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Increasing Our Value to the iPod Generation by Rick Dolezal, ABB Inc
 

Increasing Our Value to the iPod Generation by Rick Dolezal, ABB Inc

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Increasing our value to the Ipod generation ...

Increasing our value to the Ipod generation
Rick A Dolezal, ABB

Plant Managers and key decision makers in our business going forward will be products of the Ipod generation. You may recall, other electronic music players started this craze. RIO had the best selling portable MP3 player a decade ago, but they have not had the success Apple has had with the Ipod. The Ipod succeeded because it was easy to use.

In the same way, our marketplace going forward is looking for ease of use and an ease of doing business. As we package our marketing message to our sales force, it must be quick to understand, show immediate benefits and communicate a sense of urgency. We'll show how you can set up a marketing plan and the sales message that results in sales in this evolving environment.

BIO - Mr. Dolezal is the Director of Sales and Marketing for ABB’s Process Automation Business in the US. His role includes setting and managing sales results, developing the marketing strategy, coordinating market access, and implementing new marketing programs. With 28 years of industry experience, Rick’s background in process control and automation systems has involved product development, delivery, marketing and sales. Rick spent 17 years at Rockwell Automation before joining ABB in February of 2009. Rick graduated from the Ohio Institute of Technology in Columbus, Ohio with an electrical engineering degree.

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    Increasing Our Value to the iPod Generation by Rick Dolezal, ABB Inc Increasing Our Value to the iPod Generation by Rick Dolezal, ABB Inc Presentation Transcript

    • Marketing and Selling in the year 2011… and beyond Rick Dolezal
    • Goals
      • To achieve sales targets
      • Show improvement
    • Survey Overview
      • Objective: To understand what is working well and what needs improvement
      • Who: Sent to:
              • Our whole team
              • Sales
              • Customers
      • Basis: The respondents were asked to define our department
        • “ Strengths”
        • “ Weaknesses”
        • “ Opportunities”
        • “ Threats”
      • Responses: Responses were received from many respondents.
    • Strengths People
    • Weaknesses
      • Internal items
    • We will drive growth by:
      • Offloading sales people from non-selling functions
      • Speeding up responsiveness
      • Focusing on specific sales initiatives
      • Improving how we work internally
      • Responding promptly with a “how can I help?” attitude
      • Communicating internally
      • Raising market awareness
      • Risking – and trying new things
      • Measuring our progress with metrics
      • Focusing on the positives
      • Looking at what we do wrong……….it provides great learning
    • Tenants of plan going forward
      • Speed, “if it makes sense, do it”
      • Soft skills
        • Building credibility
      • Communication
        • With Sales
      • Help sales, we are here to:
        • Sell
        • Make it easy and pleasurable to do business with us
      • We need to embrace new ways of doing things
        • “ We’ve always done it this way”
        • Ipod generation, ease of use
        • Focus on “What problem does this fix?
    • What does success look like? - one year
      • Increased sales results - sales, margin, EBIT
      • Response time - managed and faster
      • Metrics that show improvement
      • Catalyst to other departments
      • Took risks
      • New tools are working
      • Customer feedback loop in place
      • More customer touches
      • Higher sales metrics
      • Survey Scores ^
      • Groups are working together
    • Survey score
      • Survey measures “Will you promote us to a potential customer?”
      • Good news – this is not hard to improve
      • Goal is to be as positive as we can be at every touch point - People buy from people they like
      • “ When you walk into a place and everybody is kind, you notice it and you like it”
      • “ When someone really takes care of you, other things are less of an issue”
      • The power of this is huge
      • Everyone was asked to help with this new culture
    • The challenge?
      • Do it right up front
      • Go the extra mile
      • Making sure people are satisfied with your service – ask them
      • You are empowered to do the right thing
      • “ If it makes sense….do it!”
    • Sales Matrix Relationship Existing New Product Existing New 80% 40% 17% 5% Need to focus here
    • Marketing
      • Goals – to increase sales
        • Increase awareness
        • Make portfolio clear
        • Provide sales tools that communicate our capabilities when we are around and when we are not around
      • Strategy
        • Increase our end customer touches
        • Increase the number and ways we will touch them
        • Refresh initiatives
        • Increase 2-way communications between home office and field, establish metrics to determine what is effective
        • Generate sales tools with a consistent format
        • Educate on that format
      50,000 feet 30,000 feet
    • Sales
    • The 4 Stages of Learning
      • Can’t do it, can’t explain it
      • Can do it, if explained
      • Can do it, can explain it
      • Can do it, can’t explain it
    • Key Points
      • Listen
      • Have a plan
      • Identifying “what problem does this solve?”
      • Focus on selling
      • Listen
    • This guarantees success……
      • In 1964, all members of the Harvard Business School graduating class stated that they have, at graduation, clear goals that they want to accomplish in life. Among them, 5% took the time to write it down on paper. In 1984, a follow up study was done and it was discovered that 95% of those who wrote down their goals were able to achieve them within 20 years. Among the “lazy” majority, only 5% of them were able to reach their expected goals
      • An earlier study in Yale University also had similar results. This time, only 3% of the 1953 graduating class made written goals. Twenty years after, in 1973, it was found out that this 3% of Yale graduates were able to accomplish more goals than the rest of the other 97% combined.
              • fitzvillafuerte.com – The importance of writing your goals on paper
      • So……become someone people like
      • You can measure the relationship between you and your customer organization
      • Number of key people known at the customer
      Examples:
      • Number of key people they know at your company
      • % customer available spend
      • Number of social events each year
      • Number of educational presentations made
      • Quality of business relationship
      • %. of complaints satisfied – in full, on time
      People buy from……..people they like Become a “likeable” person
    • Increasing the relationship >1 1 0 4. No of educational events p/qtr (workshops, seminars, breakfasts etc.) >2 1 - 2 0 5. No of social events per year. > 50 20 – 50 <20 3. % of ‘available’ customer spend 3+ 2-3 1 2. No of key people they know in your company 3+ 2-3 1 1. No. of key people (sponsor / power sponsors) we know in the account When Who What P Tomorrow Today 3 2 1 Key Actions to Improve Criteria Score Score Measurement (points) Relationship Criteria
    • Sponsor Power Sponsor End user Beneficiary Adversary L egal / Technical / Administrative Financial Human Resources Approval Types within an account
    • Buying Phases T I M E Needs Cost Solution Risk Needs Price Solution Risk (PHASE I) DETERMINE NEEDS (PHASE II) EVALUATE ALTERNATIVES (PHASE III) EVALUATE RISK L E V E L O F C O N C E R N Shifting Buyer Concerns
    • Keep your feet moving forward You can’t guarantee sales results, but you can guarantee… sales activity ( Al l enabling sales efforts and activities contribute to future sales results)
    • Identifying Potential ‘Pains’ Behavior we hear and see “ particularly busy at the moment….” “ several big contracts that need a lot of work…” “ very fussy with what we buy…” “ prefer dealing with a specialist training supplier…” “ rather awkward shape..” Reasons (motivations) for the behaviour The Iceberg Principle
    • No Pain, No Change Pain = Problem, Critical Business Issue, or Potential Missed Opportunity What will motivate a customer towards change?
    • Greed Fear Two greatest motivators What will motivate a customer towards change?
    • Building ‘Professional Rapport’ – The Initial Value Proposition “ tell me more…” “ not interested” “ so what?” 30 seconds Motivation Time Critical Interest Point (Left – hand column: “Is this worth any more of my time?) You gotta have a value proposition
    • How to Listen More Effectively
      • Slow down!
      • Adopt a ‘seek to understand’ mind set!
      • Practice repeating back your understanding of what has been said
      • – before responding (check for clarification)
      Listening – it takes work
    • In summary
      • People buy what they want, not what they need,
      • our job as educators is to help prople want…..what they need
      • Three greatest sales tools
      • Ears
      • Notebook
      • Pen
      • We need to spend the time understanding a customer’s pain
      • Before talking about a solution, we must ask ourselves, “What problem does this fix?”
      Thanks to you for helping me fix my problem
    • Let’s go…..
      • Great time to be here
      • Exciting 2011
      • Change
        • Embrace it
        • Press on it
        • Go towards it
      • We can turn these “Dreams” into reality
    •