A Seat At The Table

A

S E A T at the

T A B L E

Marc Miller, CEOSogistics Corporation r

Discussion

How to earn a “seat at the table” – reserved for those few salespeople who make a strategic

impact

Why is it critical you gain a “seat?”

1. Change in Buying

2. New Sheriff in town

3. Create Demand w/ Executives

DCustomer Voice

Self-Rating?

9.9

Sustainability

CEO & Corporate Turnover

New Realities: Transparency,

Standardization, Globalization,

and Shortened Lifecycles

Good to Great

Your Customers

Eliminate Hidden Costs

Productivity

Kakuzen Solutions

Bank Case Study

Express Courier Service: $14mm

Know-How

“Thank you. That $4 million you helped us save allowed us to build 3 new bank branches last year.”

The Other Half…..

Crowded Competitive Field

Differentiate

Two Wallets

Today

Future

Today Wallet

Standardization

Predatory Competitors

Transparency

Traditional Discussion

Today Wallet

Mid-Level

Budget-constrained

Un-winnable Game

Today

Future Wallet

Different Discussion

Future Goals & Strategies

Today

Future Wallet

Connect to Strategy

Senior Level –

Risk/Reward Decisions

How?

The two questions…

Mickey, Genentech

“I help hospitals build centers of excellence …”

Conversation?

Workflow ProcessesAnalysis

Best Practices Sharing

Feedback Loops

Peer-to-PeerData Extraction

Brainstorming

“The less I talk about products, the more products I sell.”

“…part of our team.”

“She gets it, she gets us”

What business are you in?

Strategy dictates spend.

To change spend, change strategy

Rules on Connecting to Strategy

Red Ocean Strategy

Mature Products

Competitive Markets

Slow Growth

Deteriorating Margins

Blue Ocean Strategy

Unique Products

New Innovations

New Markets

Premium Margins

Resource Spend

Strategy: Customer Money-Making

Non-Mission

Critical

Mission

Critical

Red OceanBlue Ocean

IV

IIIII

I

Strategy: Customer Money-Making

Outsource

Non-Mission

Critical

OptimizationDeployment

Mission

Critical

Red OceanBlue Ocean

IV

IIIII

IInnovation

MoneyMaking Strategy

OutsourceNon-Mission

Critical

OptimizationDeployment

Mission

Critical

Red OceanBlue Ocean

IV

IIIII

I

Innovation

MoneyMaking Strategy

Non-Mission

Critical

Mission

Critical

Red OceanBlue Ocean

IV

IIIII

IInnovation

MoneyMaking Strategy

Non-Mission

Critical

Deployment

Mission

Critical

Red OceanBlue Ocean

IV

IIIII

IInnovation

MoneyMaking Strategy

Non-Mission

Critical

OptimizationDeployment

Mission

Critical

Red OceanBlue Ocean

IV

IIIII

IInnovation

MoneyMaking Strategy

Outsource

Non-Mission

Critical

OptimizationDeployment

Mission

Critical

Red OceanBlue Ocean

IV

IIIII

IInnovation

Which Quadrants Do You Add Value to?

Outsource

Non-Mission

Critical

OptimizationDeployment

Mission

Critical

Red OceanBlue Ocean

IV

IIIII

IInnovation

Wednesday, September 23, 2009

Key

To create demand, you must connect to bothred and blue ocean customer strategies.

Why?

Your Top Customers: Sustainability Strategy?

Outsource

Non-Mission

Critical

OptimizationDeployment

Mission

Critical

Red OceanBlue Ocean

IV

IIIII

IInnovation

Question

How Learn Customer Strategy?

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

Your Customers

Hidden, Bloated Costs

Productivity

Crowded Competitive Field

Differentiate

Your Value: Vision & Perspective

Businesspeople Who Sell

Remember

All the customer cares about is value!

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)

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