A Seat At The Table
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Transcript of A Seat At The Table
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A
S E A T at the
T A B L E
Marc Miller, CEOSogistics Corporation r
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Discussion
How to earn a “seat at the table” – reserved for those few salespeople who make a strategic
impact
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Why is it critical you gain a “seat?”
1. Change in Buying
2. New Sheriff in town
3. Create Demand w/ Executives
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DCustomer Voice
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Self-Rating?
9.9
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Sustainability
CEO & Corporate Turnover
New Realities: Transparency,
Standardization, Globalization,
and Shortened Lifecycles
Good to Great
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Your Customers
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Eliminate Hidden Costs
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Productivity
Kakuzen Solutions
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Bank Case Study
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Express Courier Service: $14mm
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Know-How
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“Thank you. That $4 million you helped us save allowed us to build 3 new bank branches last year.”
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The Other Half…..
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Crowded Competitive Field
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Differentiate
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Two Wallets
Today
Future
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Today Wallet
Standardization
Predatory Competitors
Transparency
Traditional Discussion
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Today Wallet
Mid-Level
Budget-constrained
Un-winnable Game
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Today
Future Wallet
Different Discussion
Future Goals & Strategies
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Today
Future Wallet
Connect to Strategy
Senior Level –
Risk/Reward Decisions
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How?
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The two questions…
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Mickey, Genentech
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“I help hospitals build centers of excellence …”
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Conversation?
Workflow ProcessesAnalysis
Best Practices Sharing
Feedback Loops
Peer-to-PeerData Extraction
Brainstorming
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“The less I talk about products, the more products I sell.”
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“…part of our team.”
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“She gets it, she gets us”
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What business are you in?
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Strategy dictates spend.
To change spend, change strategy
Rules on Connecting to Strategy
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Red Ocean Strategy
Mature Products
Competitive Markets
Slow Growth
Deteriorating Margins
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Blue Ocean Strategy
Unique Products
New Innovations
New Markets
Premium Margins
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Resource Spend
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Strategy: Customer Money-Making
Non-Mission
Critical
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
I
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Strategy: Customer Money-Making
Outsource
Non-Mission
Critical
OptimizationDeployment
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
IInnovation
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MoneyMaking Strategy
OutsourceNon-Mission
Critical
OptimizationDeployment
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
I
Innovation
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MoneyMaking Strategy
Non-Mission
Critical
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
IInnovation
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MoneyMaking Strategy
Non-Mission
Critical
Deployment
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
IInnovation
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MoneyMaking Strategy
Non-Mission
Critical
OptimizationDeployment
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
IInnovation
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MoneyMaking Strategy
Outsource
Non-Mission
Critical
OptimizationDeployment
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
IInnovation
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Which Quadrants Do You Add Value to?
Outsource
Non-Mission
Critical
OptimizationDeployment
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
IInnovation
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Wednesday, September 23, 2009
Key
To create demand, you must connect to bothred and blue ocean customer strategies.
Why?
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Your Top Customers: Sustainability Strategy?
Outsource
Non-Mission
Critical
OptimizationDeployment
Mission
Critical
Red OceanBlue Ocean
IV
IIIII
IInnovation
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Question
How Learn Customer Strategy?
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Wednesday, September 23, 2009
52
F.O.C.A.S.: Execution Discipline
Fact Questions
Objective Questions
Concern Questions
Anchor Questions
Solution Questions
See “A Seat at the Table” book
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Your Customers
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Hidden, Bloated Costs
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Productivity
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Crowded Competitive Field
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Differentiate
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Your Value: Vision & Perspective
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Businesspeople Who Sell
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Remember
All the customer cares about is value!
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r
Marc Miller [email protected] www.sogistics.com
Focus on the promise, not the prize
Double Down on the Analytics
Read “A Seat at the Table” (amazon.com)
Get Smarter Faster: Get a Smartpen! (www.smartpenz.com)