Building a Brand: Value Systems & Value Propositions


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Buck Bierly presents an overview of how bankers build relationships with business customers

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Building a Brand: Value Systems & Value Propositions

  1. 1. MZ BIERLY CONSULTING Building the Brand. . . Value Systems and Value Propositions Buck Bierly MZ BIERLY CONSULTING, INC. 610-296-4772
  2. 2. NoticeThis publication is protected by copyright. It is licensed for a single user. It islicensed for internal use only.Copyright © 2007-2011 MZ BIERLY CONSULTING, INC.ALL RIGHTS RESERVED Page 2 MZ BIERLY CONSULTING
  3. 3. What’s of “Value” to the Decision Makers in a Business? What does a Business Owner/Decision Maker Value? It depends. . . on the level of relationship the Decision Maker wants. 1. In some cases, the Decision Maker will “freeze” you at a level of relationship 2. In other cases, the Decision Maker will expect you to lift to a higher level of relationship 3. In other cases, a Decision Maker is unsure of what is possible in a relationship. Page 3 MZ BIERLY CONSULTING
  4. 4. Determining the “Value” for your “Value Proposition” So “Value” is defined differently by different Business Owners and Decision makers; it depends on his/her value systems. To effectively execute a “value proposition”, the Banker needs to: 1. Determine the level of relationship [value system] the Business Owner/Decision Maker is “looking for” 2. Adjust his/her “value proposition” to align with the Business Owner’s/Decision Maker’s value system Simply stated, a “value proposition” is the Banker demonstrating to the Business Owner/Decision Maker, “Here’s how I will align with the level of relationship you are “looking for” Page 4 MZ BIERLY CONSULTING
  5. 5. Levels of Relationship and Relationship Development 1. Not all Relationships are the same 2. Not all Decision Makers want the same level of relationship with a Bank 3. Not all Bankers can build all levels of relationship with a Decision Maker Page 5 MZ BIERLY CONSULTING
  6. 6. Levels of Relationship and Relationship Development Contribute to Organizational Issues Level 1: A Commodity If all banks with whom you compete meet Contribute to the required minimum specifications, then Business Issues you are indistinguishable from your competitors. If you’re merely pushing a Provide “Good” product rather than developing a Service and Support relationship, then your only bargaining chips are price and structure. An insecure Deliver “Good” Product position. and/or Service Deliver Commodity that 1 Meets Specifications  Competition is High  Price Sensitivity is High  Importance of Features is High Page 6 MZ BIERLY CONSULTING
  7. 7. Levels of Relationship and Relationship Development Level 2: Providing “Good” Products Any product or service feature that sets you apart from the competition, that gets Contribute to you recognized by your customers as an Organizational Issues innovator, can help you establish Level 2 relationships. An improvement, but “good Contribute to products” is still a tenuous relationship Business Issues position. Why? Even if you establish a competitive Provide “Good” Service and Support position with bells and whistles (or faster service or other add-ons), eventually the competition not only catches up but Deliver “Good” Product 2 and/or Service leapfrogs over you, and you’re back to selling commodity-style again, with the “distinctive” features now part of Deliver Commodity that everybody’s arsenal. Meets Specifications  Competition is still High  Price Sensitivity is still High  Importance of Features is High Page 7 MZ BIERLY CONSULTING
  8. 8. Levels of Relationship and Relationship Development Level 3: Dedicated Service What gets you to Level 3 is the Client’s Contribute to understanding that they are getting Organizational Issues something more than your other clients are getting. Contribute to At Level 2 you install a bug-free TM Business Issues “system” on time, for all your customers; at Level 3, you provide a system training Provide “Good” program that is tailored to a specific 3 Service and Support customer’s skill sets. At Level 2 you provide everyone with round- Deliver “Good” Product and/or Service the-clock tech support; at Level 3, you give one Client a dedicated help line. Deliver Commodity that Meets Specifications  Competition is Moderate  Price Sensitivity is Moderate  Importance of Features is Moderate Page 8 MZ BIERLY CONSULTING
  9. 9. Levels of Relationship and Relationship Development Level 4: Crossing to Business Issues On Level 4, clients perceive that you provide good products and extra service, but also Contribute to Organizational Issues understand their business issues; you understand their business problems and objectives almost as well as you do your Contribute to 4 Business Issues own. At Level 4, you generate ideas for Provide “Good” addressing not just customers’ day-to-day Service and Support operational needs but their ongoing concerns about things like profit, productivity, and go- Deliver “Good” Product to-market strategies. Your ideas provide not and/or Service just products and service that address those concerns, but a range of ancillary supports that may have virtually nothing to do with Deliver Commodity that Meets Specifications your product or service.  Competition is Low  Price Sensitivity is Reduced  Importance of Features is Moderate Page 9 MZ BIERLY CONSULTING
  10. 10. Levels of Relationship and Relationship Development Level 5: An “External Asset” In benchmarking studies, the Contribute to 5 Organizational Issues Client/Prospect’s most common complaint is that the “suppliers” who wanted their Contribute to business did not understand their business Business Issues problems. Most banks were locked into “product- Provide “Good” selling mode”, when what they want is Service and Support expert consultation. If you can provide that kind of consultation, you’ve got a shot Deliver “Good” Product Level 5. and/or Service The differentiation you achieve at this level can be extraordinary. Deliver Commodity that Meets Specifications  Competition is Very Low  Price Sensitivity is further Reduced  Importance of Features remains Moderate Page 10 MZ BIERLY CONSULTING
  11. 11. Visit Our Website for Additional Webinars and Our NewslettersTake a few minutes to explore ourwebsite. . .Register for our blog and emailnewsletters. Each month you’ll getsuggestions, tips, and how-to’s to takeyour relationship development andsales leadership processes to the nextlevel.To find out more about all of our servicesfor commercial and small businessteams, visit orcall Ned Miller at (610) 296-4772 or emailhim at Page 11 MZ BIERLY CONSULTING