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The Rise of the Customer-Centric Company (The ‘3 Cs’)

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The Rise of the Customer-Centric Company (The ‘3 Cs’)

  1. 1. The Rise of the Customer-Centric Company (the 3 Cs)
  2. 2. RESEARCH & ADVISORY SPECIFIC, ACTIONABLE INSIGHTS PRACTITIONER-ONLY ANALYSTS DATA ON THE WORLD’S BEST SALES/MKTG ORGS CONSULTING TRAINING TOPO HELPS THE WORLD’S FASTEST GROWING COMPANIES
  3. 3. THE WORLD’S BEST COMPANIES DEPEND ON TOPO
  4. 4. “You’ve got to start with the customer experience and work back to the technology – not the other way around.” Steve Jobs
  5. 5. “You’ve got to start with the buying experience and work back to the revenue – not the other way around.” Scott Albro, TOPO CEO THE B2B REMIX
  6. 6. THE 3 Cs Customer Centric Company
  7. 7. CUSTOMER-CENTRICITY IN 20 MINUTES OR LESS • Start with the target market • Designing customer-centric marketing experiences • Sales development makes or breaks the experience • Sales is a customized experience • Customer success and customer marketing is about making heroes not just technical adoption • The implications
  8. 8. TARGET MARKET DEFINITION IS… …the start of everything
  9. 9. ACCOUNT BASED WILL BE HOW WE GO TO MARKET Account Based (?) Account Based Execution Just B2B GTM 2017 2018 Future Demand Generation Pre-2017
  10. 10. FIGURE OUT WHO THE EXPERIENCE IS FOR (ACCOUNTS) TARGET MARKET (the bigger, the better) TARGET MARKET IDEAL CUSTOMER PROFILE TARGET ACCOUNT LIST BEFORE AFTER
  11. 11. THEN DETERMINE WHO THE EXPERIENCE IS FOR (PEOPLE) Entry Point Stakeholder who is most likely to initially engage: owns the process your solution supports; feels the most pain; and can champion you through the process Decision Maker Stakeholder who has direct responsibility and oversight for the process that your solution supports: has key signing authority required to finalize the deal; the “entry point” and “user” threads report to the “decision” thread Business Owner Stakeholder who will benefit from the solution: part of the buying committee and often recommends and sign- offs on solutions; not owners of the process and subsequent buying process Individual User Stakeholder who engages directly with the product: wants their opinion to be heard in the decision making process; can facilitate a buying process but typically at a lower level Tech/Ops Owner Stakeholder who manages the infrastructure to support a potential solution: can at times, depending on the solution, help champion a solution or be brought in later via the business owner Multi- Threaded GTM
  12. 12. SEGMENT EXPERIENCES TO SCALE (BUT VALUE STILL COUNTS) A B C
  13. 13. MARKETING Design experiences with the tools/tactics you already have today
  14. 14. BUILD A CUSTOMER-CENTRIC CATEGORY
  15. 15. DELIVER REMARKABLE & RELEVANT MARKETING CAMPAIGNS HORIZONTAL CAMPAIGNS PERSONALIZED
  16. 16. LANDING PAGES WERE ME-CENTRIC, NOT CUSTOMER-CENTRIC
  17. 17. MAKE SURE THEY GET WHAT THEY WANT FROM WHO THEY WANT
  18. 18. SALES DEVELOPMENT The number one opportunity creator can be the #1 experience killer
  19. 19. ORCHESTRATION IS CUSTOMER-CENTRIC WHEN DONE RIGHT ACCOUNT SELECTION SDR OUTREACH MEDIA AND COMMUNICATIONS PROGRAM DESIGN SALES PROCESS DIR ECT MAI L OPPORTUNITY YES LEAD FOLLOW-UP OUTBOUND OUTREACH HIGH VALUE OFFERS ORCHESTRATION PLAN CAMPAIGN DATABASE SALES CYCLE PRE-SDR CAMPAIGN DIRECT MAIL EMAIL PERSONALIZATION NO AB-ADS LINKEDIN ADS PERSONALIZATION RETARGETING BLOG POSTS SALES MEETING
  20. 20. Research Create Context Convey Value Deliver Offer “Hi <name>, I wanted to share with you how other healthcare talent acquisition organizations are transforming their strategy to a candidate-centric strategy.” “Specifically, I’d like to share insights from organizations such as <peer customer #1 and peer customer #2> that changed their approach to talent acquisition and solved core issues such as <pain 1> and <pain 2>.” “I’d love to set up time to share more about this new strategy and use cases of others in the healthcare industry. How does <time option 1> or <time option 2> work for you?” “Hi <insert buyer first name>, this is <first and last name> from <your company name>.” “I am reaching out to talk to you about a new strategy evolving in the talent acquisition industry: candidate-centricity.” “I am going to send you an email with more details. Please reply and let me know a good time to talk. Again, this is <first and last name> from <your company name>. Thank you.” “Hi <name>,” “I recently I sent you an email for a quick introduction.” “Are you available this week at <time option 1> or <time option 2> for a conversation about relevant use cases? Please see the email copied below if you prefer to respond here <insert email copy>.” Subject Line EMAIL VOICEMAIL LINKEDIN “Per my voicemail” OR <summarize value statement> “Trying to reach you” DESIGN TOUCHES IN BUNDLES, FOCUS ON A HIGH-VALUE OFFER Account and Buyer Research
  21. 21. SPEAKING OF MEETINGS…LET’S START WITH WHAT THEY WANT TO TALK ABOUT ACCOUNT SELECTION SDR OUTREACH MEDIA AND COMMUNICATIONS PROGRAM DESIGN SALES PROCESS DIR ECT MAI L OPPORTUNITY YES LEAD FOLLOW-UP OUTBOUND OUTREACH HIGH VALUE OFFERS ORCHESTRATION PLAN CAMPAIGN DATABASE SALES CYCLE PRE-SDR CAMPAIGN DIRECT MAIL EMAIL PERSONALIZATION NO AB-ADS LINKEDIN ADS PERSONALIZATION RETARGETING BLOG POSTS SALES MEETING Milestone offer: What can we offer that will make them want to have a conversation?
  22. 22. THE HIGH VALUE OFFER IS NOT A DEMO OFFER Type II Diabetes treatment-related posts from DailyStrength.org dated Nov. 2006 - early Mar. 2016 n = 4800 18% Insulin Injections 11% Treatment Side Effects 10% Diet & Desserts 10% Cardiovascular Problems 7% Diabetic Neuropathy 7% Understanding Treatment Options 5% Insulin Pumps 6% Morning Blood Glucose Levels 6% Insulin Resistance 5% Dealing with Insurance 5% Weight Management 5% Hypoglycemia 4% Long vs. Short Acting Insulin
  23. 23. SALES A fully customized process
  24. 24. How do we take advantage of this big opportunity? STATE OF SALES
  25. 25. PEOPLE DON’T BUY LEGOS; THEY BUY THE ABILITY TO BUILD THE MILLENIUM FALCON
  26. 26. DISCOVERY CUSTOM DEMO WHITE GLOVE TRIAL PROPOSAL BIG THREE: IDENTIFY DESIRED OUTCOME + THREE ROADBLOCKS Customize the sales process Top performers do this Laggards play “demo roulette” Show (demo), prove (trial), and then ask for money DISCOVERY IS CRITICAL TO CUSTOM-CRAFTING THE EXPERIENCE
  27. 27. I Insight D Discovery D Demo Start with a relevant or provocative insight Demonstrate how the solution can help solve their challenges and achieve their goals Follow the insight with 3-4 questions to dig deeper DEMOS SHOULD BE RELEVANT AND ENGAGING
  28. 28. CHAPTER 1 CHAPTER 2 Headline ICP - Selection Orchestration Insight In our research of ABM programs, 75% of respondents said their biggest impediment to launching Account- Based programs is agreeing on the ICP and creating the target account list. There are a number of causes for this, but respondents cited alignment and lack of data as the two biggest issues. Our most recent technology study revealed that the biggest growth area in Account-Based is orchestration. When we talk with our customers, they are ready to move but can’t/don’t know how to start and certainly don’t know how to manage the process. Discovery • Are you finding something similar in your business? • What is your Ideal Customer Profile? • Is sales aligned on this definition? Why not? • How did you create the target account list? • What is your process for selecting accounts for programs? • Where is your organization with your orchestration process? • What are your biggest roadblocks to success? Use Case Story Based on what you have told me, I believe we may be able to help. Your use case reminds me of <insert use case story>. Based on what you have told me, I believe we may be able to help. Your use case reminds me of <insert use case story>. Demo • ICP Framework • ICP to selection process • Selection methodologies • Example orchestration plan • Orchestration workshop agenda Micro- Close • Do you believe our ICP - Selection process can help you? How? • What would it do for you? • What happens if you don’t get help on the ICP - Selection process? • Do you believe our orchestration tools and training can help you? How? • What would it do for you? • What happens if you don’t get help on orchestration? To develop your DISCO-DEMO by chapter, follow these steps: 1. Break the demo up into 3-5 chapters 2. Give each chapter a headline to remember it by 3. Lead off each chapter with an insight 4. Ask 2-4 discovery questions to dig deeper 5. Include a relevant story (optional) 6. Demo 2-4 key processes based on discovery findings 7. Confirm value at the end of each chapter BREAK THE DEMO INTO CHAPTERS AND ENGAGE
  29. 29. Act 1: Set-up Meet the hero (protagonist) in their ordinary world Act 2: Challenge confrontation Hero meets significant challenges Act 3: Resolution Hero solves big challenges and ”rides off into the sunset” Introduce the hero – their role and responsibilities, make them human Significant challenge ensues with major effect on organizational objectives Hero identifies a solution and executes – change management, tech, process, etc. Climax: Challenge solved Hero drives tangible business benefit but also significant personal benefit STORIES > VALUE PROPS
  30. 30. COMPONENT DESCRIPTION TALK TRACK Protagonist “Hero” of the story (name and role) “One of our customers, Pat Smith, runs all the data centers at her company.” Company and relevant attributes “At Pat Smith’s company, they have roughly 3,000 employees and are global like you.” A personal anecdote “By the way, Pat climbed Mount Everest last year.” Challenge 1-3 challenges “Pat had a number of issues that interfered with getting the job done. Manual processes were taking hours every day.” Solution Solution to these challenges (including change management, strategy, and products) “The company changed their entire process, moving from a…” Pay-off Business pay-off (include one metric) “As a result, the company released three times as many applications in 2016, with half the staff.” Personal pay-off “And Pat cut the time spent on X in half, and improved metric A by Y%. It was a huge win for the team.” CREATE STORIES FOR EVERY USE CASE, SITUATION & OBJECTION
  31. 31. This is not just about technical adoption. It’s about hero-making and partnership. CUSTOMER SUCCESS/CUSTOMER MARKETING
  32. 32. Understand Requirements/ Options DEMO Buyer recognizes challenge; agrees to solve Usinglightweightfinance applications Multiplesystemsinplace (financeapp,ecommapp,etc.) Systemsworkingwellenoughbut recognizeitwon’tscale Growthtriggercreatingnew requirements Buyer Stage Status Quo Engage Vendor(s) Identify Problem Make Decision/ Purchase Key Question How do I manage basic business operations? How do I support key challenges/ scenarios? How are my peers addressing similar challenges? Which vendor solves my problems easily and quickly? Will the exec team buy into this vendor? Growth creating stress on current infrastructure Understand key requirements using peer use cases Demos completed and recommendation made Exec team must buy in and approve decision Team is too busy with day-to-day operations DM too busy to dedicate time and resources Difficulty specifying how to meet core requirements Demos do not address specific requirements Executive team delays decision or wants more information Buyer Activity Growthtriggercreatesnew, hardrequirements(e.g. currency,revrecissue…) Buyerbeginsexploringhow companywillmeet requirements Decisionmakerassigns stakeholdertoconductresearch Establishesroughtimelinefor project Focusesonpeer,grassroots typedata(keyquestion:how didXdothis?) Requirementsformalizedvia RFI,orlistofquestions… Narrowchoicesbasedon vendorbrand/reputation Attend2-4vendordemos Buyerentersdarkperiod Demosforshortlistedvendors withexecutives Evaluationteamdebates vendors(previousvendorbias huge) Keyinfluencermakes recommendationtoexecutive team Executivesign-off Negotiation THE BUYING JOURNEY STOPPED AT PURCHASE
  33. 33. TOPO ACCOUNT-BASED FUNNEL INSTEAD, BUILD YOUR PROCESS THROUGH EXPANSION
  34. 34. Expansion RenewalAdoptionOnboarding Access to Strategy and Tactics Library Regular Industry Webinars Industry Challenges Content (new threats) Use Cases (moving across maturity model) Business Planning Workshop Maturity Assessment Strategic Consulting Workshops Benchmarking QBRs (with maturity assessment) Expert Advice (not just product) HumanCustomer Marketing Self-serve Assessments Certifications User Groups JUST LIKE THE PRE-PO: A COMBO OF HUMAN AND DIGITAL AND NOT JUST ABOUT PRODUCT
  35. 35. MAKE THEM BETTER VERSIONS OF THEMSELVES
  36. 36. TWO IMPLICATIONS OF CUSTOMER-CENTRICITY Horizontal views of “traditional” silos
  37. 37. ONE OPS FUNCTION – CUSTOMER OPS Sales Development Sales Customer Success Marketing Strategy & Planning Process Enablement Technology + Data Experience Metrics SIX CORE RESPONSIBILITIES
  38. 38. ACTIONS INSIGHTS CUSTOMER DATA PLATFORM ANALYTICS ORCHESTRATED ACTIONS CRM RECOMMENDATIONS (AI) DYNAMIC PROCESSES FRAGMENTED SOLUTIONS CONNECTED TO CRM CUSTOMERENGAGEMENTPLATFORM DATAACTIONINSIGHTS TODAY: THE CRM-CENTRIC STACK TOMORROW: THE ENGAGEMENT STACK CRM INTEGRATION CUSTOMER-CENTRICITY RELIES ON THE UNIFICATION OF DATA
  39. 39. “You’ve got to start with the buying experience and work back to the revenue – not the other way around.” Scott Albro, TOPO CEO THE B2B REMIX
  40. 40. Thank you

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