Optimizing the value communications system, Scott Santucci, Forrester

© 2010 Forrester Research, Inc. Reproduction Prohibited 1 © 2009 Forrester Research, Inc. Reproduction Prohibited

Optimizing the Value Communications System

September 20, 2011

© 2010 Forrester Research, Inc. Reproduction Prohibited 2

From what, to what?


What is valuable about this?


The selling system is not adapting quickly enough to accommodate our changing business strategy


Your selling system has a bottleneck


Knowledge Transfer Required

Breadth of

Offerings

“It’s complicated”


Knowledge Transfer Required

Breadth of

Offerings

Pattern-Driven

Event-Driven

© 2010 Forrester Research, Inc. Reproduction Prohibited 8 Knowledge Transfer Required

Breadth of

Offerings

Problem

Pattern

Path

Proof

Product

Place

Promotion

Price

Go-to-Market Go-to-Customer


Conversations are the medium where the bulk of your value is communicated

Gain Access

Successful meeting

Shared vision

Business case


Sales is the point of your value communications spear….

Message(s) Messenger(s) +


Are you using the spear as a metaphor, or to poke your customers in the eye?


We will decide what is valuable, thank you very much


What makes a meeting valuable?

The salesperson clearly shows they understand my

business issues and can clearly

articulate to me how to solve

them


How often does this happen?

11% 13%


What makes you different?

53%


How big is the gap between vendors and buyers?

27% 41% 20% 6%

We don’t care about what you do, we care about how you make us

successful

6%

Their World

Your World


Message Messenger Audience

Optimize the supply chain behind sales

+

the right audience


Their squirrel is just a rat in pretty clothes


Your reality

1) You are selling to large, complex

enterprises

2) Who all have common drivers that are forcing them to change

which can be mapped and profiled 3) Most vendors overly simplify their connection to value, missing how customers actually fund and

execute major initiatives

4) To achieve “do more with less” type of objectives

business leaders are forced to look across traditional silos in

their organizations – something few are equipped

to do….

5) Most share services organizations have latency in how they are aligned

to support specific business processes – further complicating the “do more

with less” business driver

6) For you to succeed, you will need to create tools and approaches to help clients see these

combinations; while doing it with your clients at the same time.


Attributes of an outcome

You add value by connecting these dots


Message Messenger Audience

Optimize the supply chain behind the right audience

+

Outcome

the outcome


Value communications system

Audience Message(s) Messenger(s) +

Pattern

The value you communicate is the “know-how” to achieve a specific outcome


One way to think about it

Gain Access

Successful meeting

Shared vision

Business case

Model Match Map


Example – prescriptive service maps


Architecture for building Business audiences involved

Issues to overcome to achieve intended Video Conferencing ROI

Different reporting constructs for different roles involved in delivering the service

Defining different layers of the service, highlighting the management part primarily.

People, processes, and applications

Equipment, rooms, and technical protocols


There are a lot of different people involved


Pilot Limited Run Scale

So, get started in stages


Where are we heading?

Fragmented Organized Adaptive


Thank you

Scott Santucci Principal Analyst

Forrester Research

[email protected]

Optimizing the value communications system, Scott Santucci, Forrester

Business

Transcript of Optimizing the value communications system, Scott Santucci, Forrester