More Related Content Similar to Bpma scip-win-loss schwarz- Similar to Bpma scip-win-loss schwarz- (20) Bpma scip-win-loss schwarz-1. Win-Loss: A Closed-Loop System for
Continuous Innovation
Boston Product Management Association
SCIP Boston
Ken Schwarz
Marketing Director
Progress Software
November 15, 2012
2. Getting Started
Setting up a Win-loss Program
Tonight’s Agenda:
• How can you do it all?
• How do you keep it from becoming
a colossal waste of time?
1 of you
50 sales reps
500 deals won or lost
2 © 2012 Ken Schwarz. All rights reserved.
3. Win-loss
A Product Management/Marketing Perspective
Business Marketing
Positioning
Plan Plan
Market Market Buying Customer
Pricing
Problems Definition Process Acquisition
Win/Loss Distribution Buy, Build Buyer Customer
Analysis Strategy or Partner Personas Retention
Distinctive Product Product User Program
Competence Portfolio Profitability Personas Effectiveness
Strategic
Tactical
Market Strategy Business Planning Programs Readiness Support
Competitive Product Launch Sales Presentations
Innovation Requirements
Landscape Roadmap Plan Process & Demos
Technology Use Thought “Special”
Collateral
Assessment Scenarios Leadership Calls
Status Lead Sales Event
Dashboard Generation Tools Support
Referrals & Channel Channel
References Training Support
“Pragmatic Marketing Framework”
© 1993-2012 Pragmatic Marketing, Inc. All rights reserved
3 © 2012 Ken Schwarz. All rights reserved.
4. Win-loss
A Product Management/Marketing Perspective
Business Marketing
Positioning
Plan Plan
Market Market Buying Customer
Pricing
Problems Definition Process Acquisition
Win/Loss Distribution Buy, Build Buyer Customer
Analysis Strategy or Partner Personas Retention
Distinctive Product Product User Program
Competence Portfolio Profitability Personas Effectiveness
Strategic
Tactical
Market Strategy Business Planning Programs Readiness Support
Competitive Product Launch Sales Presentations
Innovation Requirements
Landscape Roadmap Plan Process & Demos
Technology Use Thought “Special”
Collateral
Assessment Scenarios Leadership Calls
Status Lead Sales Event
Dashboard Generation Tools Support
Referrals & Channel Channel
References Training Support
“Pragmatic Marketing Framework”
© 1993-2012 Pragmatic Marketing, Inc. All rights reserved
4 © 2012 Ken Schwarz. All rights reserved.
5. Getting Started
Setting up a Win-loss Program
Don’t just ask the field
They’re too busy
They seldom know why they lost
5 © 2012 Ken Schwarz. All rights reserved.
6. Getting Started
Blind and Anonymous Customer Interviews
Why blind & anonymous interviews?
• Most objective source of intelligence
• Customers & sales reps are more likely to
cooperate
Hire a consultant to call customers for you
• Only ethical way to make blind calls
• Only practical way to call many customers
Interview a representative sample
• 10 starts to yield statistical significance
• Even a few yield fascinating anecdotes
• Biggest challenge was getting contacts to call
6 © 2012 Ken Schwarz. All rights reserved.
7. Getting Started
Blind and Anonymous Customer Interviews
Reading a blind interview transcript is
like being a fly on the wall.
Executive Summary
Use high-level interviewer who
understands market and decision-
making process.
Executives won’t take canned/scripted
calls.
Score Summary
Our interviewer conducted calls using a
standard method:
1. Discover or confirm those criteria that
were important and helpful to making a
decision.
2. Weight/prioritize the criteria. Verbatim transcript
3. Rate vendors for the criteria. .
4. Ask why they rated vendors as they did. .
.
7 © 2012 Ken Schwarz. All rights reserved.
8. Getting Started
Internal Win-loss Field Debriefs
ALSO, do field
debriefs to find out
what happened from
the sales teams.
Issues Questions
General How did you learn of the opportunity? Value proposition used?
background Partners used? Corporate executives used?
Competitors’ What did they do? How did they respond to your competitive
tactics tactics?
Your strategy What strengths did you emphasize and how did you show
them? What worked or didn’t work?
Recommendations What should other field teams know? What should corporate do
to support you better?
8 © 2012 Ken Schwarz. All rights reserved.
9. Getting Started
Internal Win-loss Field Debriefs
Field Debrief best practices:
• Invite sales team, product management, product
marketing, industry marketing, etc.
• Record call. Make a transcript for later reference and share with
those who couldn’t come.
• Use customer win-loss interviewer – helps you scale and builds
trust with field.
No substitute for customer interview, but has many benefits:
100% response rate Creates credibility with field
Immediate access Creates buy-in
Success story fodder Get customer contacts
9 © 2012 Ken Schwarz. All rights reserved.
10. Getting Insight
Win-loss Analytics: Introducing “Plumbersoft”
“A leading pure-play provider of
middleware, helping large
organizations create new
business applications by
leveraging data and functionality
trapped in their legacy
environment…”
Founded 2001
Roughly $80m in revenue
Competitors: You are entering a dimension
IBM, Oracle, TIBCO, Software of imagination…
AG, Progress, Ant Hill, etc.
10 © 2012 Ken Schwarz. All rights reserved.
11. Getting Insight
Win-loss Analytics – “Wizard Chart”
Reasons you Lose Reasons you win
High
Criteria in the Criteria in the
upper left corner upper right corner
are the key reasons are the key reasons
you lose to competitors. you win over competitors.
Impact
on the
customers’
decision
Low
Unfavorable Customer Opinion Favorable Customer Opinion
Note: Wizard Chart is protected by U.S. Patent 5,734,890, Richard Case and PSP Enterprises
11 © 2012 Ken Schwarz. All rights reserved.
12. Getting Insight
Win-loss Analytics – Plumbersoft
Reasons you Lose Reasons you win
High Price Customer Engagement
Customer Engagement
Product Line Breadth Proof of Concept
References Simulation
Openness
Product Line Integration Losses Wins
Vendor Viability
Ease of Use 99% and up
Ease of Use
Impact Vision Product Line Breadth
95%-98%
on the Product Line Integration
90%-94%
customers’ Price 85%-89%
Proof Of Concept
decision References 80%-84%
Existing Skillset
Vision < 80%
Scalability
Adapters Scalability Fill Color is
Product Line Breadth Statistical
Data Analysis Confidence
Low 31 Losses Product Line Integration Adapters 22 Wins Level
Unfavorable Customer Opinion Favorable Customer Opinion
12 © 2012 Ken Schwarz. All rights reserved.
13. Getting Insight
Win-loss Analytics – Customer Engagement
Reasons you Lose Reasons you win
High Price Voice of the Customer:
Customer Engagement
Customer Engagement
Product Line Breadth Proof of Concept
References Simulation
“Plumbersoft had people who were justice and public safety
Openness
specialists,Viability Product Line Integration Losses Wins
Vendor who were actually assigned to the project and
they stated that right of Use the get go. The depth of knowledgeUse
Ease from 99% and up
Ease of
Impact in the subject area was critically important to us. We were
Vision Product Line Breadth
95%-98%
on the very impressed and their technical people are good too. And
Product Line Integration
90%-94%
customers’ they were nice. They weren’t arrogant. They worked very
Price 85%-89%
Proof Of Concept
decision closely with the team and you could see they would work as a
References 80%-84%
Existing Skillset
team.”
Vision < 80%
Scalability
Adapters Scalability Fill Color is
Plumbersoft Win over Oracle at a law enforcement agency for $34M Statistical
Data Analysis Product Line Breadth
Confidence
Low 31 Losses Product Line Integration Adapters 22 Wins Level
Unfavorable Customer Opinion Favorable Customer Opinion
“Customer Engagement” – Typically tops the list
• Listening and understanding is most important
• Critical that demos empower, not bewilder the audience
• Prove your support and responsiveness
Here, neither side “owns” this issue – It’s a tactical, not a strategic advantage
13 © 2012 Ken Schwarz. All rights reserved.
14. Getting Insight
Win-loss Analytics – Product Line Breadth
Reasons you Lose Reasons you win
High Price Customer Engagement
Customer Engagement
Product Line Breadth Proof of Concept
References Simulation
Openness
Product Line Integration Losses Wins
Vendor Viability
Ease of Use 99% and up
Ease of Use
Impact Vision Product Line Breadth
95%-98%
on the Product Line Integration
90%-94%
customers’ Price 85%-89%
Proof Of Concept
decision References 80%-84%
Existing Skillset
Vision < 80%
Scalability
Adapters Scalability Fill Color is
Product Line Breadth Statistical
Data Analysis Confidence
Low 31 Losses Product Line Integration Adapters 22 Wins Level
Unfavorable Customer Opinion Favorable Customer Opinion
Product Line Breadth is a strategic weakness for Plumbersoft.
Plumbersoft, a pure-play, can’t compete with IBM or Oracle in terms of breadth.
It’s winning in this area when competing against smaller pure-plays.
It’s losing sometimes against arch rival Ant Hill – PM needs to fill a hole in the lineup!
14 © 2012 Ken Schwarz. All rights reserved.
15. Getting Insight
Win-loss Analytics – Simulation
Reasons you Lose Reasons you win
High Price Customer Engagement
Customer Engagement
Product Line Breadth Proof of Concept
References Simulation
Openness
Product Line Integration Losses Wins
Vendor Viability
Ease of Use 99% and up
Ease of Use
Impact Vision Product Line Breadth
95%-98%
on the Product Line Integration
90%-94%
customers’ Price 85%-89%
Proof Of Concept
decision References 80%-84%
Existing Skillset
Vision < 80%
Scalability
Adapters Scalability Fill Color is
Product Line Breadth Statistical
Data Analysis Confidence
Low 31 Losses Product Line Integration Adapters 22 Wins Level
Unfavorable Customer Opinion Favorable Customer Opinion
What can we do now? PUSH YOUR STRENGTHS, PLUMBERSOFT!
Simulation – A Strategic Advantage – Never lose with this one!
• Do you market this front and center? You should!
• Does your sales process get the issue into the POC? It should!
15 © 2012 Ken Schwarz. All rights reserved.
16. Getting Insight
Win-loss Analytics – Proof of Concept
Reasons you Lose Reasons you win
High Price Customer Engagement
Customer Engagement
Product Line Breadth Proof of Concept
References Simulation
Openness
Product Line Integration Losses Wins
Vendor Viability
Ease of Use 99% and up
Ease of Use
Impact Vision Product Line Breadth
95%-98%
on the Product Line Integration
90%-94%
customers’ Price 85%-89%
Proof Of Concept
decision References 80%-84%
Existing Skillset
Vision < 80%
Scalability
Adapters Scalability Fill Color is
Product Line Breadth Statistical
Data Analysis Confidence
Low 31 Losses Product Line Integration Adapters 22 Wins Level
Unfavorable Customer Opinion Favorable Customer Opinion
PoC – The manifestation of product in the customer engagement.
• How much of your R&D is directed at PoC-visible functionality?
• Is your field really trained and organized to win them?
Benchmark yourself against the toughest competitor
16 © 2012 Ken Schwarz. All rights reserved.
17. Getting Insight
Win-loss Analytics – Vendor Viability
Reasons you Lose Reasons you win
High Price Customer Engagement
Customer Engagement
Product Line Breadth Proof of Concept
References Simulation
Openness
Product Line Integration Losses Wins
Vendor Viability
Ease of Use 99% and up
Ease of Use
Impact Vision Product Line Breadth
95%-98%
on the Product Line Integration
90%-94%
customers’ Price 85%-89%
Proof Of Concept
decision References 80%-84%
Existing Skillset
Vision < 80%
Scalability
Adapters Scalability Fill Color is
Product Line Breadth Statistical
Data Analysis Confidence
Low 31 Losses Product Line Integration Adapters 22 Wins Level
Unfavorable Customer Opinion Favorable Customer Opinion
For Plumbersoft, a strategic weakness.
An issue to be COUNTERED, not won.
Customer References and Corporate Marketing (AR/PR) are critical.
17 © 2012 Ken Schwarz. All rights reserved.
18. Getting Insight
Win-loss Analytics – Customer References
High
Reasons you Lose
Price C
Customer Engagement
“Plumbersoft gave better
Reasons you win
Customer Engagement
D
Product Line Breadth Proof of Concept
testimonies as references. Their
References excellent. It
reference sites were “They [Plumbersoft] actually had
Simulation
Openness some references that we talked to
gave us a lot of confidence.” Product Line Integration Losses Wins
Vendor Viability had a lot of problems.”
Ease of Use 99% and up
Plumbersoft Win over IBM at a Ease of Use
Impact bank for $5.5M in UK Vision Plumbersoft Loss at an Airline
Product Line Breadth
95%-98%
on the Product Line Integration
90%-94%
customers’ Price 85%-89%
Proof Of Concept
decision References 80%-84%
Existing Skillset
Vision < 80%
Scalability
Adapters Scalability Fill Color is
Statistical
M
Data Analysis Product Line Breadth
Confidence
Low 31 Losses Product Line Integration Adapters 22 Wins Level
Unfavorable Customer Opinion Favorable Customer Opinion
“The project team went but the
feedback I got on that was that on
Plumbersoftthey came to create
Plumbersoft;
needs back or strengthen its Customer Reference program
with doubts.”
Doing so should turn this from a reason for losing to a reason for winning.
Weak references are Hill
Plumbersoft Win over Ant endangering deals.
and IBM at a state government
department for $4M
18 © 2012 Ken Schwarz. All rights reserved.
19. Getting Insight
Win-loss Analytics – Price
Reasons you Lose Reasons you win
High Price Customer Engagement
Customer Engagement
Product Line Breadth Proof of Concept
References Simulation
Openness
Product Line Integration Losses Wins
Vendor Viability
Ease of Use 99% and up
Ease of Use
Impact Vision Product Line Breadth
95%-98%
on the Product Line Integration
90%-94%
customers’ Price 85%-89%
Proof Of Concept
decision References 80%-84%
Existing Skillset
Vision < 80%
Scalability
Adapters Scalability Fill Color is
Product Line Breadth Statistical
Data Analysis Confidence
Low 31 Losses Product Line Integration Adapters 22 Wins Level
Unfavorable Customer Opinion Favorable Customer Opinion
What about price?
When all else is equal, price becomes the ONLY issue.
Plumbersoft has ample means to build a sale around issues other than price.
Inconsistent performance across field can indicate a field training issue.
19 © 2012 Ken Schwarz. All rights reserved.
20. From Insight to Action
Summary
Issues Examples Recommendations
Strategic Simulation Find segments who care and
Strength market to these people. Build
thought leadership and brand
around this.
Strategic Product line breadth, Focus on segments that care
Weakness Vendor viability more about strengths; close
capability gaps
Tactical Customer References Create or strengthen program
Weakness
Tactical Parity Customer Engagement Look to transcripts for best
practices, and train field with
examples of what works.
20 © 2012 Ken Schwarz. All rights reserved.
21. Action
Win-loss and Competitive Sales Tools
Use your win-loss decision
criteria to guide the field.
Show field how to control
buyer’s agenda with
strengths (win-factors)
Help field counter
weaknesses (loss factors)
well enough to prevent
defeat
21 © 2012 Ken Schwarz. All rights reserved.
22. Action
Getting Buy-In
Executive Sponsor
• Who has the money? CEO
• Who has a broad, cross-functional
view?
Engineering Marketing Sales
Sales Leadership
• Ask for air-cover (letter to the field)
• Expect little else Product Product Field
Management Marketing Enablement
Product Management and
Marketing Watch out for
• Invite to field debriefs “Not Invented Here”
• Regularly review win-loss insights
face-to-face
• Win-loss quotes are great for sales
training
22 © 2012 Ken Schwarz. All rights reserved.
23. Summary
Plan and resource win-loss as on-going program
• Become known in your company as the champion of win-loss
• Find a sponsor willing to pay and interested in all facets of competition:
product, marketing, field effectiveness.
Interview customers and the field
• Blind, anonymous customer interviews give you unique, objective
intelligence
• Field interviews will enhance insight, win confidence, and get the customer
contacts needed for customer interviews
Invite others to participate – make this a cultural change
• Invite functional executives to field interviews to broaden culture of
continuous learning enhance program visibility
• Involve product management and marketing in analysis and preparation for
executive presentation – prevent “not invented here”
• Present findings as high as you can. The CEO should be interested in what
you discover.
23 © 2012 Ken Schwarz. All rights reserved.
24. Action
Win-Loss for Continuous Innovation
Landscape Strategy Planning
Analysis
Competitive
Win-loss
Positioning
Feedback
Field
Sales Tools
Debriefs
Field
Training & Tactical Support
Support
24 © 2012 Ken Schwarz. All rights reserved.
25. Panel Q & A
Ken Schwarz Richard Case Eric Kuhnen
Progress Software PSP Enterprises Focal Partners
Marketing Director Win-loss Consultant Battlecard Consultant
25 © 2012 Ken Schwarz. All rights reserved.