Keynote: Competitive Sales-Enablement Not Your Father s CI Program

Transcription

1 BUSINESS FORECASTING AND INNOVATION FORUM 2015 September 17-18, 2015 Boston, MA September 18, 9:45 AM Keynote: Competitive Sales-Enablement Not Your Father s CI Program Tools, tactics, and techniques that win internally and externally Ed Allison, Managing Partner and Founder at Compelligence, Inc. Working to change the way companies compete and win, Ed Allison is the Managing Director and co-founder of Compelligence, Inc. a competitive, market and sales intelligence platform. Ed previously served as a competitive team leader at Cisco Systems, Symbol Technologies, Juniper Networks and Polycom. In his most recent engagement, Ed helped Polycom, the leader in video communications, grow from a $1B to a $1.4B annual sales. Ed Allison brings a history of front line competitive experience. He's a practitioner, not a theorist, of competitive, market, and customer intelligence leadership at large, marketing-leading technology companies. Ed developed analysis and strategy techniques as a military officer in the U.S. Army (Signal Corp) and has adopted those techniques to strategic planning and sales effectiveness. View presentation online at:

2 Competitive Sales-Enablement Not your father's CI Program Tools, Tactics, and Techniques that win internally and externally Ed Allison Compelligence, Inc.

3 Ed Allison Education: Computer & Management Science US Army: Captain Career Cisco Systems Symbol Technologies Juniper Networks Polycom Compelligence Speaker

4 Rules of the road Information Compelligence

5 Compelligence, Inc. Increase your win rates

6 Analysis Where did it begin?

7 Why this topic?

8 Competitive Intelligence (CI) history

9 The Competitive Intelligence Methodology

10 CI - What people think about?

11 Historic view of CI practice The best intelligence in the world is of little use if it is not presented in a manner that makes it credible, compelling and relevant for senior executives. - Ken Sawka Outward Insights (now Fuld)

12 Is CI a growth industry?

13 Is there hope? Can CI be valuable?

14 Revenue: The Killer Metric

15 Organizational satisfaction with CI

16 The new approach Analysis Techniques vs. Organizational Competitiveness

17 The Intelligent Organization Intelligence cannot be utilized only by executives but must be used by all teams regardless if you are designing and building offers, selling them, or leading the organization that does. - Edward Allison Compelligence, Inc.

18 Organizational Competitive Assessment Corporate Strategy Technology, M&A, Vision, AOP Innovation (Solutions/ Products / Services) Improved CAP / GAP Marketing Preference, Brand, Offers Market Share Sales Win / Loss Ratio General Increased Competitive Knowledge and Culture Culture Islands Sales / Exec Product / Marketing Strategic Ldshp Includes BoD Deliverables News Responses & Diff Campaigns & GTM Predictive Tactical to Strategic Sources Public Field / Customers Research Projects Predictive Analysis Customized Systems Non / Free M.S. / Web / CRM CIMS Advanced Dist. Financial Investment Part-time Minor Full-time Competitive Team Sr. Leadership Board Reports

19 Competitive Organization Worksheet Culture Islands Sales / Exec Product / Marketing Strategic Ldshp Including the BoD Deliverables News Alerts Responses & Tools Campaigns & GTM Predictive Analysis Tactical to Strategic Sources Public Field / Customers Analyst Firms Research Projects Customized / Mixed Systems Non / Free MS. / Web / CRM CIMS Advanced / Custom Integrated / Custom Investment Part-time Minor Full-time Competitive Team Sr. Leadership Board Reports Culture: 25 Deliverables: 20 Sources: 15 Systems: Investment: Total: 5 10

20 Competitive Team Structure Executive Sponsor Centralized Leader (Director or above) Technical Research Analyst / Marketing Research Corporate Liaisons Champions Network - Field Competitive Program Steering Committee External Advisor / Analyst / Coach

21 Level 2 Competitive Sales Enablement Typically would have a Sr. Sales leader as sponsor Quarterly Competitive Steering Committee Meeting would include a specific section for Competitive Win / Loss Deliverables would include Competitive Responses, Competitive Sales-Guides and Win / Loss Reports Field participation would be strong Customer win / loss could be involved CRM Integration is likely and CI Team Members are users CI Team is formally recognized with possibly one or more fulltime members

22 Sales Enablement The activities, systems, processes and information that support and promote knowledge-based sales interactions with client and prospects.

23 Competitive Sales Enablement The activities, systems, processes and information that support and promote knowledge-based sales differentiation leading to increased customer trust, win rates and an increasingly competitively capable organization.

24 Compontents of Competitive Sales Enablement Customer Analysis Win / Loss Research Competitive Landscape Analysis Technical Analysis Industry Analysis Pricing / Value Analysis Competitive Battle Cards Executive Sponsorship Competitive Champions Competitive Deal Support Competitive Training Events Communications Information Packaging

25 Win / Loss Analysis

26 Win Loss Analysis & Win Loss Reviews Win loss analysis is a forensic market research exercise that focuses on de-constructing how companies market and sell their products and services from the prospect's perspective. The process typically entails conducting extensive telephone interviews with new clients or lost prospects. Win Loss Reviews same, but internal.

27 Win Loss Reviews This unique and authorative text from the Microsoft Executive Leadership Series focuses on gaining actionable competitive insights through the scalable process of quickly and effectively capturing win and loss information from those directly on the front lines who have the clearest view of the action - the sales force. Andrew Beurschgens on August 20, 2011

28 Typical Win / Loss Report

29 Win Loss Analysis Example 12,000 10,000 8,000 6,000 4,000 2,000 - Why We Win Government (Non USA) Transportation To be Determined Telecommunication equipment/ services Telecom Technology Technology Systems Integrator State & Local Government (USA & No Service Provider Pharmaceuticals Petroleum Petroleum Other Manufacturing IT Consulting/Services Information Technology Hospitals Higher Educ (University/College)

30 Tools Example: Primary Intelligence

31 Win Loss Dashboards - Trends

32 Common Problems

33 How do you solve these problems? Help them win deals Lower the cost to participate Timeliness Incentives Culture Value both Win and Loss Use the information Be accountable

34 Win / Loss & Opportunity Lifecycle Low frequency Interview based High Cost Impact Sales Process Typically stored in a document or presentation and presented during business reviews to leadership Win Loss Research Lead Opportunity Deal Customer Service Win Loss Research High volume System based Low cost Min. Sales Process Impact Should include transaction research in a more timely manner. When complete should be delivered to Sales (Sales-helping-sales) Marketing Product Management Leadership Should be stored in an information system to support trend analysis Additionally should be included in dashboards for executives.

35 Compelligence Win / Loss Research meets Twitter

36 Going beyond observation: Early Warning Analysis Win Loss News Event Customer Environmental Monitoring System Trend 1 Trend 2 Trend 3 Report / Dashboard

37 Help them win: Battle cards

38 Battle Card Definition A type of sales tool that presents information to a sales person to enable fact-based specific differentiation vs. a competitor or competitors.

39 Example: Static Battle Card

40 Typical Tools Excel, PowerPoint

41 Dynamic / Machine Analysis

42 Common Problems

43 Competitive Differentiation

44 Dynamic Battle Cards

45 Intelligent Virtual Agents

46 Transaction Data & Intelligent Win / Loss Analysis

47 What are the keys to Battle Cards Messaging and Positioning Relevant Timely Fact Based Dynamic Short

48 A practical application of sales interaction

49 Competitive Analytical Reports: Executives

50 Example: Competitor Threat Dashboard Access and Reporting (More) Analytics

51 Example: Competitor Threat Dashboard

52 Example: Competitor Threat Dashboard

53 Example: Competitor Threat Dashboard

54 Real World Intelligence: Fall of the Soviet Union

55 Competitive Analysis Analytics FAROUT Methodology Future Oriented Accurate Resource Efficient Objective Useful Timely

56 Analytics is required to face a new changing Competitive Landscape

57 What is an Analytical Competitor Extensive use of data, statistical and quantitative analysis, exploratory and predictive models and factbased management to drive decisions and actions.

58 Questions