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Tapping Networks to Enhance Revenue Performance
 

Tapping Networks to Enhance Revenue Performance

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Presentation at University of Virginia Network Roundtable conference by Ross Dawson on November 6, 2007

Presentation at University of Virginia Network Roundtable conference by Ross Dawson on November 6, 2007

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    Tapping Networks to Enhance Revenue Performance Tapping Networks to Enhance Revenue Performance Presentation Transcript

    • Tapping Networks to Bring the Best of the Firm to Clients Network Roundtable – November 6, 2006 Ross Dawson CEO, Advanced Human Technologies Author, Living Networks and Developing Knowledge-Based Client Relationships
    • Key networks in high-value client relationships Firm Client Capabilities Opportunities
    • Network insights into enhancing revenue
      • Key Networks
      • Relationship team performance
      • Client interface
      • Accessing firm capabilities
      • Performance enhancement
      • Firm-level
      • Client-level
    • Client relationship team networks
    • Firm-client interface networks
    • Accessing the relevant talent of the firm
    • Performance enhancement at firm level
      • Tailor relationship team network structure to client
        • Adapt network structure to relationship maturity
        • Evolve team structure as relationship develops
      • Identify and prioritize interventions to enhance access to firm (and external) capabilities
        • Identify primary barriers to drawing on firm capabilities
        • Identify potential interventions
        • Design studies to assess impact of identified potential interventions
      • Establish “push/ pull” internal markets to make firm capabilities more visible to relationship executives
        • Internal resource teams provide insights to appropriate relationship leaders
        • Relationship leaders and client executives seek relevant capabilities
        • Effective use of social media
    • Four stages of relationship development Align Broaden Partner Initiate
    • Evolving network structure as client relationships develop Relationship Stage Objectives Relationship team structure Key actions Initiate Access most relevant capabilities to demonstrate unique value to client. Sales leader with broad internal connections. Small team represents key firm capabilities. Select sales leader and team with relevant capabilities. Support sales team’s access to key firm resources. Align Establish clear communication channels to facilitate access to client. Clearly defined membership of relationship team, covering scope of firm’s relevant capabilities. Establish peer relationships between firm and client executives. Define relationship team roles, responsiblities, communication processes. Potential transition from sales leader to relationship leader. Broaden Bring in new contacts on both firm and client sides. Establish true organizational relationship. Client contact extends beyond core relationship team. Tiered relationship responsibilities. Contact redundancy for key client executives. Monitor and actively support relationship network that links capabilities to client opportunities. Provide tools (social media etc.) to notify extended team of insights into client. Partner Facilitate joint value creation through open relationship and access. Core relationship leader team on both sides. Direct communication between specialists on most issues. Support direct client interaction. Monitor effectiveness. Actively build innovation links across organizations.
    • Interventions to enhance client access to firm capabilities
    • Performance enhancement at client level
      • Relationship team
        • Initiatives to optimize relationship leader centrality in team
        • Define relationship team structure and responsibilities
        • Refine team communication processes/ establish initiatives
        • Use client team comparisons to identify success drivers
      • Client interface
        • Initiatives to optimize relationship leader centrality in client interface
        • Identify specific direct communication paths to initiate
        • Establish appropriate redundancy for key client contacts
      • Accessing firm capabilities
        • Identify gaps in connection to firm capabilities
        • Design activities to bridge gaps
        • Identify best brokers to enhance internal connectivity
        • Establish formal broker roles in relationship team
    • The path forward
      • Enhancing relationship performance
        • Network approaches are the frontier in enhancing client relationship performance
      • Organizations
        • Establish formal relationship teams
        • Refine relationship team performance
        • Design interventions for specific improvements
      • Teams
        • Use ONA as a performance enhancement tool