Ten Slides in Ten Minutes - Client Crusades and Campaigns


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Few thoughts on campaigns and crusades. Market campaigns are so underestimated when considering opportunity management. However, they must be implemented in a sensible way.

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Ten Slides in Ten Minutes - Client Crusades and Campaigns

  1. 1. SS Ten Slides in Ten Minutes: Client Crusades and Campaigns [Capturing the Hearts and Minds of Prospects & Clients] Presented by: Bill Graham APM.APMP bill.graham@sales-synthesis.co.za January, 2014
  2. 2. The Sustainable Business Imperative Making the competitors irrelevant Absent Emerging Pervasive Dominant Exclusive Symbiotic relationship with clients Focus on Client’s Business Imperatives Crusades and Campaigns expedite the journey Sustainability People Performing Pertinent Projects Particular Places Building mutually beneficial and sustainable long-term client relationships Source: www.sales-synthesis.co.za 2
  3. 3. The Client Value Continuum Needs to be Understood Identify where Value is Defined and Realised Value Proposition Value Definition Value Derivation Client X Validate Solution Functionality Realise the Benefits Vendor Understand the Problem Architect Solution X Focal Point Lengthy discourse with the prospects are necessary to identify the problem they are attempting to resolve [Account Management] Source: www.sales-synthesis.co.za 3
  4. 4. Client-Centric Service Providers ‘Resonate’ with their Clients Working with clients is a continuous crusade for any service provider organisation • They repeatedly strive to please their clients • They design the correct offerings for the correct clients • They build their organisations around cross-functional & virtual teams • They make decisions that resonate with clients • They seek to create positive, memorable experiences for their clients. ‘Many companies have the client focus of a vulture - they pay close attention to what the clients are up to, but only in order to figure out the right time to pounce and tear at their flesh!’ - Charles Green Source: FiServ 4
  5. 5. Undertake Rigorous Situational Analysis When developing strategies, analysis of the organisation and its environment - as it is at the moment and how it may develop in the future - is an imperative. The analysis has to be executed at an internal level as well as an external level, to identify all possible opportunities and threats posed by the new strategy. There are several factors to assess in the external situation analysis: • • • • • • • • • 5 Industries & Trends Markets (customers) & their business imperatives Competition & their value chain Technologies & their pedigree Solutions portfolio Supplier markets Labour markets The economy The regulatory environment. Symbiotic relationship with clients Store the munitions for your journey and craft the plan [Who, When, Where & How etc.]
  6. 6. Select the Applicable Marketing Strategy A relevant strategy can only be selected/adopted by using a robust Account Plan as primary source of input • • • • • • Strategies based on market dominance Porter generic strategies Innovation strategies Growth strategies Aggressiveness strategies Warfare based strategies Each is well documented and can be implemented with ease The correct strategy will be required for both clients and Industries Does your organisation have – and utilise - strategic thinkers 6 Slide:
  7. 7. Develop the Campaign Strategy & Implement • Facilitate and manage the campaign strategy development process • Include the relevant portions of the solutions portfolio (incl. product & service lines) • Develop and implement an external/internal communication/s strategy • Undertake market research, interpretation and organisational infusion • Plan and facilitate strategic marketing interventions • Implement professional – and formal - marketing investment management. Include brand management and brand value management Focus on Client’s Business Imperatives Ensure correct selection of portfolio solution/s Source: Various 7 Symbiotic relationship with clients Foster innovation and creativity while encouraging staff to question conventional thinking
  8. 8. Maintain an Independent Holistic View of the Campaign & Marketplace Points to Ponder: 1. Do not allow organisational positional power to compromise a pertinent & workable campaign 2. Ensure that the marketing department focuses on Strategic Market Development & not just PR 3. Continue to identify the key operational challenges facing the client & address in the campaign 4. Leverage all relevant channels to deliver the value derivation message to clients and Industries 5. Work with Subject Matter Experts/Masters to ensure the build of innovative and relevant solutions 6. Clients choose to do business with companies that provide the solutions they need 7. Continuously delivery excellent service, as clients will quickly abandon a business relationship when service quality does not live up to their expectations 8. The Service Provider must find ways to satisfy increasingly demanding clients while decreasing their own operating costs and improving profit margins and retention 9. All client engagements must support client centricity, client service quality and loyalty 10. An engagement model must be produced to interlock with the client’s business model. 8
  9. 9. Measure the Outcome: Success or Otherwise Direct impact of the Campaign: Compare revenue changes against financial investment Additional value may be derived from intangibles, for example: • Brand Awareness interventions: Extent to which a brand is recognised by the focused marketplace and is correctly associated with a particular solution • Market research that can be infused into Account Plan crafting • Client feedback that can be shared with the product development department • Identification of new/emerging markets and solution requirements • Dwell Time (Internet marketing): The amount of time a website visitor expends on a specific website. + Return on Marketing Investment (ROMI) 9 -
  10. 10. Closing: Strategic Market Development supports the full lifecycle of Opportunity Management Market Management Client Abundance of Solutions Prompts: • Global trends • Industry knowledge • Unfolding opportunities • Emerging risks Account Managers should be “Thought Leaders” in specific industries Relationship Building Prompts: • Pedigree/s • Preferences • Requirement/s for advancement • Resource alignment • Communication plan/s Account Managers need to be articulate & be the Single Point of Contact [SPOC] Selection of Solutions Opportunity Scouting Prompts: • Wants vs. needs • Resourcing requirements • Solutions vs. Risks • Ability to deliver • Competition Account Managers need to understand the clients’ needs and deliver against this need Client Crusades and Campaigns support the full lifecycle of Opportunity Management 10 Source: www.sales-synthesis.co.za Mutually Agreed Solutions