Taking a little while to think about how Strategic Market Development subsists in present-day organisations

1. SS
Ten Slides in Ten Minutes:
Thinking about Strategic Market Development
[Capturing the Hearts and Minds of Prospects & Clients]
Presented by:
Bill Graham APM.APMP
bill.graham@sales-synthesis.co.za
March, 2014
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2. The Sustainable Business Imperative
Making the competitors irrelevant
Absent
Emerging
Pervasive
Dominant
Exclusive
Symbiotic
relationship
with clients
Focus on Client’s
Business Imperatives
Strategic Market Development expedites the journey
Sustainability
People
Performing
Pertinent
Projects
Particular
Places
Building mutually beneficial and sustainable long-term client relationships
Source: www.sales-synthesis.co.za
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3. A Company’s Success is Determined by the Market
Revenue
Awareness
&
Intent
Consumer pressure
New competitors
Turnaround
New technologies
Competing products
Dropping unit prices
Capable leadership
Integrated company
Product innovation
Reduce cost
Trajectory
with no
intervention
Strategic Decisions
Influence the Journey
Time
Strategic Market Development positions and elevates an organisation within the Target Segment
Source: www.melroseatteridge.com & www.sales-synthesis.co.za
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4. Strategic Market Development is embedded across Business Acquisition
Growing an organisation’s market-share by
entering new segments of the market,
converting prospects into clients and/or
increasing client spend.
Elements must be tailored to the organisation
Syndication &
Synthesis
‘Market Needs’
Research
Define Target
Segment/s
Business
Strategy
Engagement
Modelling
Understand
Client Strategy
Work the
Account Plans
Link Plans to
Strategy
Focused
Campaigns
Develop for the Marketplace and filter for each Client [or Target Prospect]
All Elements must support Marketplace & Clients’ Needs - and the Organisation’s Business Strategy
- 100% Strategic Market Development
- Supported by Strategic Market Development
- Primarily C-Level & Board Members
4

5. Strategic Market Development supports Account 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
Mutually
Agreed
Solutions
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
Source: www.sales-synthesis.co.za
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6. Strategic Market Development supports Opportunity Management
A multi-phased process to identify ‘business-relevant’ opportunities that,
when closed, sustain a company.
Account Management Focus
Opportunity Management Actions
Market
Management
Drive
Opportunities
Relationship
Building
Opportunity
Scouting
Craft Solution/s
Qualification
Client Crusades and Campaigns support the full lifecycle of Opportunity Management
Source: www.sales-synthesis.co.za
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7. 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 strategy.
There are several factors to assess in the external situation analysis:
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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.]
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8. Strategic Market Development supports ‘Internal’ Process Mapping
EXCO
Source: Annemarie van der Walt & Bill Graham
BU1
BU1
BU1
Finance
Legal
Risk
Service
Management
Project
Engineering
Bid
Management
“Centres of Excellence (CoE)” Engine –
Functional Grouping
Tactical
Strategic
Forum / Committee
BU1
Quality
Management
(Chairperson : rotating every 12 months)
(Secretariat : Quality )
BU1
Definition & Ownership
- Plans
- Policies
- Processes
- Standards
- Methodologies
- Templates
- Reviews
BU1
BU1
Actions
Implementation
Skills
BU5
BU4
BU2
BU3
Actions
Implementation
Skills
BU5
BU4
BU2
BU3
Actions
Implementation
Skills
BU5
BU4
BU2
BU3
Actions
Implementation
Skills
BU5
BU4
BU2
Actions
Implementation
Skills
BU5
BU3
BU4
BU2
BU3
Actions
Implementation
Skills
BU5
BU4
BU2
Actions
Implementation
Skills
BU5
BU2
BU3
BU4
BU3
Competence Management
- Governance
- Direction giving
- Watchdog (Review BARs)
Actions;
Implementation;
Skills
- Includes Regions
- Virtual Teams with
Involvement of
relevant SMMs
Enablers
Group Information Management
Knowledge Management
Support System(s)
- Document Management
- Knowledge Mgt.
- ERP system
- Sales System
- etc.
Collateral: Industry / BU
Embedded Specialist
Knowledge
Operational
Learning Management
- eLearning
- Orientation
- Learnerships / Training
Business Practice Alignment
- Application of standards
- SMEs
- ERP
- Microsoft etc.
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Quality Management (e.g. Conformance Reporting - including BARs)

9. Strategic Market Development must Promote Relevant Solutions
Growing an organisation’s market-share by
entering new segments of the market,
converting prospects into clients and/or
increasing client spend.
Solution
Sales:
Value
Symbiotic
relationship
with clients
Commodity
Sales: Price
Trajectory of
Effective Promotion
All Elements must support Marketplace & Clients’ Needs - and the Organisation’s Business Strategy
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10. Organisations need to Maintain Relevancy in ever-changing Markets
Strategic Market Development
is a ‘living’ process
Growing an organisation’s
market-share by entering new
segments of the market,
converting prospects into clients
and/or increasing client spend.
All Elements must support Marketplace & Clients’ Needs - and the Organisation’s Business Strategy
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