digital disruption -> the new reality: acronis keynote_20.11.14
DESCRIPTION
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.TRANSCRIPT
Drivers of Digital Disruption:1. Mass Adoption of Digital Technology
2. The Age of the Customer
3. The Engagement Economy
Customer Adoption
Basic Human Needs
The Cloud = IT Transformation
The Cloud = Business Transformation
Digital Disruption
Big Data = Big Opportunity
Key Data Points:• Hybrid cloud
• Exploding “big data”
• The Internet of Things
• SMBs and start-ups
• Cloud adoption shift
Big Data = Big Data Management Challenge
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 center for 10 days or more due to a disaster filed for bankruptcy within one year of the disaster. (National Archives & Records Administration in Washington)
Death by data loss
Data Loss = Bankruptcy
Big Data =
Big Customer Problem1
Big Customer Problem =
BIG Business Opportunity2
What have we learnt so far?
What is your Growth Strategy?
Growth strategy I
Growth strategy II
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.
Disruptive Opportunity Matrix
ExtendWhiteSpace
Defend ExtendCurrent
New
Current New
Source: Create Marketplace Disruption by Adam Hartung, Pearson Education, Inc. 2009
Products
Customers
Irrational complacency
OLD THINKING
NEW TECHNOLOGY
FAIL
X
=
Overcoming change
Horizon 10 - 6 months
Horizon 26 - 12 months
Horizon 312 - 36 months
Thinking at 3 Time Horizons
Get it right
Get it wrong
- 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.”
The status quo is not
a growth strategy
The End of Business as Usual1
Innovate or Die2
The Customer Adoption Cycle3
Remember these?
Business Model Innovation
Disruptive change
Game Changer
Access Assets Purchase
before Adoption
Adoption
before Purchase≠
The end of business as Usual
See things differently
Long-term focus
Accelerators & Barriers to Growth
Accelerate your journey to the Cloud
Prisoners of the past
Growth Mindset
The End of Business as Usual1
Innovate or Die2
The Customer Adoption Cycle3
Innovation
www.flickr.com/photos/mwichary/3690887427
Disruptive change
Adaptive to change
Strategic choices
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 Hewlin and Thomas Lah, 2013
Basic Offer:
LEVEL 1
SUPPLIER
Best Product, Fair Price
StandardReliableProduct
MakeSellShip
Complex Offer:
LEVEL 2
SUPPLIER
Fast and Sure Availability
Implementation and Maintenance
ServicesTailored Product
+
Optimise Offer:
LEVEL 3
SUPPLIER
Optimal ROIAdoption Services
Operate (Managed) Services
Connected Products
+
Outcome Offer:
LEVEL 4
SUPPLIER
Ease
Outcome as a Service
+
Services+
Supplier Customer
Cloud business model strategy?
The End of Business as Usual1
Innovate or Die2
The Customer Adoption Cycle3
The problem is that customers don’t buy
the way we sell
Cloud services don’t require what the Channel
provides (today)
The Buying Decision Process
Search
Find
Qualify
Try
Buy
Activate
Manage
Up-sell
Support
Refer
The Customer Adoption Cycle
Adoption
Cycle Sales
Model
Transactional
Sales Model
Adoption
Cycle Sales
Model
“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
Product
Place
Price
Promotion
4P's
Solution
Access
Value
Education
SAVE
Educate
Inspire
Create a sense of urgency
3 levels of Value
Basic Product/Service:• Technology• Price performance• Product quality
E2E Customer Experience:• People• Perceived value• High touch• Exceed customer expectations• Delight and astound customers
12 Support Services
3E2E
Customer Experience
Differentiation: 3 Levels of Perceived Value
BasicProduct/Service
Support Services:• Levels of support• Quality of service• Systems• Processes
Your Cloud Services
Consulting Services
Migration Services
Integration Services
Data Management
Services
Business Process Consulting Services
Adoption Services
BCaaSBusiness Continuity
as a Service
Value Differentiation
SaaSPaaSIaaS
BupaaSRecaaSSecaaS
12
3
Price vs Value
Products ServicesExperienceCustomer
Sales Transformation
OLD NEWThe IT Buyer The Business Buyer
Selling into CapEx Budgets Selling into OpEx BudgetsTechnical Expertise Business Expertise
Geographic Sales Territories Vertical Industry TerritoriesSelling Features Selling Results
Fixed-Price Contracts Outcome-Based ContractsDemonstrating 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 Hewlin and Thomas Lah, 2011
The End of Business as Usual1
Innovate or Die2
The Customer Adoption Cycle3
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
Get it right
Where do you go from here?
Get it right
Get it right
Unique Value Promise
Differentiation Strategy
The Sales Toolkit
Creating an unpaid sales force
SalesChannelEurope©2014Allrightsreserved
DOIT
NOW!:
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WHO:
WHAT:
HOW:
DiscoveringyourInnerAdvantageExercise
SalesChannelEurope©2014Allrightsreserved
BasicProduct/Service:• _____________________________• _____________________________• _____________________________• _____________________________
EnhancedServices:• _____________________________• _____________________________• _____________________________• _____________________________• _____________________________
SupportServices:• _____________________________• _____________________________• _____________________________• _____________________________
Differen a on:3LevelsofPerceivedValue
BasicProduct/Servic
SupportServices
EnhancedServices
1
2
3
BasicProduct/Service
Your Hosted
Services SalesChannelEurope©2014Allrightsreserved
Tipping the Funnel Clients: Actions:
A
B
Cloud GTM Strategies, Sales Acceleration- Programs and Tools
GTM / Sales Acceleration Strategic Framework
Accelerating Time to Activation
Search
Find
Qualify
Try
Buy
Activate
Manage
Up-sell
Support
Refer
Differentiate
Accelerating Time to Activation
The Sales Channel Mix
GTM Action Plan
Get it right
www.flickr.com/photos/horacio/3781750
David R Ednie
President & CEO
SalesChannel Europe
Ph: +33 676 60 09 25 (FRA)
Email: [email protected]
Website: www.saleschannel-europe.com