Kelly / Johnston / Danheiser Value-ology

Aligning sales and marketing to shape and deliver profitable customer value propositions
1. Auflage 2017
ISBN: 978-3-319-45626-3
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 207 Seiten

Reihe: Progress in Mathematics

This book offers both marketing and sales professionals a rare combined insight into both worlds to continuously capture customer intelligence and create value, by blending detailed research with academic rigor and commercial experience of the authors in both Europe and North America. It has never been easier to produce great marketing content and sales collateral. And yet, 90% of the content that marketing produces is NEVER used by sales. Why not? Because it's not relevant to the audience or the prospect doesn't even know the content exists. Furthermore 58% of deals end up in 'no decision' because Sales has not presented value effectively. Companies are creating lots of noise but failing to resonate with the customers. So what? The danger, aside from marketing wasting tens of millions of dollars on ineffective content and tools, is that customers will disengage. 94% of prospects say they have completely disengaged with vendors because of irrelevant content. In order to grow fast, the authors argue, Sales and Marketing teams need to slow down. They need to work together to truly understand their customers' needs, wants, motivations and pain points so that they can offer customized 'value'.  The book sets out how to establish a formal program to continuously capture customer intelligence and insights - the shiny gems of understanding that help prospects to connect the dots - so that value can be consistently articulated in marketing and sales conversations. By integrating the best ideas and practice from commercial experience and academic research the authors show how to create value across the entire marketing and sales value chain - not only get a new customer, but to continue to create value for future purchases by creating 'post-sales' value.

Simon Kelly has 35 years' experience in the ICT industry in customer service, sales and marketing. He was Marketing Director for BT Major Business where he pioneered the move from 'product push' to 'value-based' selling and marketing. He led a canon of knowledge for the CIM on best practice B2b marketing. Now a 'pracademic'. he has developed innovative marketing and sales skills modules for Sheffield Business School where is is a Senior Lecturer. He is President of SHAKE Marketing Group, based in London. Dr Paul Johnston joined Sheffield Business School (part of Sheffield Hallam University) over ten years ago. Prior to this, he spent 20 years in the gambling and electronic games industry. He served on the boards of several companies in competitive strategy, research and product innovation roles. Paul has recently been involved with a customer-centric services module of the Sheffield City Leadership Programme and a range of large corporate projects, as well as undergraduate and postgraduate student tutoring. Stacey Danheiser is Founder of SHAKE Marketing Group, based in Denver, Colorado. Prior to founding her own consultancy, she had 15 years' experience as a marketing/sales enablement leader (including at board level) at large firms across cable, telecom, financial services and banking sectors.

Autoren/Hrsg.

Kelly, Simon

Johnston, Paul

Danheiser, Stacey

Inhaltsverzeichnis

1;Preface;5
2;Acknowledgements;9
3;Foreword;10
4;Value-ology;12
5;Contents;13
6;About the Authors;15
7;List of Figures;16
8;Part 1: Building the Foundation of Value-ology;18
8.1;1: What Is Value?;19
8.1.1; The Elephant in the Room;19
8.1.1.1; Why Is Getting a Common View on Value Difficult?;20
8.1.2; The Ambiguity of What Is Meant by Value;22
8.1.3; Value Defined;23
8.1.4; Different Types of Value;24
8.1.4.1; Economic Value;25
8.1.4.2; Perceived Value;25
8.1.4.3; Relational Value;27
8.1.4.4; Experiential Value;29
8.1.4.5; Social Value;30
8.1.5; Buyer Myopia and Value Destruction;31
8.1.6; The Difference Between Quality, Satisfaction and Value;32
8.1.7; A Word on Value, Values;32
8.1.8; The Dynamic Nature of Value;34
8.1.9; Unlocking the Value Conversation;35
8.1.10;Further Reading on Business to Business Value;37
8.1.10.1;References;37
8.2;2: Value Propositions: So What Are They?;40
8.2.1; What Is a Value Proposition?;42
8.2.1.1; It’s About Customer Benefits;42
8.2.1.2; Customer Impact;43
8.2.1.3; It’s a Promise for the Future;43
8.2.1.4; Monetary Calculation;44
8.2.1.5; It’s Unique;44
8.2.1.6; It’s Based on Deep Customer Understanding;44
8.2.2; Why Are Value Propositions Important?;46
8.2.2.1; It’s Not All About the Product;46
8.2.2.2; Relevant Customer Insight;46
8.2.3; The Value Proposition Approach Could Be the Difference;47
8.2.3.1; Value Propositions Deliver Results;47
8.2.3.2; If There’s No Value All You’re Left With is Price;48
8.2.3.3; Our Approach: The Value Proposition System;48
8.2.3.4; Understanding Key Business Issues;49
8.2.4; Developing Proposition Themes;50
8.2.5; Industry Vertical Propositions or Segment Propositions;52
8.2.6; Customer Value Propositions (CVPs);52
8.2.7; Example Call Centre Value Proposition;53
8.2.8; Individual Customer Value Propositions (CVPs);55
8.2.9; Don’t Forget the Follow Up;56
8.2.10;Further Reading;57
8.3;3: The Value Proposing Professional;58
8.3.1; You Create Value Too;58
8.3.2; Your Personal Value;60
8.3.3; Types of Professional Sales Research;60
8.3.3.1; Research into Sales Process Management Customer Decision-making;60
8.3.3.2; Research into Psychological Techniques of Selling;61
8.3.4; Supplier–Customer Social Interactions: What Does the Missing Middle Look Like?;62
8.3.5; Understanding Sales Professionals as Value-­Proposing Actors;63
8.3.5.1; Impression Management;65
8.3.6; Becoming a Value-Proposing Professional;66
8.3.7; Being Able to Anticipate Customer Value;67
8.3.8; Being Good at Understanding the Social Dimensions of Buying Situations;69
8.3.8.1; The Four Scenes of Buyer -Seller Interaction;71
8.3.8.2; The Importance of Dialogue;73
8.3.9; Being Good at Understanding What Is Relevant to the Customer;75
8.3.9.1; Relevance Contextualises Customer Benefits;75
8.3.10; Using Relevance-Making Capability to Build Value-Ology;78
8.3.11; The Arts of Value-Ology;79
8.3.12; Conclusion;80
8.3.13;Further Reading;82
8.3.13.1;References;82
9;Part 2: Creating Your Value-ology Blueprint;85
9.1;4: Unearthing Customer Value;86
9.1.1; The Benefits of a Theme-Based Approach;87
9.1.1.1; Why Creating Themes Matters;88
9.1.2; How to Identify Key Proposition Themes;89
9.1.3; The Mixed Method Approach to Gathering Customer Intelligence;91
9.1.3.1; Industry Vertical or Segment Research;93
9.1.3.2; Customer and Individual Level Research;94
9.1.3.3; Competitor and Capability Research;96
9.1.3.4; It’s Not Just About the Product;96
9.1.3.5; Just Because You’re Unique Doesn’t Make You Useful;97
9.1.3.6; It’s About Competing for Benefits… Proposition Level;98
9.1.3.7; Think About New Ways to Deliver the Benefits;98
9.1.3.8; Beware: The Most Common Pitfall;99
9.1.3.9; The Art of Interviewing;100
9.1.4; Final Thoughts: Staying Ahead;101
9.1.4.1; Leverage Online Resources;102
9.1.4.2; Talk to Customers Whenever You Can;102
9.1.4.3; Ask Your Sales Team to Be Involved;102
9.1.4.4; Analyse Data from All Sources;102
9.1.4.5; Implement a Process to Conduct Win-Loss Analysis;102
9.1.5;Further Reading;103
9.2;5: Aligning Products and Solutions to Themes: From Bombardment to Customer Value Conversations;104
9.2.1; Why Is This Important?;104
9.2.2; Selecting Proposition Themes;105
9.2.3; How Do Your Customers Create Value for Their Customers?;107
9.2.3.1; Sell Side;107
9.2.3.2; Inside;108
9.2.3.3; Buy Side;108
9.2.3.4; Aligning Themes and Products;109
9.2.3.5; From Bombardment to Value Relevance;110
9.2.4; Proposition Ladders;112
9.2.5; Gaps and Partnerships;113
9.2.5.1; Fill the Gap or Not?;113
9.2.6; Developing Solutions;114
9.2.7; Building a Solution;115
9.2.8; The Golden Thread;117
9.2.9;Further Reading;118
9.3;6: Your Buyer’s Journey: Developing a Consistent Message;119
9.3.1; From Tyre Company to Fine Dining Reviewer;120
9.3.2; Today’s Challenge;120
9.3.3; Who Is Your Target Buyer?;122
9.3.4; The Buying Experience;125
9.3.5; Building Customer Touchpoints;128
9.3.6;Further Reading;131
10;Part 3: Mobilising Value-ology in Your Organisation;132
10.1;7: Developing Coherent Campaigns;133
10.1.1; Are Marketing Campaigns Dead?;135
10.1.2; The Elements of a Marketing Campaign;136
10.1.2.1; So What’s the Difference Between Strategy and Tactics?;136
10.1.3; Why Do You Need a Marketing Campaign Plan?;137
10.1.4; Critical Roles to Success;138
10.1.5; The Planning Framework;139
10.1.6; Phase 1;140
10.1.6.1; Discovery;140
10.1.6.1.1; External Discovery;140
10.1.6.1.2; Internal Discovery;142
10.1.6.2; Strategy and Planning;143
10.1.6.3; Messaging;144
10.1.7; Phase 2;146
10.1.7.1; Content Creation;146
10.1.7.2; Tactical Execution;147
10.1.7.3; Measurement;147
10.1.8; Pitfalls to Avoid When Campaign Planning;148
10.1.9;Further Reading;150
10.2;8: Driving Results Through Account-Based Marketing;151
10.2.1; What Is Account-Based Marketing?;151
10.2.2; The Challenge;152
10.2.3; The Benefits of Implementing ABM;154
10.2.4; How Do I Get Started?;154
10.2.4.1; Choosing the Right Accounts;155
10.2.4.2; Account-Level Research;156
10.2.4.3; Customer Value Proposition;157
10.2.4.4; Customised Assets and Offers;157
10.2.4.5; Marketing and Sales Delivery;158
10.2.5; Common Pitfalls with Account-Based Marketing;159
10.2.6;Further Reading;161
10.3;10: Cohesion Is the New Differentiator: Are You Ready?;192
10.3.1; To the Future: A Word on Skills—Another Elephant in the Room?;197
10.3.2; Finally … This Is Not an Option;198
10.3.3;Further Reading;199
10.4;9: Align or Die? Ensuring Marketing and Sales Are Aligned with the Customer;162
10.4.1; Definition of Alignment;163
10.4.1.1; The Approach;163
10.4.1.2; Why Is Alignment Important?;163
10.4.2; Alignment Issues: What Does the Academic Research Say?;164
10.4.2.1; Economic Differences;164
10.4.2.2; Cultural Differences;165
10.4.3; Cognitive ‘Thought World’ Differences: On the Same Wave-Length?;166
10.4.4; Sales ‘Buy-in’ of Marketing Strategies;166
10.4.5; Survey Results;168
10.4.6; Why Do Customers Buy from You?;168
10.4.7; What Sets You Apart from Competitors?;168
10.4.8; Does Your Firm Have a Clear Value Proposition?;170
10.4.9; How Useful Is Content?;170
10.4.10; What Do Current Practitioners Say?;171
10.4.10.1; Goal Alignment: Enabler or Tension Point;171
10.4.10.2; Role Alignment: Are We All in Sync?;173
10.4.10.2.1; ‘Tactical’ Campaign and Lead Management Roles;173
10.4.10.3; Information and Conversation Flow;174
10.4.11; Role Clarity and the ‘Sophistication’ Gap;175
10.4.12; It’s All About the Organisation—Or Is It?;177
10.4.13; Thought Worlds and Culture;178
10.4.14; How Aligned Are Your Marketing and Sales to the Customer?;180
10.4.14.1; Road to Nowhere;180
10.4.14.2; Road to Hell;181
10.4.14.3; Rocky Road: Long and Winding Road;182
10.4.14.4; Highway to Heaven;183
10.4.15; A Framework for Alignment;183
10.4.15.1; Goal Alignment;184
10.4.15.2; Role Alignment;185
10.4.15.3; Resources;185
10.4.15.4; Information and Conversation Flow;185
10.4.15.5; Processes;186
10.4.15.6; Success;186
10.4.15.7; And Finally … Alignment for Value-Ology;187
10.4.16; Alignment for Value-Ology;187
10.4.16.1; Steps 1 and 2 Mind Your Language!;187
10.4.16.2; Step 3 What Does Marketing Need to Provide to Sales to Allow Them to Confidently Develop Value in a Social Setting?;187
10.4.16.3; Step 4 Enhancing Market and Customer Understanding;188
10.4.16.4; Step 5 Campaign Alignment;189
10.4.16.4.1; Language: What Do We Mean by Campaign?;189
10.4.16.4.2; Goals and Roles: Again!;189
10.4.16.5; Step 6 Alignment for Account Based Marketing (ABM);190
10.4.17;Further Reading;190
11;Glossary;200
12;Index;201