Gicquel / Lambert Using Installed Base Selling to Maximize Revenue

A Step-by-Step Approach to Achieving Long-Term Profitable Growth
1. ed
ISBN: 978-1-4842-5146-1
Verlag: Apress
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 154 Seiten

There is no such thing as an easy sale. However, selling to an existing customer-whether by refreshing an old product or introducing a new and different product-is often easier, faster, and returns higher margins. Centering your organization's sales strategy on your installed base is a smart and proven way to achieve long-lasting, profitable growth.Using Installed Base Selling to Maximize Revenue reveals a step-by-step, integrated approach you can begin using today. Authors Remi Gicquel and Paul-André Lambert show how you can apply this robust and reliable end-to-end solution by illustrating concepts though real-world case studies from Spotify, Hewlett Packard Enterprise, Nestlé, and more. Full of wisdom fit for the digital era, this book presents the results of the authors' experience and research into current installed base selling processes, identifying, from an objective point of view, what works and what does not.This book explains fundamental concepts such as the profitable growth paradox, the installed base profit wedge, operational methodologies for managing your installed base selling transformation, and much more. Innovative companies protect and nurture their most valuable asset-their customers and the data that defines them. They put installed base selling at the heart of their sales strategy. Now, it's your turn!

What You Will LearnHow to maximize the return from installed base customersFundamental concepts such as the profitable growth paradox, the installed base profit wedge, and turnkey operational sales methodologies to best maneuver your sales teamsKeys to changing patterns to become a company that can enjoy higher profitable revenues for years
Who This Book Is For General Managers, Sales and Marketing Leaders who are eager to transform their business to secure long-lasting profits, and for leaders looking for a pragmatic approach to transform their sales force to harvest the potential of their existing customers. 

Remi Gicquel is the worldwide director for Hybrid IT Go-To-Market at Hewlett Packard Enterprise (HPE). As a 25-year veteran of the IT industry, he knows that driving transformation starts from the inside out and is passionate about making sure that sales has a seat at the table to help lead change. In this role, Remi oversees the Go-To-Market strategy and global sales programs driving profitable growth and market share for HPE via best in class Installed Base and Competitive Attack sales programs. Remi provides leadership and direction to drive sales excellence and a high performance sales culture.Prior to that role, Remi held various key director and leadership positions in business units, Sales and Strategy. As practitioner of values based leadership he believes business is a force for good and places personal energy into supporting others. His website is ib-max.com.Paul-André Lambert is the worldwide operations manager for the Hybrid IT installed base program at Hewlett Packard Enterprise (HPE). Paul-André is the architect of the e2e Installed Base infrastructure and leads the deployment of the installed base program across all geographies worldwide. In his role he oversees the IT developments and integrates the business priorities in the program.Prior to that role, Paul-André had various leadership positions in sales strategy and planning, business operations and channel management. Paul-André joined HP in 1990 in the channel business operations team in Belgium.Paul-André holds a university degree in Economics from the KUL. His website is ib-max.com.

Autoren/Hrsg.

Gicquel, Remi

Lambert, Paul-André

Inhaltsverzeichnis

1;Contents;6
2;About the Authors;7
3;Foreword;9
4;Acknowledgments;11
5;Introduction;12
6;Part I: The Strategy;16
6.1;Chapter 1: Installed Base Selling;17
6.1.1;The beginning at Hewlett Packard Enterprise;17
6.1.2;Installed Base Selling Strategy;20
6.1.3;Putting It all together;24
6.2;Chapter 2: Winning with Installed Base Selling;25
6.2.1;Nespresso’s Installed Base Selling success;25
6.2.2;Protect;27
6.2.2.1;1. Which accounts to target, and when to engage?;29
6.2.2.2;2. What to sell?;30
6.2.2.3;3. How to engage, and who takes the lead?;31
6.2.3;Expand;31
6.2.3.1;The portfolio;33
6.2.3.2;1. Which accounts to target, and when to engage?;35
6.2.3.3;2. What to sell?;36
6.2.3.4;3. How to engage, and who takes the lead?;36
6.2.4;Hunt;38
6.2.4.1;1. Which accounts to target, and when to engage?;40
6.2.4.2;2. What to sell?;41
6.2.4.3;3. How to engage, and who takes the lead?;41
6.2.5;Putting it all together;42
6.3;Chapter 3: From Sales Strategy to Profitable Growth;43
6.3.1;The Airbus audacity;44
6.3.2;The golden sequence;45
6.3.3;The golden mix;48
6.3.4;Account planning;51
6.3.5;The hunter pitfall;52
6.3.6;Installed base selling is disruptive;55
6.3.7;Putting It All Together;57
7;Part II: The Benefits;58
7.1;Chapter 4: Why Installed Base Selling Matters;59
7.1.1;BMW’s Installed Base Profit Wedge;60
7.1.2;Unlock your Installed Base Profit Wedge;61
7.1.3;Profitable growth strategy is driven by three core principles;65
7.1.3.1;1. Sales Growth;66
7.1.3.2;2. Pricing Management;69
7.1.3.3;3. Efficiency;72
7.1.4;Putting It All Together;73
8;Part III: The Execution;74
8.1;Chapter 5: The Digital Installed Base Selling Transformation;75
8.1.1;The BYmyCAR Revelation;76
8.1.2;The Digital Installed Base Sales Transformation;78
8.1.2.1;Superior business outcomes require strong Winning Aspiration;78
8.1.2.2;Data, the foundation of the sales competitive advantage;79
8.1.2.3;Orchestration, the cornerstone of the Digital Installed Base Selling Transformation;82
8.1.2.4;Sales cockpit for sales execution;83
8.1.2.5;The governance body, Integrated Business Governance;84
8.1.3;Putting it all together;86
8.2;Chapter 6: Installed Base Selling and Sales Coverage;88
8.2.1;Schneider Electric’s sales force leverage;89
8.2.2;The Customers;91
8.2.2.1;Customer needs;92
8.2.2.2;Account segmentation;92
8.2.2.3;Account targeting;93
8.2.3;The sales force;97
8.2.3.1;The sales organization;98
8.2.3.2;The sales compensation model;99
8.2.4;The sales coverage;102
8.2.4.1;The sales model;102
8.2.4.2;The assignment of accounts;105
8.2.5;Putting It All Together;106
8.3;Chapter 7: Installed Base Selling, a Company Culture;108
8.3.1;The Amazon culture;109
8.3.2;Customer-centric company culture;109
8.3.3;Why is change management so important?;111
8.3.4;Five steps to drive effective change management;113
8.3.4.1;1. Identify What Will Be Improved (as opposed to what is out of scope);113
8.3.4.2;2. Present a Solid Business Case to Stakeholders;113
8.3.4.3;3. Plan for the Change;113
8.3.4.4;4. Provide Resources and Use Data for Evaluation;114
8.3.4.5;5. Communication;114
8.3.5;Change management is a great opportunity for leadership;114
8.3.6;Top reasons why installed base selling projects Fail;116
8.3.7;Putting it All Together;118
8.4;Chapter 8: Practical Implementation;120
8.4.1;The Spotify Lesson;120
8.4.2;Strategic Planning Assumptions;123
8.4.3;The key building blocks;123
8.4.4;Develop the end-to-end solution;125
8.4.5;How HPE accelerated Installed Base Selling;127
8.4.5.1;1. Creating the Installed Base Data Lake;127
8.4.5.2;2. Orchestration, Command, and Control Module;128
8.4.5.3;3. Sales Cockpit;129
8.4.5.4;4. Governance Body;129
8.4.6;Measure the business outcome;130
8.4.7;Putting it All Together;130
8.5;Chapter 9: Conclusion;132
9;Appendix A:Definitions and Concepts;134
9.1;Installed base;134
9.2;Customers;134
9.3;Go to market;135
9.4;Assets;135
9.4.1;Physical attributes;135
9.4.2;Lifecycle attributes;136
9.4.3;Renewal attributes;137
9.4.4;Renewal trigger and customer touch point;137
9.4.5;Compelling event and customer choice point;138
9.4.6;Up-sell;139
9.4.7;Attach;139
9.4.8;Unit attach and value attach;140
9.4.9;Cross-sell;141
9.5;The RAD model;144
10;Appendix B:Run Your Own Installed Base Selling Assessment;146
10.1;Winning aspiration;147
10.2;Data;147
10.3;Orchestration;148
10.4;Sales cockpit;148
10.5;Integrated business governance;149
11;Index;150