Selling	
  innovations	
  	
  
and	
  
innovative	
  selling	
  
General	
  Managers	
  Mee+ng	
  
October	
  2010	
  
What	
  did	
  you	
  choose	
  for	
  your	
  PC…?	
  
2	
  Selling	
  innova+ons	
  &	
  innova+ve	
  selling	
  
Why…?	...
3	
  Selling	
  innova+ons	
  &	
  innova+ve	
  selling	
  
What	
  customers	
  choose…	
  
…	
  is	
  not	
  about	
  in...
4	
  Selling	
  innova+ons	
  &	
  innova+ve	
  selling	
  
Different	
  users,	
  different	
  needs	
  
Also	
  for	
  you	
  
Different	
  customers…	
  
End	
  user	
  (e.g.	
  hotel	
  manager)	
  
Owner	
  of	
  real	
  est...
6	
  Selling	
  innova+ons	
  &	
  innova+ve	
  selling	
  
Different	
  needs,	
  different	
  solutions	
  
7	
  Selling	
  innova+ons	
  &	
  innova+ve	
  selling	
  
Needs	
  do	
  not	
  change…	
  
Different	
  reacCons	
  to	
...
8	
  Selling	
  innova+ons	
  &	
  innova+ve	
  selling	
  
Innovation	
  adoption	
  life	
  cycle	
  
new	
   revoluCon	...
Not	
  all	
  markets	
  are	
  equal	
  
They	
  go	
  through	
  phases	
  over	
  Cme	
  
Unaware	
  of	
  opportunity/...
Different	
  phases	
  need	
  different	
  approach	
  
The	
  phases	
  over	
  Cme	
  
Unaware	
  of	
  opportunity/pro...
If	
  you	
  want	
  to	
  sell	
  innovative	
  solutions	
  
IdenCfy	
  	
  
–  Problem/opportunity	
  
–  The	
  owner	...
12	
  Selling	
  innova+ons	
  &	
  innova+ve	
  selling	
  
Example:	
  I-­‐pad	
  
13	
  Selling	
  innova+ons	
  &	
  innova+ve	
  selling	
  
Competing	
  with	
  …?	
  
14	
  Selling	
  innova+ons	
  &	
  innova+ve	
  selling	
  
Market	
  introduction	
  
Extra	
  challenge	
  
Complexity	
  of	
  	
  
•  Decision	
  Making	
  Unit	
  
•  Decision	
  Making	
  process	
  
15	...
Example	
  Copying	
  Machines	
  
Product	
  type	
  
Printer	
  
Printer/scanner	
  
Printer/scanner/copier	
  
Segments...
17	
  Selling	
  innova+ons	
  &	
  innova+ve	
  selling	
  
Value	
  chain	
  for	
  each	
  PMC	
  
AlternaCves	
  	
  -...
Segmented	
  Sales	
  &	
  Marketing	
  approach	
  
•  Know	
  the	
  customer	
  
–  Which	
  PMC?	
  
–  Which	
  phase...
19	
  Selling	
  innova+ons	
  &	
  innova+ve	
  selling	
  
Example:	
  	
  Microsoft	
  OfMice	
  
Segmented	
  on	
  us...
2nd	
  Challenge	
  -­‐	
  Internal	
  
How	
  to	
  copy	
  succes	
  	
  
from	
  country	
  A	
  to	
  country	
  B	
  ...
Not	
  invented	
  here	
  
“That	
  will	
  not	
  work	
  in	
  our	
  market”	
  
“Our	
  customers	
  are	
  different”...
How	
  to	
  put	
  vision	
  into	
  €€€?	
  
How	
  to	
  develop	
  soluCons	
  markeCng	
  for	
  you	
  
22	
  Solu+o...
Sustainable	
  solution:	
  People	
  	
  
People	
  x	
  Process	
  =	
  Performance	
  
–  People	
  want	
  to	
  be	
 ...
Strategy	
  …	
  
The	
  roadmap	
  from	
  IST	
  (current	
  situa+on)	
  
to	
  SOLL	
  (ambi+on)	
  
24	
  Solu+on	
  ...
25	
  Solu+on	
  selling	
  -­‐	
  shi^ing	
  sales	
  &	
  marke+ng	
  focus	
  	
  
3	
  phase	
  approach	
  for	
  mar...
Recommended	
  steps	
  (Think)	
  
•  To	
  solve	
  a	
  problem,	
  you	
  need	
  to	
  know	
  	
  
–  The	
  problem...
Recommended	
  steps	
  (Build)	
  
•  Do	
  your	
  homework:	
  match	
  your	
  product	
  to	
  the	
  problem	
  
–  ...
Recommended	
  steps	
  (Operate)	
  
•  Start	
  marke+ng	
  &	
  sales	
  
–  Iden+fy	
  target	
  groups	
  and	
  segm...
Be	
  aware…	
  
•  Developing	
  and	
  building	
  a	
  new	
  process	
  (“machine”)	
  also	
  needs	
  
properly	
  t...
Conclusions	
  
•  Do	
  not	
  sell	
  your	
  solu+on	
  
assist	
  the	
  buying	
  process	
  
•  All	
  customers	
  ...
Voor	
  meer	
  details	
  of	
  vragen	
  
31	
  
www.kyboko.nl"
dirk@kyboko.nl"
06 – 105 371 58"
"Dirk Heuff
@kyboko"
ky...
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Selling innovations & innovative selling

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Bringing innovations to the market successfully is easier said than done.
This presentation offers a new approach. It aims to inspire, motivate, trigger discussion and finally .... be implemented

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Selling innovations & innovative selling

  1. 1. Selling  innovations     and   innovative  selling   General  Managers  Mee+ng   October  2010  
  2. 2. What  did  you  choose  for  your  PC…?   2  Selling  innova+ons  &  innova+ve  selling   Why…?  
  3. 3. 3  Selling  innova+ons  &  innova+ve  selling   What  customers  choose…   …  is  not  about  inside  …   …  but  about  benefits  
  4. 4. 4  Selling  innova+ons  &  innova+ve  selling   Different  users,  different  needs  
  5. 5. Also  for  you   Different  customers…   End  user  (e.g.  hotel  manager)   Owner  of  real  estate    (e.g.  municipality)   Wholesaler   Installer   …  have  different  needs,  for  example   Lower  energy  bill   Lower  cost  of  installa+on  and   maintenance   High  margins,  ease  of  selling   Training,  advise,  speed  of  installa+on   5  Selling  innova+ons  &  innova+ve  selling  
  6. 6. 6  Selling  innova+ons  &  innova+ve  selling   Different  needs,  different  solutions  
  7. 7. 7  Selling  innova+ons  &  innova+ve  selling   Needs  do  not  change…   Different  reacCons  to  change..   …  but  solutions  DO  !  
  8. 8. 8  Selling  innova+ons  &  innova+ve  selling   Innovation  adoption  life  cycle   new   revoluCon   improve   change   brake   Involve  &  Inform   Quality   Ambassadors   Pro-­‐acCve   Promote  &  convince   Price-­‐Quality   Followers   Re-­‐acCve  
  9. 9. Not  all  markets  are  equal   They  go  through  phases  over  Cme   Unaware  of  opportunity/problem     Aware  of  opportunity/problem     but  unaware  of  solu+ons   Aware  of  solu+ons     Need  for  a  solu+on     Selec+on  of  solu+on   Example   “Finance  called  about  our  energy  bill   being  higher  than  last  year”   “Our  isola6on  is  rubbish,  we  loose  too   much  heat”   “I  have  read  this  ar6cle  on  reducing   waste  heat  from  Nuon”   “Can  Nuon  help  us  cut  our   energyspendings?”   “Nuon  advised  us  ….  Let’s  meet  them”   9  Selling  innova+ons  &  innova+ve  selling  
  10. 10. Different  phases  need  different  approach   The  phases  over  Cme   Unaware  of  opportunity/problem     Aware  of  opportunity/problem  &   unaware  of  solu+ons     Aware  of  solu+ons     Need  for  a  solu+on     Selec+on  of  solu+on   Possible  approach   General  informa+on  on  waste  heat  (facts   &  figures)   What  does  waste  heat  do  to  energy   consump+on  and  energy  costs?  (business   perspec+ve)   General  informa+on  on  methods  &   technologies  to  reduce  waste  heat   Specific  informa+on  on  how  waste  heat   reduc+on  can  affect  boQom-­‐line  results   Product  specifica+ons  and  -­‐advantages   10  Selling  innova+ons  &  innova+ve  selling  
  11. 11. If  you  want  to  sell  innovative  solutions   IdenCfy     –  Problem/opportunity   –  The  owner   •  Adop+on  phase?   –  The  decision  making  process     –  The  decision  making  unit     Assist  in  their  buying  process   –  Tailor  made   –  Reducing  buying  risk   –  Benefits  instead  of  features   –  Comparison  to  current  solu+on   11  Selling  innova+ons  &  innova+ve  selling  
  12. 12. 12  Selling  innova+ons  &  innova+ve  selling   Example:  I-­‐pad  
  13. 13. 13  Selling  innova+ons  &  innova+ve  selling   Competing  with  …?  
  14. 14. 14  Selling  innova+ons  &  innova+ve  selling   Market  introduction  
  15. 15. Extra  challenge   Complexity  of     •  Decision  Making  Unit   •  Decision  Making  process   15  Selling  innova+ons  &  innova+ve  selling  
  16. 16. Example  Copying  Machines   Product  type   Printer   Printer/scanner   Printer/scanner/copier   Segments   Government   Regional   Na+onal   Interna+onal   DMU   CFO   CIO   Facility  manager   Employees   16  Selling  innova+ons  &  innova+ve  selling   Different  commercial  approach  for  every  combinaCon  !   48     Product  Market  CombinaCons  
  17. 17. 17  Selling  innova+ons  &  innova+ve  selling   Value  chain  for  each  PMC   AlternaCves    -­‐  CompeCCon  -­‐  RegulaCon   Knowledge  -­‐  Atude  -­‐  Behaviour  DMU’s   Producer   Wholesalers   Resellers   Customers   48     PMCs  
  18. 18. Segmented  Sales  &  Marketing  approach   •  Know  the  customer   –  Which  PMC?   –  Which  phase  in  innova+on  adap+on?   –  What  is  their  opportunity  /  problem?   –  How  can  DMU/DMP  be  influenced?     •  Develop  targeted  approach   –  Messages  &  Media   –  Rela+onship  &  Ambassadors   –  Solu+on  &  Sales   18  Selling  innova+ons  &  innova+ve  selling  
  19. 19. 19  Selling  innova+ons  &  innova+ve  selling   Example:    Microsoft  OfMice   Segmented  on  user  needs  
  20. 20. 2nd  Challenge  -­‐  Internal   How  to  copy  succes     from  country  A  to  country  B     20  Selling  innova+ons  &  innova+ve  selling   How  to  translate     (fundamental)  research  studies   to  commercial  succes  
  21. 21. Not  invented  here   “That  will  not  work  in  our  market”   “Our  customers  are  different”   “Our  business  culture  will  not  accept  this”   “We  tried  that  5  years  ago”   21  Selling  innova+ons  &  innova+ve  selling  
  22. 22. How  to  put  vision  into  €€€?   How  to  develop  soluCons  markeCng  for  you   22  Solu+on  selling  -­‐  shi^ing  sales  &  marke+ng  focus    
  23. 23. Sustainable  solution:  People     People  x  Process  =  Performance   –  People  want  to  be  part  of  /  contribute  to  success   –  Provide  guidance  &  training   –  Give  them  room  &  responsibility   –  They  will  share  &  mul+ply  successes     Mindset   –  Don’t  look  to  differences,  look  to  similari+es   –  Share  customer  problems  first,  solu+ons  will  follow   –  Every  long  journey  starts  with  first  step   –  You’ll  cross  that  bridge  when  you  get  there   23  Selling  innova+ons  &  innova+ve  selling  
  24. 24. Strategy  …   The  roadmap  from  IST  (current  situa+on)   to  SOLL  (ambi+on)   24  Solu+on  selling  -­‐  shi^ing  sales  &  marke+ng  focus     What’s  your  defini+on   of  SUCCESS?   What  measures  to   use?   Where  do  you  stand  now  on  solu+on   marke+ng?  What  are  we  good/weak  at  in   Marke+ng  &  Sales?  How  come?  What  can  we   learn  from  our  success,  and  from  our  failures?   How  can  you  get  from  IST   to  SOLL?  What  is   necessary  to  realize  the   ambi+on?  
  25. 25. 25  Solu+on  selling  -­‐  shi^ing  sales  &  marke+ng  focus     3  phase  approach  for  marketing  &  sales   Where  do  we  want  to  go  /  our  ambi+on?   Where  are  we  now/how  good  are  we?   Market  Research     Customer  Mapping     Segmenta+on   Develop  a  plan:  what,  why,  how,  who   Build  that  plan:    processes,  new  ‘toolbox’  to   execute   Develop  messages,  instruments  &  processes   Execute  the  plan   Monitoring  of  results   Learn  from  success  &  failures   Improve  our  thinking,  building,  opera+ng   Think   Build   Operate  
  26. 26. Recommended  steps  (Think)   •  To  solve  a  problem,  you  need  to  know     –  The  problem  owners  (sector,  size,  business  model,  knowledge/ experience)   –  How  they  perceive  their  problem  (technical,  financial,  process)   •  What  are  the  priori+es  in  the  problem  (must  haves,  nice  to  haves)   –  What  do  they  expect  from  solu+on   •  Which  target  groups  have  which  problems   –  Evaluate  each  segment  (business  aQrac+veness,  revenue  poten+al,   opportunity  to  serve  etc)   –  Priori+ze  &  select  segments   26  Solu+on  selling  -­‐  shi^ing  sales  &  marke+ng  focus     Customer  mapping   Research   segmentaCon  
  27. 27. Recommended  steps  (Build)   •  Do  your  homework:  match  your  product  to  the  problem   –  Which  elements  of  product  will  solve  which  element  of  problem   –  What  extra  advantages  can  you  offer   •  Define  the  value  chain     –  Which  par+es  are  involved  between  you  and  your  end  user   –  What  is  their  role/contribu+on  to  value  chain   –  Which  stakeholders  influence  value  chain  behavior   •  e.g.  customer  demand,  supplier  pressure,  government  regula+ons,  public  opinion,   poten+al  revenues)   •  Develop  Toolbox  for  all  possible  segments   –  Approaches,  messages,  instruments,  processes,     best  prac+ces,  training  &  workshops,  etc.   27  Solu+on  selling  -­‐  shi^ing  sales  &  marke+ng  focus     must  haves  &  nice  to  haves  
  28. 28. Recommended  steps  (Operate)   •  Start  marke+ng  &  sales   –  Iden+fy  target  groups  and  segments  and  their  behavior   •  Buying  &  decision  making  process   •  Informa+on  needs  throughout  buying  process   –  Start  communica+ons  &  develop  rela+onships  with     •  Decision  makers  and  influencers  within  selected  segments   •  Relevant  (external)  stakeholders  (policy  makers)   –  Lead  genera+on  &  qualifica+on   –  Proposal  &  contrac+ng   –  Delivery,  installa+on,  service   •  Management   –  Measuring  &  evalua+ng  results   –  Learning   –  Implemen+ng  improvements   28  Solu+on  selling  -­‐  shi^ing  sales  &  marke+ng  focus     already  done   Sales  process  
  29. 29. Be  aware…   •  Developing  and  building  a  new  process  (“machine”)  also  needs   properly  trained  “operators”   •  Well  trained  staff  is  hygienic  (necessary)  factor  in  improving   customer  focus  of  marke+ng  &  sales   •  Marke+ng  &  sales  staff  should  for  example  be  trained  on   –  Knowledge    of  customers,  their  demands  &  needs   –  Skills    to  iden+fy  the  ques+on  behind  the  ques+on   –  Aitude    to  serve  customers  beyond  the  agreed  contract     29  Solu+on  selling  -­‐  shi^ing  sales  &  marke+ng  focus     Not  a  limitaCve  list   List  of  possible  subjects:  to  be  discussed  
  30. 30. Conclusions   •  Do  not  sell  your  solu+on   assist  the  buying  process   •  All  customers  go  through  adop+on  life  cycle   –  Be  aware  &  be  proac+ve   •  Solu+ons  without  a  clear  opportunity  /   problem  are  nothing   •  Segmen+ng  your  target  market  is  step  1   Segmented  commercial  approach  is  step  2   •  People  x  Process  =  Performance   30  Selling  innova+ons  &  innova+ve  selling  
  31. 31. Voor  meer  details  of  vragen   31   www.kyboko.nl" dirk@kyboko.nl" 06 – 105 371 58" "Dirk Heuff @kyboko" kyboko" DirkHeuff" Kyboko is een gespecialiseerd advies- & trainingsbureau voor business development van innovaties. Bedrijven schakelen ons in voor structurele verbetering van hun klantgericht denken & doen, market entry planning, en efficiënte integratie van de sales- & marketingtaken. Die leidt tot betere klantrelaties en verbetering van omzet en marge. Onze klanten waarderen Kyboko niet alleen om de vakinhoudelijke kennis en ervaring op het gebied van business development, maar ook om de pragmatische manier van opereren. Selling  innova+ons  &  innova+ve  selling  

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