Context Driven Value Messaging Framework
•
4 likes•1,414 views
Many B2B value propositions fall flat because they sound like dozens of other similar statements, and fail to communicate in precise terms how the customer will benefit. Value messages must meet three criteria: They must describe value that is tangible, relevant to the customer, and unique to the vendor. The Shirman Group has developed this step-by-step process for understanding the context within which the customer is making their purchase decision, and developing tangible, relevant, and unique messaging.
Recommended
Recommended
More Related Content
Similar to Context Driven Value Messaging Framework
Similar to Context Driven Value Messaging Framework (20)
Recently uploaded
Recently uploaded (20)
Context Driven Value Messaging Framework
- 1. CONTEXT-DRIVEN VALUE™ Creating your story © 2012 The Shirman Group, Inc. All rights Reserved
- 2. Tangible Relevant Unique VALUE must haves © 2012 The Shirman Group, Inc. All rights Reserved
- 3. © 2009 The Shirman Group, Inc. All rights Reserved CONTEXT determines customers’ perception of value © 2012 The Shirman Group, Inc. All rights Reserved
- 4. Perceived Value © 2012 The Shirman Group, Inc. All rights Reserved
- 5. Perceived Value Tangible Value © 2012 The Shirman Group, Inc. All rights Reserved
- 6. Contextis mostly invisible at first glace © 2012 The Shirman Group, Inc. All rights Reserved
- 7. TANGIBLE, RELEVANT, UNIQUE VALUE The CONTEXT ICEBERG Environment Company Use Cases People • Industry • Customers • Technology • De/regulation • Initiatives, plans, M&A • Competition • Financial / market momentum • Decision-making style • Purchasing process • Functions and tasks • Systems • Decision makers • Users • Objectives • Business Processes • Metrics • Management Visibility • Functional role • Job objectives • Commitments • Decision-making Style • Personal agenda • Mindset • Ego • Relationship © 2012 The Shirman Group, Inc. All rights Reserved
- 8. Creating your VALUE STORY TrainingMaterialsModelLogic Basic Process Complete Process © 2012 The Shirman Group, Inc. All rights Reserved
- 9. • Define business case logic • ID key assumptions Creating your VALUE STORY TrainingMaterialsModelLogic • Validate logic with customers Basic Process Complete Process © 2012 The Shirman Group, Inc. All rights Reserved
- 10. • Define business case logic • ID key assumptions • Build model • Document assumptions • Run scenarios Creating your VALUE STORY TrainingMaterialsModelLogic • Validate logic with customers • Gather reference data Basic Process Complete Process © 2012 The Shirman Group, Inc. All rights Reserved
- 11. • Define business case logic • ID key assumptions • Build model • Document assumptions • Run scenarios • Create sales and marketing content Creating your VALUE STORY TrainingMaterialsModelLogic • Validate logic with customers • Gather reference data • Design model output and user interfaces • Write user guide Basic Process Complete Process © 2012 The Shirman Group, Inc. All rights Reserved
- 12. • Define business case logic • ID key assumptions • Build model • Document assumptions • Run scenarios • Create sales and marketing content • Value story Creating your VALUE STORY TrainingMaterialsModelLogic • Validate logic with customers • Gather reference data • Design model output and user interfaces • Write user guide • Discovery • Model usage Basic Process Complete Process © 2012 The Shirman Group, Inc. All rights Reserved
- 13. USE CASE-DRIVEN VALUE STORY™ Use Case Objective Business Metrics Customer Objective Influence Factors © 2012 The Shirman Group, Inc. All rights Reserved
- 14. USE CASE-DRIVEN VALUE STORY™ Product Features Enabled Tasks Task Improvements Product Use Case Objective Business Metrics Customer Objective Influence Factors © 2012 The Shirman Group, Inc. All rights Reserved
- 15. USE CASE-DRIVEN VALUE STORY™ Product Features Enabled Tasks Task Improvements Product Improvements to Influence Factors Impact on Company Objective Metric Improvements Impact on Use Case Objective Use Case Objective Business Metrics Customer Objective Influence Factors Your unique contribution to their business © 2012 The Shirman Group, Inc. All rights Reserved
- 16. SIMPLE When possible © 2012 The Shirman Group, Inc. All rights Reserved
- 17. SOPHISTICATED When necessary © 2012 The Shirman Group, Inc. All rights Reserved
- 20. YOU deliver THEY want © 2012 The Shirman Group, Inc. All rights Reserved
- 21. Features Technologies Interfaces Ease of use Performance Customization Integration Services / Expertise Support Company initiatives Department objectives Career advancement Job security Ego Income MBOs Process metrics Commitments to boss/colleagues YOU deliver THEY want © 2012 The Shirman Group, Inc. All rights Reserved
- 22. VALUE © 2012 The Shirman Group, Inc. All rights Reserved YOU deliver THEY want
- 23. Objective Accelerate goals Amplify results Streamline the path DESCRIBING NEEDS Problem Reduce severity Eliminate source Mitigate impact
- 24. SUCCESS FACTORS for defining Context-Driven Value • Use customer successes as basis for value claims • Make reasonable assumptions when data is unavailable • Validate with customers throughout the process • Keep it simple • Learn as you go © 2012 The Shirman Group, Inc. All rights Reserved
- 25. Web: www.ShirmanGroup.com Email: info@ShirmanGroup.com Blog: www.RevenueOrchard.com Twitter: B2BGuru Available on Amazon.com or at:http://42rules.com/book/42-rules- for-growing-enterprise-revenue/