S S 1 Ten Slides in Ten Minutes: Thinking about Strategic Market Development [Capturing the Hearts and Minds of Prospects & Clients] Presented by: Bill Graham APM.APMP March, 2014 [email protected]
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Ten Slides in Ten Minutes: Thinking about Strategic Market Development [Capturing the Hearts and Minds of Prospects & Clients]
Presented by:
Bill Graham APM.APMP
March, 2014
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Strategic Market Development expedites the journey
Dominant Exclusive Emerging Pervasive Absent
Sustainability
Making the competitors irrelevant
Projects Particular Performing Pertinent People Places
The Sustainable Business Imperative
Building mutually beneficial and sustainable long-term client relationships
Source: www.sales-synthesis.co.za
Symbiotic relationship with clients
Focus on Client’s Business Imperatives
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Source: www.melroseatteridge.com & www.sales-synthesis.co.za
Time
Revenue
Trajectory
with no
intervention
Turnaround
Consumer pressure
New competitors
New technologies
Competing products
Dropping unit prices
Reduce cost
Product innovation
Integrated company
Capable leadership
Awareness &
Intent
A Company’s Success is Determined by the Market
Strategic Decisions
Influence the Journey
Strategic Market Development positions and elevates an organisation within the Target Segment
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Strategic Market Development is embedded across Business Acquisition
Understand
Client Strategy Link Plans to
Strategy
‘Market Needs’
Research Focused
Campaigns
Elements must be tailored to the organisation
All Elements must support Marketplace & Clients’ Needs - and the Organisation’s Business Strategy
Develop for the Marketplace and filter for each Client [or Target Prospect]
Business
Strategy
Define Target
Segment/s Engagement
Modelling
Syndication &
Synthesis
Work the
Account Plans
- 100% Strategic Market Development
- Supported by Strategic Market Development
- Primarily C-Level & Board Members
Growing an organisation’s market-share by
entering new segments of the market,
converting prospects into clients and/or
increasing client spend.
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Market
Management Relationship
Building Opportunity
Scouting
Prompts:
• Global trends • Industry knowledge • Unfolding
opportunities • Emerging risks
Prompts:
• Pedigree/s • Preferences • Requirement/s for
advancement • Resource alignment • Communication plan/s
Prompts:
• Wants vs. needs • Resourcing
requirements • Solutions vs. Risks • Ability to deliver • Competition
Account Managers
should be “Thought
Leaders” in specific
industries Account Managers
need to be articulate &
be the Single Point of
Contact [SPOC]
Account Managers
need to understand
the clients’ needs and
deliver against this
need
Abundance of
Solutions Selection of
Solutions
Mutually Agreed
Solutions
Source: www.sales-synthesis.co.za
Client
Strategic Market Development supports Account Management
Client Crusades and Campaigns support the full lifecycle of Opportunity Management
6 Source: www.sales-synthesis.co.za
A multi-phased process to identify ‘business-relevant’ opportunities that, when closed, sustain a company.
Relationship Building
Market Management
Opportunity Scouting
Qualification
Craft Solution/s
Drive Opportunities
Account Management Focus Opportunity Management Actions
Client Crusades and Campaigns support the full lifecycle of Opportunity Management
Strategic Market Development supports Opportunity Management
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When developing strategies, analysis of the organisation and its environment - as it is at
the moment and how it may develop in the future - is an imperative.
The analysis has to be executed at an internal level as well as an external level, to
identify all possible opportunities and threats posed by the strategy.
There are several factors to assess in the external situation analysis:
• Industries & Trends
• Markets (customers) & their business imperatives
• Competition & their value chain
• Technologies & their pedigree
• Solutions portfolio
• Supplier markets
• Labour markets
• The economy
• The regulatory environment.
Undertake Rigorous Situational Analysis
Store the munitions for your journey and craft the plan [Who,
When, Where & How etc.]
Symbiotic relationship with clients
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Qu
ali
ty
Ma
na
gem
en
t
Competence Management
- Governance
- Direction giving
- Watchdog (Review BARs)
Definition & Ownership
- Plans
- Policies
- Processes
- Standards
- Methodologies
- Templates
- Reviews
- Document Management
- Knowledge Mgt.
- ERP system
- Sales System
- etc.
- Application of standards
- SMEs
- ERP
- Microsoft etc.
Em
be
dd
ed
Sp
ecia
list
Kn
ow
led
ge
E
na
ble
rs
“C
en
tres o
f E
xcell
en
ce (
Co
E)”
En
gin
e –
Fu
nc
tio
na
l G
rou
pin
g
Quality Management (e.g. Conformance Reporting - including BARs)
Forum / Committee (Chairperson : rotating every 12 months)
(Secretariat : Quality )
Actions;
Implementation;
Skills
- Includes Regions
- Virtual Teams with
Involvement of
relevant SMMs
Bid
Ma
na
ge
men
t
Se
rvic
e
Ma
na
gem
en
t
Ris
k
Le
ga
l
Fin
an
ce
Actions
Implementation
Skills
BU1
BU5
BU4 BU3
BU2Actions
Implementation
Skills
BU1
BU5
BU4 BU3
BU2Actions
Implementation
Skills
BU1
BU5
BU4 BU3
BU2Actions
Implementation
Skills
BU1
BU5
BU4 BU3
BU2Actions
Implementation
Skills
BU1
BU5
BU4 BU3
BU2Actions
Implementation
Skills
BU1
BU5
BU4 BU3
BU2Actions
Implementation
Skills
BU1
BU5
BU4 BU3
BU2Actions
Implementation
Skills
BU1
BU5
BU4 BU3
BU2Actions
Implementation
Skills
BU1
BU5
BU4 BU3
BU2Actions
Implementation
Skills
BU1
BU5
BU4 BU3
BU2
- eLearning
- Orientation
- Learnerships / Training
Pro
jec
t
En
gin
ee
rin
g
Actions
Implementation
Skills
BU1
BU5
BU4 BU3
BU2Actions
Implementation
Skills
BU1
BU5
BU4 BU3
BU2
Group Information Management
Knowledge Management
Support System(s)
Collateral: Industry / BU
Learning Management
Business Practice Alignment
Op
era
tio
na
l T
acti
cal
Str
ate
gic
EXCO
Actions
Implementation
Skills
BU1
BU5
BU4 BU3
BU2Actions
Implementation
Skills
BU1
BU5
BU4 BU3
BU2
Source: Annemarie van der Walt & Bill Graham
Strategic Market Development supports ‘Internal’ Process Mapping
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Strategic Market Development must Promote Relevant Solutions
Trajectory of Effective Promotion
Symbiotic relationship with clients
Solution Sales: Value
Commodity Sales: Price
Growing an organisation’s market-share by
entering new segments of the market,
converting prospects into clients and/or
increasing client spend.
All Elements must support Marketplace & Clients’ Needs - and the Organisation’s Business Strategy
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Organisations need to Maintain Relevancy in ever-changing Markets
Strategic Market Development
is a ‘living’ process
Growing an organisation’s
market-share by entering new
segments of the market,
converting prospects into clients
and/or increasing client spend.
All Elements must support Marketplace & Clients’ Needs - and the Organisation’s Business Strategy