Programs to Drive Loyalty and Profitable Growth

425 views
359 views

Published on

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
425
On SlideShare
0
From Embeds
0
Number of Embeds
8
Actions
Shares
0
Downloads
13
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Programs to Drive Loyalty and Profitable Growth

  1. 1. Client Programs that DriveLoyalty and ProfitableGrowth National Best Seller Best-SellerSean GeehanAuthorThe B2B Executive Playbook@seangeehan
  2. 2. Sales: $80 Billion Customers: 3,700 Total Sales: $70 Billion Customers: 500,000,000© 2012 Geehan Group. All Rights Reserved Page 2
  3. 3. The Fate of B2B Companies Rests in the hands of Just a Few People. p© 2012 Geehan Group. All Rights Reserved Page 3
  4. 4. Similar Simila in B2B & B2C Different Diffe ent in B2B & B2C Back Office Go-to-Market Go to Market Human Resources Strategy Finance R&D Manufacturing Marketing Service Sales© 2012 Geehan Group. All Rights Reserved Page 4
  5. 5. The official organization Chart CEO Marketing R&D Finance Strategy Sales© 2012 Geehan Group. All Rights Reserved Page 5
  6. 6. CEO R&D Finance Strategy Sales IT, HR, Operations Everyone else Marketing© 2012 Geehan Group. All Rights Reserved Page 6
  7. 7. Source: Study by The Fournaise Marketing© 2012 Geehan Group. All Rights Reserved Group Page 7
  8. 8. 73% say their marketing executives lack b i l k business credibility. dibilitSource: Study by The Fournaise Marketing Group Why?© 2012 Geehan Group. All Rights Reserved Page 8
  9. 9. 77% said marketers talk too much brand and not enough revenue.Source: Study by The Fournaise Marketing Group© 2012 Geehan Group. All Rights Reserved Page 9
  10. 10. 74% think marketing focuses too much on trends.Source: Study by The Fournaise Marketing Group© 2012 Geehan Group. All Rights Reserved Page 10
  11. 11. © 2012 Geehan Group. All Rights Reserved Page 11
  12. 12. 72% say marketing can’t demonstrate ROI. can tSource: Study by The Fournaise Marketing Group© 2012 Geehan Group. All Rights Reserved Page 12
  13. 13. Source: IBM Global CMO Study, 2011.© 2012 Geehan Group. All Rights Reserved Page 13
  14. 14. CMOs say proving Marketing ROI is the #1 ffactor for marketing’s t f k ti ’ success and credibility.Source: IBM Global CMO Study, 2011.© 2012 Geehan Group. All Rights Reserved Page 14
  15. 15. © 2012 Geehan Group. All Rights Reserved Page 15
  16. 16. Decision Maker Drive Change Set Direction 10% Influencer Run the Business Business Process 15% User and Purchasing Users Execute Features/Functions Workflow 60% Purchasing 15%© 2012 Geehan Group. All Rights Reserved Page 16
  17. 17. $1 Billion Grow these 27 70% accounts by 10% $70 million customers $700M 3,200 30% Grow these $30 million customers $300M accounts by 10% It would take 10X the amount in transactions to get half the Revenue© 2012 Geehan Group. All Rights Reserved Page 17
  18. 18. Targeting Lower level Acquisition Vs. Retention = small deals© 2012 Geehan Group. All Rights Reserved Page 18
  19. 19. © 2012 Geehan Group. All Rights Reserved Page 19
  20. 20. © 2012 Geehan Group. All Rights Reserved Page 20
  21. 21. Commodity  d Reliable l bl Problem bl Trusted d Supplier Supplier Solver Advisor 1 2 3 4 5 6 7 8 9 10 Description System/Process Industry Experts Innovator Standard Systems Customer Knowledge Brain Power Discipline Di i li Seasoned S d Focus F Reactive Long term employees Constant infusion of new  Engaging People Position Execution Guide Invent / Design Low Cost Provider Low Cost Provider Situation uniqueness Competitive Advantage Competitive Advantage Predictable Responsive Change Agents Efficient Effectiveness Relationship 1‐5 5‐8 7‐10 May not know anyone but it Likeable and matters Know them ‐ likeability not as  doesn’t matter important Keys to Success Cost Value / ROI Smartest People Transaction to Contract Innovation Industry/Organization Push Envelope Knowledge High Switching Costs High Switching Costs Barriers of Entry Culture &  Laggard to Follower Follower to Fast Follower First Mover to Innovator Philosophy Operational Excellence Strong marketing and Sales R&D intense Solid relationship building  Hire the Best© 2012 Geehan Group. All Rights Reserved Page 21 /mngt Peer pressure to perform
  22. 22. MARGIN Margin Opportunity Perception Gap Today Today Perception Capability X X Commodity Reliable Problem Trusted Interdependent Supplier Supplier Solver Advisor© 2012 Geehan Group. All Rights Reserved Page 22
  23. 23. CEO Marketing R&D Finance Strategy Sales© 2012 Geehan Group. All Rights Reserved Page 23
  24. 24. Consolidated Revenues 4,152 3,545 3 545 In US$ Mn 2,705 n FY 2010 FY 2011 FY 2012© 2012 Geehan Group. All Rights Reserved Page 24
  25. 25. © 2012 Geehan Group. All Rights Reserved Page 25
  26. 26. Most important Customers Decision maker level Leadership team© 2012 Geehan Group. All Rights Reserved Page 26
  27. 27. Councils enable and deliver: Retention and account growth Industry insight and direction Sales and margin growth Sparks relevant innovation Generates advocacy G t d© 2012 Geehan Group. All Rights Reserved Page 27
  28. 28. ROI on Decision Maker Customer Programs Results are Measureable l bl No With Decision Maker Decision Maker Retention 72% 90% Account Growth 4% 12% Referencable 28% 94% “Our executive customer programs have proven to be the most effective way to positively impact top and bottom line results.” Jeff Garrity CFO, CFO Services© 2012 Geehan Group. All Rights Reserved Page 28
  29. 29. Sweet Spot p Market C ll Collective i Acquire Evolve 4 3 1 Business Core Model Competency 2 Divest© 2012 Geehan Group. All Rights Reserved Page 30
  30. 30. Sweet Spot p Market C ll Collective i Acquire Evolve 4 3 1 Business Core Model Competency 2 Divest© 2012 Geehan Group. All Rights Reserved Page 31
  31. 31. Wells Fargo Sweet Spot CEO Workstation Solution Market Collective Acquire Evolve Wachovia Mobility for critical y Treasury Suite services 4 3 Services Business services 1 move from a la carte Business Core to fixed fee pricing p g Model 2 Competency Eliminate Old bill payment solution Accounting software solution development© 2012 Geehan Group. All Rights Reserved Page 32
  32. 32. Harris Sweet Spot Expand FAME, DOOH Market Collective Acquire Evolve Non-Linear Low-cost next gen g capabilities channel 4 3 Account engagement 1 business models Business Core Model 2 Competency Eliminate Identify products to kill Identify partners to services unattractive market needs© 2012 Geehan Group. All Rights Reserved Page 33
  33. 33. Driving Revenue Results Sales Close Rate Increased: 21-330% Sales Cycle Time Accelerated: 18-60% Customer Satisfaction Scores Increased: 15-31% Referenceable Accounts Climbed: 23-420% “Our Executive-Level programs delivered significant sales results where g other tactics failed.” Keith Hawk Senior Vice President© 2012 Geehan Group. All Rights Reserved Page 35
  34. 34. Keys to Tangible Marketing M k ti g ROI© 2012 Geehan Group. All Rights Reserved Page 36
  35. 35. =© 2012 Geehan Group. All Rights Reserved Page 38
  36. 36. 937-271-3914 @seangeehan sean@geehangroup.com© 2012 Geehan Group. All Rights Reserved Page 39

×