Creating and Delivering Differentiated Customer Conversation

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Create a distinct marketing point of view for your complex b2b sales environment. Slides from live executive briefing session by Tim Riesterer. See this presentation live by registering at http://www.corpv.com/events-exec-briefing-sessions.html

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Creating and Delivering Differentiated Customer Conversation

  1. 1. Executive Briefing:Creating andDelivering aDifferentiatedCustomerConversation © 2011 Corporate Visions, Inc. All rights reserved.Corporate Visions, Power Positioning and Be Different. Where It Counts. Your Message. are registered trademarks or trademarks of Corporate Visions, Inc. All other trademarks are the property of their respective owners.
  2. 2. Last bastion of differentiation FIELDCustomer conversations have moreimpact than all others combined BRAND PRODUCTSPRICE9% 19% 19% 53%
  3. 3. 65 % 35 % Buying Vision Bake-Off -3 -2 -1 +1 +2 +3Status Quo Identify Define Identify Review MakeThreatened New Needs Solution Viable Vendors Approaches Decision “Why Change?” “Why Us” Your Desired Outcomes Why our offerings are at-risk and here’s are better than how you can fix that the competition Sell the Problem Sell the Product
  4. 4. A customer conversation system is needed Customer Conversations Messages Tools Skills DEVELOP DEPLOY DELIVER Messages Tools that Conversations that Matter Get Used that Win MARKETING SALES Integrated Approach
  5. 5. Documented Experience and Impact
  6. 6. 65 % AGENDA 35 %o  Building a Buying Visiono  Creating a Conversation System
  7. 7. Failure to create impact Only 14% of “benefits” 14% promoted create commercial impact 86%Relevant to YourProspect Unique to You
  8. 8. Not adding valueOnly 10% of salescalls are worthexecutive’s time 10% 90%
  9. 9. The impact of parity YouThey don’t see enough reason to do something different 20-60% Status Quo Sales Bake-off Call Them
  10. 10. Re-thinking your approach You 2.5Your real competitor is “Status Quo” 20-60% Status Quo 6 Sales Bake-off Call Them 1.5
  11. 11. Haven’t got time for the pain…
  12. 12. Your new conversations You Challenge Re- AlignAssumptions Define Solution 20-60% Needs St Status Quo Sales Bake-off Call Them
  13. 13. Traditional Discovery Buying Vision Customer Customer Status Quo Salespeople “Play 20 Questions” Outcome Outcome Outcome ? at Risk at Risk at Risk ?? ? ? ? ? ? ? ? ? Pre-Determine Executive-Level Outcomes ?? ? ? ? ? Threat Threat Threat ? ? ? ? ? Problem Problem Problem Miss Miss MissBased on customer response configure Reveal threats, risks, problems and missed a solution to identified pains from opportunities that put each outcome at risk among the product portfolio and need to be solved Your Your Your Solution Solution Solution Align strengths of products, services, programs to solve the re-defined needs and “engineer“ desired outcomes
  14. 14. Did you know you had a music problem?
  15. 15. Deal Creation NOT Discovery AGREEFRAMEChallengeStatus Quo 20 Questions EXCITE EXPLORECustomer Stories with Contrast Define the Pain and Re-define Needs
  16. 16. You Need a Distinct Point of View
  17. 17. Distinct Point of View
  18. 18. The Hero Model The Hero Model: based on The Hero with A Thousand Faces by Joseph Campbell •  The world is normal •  Something changes •  Hero struggles •  Enter: the mentor •  Hero accepts the quest © 2011 Corporate Visions, Inc. All rights reserved.Corporate Visions, Power Positioning and Be Different. Where It Counts. Your Message. are registered trademarks or trademarks of Corporate Visions, Inc. All other trademarks are the property of their respective owners.
  19. 19. Documenting impact145 115 90 10 XDeals Previously Days ROIClosed Stalled
  20. 20. Documenting impact100% 11 90 1 Hit Missed Days ThingNumber Quarters changed
  21. 21. Distinct Point of View
  22. 22. Typical Brain ActivityInformation How the 100% - --------------------- about you customer is helped 70% 20%
  23. 23. Typical Brain ActivityHOT OPENING SPIKE IT! HOT CLOSE 100% 70% 20%
  24. 24. Grabbers get attentiono  Number Plays-Make numbers tell a story that disrupts status quo-Tell them something they don’t know that makes them want to know more
  25. 25. Distinct Point of View CONTEXT: Give them enough reason to do something different
  26. 26. Context Creates Urgency
  27. 27. Messaging for New Brain vsinformation vs Old Brainmessaging fora decision
  28. 28. Which would you choose? A guaranteed gain of $75,000 An 80% chance of gaining $100,000 with a 20% chance of getting nothing
  29. 29. Which would you choose? A certain loss of $75,000 An 80% chance of losing $100,000 with a 20% chance of not losing anything
  30. 30. Pain and Impacto  Documentationo  Visualization
  31. 31. Distinct Point of View
  32. 32. The need for contrast
  33. 33. Cont rast = Va lue
  34. 34. ContrastBig Picture•  Make the complex, simple•  Make the abstract, concrete
  35. 35. ProofProof Points•  3rd party testimony validates story•  Outside research that corroborates your story
  36. 36. Distinct Point of View
  37. 37. 65 % AGENDA 35 %o  Building a Buying Visiono  Creating a Conversation System
  38. 38. A customer conversation system is needed Customer Conversations Messages Tools Skills DEVELOP DEPLOY DELIVER Messages Tools that Conversations that Matter Get Used that Win MARKETING SALES Integrated Approach
  39. 39. Conversation Roadmap Customer Status Quo Outcome Outcome Outcome•  Structured process at risk at risk at risk•  Customer-focused Threats Threats Threats•  Sales-ready Problems Problems Problems Misses Misses Misses•  Repeatable New Needs New Needs New Needs Solution Solution Solution New End New End New End State State State
  40. 40. Conversation Roadmap
  41. 41. Most important corporate asset
  42. 42. Your iTunes library
  43. 43. Roadmap is your Source Document
  44. 44. Customer Conversations Messages Tools Skills DEVELOP DEPLOY DELIVER Messages Tools that Conversations that Matter Get Used that WinMARKETING SALES Integrated Approach
  45. 45. 90 Percentage of marketing content that go unused Hours a month salespeople40 spend creating their own Possible number of different messages being delivered and effort being wasted
  46. 46. Buying Cycle-Relevant Tools BUYING CYCLE Review Status Quo Define a Need Determine Solutions Options SALES CYCLECreating Demand Qualifying Solving Closing SALES ACTIVITY Follow-up Present Introduce Conduct Meeting Solution Meeting GetAppointment Call Prep Solution Call Guides Point-of-View Confirmation of Presentation Emails Briefs Pitch Needs Email
  47. 47. Emails with Impact •  Attention-getting •  Insightful •  Excite to hear more
  48. 48. Call Guides•  Cheat Sheet•  Chunked•  Adaptable
  49. 49. Cue-Cards •  Cheat Sheets
  50. 50. Point-of-View Pitch•  Problem•  Change•  Solution
  51. 51. Solution BriefsSolution Briefs •  Client-facing •  Solves pains •  Addresses objectives
  52. 52. Confirmation of Needs Email •  “Champion Letter” •  Purposeful structure •  Differentiates
  53. 53. •  Modular Solution Presentation•  Customer-focused•  Concise
  54. 54. Support the Buying Cycle
  55. 55. Customer Conversations Messages Tools Skills DEVELOP DEPLOY DELIVER Messages Tools that Conversations that Matter Get Used that WinMARKETING SALES Integrated Approach
  56. 56. Corporate Visions Skills Training Buying Vision Bake-Off -3 -2 -1 +1 +2 +3Status Quo Identify Define Identify Review MakeThreatened New Needs Solution Viable Vendors Approaches Decision Get prospects to do Create a different something different buying experience Make Your Investment Payoff
  57. 57. Power Deal Creation™ AGREEFRAMEChallengeStatus Quo EXCITE EXPLORECustomer Stories with Contrast Identify Opportunities and Re-define Needs
  58. 58. Power Messaging® agenda grabberlaunch big picture credentials 1 2 3body Grabbers Pain Points Power Position Customer Stories Proof Pointsclose review power positions call to Action public positive feedback
  59. 59. Your customer conversation system Customer Conversations Messages Tools Skills DEVELOP DEPLOY DELIVER Messages Tools that Conversations that Matter Get Used that WinMARKETING SALES Integrated Approach
  60. 60. Documenting impact 92% 96 % 36% 2 Use High EBITDA YearsConsistently Impact Increase
  61. 61. What do these have in common? Forrest Gump Silence of the Lambs Kramer vs. Kramer
  62. 62. www.conversationsthatwin.com Available now! © 2011 Corporate Visions, Inc. All rights reserved. Corporate Visions, Power Positioning and Be Different. Where It Counts. Your Message. are registered trademarks or trademarks of Corporate Visions, Inc. All other trademarks are the property of their respective owners.

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