naw aec summer association executives council meeting july ... · what do you expect from our...
TRANSCRIPT
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
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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.”
Source: NAW-AEC Study
Describe the type of conversations you have with
members.
AE’s – 17% of conversations are association-focused
Staff – 42% of conversations are association-focused
Source: NAW-AEC Study
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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
association’s value proposition
Source: NAW-AEC Study
What is your primary goal for this training?
Membership engagement(more members utilizing the services you offer)
Source: NAW-AEC Study
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Program objective
The objective of this program is to help you
develop a member-focused culture and
clearly articulate your value proposition
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Value proposition
When you embrace this message and
apply these techniques you will increase
member engagement
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Training overview
Member-focused approach
Articulating the value proposition
What does it mean to be member-focused?
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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
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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.
Source: NAW-AEC Study
Staff conversations focus more on the
association (42%) than the member (30%)
Source: NAW-AEC Study
Better conversations begin with better questions
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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
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Better conversations…
General-information questions
Specific-need questions
Ideal questions
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General-information questions
Spark the conversation
Provide backdrop
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General-information questions
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?
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Specific-need questions
Understand members needs and wants
What they want in a solution
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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?
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Ideal questions
Allow the member to dream
Establishes the gap
Changes/improve/enhance
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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?
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Training overview
Member-focused approach
Articulating the value proposition
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Articulating the value proposition
Value
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?
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Total customer experience
Initial
out-of-
cost
What
they get
What
buyers
sacrifice
long-term
What it
does
How it
affects
buyer
Input Variables
Cost
Outcome Variables
ValueUtility ImpactPrice
Equity
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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
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“…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
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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
association’s value proposition
Only 45% of staff clearly understand their
association’s value proposition
Source: NAW-AEC Study
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
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Value proposition
Experiential outcome of your member experience
• ROI
• Profit
• Time
• Efficiency
• Market share
• Customer satisfaction
• Competitiveness
• Greater access
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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.”
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Creating your value proposition
Select a member segment
• Distributors (small, medium, large)
• Manufacturers (small, medium, large)
• Service providers
Detail the member segments needs
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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?
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Review
Develop a member-focused culture
Member-focused probing model
Create your value proposition
Support your value proposition
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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)
Usage
(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.
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Benign neurosis & insecurity
Productive discomfort with status quo
Re-create value for the customer
Reinventing yourself to relevance
Tinkering
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Renewal
Innovation
Creativity
Tinkering
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Renewal
Innovation
Creativity
Growth
Disrupting
Tinkering
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Challenge everything
Go after sacred cows
Failure analysis & five whys
Positive action, not necessarily perfection
It’s about streamlining & growth
Tinkering rules
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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
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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?