Big Data = Big Business Problem. Big Business Problem = Big Business Opportunity. The Cloud Changes the way Customers adopt services and the Channel doesn't provide what the cloud requires (today). 3 things that you can do the accelerate adoption of your Cloud based Business Continuity Services.

2. Drivers of Digital Disruption:
1.Mass Adoption of Digital Technology
2.The Age of the Customer
3.The Engagement Economy

3. Customer Adoption

4. Basic Human Needs

5. The Cloud = IT Transformation
The Cloud = Business Transformation

6. Digital Disruption

7. Big Data = Big Opportunity

8. KeyDataPoints:
•Hybrid cloud
•Exploding “big data”
•The Internet of Things
•SMBs and start-ups
•Cloud adoption shift

10. Big Data = Big Data Management Challenge

11. Data Loss:
of PC users have lost all of their files due to events beyond their control.
31%
34%
of companies fail to test their tape backups, and of those that do, 77% have found tape back-up failures.
60%
of companies that lose their data will shut down within 6 months of the disaster.
93%
of companies that lost their data centerfor 10 days or more due to a disaster filed for bankruptcy within one year of the disaster. (National Archives & Records Administration in Washington)

12. Death by data loss

13. Data Loss = Bankruptcy

14. Big Data = Big Customer Problem
1
Big Customer Problem = BIGBusiness Opportunity
2
What have we learnt so far?

15. What is your Growth Strategy?

16. Growth strategy I

17. Growth strategy II

18. Where are you on the curve?
Where are you on the curve -ahead or behind, which is the essence of strategy.
Behind:
If you are behind the curve and chasing the market then you have ceded a great deal of control and you must have the ability to execute and be very agile in execution. Your bets are defined. Your strategic posture is reactive and defensive.
Ahead:
If you are ahead of the curve you are trying to drive the market, which requires a very different agility - there you require a set of controlled bets in execution with the ability to constantly probe the frontier and execute on success. Here you are reacting to yourself and your direction instead of where others have been.

19. Disruptive Opportunity Matrix
Extend
WhiteSpace
Defend
Extend
Current
New
Current
New
Source: Create Marketplace Disruption by Adam Hartung, Pearson Education, Inc. 2009
Products
Customers

20. Irrational complacency

21. OLD THINKING
NEW TECHNOLOGY
FAIL
X
=

22. Overcoming change

23. Horizon 1
0 -6 months
Horizon 2
6-12 months
Horizon 3
12 -36 months
Thinking at 3 Time Horizons

24. Get it right

25. Get it wrong

26. -Geoffrey A. Moore
“Well, first off, realize you are in afight for your life. The new businessmodel is not a competitive threat, itis an existential threat.”

27. The status quo is not a growth strategy

28. The End of Business as Usual
1
Innovate or Die
2
The Customer Adoption Cycle
3

29. Remember these?

30. Business Model Innovation

31. Disruptive change

32. Game Changer
Access
Assets
Purchase before Adoption
Adoption
before Purchase
≠

33. The end of business as Usual

34. See things differently

35. Long-term focus

36. Accelerators & Barriers to Growth

37. Accelerate your journey to the Cloud

38. Prisoners of the past

39. Growth Mindset

40. The End of Business as Usual
1
Innovate or Die
2
The Customer Adoption Cycle
3

41. Innovation

42. www.flickr.com/photos/mwichary/3690887427
Disruptive change

43. Adaptive to change

44. Strategic choices

45. B4B Operating Model Framework
Product Focused
Outcome Focused
Supplier Operating Model
Source: B4B: How Technology and Big Data are Reinventing the Customer- Supplier Relationship by J. B. Wood, Todd Hewlinand Thomas Lah, 2013
Basic Offer:
LEVEL 1 SUPPLIER
Best Product, Fair Price
Standard
Reliable
Product
Make
Sell
Ship
Complex Offer:
LEVEL 2 SUPPLIER
Fast and Sure Availability
Implementation and Maintenance Services
Tailored Product
+
Optimise Offer:
LEVEL 3 SUPPLIER
Optimal ROI
Adoption Services
Operate (Managed) Services
Connected Products
+
Outcome Offer:
LEVEL 4 SUPPLIER
Ease
Outcome as a Service
+
Services
+
Supplier
Customer

46. Cloud business model strategy?

47. The End of Business as Usual
1
Innovate or Die
2
The Customer Adoption Cycle
3

48. The problem is that customers don’t buy the way we sell

49. Cloud services don’t require what the Channel provides (today)

50. The Buying Decision Process

51. Search
Find
Qualify
Try
Buy
Activate
Manage
Up-sell
Support
Refer
The Customer Adoption Cycle

52. Transactional Sales Model
Adoption Cycle Sales Model

53. “Customers are completing 57% of a buying cycle before ever coming into contact with a sales rep.”
-A CEB study of more than 1,400 customers

54. Product
Place
Price
Promotion
4P's
Solution
Access
Value
Education
SAVE

55. Educate

56. Inspire

57. Create a sense of urgency

58. 3 levels of Value

59. Basic Product/Service:
•Technology
•Price performance
•Product quality
E2E Customer Experience:
•People
•Perceived value
•High touch
•Exceed customer expectations
•Delight and astound customers
1
2
Support Services
3
E2ECustomer Experience
Differentiation: 3 Levels of Perceived Value
Basic
Product/Service
Support Services:
•Levels of support
•Quality of service
•Systems
•Processes
Your Cloud Services

60. Consulting Services
Migration Services
Integration Services
Data Management
Services
Business Process Consulting Services
Adoption Services
BCaaS
Business Continuityas a Service
Value Differentiation
SaaS
PaaS
IaaS
BupaaS
RecaaS
SecaaS
1
2
3

61. Price vsValue
Products
Services
Experience
Customer

62. Sales Transformation
OLD
NEW
The IT Buyer
The Business Buyer
Selling into CapExBudgets
Selling into OpExBudgets
Technical Expertise
Business Expertise
Geographic Sales Territories
Vertical Industry Territories
Selling Features
Selling Results
Fixed-Price Contracts
Outcome-Based Contracts
Demonstrating Features
Business Process Discussions
Your Complexity and Underlying Architecture
Your Consumption Model and Service Capability
Maintenance Contracts
"Apps Mindset"
Face2Face Sales Skills
Social Media Knowledge
Source: Consumption Economics: The New Rules of Tech by J. B. Wood, Todd Hewlinand Thomas Lah, 2011

63. The End of Business as Usual
1
Innovate or Die
2
The Customer Adoption Cycle
3
Quick Review:
Competing to remain relevant to tomorrow’s customers
-4Ps -> S A V E, Marketing -> Sales
-4 stages of Business Model Evolution
-Disrupt or be disrupted

64. Get it right

65. Where do you go from here?

66. Get it right

67. Get it right

68. Unique Value
Promise
Differentiation
Strategy
The Sales
Toolkit
Creating an unpaid
sales force
SalesChannel Europe ©2014 All rights reserved
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WHO:
WHAT:
HOW:
Discovering your Inner Advantage Exercise
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Basic Product/Service:
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Enhanced Services:
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Support Services:
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Differen a on: 3 Levels of Perceived Value
Basic
Product/Servic
Support Services
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1
2
3
Basic
Product/Service
Your Hosted
Services
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Tipping the Funnel Clients: Actions:
A
B
Cloud GTM Strategies, Sales Acceleration
- Programs and Tools

69. GTM / Sales Acceleration Strategic Framework

70. Accelerating Time to Activation
Search Find Qualify Try Buy Activate Manage Up-sell Support Refer Differentiate Accelerating Time to Activation

71. The Sales Channel Mix

72. GTM Action Plan

73. Get it right

74. www.flickr.com/photos/horacio/3781750
David R Ednie
President & CEO
SalesChannel Europe
Ph: +33 676 60 09 25 (FRA)
Email: david@saleschannel-europe.com
Website: www.saleschannel-europe.com