c suite redesign 10.12

Reaching the C-Suite October 2007

Jeff WinsperPresidentWinsper, [email protected]

2007 all rights reserved

How the marketer sees the arrow

Great graphic—easy to see for retrieval in woods

Tungsten tip arrowheadfor weight, balance & durability

Ash shaft to give strength& flexibility to reduceshattering on hard objects

Perfect twining on thelathe & high gloss varnishfor true flight through air

Metal hilt extra longto prevent head detachment

Military grade wire bindings won’t loosen

Great aerodynamic hawk feathersfor low drag & high rotation

Nylon bowstring catch will not split

Rabbit fur on all feather connections

Perfect old growth graineliminates warping

How the target needs to see the arrow (if it is to reach the target)

Reaching the C-Suite: things to think about

• Who they are

• When to market to them

• How to talk to them

• How to use your network to influence them

• Make sure to do homework

• Know where you want this relationship to go

• Present a reasonable, relevant case

• How to motivate them to take action

• Being creative in how you attract attention

Targeting Them

• Company Revenue

• Social Venues

• Company Size

• Peer to Peer

• Title

• Lifestyle

• BANT

• 1 to 1

• Risk

• Interaction

• Feature/Function

• 3rd Party

• Industry

• Balance

• Buying Agenda

• Affinity

• Competition

• Ecological

• Price

• Economy

• ROI

• Partnership

• Customer

• Fun

People

Business Drivers

Relationships

When do executives get involved in the buying cycle of major purchases?

• If the price point is right, from the beginning Top Level executives are involved at all the stages of the decision buying process:

• 70% Recognizing Need• 70% Evaluating Options • 61% Resolving Concerns • 94% Making Decision • 27% Implementation

• Big companies are more concerned with what you know

• Smaller companies are more impressed by who you know

BusinessDrivers

Source: 2006 survey conducted by the Real Learning Company and Advantage Performance Group

Authorize/ApproveSelect

Evaluate/Recommend

Define Requirements &

Architecture

Involvement changes during the buying cycle

Exec. IT Mgmt.

IT Mgmt. IT Staff LOB Corp. Mgmt.

Exec. Corp. Mgmt.

Data reflects rating of Very Involved

Most Critical Influencer at Each Stage

Initiate

BusinessDrivers

CMP Technology 2006 Purchase Process Study November 2006

Who does the CIO talk to?

Source: State of the CIO, 2007, CIO Magazine

BusinessDrivers

IT staff

IT steering committee

CFO

CEO

LOB mgmt.

Other corporate mgmt.

COO

Other

CSO

None of above

50%

42%

44%

47%

54%

41%

23%

7%

3%1%

Technology Investment by Committee

Q: Who do you meet with to make decisions about investments in technology?

Today’s Business DriversNear-Term Growth Opportunities

IT

CEORevenue & Earnings

Growth

CFOCompliance

CMOCustomer

Management

CIODynamic Enterprise

Source: IDC US

BusinessDrivers

What are their top business issues?

CEO

• Strategies for business

growth

• Expansion

• Cost reduction

• Increased efficiency

• Stability

• Corporate Culture

• Customer Loyalty

• Risk Management

• ROI

CIO

• Increasing

efficiency/productivity

• Improving external security

• Cost Reduction

• Increase revenue/profit

margins

• Internal customer satisfaction

• Supporting New Business

Activities

• Enabling Growth

• Application Integration

• Implementing new technology

CFO

• Streamlining

organizational

efficiencies

• Align expenditures

with business

strategies

• Cost Reduction

• Risk Management

• ROI

BusinessDrivers

How to speak to them: Business

Executives are looking for specific, relevant content

• Independent product evaluation

• Peer-to-peer feedback on what works, what doesn’t, and why

• Detailed, objective case studies

• Critical analysis of the challenges associated with particular

deployments

• White papers about upcoming new technologies

• Information on how to meet the growing requirements of

government regulation and compliance on privacy, security, and

financial reporting

• Independent benchmarks and evaluation tools to validate

vendor claims

• Timely news and analysis on the financial stability and viability

of technology products and service providersSource: Ziff Davis Media

BusinessDrivers

Characteristics of the C-Suite

• Well educated, well-read, and not

just business reading

• A joiner

• Prides himself on being current

on diverse topics

• Embraces change

• Driven to succeed

• Practices what he preaches

• Stays fit

• Likes his toys …

Relationships

How to speak to them: People

Lifestyle Profile

• 77% Domestic Travel Past Year

• 63% Manage Their Own Email

• 44% International Travel Past 3

Years

• 85% Participated in Sports

• 24% Attended Live Theater

Source: MRI & Boardroom Connections

Sports Participation Index

• Biking 247

• Jog/Running 194

• Sailing 187

• Tennis 220

• Golf 229

• Country Club 375

Relationships

C-Suite—Social ChangesRelationships

Source: PWC 10th Annual Global CEO Survey 2007

9 out of 10 corporate leaders are

doing more than they did 5 years

ago to incorporate environmental,

social, and political issues into their

firms’ core strategies.

Creativity drives successRelationships

Source: The New Yorker, Wired and Golf Digest C-Level Portrait Study

Strategic thinking and cultural shaping with an

eye on the bottom line

• Leadership: 70% consider creative thinking and cultural shaping

more important than hands-on management with less delegation

• Business: 86% consider reshaping and rebuilding critical vs.

conducting business as usual

• Performance pressures continue to put emphasis on short-term

results

The Changing Perspective of the CEORelationships

Source: The New Yorker, WIRED and Golf Digest, C-Level Portraits Study

• Collaboration• Reshaping &

transforming• Technology as

innovation enabler

• Short-term results• Market driven vs.

product driven• Integrity, vision,

listening skills

• Indulging passions a must• Mastery of work/lifestyle

integration• Maximizing … not just

recreation but also inspiration

Today’s Executive SuiteRelationships


34% The Blue Chips

21% The Visionaries

23% The Main Street Movers

22% The Tech Influencer

Executive Profiles

34% Blue Chips

• Employed in larger organizations

• Cautious and conservative

in business approach

• Dress for Success: Suits a Must

• Big Golfers and Boaters

• Demographics

• Most likely to be empty

nesters

• HHI $312K – $2.22M net

worth

21% Visionaries

• Encourages creativity and

innovation in business

• Risk Takers

• Humanistic in approach

• Dines out frequently

• Skis, plays tennis, hikes

• Demographics

• Most apt to be single

• HHI $265K – $2.13M net

worth

Relationships


Executive Profiles

23% Main Street Movers

• Entrepreneurial: Self-employed or

runs smaller company

• Puts a premium on good service

• Product driven

• Prefers active vacations

• Values education

• Demographics

• Married

• HHI $263K – $21.9M net

worth

22% Tech Influence

• Employed in high revenue

companies

• Most likely to be CTO/CIO

• Market driven

• Willing to win at all costs

• Gadget gurus

• Demographics

• Married with kids

• HHI $286K – $1.730M net worth

Relationships


The Three Amigos: CEO, CIO, and COO

Time Spent On…Reporting Structure

CIOs who report to CFOsHave the budget of CIOsWho report to CEOs


Relationships

CIO Archetypes

INNOVATION AGENTStrategist who drives business change–and leaves the details to others

OPERATIONAL EXPERTRolls up sleeves and meets the challenges of the business head-on

TURNAROUND ARTISTRelishes the challenge of fixing broken IT situations

BUSINESSLEADERStraddling the business-technology divide, this archetype relies on communication and collaboration to get the job done


Relationships

CIOs help them to talk the talk

THE DAILY GRIND• Schmoozing and systems

remain the top activities, but this year CIOs focused more on staffing and less on business strategy


Relationships

People Insights

Source: GartnerG2/Insight Express March 2005 C-level n=680, Top Mgmt 1000+n=180

Relationships

Where do they get information?Relationships

Source: Forrester Research, Inc.

Which vendor information sources do your decision makers rely on to make or substantiate technology product decisions?

Web sites

Sales interactions

Collateral

Events

Multimedia content

Ads: online or traditional

Press/PR

Direct solicitations

TV/Radio

75%

50%

51%

52%

59%

63%

69%

40%

Base: 119 CIOs

49% of CIOs say product information is easy to find on the Web, but only 39% go to the Web first when researching

78%

Executive Media Consumption

Source: GartnerG2/Insight Express 2006

Relationships

Internet (excludes

email)

TV

Radio

Newspapers

39%

12%

22%

16%

Magazines 11%

Where is the Internet used?

At Home

At Work

At School or Library

Other

84%

9%

72%

Internet consumption happens at work and home

Source: 2007 Spring MRI

7%

Relationships

Internet consumption is large and growing

5+ Times/Day

2 – 4 Times/Day

Once/Day

3 – 6 Times/Week

1 – 2 Times/Week

Less than 1/Week

79%

3%

3%

9%

2%


20%

Relationships

Websites searched within last 30 days

AOL

Ask.com

Excite

Google

Lycos

MSN

16%

57%

4%

31%

58%

SEO and PPC are critical


Netscape

Yahoo

74%

19%

2%

Relationships

% Using with a frequency of about once a month or more

0 10 20 30 40 50

Streaming audio/video

Social networks

RSS feeds

Blogs

Podcasts

Streaming audio/video

Social networks

RSS feeds

Blogs

Podcasts

How frequently do you currently use/will use next year each of the following media sources to get information relating to your job or to help you make technology decisions?

Community-Based Media on the RiseBut Not Yet a Staple for Business-to-Business Tech Buyers

Relationships

Currently

Next Year

ITC

orpo

rate

How to use your network to influence them

Peers/colleagues outside company 86% Peers/colleagues outside company 70%

Analysts/Research firms 72% Peers/colleagues within company 66%

Peers/colleagues within company 64% Industry conferences 55%

Industry conferences 61% Analysts/Research firms 53%

Vendor-sponsored Webcasts 57% General search engines 53%

General search engines 54% Vendor-sponsored Webcasts 47%

Vendor-sponsored seminars 54% 3rd party-sponsored Webcasts 43%

3rd party-sponsored Webcasts 52% 3rd party-sponsored seminars 41%

3rd party-sponsored seminars 51% Vertical search 37%

Vendor sales people 43% Vendor-sponsored seminars 34%

Vertical search 39% Vendor sales people 28%

Enterprise search 35% Enterprise search 25%

Blogs 18% Blogs 18%

RSS feeds 14% Social networks 6%

Social networks 12% Podcasts 6%

Podcasts 7% RSS feeds 2%

Which of the following sources do you rely on for information relating to your job or to make technology decisions?

Sou

rce:

CM

P 2

00

6Relationships

Executive IT Management Executive Corp. Management

Do Your Homework

• Understand their role relative to the company size

• Think about how to relate to them as people not just titles

• Identify their key business challenges

• This isn’t a group to mass market to

• How are you and your company a solution

• Does your product have the right price tag

Providing motivation to get there

• Collective research on the subject consistently highlights the same conclusion. When making major buying decisions, top executives’ main concerns are:

• Customer satisfaction

• Achieving operational excellence

• Getting and keeping the right people

What do they look for in a supplier?

Executives are departing from arrangements based solely on low cost and focusing on relationships

Based entirely on lowestcost or lowest price

Allows for supplier participation indetermining cost savings and their

distribution

Shares cost and technicaldata openly for mutual benefit

Is fully aligned in cost andbusiness benefit objectives

Other

Don’t know/Refused7%

6%

29%

25%

18%

15%

Source: PricewaterhouseCoopers Global CEO Survey 2006

Knowing where you want this relationship to go

• Building a long-term relationship

• An understanding of where you are against the roadmap• Discovery, Design, Develop, Deploy

• C-Level commitment, “sponsorship” of the process

• Assignment of oversight to key staff member

• Shared definition of success

Presenting a reasonable case

How do you motivate C-Level executives to listen to andconsider your company?

• Bring your customers to a network of peers that will reinforce their

major purchase decision

• Showcase how you will help them attain their goals

• Explain how you will help them increase revenues while decreasing

their costs

• Articulate how the purchase will deliver results reliably over the

long term

• Is it credible?

• Is it relevant?

• Is it beneficial?

Source: Ziff Davis Media

Motivating them to take action

Being creative in how you attract

• Ask them

• Bring them to where they will be anyway

• Small and Intimate

• Play to the lifestyles, but balance with business value

• Market to them as individuals

• Communicate with regularity

• Leverage 3rd party

Case Examples

“I don’t know who you are.

I don’t know your company.

I don’t know your company’s product.

I don’t know what your company stands for.

I don’t know your company’s customers.

I don’t know your company’s record.

I don’t know your company’s reputation.

Now—what was it you wanted to sell me?”

• Objective: To differentiate SBS as a credible IT Outsourcing provider, and generate appointments

• Target: F100 – CIO/CFO

• Solution: Leverage SLA and ROI guarantee

• Step 1: Schmooze the gatekeeper

• Step 2: Special Delivery• Step 3: Follow-up call

• Step 1: Schmooze the gatekeeper

• Step 2: Special Delivery• Step 3: Follow-up call

Phase 1

Phase 2

Siemens—Phase 1

Siemens—Phase 2

• Results: 14% response rate$3 million in new business

• Objective: Penetrate Financial Services vertical with new alliance offering

• Target: 100 top FS companies CEO, CFO, COO, CIO, CMO, CRO, HR, Retail

• Solution: Position alliance as catalyst for FS Transformation, by title and function.

• Results: • 47% awareness increase with target• 27% inbound leads• 10 pilots implemented• 4-time award winner

Step 1: Call: Something is coming, gauge awareness.Step 2: High Impact Mailer with high value offer: KPI

ReportStep 3: Drive to PURLStep 4: Flat mailer Step 5: Telesales follow-up

Key Takeaways

• Market to the individual, not just the title• Balance people and business drivers• Ask them what they care about

• Creativity matters

• You must earn the relationship before you earn the

business

THANK YOU

Jeff WinsperPresidentWinsper, [email protected]