Overcoming Organizational Resistance to Deliver Your Subscription Strategy (Subscribed13)

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Launching a subscription management platform across a large enterprise happens one business unit at a time. In order to roll out across the enterprise you’ll undoubtedly face organizational and political barriers – how do you align stakeholders around a common strategy to deliver the right processes and technology to support a broad enterprise transformation? Learn pitfalls to avoid and strategies to ensure success in your enterprise subscription initiative.

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Overcoming Organizational Resistance to Deliver Your Subscription Strategy (Subscribed13)

  1. 1. Overcoming Organizational Resistance to Deliver Your Subscription Strategy Julián Limón WW Sales Operations Strategy
  2. 2. The Nine Keys to Subscription Success $ PRICE   ACQUIRE   BILL   COLLECT   NURTURE   ACCOUNT   MEASURE   ITERATE   SCALE  
  3. 3. Context   Scale   H P ’ S   S C A L E   Businesses   ~  300k  employees   170  countries   $120B  in  annual  revenue   Enterprise  Services   PrinBng  and  Personal  Systems   Enterprise  Group   SoFware  
  4. 4. Subscrip?ons  at  HP   A   N E W   B U S I N E S S   M O D E L   15  emerging  and  high-­‐growth  businesses  implemenBng   subscripBons  at  HP.  From  magazine  subscripBons  to  cloud  services   New  revenue  streams  beyond  HP’s  tradiBonal  businesses  
  5. 5. The  impact   Scale   The  subscripBon  model  requires  different  pracBces  across  the   value  chain   Pre-­‐sales   • Product  /  plan   management   • Pricing   Engagement   • Social  media   markeBng   • Call  center   support   • CRM  integraBon   Quote  to   order   • QuoBng   • Tax   • Customer  setup   Order  to   delivery   • Payment   gateway   • Credit  check   • Billing  and   invoicing   Delivery  to   cash   • CollecBons   • Disputes   Post  sales   • Records   management   • Revenue   recogniBon   • Partner   programs   • Sales   compensaBon   • Customer   experience   • ReporBng  
  6. 6. The  challenge   Redundancy   Groups  facing  similar  challenges  without  talking  to  each  other.   Misalignment   Speed   No  input  into  global  processes,  pla`orms  and  tools.     Long  Bme  to  market  due  to  internal  bureaucracy  and  lack  of   understanding  of  the  model.  
  7. 7. Our  community   Forum   IT  and  Sales  Ops  launched  a  subscripBon  services  forum  to  share   knowledge,  best  pracBces  and  status  updates  across  teams   implemented  subscripBons.   S U B S C R I P T I O N   F O R U M  
  8. 8. Lessons  learned   BoGoms-­‐up   Agility  and  flexibility  are  key  (can’t  wait  months  or  years).   Informal  knowledge  sharing  >  imposing  tools  and  processes  
  9. 9. Lessons  learned   Champions   Assign  champions  to  break  down  silos  and  get  experts  involved   Finance   Sales   OperaBons   IT   Legal  
  10. 10. Center  of  Excellence   Each  business  doing   opera?ons   internally   Single  &  flexible   Center  of   Excellence  that   handles  sales  ops   across  businesses   and  promotes  best   prac?ces   Documented  and   op?mized  process.   Poten?al  transfer   to  low-­‐cost   Y E S T E R D A Y ,   T O D A Y   A N D   T O M O R R O W  
  11. 11. Q&A   Thank  You!  

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