Recovering from IMS Failures IMS Queues - IMS UG May 2014 San Ramon
EIPP IMS Workshop - Neural Impact
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Transcript of EIPP IMS Workshop - Neural Impact
Mark Stuyt
About Mark:
Founder – Chief Engagement Officer
25 year sales professional (CA, Pivotal CRM, PeopleSoft,
SAP)
Advisor to Microsoft & Tier 1 & 2 Microsoft AX/NAV/CRM
Partners: Europe, North America, Asia
Creator: Microsoft Accelerated Selling Methodology
Creator: Microsoft Industry Acceleration Content
Mark’s contact info:
(604) 617-8522
Website
The Cloud Buyer Profile
Engagement Science
Reimagining Customer Acquisition
Marketing as a Strategic Imperative
Tribal/Industry Engagement
Selling in the Cloud
Cloud Services Impacts
Valuation Drivers & Business Model Impacts
What Will You Learn?
EIPP Program – Key Outcomes/Takeaways
5 Leadership & 8 Industry Sales & Marketing workshops delivered to over
500 partner leaders
65 Industry Acceleration Workshops delivered in 1:1 sessions with partners
100 Partners in Program today: FR, UK, GER, WE (SWE, FIN, AUS, CH, SP, BL,
NL), MEA
Roots in GR2G/CSS
Only 31% of partners have a structured end-to-end marketing motion
Very limited BDM/WHY messaging and content
Heavy dependence on referrals and outbound telemarketing for lead generation
Numerous cancelled or delayed website projects
Majority of partners drive a 20% win rate
Timeline WE/MEA Industry Partner Program
Emotional messaging framework Nurture content calendar
Sales whiteboard template Disruptive service offering
November 2014
Industry Program
Kickoff
November 2015 – June 2016
28 1:1 EIPP Partner workshops
UK, FR, DE
June 2015
AT, CH, Leadership
& IMS Workshop
Novermber 2015
ES, NL, BE
Leadership &
IMS
Workshops
January 2016
DK, NO, IT Leadership
& IMS Workshops
February 2016
Emotional Website Audits
EIPP partners
March 2016
Digital Engagement Workshop
April 2016
CRM EIPP Leadership
& IMS Workshops
April 2016
IPP Whiteboatrd Workshop
December 2016
MEA Leadership
& IMS Workshops
Cloud Adjustments
Develop IP
(Differentiation)
Make
Marketing
Strategic
Adjust Sales
Process
Create New
Packaged
Services
Determine
Business Model
Implications
Develop IP
(Differentiation)
Make
Marketing
Strategic
Adjust Sales
Process
Create New
Packaged
Services
Determine
Business Model
Implications
The Cloud Buyer
Buyer 2.0Self Educating
Wants to be in Control
External Validation
Accelerated Time-to-
Value
Fear Consciousness
Industry Orientation
Will find you before you
find them!
Our average attention span
has dropped to 8 seconds,
one second less than a
goldfish.
HISTORICAL PROOFRESEARCH
The Cloud Buyer
Economic
• Demand has shifted to favor vertically-specific solutions
• Traditional “services” business model under pressure
• IP becoming both a strategic differentiator and economic necessity
Marketing:
• Moving from tactical necessity to strategic growth engine
• Prospects will find you before you find them: higher volume of lower value “leads”
• Meaningful content creation becoming increasingly critical
Sales:
• Selling cycles will continue to contract
• Solution Selling far less effective
• Increasingly difficult to differentiate on product
Differentiation
Logical
(Historical)
Differentiation
Product Advantage
Pricing Advantage
Geographical Advantage
People Advantage
Emotional
(Modern)
Differentiation
Industry/Vertical Content
Knowledge Advantage – Teaching Moment
Change Selection Criteria/Process
Executive Bias
Lower Risk Profile/Safety
Differentiated
Competitive
Position
Undifferentiated
Market Pricing Premium
Relevant to
Needs of
Customer
Irrelevant to
The Experience Economy – Pine & Gilmore (2011)
Commodities
Extract
Goods
Manufacture
Services
Deliver
Experiences
Stage
$1.35
$14.99
$50
$150
$600
Differentiated
Competitive
Position
Undifferentiated
Market Pricing Premium
Relevant to
Needs of
Customer
Irrelevant to
The Experience Economy – Pine & Gilmore (2011)
Applications
Configure
Solutions
Implement
Business Services
Outsource
Transformation
Advise
Telephony
ERP (GP, NAV, AX)
CRM, Marketing Automation,
Social Media Leverage
Document Management &
Workflows (SharePoint)
Office 365, Intune,
Managed Services
BI, Dashboards, Data Services
Mobile Access
Business Process Consulting
Customer
CuratorIndustry
Partner
ISV
IP Extension
Psychology of Engagement
e-motion
.
.
5%Conscious
Logical
Price
Features
Functions
Emotions
Cognitive Biases
Engagement Experience
95%Unconscious
Intuitive
Primacy &
Recency
Premature
Cognitive
Commitment
Confirmation
Bias
Consistency
Principle
Profile Anchor Collaborate Confirm Commit
Emotional
Discovery
BDM
Whiteboard
BIA
Workshop
Solution
Demo
Proposal
Presentation
STP
Strategic
Tipping
Point STP
Bias
Creation
Solution
Selling
SALES CYCLE
SA
LES S
KIL
LS
Cloud
Selling
Skills Shift
Behavioral Economics Summary
Buying Decisions Are Made Early
Emotions Drive Decisions
Tribal Member = Safety
Safety (Fear) > Greed
Why > (How + What)
Redefining Customer Acquisition
HISTORICAL PROOFRESEARCH
Few partners currently nurture their prospects.
In the past marketing created a lead (10%) handed it to sales for closure.
Outbound marketing (telemarketing, e-mail, events) no longer works
Triage has become strategic
to.
Get Found Convert PromoteNurture
Industry Focus
Thought Leadership
SEO, SEM, Social
Digital Engagement
Calls-to-Action
High Value Offers
Build Relevance
Remain in Conscience
CRM/Automation
Frictionless Sales
Hand-Off
Triage
Sales Engagement
Nurture Marketing
Lead
WHAT
The right content will engage the right personas
.
HOWWHY
Prospects will find you long before you find them
Two primary prospect types
Higher volume of lower value “leads”
Requirement for unbiased/3rd party content
Emotion based INDUSTRY messaging
Nurture has become a necessity
Creating Emotional Industry Messaging
No Window Shopping for AX
Industry
Drivers &
Market
Forces
Industry
Driver
Impacts
Project
Objectives
Challenges
& Barriers
Solution
Requirements
Business
Case Impact
EXTERNAL pressures that FORCE organizations to invest in new business systems!
Economy
Regulatory Change
Suppliers
Competition
Customers Behavior
Declining Revenue
Margin Pressure
Limited Differentiation
Industry Drivers &
Market ForcesMeasurable Impacts
Usually a surprise
Identifies a significant business challenge
• Lost a strategic customer
• Missed earnings call
• Key metric violation
• Inventory write off
• Merger or acquisition
• Bad decision
GrowthMerger or acquisition
Large or complex new project
Service/Geo expansion
FearLost a key customer
Lost a strategic bid
Signed a bad/high risk contract
Project overrun or missed milestone
Project write-off
Utilization <70%
Increase margins/profitability
RiskSystem Failure/obsolescence
Compliance penalty
Litigation
ControlPoor decision (due to bad data)
Change in leadership
“WH
Y”
Em
otio
nal
Trigger Eve
nts
The ROOT CAUSE/SOURCE of the Trigger Event
Inventory
Management
Scheduling
Billing
Merchandising
Loyalty Mgmt.
Mobile, EDI, POS Integration
Business Challenge or
Business ProcessKey Requirement
Project Collaboration
Resource Planning
Project Management
Field Service
Budgeting & Forecasting
Time & Expense, Billing
Project Accounting
Scheduling
Billing
Estimating
Inventory Control
Client/Opportunity Mgmt
Marketing Campaign Mgmt
“HO
W”
Str
ategic
Business
Pro
cess
es
Team Workspaces
Compliance Reporting
Dashboards – KPIs/Reporting
Jobsite Mobility
Mobile Time Capture
Web Services
BMI Integration
Records Management
Cloud
EDI
Subscription Licensing
“WH
AT”
Key
Feat
ure
s &
Tech
nolo
gy
Features
Requirement
IT
Team Workspaces
Compliance Reporting
Dashboards –
KPIs/Reporting
Jobsite Mobility
Mobile Time Capture
Web Services
BMI Integration
Records Management
Cloud
EDI
Subscription Licensing
Text
HOW
Function
Business Process
Management
Fin. Consolidation
Project Collaboration
Resource Planning
Project Management
Field Service
Budgeting & Forecasting
Time & Expense, Billing
Project Accounting
Scheduling
Billing
Estimating
Inventory Control
Talent Mgmt
Project Profitability
Subcontractor Mgmt
Equipment Mgmt.
Client/Opportunity Mgmt
Marketing Campaign
Mgmt
RFI/Bid/Proposal Mgmt
Forecasting
HR/Payroll
Billing
Text/Video
WHY
(Trigger Event)
Metric
Business Challenge
Leadership
GrowthMerger or acquisition
Large or complex new project
Increase margins/profitability
FearLost a key customer
Lost a strategic bid
Signed a bad/high risk contract
Project overrun or missed milestone
Project write-off
Utilization <70%
Increase margins/profitability
RiskSystem Failure/obsolescence
Compliance penalty
Litigation
ControlPoor decision (due to bad data)
Change in leadership
Dialogue/Video
WHATMarket Forces &
Industry Drivers
Economic:All major private sectors
showing growth
Federally funded construction
down sharply
Recession flooded market with
independent contractors
Regulatory:Rapidly changing
building/zoning codes
Global “green/sustainable”
standardization
Impending demand based on
pending legislation
Competitive:M&A - larger, specialized
competitors
Aggressive discounting
New solution/service offerings
Predatory hiring practices
Customer:Risk resistant buyers (fixed fee
projects/penalties)
Price driven award criteria
Changing solution
requirements (green)
Increasing expectations
Impacts
Economic:Growing backlog
Larger projects
Resource scarcity
Increasing employee attrition
Increasing labor costs
Regulatory:Requirement for specialization
and training in new “green”
standards/building practices
Increase in compliance and
litigation risk
Capacity planning
Competitive:Increasing lost bids
Declining margins (BMR)
Increasing sales cost
Declining project profitability
Limited differentiation
Customer:Declining customer loyalty
Increased project risk
Declining project profitability
Increasing litigation, legal costs
& settlements
Increase in “rework”
Declining utilization
IP/Product
Development
Prioritization
Marketing
Messaging &
Assets
Sales
Engagement &
Assets
Executing The Industry Shift
350,000,000
40,000
10,000
151
A phenomenon characterized by the unconscious redirection of feelings from one person to another
Drives an unconscious affinity for people who are similar to you
A tribe, is a social group of humans connected by a shared
system of values and organized for mutual care, defense,
and survival beyond that which could be attained by a lone
individual or family.
Industry (Tribal) Selling
Profile Anchor Collaborate Confirm Commit
Emotional
Discovery
BDM
Whiteboard
BIA
Workshop
Solution
Demo
Proposal
Presentation
STP
Strategic
Tipping
Point STP
Facilitate BDM whiteboard
Validate the project business benefits in economic/risk terms
Create an emotional bias (strategic tipping point)
Change Something (scope, process, business case, risk profile, etc.)
Anchor Objectives
Progressive Disclosure
Visual Superiority Effect
Interactive
• Drives engagement - PowerPoints?
• Extends interaction time
• Differentiates
• Appeals to the buying brain
• Always goes the extra
mile
• Doesn’t give up easily
• Self-motivated
• Interested in feedback
and development
• Always has a different
view of the world
• Understands the
customer’s business
• Loves to debate
• Pushes the customer
• Reliably responds
• Ensures that all
problems are solved
• Detail oriented
• Follows own
instincts
• Self-assured
• Independent
• Builds strong customer
advocates
• Generous in giving
time to help others
• Gets along with
everyone
Hard Worker Challenger Relationship Builder
Lone Wolf Problem Solver
© 2013 CEB. All Rights Reserved.
20%
54%
25%
25%
26%
10%18%
7%11%
4%
Low Complexity Sale High Complexity Sale
Relationship Builder
Problem Solver
Hard Worker
Lone Wolf
Challenger
Perc
en
tag
e o
f H
igh
Perf
orm
ers
© 2013 CEB. All Rights Reserved.
Customers are immune to solution selling techniques (pay people to keep us out)
Technology has out-paced the capabilities of the majority of today’s sales professional
Sales professionals need content and consulting skills - only 20-25% will transition
Industry (Tribal) Services
Services
$
$
$
$
$
$
Consult Design Implement Integrate Maintain Manage Adopt
Project
Services
Support
Services
Traditional Services Portfolio
Services
$
$
$
$
$
$
Consult Design Implement Integrate Maintain Manage Adopt
Project
Services
Disruptive
Services
Optimization
Services
Industry Services Portfolio
• Business Impact Assessment
• Leadership Workshop
• Business Process Review
• Technical Readiness Assessment
• Vision and Scope Definition
• Proof of Concept
• Business Case Expansion/Validation
• Business/Project Risk Assessment
• Cloud Readiness Assessment
Disruptive Services - Examples
Business Model Impacts
Total revenue levels?
Total revenue growth?
Recurring revenue levels?
Recurring revenue growth?
Profitability (EBITDA)?
Gross margins?
Recurring margin?
Others?
Recurring revenue growth?
Gross margins?
• Solution Analysis, Scope, &
Design
• Configuration
• Customization
• Installation
• Training
• Reactive Help Desk
Support
• Pro-active Solution
Maintenance
• Troubleshooting
• Mobile Device Connectivity
& Management
• Industry-specific
Functionality
• Function-specific
Workflows (e.g. HR,
Procurement)
• SharePoint-Based
Workflows
• Office Connectivity &
Other Plug-Ins & Add-ons
• External Portals for End
Customer Information
• Pre-Configured
Dashboards
• Dynamics Software
Potential ValuationTraditional Revenue
Business
Recurring Revenue
(Cloud) Business
Revenue Multiple 0.2-1.5x 2-6x
EBITDA Multiple 2-2.5x 5-14x
IDC Partner Valuation Study 2014
Is based on recurring revenue
Drives higher valuations, because of that recurring revenue (2-4x more)
Contains some form of Partner-generated IP
Requires successfully navigating the “cash flow trough”
Differentiation is anchored in “industry solution sets”
Moving Into Action….
Five StepsTribal Evidence (IP Inventory)
Emotional Messaging Framework
Content Calendar
Sales Engagement Whiteboard
Disruptive Service Offering
Behavioral Economics Summary
Buying Decisions Are Made Early
Emotions Drive Decisions
Tribal Member = Safety
Safety (Fear) > Greed
Why > (How + What)
What ‘landed’ today?
