ChrisneCrandell President - New Business Strategies · ©"2012"NBS"Consul/ng"Group,"Inc."|...

© 2012 NBS Consul/ng Group, Inc. | Tel: 415.309.7017


Chris&ne Crandell President


Growth is No Longer Predictable …

of sales teams achieve quota

DemandCon

Of the buy cycle is completed before sales is engaged

Forrester

of sales interac/ons are considered worthwhile by prospects 3%

60% of buyers use 9+ digital means to research product purchases

IDG

Forrester

50%

75%


Who We Are

•  Proven track record in developing and opera/onalizing strategy that delivers outcomes.

•  Proprietary Sellers’ Compass™ methodology for defining ac/onable Buyers’ Journeys.

•  Consistently build high performance strategies, marke/ng and sales processes, and organiza/ons.

•  Unique partnership approach to service delivery that focuses on building internal client capabili/es.

•  Prac/cal advice, tools, and training to sustain success.

New Business Strategies helps companies redefine revenue generaAon.


Sellers Compass™

Intelligence Fast Start

Strategy & Planning

AcAonable Buyers Journeys: We help you build enduring customer

rela/onships, your teams to understand buyer experience expecta/ons and how to align your

organiza/on and processes outward.

Sustainable Leadership: We objec/vely determine your company’s core competencies, buyer journeys, and market dynamics to build leadership strategies that deliver demonstrable results.

Jump Start Fast Results: We help you to get a head start on

crea/ng a compelling story about your solu/on and how to launch so you

redefine your market’s playing field.

Early Insight into Market Impacts: We prepare you to proac/vely respond to emerging buyer, market and compe//ve shi^s by keeping your leadership strategies and execu/on plans “tuned up”.

Our Suite of Services


Our Suite of Services

Sales & Marke/ng Assessment

Posi/oning Workshop

Product Launch

Framework

Journey & Experience

Maps

Culture

Strategy & Alignment

Corporate Strategy

Framework

Go-‐To-‐Market Strategy

M&A Due Diligence & Integra/on

Compe//ve Intelligence

Win / Loss Analysis

Market Trends Tracking

Fast Start Services

Sellers’ Compass™

Strategy & Planning

Outsourced Services


The Sellers‘ Compass ™

Evaluate

Validate

Purchase

Deliver

Nurture

Value

Expand

Evangelize

Search

Define

Sales

Contacts

Opportuni/es

“Customers”

Sellers Compass™

Customer Care

Marke/n

g


The Sellers Compass™

methodology enables, engages and establishes enduring, profitable rela/onships with prospects and customers.



Evaluate

Validate

Purchase

Deliver

Nurture

Value

Expand

Evangelize

Search

Define

Sales

Contacts

Opportuni/es

“Customers”

Sellers Compass™

Customer Care

Marke/n

g


Buyer Enablement Stage

•  Define: Commit to solving the problem •  Search Understand the approach Peers selected & start business case •  Evaluate Evaluate alterna/ves, vendors and short-‐list •  Validate Test short-‐list & end-‐user benefits & validate selec/on



Evaluate

Validate

Purchase

Deliver

Nurture

Value

Expand

Evangelize

Search

Define

Sales

Contacts

Opportuni/es

“Customers”

Sellers Compass™

Customer Care

Marke/n

g


Buyer Engagement Stage

•  Deliver Implement solu/on, train users & address any ini/al issues •  Nurture Evaluate ‘quality’ of rela/onship & ini/al ROI is realized •  Value Expect various value streams & deeper rela/onship •  Expand Promote & expand product(s) adop/on internally & repeat buy •  Evangelize Self-‐ini/ated WOM endorsement of product, seller value & rela/onship


Loyalty is Determined Before Purchase …

Evaluate

Validate

Purchase

Deliver

Nurture

Value

Expand Evangelize

Search

Define

Sales

Contacts

Opportuni/es

“Customers”

Sellers Compass™

Customer Care

Marke/n

g


Experience Disruptors:

•  1st Disruptor: Handoff of “lead” from Marke/ng to Sales

•  2nd Disruptor: Handoff of “customer” from Sales to Support

•  3rd Disruptor: Point of Churn Unmet expecta/ons remain a^er 90 days; Churn highly likely regardless of any ac/on taken

Trigger Event

1st Disrupter

2nd Disrupter

ZMOT

3rd Disrupter


Fortune 100 Ac/onable Buyers’ Journey…

Trigger Event

1st Disrupter

2nd Disrupter

ZMOT

Define •  Search •  3rd Party Blogs • Market Research • Peers / Social Graph • Case Studies

Evaluate

•  Search • White Papers & Briefs •  Social Graph • Case Studies •  Feature Comparison

Purchase •  Search •  TCO / ROI • Business Case •  Social Graph

Campaign Planning

1.  Campaign waterfalls should follow the Seller’s Compass.

2.  Calls to ac/ons should match each steps’ target end state.

3.  Invest ONLY in assets & social media ac/vi/es on your Sellers’ Compass.

4.  Freely share technical informa/on; your compe/tors have it anyway.

5.  Avoid using “one-‐size-‐fits-‐all” assets.

6.  Ver/calize your campaigns beginning at Search step.

7.  Involve Sales in ‘Evaluate’ for consistency in experience


VALUABLE INFORMATION Don’t be s/ngy with technical, research and market informa/on . Make it easy to find and access.

POWER OF INFLUENCERS Engage credible, trusted influencers to discuss the merits of your vision and solu/ons.

RESPONSIVENESS Consistency, speed and accuracy are cri/cal to credibility. Empower all employers to respond and enable buyers.

VOICE OF THE BUYER Unsolicited customer feedback and open dialog around consistency of experience, trust, and value.

Social Media Role

Use social media to inform, engage, and enable buyers (and sales) to par/cipate

along the campaign waterfall

•  Have a long-term partner orientation

•  Act like a trusted business advisor

•  Always have a sense of urgency & care

•  Be relevant & credible

•  Set realistic expectations

•  Be transparent , flexible & forthright

•  Act consistently & predictably

•  Products should perform ‘as advertised’

•  Focus on overall success vs. the deal

Experience Expecta/ons

Crazy Makers

•  Marketing has no knowledge of buyers’ social media conversations.

•  Sales is not aware of prior buyer interaction with marketing assets.

•  Sales assumes an uninformed buyer; buyers are the opposite.

•  Customer Service has no knowledge of past buyer interactions.

•  Support treats customers differently than Sales or Marketing.

•  Support trouble ticket process is not buyer outcome oriented.


•  Internal research teams are persistent, funded and influen/al.

•  A “selec/on” decision doesn’t mean you’ve ‘won’.

•  Long running Trials aren’t ‘won’ deals but hedging strategies.

•  Transac/on-‐oriented sales are considered niche vendors.

•  Rela/onship-‐oriented sales are considered strategic vendors.

•  They hate “solu/on selling”, embrace insight selling.

•  Minimize account team shuffling; it jeopardizes trust.

•  Make the “Buyer” successful because their jobs are at stake.

Lessons Learned from F100 …


•  SITUATION: Accelerate Growth –  Challenge: Double annual revenue.

•  SOLUTION: Sellers Compass Project –  Align all market-‐touching teams and processes to their

customers’ preferred interac/on models. –  Improve marke/ng and sales ROI

•  RESULTS: –  100% increase in marke/ng generated pipeline –  100% increase in customer engagement in product planning,

advocacy programs, private communi/es, and media –  40% increase in lead velocity –  50% reduc/on in marke/ng asset inventory –  200% increase in content produc/vity –  Founda/on for 2013 planning

Case Study: Good Technology

© 2013 NBS Consul/ng Group, Inc. | Tel: 415.309.7017 Evaluate

Validate

Purchase

Deliver

Nurture

Value

Expand

Evangelize

Search

Define

Buyers’ Social Framework

12/31/12 16 © 2012 NBS Consul/ng Group, Inc. | Tel: 415.309.7017

Where To Start ...

Evaluate

Validate

Purchase

Deliver

Nurture

Value

Expand

Evangelize

Search

Define

Sellers Compass™

Understand the various types of

value buyers expect & structure SLAs and service

programs to deliver

Uncover buyer intent & align marke/ng content to meet buyer expecta/ons


Where To Start ...

1. Journey Journey Maps | ExpectaAon Maps | Gap Assessments | Trust Maps

2. Experience

Experience Compass

Content Compass

Outcome Compass

RelaAonship Compass

3. Alignment

Gap Assessments

Process Maps

BEAM Maps

Technology Maps

4. Culture

Employee

Engagement

Leadership & Coaching

Talent

OpAmizaAon

5. Strategy

Gap Assessments

Business Strategy

Focus Framework

Co-‐InnovaAon & Growth Compass


1.  Discover your buyers’ journey.

2.  Pilot with a slice of the Sellers’ Compass

3.  Socialize, educate and share

4.  Operationalize with cross functional teams

5.  Measure and benchmark target metrics

6.  Storyboard your buyers’ lifetime experience & align with business objectives.

7.  Educate, train & empower employees

Where To Start ...

[email protected] +1.415.309.7017

www.christinecrandell.com

Forbes Blog: blogs.forbes.com/christinecrandell

LinkedIn: http://www.linkedin.com/in/christinecrandell

Twitter: @chriscrandell

Let’s Talk

ChrisneCrandell President - New Business Strategies · ©"2012"NBS"Consul/ng"Group,"Inc."|...

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Transcript of ChrisneCrandell President - New Business Strategies · ©"2012"NBS"Consul/ng"Group,"Inc."|...