTERNETISSÄ KÄYTETTY VIIKOTTAINEN AIKA None Less than 1 hour 3-5 hours 6-8 hours 9-12 hours More than 12 hours 5% 20% 29% 19% 10% 17% 0% 46 % TEOLLISUUDEN ASIANTUNTIJOISTA >6H VIIKOSSA *Source: GlobalSpec 2010 Economic Outlook Survey, n=2000+; US respondents 92% of respondents are involved in purchasing components and services 55% influence more than $50,000 in annual spending on components/ equipment/services 40% influence more than $100,000 in annual spending on components/ equipment/services 8

9 OIKEA VERKKOMARKKINOITI ON OLLUT VÄHÄISTÄ Financial Information technology Building & construction Manufacturing Development Growth Maturity Decline The discrete manufacturing sector has generally been a follower in adoption of online marketing practices. Source: Frost & Sullivan 9

10 ..MUTTA TILANNE MUUTTUU NOPEASTI Search engines Supplier Web sites Online catalogs Printed catalogs Colleagues Printed trade publications Tradeshows/conferences Online industry portal sites Printed directories/buyer s guides E-newsletters Online communities White papers Webcasts/Webinars Social media (Twitter, Facebook, Linkedin) TIETOLÄHTEET TEOLLISESSA HANKINNASSA Blogs 19% 17% 17% 14% 26% 30% 37% 34% 46% *Source: GlobalSpec 2010 Industrial Buy Cycle Survey; US and Canada respondents All respondents are involved in purchasing of products components or services 46% influence more than $100,000 in annual spending 21% influence more than $500,000 in annual spending 3% 58% 72% 78% 76% The limited use of some information sources can also be a result of limited availability Thus conclusions of their effectiveness or usefulness cannot be drawn 3% Green for online sources Dark Green for online/offline sources 10

11 VERKKO ON YHTÄ TÄRKEÄ KUIN MYYNTIHENKILÖ PÄÄTÖKSENTEON TIETOLÄHTEET Peers and colleagues 84% Vendor, industry, trade Web sites 69% Your direct vendor salesperson 69% Technology or business magazines 66% Consultants, VARs, or Sis Industry trade shows or conferences (in person) 59% Industry analyst firms 45% Forums, online communities, social networks 45% or electronic newsletters 41% Web events or virtual tradeshows 40% Interactive media: podcasts, video, online demos 30% Blogs 24% 65% Note the comparison! The limited use of some information sources can also be a result of limited availability Thus conclusions of their effectiveness or usefulness cannot be drawn Green for online sources *Source: Forrester North America and European B2B Social Technographics Online Survey, Q4 2008, Base: 1217 technology decision-makers at firms with 100 or more employees 11

12 VERKKO DOMINOI OSTOPROSESSIN ALKUVAIHEESSA Would the participants use online resources? Purchasing process perspective* Awareness 92,0% 8,0% Research 91,6% 8,4% Negotiation 66,4% 33,6% Purchase 81,3% 18,7% Yes No *Source: Enquiro together with ZoomInfo, Google, SSI and MarketingSherpa: Business to Business Survey 2007, n = 1086 Industry product categories: supplies (34%), software (15,6%), hardware (14,5%), business services (13,3%), equipment (10,9%), parts and components (8,5%) Budget for considered purchase: $1,000-$9,999 (63,2%), $10,000-$49,999 (23,9%), $50,000-$99,999 (7,2%, $100,000 or more (5,7%) 12

13 OSTOPROSESSI REDUSOITUU Woodside & Samuel 1981 Developing and analysing requirements Preparing RFQs and analysing quatations Post-negotiation evaluation and reporting Committee-supplier negotiations Brown & Brucker 1990 Undefined Problem Spotting Problem Problem investigation Problem identification Investigation of solution Select/ buy Problem Solution McWilliams et al Need identification Establishment of specifications Identification/evaluation of buying alternatives Supplier Selection Kotteaku 1995 / Xideas & Moschuris 1998 / Laios & Moschuris 2001 Initiation Search Selection Completion Ghingold &Wilson 1998 Jobber & Lancaster 2006 / Kotler & Keller 2009 van der Valk & Rozemeijer 2009 Need recognition Problem recognition Specify General need description RFI General description of need item Product / services specificatio n Detailed specificatio n Development of precise buying specifications Supplier search Vendor search and qualification Proposal solicitation Supplier selection Evaluation of alternative vendors Order routine specificatio n Supplier Selection Performan ce review Select Contract Order Expedite Evaluate Simplified process suitable for e-sales context Kotler & Armstrong, 2009 TARVEMÄÄRITY S TIEDONHAKU VAIHTOEHDOT OSTO 13

14 JOS ET OLE MUKANA ALUSSA,ET OLE KOSKAAN TOIMITTAJAKANDIDAATTIEN KARSIUTUMINEN NELJÄSTÄ KOLMEEN From 42% evaluating 4+ suppliers.... to only 26 % contacting 4+ suppliers for quotes 6+ suppliers 4-5 suppliers 9% 33% 4% 22% 3 suppliers 50% 63% 1-2 suppliers 8% Evaluated / reviewed 11% Contacted for quotes *Source: GlobalSpec 2010 Industrial Buy Cycle Survey 14

15 KARSINTA KOVENEE KAUPAN KOON KASVAESSA Number of pieces of content reviewed before purchasing* From 17% reviewing 4+ content pieces for < $1,000 purchases.... to 70 % reviewing 4+ content pieces for > $10,000 purchases 17% 7% 4% 6% 31% 32% 16% 10% 21% 36% 38% 17% 15% 70% % 12% 5% 25% 2% 3% Purchases under $1,000 Purchases between $1,000-$10,000 Purchases greater than $10,000 *Source: GlobalSpec 2010 Industrial Buy Cycle Survey 15

16 KASVATA SUPPILOA,KESKITÄ MYYNTI HYVIIN LIIDEIHIN The size of sales funnel per salesperson before exploiting e- sales The size of sales funnel per salesperson after implementing e- sales to sales processes Need recognition Information search Need recognition Information search Evaluation of alternatives Evaluation of alternatives Purchas e decision sales used time < sales used time Purchas e decision When salesperson needs to enter the funnel Lead / deal The sales person may enter the sales process later on (if at all) to use his/her time for maximal value creation. Thus the sales can either handle more customers, serve current amount of customers with less resources or put more time on individual customers. 16

17 YRITYSVERTAILUN KILPAILUTEKIJÄT TIEDON TARJONTA TAVOITTEET&HAASTEET RELEVANTTI TIETO OSTOPROSESSIN TUKI ITSEPALVELU LISÄARVON MYYNTI ILMAN MYYJÄÄ LASKENTAMALLIT,KONFIGURAATTORIT LIIDIN KAAPPAUS ASIAKAS MOTIVOIDAAN JÄTTÄMÄÄN JÄLKI 17

18 Case study: FL.SMIDTH: LASKENTAMALLIEN KÄYTTÖ Multi-Movable Cross-Bar Cooler 18

19 TUOTTEEN OMNAISUUDET RELEVANTILLA TAVALLA Four videos illustrating different benefits of the product Text supports videos and summarizes the benefits Source: 19

20 OSTAJALLE RELEVANTTI REFERENSSIKUVAUS Source: 20

21 LASKENTAMALLI, ASIAKKAAN NYKY/UUSI PROSESSI Calculations for the cooler loss and air to kiln shows the customer s solution to be clearly disadvantaged compared to the one provided by FLSmidth The initial estimate has been conducted and the benefits have been proven to the customer The customer is ready for a more through analysis: The questionnaire Source: 21

22 LISÄARVON INNOSTAMANA ASIAKAS ON VALMIS JÄTTÄMÄÄN LIIDIN 1 4 The questionnaire is designed to help you provide us with detailed information, enabling our engineers to analyze your needs and make a proposal that can optimize your cooling process and deliver maximum return on your investment Source: 22

23 CASE Emerson: WEB YLIOPISTO KÄYTTÄJILLE PlantWeb is intended to educate customers and potential customers on various topics ranging from business benefits to technical information The courses are divided to categories and available online to registered users Business School offers courses on how to improve plant efficiency, etc. Technical School educates the users on understanding wireless technology, building safety instrumented systems, and much more Source: 23

24 CASE VOITH :SOFISTIKOITU TUOTEVALINTAMALLI Key issues Information provision Product finder which helps user to identify his/her needs Key issues Self-service The user can predetermine which might the right product already before contacting the sales Key issues Lead generation Once a user clicks a product, he/she finds an information about the product and direct contact details. This produces focused leads to the sales responsibles, which translates into more closed deals Source: 24

25 CASE Sandvik Coromant, TYÖSTÖNOPEUDET ASIAKKAAN OMILLA TIEDOILLA Key issues Information provision The calculator gives information on what input is needed for cutting data recommendations When the input is entered, the recommendations on i.e. cutting speed, metal removal rate are given Key issues Self-service Moving the recommending online frees salespersons time for more value-adding tasks Key issues Lead generation N/A Source: 25

26 CASE Sandvik Coromant : LENTOKONEEN RAKENTAJAN INVESTOINTIMALLI Key issues Information provision Customers can make payback estimations and sensitivity analysis themselves The information is shown in numbers and also represented visually with a diagram Key issues Self-service Moving the investment analysis online frees salespersons time for more value-adding tasks After customers input the cost of a new machine tool and estimate how long it will take to recoup the invested funds, they are taken through four steps that evaluate everything from required man-hours and delays in machining, to fixed machine costs and preferred production times. The calculator then draws conclusions from the analysis of entered values and offers instant feedback on the direct and indirect benefits of making smart choices when selecting new machine tools. Key issues Lead generation The payback calculator gives potential customers an incentive to contact the company On the other hand, those customers that do not achieve high payback, do not waste salespersons time Source: 26

27 CASE ABB: PALVELUPORTTAALI ASIAKKAILLE Key issues Information provision Basic information (product catalogues, pricing, etc.) are available at the site to ease the purchasing decision Key issues Self-service User can take care of many routine functions online Ability to monitor delivery Customer specific portals give the customer a perception of personalized service, although the customer makes the purchases Online diagnostics helps identify when to replace parts, etc. Key issues Lead generation Vast amount of contacts by requiring registration to the site To register, information for the segmentation is required Contact person and a form to request contact from that person are always easy to find (one click away) Source: 27

28 NE ASIAKASTA OSTAVAT VERKOSSA OHITETAANKO SINUT?

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