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Think Marketing to Accelerate Shared
       Services or BPO Growth
                  Deborah Kops
 Deloitte Annual Shared Services and BPO Conference
           Barcelona 28-29 September 2011
Accelerating growth is imperative
        Mandatory to evolve the business model
        Critical to achieve maximum benefit for
        stakeholders
        Gets more executive attention

        Creates momentum

        Exploits synergies

        Delivers ROI
Why is growth difficult to attain…
        No executive hammer

        Typical “build it and they will come”/order
        taker approach

        No/few formal metrics requiring scale

        Organizational focus primarily on solutions,
        delivery and governance

        Lack of marketing strategy
…but not an uncommon challenge
       Goes against the grain: unwelcome structural
       change for business unit- or geography-led
       organizations
       Seen as empire building: perceived by
       stakeholders as political/power play
       Natural plateaus: ability to scale beyond a
       certain size difficult
       “Enough is enough” syndrome: Slower growth
       natural after 2-3 years
       No capability: marketing/sales skills driving
       growth not common
Solved by Marketing?
  Promotes a brand which makes it safe and
  smart to shift to a new business model
  Demonstrates visible, aggressive leadership

  Influences and enables stakeholders to buy

  Pushes consistency in business development

  Imposes process, discipline and metrics

  Delivers a return on sourcing investment
Marketing shared services and BPO –
       easier than you think
        Process – just like any other

        Measurable – readily track cause and effect

        Value proposition is obvious

        Captive market; “hunting license”

        Corporate knowledge—know how to play the
        game
        Reference-able—can harness internal
        champions/customers to sell
What’s getting in the way?
     Lack of capability: Historic focus on financial,
     sourcing/process acumen, not marketing/sales savvy

     Too soft and squishy: belief that marketing is the
     domain of lightweights; detracts from value

     “Build it and they will come” approach to scale

     “What about this don’t you get” attitude—the
     facts should speak for themselves

     Positioning: facilitator rather than driver of growth

     Charter: CoEs, not internal commercial service
     providers
Think marketing to scale
    Become a company within a company,:
    think internal provider

    Embed marketing skills within and across
    your organization

    Develop a marketing plan linking growth
    with delivery and governance

    Deploy eight vital marketing techniques
Create Brand
Convey consistent messaging, service promise
and value proposition
Differentiate a shorthand for stakeholder
engagement through logo and tagline
Launch (or relaunch) initiative to create
momentum
Position as the “one and only”

Create customer pull

Preoccupy the shared services organization
Engage before sales
 Follow the rule of seven
 Invest in education
 Structure simple, fact-based messaging
 Build relationships
 Match buyer and seller
 Fund industrial tourism
 Keep the catalog on the shelf
Develop tools and techniques
      Design and enforce use of one set of
      messages, interventions and response
      models
      Develop collateral pushed through
      multiple channels
      Train team in strategic marketing and
      selling techniques
      Incorporate marketing techniques
      throughout the engagement lifecycle
Leverage all Channels
  Climb on others’ bandwagons—link to
  other corporate initiatives
  Beat the drum—message at corporate
  meetings/events
  Harness the power of influencers
  Co-opt user groups/advisory boards as
  marketing ambassadors
  Go digital!
Aggressively confront fears
     Deal with the reality of change of control

     Be honest about risks

     Don’t oversell-- “better than before”

     Defuse the concept of ‘empire building’

     Use case studies to debunk operating myths

     Share competitors’ experiences as examples

     Adapt solutions to eliminate minor risks
Take a consultative approach
      View stakeholders as partners, not as an
      enemy to be conquered

      Solve problems rather than shoehorn
      service
      Be agnostic to solution
      Tailor offerings by adjusting timing,
      phasing, process
      Actively “co-solution”
Retreat to advance
 Invest in relationships rather than score
 quick wins; defer low benefit opportunities

 Promote strategic rather than transactional
 value
 Sell up the food chain – “mid process”
 or higher

 Refuse stakeholder predilection to hive off
 “onesies and twosies”
Target, not blanket
 Focus sales on stakeholders with highest
 propensity to buy and scale

 Track implications of business cycles,
 personalities and internal events for growth
 Walk away from lost causes/one-offs/non
 accretive growth

 Implement a tiered marketing strategy for
 account management
Parting words
Scale alone moves the dial; without scale,
shared services and BPO have little impact

Shared services operations are internal
providers; providers must market to grow

Marketing is not being a salesman; it’s working
with the stakeholder to develop the right
solution in a way he/she can and will buy

By implementing marketing techniques, it is
possible to change the game
Questions? Comments?




deborah.kops@sourcingchange.com

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Think Marketing to Accelerate Shared Services or BPO Growth

  • 1. Think Marketing to Accelerate Shared Services or BPO Growth Deborah Kops Deloitte Annual Shared Services and BPO Conference Barcelona 28-29 September 2011
  • 2. Accelerating growth is imperative Mandatory to evolve the business model Critical to achieve maximum benefit for stakeholders Gets more executive attention Creates momentum Exploits synergies Delivers ROI
  • 3. Why is growth difficult to attain… No executive hammer Typical “build it and they will come”/order taker approach No/few formal metrics requiring scale Organizational focus primarily on solutions, delivery and governance Lack of marketing strategy
  • 4. …but not an uncommon challenge Goes against the grain: unwelcome structural change for business unit- or geography-led organizations Seen as empire building: perceived by stakeholders as political/power play Natural plateaus: ability to scale beyond a certain size difficult “Enough is enough” syndrome: Slower growth natural after 2-3 years No capability: marketing/sales skills driving growth not common
  • 5. Solved by Marketing? Promotes a brand which makes it safe and smart to shift to a new business model Demonstrates visible, aggressive leadership Influences and enables stakeholders to buy Pushes consistency in business development Imposes process, discipline and metrics Delivers a return on sourcing investment
  • 6. Marketing shared services and BPO – easier than you think Process – just like any other Measurable – readily track cause and effect Value proposition is obvious Captive market; “hunting license” Corporate knowledge—know how to play the game Reference-able—can harness internal champions/customers to sell
  • 7. What’s getting in the way? Lack of capability: Historic focus on financial, sourcing/process acumen, not marketing/sales savvy Too soft and squishy: belief that marketing is the domain of lightweights; detracts from value “Build it and they will come” approach to scale “What about this don’t you get” attitude—the facts should speak for themselves Positioning: facilitator rather than driver of growth Charter: CoEs, not internal commercial service providers
  • 8. Think marketing to scale Become a company within a company,: think internal provider Embed marketing skills within and across your organization Develop a marketing plan linking growth with delivery and governance Deploy eight vital marketing techniques
  • 9. Create Brand Convey consistent messaging, service promise and value proposition Differentiate a shorthand for stakeholder engagement through logo and tagline Launch (or relaunch) initiative to create momentum Position as the “one and only” Create customer pull Preoccupy the shared services organization
  • 10. Engage before sales Follow the rule of seven Invest in education Structure simple, fact-based messaging Build relationships Match buyer and seller Fund industrial tourism Keep the catalog on the shelf
  • 11. Develop tools and techniques Design and enforce use of one set of messages, interventions and response models Develop collateral pushed through multiple channels Train team in strategic marketing and selling techniques Incorporate marketing techniques throughout the engagement lifecycle
  • 12. Leverage all Channels Climb on others’ bandwagons—link to other corporate initiatives Beat the drum—message at corporate meetings/events Harness the power of influencers Co-opt user groups/advisory boards as marketing ambassadors Go digital!
  • 13. Aggressively confront fears Deal with the reality of change of control Be honest about risks Don’t oversell-- “better than before” Defuse the concept of ‘empire building’ Use case studies to debunk operating myths Share competitors’ experiences as examples Adapt solutions to eliminate minor risks
  • 14. Take a consultative approach View stakeholders as partners, not as an enemy to be conquered Solve problems rather than shoehorn service Be agnostic to solution Tailor offerings by adjusting timing, phasing, process Actively “co-solution”
  • 15. Retreat to advance Invest in relationships rather than score quick wins; defer low benefit opportunities Promote strategic rather than transactional value Sell up the food chain – “mid process” or higher Refuse stakeholder predilection to hive off “onesies and twosies”
  • 16. Target, not blanket Focus sales on stakeholders with highest propensity to buy and scale Track implications of business cycles, personalities and internal events for growth Walk away from lost causes/one-offs/non accretive growth Implement a tiered marketing strategy for account management
  • 17. Parting words Scale alone moves the dial; without scale, shared services and BPO have little impact Shared services operations are internal providers; providers must market to grow Marketing is not being a salesman; it’s working with the stakeholder to develop the right solution in a way he/she can and will buy By implementing marketing techniques, it is possible to change the game