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Selling the Business Value of UC in the Real WorldSelling the Business Value of UC in the Real World

Jim HaysJim Hays

CEO & Principal InstigatorCEO & Principal Instigator

The The ASPIRE!ASPIRE! Group, LLC Group, LLC

Focusing on customer business outcomes to supercharge your sales!Focusing on customer business outcomes to supercharge your sales!

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•• Go-to-Market Strategy Consulting and Sales ForceGo-to-Market Strategy Consulting and Sales ForceDevelopment focused exclusively on the CiscoDevelopment focused exclusively on the CiscoAdvanced and Emerging Technologies EcosystemAdvanced and Emerging Technologies Ecosystem

•• Expertise in depth and breadth of Communications,Expertise in depth and breadth of Communications,Collaboration, and Customer Interaction applicationsCollaboration, and Customer Interaction applications

•• Worked with more than 3,000 individual Cisco andWorked with more than 3,000 individual Cisco andChannel Partner salespeople and sales managers inChannel Partner salespeople and sales managers inover 47 countries in 6 continents during past 5 yearsover 47 countries in 6 continents during past 5 years

A Global Multi-year Perspective on Cisco UC SalesA Global Multi-year Perspective on Cisco UC Sales

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We should We should NOTNOT sell Unified Communications! sell Unified Communications!We should NOT sell Unified Communications!

The Naked, Shocking, Fundamental Truth!The Naked, Shocking, Fundamental Truth!

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““What the customer buys and considers value is never a product.What the customer buys and considers value is never a product.

It is always a utility, that is, what a product or service does for him.It is always a utility, that is, what a product or service does for him.””

Peter F. Drucker on Customer Perceptions of ValuePeter F. Drucker on Customer Perceptions of Value

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““Do customers really want to buy a Do customers really want to buy a ”” drill? drill?””

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““No, what they No, what they reallyreally want is a want is a ”” hole! hole!””

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•• Ability to be closer and more responsive to customersAbility to be closer and more responsive to customers

•• Improved time-to-market performance for new offeringsImproved time-to-market performance for new offerings

•• Greater economies-of-scale to enable profitable growthGreater economies-of-scale to enable profitable growth

•• Innovative new ideas to help them be more competitiveInnovative new ideas to help them be more competitive

What do customer executives What do customer executives really really want?want?

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““Why do you want a Why do you want a ”” hole? hole?””

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““I need one to hang a new picture frame on the wall.I need one to hang a new picture frame on the wall.””

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““Would it be better if you didnWould it be better if you didn’’t damage the wall?t damage the wall?””

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““But IBut I’’ve gotta a quota to make and I wanna sell UC!ve gotta a quota to make and I wanna sell UC!””

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TheThe

ChasmChasm

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The UC market and its technologies are maturing, but,The UC market and its technologies are maturing, but,overall, the market remains at an early stage of maturity,overall, the market remains at an early stage of maturity,and the adoption of converged solutions remains slow.and the adoption of converged solutions remains slow.The slow adoption is the result of multiple technical andThe slow adoption is the result of multiple technical andorganizational issues, including:organizational issues, including:

••Some new technologies, such as presence, are not fullySome new technologies, such as presence, are not fullyunderstood.understood.

••Best practices around the use of UC are not well-definedBest practices around the use of UC are not well-definedor well-developed.or well-developed.

Gartner Market Overview of Unified CommunicationsGartner Market Overview of Unified Communications

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Core Routing & Switching Infrastructure

High-availability, QoS, & Management

Security & Mobility

IP Telephony

UC AppsUC Apps

Why Selling UC Apps is Strategic for Cisco PartnersWhy Selling UC Apps is Strategic for Cisco Partners

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““The definition of insanity is doingThe definition of insanity is doingthe same thing over and over againthe same thing over and over again……

……and expecting different results!and expecting different results!””

Albert Einstein on the Definition of InsanityAlbert Einstein on the Definition of Insanity

Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”

Core/Context Analysis Framework

CoreProcess creates

differentiation that

wins customers

ContextAll other

processes

Mission CriticalProcess shortfall creates

serious and immediate risk

Non-Mission-CriticalAll other processes

Differentiation

Ris

k

Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”

Cisco’s Markets Product Category Focus

Mission-

Critical

Legacy

Protocols

SAN

Switches

Core Context

Security

VOIP

Wireless

Routers

Switches

Optical

Non-Mission-

Critical

IV

IIIII

I

Application

Oriented

Networks

Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”

The Cycle of Innovation

Deploy

Invent Offload

Core Context

Mission Critical

Non-Mission-Critical

Manage

Manage

Mission-critical

Processes

At Scale

Extract

Resources

To Repurpose

For CoreInvent

Differentiated

Offering

Deploy

Differentiation

At Scale

Fund next innovation

IV

IIIII

I

Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”

Mission Critical

Non-Mission-Critical

Clinging to ContextHow Resources Get Stuck

Resources

get stuck

here

Resources are

added here for

supportResources

still get

invested here

But lack of

resources here

results in failure

to deploy!

Mission-

critical

risk

Core Context

IV

IIIII

I

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Expertise inExpertise in

ConsultativeConsultative

SellingSellingMission-Mission-

CriticalCritical

CoreCore ContextContext

Non-Mission-Non-Mission-

CriticalCritical

IVIV

IIIIIIIIII

II

TechnicalTechnical

ExpertiseExpertise

Evolution of Technical Expertise from Core to ContextEvolution of Technical Expertise from Core to Context

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Mission-Mission-

CriticalCritical

CoreCore ContextContext

Non-Mission-Non-Mission-

CriticalCritical

IVIV

IIIIIIIIII

II

ProductProduct

KnowledgeKnowledge

ProductProduct

UsageUsage

KnowledgeKnowledge

Is Product Knowledge Core or Context?Is Product Knowledge Core or Context?

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Mission-Mission-

CriticalCritical

CoreCore ContextContext

Non-Mission-Non-Mission-

CriticalCritical

IVIV

IIIIIIIIII

II

RelationshipRelationship

SellingSelling

GenuinelyGenuinely

ConsultativeConsultative

SellingSelling

Is Relationship Selling Core or Context?Is Relationship Selling Core or Context?

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Model for Genuinely Consultative Selling BehaviorsModel for Genuinely Consultative Selling Behaviors

GoalGoal OfferingOfferingCapabilityCapability

Genuinely Consultative SellingGenuinely Consultative Selling

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Comprehensive Study of Buying & Selling BehaviorsComprehensive Study of Buying & Selling Behaviors

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1.1. Salesperson CompetenceSalesperson Competence39%39%

2.2. Deliver Total Solution Deliver Total Solution 22%22%

3.3. Quality of Offering Quality of Offering 21%21%

4.4. Price Price 18%18%

* Source: HR Chally Group’s Customer-selected World Class Sales Excellence Study

CustomerCustomer’’s Ranking of Importance in Buying *s Ranking of Importance in Buying *

1.1. Salesperson CompetenceSalesperson Competence

2.2. Deliver Total SolutionDeliver Total Solution

3.3. Quality of OfferingQuality of Offering

4.4. PricePrice

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The salesperson The salesperson isis the sale! the sale!

The Relevant Conclusion from those Statistics?The Relevant Conclusion from those Statistics?

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Personally manages my satisfaction: 59%Personally manages my satisfaction: 59%

Understands our business: 24%Understands our business: 24%

Is a customer advocate: 21%Is a customer advocate: 21%

Is knowledgeable of applications: 19%Is knowledgeable of applications: 19%

Is easily accessible: 10%Is easily accessible: 10%

Solves our problems: 9%Solves our problems: 9%

Is innovative in response to our needs: 6%Is innovative in response to our needs: 6%

* Source: HR Chally Group’s Customer-selected World Class Sales Excellence Study

Factors Predicting World-Class Sales Status *Factors Predicting World-Class Sales Status *

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““Communications integrated to optimizeCommunications integrated to optimize

business processes.business processes.””Don Van Doren

Vanguard Communications / UCStrategies.com

Our Working Definition of Unified CommunicationsOur Working Definition of Unified Communications

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Applications & Business Process: Sequence MattersApplications & Business Process: Sequence Matters

Internet BusinessApplications

BusinessProcesses 25–30% Cost Savings

BusinessProcesses

Internet BusinessApplications

6–9% Cost Increase

Source: Momentum Research Group—Net Impact 2003 and Net Impact 2004

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Critical Success Factors in Cisco Internal IT InitiativesCritical Success Factors in Cisco Internal IT Initiatives

Business Processes

Applications and Services Network Infrastructure

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Creating Customer Success in the Cisco EcosystemCreating Customer Success in the Cisco Ecosystem

Business Processes

Applications and Services Network Infrastructure

A Critical Gap in Consulting ServicesA Critical Gap in Consulting Services

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The UC market and its technologies are maturing, but,The UC market and its technologies are maturing, but,overall, the market remains at an early stage of maturity,overall, the market remains at an early stage of maturity,and the adoption of converged solutions remains slow.and the adoption of converged solutions remains slow.The slow adoption is the result of multiple technical andThe slow adoption is the result of multiple technical andorganizational issues, including:organizational issues, including:

••Some new technologies, such as presence, are not fullySome new technologies, such as presence, are not fullyunderstood.understood.

••Best practices around the use of UC are not well-definedBest practices around the use of UC are not well-definedor well-developed.or well-developed.

Gartner Market Overview of Unified CommunicationsGartner Market Overview of Unified Communications

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““Communications integrated to optimizeCommunications integrated to optimize

business processes.business processes.””Don Van Doren

Vanguard Communications / UCStrategies.com

Our Working Definition of Unified CommunicationsOur Working Definition of Unified Communications

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Leadership Needed to Change Our Sales CulturesLeadership Needed to Change Our Sales Cultures

Previous CompetenciesPrevious Competencies New CompetenciesNew Competencies

Technical Expertise Business Acumen

Hardware and Boxes Software and Services

Product Knowledge Product Usage Knowledge

Siloed Products Network as the Platform

Selling to IT Department Working with Line-of-Business Execs

Cisco Leads, Partner Follows Cisco/Partner Collaborative Effort

Short-term Transactional Focus Transactional AND Transformational

Managing to the Number Managing to What Produces the Number

Cisco/Partner-centric Approach Customer-centric Approach

Network Assessments Business Process Consulting

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Belief Systems

Strategies

Skills

Steps to Success

Factors That Determine Real-World Selling BehaviorsFactors That Determine Real-World Selling Behaviors

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1.1. Lack of alignment to support change-management processLack of alignment to support change-management process

2.2. Skepticism and natural resistance to change by salespeopleSkepticism and natural resistance to change by salespeople

3.3. Lack of relevant messaging tools to support new conversationsLack of relevant messaging tools to support new conversations

4.4. Salespeople are told Salespeople are told whatwhat to do, but not to do, but not howhow to do it to do it

5.5. Inadequate management reinforcement of desired behaviorsInadequate management reinforcement of desired behaviors

6.6. ““Training dTraining d’’jourjour”” approach dilutes focus need to affect change approach dilutes focus need to affect change

7.7. Lack of clear quantitative and qualitative success metricsLack of clear quantitative and qualitative success metrics

7 Reasons Why Training Fails to Change Behaviors7 Reasons Why Training Fails to Change Behaviors

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1.1. Management Alignment and Commitment to GoalsManagement Alignment and Commitment to Goals

2.2. Sales Team Awareness, Inspiration, and MotivationSales Team Awareness, Inspiration, and Motivation

3.3. Development of Effective Sales-Ready MessagingDevelopment of Effective Sales-Ready Messaging

4.4. Implementation of Tactical Sales MethodologyImplementation of Tactical Sales Methodology

5.5. Development of Management Coaching SkillsDevelopment of Management Coaching Skills

6.6. Congruent Development of CompetenciesCongruent Development of Competencies

7.7. Quantitative and Qualitative Success MetricsQuantitative and Qualitative Success Metrics

Transactional to Transformational Selling FrameworkTransactional to Transformational Selling Framework

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CreatingManagement

Alignment

Awareness,Inspiration,

& Motivation

DevelopSales-ReadyMessaging

ImplementTactical SalesMethodology

ManagementCoaching &

Reinforcement

ValidatedSuccessMetrics

BuildingDepth/Breadth

of Expertise

PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 PHASE 6 PHASE 7

Transactional to Transformational Selling Framework

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CreatingManagement

Alignment

Awareness,Inspiration,

& Motivation

DevelopSales-ReadyMessaging

ImplementTactical SalesMethodology

ManagementCoaching &

Reinforcement

ValidatedSuccessMetrics

BuildingDepth/Breadth

of Expertise

ExecutiveAlignmentWorkshop

Cisco UCASPIRE! 2.0

Workshop

Sales-ReadyMessagingWorkshop

CustomerCentric Selling

Workshop

Coaching &Managing aCCS Team

Outsell theCompetition inUnified Comm

Quantitative &Qualitative

Assessment

Networkas the

Platform

Demystifyingthe ContactCenter Sale

ApplicationsDiscoveryProcess

Sales Mgmt,Channels

Mgmt, IBSG,Field Mrktng,Partner Mgmt

AM, SE, PSS,CAM, RM, SEM,

Partners

Field Mrktng,Corp Mrktng,

IBSG, Tools &Programs,Partners

AM, SE, PSS,CAM, RM,

SEM, Partners

RM, SEM,Sales Mgmt,Partner Mgmt

AM, SE, PSS,CAM, RM,

SEM, Partners

Sales Mgmt,Channels

Mgmt, IBSG,Field Mrktng,Partner Mgmt

PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 PHASE 6 PHASE 7

Attendees

Selling the Value of the Cisco Smart Business Communications System (SBCS)

Implementation Example of Framework Principles

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1.1. Business executives want Business executives want outcomesoutcomes; not ; not ““solutionssolutions””

2.2. Your greatest competitive advantage is Your greatest competitive advantage is howhow you sell you sell

3.3. Pull resources from Context to re-focus them on Pull resources from Context to re-focus them on CoreCore

4.4. Business process change; Business process change; vitalvital to customer success to customer success

5.5. Changing selling behaviors is a Changing selling behaviors is a processprocess; not an event; not an event

5 Key Points to Take Back Home and Drive Success!5 Key Points to Take Back Home and Drive Success!