Optimizing the Value Communications SystemSeptember 20, 20111   © 2010 Forrester Research, Inc. Reproduction Prohibited   ...
From what, to what?2   © 2010 Forrester Research, Inc. Reproduction Prohibited
What is valuable about this?3   © 2010 Forrester Research, Inc. Reproduction Prohibited
The selling system is not adapting quickly enough to            accommodate our changing business strategy4   © 2010 Forre...
Your selling system has a bottleneck5   © 2010 Forrester Research, Inc. Reproduction Prohibited
“It’s complicated”Breadth ofOfferings                                                   Knowledge Transfer Required   6   ...
Pattern-DrivenBreadth ofOfferings                                                                 Event-Driven            ...
Go-to-Market             Go-to-Customer                                                Product               Problem      ...
Conversations are the medium where the bulk of your                       value is communicated                           ...
Sales is the point of your value communications spear….         Message(s)                                               +...
Are you using the spear as a metaphor, or to poke your                        customers in the eye?11   © 2010 Forrester R...
We will decide what is valuable, thank you                                         very much12   © 2010 Forrester Research...
What makes a meeting valuable?                                                  The salesperson                           ...
How often does this happen?                    11%                                        13%14   © 2010 Forrester Researc...
What makes you different?                                    53%15   © 2010 Forrester Research, Inc. Reproduction Prohibited
How big is the gap between vendors and buyers?            We don’t care about what you do, we               care about how...
Optimize the supply chain behind sales                                                                           the right...
Their squirrel is just a rat in pretty clothes18   © 2010 Forrester Research, Inc. Reproduction Prohibited
Your reality                                                               2) Who all have common drivers          1) You ...
Attributes of an outcome                            You add value by connecting these dots20   © 2010 Forrester Research, ...
Optimize the supply chain behind the right audience                                                                       ...
Value communications system                                                                 PatternMessage(s)             ...
One way to think about it                                                                  Gain Access                    ...
Example – prescriptive service maps24   © 2010 Forrester Research, Inc. Reproduction Prohibited
Architecture for building                                                       Business audiences involved               ...
There are a lot of different people involved26   © 2010 Forrester Research, Inc. Reproduction Prohibited
So, get started in stages                Pilot                                          Limited Run   Scale27   © 2010 For...
Where are we heading? Fragmented                                                    Organized   Adaptive28   © 2010 Forres...
Thank you                                                           Scott Santucci                                        ...
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Optimizing the value communications system, Scott Santucci, Forrester

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Optimizing the value communications system, Scott Santucci, Forrester

  1. 1. Optimizing the Value Communications SystemSeptember 20, 20111 © 2010 Forrester Research, Inc. Reproduction Prohibited 2009
  2. 2. From what, to what?2 © 2010 Forrester Research, Inc. Reproduction Prohibited
  3. 3. What is valuable about this?3 © 2010 Forrester Research, Inc. Reproduction Prohibited
  4. 4. The selling system is not adapting quickly enough to accommodate our changing business strategy4 © 2010 Forrester Research, Inc. Reproduction Prohibited
  5. 5. Your selling system has a bottleneck5 © 2010 Forrester Research, Inc. Reproduction Prohibited
  6. 6. “It’s complicated”Breadth ofOfferings Knowledge Transfer Required 6 © 2010 Forrester Research, Inc. Reproduction Prohibited
  7. 7. Pattern-DrivenBreadth ofOfferings Event-Driven Knowledge Transfer Required 7 © 2010 Forrester Research, Inc. Reproduction Prohibited
  8. 8. Go-to-Market Go-to-Customer Product Problem Place PatternBreadth ofOfferings Promotion Path Price Proof 8 Knowledge Transfer Required © 2010 Forrester Research, Inc. Reproduction Prohibited
  9. 9. Conversations are the medium where the bulk of your value is communicated Gain Access Successful meeting Shared vision Business case9 © 2010 Forrester Research, Inc. Reproduction Prohibited
  10. 10. Sales is the point of your value communications spear…. Message(s) + Messenger(s)10 © 2010 Forrester Research, Inc. Reproduction Prohibited
  11. 11. Are you using the spear as a metaphor, or to poke your customers in the eye?11 © 2010 Forrester Research, Inc. Reproduction Prohibited
  12. 12. We will decide what is valuable, thank you very much12 © 2010 Forrester Research, Inc. Reproduction Prohibited
  13. 13. What makes a meeting valuable? The salesperson clearly shows they understand my business issues and can clearly articulate to me how to solve them13 © 2010 Forrester Research, Inc. Reproduction Prohibited
  14. 14. How often does this happen? 11% 13%14 © 2010 Forrester Research, Inc. Reproduction Prohibited
  15. 15. What makes you different? 53%15 © 2010 Forrester Research, Inc. Reproduction Prohibited
  16. 16. How big is the gap between vendors and buyers? We don’t care about what you do, we care about how you make us successful 27% 41% 20% 6% 6% Your Their World World16 © 2010 Forrester Research, Inc. Reproduction Prohibited
  17. 17. Optimize the supply chain behind sales the right audience Message + Messenger Audience17 © 2010 Forrester Research, Inc. Reproduction Prohibited
  18. 18. Their squirrel is just a rat in pretty clothes18 © 2010 Forrester Research, Inc. Reproduction Prohibited
  19. 19. Your reality 2) Who all have common drivers 1) You are selling to that are forcing them to change large, complex which can be mapped and profiled 3) Most vendors overly simplify enterprises their connection to value, missing how customers actually fund and execute major initiatives 4) To achieve “do more with less” type of objectivesbusiness leaders are forced tolook across traditional silos in their organizations – something few are equipped to do…. 5) Most share services organizations have latency in how they are aligned 6) For you to succeed, you will need to create tools to support specific business processes and approaches to help clients see these – further complicating the “do more combinations; while doing it with your clients at the with less” business driver same time. 19 © 2010 Forrester Research, Inc. Reproduction Prohibited
  20. 20. Attributes of an outcome You add value by connecting these dots20 © 2010 Forrester Research, Inc. Reproduction Prohibited
  21. 21. Optimize the supply chain behind the right audience the outcome Message + Messenger Audience Outcome21 © 2010 Forrester Research, Inc. Reproduction Prohibited
  22. 22. Value communications system PatternMessage(s) + Messenger(s) Audience The value you communicate is the “know-how” to achieve a specific outcome22 © 2010 Forrester Research, Inc. Reproduction Prohibited
  23. 23. One way to think about it Gain Access Successful meeting Shared vision Business case Map Match Model23 © 2010 Forrester Research, Inc. Reproduction Prohibited
  24. 24. Example – prescriptive service maps24 © 2010 Forrester Research, Inc. Reproduction Prohibited
  25. 25. Architecture for building Business audiences involved Issues to overcome to achieve intended Video Conferencing ROI Different reporting People, processes, Equipment, rooms, constructs for and applications and technical different roles Defining different layers of the protocols involved in delivering service, highlighting the the service management part primarily.25 © 2010 Forrester Research, Inc. Reproduction Prohibited
  26. 26. There are a lot of different people involved26 © 2010 Forrester Research, Inc. Reproduction Prohibited
  27. 27. So, get started in stages Pilot Limited Run Scale27 © 2010 Forrester Research, Inc. Reproduction Prohibited
  28. 28. Where are we heading? Fragmented Organized Adaptive28 © 2010 Forrester Research, Inc. Reproduction Prohibited
  29. 29. Thank you Scott Santucci Principal Analyst Forrester Research ssantucci@forrester.com29 © 2010 Forrester Research, Inc. Reproduction Prohibited

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