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Transcript of The ISBM Spring Meeting - s3.amazonaws.com 4… · 28.02.2013 · The ISBM Spring Meeting From...
The ISBM Spring Meeting
From Data, to Insight, to Action:
Mobilizing Customer and Market Insight
to Drive Profitable Growth: B-to-B …Keys and Concrete “How To’s” for Marketers in Gathering and
Leveraging Customer and Market Knowledge
An Overview/Summary
ISBM Members Meeting– February 27-28, 2013:
The Renaissance Tampa International Plaza Hotel
Better Enable You and Your Team To:
• Bring Insight to Your Innovation Process
• Mobilize Insight for Strong Value Propositions
• Use Data to Reduce Customer Churn
• Understand the Role of “Big Data” in B-to-B
• Learn From Member Cases
…And More
1
TM
Our Objectives –
Better Enable Members to:
Better understand the nature of "Insight" itself --the
places/people it comes from, processes for gaining it,
Learn and deploy new frameworks, tools, and
approaches to getting and mobilizing Insight from
diverse sources: Customers, Markets, More…
Gain know-how from ISBM Member cases:
What works and what doesn’t
Plenty of time to learn from one another, build
connections and dialog..
2
ISBM Members Meeting, February 27-28, 2013
Renaissance Tampa International Plaza Hotel
Wednesday, February 27, 2013 8:00 a.m. Introduction/Welcome
8:30 a.m. Larry Prusak, Thought Leader, Author, Founder, IIM
“What is Insight: Getting it, Using it, Profiting from it"
9:15 a.m. Networking Break 9:45 a.m. Philip Fracassa, Sr. VP, Planning and Development, Timken “Mobilizing Customer Segmentation Insights: A Transformation Underway at Timken”
10:30 a.m. Break
11:15 a.m. Jerry Alderman, CEO/Author Valkre
“From Data, to Insight to Action:
Essentials for Understanding, Creating and Delivering
Superior Customer Value in Business Markets"
11:45 a.m. Networking Lunch (Costa del Sol Ballroom E-H) 3
Larry Prusak:
4
With Apologies -
- please don't tell him!
TM
What is Insight?
Getting it,
Using it,
Profiting from it.
5
The knowledge "got out" --
…everyone has it
Insight is what's scarce
6
Brilliance (given)
1. Luck
2. The Strength and
durability of his
network
Lessons in gaining insight:
Those who won a Nobel Prize
…and those who almost did…
7
"Network
with people
who have
different
toolsets
from
yours…" 8
Invest in Gaining Insight:
Set aside time
Read and engage with the
right sort of stuff…
Set the stage for
separating "Signals" from
"Noise" in an
environment where the
"Signal to Noise Ratio" is
quite poor.
Signal
Signal + Noise
9
"See through the noise:"
Manage your knowledge and
your network to:
"Be the fertile ground"
for Insight
10
Change Your Story:
See the world and
yourself from a
different perspective
11
ISBM Members Meeting, February 27-28, 2013
Renaissance Tampa International Plaza Hotel
Wednesday, February 27, 2013 8:00 a.m. Introduction/Welcome
8:30 a.m. Larry Prusak, Thought Leader, Author, Founder, IIM
“What is Insight: Getting it, Using it, Profiting from it"
9:15 a.m. Networking Break 9:45 a.m. Philip Fracassa, Sr. VP, Planning and Development, Timken “Mobilizing Customer Segmentation Insights: A Transformation Underway at Timken”
10:30 a.m. Break
11:15 a.m. Jerry Alderman, CEO/Author Valkre
“From Data, to Insight to Action:
Essentials for Understanding, Creating and Delivering
Superior Customer Value in Business Markets"
11:45 a.m. Networking Lunch (Costa del Sol Ballroom E-H) 12
CREATING VALUE THROUGH STRATEGIC CUSTOMER SEGMENTATION
Philip D. Fracassa
Senior Vice President
Corporate Planning & Development
13
MARKET ECONOMICS / COMPETITIVE POSITION
14
Phil Fracassa,
Timken
14
Customer Financial
Attractiveness
(Ability to compete)
Value proposition fit H
H
L
CUSTOMER SEGMENTATION – 2007/2008
15
15
-50%
-40%
-30%
-20%
-10%
0%
10%
20%
30%
40%
50%
20% 30% 40% 50% 60% 70% 80% 90% 100%
Fin
anci
al A
ttra
ven
ess
Value Propostion Fit
2008: Financial Attractiveness vs. Value propostion Fit
Increasing Shareholder Value
Decreasing
Shareholder Value
Zero EBIT
Positive EP
Negative EP
Cost of Capital
FINANCIAL ATTRACTIVENESS VS. VALUE PROPOSITION FIT - 2008
16
EP = Economic Profit
16
-50%
-40%
-30%
-20%
-10%
0%
10%
20%
30%
40%
50%
20% 30% 40% 50% 60% 70% 80% 90% 100%
Fin
anci
al A
ttra
ctiv
en
ess
Value Proposition Fit
2011: Financial Attractiveness vs. Value propostion Fit
Increasing Shareholder Value
Decreasing
Shareholder Value
Zero EBIT
Positive EP
Negative EP
Cost of Capital
FINANCIAL ATTRACTIVENESS VS. VALUE PROPOSITION FIT -
2011
17
EP = Economic Profit
17
TIMKEN FINANCIAL PERFORMANCE
18
0%
2%
4%
6%
8%
10%
12%
14%
16%
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
EBIT
Mar
gin
Sale
s ($
M U
SD)
Historical Timken Sales and EBIT
18
• Must tie to corporate strategy
• Alignment with business leadership
• Customer Segmentation must tie to your Value Proposition
• Must have internal alignment to segmentation
BIG TAKEAWAYS
19
19
ISBM Members Meeting, February 27-28, 2013
Renaissance Tampa International Plaza Hotel
Wednesday, February 27, 2013 8:00 a.m. Introduction/Welcome
8:30 a.m. Larry Prusak, Thought Leader, Author, Founder, IIM
“What is Insight: Getting it, Using it, Profiting from it"
9:15 a.m. Networking Break 9:45 a.m. Philip Fracassa, Sr. VP, Planning and Development, Timken “Mobilizing Customer Segmentation Insights: A Transformation Underway at Timken”
10:30 a.m. Break
11:15 a.m. Jerry Alderman, CEO/Author Valkre
“From Data, to Insight to Action:
Essentials for Understanding, Creating and Delivering
Superior Customer Value in Business Markets"
11:45 a.m. Networking Lunch (Costa del Sol Ballroom E-H) 20
DATA TO ACTION:
SPEED OF THE GAME
ISBM : Winter Meeting
February 27, 2013
21
MARKETING IS THE NEW PROFITABLE GROWTH CHANNEL
© 2013 Valkre Solutions, Inc. 22
Marketing
Data Insight Action
There is real business downside What is your plan?
Marketing
Customer Supplier Sales
22
Jerry Alderman
23
24
1:15 p.m. Abbie Griffin; ISBM Fellow, University of Utah
“Gathering and Mobilizing Insight Direct from the Customer:
Lessons from 'Serial Innovators'"
2:00 p.m. Networking Break
2:30 p.m. George Parr, Optimal Strategix, (Former CMO; Diversey)
“Creating and Mobilizing Segmentation Insight to
Drive Growth Strategy: A Case Study”
3:15 p.m. Networking Break
3:45 p.m. Pam Brown, Global Manager-Customer/Market Insight; DuPont
“ Mobilizing a Strategic Information Resource:
A Journey in Progress”
4:30 p.m. Wrap-up/Summary Discussion
6:00 p.m. Networking Reception/Dinner (La Fuente Courtyard)
ISBM Members Meeting, February 27-28, 2013
Renaissance Tampa International Plaza Hotel
Wednesday, February 27, 2013
25
Insights from
Serial Innovators -
The path to success:
“You have to synthesize new solutions to
existing problems.”
“In order to make a company successful, you have to
have a product that people really need. When you call up
and talk to a wide banner of customers who say the
same thing, you know you have an opportunity. They
don’t have an invested interest other than to get their
problem solved.”
“Innovators must make sure that the product meets that
customer’s needs and makes him money and makes him
look good.”
Dr. Abbie Griffin
26
27
Serial Innovator Model: Process
28
From this arises DIY needs
gathering as a process
“Every person on the team has an obligation
to understand our market deeply. This
comes from 2 beliefs:
1. None of us do.
2. The market morphs and so we need to
have a lot of antennae out there to
discern the wheat from the chaff.”
29
Process Steps for Finding and
Understanding
Build rapport
Observe
At the customer location
Ask “Why” questions
Listen effectively
30
Creating the Solution
Enlist “Customers of Difference”
Indwell: live with the problem
Tom Osborn
Simultaneous focal and subsidiary
awareness (forest and trees)
31
1:15 p.m. Abbie Griffin; ISBM Fellow, University of Utah
“Gathering and Mobilizing Insight Direct from the Customer:
Lessons from 'Serial Innovators'"
2:00 p.m. Networking Break
2:30 p.m. George Parr, Optimal Strategix, (Former CMO; Diversey)
“Creating and Mobilizing Segmentation Insight to
Drive Growth Strategy: A Case Study”
3:15 p.m. Networking Break
3:45 p.m. Pam Brown, Global Manager-Customer/Market Insight; DuPont
“ Mobilizing a Strategic Information Resource:
A Journey in Progress”
4:30 p.m. Wrap-up/Summary Discussion
6:00 p.m. Networking Reception/Dinner (La Fuente Courtyard)
ISBM Members Meeting, February 27-28, 2013
Renaissance Tampa International Plaza Hotel
Wednesday, February 27, 2013
32
©2013 | Optimal Strategix Group | www.optimalstrategix.com 33
A Fact-Based Value Proposition Development Was At The Core Of Our Growth Strategy For The Business
How does the market segment?
Which segments should we target?
• Primary
• Secondary
• Opportunistic
How does the market segment?
Which segments should we target?
• Primary
• Secondary
• Opportunistic
Segmentation &
Targeting
Segmentation &
Targeting
Points of Preference
• What will inspire loyalty?
Points of Difference
• What will differentiate us?
Points of Entry
• What is required to compete?
Points of Preference
• What will inspire loyalty?
Points of Difference
• What will differentiate us?
Points of Entry
• What is required to compete?
Value Proposition Value Proposition
Deliver Ideal End User Experience
• Offering (Product & Service)
• Brand/Communication
• Channel
• Pricing
Deliver Ideal End User Experience
• Offering (Product & Service)
• Brand/Communication
• Channel
• Pricing
Go-To-Market Strategy Go-To-Market Strategy
GROWTH STRATEGY
Empirical Customer & Market Insights
Value Creation Value Creation Delivery Delivery
33
George Parr
33
©2013 | Optimal Strategix Group | www.optimalstrategix.com 34
Sustainable Profitable Growth Requires A Multi-dimensional And Disciplined Approach ….
34
CATEGORY/MARKET
Level Insights
CATEGORY/MARKET
Level Insights
PRODUCT
Level Insights
PRODUCT
Level Insights
END CUSTOMER Usage Insights
END CUSTOMER Usage Insights
Market-Level & Customer Needs-
Based Research
Product-Level Benefits Hierarchy
Research
Ethnographic and U&A Research
Market
Insights
34
©2013 | Optimal Strategix Group | www.optimalstrategix.com 35
The Power of Segmentation Provide a Robust and Complete Understanding of the Customer
Solutions-Based
• Manufacturing
• 45,000 sqf
• 630 kW demand
• Buys through a broker
• Hassle-free support
• Manufacturing
• 41,000 sqf
• 870 kW demand
• Buys online
• Changes providers often
• Protection against the
unexpected
• Manufacturing
• 38,000 sqf
• 300 kW demand
• Buys online
• Shops for best rates
• Lowest price
“Firmographic”
• Manufacturing
• ~40,000 sqf
• 250-1,000 kW demand
• 3+ locations
Behavioral
• Manufacturing
• 41,000 sqf
• 300 – 900 kW
• Buys online
• Changes providers often
• Shops for best electricity rates
• Manufacturing
• 45,000 sqf
• 630 kW demand
• Buys through a broker
• Establishes long-term contracts
Good Better Best
• 10-18% Topline Growth • 6-8% Bottom Line Growth • 10-18% Topline Growth • 6-8% Bottom Line Growth
Market
Insights
35
©2013 | Optimal Strategix Group | www.optimalstrategix.com 36
Resulted in a fact-based understanding of each segment characteristics and profile
Segment Interpretation:
This type of customer wants to
partner directly with a cleaning
chemicals company to improve
cleaning results for their site(s).
These customers are highly
collaborative, see differences in
cleaning chemical companies
and would rather use a single
manufacturer for all of their
needs. They want the
manufacturer to get to know
their business and provide
advice as they believe
distributors provide biased
information.
Further Defining Attitudes
Total Respondents: 18% Total Spend: 24% Spend Index: 128
Enhance your company’s reputation
Cleaning chem. co’s should find ways to reduce operating costs
Prefer to work with co that allows you to purchase chems, serv, equip from one source
Willing to pay more for environmentally friendly
Prefer self-service tools that help me choose products and resolve problems
Distributors provide unbiased info
Cleaning chem. co’s are all the same
Do seek advice from
cleaning chemical
companies
Prefer cleaning chemical
companies that can
enhance their cleaning
results
Value collaboration with
sales people
Believe tools and
accessories are essential to
enhancing cleaning results
Rely on chem. cleaning co’s
to comply with sanitation
standards
0.52
Discriminating Attitudes
0.31
0.6
0.53
-0.19
-1.09
-0.75
-2 +2
Variance from the overall mean
Performance
Partners
Market
Insights
36
©2013 | Optimal Strategix Group | www.optimalstrategix.com 37
Brand Was Positioned To Appeal To Target Segments And Activate Marketing Strategy Successfully
37
Target
To business and facility owners and managers who want more from cleaning and sanitation solutions and they seek partners who have the expertise to deliver them
Frame of Reference
Diversey is the cleaning, sanitation and hygiene solutions provider …
Point of Difference
who is the leading expert in superior and sustainable performance
Reasons to Believe
superior performance, results you need, enhance your reputation, right solutions, integrated product solutions, leading edge solutions, what you need when and where you need it
‘Green’ Leadership (superior knowledge & expertise) and ‘Green’ Enablement (helps transition to green)
Brand Essence
PoP
Points
of Difference
Points of Entry
Brand Equity
37
1:15 p.m. Abbie Griffin; ISBM Fellow, University of Utah
“Gathering and Mobilizing Insight Direct from the Customer:
Lessons from 'Serial Innovators'"
2:00 p.m. Networking Break
2:30 p.m. George Parr, Optimal Strategix, (Former CMO; Diversey)
“Creating and Mobilizing Segmentation Insight to
Drive Growth Strategy: A Case Study”
3:15 p.m. Networking Break
3:45 p.m. Pam Brown, Global Manager-Customer/Market Insight; DuPont
“ Mobilizing a Strategic Information Resource:
A Journey in Progress”
4:30 p.m. Wrap-up/Summary Discussion
6:00 p.m. Networking Reception/Dinner (La Fuente Courtyard)
ISBM Members Meeting, February 27-28, 2013
Renaissance Tampa International Plaza Hotel
Wednesday, February 27, 2013
38
Major Methodologies and Tools that we used early in our journey to
Create the Intelligence Services Center of Excellence
1. Stakeholder Needs Assessment
2. Maturity diagnostic
3. Launch of a Corporate Best Practice Intelligence Cycle
4. Training to Embed best practices
5. Highlight of a few Supportive Tools
A. Company and Landscape Monitoring
B. Web Enabled Customer Intelligence
C. Country level specific market intelligence portals
39 39
Pam Brown
39
40 40
Methodology # 2: Maturity Diagnostic –How Well Is A BU Practicing Intelligence ?
Beginner Adv Beginner Intermediate Maturing Mature
Process
How is Intell
typically
conducted?
o Reactive.
o Ad hoc. As-
needed basis.
o Uncoordinated
infor- mation
purchases.
o Some secondary
info source
collection.
o Little or no
analysis.
o Regular secondary
info collection /
dissemination.
o Centralized
analysis with limited
scope.
o Some primary Intell
effort for KITs.
o Complex market
monitoring.
o On-going,
focused primary
Intell efforts for
KITs, KIQs.
o Advanced
analysis.
o Training for
relevant cross team
members.
o Primary and
secondary Intell
integrated into key
business
processes.
o Applied to key
decisions.
o Future-oriented
with early warning
system.
o Advanced
training available.
Tools
What tools
are used to
conduct
Intell?
o No specific or
dedicated tools.
o Dissemination of
special reports.
o Collection tools in
place. o
Structured access to
public info
. o Info
posted to shared
files. o SWOTs/ 5
Forces analysis.
o Fully integrated
content production.
o Alert generation.
o Info and analysis
posted to Web-
based portal.
o Collaboration
features for end
users.
Deliverables
How is Intell
typically
delivered to
users?
o Ad-hoc.
o One-offs.
o Special event,
market assessment
or project-based
reporting.
o Structured reports,
news-letters.
o Competitor
profiles.
o Targeted,
personalized alerts
to key
stakeholders.
o General and
deep-dive analysis.
o Presentations to
targeted audiences.
o Analyst
commentary
offered and
solicited. o
Regularly
scheduled analysis
and sharing.
o Analysis
integrated into key
decisions. Adapted from Hedin & Thieme and Husar & Gayoso, both 2010; Herring & Leavitt, 2011.
40
3rd Methodology: Launch of DuPont Corporate Best Practice
Intelligence Cycle
41
This cycle is deployed across all managing frameworks, Innovation, marketing and Sales
41
42 42
Category and Chain Focus
• Industry trends
• Technology/Patent/Regulatory Trends
• Market size, share, segmentation
• Leading indicators
• Demand sensing / forecasting
• M&A or JV activity
Customer Focus
• Ideation, unmet needs
• Concept, value proposition and positioning testing
• Needs-based segmentation
• Pricing sensitivity
• Awareness & image tracking
• Product satisfaction tracking
Company (us) Focus
• Sales by product or portfolio
• Production costs
• Marketing activities like promotion type or spend
• Historical customer sales or relationship data
• Patent estate and other technology benchmarking
Market Intelligence Information relative to
a company’s market(s)
TO
Determine market
opportunity,
penetration &
development metrics
Customer Intelligence Information about existing
or prospective customers
FOR
Increased understanding
of preferences &
behaviors
Competitive
Intelligence Advance understanding
of intent, capabilities and
activities of competitors
or other industry players
FOR
Better strategy and tactic
formulation
and action
Business
Intelligence Key past company
transaction data
FOR
Measurement and
benchmarking to
improve current
performance
Competitor Focus
• Profiling Competitors
• STEEP, PEST, SWOT or 4 Corners analysis
• Product benchmarking
• Technology benchmarking
• War gaming and scenario planning
• Collective intelligence
Moving Beyond Silo-ed Intelligence Disciplines to Holistic Intelligence
To Achieve More Integrated, Impactful Insights
42
BUSINESS X KNOWLEDGE PORTAL
Key Intelligence Topics (KITs)
“Y”
Key Benefits
Birds eye view on all key
aspects of market and
competitive landscape
including emerging threats
Daily gathering made
exponentially more efficient
Time is better spent on
valuable synthesis (i.e. “What
does it all mean?)
One-stop shopping for daily
information needed in prep for
customer visits; Ability to track
competitor activities in
response to sales tactics, etc.
By automating the
routinized tasks of CI,
resources are better
spent on communication
Collaboration Spaces Foster Enhanced Communication
Corporate
Leadership
BU
Leadership
Brand, Marketing,
& Product Mgrs.
Finance, MR,
Marcomm/PR & CR&D
Sales
43
Solving the Access to Sample: The DuPont Market Advisory Panel
Marketing leaders can investigate the attitudes, behaviors and opinions of this community using web enabled tools
The DuPont Market Advisory Panel is a global community of 4000 dedicated contacts, which include •Customers/Distributors •Specifiers/End Users •Retailers •Industry Experts In key strategic markets •Alternate energy •Food •Protecting Lives and the Environment •Electronics •Construction •Transportation
• Results available instantly
• $1/complete
• 50-75% response rate (compared to 10% for non-panelists)
• 44 languages for local customization
• Corporately sponsored spend and resources • Panelist serve for 2 years, with 4-8 touch
points/year. • We provide information on their markets in
return for their voice on steps in the strategic marketing process
44
Thursday, February 28, 2013 7:00 a.m. Continental Breakfast (Costa del Sol Ballroom E-H)
8:00 a.m. Convene
8:15 a.m. Jean Angus, Saint Gobain; Dan Adams, Advanced Industrial Marketing “Seven Practices for B2B-Optimized Customer Insights - And How Saint-Gobain Implemented Them”
9:15 a.m. Networking Break
9:45 a.m. Paulo Costa, Director, Advanced Analytics, Cisco
“The Wallet, Acquisition and Retention Program
at Cisco: Lessons, Pitfalls, Applications…”
10:30 a.m. Quick Break
10:45 a.m. George Brown, Blue Canyon Partners “Mobilizing Customer Insight at 'Stage-Gate Zero'"
11:30 a.m. Summary/Wrap-up 12:00 Adjourn
ISBM Members Meeting, February 27-28, 2013
Renaissance Tampa International Plaza Hotel
45
Agenda for
1st
Part…
1. Begin with a customer tour when possible
2. Interview customers using digital projectors
3. Let customers guide your interviews
4. Use trigger methods in customer interviews
5. Send commercial-technical interview teams
6. Use advanced listening and probing
7. Add quantitative customer interviews
© AIM, Inc.
7 Practices for B2B–Optimized Customer Insights
…and How Saint-Gobain Implemented Them
Dan Adams
46
E
AMUSE Methodology for B2B Tours
Activity
Activity
Activity
A
M U S
Accelerate Activity
Minimize Input
Upgrade Output
Simplify Transition
Eliminate Activity
Faster
Cheaper
Better
Streamline
Or combine activities
… reduce labor costs, increase capacity
… reduce material, energy & capital
… fewer defects, more customer benefits
… reduce inventory & lead time
… lower overall costs
Practice 1. Begin with a Customer Tour When Possible
47
Supplier-Directed Interview (Traditional)
Customer-Directed Interview (New Product Blueprinting)
First answer
1. First question
Second answer
2. Second question
Third answer
3. Third question
No idea where they’re going!
What else?
Better Outcomes
More Engagement
Less Effort
© AIM, Inc. 48
5 Parts of Discovery Interviews
1. Current State
2. Problems
3. Ideal State
4. Triggered Ideas
5. Top Picks 2-3 Questions in traditional Q&A format Record on yellow digital “sticky notes” Record on green digital “sticky notes” Record on blue digital “sticky notes” Drag customer favorites to the top
© AIM, Inc. 49
Consultant Only?
Sales Rep Only?
Technical-Commercial
Team?
Technical-Commercial
Team
Functional Alignment
Richer Content Customer
Willingness
Clarity of Purpose
Practice 5. Send commercial-technical interview teams
© AIM, Inc. 50
Agenda for
2nd
Part…
1. Saint-Gobain’s innovation approach
2. Strategically selling the “product”
3. Finding market opportunity fit to core
4. Commissioning the team
5. Train, follow-up and coach
6. Track and measure
7. Lessons Learned
7 Practices for B2B–Optimized Customer Insights
…and How Saint-Gobain Implemented Them
Jean Angus
51
Workshop using Five Step Process…
Blueprint Market Needs
Recognize Strengths
Identify the competitive advantages
Assess Against Market
Rank to competitors;
identify competencies
Discover Core Competency
Combine competencies;
& describe
eXplore Market Fit
Allows access to many markets? Rank best fit to Core
Build Strategy from Core
Point 3. Finding market opportunity fit to core
52
© Advanced Industrial Marketing, Inc.
Questions to help pick the best team members…
In what regions do you want to focus this market?
What resources are in this region to support process?
Who is the lead marketing person in this region?
Who is the primary technical contact for customers?
Which technical people can listen/communicate well?
Who’s the sales rep for major accounts in the market ?
For new markets… Who’s a hunter, not a farmer?
53
© Advanced Industrial Marketing, Inc.
Point 7. Lessons Learned
1. Lessons from the field (S-G Blueprinters) a. Look for the “non-obvious” during interviews
b. Done well, interviews let you engage customers
54
© Advanced Industrial Marketing, Inc.
Point 7. Lessons Learned
2. Market segments a. Pick ones where resources are available and
within your strategy
b. If existing market, consider entire value chain;
schedule 1st interviews with ones you know best
c. If new with no contacts, find industry expert
3. Team leads and support
a. Leaders with good planning and project
management excel
b. Sales support who are “hunters” help move faster
55
© Advanced Industrial Marketing, Inc.
Point 7. Lessons Learned
4. Process support a. Have shared information site; translate support
materials in local language
b. Train regional coaches
5. Interview a. Have commercial and technical on interview
b. Know and practice role beforehand
c. Have coach on 1st interview
d. Debrief after
Celebrate successes and failures… and learn from both 56
Thursday, February 28, 2013 7:00 a.m. Continental Breakfast (Costa del Sol Ballroom E-H)
8:00 a.m. Convene
8:15 a.m. Jean Angus, Saint Gobain; Dan Adams, Advanced Industrial Marketing “Seven Practices for B2B-Optimized Customer Insights - And How Saint-Gobain Implemented Them”
9:15 a.m. Networking Break
9:45 a.m. Paulo Costa, Director, Advanced Analytics, Cisco
“The Wallet, Acquisition and Retention Program
at Cisco: Lessons, Pitfalls, Applications…”
10:30 a.m. Quick Break
10:45 a.m. George Brown, Blue Canyon Partners “Mobilizing Customer Insight at 'Stage-Gate Zero'"
11:30 a.m. Summary/Wrap-up 12:00 Adjourn
ISBM Members Meeting, February 27-28, 2013
Renaissance Tampa International Plaza Hotel
57
© 2010 Cisco and/or its affiliates. All rights reserved. 58
How to Compete
Determine the optimum marketing mix for each sub-market for a given set of marketing
objectives (Wallet Share Improvement, Acquisition and Retention).
How to Compete
Determine the optimum marketing mix for each sub-market for a given set of marketing
objectives (Wallet Share Improvement, Acquisition and Retention).
Map WAR Objectives
Identify in each priority sub market
what is the core marketing objective
associated with each company
Analytical Models that support it:
Bi-Dimensional or Multi-dimensional
Game Boards
Map WAR Objectives
Identify in each priority sub market
what is the core marketing objective
associated with each company
Analytical Models that support it:
Bi-Dimensional or Multi-dimensional
Game Boards
Define/Optimize Mktg Mix
Determine the appropriate marketing
mix (4 Ps) for each sub market and for
each core marketing objective
Analytical Models that support it:
Purchase Behavior Segmentation
Propensity to Buy
Market Basket
Price Optimization
Partner Optimization
Define/Optimize Mktg Mix
Determine the appropriate marketing
mix (4 Ps) for each sub market and for
each core marketing objective
Analytical Models that support it:
Purchase Behavior Segmentation
Propensity to Buy
Market Basket
Price Optimization
Partner Optimization
Where to Compete
Identify sub markets of interest:
countries, industries, sub-
industries, empl-size, etc, on
which CISCO needs to focus
Analytical Models that support it:
Portfolio analysis with
dimensions such as market
attractiveness, market position
and competitive strengths
Where to Compete
Identify sub markets of interest:
countries, industries, sub-
industries, empl-size, etc, on
which CISCO needs to focus
Analytical Models that support it:
Portfolio analysis with
dimensions such as market
attractiveness, market position
and competitive strengths
Ex.: each company in the sub
market S1 will be assign to
one WAR Game Board Cell
W A R
Product …. … …
Promotion . … ..
Price .. .. .
Place …… … ..
Customer Valuation Models
Segmentation Models
Paolo Costa
58
© 2010 Cisco and/or its affiliates. All rights reserved. 59
Wallet Share Improvement, Acquisition Retention
Product P2B, Refresh Cycle, Market Basket, Adoption Curve
Promotion “Marketing Mix Optimization”, Brand Optimization, Funnel Stage
Identification
Price Price Optimization, Price & Adoption Curve
Place Partner Led, Partner Optimization, Partner Wallet Share
Forecasting, Economic Analysis & Models
Customer & Prospects Valuation Models (Wallet & LTV)
Customers and Prospects Segmentation Model
59
© 2010 Cisco and/or its affiliates. All rights reserved. 60
How can we verify if a predictive model produces
the expected results?
1. Start with all companies from the market in study;
2. Use the model to score companies on likelihood of
responding to the action;
3. Randomly select companies to be part of the control
group;
4. To create the target group select companies with
the highest scores (and which are not already in the
control group);
5. Merge both groups to create a single list for action,
but hide the scores and the group associated with
each company. (This allows the analysis of the
model independently of the effect of the marketing
actions that will follow);
6. Use the list in marketing actions (may include
touches: !);
7. When ready to analyse results separate each
company back to its original group;
8. Compare success metrics from each group.
Companies from
the market in study
Target group
(only highest scores)
++ - - -
+++
+++
+++
++
+
+
- - -
- - -
- -
- -
-
- - +
+
- - - - -
- -
- - -
+++
+++
-
++ +
++
- -
+++
1 2
Control group
(random)
+ - - - - -
+++
- ++
+++
+++ +++
+++
+++
3 4
5
List of companies for actions
! !
! !
Target group Control group
+ - - - - -
+++
- ++
+++
+++ +++
+++
+++
6
7
8
60
© 2010 Cisco and/or its affiliates. All rights reserved. 61
• Identifiability
• The ability to identify the customers in each segment using available variables.
• Substantiality
• The size of each segment need to be a large enough portion of the market to ensure the profitability of target marketing programs.
• Accessibility
• The ability to reach the targeted segments through promotional or distributional offers
• Stability
• If the segments maintain their characteristics for a reasonable time horizon
• Responsiveness
• If the segments respond uniquely to market actions targeted at them
• Actionability
• Segments are actionable if their identification provides guidance for decisions on the effective specification of marketing actions.
Source: Frank, Messy and Wind
How can I evaluate a segmentation model? Segmentation Effectiveness Criteria
61
Thursday, February 28, 2013 7:00 a.m. Continental Breakfast (Costa del Sol Ballroom E-H)
8:00 a.m. Convene
8:15 a.m. Jean Angus, Saint Gobain; Dan Adams, Advanced Industrial Marketing “Seven Practices for B2B-Optimized Customer Insights - And How Saint-Gobain Implemented Them”
9:15 a.m. Networking Break
9:45 a.m. Paulo Costa, Director, Advanced Analytics, Cisco
“The Wallet, Acquisition and Retention Program
at Cisco: Lessons, Pitfalls, Applications…”
10:30 a.m. Quick Break
10:45 a.m. George Brown, Blue Canyon Partners “Mobilizing Customer Insight at 'Stage-Gate Zero'"
11:30 a.m. Summary/Wrap-up 12:00 Adjourn
ISBM Members Meeting, February 27-28, 2013
Renaissance Tampa International Plaza Hotel
62
George Brown
63
64
65
TM
Our Objectives –
Better Enable Members to:
Better understand the nature of "Insight" itself --the
places/people it comes from, processes for gaining it,
Learn and deploy new frameworks, tools, and
approaches to getting and mobilizing Insight from
diverse sources: Customers, Markets, More…
Gain know-how from ISBM Member cases:
What works and what doesn’t
Plenty of time to learn from one another, build
connections and dialog..
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Thanks to all of you and our speakers!
See you at our 30th Anniversary
Meeting, September 24-25, 2013
at Penn State!
• Thank you for being with us,
• Sharing your Insight
• ...and your support of ISBM
Safe home!
From Data, to Insight, to Action:
Mobilizing Customer and Market Insight
to Drive Profitable Growth: B-to-B
The ISBM Spring Meeting
67