1. Optimizing the Value Communications System
September 20, 2011
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2009

2. From what, to what?
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3. What is valuable about this?
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4. The selling system is not adapting quickly enough to
accommodate our changing business strategy
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5. Your selling system has a bottleneck
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6. “It’s complicated”
Breadth of
Offerings
Knowledge Transfer Required
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7. Pattern-Driven
Breadth of
Offerings
Event-Driven
Knowledge Transfer Required
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8. Go-to-Market Go-to-Customer
Product Problem
Place Pattern
Breadth of
Offerings
Promotion Path
Price Proof
8 Knowledge Transfer Required
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9. Conversations are the medium where the bulk of your
value is communicated
Gain Access
Successful meeting
Shared vision
Business case
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10. Sales is the point of your value communications
spear….
Message(s)
+ Messenger(s)
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11. Are you using the spear as a metaphor, or to poke your
customers in the eye?
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12. We will decide what is valuable, thank you
very much
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13. What makes a meeting valuable?
The salesperson
clearly shows they
understand my
business issues
and can clearly
articulate to me
how to solve
them
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14. How often does this happen?
11% 13%
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15. What makes you different?
53%
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16. How big is the gap between vendors and buyers?
We don’t care about what you do, we
care about how you make us
successful
27% 41% 20% 6% 6%
Your Their
World World
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17. Optimize the supply chain behind sales
the right audience
Message
+ Messenger Audience
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18. Their squirrel is just a rat in pretty clothes
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19. Your reality
2) Who all have common drivers
1) You are selling to
that are forcing them to change
large, complex
which can be mapped and profiled 3) Most vendors overly simplify
enterprises 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 6) For you to succeed, you will need to create tools
to support specific business processes and approaches to help clients see these
– further complicating the “do more combinations; while doing it with your clients at the
with less” business driver same time.
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20. Attributes of an outcome
You add value by connecting these dots
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21. Optimize the supply chain behind the right audience
the outcome
Message
+ Messenger Audience
Outcome
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22. Value communications system
Pattern
Message(s)
+ Messenger(s) Audience
The value you communicate is the “know-how” to
achieve a specific outcome
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23. One way to think about it
Gain Access
Successful meeting
Shared vision
Business case
Map Match Model
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24. Example – prescriptive service maps
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25. Architecture for building
Business audiences involved
Issues to overcome
to achieve intended
Video Conferencing
ROI
Different reporting
People, processes, Equipment, rooms,
constructs for
and applications and technical
different roles
Defining different layers of the protocols
involved in delivering
service, highlighting the the service
management part primarily.
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26. There are a lot of different people involved
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27. So, get started in stages
Pilot Limited Run Scale
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28. Where are we heading?
Fragmented Organized Adaptive
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29. Thank you
Scott Santucci
Principal Analyst
Forrester Research
ssantucci@forrester.com
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