How to Uncover Golden Opportunities and Important Risks in your Sales and Marketing Strategy
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The document provides guidance on uncovering opportunities and risks in sales and marketing strategies. It discusses the importance of understanding risks, opportunities, assumptions, and value to reduce sales risk and capitalize on opportunities. Key recommendations include using strategic discovery questions to qualify situations, network, validate information, and vision potential solutions through gaining situational awareness and not assuming knowledge. Critical success factors emphasized are transparency, curiosity, focusing on risks and opportunities, and continually questioning to better understand perspectives.
![How to Uncover Golden Opportunities and Important Risks in Your Sales and Marketing Strategy Shady Grove Innovation Center/November 19th, 2010 Andrew Rudin, Managing Principal, Outside Technologies, Inc. www.outsidetechnologies.com 703.371.1242 (mobile) [email_address] www.xeesm.com/andyrudin](https://image.slidesharecdn.com/shadygroveinnovationcenter111910export-101216081635-phpapp01/85/How-to-Uncover-Golden-Opportunities-and-Important-Risks-in-your-Sales-and-Marketing-Strategy-1-320.jpg)
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How to Uncover Golden Opportunities and Important Risks in your Sales and Marketing Strategy
- 1. How to Uncover Golden Opportunities and Important Risks in Your Sales and Marketing Strategy Shady Grove Innovation Center/November 19th, 2010 Andrew Rudin, Managing Principal, Outside Technologies, Inc. www.outsidetechnologies.com 703.371.1242 (mobile) [email_address] www.xeesm.com/andyrudin
- 2. Thank you for taking time from your day to be here!
- 6. Define Risk and Opportunity
- 7. “ It is not my job to have all the answers, but it is my job to ask lots of penetrating, disturbing and occasionally almost offensive questions as part of the analytic process that leads to insight and refinement.” --Gary Loveman, CEO, Harrah’s
- 8. How do We (I) Generate Revenue from Our (my) innovation?
- 9. Which opportunities must we capitalize on in order to succeed?
- 10. Which assumptions have we made that must be true in order for our strategy to work?
- 11. What value do we need sales to contribute to the organization?
- 12. Which risks will derail our efforts to capitalize on our opportunities? Which risks will prevent our company from deriving value from our sales organization?
- 13. What risk level (aka Risk Appetite ) can our organization accept?
- 14. Risk Management 101 Accept Reduce Eliminate Transfer Share
- 16. Situational Awareness: What are we facing right now? Forces
- 17. “ Gap” Model
- 18. Strategic questions Qualification (situation, consequence, and impact) Networking Attitude/sentiment Validation Visioning
- 20. Formal Structure 2. Networking Questions Resource: Rob Cross The Hidden Power of Social Networks Informal Structure
Notas do Editor
- Define RISK and Opportunity Risk: state or condition with the characteristic of peril or susceptiblity Opportunity: a favorable juncture of circumstances
- Increased need for . . . , continued regulatory oversight for . . . , continued pressure for companies to . . . ., unabated demographic changes in . . . , cost pressures for . . .
- Highly speculative? Conservative?
- Situational Awareness: motivation/timeframe, immediate strategic and operational issues, competition, prospect’s perceptions of risk, attitude/sentiment, latent agendas/vendettas, financial capabilities, personal motivations of buying network, social network of influencers, “how things get done” . . . new entrants | Forces: Porter’s Five Forces model supplier---company---customer | substitutes
- These are not mutually exclusive categories