1. Helping build better businesses
Large Technology Organisation
introductory session,
23 February 2016
London
Presented by Tony Shepherd
Managing Partner
Christian Doppler Consulting Limited
2. Helping build better businesses
Agenda:
• Introductions
• Key objectives for the session
• Background
– Review of the Current Situation
– Key Challenges
– Your Key Performance Indicators
• Our Approach for Success Strategy
• Next Steps
• Summary
• Close
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3. Helping build better businesses
Key objectives for this session
Key objectives for this session are:-
– 1. Mutual introductions
– 2. Gain a deeper understanding of the current situation
– 3. Introduce the CDC Client Value methodology
– 4. Agree next steps
– 5. Summary
– 6. Call to action
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4. Helping build better businesses
Organisation Background
Founded in 1985 remaining privately held
Providing services for a wide range of clients across diverse sectors
Your mission is to maximize the value customers obtain from their investment in IT,
and your ability to do this is based on five key attributes:
Experience
Your teams are experienced and qualified IT professionals with many years
experience in providing ICT solutions
Track Record
You have successfully delivered IT projects, solutions and effective support for a
wide range of customers
Vendor Accreditations
You are accredited by main vendors including Microsoft, HP, VMware, Cisco, Citrix,
Check Point and Symantec
Quality
Company is an ISO 9001 registered organisation with Lloyds Register Quality
Assurance
Account Management
Every customer is assigned a dedicated account manager, responsible for the
overall relationship with the customer
5. Helping build better businesses
Focusing on the process the client goes
through, rather than on a 'sales process'.
➢Identify possible opportunities
➢Test “sweet spots” between client need and
Company capabilities
➢Build urgency “Pain and Gain”
➢Identify and rank decision criteria
➢Identify where Company offer perceived vs
alternatives
➢Define strategy to position Company
against the decision criteria
➢Building trusted relationships
➢Uncover Personal and Business risks
➢Develop strategies to mitigate them
➢Managing competitive threats
➢Appropriate engagement with Management
➢Avoid becoming too focused on winning
concessions, failing to spot opportunities to
create value for both parties.
➢Anticipate potential implementation issues
➢Looking to identify new opportunities
Key elements to focus on
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Our Approach
6. Helping build better businesses
Awareness of
Needs
08/PPT/590/1002
Decision
Creating winning
propositions: How do we
align to the key buying criteria?
Guide to the Client Buying Cycle phases
Something has changed, e.g. legislation, technology, management. What
is the impact on what we deliver. Savings, cost reduction, efficiency gains,
protection, strategic market positioning etc.
What options does the client have? Do nothing maintain the status quo,
consult with us, consult with our competitors. Do we know what ranking
criteria is being used?
Assessment of
Alternatives
Alleviation of
Risk
Achievement of
Results
What are the risks of the alternatives? How can we help the client mitigate
them and work with us?
The decision is made and the contract awarded
Our mechanism for measuring the delivery/implementation of what we
promised during the Assessment of Needs phase. Did we deliver against our
promises and how can we measure that? What is the next opportunity?
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Our Approach
7. Helping build better businesses
Gathering our information - Market Analysis
• PESTEL Analysis - a framework used
to scan an organisation's external
macro environment.
– Political current or future
legislation, regulatory concerns
– Economic home economy trends,
market or trade cycles
– Socio-cultural lifestyle trends,
demographics
– Technological technology research
funding, maturity of technology
– Environmental environmental
regulations or laws
– Legal employment regulations,
intellectual property issues
• SWOT Analysis or Matrix - a structured
planning method used to evaluate the strengths,
weaknesses, opportunities and threats involved
in a project, strategy or in a business venture.
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Our Approach
8. Helping build better businesses
Key/ target account development at a glance
Gathering our
information
• Situation Summary – what we know
• Account Business value statement – the
value we will bring
• Resource Decisions – our team
• Account Objectives – our targets
and timescales
• Revenue Forecast – how much and by when
• Product/Service Forecast – what service lines in
which locations
08/PPT/590/1002
Your account’s
views
Account
background
& history
Account
current
information
Your
internal
knowledge
Market
intelligence &
data
▪Account SWOT analysis
▪Overall market trends and influences on the target
▪Key players , their ways of decision making and their priorities
▪Internal relationship map - how the key players influence or
persuade each other
▪Current service providers and our relative perceived position
Create a story
about the
account
Our strategy to
win the
account
Our plan of
action
Key events &
milestones: who does
what, by when and how?
Countering the
competition: how will we
position ourselves to maximise
our strengths?
Building relationships:
how will we gain the trust &
confidence of key people?
Creating winning
propositions: How do we
align to the key buying criteria?
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Our Approach
9. Helping build better businesses
Identifying potential Pain and Gain questions
• Some generic example questions to use to engage the client are:
– How have these issues impacted your business?
– What are the critical success factors you expect from the service?
– What is most important to you for this project?
– What other impacts might this problem have on your business?
– What do you see as the benefits in solving the problem?
– For you personally what’s most important?
• Trusted Advisors ask tough question
• While Clients make buying decisions based on needs
• But, Clients also make decisions emotionally and back them up with
logic to justify their decisions
• So, we need to build urgency and trust with the Client to work with us
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Our Approach
10. Helping build better businesses
Focus on the Keys:
• The key market knowledge (these
are the things that keep the target client
awake at night):
– 1. Key market drivers e.g.
Innovation, stability, change, monopoly
– 2. Key market indicators e.g.
Size, locations, mix of players
– 3. Key market trends e.g.
Growing, mature, contracting, stagnant
– 4. Key market players e.g. Who
are the main competitors/ innovators in
the target client’s market?
– 5. Key market shares e.g. Who
is growing, slowing, changing and by
how much?
• The key target knowledge (know your client
and be able to offer insight & value):
• Key facts: e.g. Name(s), locations, people,
contact details and addresses
• Key products and services: e.g. By location or
service segment, market share, trends by
service/ product line
• Key themes: e.g. Vision, values, purpose,
strategic goals
• Key differentiators: e.g. By product/ service
line, by people, by locations
• Key background: e.g. Current and previous
contracts by service line, value of those contracts
and duration expired/ remaining,
• Key people: decision makers, influencers
technical and allies, as well as blockers and
enemies
• Key character: e.g. Culture, decision making
process and degree of centralisation/
federalisation
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Our Approach
11. Helping build better businesses
Why are key/ target accounts so important?
Our risk of removal by key account in favor of another supplier
Risk/ value we represent to the key account
High
High Low
Low
Easy to
change
provider
(low cost and
risks associated
with provider
extraction)
Complex to
change
provider
(high cost and
risks associated
with provider
extraction)
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Our Approach
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Where are most of your clients? In the red, yellow or green zones?
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13. Helping build better businesses
Price and the cost myth
Price is misunderstood by selling organisations, often to the benefit
of the client.
• What is ‘price’?
• How would you define it?
• Consider some examples of fair and unfair pricing, within and outside
of the IT Infrastructure, Storage and Services sector
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14. Helping build better businesses
Key objectives for this session
Key objectives for this session are:-
– 1. Mutual introduction s
– 2. Gain a deeper understanding of the Company current situation
– 3. Introduce the CDC Creating Client Value methodology
– 4. Agree next steps
– 5. Summary, call to action
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15. Helping build better businesses
Help and Support
Christian Doppler Consulting Limited
Tony Shepherd
Weybridge
Managing Partner
tony.shepherd@christiandopplerconsulting.com
Tel: +44(0) 7592 542 603
Office: +44 (0) 208 123 2466
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