This document summarizes an article that discusses the importance of customer value propositions in business markets. It outlines three types of value propositions and provides strategies for substantiating, demonstrating, and documenting customer value in order to persuade customers and improve business performance. These include using a value word equation to assess the benefits of an offering compared to alternatives, value case histories showing savings reference customers achieved, and value calculators to demonstrate potential savings. Documenting actual cost savings achieved allows suppliers to refine value models and enhance their credibility and knowledge. Developing compelling value propositions should be a fundamental part of business strategy according to best practices.
Strategic Analysis of Nike, Under Armour & IMGTiantong Liu
Strategic Analysis of Nike, Under Armour & IMG
Content include:
Mission & Vision of each organization
PESTEL Analysis
Five Forces Model Analysis
Suggestions
Strength & Weakness
Strategic Implementation
Strategic Analysis of Nike, Under Armour & IMGTiantong Liu
Strategic Analysis of Nike, Under Armour & IMG
Content include:
Mission & Vision of each organization
PESTEL Analysis
Five Forces Model Analysis
Suggestions
Strength & Weakness
Strategic Implementation
Price is one of the marketing mix. Here price related activities are illustrated in PPT style to make the students, teaching faculty and the other related people to understand easily for their teaching and learning.
Super shampoo products and the indian mass market case studyMustahid Ali
Super shampoo products and the indian mass market case study, their evolution, marketing strategy adopted by them, their up and downs , how they became successful, their swot analysis and how they overcome to worst situation.
This was a group presentation in my Product and Brand Management class at UT Dallas. We covered the finer points of brand resonance for Apple, and how they are the king.
This is the summary of Strategic Brand Management: Building, Measuring, and Managing Brand Equity (3rd ed.), chapter 7 (Leveraging Secondary Brand Associations to Build Brand Equity) by Keller, K. L. (2008, Prentice Hall.)
I designed this powerpoint for an HTM631 class (Strategic Marketing in Hospitality and Tourism) in spring 2009.
A guide to values and benefits proposed by corporations, products or services to clients. A great application for candidates at interviews and how to use PVP to pass interviews successfully
Customer Value Analysis: How Customers Make Purchase DecisionsEndeavor Management
Customers make purchase decisions by their perception of product quality versus price. Learn the key questions and tools needed to define their perceptions using our whitepaper: Customer Value Analysis: How Customers Make Purchase Decisions.
Price is one of the marketing mix. Here price related activities are illustrated in PPT style to make the students, teaching faculty and the other related people to understand easily for their teaching and learning.
Super shampoo products and the indian mass market case studyMustahid Ali
Super shampoo products and the indian mass market case study, their evolution, marketing strategy adopted by them, their up and downs , how they became successful, their swot analysis and how they overcome to worst situation.
This was a group presentation in my Product and Brand Management class at UT Dallas. We covered the finer points of brand resonance for Apple, and how they are the king.
This is the summary of Strategic Brand Management: Building, Measuring, and Managing Brand Equity (3rd ed.), chapter 7 (Leveraging Secondary Brand Associations to Build Brand Equity) by Keller, K. L. (2008, Prentice Hall.)
I designed this powerpoint for an HTM631 class (Strategic Marketing in Hospitality and Tourism) in spring 2009.
A guide to values and benefits proposed by corporations, products or services to clients. A great application for candidates at interviews and how to use PVP to pass interviews successfully
Customer Value Analysis: How Customers Make Purchase DecisionsEndeavor Management
Customers make purchase decisions by their perception of product quality versus price. Learn the key questions and tools needed to define their perceptions using our whitepaper: Customer Value Analysis: How Customers Make Purchase Decisions.
In this article, the authors suggest that sales managers need to realize that not all sales visits to the customers will necessarily create value for the customer. Sales managers need to realize that different sales processes exist when dealing with customers and the key factor determining the sales process is got to be based on how much value a salesperson can bring to the customer. The
authors go on to identify three different types of sales processes and give reasons as to why value based segmentation is the best way to help your salespeople deliver value not just for their customers but also for themselves.
How to Create Value and Achieve Trusted Business PartnershipsGlobal Partners Inc.
All too often we hear sales people complain that their customers continue to resist value arguments and insist that the lowest supplier price will get the business. However, it does not have to be this way. In fact, effectively selling value can transform you and your company into a Trusted Business Partner to your customers.
Learn how to:
- Define Value Selling and Value Marketing
- Develop quantified value propositions
- Identify the Value Buyers in your Customer's organization and how to get to them
- Determine high impact Value Selling messages
- Consistently apply Value Selling and Marketing techniques to get the prices you deserve
- Integrate Value Selling Plans with your Strategic Account Plans and coach account managers to improve their Value selling capabilities
these slides gives depth knowledge regarding consumer behavior. Marketing manager and students of Marketing can increase their knowledge regarding this aspect.
65% of executives believe that they are not able to charge the prices they deserve for their products and services *
46% of companies believe they are involved in price wars. In some countries, such as Japan that figure is as high as 85% *
Why are so many companies failing to achieve prices for their products and services that reflect the true value they provide to customers? In our experience, with hi tech, energy and healthcare clients, failure to achieve value pricing is due to lack of preparation, communication capabilities and negotiation skills of the sales people.
What you will learn:
- Dynamics between price discounts and profitability.
- Quantifying and communicating the impact of the offer value to justify a fair price.
- Identifying the specific buyers who recognize the importance a good value offering.
- Circumventing price-only procurement buyers without alienating them.
* 'Global Pricing Study 2011: "Weak pricing cuts profits by 25%"'. Simon – Kucher. August 2011.
Why value propositions matter? How to create a true value proposition for B2B businesses? Implementation ready toolkit to design a superior value propositions
Companies fiddle constantly with their incentive plans and sales executives are always looking for ingenious ways to motivate their teams. If sales targets are missed, they blame the sales compensation plan and start over. Meanwhile, The finance organization views the comp plan as an expense to manage. That’s not
surprising: Sales force compensation represents the single largest marketing
investment for most B2B companies. So naturally finance tries to ensure that comp
plans have cost-control measures designed into them. Additionally, many companies
respond to cost-cutting pressure from the finance department with incentives that
backfire. More often than not, controls encourage salespeople to spend time with
customers according to the company’s internal needs, rather than when the customer
is ready to buy.
This is the world of the sales machine, built to outsell less focused, less disciplined competitors through brute efficiency and world-class tools and training. Recently
sales has been caught off guard by dramatic changes in customers’ buying behavior and sales performance has grown increasingly erratic. The very approaches that made the sales machine so effective now make selling harder. The sales machine is stalling. Leaders must abandon their fixation on process compliance and embrace a flexible approach to selling driven by sales reps’ reliance on insight and judgment.
Companies have become savvy customers; they have often determined the solution and the supplier they need, and the price they are willing to pay, before the salesperson enters the scene. In this competitive environment, the premium on finding, training, motivating and retaining star performers has never been higher.
Because firms only measure past sales performance, they have limited insight into how a salesperson will do going forward and what types of training and incentives
will be most effective. Failing to forecast a salesperson’s future value can lead to costly misallocation of training and incentive dollars. Many firms overvalue their poor performers and undervalue their stars, which might lead to undervalued top salespeople to slip trough their fingers and into competitors’ arms. This article illustrates a novel method for measuring a salesperson’s future profitability to the firm. Future performance is linked to specific types of training and incentives and show how those investments can dramatically boost revenue.
Social networks are critical in sales. Companies and salespeople can improve
performance significantly by understanding the interplay among the different webs
of customers, leads and colleagues they develop.
The sales process can be represented as four distinct stages, which all require a
different set of abilities and network configuration. If salespeople and managers
understand how networks function, they can pinpoint the most effective network
configuration for each stage of a sale and take the actions necessary to create it and
outshine competitors. In each stage of the sales process, the salesperson’s efforts
come down to two essential and complementary types of network-management
actions: managing the information flow and coordinating the efforts of contacts. This
article offers a framework for systematically managing different social networks, by
matching the network to the task. The article also presents three levers managers
can use to encourage salespeople to integrate the network-based view and make the
best possible use of social networks.
This document summarizes three connected pieces of work by Steve W. Martin, that should resonate with salespeople and sales managers alike. A lot of research has been conducted concerning the right capabilities a salesperson should have to become a high-performing top salesperson. This project involved the interviewing of top salespeople and sales leaders to gather more information
about the attributes necessary to exceed your quota.
This interesting articles suggest that successful salespeople need not always
exhibit extrovert tendencies, nor will salespeople be at a complete disadvantage
if they introverts. The author works on a concept proposed by bestselling author
Daniel Pink and proposes the ambivert (referring to an individual who falls
between an extrovert and an introvert) as the ones who are more likely to be
successful in the long run. Basing himself on a sample of salespeople, Adam
Grant, proves his point and offers some pointers for sales managers.
Based on extensive research, this study by the Corporate executive Board
(CEB) builds on their idea of the challenger sale by providing strategies by
which salespeople can better understand the diversity that exists in the decision
making unit of the customer and work on making sure that the diversity does
not drive apart the customers from a key decision. On the contrary successful
salespeople work on developing a consensus in the decision making unit of the
customer and using this to drive home the sale. The various strategies to help
consensus are then elaborated in the article.
1. Vlerick Sales Center Article Summary Series
Customer Value Propositions in Business Markets (by James C. Anderson,
James A. Narus and Wouter van Rossum, Harvard Business Review, March
2006)
Summarized By Ellen Croux and Deva Rangarajan, Vlerick Sales Center
Article At a Glance:
This article is a must read for every marketer and sales professional. It clearly
highlights the importance of differentiating your offering with the competition,
while focusing on those benefits relevant to the customer. The authors go on to
discuss the different kinds of value propositions that have been put into practice
and suggest ways of developing a relevant value proposition.
Defining the problem
Customer managers are increasingly under pressure to keep costs down and don’t
have the luxury of simply believing suppliers’ assertions. Sales forces should create
a justifier in line with customer needs and they should help customers understand
– and make them believe in – the customer value proposition. Suppliers that are
not able to offer this often revert to price concessions, which are expensive and
might not even help the supplier to make the cut. A management-practice research
was conducted to understand what constitutes a customer value proposition and
what makes it persuasive to customers. This article describes a systematic
approach for developing value propositions that are meaningful to target customers
and that focus suppliers’ efforts on creating superior value.
Three kinds of Value Propositions
2. Substantiate Customer Value Propositions
Many suppliers offer dazzling value propositions but do not actually have the
people, processes, tools and experience necessary to back up their claims. This has
led many customers to dismiss value propositions as marketing puffery. Suppliers
must be able to demonstrate and document customer value propositions in order to
persuade customers.
3. A way to do this is by using a value word equation, which expresses in words and
mathematical operators how to assess differences in performance between an
offering and the next best alternative. The data needed for the value word equation
to provide value estimates is collected from the customer’s business operations
through collaboration between the supplier and customer managers or even from
outside sources.
Demonstrate Customer Value in advance
In advance, prospective customers must be able to see the cost savings or added
value they can expect from choosing a supplier’s offering over the next best
alternative. Best-practice suppliers use value case histories or value calculators to
demonstrate this. Value case histories document the cost savings or added value
that reference customers have received from their use of the supplier’s offering.
Value calculators, on the other hand, are customer value assessment tools that
salespeople use to demonstrate the value that potential customers could receive in
using the suppliers’ offerings.
Document Customer Value
Only demonstrating value to potential customers is no longer sufficient to be a
best-practice player. Suppliers must also document cost savings and incremental
profits in companies that have purchased their offerings. The use of value
documenters makes it possible to refine customer value models and to create value
case histories. It enhances the credibility of the supplier’s offering and enables
customer managers to receive credit. As value provided to customers is
documented, a supplier also gains knowledge, experience and confidence about
how their offerings deliver superior value to customers and how this delivered
value varies across kinds of customers.
Superior Business Performance
Properly constructed and delivered customer value propositions make a significant
contribution to business strategy and performance. Some businesses have already
made these value propositions a fundamental part of their business strategy. For
example at Sonoco, a global packaging supplier, each value proposition should be
distinctive, measurable and sustainable. They also track the relationship between
business unit value propositions and business unit performance.
Customer value propositions can be a cornerstone for superior business
performance, it is not only the responsibility of marketing, but also of senior and
general management. Best-practice suppliers realize that constructing and
substantiating a value proposition is not a onetime undertaking. They make sure
their people know how to identify what the next value propositions ought to be.
Doing customer value research pays off in finding that simple, yet powerfully
captivating customer value proposition that businesses can implement to
communicate the superior value they offer to target market segments and
customers.
4. Vlerick Food for Thought for Sales Executives
1. Always link the features of your solution to the needs of the customers.
These are the relevant benefits to the customers.
2. In almost all cases, the number of features of your offer will ALWAYS BE
GREATER than the number of benefits.
3. You will have as many value propositions as number of customer
segments
4. A shot video demonstrating the above points can be found here:
https://www.youtube.com/watch?v=m6wTQPZV2VY&feature=youtu.be