naw aec summer association executives council meeting july ... · what do you expect from our...

NAW AEC Summer Association

Executives Council Meeting

July 10, 2017

What is your primary goal for this training?

Membership engagement(more members utilizing the services you offer)

Source: NAW-AEC Study

The need for this message

Research findings

Member-focused culture

Value proposition confusion

Why does your association exist?

66% of AE’s said, “To serve members.”

Only 31% of staff said, “To serve members.”

Describe the type of conversations you have with

members.

AE’s – 17% of conversations are association-focused

Staff – 42% of conversations are association-focused

The need for this message

Member-focused culture

Value proposition confusion

What do members gain when they experience

our services?

They are able to compete more effectively and achieve

their business objectives

AE’s – 69% agree

Staff – 48% agreeSource: NAW-AEC Study

Why do members join your association?

The number one response…

Network with industry peers

AE’s – 62% agree

Staff – 76% agreeSource: NAW-AEC Study

Only 52% of AE’s clearly understand their

association’s value proposition

Only 45% of staff clearly understand their

What is your primary goal for this training?

Membership engagement(more members utilizing the services you offer)

Program objective

The objective of this program is to help you

develop a member-focused culture and

clearly articulate your value proposition

Value proposition

When you embrace this message and

apply these techniques you will increase

member engagement

Training overview

Member-focused approach

Articulating the value proposition

What does it mean to be member-focused?

Value-add-itude

Member focused: Why can’t we provide services they want to use?

Association focused: Why can’t they use the services we want to provide?

Association focused: They’re not buying the

services we’re providing!

Member focused: We’re not providing the

services they’re buying!

Through whose prism do you view your value?

It’s all about optics

Tendency to construct out of every situation an

I, me, and mine

Selfing

Member-focused tips

Field visits

Member advisory boards

Link employees to members

Reward member-focused behavior

Empathize

What can your association do to be more

member-focused?

How will you reinforce this member-focused

mindset throughout your association?

What are your greatest challenges when

promoting your association?

The number #1 response…Finding ways to

create more value for members.

Staff conversations focus more on the

association (42%) than the member (30%)

Better conversations begin with better questions

Better conversations…

Focus on the member

Disrupt the status quo

Expose the members needs (unaware)

Ideal state Current state

Status Quo

Ideal state Current state

Expose a need

Better conversations…

General-information questions

Specific-need questions

Ideal questions

Spark the conversation

Provide backdrop

Tell me about your company.

What trends are you seeing?

How is your industry changing?

Tell me about your competition.

What are your company goals this year?

From your perspective, what are the challenges

facing our industry?

What do your customers expect from you?

Specific-need questions

Understand members needs and wants

What they want in a solution

Specific-needs questions

What do you expect from our association?

What value-added services are important to you?

What do you need from us?

What do you expect from our people?

How can we help you overcome the challenges

facing your industry?

How do you see our association contributing to your

long-term growth, efficiency, and profitability?

Ideal questions

Allow the member to dream

Establishes the gap

Changes/improve/enhance

Ideal questions

If you could change anything about our association,

what would you change?

What’s missing from our current educational offering?

How can we better serve our membership?

What can we do different to help you achieve your

business objectives?

If you managed a trade association, what services

would you offer members?

What trends are you seeing?

From your perspective, what are the challenges

facing our industry?

How can we help you overcome these challenges?

What would you enhance about our current

offering?

What’s the best way to use this member-

focused probing model?

Training overview

Member-focused approach

Value-added

Value proposition

Personal

The heart has reasons that reason

cannot understand.Blaise Pascal

Mathematician, scientist

Let’s get some value from this idea

How do our members define value?

Total customer experience

Initial

out-of-

pocket

they get

buyers

sacrifice

long-term

What it

How it

affects

Input Variables

Outcome Variables

ValueUtility ImpactPrice

Equity

What is value-added

Difference between raw material input and

finished product output

Everything you do to something from the

moment you touch it, transform it, or

transfer it to someone else

“…we find that most value propositions

make claims of savings and benefits to the

customer without backing them up.”

Source: Customer Value Propositions in Business Markets

The Value Audit

List your value-added along 3 dimensions• Product

• Company

• People

Impact Areas (parallel the CBP®)

• Pre-sale Planning

• Acquisition-Transition-Implementation

• Post-sale Usage

Only 52% of AE’s clearly understand their

Only 45% of staff clearly understand their

Only 44% of participants clearly understand their

company’s value proposition

Source: RST Focus Study

A value proposition is the tangible outcome

the buyer receives from experiencing from

your solution

Value proposition

Experiential outcome of your member experience

• ROI

• Profit

• Time

• Efficiency

• Market share

• Customer satisfaction

• Competitiveness

• Greater access

How to determine your VP

Long-term

Down-line

Outcome

Results

Impact

“We help members play bigger than they are.”

“We help members achieve their business objectives.”

“We enhance member’s purchasing power.”

“We help members achieve greater profitability.”

“We provide access to new opportunities.”

Creating your value proposition

Select a member segment

• Distributors (small, medium, large)

• Manufacturers (small, medium, large)

• Service providers

Detail the member segments needs

Creating your value proposition

Detail the long-term impact or outcome of

your member experience

What’s the best way to communicate your

value proposition?

Review

Develop a member-focused culture

Member-focused probing model

Create your value proposition

Support your value proposition

A One-Sheet Brings It All Together

The elevator speech

• Who are we?

• What do we do?

• To whom do we sell

Ten value-added talking points

• Three company examples of value-added

• Three product examples of value-added

• Three salesperson examples of value-added

• Unique selling proposition

Summary statement: value proposition

The Value Added Sales Process

During Planning, the buyer’s greatest need is for

information. They study their needs, source a solution,

and select the best alternative. Critical activities include

needs assessment, establishing priorities and objectives,

evaluating current solution, meeting with suppliers,

demos, arranging financing, and deciding on a solution.

During Acquisition, the buyer’s greatest need is for smooth,

seamless, and painless transitions. Their critical activities

include issuing purchase orders (and re-ordering);

preparing their facilities and people; arranging for the

logistics; receiving inventory; and payment terms.

During Usage, the customer’s greatest need is maximum

performance and cost efficiency from their solution. Their

critical activities include maintenance/service issues;

ongoing monitoring; and disposal at the end of the life

cycle.

Offensive Selling Mode Defensive Selling Mode

Pursuing new business Protecting existing businessFocusing Persuading Supporting After-MarketingAccount selection

Account penetration

Customer-izing

During this phase of the sales process you

identify viable sales opportunities, qualify

these opportunities, penetrate the

accounts thoroughly, and develop an in-

depth understanding of the customer’s

needs, wants, and concerns. You’re in the

diagnostician role.

Positioning

Differentiating

Presenting

This is the phase of the sale where you

polish your image, create distance

between you and the competition and

convince the customer that your solution

is the value added solution. You’re in the

promoter role.

Process support

People support

During this phase of the sale you follow

up to ensure that the customer

experiences smooth transitions to your

transportation solution, receives special

attention as needed, and build strong

relationship ties. You’re in a logistics

support-type role.

Tinkering

Value reinforcement

Leveraging

This is the sale-after-the-sale: the phase

when you look for ways to continue to

add value, get credit for what you do,

and grow your business. You’re an

advocate for the customer and liaison for

your company. You help monitor their

usage. You’re in the growth mode.

Pre-Sale Transition Post-SalePlanning

(Information)

Acquisition

(Smooth Transitions)

(Economy & Productivity)

Are you working as hard to keep the

business as you did to get the business?

Disneyland will never be completed as long as there’s

imagination left in the world.

Benign neurosis & insecurity

Productive discomfort with status quo

Re-create value for the customer

Reinventing yourself to relevance

Tinkering

Renewal

Innovation

Creativity

Tinkering

Renewal

Innovation

Creativity

Growth

Disrupting

Tinkering

Challenge everything

Go after sacred cows

Failure analysis & five whys

Positive action, not necessarily perfection

It’s about streamlining & growth

Tinkering rules

Does this procedure, policy, or process add value to our solution for the customer

Cost without value diminishes us in the marketplace

Tinkering

Value-added peak competitors are

proud of what they accomplish but have

the humility to admit that they are not

done yet

Barrier analysis

Better mousetrap

Ordering ease

Tinkering

What can we do to make it easier to do

business with our company?

How can we improve our customer

experience?

naw aec summer association executives council meeting july ... · what do you expect from our...

Documents

naw large company ceo/coo roundtable

naw 2012 annual report

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naw 2014 annual report

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from the naw institute for distribution excellence

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commander-naw manual

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presentation naw group

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seerad / naw project with

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naw council code of conduct

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