C Suite Redesign 10.12
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Transcript of C Suite Redesign 10.12
Reaching the C-Suite October 2007
Jeff WinsperPresidentWinsper, [email protected]
2007 all rights reserved
How the marketer sees the arrow
Great graphic—easy to see for retrieval in woods
Tungsten tip arrowheadfor weight, balance & durability
Ash shaft to give strength& flexibility to reduceshattering on hard objects
Perfect twining on thelathe & high gloss varnishfor true flight through air
Metal hilt extra longto prevent head detachment
Military grade wire bindings won’t loosen
Great aerodynamic hawk feathersfor low drag & high rotation
Nylon bowstring catch will not split
Rabbit fur on all feather connections
Perfect old growth graineliminates warping
How the target needs to see the arrow (if it is to reach the target)
Reaching the C-Suite: things to think about
• Who they are
• When to market to them
• How to talk to them
• How to use your network to influence them
• Make sure to do homework
• Know where you want this relationship to go
• Present a reasonable, relevant case
• How to motivate them to take action
• Being creative in how you attract attention
Targeting Them
• Company Revenue
• Social Venues
• Company Size
• Peer to Peer
• Title
• Lifestyle
• BANT
• 1 to 1
• Risk
• Interaction
• Feature/Function
• 3rd Party
• Industry
• Balance
• Buying Agenda
• Affinity
• Competition
• Ecological
• Price
• Economy
• ROI
• Partnership
• Customer
• Fun
People
Business Drivers
Relationships
When do executives get involved in the buying cycle of major purchases?
• If the price point is right, from the beginning Top Level executives are involved at all the stages of the decision buying process:
• 70% Recognizing Need• 70% Evaluating Options • 61% Resolving Concerns • 94% Making Decision • 27% Implementation
• Big companies are more concerned with what you know
• Smaller companies are more impressed by who you know
BusinessDrivers
Source: 2006 survey conducted by the Real Learning Company and Advantage Performance Group
Authorize/ApproveSelect
Evaluate/Recommend
Define Requirements &
Architecture
Involvement changes during the buying cycle
Exec. IT Mgmt.
IT Mgmt. IT Staff LOB Corp. Mgmt.
Exec. Corp. Mgmt.
Data reflects rating of Very Involved
Most Critical Influencer at Each Stage
Initiate
BusinessDrivers
CMP Technology 2006 Purchase Process Study November 2006
Who does the CIO talk to?
Source: State of the CIO, 2007, CIO Magazine
BusinessDrivers
IT staff
IT steering committee
CFO
CEO
LOB mgmt.
Other corporate mgmt.
COO
Other
CSO
None of above
50%
42%
44%
47%
54%
41%
23%
7%
3%1%
Technology Investment by Committee
Q: Who do you meet with to make decisions about investments in technology?
Today’s Business DriversNear-Term Growth Opportunities
IT
CEORevenue & Earnings
Growth
CFOCompliance
CMOCustomer
Management
CIODynamic Enterprise
Source: IDC US
BusinessDrivers
What are their top business issues?
CEO
• Strategies for business
growth
• Expansion
• Cost reduction
• Increased efficiency
• Stability
• Corporate Culture
• Customer Loyalty
• Risk Management
• ROI
CIO
• Increasing
efficiency/productivity
• Improving external security
• Cost Reduction
• Increase revenue/profit
margins
• Internal customer satisfaction
• Supporting New Business
Activities
• Enabling Growth
• Application Integration
• Implementing new technology
CFO
• Streamlining
organizational
efficiencies
• Align expenditures
with business
strategies
• Cost Reduction
• Risk Management
• ROI
BusinessDrivers
How to speak to them: Business
Executives are looking for specific, relevant content
• Independent product evaluation
• Peer-to-peer feedback on what works, what doesn’t, and why
• Detailed, objective case studies
• Critical analysis of the challenges associated with particular
deployments
• White papers about upcoming new technologies
• Information on how to meet the growing requirements of
government regulation and compliance on privacy, security, and
financial reporting
• Independent benchmarks and evaluation tools to validate
vendor claims
• Timely news and analysis on the financial stability and viability
of technology products and service providersSource: Ziff Davis Media
BusinessDrivers
Characteristics of the C-Suite
• Well educated, well-read, and not
just business reading
• A joiner
• Prides himself on being current
on diverse topics
• Embraces change
• Driven to succeed
• Practices what he preaches
• Stays fit
• Likes his toys …
Relationships
How to speak to them: People
Lifestyle Profile
• 77% Domestic Travel Past Year
• 63% Manage Their Own Email
• 44% International Travel Past 3
Years
• 85% Participated in Sports
• 24% Attended Live Theater
Source: MRI & Boardroom Connections
Sports Participation Index
• Biking 247
• Jog/Running 194
• Sailing 187
• Tennis 220
• Golf 229
• Country Club 375
Relationships
C-Suite—Social ChangesRelationships
Source: PWC 10th Annual Global CEO Survey 2007
9 out of 10 corporate leaders are
doing more than they did 5 years
ago to incorporate environmental,
social, and political issues into their
firms’ core strategies.
Creativity drives successRelationships
Source: The New Yorker, Wired and Golf Digest C-Level Portrait Study
Strategic thinking and cultural shaping with an
eye on the bottom line
• Leadership: 70% consider creative thinking and cultural shaping
more important than hands-on management with less delegation
• Business: 86% consider reshaping and rebuilding critical vs.
conducting business as usual
• Performance pressures continue to put emphasis on short-term
results
The Changing Perspective of the CEORelationships
Source: The New Yorker, WIRED and Golf Digest, C-Level Portraits Study
• Collaboration• Reshaping &
transforming• Technology as
innovation enabler
• Short-term results• Market driven vs.
product driven• Integrity, vision,
listening skills
• Indulging passions a must• Mastery of work/lifestyle
integration• Maximizing … not just
recreation but also inspiration
Today’s Executive SuiteRelationships
Source: The New Yorker, WIRED and Golf Digest, C-Level Portraits Study
34% The Blue Chips
21% The Visionaries
23% The Main Street Movers
22% The Tech Influencer
Executive Profiles
34% Blue Chips
• Employed in larger organizations
• Cautious and conservative
in business approach
• Dress for Success: Suits a Must
• Big Golfers and Boaters
• Demographics
• Most likely to be empty
nesters
• HHI $312K – $2.22M net
worth
21% Visionaries
• Encourages creativity and
innovation in business
• Risk Takers
• Humanistic in approach
• Dines out frequently
• Skis, plays tennis, hikes
• Demographics
• Most apt to be single
• HHI $265K – $2.13M net
worth
Relationships
Source: The New Yorker, WIRED and Golf Digest, C-Level Portraits Study
Executive Profiles
23% Main Street Movers
• Entrepreneurial: Self-employed or
runs smaller company
• Puts a premium on good service
• Product driven
• Prefers active vacations
• Values education
• Demographics
• Married
• HHI $263K – $21.9M net
worth
22% Tech Influence
• Employed in high revenue
companies
• Most likely to be CTO/CIO
• Market driven
• Willing to win at all costs
• Gadget gurus
• Demographics
• Married with kids
• HHI $286K – $1.730M net worth
Relationships
Source: The New Yorker, WIRED and Golf Digest, C-Level Portraits Study
The Three Amigos: CEO, CIO, and COO
Time Spent On…Reporting Structure
CIOs who report to CFOsHave the budget of CIOsWho report to CEOs
Source: State of the CIO, 2007, CIO Magazine
Relationships
CIO Archetypes
INNOVATION AGENTStrategist who drives business change–and leaves the details to others
OPERATIONAL EXPERTRolls up sleeves and meets the challenges of the business head-on
TURNAROUND ARTISTRelishes the challenge of fixing broken IT situations
BUSINESSLEADERStraddling the business-technology divide, this archetype relies on communication and collaboration to get the job done
Source: State of the CIO, 2007, CIO Magazine
Relationships
CIOs help them to talk the talk
THE DAILY GRIND• Schmoozing and systems
remain the top activities, but this year CIOs focused more on staffing and less on business strategy
Source: State of the CIO, 2007, CIO Magazine
Relationships
People Insights
Source: GartnerG2/Insight Express March 2005 C-level n=680, Top Mgmt 1000+n=180
Relationships
Where do they get information?Relationships
Source: Forrester Research, Inc.
Which vendor information sources do your decision makers rely on to make or substantiate technology product decisions?
Web sites
Sales interactions
Collateral
Events
Multimedia content
Ads: online or traditional
Press/PR
Direct solicitations
TV/Radio
75%
50%
51%
52%
59%
63%
69%
40%
Base: 119 CIOs
49% of CIOs say product information is easy to find on the Web, but only 39% go to the Web first when researching
78%
Executive Media Consumption
Source: GartnerG2/Insight Express 2006
Relationships
Internet (excludes
email)
TV
Radio
Newspapers
39%
12%
22%
16%
Magazines 11%
Where is the Internet used?
At Home
At Work
At School or Library
Other
84%
9%
72%
Internet consumption happens at work and home
Source: 2007 Spring MRI
7%
Relationships
Internet consumption is large and growing
5+ Times/Day
2 – 4 Times/Day
Once/Day
3 – 6 Times/Week
1 – 2 Times/Week
Less than 1/Week
79%
3%
3%
9%
2%
Source: 2007 Spring MRI
20%
Relationships
Websites searched within last 30 days
AOL
Ask.com
Excite
Lycos
MSN
16%
57%
4%
31%
58%
SEO and PPC are critical
Source: 2007 Spring MRI
Netscape
Yahoo
74%
19%
2%
Relationships
% Using with a frequency of about once a month or more
0 10 20 30 40 50
Streaming audio/video
Social networks
RSS feeds
Blogs
Podcasts
Streaming audio/video
Social networks
RSS feeds
Blogs
Podcasts
How frequently do you currently use/will use next year each of the following media sources to get information relating to your job or to help you make technology decisions?
Community-Based Media on the RiseBut Not Yet a Staple for Business-to-Business Tech Buyers
Relationships
Currently
Next Year
ITC
orpo
rate
How to use your network to influence them
Peers/colleagues outside company 86% Peers/colleagues outside company 70%
Analysts/Research firms 72% Peers/colleagues within company 66%
Peers/colleagues within company 64% Industry conferences 55%
Industry conferences 61% Analysts/Research firms 53%
Vendor-sponsored Webcasts 57% General search engines 53%
General search engines 54% Vendor-sponsored Webcasts 47%
Vendor-sponsored seminars 54% 3rd party-sponsored Webcasts 43%
3rd party-sponsored Webcasts 52% 3rd party-sponsored seminars 41%
3rd party-sponsored seminars 51% Vertical search 37%
Vendor sales people 43% Vendor-sponsored seminars 34%
Vertical search 39% Vendor sales people 28%
Enterprise search 35% Enterprise search 25%
Blogs 18% Blogs 18%
RSS feeds 14% Social networks 6%
Social networks 12% Podcasts 6%
Podcasts 7% RSS feeds 2%
Which of the following sources do you rely on for information relating to your job or to make technology decisions?
Sou
rce:
CM
P 2
00
6Relationships
Executive IT Management Executive Corp. Management
Do Your Homework
• Understand their role relative to the company size
• Think about how to relate to them as people not just titles
• Identify their key business challenges
• This isn’t a group to mass market to
• How are you and your company a solution
• Does your product have the right price tag
Providing motivation to get there
• Collective research on the subject consistently highlights the same conclusion. When making major buying decisions, top executives’ main concerns are:
• Customer satisfaction
• Achieving operational excellence
• Getting and keeping the right people
What do they look for in a supplier?
Executives are departing from arrangements based solely on low cost and focusing on relationships
Based entirely on lowestcost or lowest price
Allows for supplier participation indetermining cost savings and their
distribution
Shares cost and technicaldata openly for mutual benefit
Is fully aligned in cost andbusiness benefit objectives
Other
Don’t know/Refused7%
6%
29%
25%
18%
15%
Source: PricewaterhouseCoopers Global CEO Survey 2006
Knowing where you want this relationship to go
• Building a long-term relationship
• An understanding of where you are against the roadmap• Discovery, Design, Develop, Deploy
• C-Level commitment, “sponsorship” of the process
• Assignment of oversight to key staff member
• Shared definition of success
Presenting a reasonable case
How do you motivate C-Level executives to listen to andconsider your company?
• Bring your customers to a network of peers that will reinforce their
major purchase decision
• Showcase how you will help them attain their goals
• Explain how you will help them increase revenues while decreasing
their costs
• Articulate how the purchase will deliver results reliably over the
long term
• Is it credible?
• Is it relevant?
• Is it beneficial?
Source: Ziff Davis Media
Motivating them to take action
Being creative in how you attract
• Ask them
• Bring them to where they will be anyway
• Small and Intimate
• Play to the lifestyles, but balance with business value
• Market to them as individuals
• Communicate with regularity
• Leverage 3rd party
Case Examples
“I don’t know who you are.
I don’t know your company.
I don’t know your company’s product.
I don’t know what your company stands for.
I don’t know your company’s customers.
I don’t know your company’s record.
I don’t know your company’s reputation.
Now—what was it you wanted to sell me?”
• Objective: To differentiate SBS as a credible IT Outsourcing provider, and generate appointments
• Target: F100 – CIO/CFO
• Solution: Leverage SLA and ROI guarantee
• Step 1: Schmooze the gatekeeper
• Step 2: Special Delivery• Step 3: Follow-up call
• Step 1: Schmooze the gatekeeper
• Step 2: Special Delivery• Step 3: Follow-up call
Phase 1
Phase 2
Siemens—Phase 1
Siemens—Phase 2
• Results: 14% response rate$3 million in new business
• Objective: Penetrate Financial Services vertical with new alliance offering
• Target: 100 top FS companies CEO, CFO, COO, CIO, CMO, CRO, HR, Retail
• Solution: Position alliance as catalyst for FS Transformation, by title and function.
• Results: • 47% awareness increase with target• 27% inbound leads• 10 pilots implemented• 4-time award winner
Step 1: Call: Something is coming, gauge awareness.Step 2: High Impact Mailer with high value offer: KPI
ReportStep 3: Drive to PURLStep 4: Flat mailer Step 5: Telesales follow-up
PURL
Key Takeaways
• Market to the individual, not just the title• Balance people and business drivers• Ask them what they care about
• Creativity matters
• You must earn the relationship before you earn the
business
THANK YOU
Jeff WinsperPresidentWinsper, [email protected]