a seat at the table
DESCRIPTION
Solution SalesTRANSCRIPT
A
S E A T at the
T A B L E
Marc Miller, CEOSogistics Corporation r
Discussion
How to earn a “seat at the table” – reserved for those few salespeople who make a strategic
impact
Why is it critical you gain a “seat?”
1. Change in Buying
2. New Sheriff in town
3. Create Demand w/ Executives
DCustomer Voice
Self-Rating?
9.9
Sustainability
CEO & Corporate Turnover
New Realities: Transparency,
Standardization, Globalization,
and Shortened Lifecycles
Good to Great
Your Customers
Eliminate Hidden Costs
Productivity
Kakuzen Solutions
Bank Case Study
Express Courier Service: $14mm
Know-How
“Thank you. That $4 million you helped us save allowed us to build 3 new bank branches last year.”
The Other Half…..
Crowded Competitive Field
Differentiate
Two Wallets
Today
Future
Today Wallet
Standardization
Predatory Competitors
Transparency
Traditional Discussion
Today Wallet
Mid-Level
Budget-constrained
Un-winnable Game
Today
Future Wallet
Different Discussion
Future Goals & Strategies
Today
Future Wallet
Connect to Strategy
Senior Level –
Risk/Reward Decisions
How?
The two questions…
Mickey, Genentech
“I help hospitals build centers of excellence …”
Conversation?
Workflow ProcessesAnalysis
Best Practices Sharing
Feedback Loops
Peer-to-PeerData Extraction
Brainstorming
“The less I talk about products, the more products I sell.”
“…part of our team.”
“She gets it, she gets us”
What business are you in?
Strategy dictates spend.
To change spend, change strategy
Rules on Connecting to Strategy
Red Ocean Strategy
Mature Products
Competitive Markets
Slow Growth
Deteriorating Margins
Blue Ocean Strategy
Unique Products
New Innovations
New Markets
Premium Margins
Resource Spend
Strategy: Customer Money-Making
Non-Mission
Critical
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
I
Strategy: Customer Money-Making
Outsource
Non-Mission
Critical
OptimizationDeployment
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
IInnovation
MoneyMaking Strategy
OutsourceNon-Mission
Critical
OptimizationDeployment
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
I
Innovation
MoneyMaking Strategy
Non-Mission
Critical
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
IInnovation
MoneyMaking Strategy
Non-Mission
Critical
Deployment
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
IInnovation
MoneyMaking Strategy
Non-Mission
Critical
OptimizationDeployment
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
IInnovation
MoneyMaking Strategy
Outsource
Non-Mission
Critical
OptimizationDeployment
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
IInnovation
Which Quadrants Do You Add Value to?
Outsource
Non-Mission
Critical
OptimizationDeployment
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
IInnovation
Wednesday, September 23, 2009
Key
To create demand, you must connect to bothred and blue ocean customer strategies.
Why?
Your Top Customers: Sustainability Strategy?
Outsource
Non-Mission
Critical
OptimizationDeployment
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
IInnovation
Question
How Learn Customer Strategy?
Wednesday, September 23, 2009
52
F.O.C.A.S.: Execution Discipline
Fact Questions
Objective Questions
Concern Questions
Anchor Questions
Solution Questions
See “A Seat at the Table” book
Your Customers
Hidden, Bloated Costs
Productivity
Crowded Competitive Field
Differentiate
Your Value: Vision & Perspective
Businesspeople Who Sell
Remember
All the customer cares about is value!
r
Marc Miller [email protected] www.sogistics.com
Focus on the promise, not the prize
Double Down on the Analytics
Read “A Seat at the Table” (amazon.com)
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