Taking Your Game to the Next Level 5 Tips for the Document Management Channel John Mancini President, AIIM @jmancini77 Blog = Digital Landfill AIIM.org [email protected]
Nov 05, 2014
Taking Your Game to the Next Level 5 Tips for the Document Management Channel John Mancini President, AIIM @jmancini77 Blog = Digital Landfill AIIM.org [email protected]
AIIM.org Research EducaBon Networking
November 8-‐10, Albuquerque, NM
5 Tips for the Document Channel
1. Capture is cool. Really. Believe it. 2. in the document channel. 3. Focusing on making SharePoint actually do something
can be a preWy good business strategy. 4. Recognize that modern markeBng is more than going
to big trade shows and seZng up a 10x10. 5. Adjust your training strategy to the new world of
challenger selling. 6. Understand who you are trying to reach, align your
messaging and embrace T-‐shaped skills.
AIIM.org/Research -‐-‐ free
OpportuniBes are everywhere.
Photo source: hWp://www.flickr.com/photos/randysonofrobert/314586943
Source: AIIM, The Paper Free Office – Dream or reality?
45% of scanned documents are 100% “born digital” – exactly as they came out of the printer.
45%
Source: AIIM, The Paper Free Office – Dream or reality?
77% of invoices that arrive as PDF aWachments get printed. 77%
Source: AIIM, The Paper Free Office – Dream or reality?
31% of faxed invoices get printed and scanned back in. 31%
70% believe that the use of scanning and capture improves the speed of response to customers, suppliers, ciBzens or staff by a factor of 3X or more.
Source: AIIM, Process RevoluBon – Moving your business from paper to PCs to tablets
70%
Nearly 30% put the factor as 10X or more.
Source: AIIM, Process RevoluBon – Moving your business from paper to PCs to tablets
30%
5 Tips for the Document Channel 1. Capture is cool. Really. Believe it. 2. Focusing on making SharePoint actually do
something can be a preWy good business strategy.
3. Recognize that modern markeBng is more than going to big trade shows and seZng up a 10x10.
4. Adjust your training strategy to the new world of challenger selling.
5. Understand who you are trying to reach, align your messaging and embrace T-‐shaped skills.
AIIM.org/Research -‐-‐ free
“SharePoint: un-‐planned, under-‐developed, and un-‐loved -‐-‐ but not un-‐popular.” -‐-‐Doug Miles, AIIM
15
8%
1%
9%
18%
20%
29%
14%
We have never used SharePoint
We no longer use SharePoint
SharePoint 2003
SharePoint 2007
SharePoint 2007 (but upgrading to 2010)
SharePoint 2010 (upgraded through 2007)
SharePoint 2010 (as a first use)
How would you best describe the primary version of SharePoint that you have in producIon use?
SharePoint Usage
43% using SP 2010 (inc. 14% as a first Bme use) 20% sBll in upgrade to 2010 mode 27% using outdated versions of SP with no intenBon of upgrading
N=484
16
50%
26%
26%
19%
13%
10%
8%
5%
3%
13%
9%
Internal collaboraBon
File-‐share replacement
Web portal/intranet
Live document/content management
Project Management
Document archiving/records management
External collaboraBon
Business Process Management (BPM)
Public web management
No choice/Company-‐wide rollout
Don't know / Other
Your 2 main reasons for implemenIng SharePoint?
SharePoint -‐ Drivers
• Internal CollaboraBon (50%)
• …then file-‐share replacement (26%) and portals and intranet (26%)…
• …then live document management (19%).
N=315
17
Internal collaboraBon/team sites Document/content management External collaboraBon/team sites Messaging and communicaBons
Mobile/remote access Workflow/Business Process
Records management Email management/integraBon
Social/social tools Office 365/SharePoint in the cloud
Exceed expectaBons Meet expectaBons Below expectaBons
How do the various funcIonal aspects of your SharePoint implementaIon compare with your expectaIons?
SharePoint -‐ FuncBonality
Internal collaboraBon and doc/content mgt meeBng expectaBons (~80%). Less so for external collaboraBon and messaging (~70%). Mobile, workflow, RM, email and social are largely below expectaBon (~50%).
N=298, normalized for N/A
18
46%
39%
28%
25%
23%
19%
19%
18%
13%
Lack of experBse to maximize its usefulness
Lack of strategic plans on what to use it for, and what not to
Resistance from users: commiZng their documents to SharePoint
Resistance from users: joining, and contribuBng to, collaboraBon/social areas
Managing process change
Managing SharePoint within the bounds of our centralized informaBon policy
Not doing as much as we planned at the outset
Matching our business processes to SharePoint workflows
None of these/Other, please specify
What would you say are your biggest on-‐going business issues with your SharePoint system? (Max three)
SharePoint – Business Issues
1. Lack of experBse 2. Lack of strategic
plans on where to use it.
3. User resistance
N=310
54% are using or planning to use 3rd party add-‐on products in order to enhance SharePoint funcBonality.
Source: AIIM, The SharePoint Puzzle – Adding the missing pieces
54%
Only a third thinks they will sBck with the vanilla product.
Source: AIIM, The SharePoint Puzzle – Adding the missing pieces
33%
5 Tips for the Document Channel 1. Capture is cool. Really. Believe it. 2. Focusing on making SharePoint actually do
something can be a preWy good business strategy.
3. Recognize that modern markeBng is more than going to big trade shows and seZng up a 10x10.
4. Adjust your training strategy to the new world of challenger selling.
5. Understand who you are trying to reach, align your messaging and embrace T-‐shaped skills.
Is your ECM CONTENT STRATEGY opBmized for 2013 or for 1963?
Many ECM markeBng strategies are sBll stuck in the era of MADMEN and DON DRAPER. Most ECM markeBng strategies are focused on FITTING IN rather than STANDING OUT. Most ECM markeBng strategies are sBll designed for the era of mass ONE-‐TO-‐MANY communicaBons..
Most MarkeBng Approaches…
1. Go to great big TRADESHOW and get a 10x10 somewhere.
2. Send “suspects” a CASE STUDY or a PRODUCT SHEET to generate leads.
3. Do a WHITE PAPER. Once. See #2 for distribuBon.
4. Send out lots of EMAIL to people you don’t know and invite them to a product-‐demo WEBINAR.
“Johnson! Get me some visibility!”
…Just Don’t Work Anymore… “Ever wonder why most B2B markeBng is so GAWDAWFUL? The reason: most B2B marketers wrongly believe that B2BPRODUCTS in the 21st century should be marketed the way that consumer products were marketed in the 20th century. Unfortunately, what made Coke and Nike successful doesn’t work…” -‐-‐Geoffrey James, Why Your B2B Marke>ng is So Lousy
Source: Sirius Decisions Source: Sirius Decisions
Source: Sirius Decisions
FOURCHANGES
The Buyer’s Journey is what counts. Understanding buying roles and stages cri>cal.
The technology has changed. In-‐bound marke>ng, nurturing, mul>-‐touch, automa>on.
Exploding opBons for content delivery. Videos, podcasts, blogs, TwiIer, e-‐books, LinkedIn.
Thought leadership counts. It’s more than selling.
1 2 3 4
Source: Sirius Decisions Source: Sirius Decisions
Source: From Content to Customer, by Joe Chernov and Elle Wioulfe
FOURSTAGES
SUSPECTS -‐-‐ infographics, non-‐demo-‐y videos, curated lists and people, infotainment
PROSPECTS -‐-‐ e-‐books, guides, chapters from physical books, analyst reports, webinars
LEADS -‐-‐ White papers, case studies, demo videos, product comparisons
OPPORTUNITIES -‐-‐ ROI calculators, pricing sheets, RFP generators
1 2 3 4
What do they want?
The Old and New of Marketing"Old! New!
Mass marketing" Content marketing"
Focus groups" Analytics"
One-to-many" One-to-one"
Trade shows" Niched conferences"
Presentations that describe YOU" Presentations that educate THEM"
Single use analyst white papers" Multi-use content assets"
Product leadership" Thought leadership"
Mass e-mail" Segmented and automated drip campaigns"
Print or print-like delivery" Videos, podcasts, blogs, ebooks"
5 Tips for the Document Channel 1. Capture is cool. Really. Believe it. 2. Focusing on making SharePoint actually do
something can be a preWy good business strategy.
3. Recognize that modern markeBng is more than going to big trade shows and seZng up a 10x10.
4. Adjust your training strategy to the new world of challenger selling.
5. Understand who you are trying to reach, align your messaging and embrace T-‐shaped skills.
30
We must change the way we sell… “A recent Corporate ExecuBve Board study of more than 1,400 B2B customers found that those customers completed, on average, nearly 60% of a typical purchasing decision—researching soluBons, ranking opBons, seZng requirements, benchmarking pricing, and so on—before even having a conversaIon with a supplier” ImplicaBons? You need to create relaIonships with an organizaIon before the customer requirements are set.
Source: hWp://hbr.org/2012/07/the-‐end-‐of-‐soluBon-‐sales/ar/1
31
The End of RelaBonship Selling… The Sales ExecuBve Council surveyed 6,000 reps across nearly 100 companies… Every sales professional falls into one of five disInct profiles.
– RelaBonship Builders – Hard Workers – Lone Wolves – ReacBve Problem Solvers – Challengers
Source: hWp://blogs.hbr.org/cs/2011/09/selling_is_not_about_relaBo.html
32
– RelaIonship Builders: Builds advocates within prospect – Generous in giving Bme – Gets along with everyone
– Hard Workers: Go extra mile – Doesn’t give up easily – Self-‐moBvated – Interested in feedback/development
– Lone Wolves: Follows own insBncts – Self-‐assured – Difficult to control
– ReacIve Problem Solvers: Responsive – Detail and follow-‐through oriented
– Challengers: Different world view – Understands customer’s business – The debaters – Pushes customer
Source: Corporate ExecuBve Board
33
– RelaIonship Builders: Builds advocates within prospect – Generous in giving Bme – Gets along with everyone
– Hard Workers: Go extra mile – Doesn’t give up easily – Self-‐moBvated – Interested in feedback/development
– Lone Wolves: Follows own insBncts – Self-‐assured – Difficult to control
– ReacIve Problem Solvers: Responsive – Detail and follow-‐through oriented
– Challengers: Different world view – Understands customer’s business – The debaters – Pushes customer
Source: Corporate ExecuBve Board
26%
22%
15%
14%
23%
sample
34
– RelaIonship Builders: Builds advocates within prospect – Generous in giving Bme – Gets along with everyone
– Hard Workers: Go extra mile – Doesn’t give up easily – Self-‐moBvated – Interested in feedback/development
– Lone Wolves: Follows own insBncts – Self-‐assured – Difficult to control
– ReacIve Problem Solvers: Responsive – Detail and follow-‐through oriented
– Challengers: Different world view – Understands customer’s business – The debaters – Pushes customer
Source: Corporate ExecuBve Board
26% 7%
22% 17%
15% 25%
14% 12%
23% 39%
sample
excel
1. IdenIfy and
Engage Prospect
2. Provide New or Unique Insights
3. Demonstrate Importance
4. Educate Customer About Their
Needs
5. Show How
Your SoluIon Meets Their Requirements
Sales role
Domain Expert Strategic Orchestrator Risk Alleviator
Sales phase
Source: SiriusDecisions / AIIM
The rise of the Domain Expert
Educate Take Control Tailor Sales objecBve
1. IdenIfy and
Engage Prospect
2. Provide New or Unique Insights
3. Demonstrate Importance
4. Educate Customer About Their
Needs
5. Show How
Your SoluIon Meets Their Requirements
Sales role
Domain Expert Strategic Orchestrator Risk Alleviator
Sales phase
Source: SiriusDecisions / AIIM
The rise of the Domain Expert
Educate Take Control Tailor Sales objecBve
The sale is won here.
0.0%$ 5.0%$ 10.0%$ 15.0%$ 20.0%$ 25.0%$ 30.0%$
Insufficient Leads
Poor Sales Skills
Too Many Products to Know
InformaBon Gap (Industry, SoluBon, Etc.)
Inability to Communicate Value Messages
26.0%
24.3%
21.4%
16.0%
13.3%
Source: SiriusDecisions PMM 2010 Survey
Most Prominent Inhibitors to Sales Achieving Quota
5 Tips for the Document Channel 1. Capture is cool. Really. Believe it. 2. Focusing on making SharePoint actually do
something can be a preWy good business strategy.
3. Recognize that modern markeBng is more than going to big trade shows and seZng up a 10x10.
4. Adjust your training strategy to the new world of challenger selling.
5. Understand who you are trying to reach, align your messaging and embrace T-‐shaped skills.
Inform
aBon
Professio
nals
Risk/Liability Focus
IT Legal professional
Records Manager
Digital Archivist
Value Focus
Business Process Owners
Business Analyst
Knowledge Manager
InformaBon/Data ScienBst
Governance Focus Ent InformaBon Manager
Info/Data Stewards
Ent InformaBon Architect
Social Focus InformaBon Curators
Community Managers
Most roles from Deb Logan and Regina Casonata, Gartner
“Deep-‐dive” specializaBons
40
Blind Men and the Elephant, John Godfrey Saxe
Inform
aBon
Professio
nals
Risk/Liability Focus
IT Legal professional
Records Manager
Digital Archivist
Value Focus
Business Process Owners
Business Analyst
Knowledge Manager
InformaBon/Data ScienBst
Governance Focus Ent InformaBon Manager
Info/Data Stewards
Ent InformaBon Architect
Social Focus InformaBon Curators
Community Managers
Most roles from Deb Logan and Regina Casonata, Gartner
“Deep-‐dive” specializaBons
Inform
aBon
Professio
nals
Risk/Liability Focus
IT Legal professional
Records Manager
Digital Archivist
Value Focus
Business Process Owners
Business Analyst
Knowledge Manager
InformaBon/Data ScienBst
Governance Focus Ent InformaBon Manager
Info/Data Stewards
Ent InformaBon Architect
Social Focus InformaBon Curators
Community Managers
Most roles from Deb Logan and Regina Casonata, Gartner
“Deep-‐dive” specializaBons
THE CONTEXT
Get cerBfied today. $265 at Prometrics
All the content is free. Embrace T-‐shaped skills.
Meet your customers when THEY get there.
November 8-‐10, Albuquerque, NM $100 discount through FRIDAY.
Thank You! John Mancini @jmancini77 Blog = Digital Landfill [email protected]