conversation - Corporate Visions · PDF fileKey moments in the buyer’s journey. ... with and ensuring success of existing customer subscriptions, ...

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Tim Riesterer

Co-Author:Customer Message ManagementConversations That Win the Complex SaleThe Three Value Conversations

Chief Strategy and Research OfficerCorporate Visions@TRiesterer

Key moments in the buyer’s journey

Disrupting the status quo and convincing prospects of the need and urgency to change, and differentiating yourself from competitive alternatives (aka Demand Generation)

Identifying key external drivers, connecting them to internal strategic initiatives, aligning them with your potential solutions, confirming financial metrics, and demonstrating business impact to gain executive buy-in.

Managing a complex, consensus-driven decision cycle, communicating enough value to withstand competitive pricing pressures, maximizing deal size and maintaining desired margins.

Documenting results, communicating with and ensuring success of existing customer subscriptions, licenses or similar contractual agreements to increase the renewal rate of recurring revenue business.

Communicating price increases, as well as improving marketing and sales of cross-sells and up-sells to increase the amount of revenue generated per account.

n=312

Q1: What is the most important to driving revenue

57%54%

22%

23%

9%

11%6%

5%

8%4%

57%54%

22%

23%

9%

11%6%

5%

8%4%

Demand Gen more than all others combined

Q2: Where are you investing most of your budget?

Messages and content investments

Training and coaching investments



47%49%

28%

22%

11%

15%

3%

8% 10%

6%



47%49%

28%

22%

11%

15%

3%

8% 10%

6%

79% spend less than 30%

of companies spend less than 10% of content budget on customer engagement

Q3: Where do you need to improve the most to increase growth

46%50%

17%

20%

10%

12% 11%

9% 11%

14%

46%50%

17%

20%

10%

12% 11%

9% 11%

14%

Demand Generation Obsessed?

What are you at risk of missing?

Are these potential blindspots?

What opportunities are hiding?

Blindspot Detection

1% increase in price = 9% increase in operating margin*

*McKinsey & Co

5% increase in renewals = 25% increase in operating margin*

*Bain & Co

5% increase in renewals = 25% increase in operating margin*

*Bain & CoCosts 5x or more to acquire than keep*

*HBR

Status Quo Buy

Pipe Propose Profits

Status Quo Buy

Pipe Profits

“Why Change?”

“Why You?”

Defeat Status QuoDifferentiate

Propose

CREATE VALUE

Status Quo Buy

Pipe Profits

“Why Change?”

“Why You?”


Propose

CREATE VALUE

ELEVATE VALUE

Build Business CaseJustify to Executives

“Why Now?”

Status Quo Buy

Pipe Profits

“Why Change?”

“Why You?”


Propose

CREATE VALUE

ELEVATE VALUE


“Why Now?”

CAPTURE VALUE

Expand Deal SizeMaximize Margins

“Why Pay?”

“Why Stay?”

4 out of 5 companies want more structure in their “customer expansion” communications

79%

Status Quo Buy

Pipe Profits

“Why Change?”

“Why You?”


Propose

CREATE VALUE

ELEVATE VALUE


“Why Now?”

CAPTURE VALUE

Expand Deal SizeMaximize Margins

“Why Pay?”

“Why Stay?”

Deal Relationship

Maximizing Profitability

Negotiations

x 2Ensuring Renewals1

Protecting Margins

3Increasing Prices

Research Partners

Zakary Tormala, PhD Margaret Neale, PhD Nick Lee, PhDStanford Graduate Business School

Stanford Graduate Business School

Warwick Business School

Introducing CAPTURE VALUE

Specially- DesignedResearch-Backed

Concepts for

Maximizing deal and customer profitability

Deal Relationship


Create Price Uncertainty

Negotiations

x

Capturing Value

Deal Relationship



Negotiations

x

Deal Relationship



Negotiations

x

Manage Multi-Buyer Consensus

Capturing Value

Deal Relationship



Negotiations

x


Ensure Renewals(Why Stay)

Price Increase(Why Pay)

Capturing Value

Deal Relationship



Negotiations

x


Ensure Renewals(Why Stay)

Price Increase(Why Pay)

CAPTURING VALUE

Next Webcast

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