Optimizing the value communications system, Scott Santucci, Forrester

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Corporate Visions

Negócios Tecnologia

Optimizing the Value Communications System

September 20, 2011

1 © 2010 Forrester Research, Inc. Reproduction Prohibited
2009

From what, to what?

2 © 2010 Forrester Research, Inc. Reproduction Prohibited

What is valuable about this?

3 © 2010 Forrester Research, Inc. Reproduction Prohibited

The selling system is not adapting quickly enough to
accommodate our changing business strategy
4 © 2010 Forrester Research, Inc. Reproduction Prohibited

Your selling system has a bottleneck

5 © 2010 Forrester Research, Inc. Reproduction Prohibited

“It’s complicated”

Breadth of
Offerings

Knowledge Transfer Required
6 © 2010 Forrester Research, Inc. Reproduction Prohibited

Pattern-Driven

Breadth of

Offerings

Event-Driven

Knowledge Transfer Required
7 © 2010 Forrester Research, Inc. Reproduction Prohibited

Go-to-Market Go-to-Customer

Product Problem

Place Pattern
Breadth of
Offerings
Promotion Path

Price Proof

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

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

Gain Access

Successful meeting

Shared vision

Business case

9 © 2010 Forrester Research, Inc. Reproduction Prohibited

Sales is the point of your value communications
spear….

Message(s)
+ Messenger(s)

10 © 2010 Forrester Research, Inc. Reproduction Prohibited

Are you using the spear as a metaphor, or to poke your
customers in the eye?
11 © 2010 Forrester Research, Inc. Reproduction Prohibited

We will decide what is valuable, thank you
very much

12 © 2010 Forrester Research, Inc. Reproduction Prohibited

What makes a meeting valuable?

The salesperson
clearly shows they
understand my
business issues
and can clearly
articulate to me
how to solve
them

13 © 2010 Forrester Research, Inc. Reproduction Prohibited

How often does this happen?

11% 13%

14 © 2010 Forrester Research, Inc. Reproduction Prohibited

What makes you different?

53%
15 © 2010 Forrester Research, Inc. Reproduction Prohibited

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
16 © 2010 Forrester Research, Inc. Reproduction Prohibited

Optimize the supply chain behind sales
the right audience

Message
+ Messenger Audience

17 © 2010 Forrester Research, Inc. Reproduction Prohibited

Their squirrel is just a rat in pretty clothes

18 © 2010 Forrester Research, Inc. Reproduction Prohibited

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.

19 © 2010 Forrester Research, Inc. Reproduction Prohibited

Attributes of an outcome

You add value by connecting these dots
20 © 2010 Forrester Research, Inc. Reproduction Prohibited

Optimize the supply chain behind the right audience
the outcome

Message
+ Messenger Audience

Outcome

21 © 2010 Forrester Research, Inc. Reproduction Prohibited

Value communications system
Pattern

Message(s)
+ Messenger(s) Audience

The value you communicate is the “know-how” to
achieve a specific outcome
22 © 2010 Forrester Research, Inc. Reproduction Prohibited

One way to think about it

Gain Access

Successful meeting

Shared vision

Business case

Map Match Model

23 © 2010 Forrester Research, Inc. Reproduction Prohibited

Example – prescriptive service maps

24 © 2010 Forrester Research, Inc. Reproduction Prohibited

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.
25 © 2010 Forrester Research, Inc. Reproduction Prohibited

There are a lot of different people involved

26 © 2010 Forrester Research, Inc. Reproduction Prohibited

So, get started in stages

Pilot Limited Run Scale

27 © 2010 Forrester Research, Inc. Reproduction Prohibited

Where are we heading?

Fragmented Organized Adaptive

28 © 2010 Forrester Research, Inc. Reproduction Prohibited

Thank you

Scott Santucci
Principal Analyst
Forrester Research
ssantucci@forrester.com

29 © 2010 Forrester Research, Inc. Reproduction Prohibited

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www.seribangash.com An Article of Association is a legal document that contains the rules, regulations, and guidelines for the internal management and operation of a company. It is one of the two key documents along with the Memorandum of Association that forms the company's constitution, outlining its structure and objectives. While the Memorandum of Association defines the company's external objectives and powers, the Article of Association deals with its internal affairs. https://seribangash.com/public-private-company-difference/ Here's a detailed note on the Article of Association: Contents: The Article of Association typically includes provisions regarding the rights and duties of shareholders, the appointment and removal of directors, the conduct of board and general meetings, the distribution of dividends, the issuance and transfer of shares, borrowing powers of the company, and any other matters relating to the administration and management of the company. Flexibility: Unlike the Memorandum of Association, which is relatively fixed and requires formal procedures to amend, the Article of Association can be amended more easily by passing a special resolution in a general meeting of shareholders. This flexibility allows companies to adapt their internal rules according to changing circumstances and requirements. https://seribangash.com/public-private-company-difference/ Standard Provisions: While companies have the flexibility to customize their Articles to suit their specific needs, certain standard provisions are commonly included, such as: Shareholders' rights and obligations: Including voting rights, procedures for convening meetings, and methods for appointing proxies. Directors' powers and responsibilities: Specifying the powers of the board of directors, procedures for appointment, retirement, and removal of directors, and rules for board meetings. Dividend policies: Outlining the procedures for declaring and distributing dividends to shareholders. Transfer of shares: Stipulating the process for transferring shares, including any restrictions or pre-emption rights. Borrowing powers: Defining the limits and conditions under which the company can borrow money. https://seribangash.com/public-private-company-difference/ Winding up procedures: Describing the procedures for voluntary or involuntary winding up of the company. Legal Requirement: In most jurisdictions, companies are required to have Articles of Association as part of their incorporation documents. These Articles must comply with the laws and regulations of the jurisdiction in which the company is registered. Public Accessibility: While the Memorandum of Association is a public document that anyone can access, the Article of Association is often kept as an internal document and may not be available for public inspection. Binding Nature: The provisions contained in the Article of Association are binding on the company, its shareholders, directors, and other officers.

Constitution of Company Article of Association

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Optimizing the value communications system, Scott Santucci, Forrester

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 13 © 2010 Forrester Research, Inc. Reproduction Prohibited

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 16 © 2010 Forrester Research, Inc. Reproduction Prohibited

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. 19 © 2010 Forrester Research, Inc. Reproduction Prohibited

22. Value communications system Pattern Message(s) + Messenger(s) Audience The value you communicate is the “know-how” to achieve a specific outcome 22 © 2010 Forrester Research, Inc. Reproduction Prohibited

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. 25 © 2010 Forrester Research, Inc. Reproduction Prohibited

Optimizing the value communications system, Scott Santucci, Forrester

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Optimizing the value communications system, Scott Santucci, Forrester