Description
In today's faced-paced environment, no relationship can be taken for granted. Vendor consolidation is a growing trend. Purchasing departments have become Strategic Procurement and are led by powerful individuals who go unchallenged. The organizations that will succeed are those that carefully select the customers they do business with. They will invest in building deep and meaningful relationships with these "right-fit" customers. These successful organizations move beyond demand capture to demand creation by uncovering unique opportunities to help their customers succeed. They move from being vendors to being strategic partners and they make the Purchasing department irrelevant. This level of engagement doesn't happen accidentally. It is planned.
About the Speaker:
Adrian Davis, the author of Human-to-Human Selling: How to Sell Real and Lasting Value in an Increasingly Digital and Fast-Paced World, is a Certified Speaking Professional (CSP) and an expert in strategic selling and account management. He is frequently called upon to advise senior management teams and sales groups on the optimization of sales performance and the development of strategic client relationships.
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About AIPMM
With members in over 60 countries, the Association of International Product Marketing and Management (AIPMM) is the authority in product management knowledge. It is the worldwide certifying body of product team professionals. AIPMM members are strongly encouraged to pursue certification as evidence of their commitment to product management, product marketing and brand management as a profession.
AIPMM is the world's largest professional organization of product managers, brand managers, product marketing managers and other product leaders who are responsible for guiding their companies, or clients, through a constantly changing business landscape.
An AIPMM certification empowers your product team to make smarter decisions and get better results, raise your team's level of effectiveness and competence, and strengthen your company's product portfolio.
Visit: www.aipmm.com.
14. Copyright 2011
Whetstone Inc.
All rights reserved.
SS - 10
10 Types of Innovation
Business model
Finance
Networking
2. Networking enterprise’s structure/ value chain
1. Business model
how the enterprise makes money
Channel
Delivery
Brand
Customer experience
10. Customer experience how you create an overall experience for customers
8. Channel how you connect your offerings to your customers
9. Brand how you express your offering’s benefit to customers
Core process
Process.
Enabling process
3. Enabling process assembled capabilities
4. Core process proprietary processes that add value
6. Product system extended system that surrounds an offering
Product performance
Offering
Product system
Service
7. Service how you service your customers
5. Product performance basic features, performance and functionality
Source: Doblin / Rotman
15. Copyright 2011
Whetstone Inc.
All rights reserved.
SS - 11
Core competence planning:
Offering & process
Innovation planning:
Business model
Customer experience
Core process
Process.
Enabling process
Business model
Finance
Networking
Product performance
Offering
Product system
Service
Channel
Delivery
Brand
Customer experience
Source: Doblin / Rotman
10 Types of Innovation
16. Copyright 2011
Whetstone Inc.
All rights reserved.
SS - 12
Volume of Innovation Efforts
Hi
Lo
Last 10 years
Source: Doblin analysis
Core process
Process.
Enabling process
Business model
Finance
Networking
Product performance
Offering
Product system
Service
Channel
Delivery
Brand
Customer experience
17. Copyright 2011
Whetstone Inc.
All rights reserved.
SS - 13
Move Beyond Products to Win
Hi
Lo
Cumulative value creation— Last 10 years
Source: Doblin analysis
Core process
Process.
Enabling process
Business model
Finance
Networking
Product performance
Offering
Product system
Service
Channel
Delivery
Brand
Customer experience
Pareto revisited: Less than 2% of projects produce More than 90% of value…
19. Customer
Channels
Products
Inputs
The Value Chain
Traditional Value Chain
Source: Adrian Slyvotzky, The Profit Zone
Assets
Modern Value Chain
Purchase Criteria
Customer Anger
Preferences
Power
Decision-Making Process
Purchase Occasion
Buyer Behaviour
Functional Needs
Assets
Inputs
Offerings
Channels
Customer
21. Categorize Strategic Accounts
Key Customer’s Spend
Key Account Attractiveness
High
High
Low
Low
Strategic
Customer
Status
Customer
Star
Customer
Streamline
Customer
Strategic investment
Proactive maintenance
Invest for growth
Management for cash
Supplier Attractiveness
22.
23.
24.
25. SS - 39
What’s our frame of reference?
Customer’s
Total
Economic
Equation
Our
Offering
26.
27. Innovation Process
Ideation
Unmet needs
problems
Discover
Which ideas will go forward?
Decide
Design solutions not products
Develop
World class launch of new products/services
Deploy