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Differential Value Proposition presented by GE and Valkre


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Differential Value Proposition presented by GE and Valkre

  1. 1. BMA ChicagoJanuary 16, 2013 © 2013 Valkre Solutions, Inc.
  2. 2. Why GE Turned to DVP According to ISBM the most critical challenges for business leadership to solve are: • “More effectively quantify and communicate value created for customers” • “Develop approaches to better understand what customers really need” • “Find, sense, identify and assess new opportunities for organic growth” Motherhood and Apple Pie? No. The difference B-to-B Marketing Trends Study 2012 today is Speed2 © 2013 Valkre Solutions, Inc.
  3. 3. Business Challenges Addressed DVP has transformed and improved our approach to these challenges Marketing Sales  Identify new product and service  Establish collaboration framework offerings in a competitive market with a Strategic Account  Define and quantify a Value  Prepare for upcoming deal Proposition  Build joint growth plan with  Understand gaps/reasoning behind disappointing products/services customers  Develop customer-informed growth  Repair weakened/damaged plans customer relationships  Correlate value creation to value  Create organizational accountability capture to execute on behalf of customers  Create internal alignment on what is  Engage customers off-cycle valuable to customers3 © 2013 Valkre Solutions, Inc.
  4. 4. DVP and Speed 20 P&L’s, 5 continents, 40 applications … in 1st year4 © 2013 Valkre Solutions, Inc.
  5. 5. Valkre is a System for Growth• DVP® Method Improve Sales: Purposed Value Data + • Render® Software: Speed, Scale and Cost• Improve Marketing: Big Insights • Skill the Organization 4% 2% 5% 7% Brand Service Service Service Name Offering Offering Offering Logistics Logistics Logistics Product Product Product Product Offering Offering Offering Offering Internal Customer Customer Target Opportunity5 © 2013 Valkre Solutions, Inc.
  6. 6. DVP MethodProven path to execute quickly and effectively that delivers impact every step of the way INTERNAL CUSTOMER PROMISE ALIGNMENT UNDERSTANDING MANAGEMENT “More effectively quantify “Develop approaches to “Find, sense, identify and and communicate value better understand what assess new opportunities created for customers” customers really need” for organic growth” Internally model how you are Structured, collaborative customer Create accountability on both sides differentiated from competition and conversations to bring a rigorous and by linking customer voice to action position DVP with Customers forward looking customer viewpoint and results  Deal preparation  Commercial innovation  Closed loop communication  Quantify Value  Understanding gaps  Measure results  Organizational clarity  Growth plans  Line of sight accountability6 © 2013 Valkre Solutions, Inc.
  7. 7. The DVP Framework Differential profit for 10% 7% + 5% = 12% DVP% your customer = Service Amount of revenue offering together Service 25% offering Product Service offering offering 40% DVP attributes 50% 50% • How investments impact profits Product offering Product • Add up to 100 points, forcing 40% offering tradeoffs and prioritization 20% Logistics • Backed up by rich qualitative detail 25% and economic rigor Logistics Logistics Logistics 20% 50% 30% Sales 25% Sales Sales 15% 10% Internal Customer Incremental Target 4 perspectives to build highest priority view view opportunity opportunities and quantify impact7 © 2013 Valkre Solutions, Inc.
  8. 8. DVP process … long-term customer engagement Discover Analyze Decide Execute MeasureTimeframe 1 month 1 month 1 month 1 month OngoingActivities • Align with • Conduct 90- • Build action • Execute and • Measure DVP internal min listening plan based on document improvement leadership on sessions with top opp’ties progress and financial DVP in cross- customers • Align on • Communicate outcomes functional • Convert preliminary progress sessions interview data execution plan internally and • Discuss DVP into top with with customer differentiators customers & top opp’tiesCustomer • Preliminary • Interviews • Opportunities • Execution plan Monthly virtualtouch-points discussions • Hypothesis & action plan and metrics meetings refinementDeliverables • Internal DVP • Customer • Target DVP • Scorecard • Progress DVP • Action plan updates • Opp’ty DVP8 © 2013 Valkre Solutions, Inc.
  9. 9. Render® Customer Value SoftwareRender is the outcome of more than four years of sales and marketing innovation…speed enablement • Holds the DVP process together and enables speed and scale • Sofware-as-a-Service and big companies • Marketing’s growing role in technology • The changing landscape of central vs. decentralized buying • Collaboration enablement • Stuff on the horizon9 © 2013 Valkre Solutions, Inc.
  10. 10. GE shared their DVP experience at the BMA DVP Impact: GE International Conference “…what we have learned about DVP is that this is truly a revolutionary process whereby we can build a great partnership with our customers, take from wherever we are today and take it to a higher level down the road...” – Steve Liguori Executive Director, Global Marketing General Electric10 © 2013 Valkre Solutions, Inc.
  11. 11. Take Away It is an Exciting Time to be in Marketing!11 © 2013 Valkre Solutions, Inc.