CUS INTIMACY

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Jessica Salinas

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In the last three years, social media technology has exploded into a supermarket of tools and services. From initial offers of deeper customer understanding, to current promises of more finely tuned targeting through influencers, the roadmap for innovative product development is clear. Knowing must lead to doing, from being smarter, to developing brand advocates, to generating quantifiable marketing results. New tools for traditional one-way interruption messaging will continue to lose ground to ever-improving tools for developing a value exchange between brands and consumers. How are savvy brands executing today? And what does the future look like?

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Original article from the Flevy business blog can be found here: http://flevy.com/blog/what-is-operational-excellence/ Perfection is not attainable, but if we chase perfection we can catch excellence. – Vince Lombardi In “ The Discipline of Market Leaders – Choose your Customers, Narrow your Focus, Dominate your Market, ” Michael Treacy and Fred Wiersema describe three distinct value propositions or disciplines an organization can choose to compete in their market or industry– Operational Excellence , Product Leadership , and Customer Intimacy . Market leaders choose to excel in delivering extraordinary levels of one of these three value propositions, while maintaining competitive standards in the other disciplines. Based on Treacy’s and Wiersema’s findings, market leaders will not pursue a diffused business strategy across two or even all three disciplines, but will continually focus on their organizational design, processes, technology, and competencies to improve the one particular value discipline that they want to provide to their Customers better than anyone else. Organizations pursuing an Operational Excellence differentiation strategy are able to deliver a combination of quality, price, and ease of purchase and service that no other organization in their market or industry can match. Achieving Operational Excellence requires the successful implementation of a Business Execution System that effectively and seamlessly integrates the following four building blocks: Strategy Deployment , Performance Management , Process Excellence , and High Performance Work Teams . First, Operational Excellence organizations follow a well defined Strategy and Operational Planning & Deployment Process that ensures collaboration and alignment among the different parts of the organization and effectively links strategic and operational objectives, initiatives and execution. Strategy Mapping and Hoshin Planning provide this systematic and collaborative planning, execution, and review process.

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The likelihood of winning business in an existing customer is 60-70% compared to 5-20% for new customers (source: Marketing Metrics). Yet when it comes to Account Planning, if we’re being honest, we often treat it as a chore to be avoided. Or, addressed once a year and then shelved until the following year. Billy Martin, Account Planning Evangelist and Senior Manager, Marketing Cloud at Salesforce, has seen serious return from a rigorous account planning structure. He’s willing to share key learnings including how to make Account Planning a natural part of a sales organization’s rhythm on a consistent path to maximizing revenue in Key Accounts. And how to go from Zero to Account Plan in six contact hours. Joining Billy is The TAS Group’s VP of Strategic Alliances, Mark Handron. Mark has been working hand-in-glove with Salesforce to roll out their Account Planning initiative worldwide. Watch this and gain insight to key takeaways to maximize revenue in your key accounts.

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