Upload
others
View
2
Download
0
Embed Size (px)
Citation preview
1
Selling the Business Value of UC in the Real WorldSelling the Business Value of UC in the Real World
Jim HaysJim Hays
CEO & Principal InstigatorCEO & Principal Instigator
The The ASPIRE!ASPIRE! Group, LLC Group, LLC
Focusing on customer business outcomes to supercharge your sales!Focusing on customer business outcomes to supercharge your sales!
2
•• Go-to-Market Strategy Consulting and Sales ForceGo-to-Market Strategy Consulting and Sales ForceDevelopment focused exclusively on the CiscoDevelopment focused exclusively on the CiscoAdvanced and Emerging Technologies EcosystemAdvanced and Emerging Technologies Ecosystem
•• Expertise in depth and breadth of Communications,Expertise in depth and breadth of Communications,Collaboration, and Customer Interaction applicationsCollaboration, and Customer Interaction applications
•• Worked with more than 3,000 individual Cisco andWorked with more than 3,000 individual Cisco andChannel Partner salespeople and sales managers inChannel Partner salespeople and sales managers inover 47 countries in 6 continents during past 5 yearsover 47 countries in 6 continents during past 5 years
A Global Multi-year Perspective on Cisco UC SalesA Global Multi-year Perspective on Cisco UC Sales
3
We should We should NOTNOT sell Unified Communications! sell Unified Communications!We should NOT sell Unified Communications!
The Naked, Shocking, Fundamental Truth!The Naked, Shocking, Fundamental Truth!
4
““What the customer buys and considers value is never a product.What the customer buys and considers value is never a product.
It is always a utility, that is, what a product or service does for him.It is always a utility, that is, what a product or service does for him.””
Peter F. Drucker on Customer Perceptions of ValuePeter F. Drucker on Customer Perceptions of Value
5
““Do customers really want to buy a Do customers really want to buy a ”” drill? drill?””
6
““No, what they No, what they reallyreally want is a want is a ”” hole! hole!””
7
•• Ability to be closer and more responsive to customersAbility to be closer and more responsive to customers
•• Improved time-to-market performance for new offeringsImproved time-to-market performance for new offerings
•• Greater economies-of-scale to enable profitable growthGreater economies-of-scale to enable profitable growth
•• Innovative new ideas to help them be more competitiveInnovative new ideas to help them be more competitive
What do customer executives What do customer executives really really want?want?
8
““Why do you want a Why do you want a ”” hole? hole?””
9
““I need one to hang a new picture frame on the wall.I need one to hang a new picture frame on the wall.””
10
““Would it be better if you didnWould it be better if you didn’’t damage the wall?t damage the wall?””
11
““But IBut I’’ve gotta a quota to make and I wanna sell UC!ve gotta a quota to make and I wanna sell UC!””
12
TheThe
ChasmChasm
13
The UC market and its technologies are maturing, but,The UC market and its technologies are maturing, but,overall, the market remains at an early stage of maturity,overall, the market remains at an early stage of maturity,and the adoption of converged solutions remains slow.and the adoption of converged solutions remains slow.The slow adoption is the result of multiple technical andThe slow adoption is the result of multiple technical andorganizational issues, including:organizational issues, including:
••Some new technologies, such as presence, are not fullySome new technologies, such as presence, are not fullyunderstood.understood.
••Best practices around the use of UC are not well-definedBest practices around the use of UC are not well-definedor well-developed.or well-developed.
Gartner Market Overview of Unified CommunicationsGartner Market Overview of Unified Communications
14
Core Routing & Switching Infrastructure
High-availability, QoS, & Management
Security & Mobility
IP Telephony
UC AppsUC Apps
Why Selling UC Apps is Strategic for Cisco PartnersWhy Selling UC Apps is Strategic for Cisco Partners
15
““The definition of insanity is doingThe definition of insanity is doingthe same thing over and over againthe same thing over and over again……
……and expecting different results!and expecting different results!””
Albert Einstein on the Definition of InsanityAlbert Einstein on the Definition of Insanity
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Core/Context Analysis Framework
CoreProcess creates
differentiation that
wins customers
ContextAll other
processes
Mission CriticalProcess shortfall creates
serious and immediate risk
Non-Mission-CriticalAll other processes
Differentiation
Ris
k
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Cisco’s Markets Product Category Focus
Mission-
Critical
Legacy
Protocols
SAN
Switches
Core Context
Security
VOIP
Wireless
Routers
Switches
Optical
Non-Mission-
Critical
IV
IIIII
I
Application
Oriented
Networks
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
The Cycle of Innovation
Deploy
Invent Offload
Core Context
Mission Critical
Non-Mission-Critical
Manage
Manage
Mission-critical
Processes
At Scale
Extract
Resources
To Repurpose
For CoreInvent
Differentiated
Offering
Deploy
Differentiation
At Scale
Fund next innovation
IV
IIIII
I
Copyright © Geoffrey A. Moore, 2005, from the book “DEALING WITH DARWIN”
Mission Critical
Non-Mission-Critical
Clinging to ContextHow Resources Get Stuck
Resources
get stuck
here
Resources are
added here for
supportResources
still get
invested here
But lack of
resources here
results in failure
to deploy!
Mission-
critical
risk
Core Context
IV
IIIII
I
20
Expertise inExpertise in
ConsultativeConsultative
SellingSellingMission-Mission-
CriticalCritical
CoreCore ContextContext
Non-Mission-Non-Mission-
CriticalCritical
IVIV
IIIIIIIIII
II
TechnicalTechnical
ExpertiseExpertise
Evolution of Technical Expertise from Core to ContextEvolution of Technical Expertise from Core to Context
21
Mission-Mission-
CriticalCritical
CoreCore ContextContext
Non-Mission-Non-Mission-
CriticalCritical
IVIV
IIIIIIIIII
II
ProductProduct
KnowledgeKnowledge
ProductProduct
UsageUsage
KnowledgeKnowledge
Is Product Knowledge Core or Context?Is Product Knowledge Core or Context?
22
Mission-Mission-
CriticalCritical
CoreCore ContextContext
Non-Mission-Non-Mission-
CriticalCritical
IVIV
IIIIIIIIII
II
RelationshipRelationship
SellingSelling
GenuinelyGenuinely
ConsultativeConsultative
SellingSelling
Is Relationship Selling Core or Context?Is Relationship Selling Core or Context?
23
Model for Genuinely Consultative Selling BehaviorsModel for Genuinely Consultative Selling Behaviors
GoalGoal OfferingOfferingCapabilityCapability
Genuinely Consultative SellingGenuinely Consultative Selling
24
Comprehensive Study of Buying & Selling BehaviorsComprehensive Study of Buying & Selling Behaviors
25
1.1. Salesperson CompetenceSalesperson Competence39%39%
2.2. Deliver Total Solution Deliver Total Solution 22%22%
3.3. Quality of Offering Quality of Offering 21%21%
4.4. Price Price 18%18%
* Source: HR Chally Group’s Customer-selected World Class Sales Excellence Study
CustomerCustomer’’s Ranking of Importance in Buying *s Ranking of Importance in Buying *
1.1. Salesperson CompetenceSalesperson Competence
2.2. Deliver Total SolutionDeliver Total Solution
3.3. Quality of OfferingQuality of Offering
4.4. PricePrice
26
The salesperson The salesperson isis the sale! the sale!
The Relevant Conclusion from those Statistics?The Relevant Conclusion from those Statistics?
27
Personally manages my satisfaction: 59%Personally manages my satisfaction: 59%
Understands our business: 24%Understands our business: 24%
Is a customer advocate: 21%Is a customer advocate: 21%
Is knowledgeable of applications: 19%Is knowledgeable of applications: 19%
Is easily accessible: 10%Is easily accessible: 10%
Solves our problems: 9%Solves our problems: 9%
Is innovative in response to our needs: 6%Is innovative in response to our needs: 6%
* Source: HR Chally Group’s Customer-selected World Class Sales Excellence Study
Factors Predicting World-Class Sales Status *Factors Predicting World-Class Sales Status *
28
““Communications integrated to optimizeCommunications integrated to optimize
business processes.business processes.””Don Van Doren
Vanguard Communications / UCStrategies.com
Our Working Definition of Unified CommunicationsOur Working Definition of Unified Communications
29
Applications & Business Process: Sequence MattersApplications & Business Process: Sequence Matters
Internet BusinessApplications
BusinessProcesses 25–30% Cost Savings
BusinessProcesses
Internet BusinessApplications
6–9% Cost Increase
Source: Momentum Research Group—Net Impact 2003 and Net Impact 2004
30
Critical Success Factors in Cisco Internal IT InitiativesCritical Success Factors in Cisco Internal IT Initiatives
Business Processes
Applications and Services Network Infrastructure
31
Creating Customer Success in the Cisco EcosystemCreating Customer Success in the Cisco Ecosystem
Business Processes
Applications and Services Network Infrastructure
A Critical Gap in Consulting ServicesA Critical Gap in Consulting Services
32
The UC market and its technologies are maturing, but,The UC market and its technologies are maturing, but,overall, the market remains at an early stage of maturity,overall, the market remains at an early stage of maturity,and the adoption of converged solutions remains slow.and the adoption of converged solutions remains slow.The slow adoption is the result of multiple technical andThe slow adoption is the result of multiple technical andorganizational issues, including:organizational issues, including:
••Some new technologies, such as presence, are not fullySome new technologies, such as presence, are not fullyunderstood.understood.
••Best practices around the use of UC are not well-definedBest practices around the use of UC are not well-definedor well-developed.or well-developed.
Gartner Market Overview of Unified CommunicationsGartner Market Overview of Unified Communications
33
““Communications integrated to optimizeCommunications integrated to optimize
business processes.business processes.””Don Van Doren
Vanguard Communications / UCStrategies.com
Our Working Definition of Unified CommunicationsOur Working Definition of Unified Communications
34
Leadership Needed to Change Our Sales CulturesLeadership Needed to Change Our Sales Cultures
Previous CompetenciesPrevious Competencies New CompetenciesNew Competencies
Technical Expertise Business Acumen
Hardware and Boxes Software and Services
Product Knowledge Product Usage Knowledge
Siloed Products Network as the Platform
Selling to IT Department Working with Line-of-Business Execs
Cisco Leads, Partner Follows Cisco/Partner Collaborative Effort
Short-term Transactional Focus Transactional AND Transformational
Managing to the Number Managing to What Produces the Number
Cisco/Partner-centric Approach Customer-centric Approach
Network Assessments Business Process Consulting
35
Belief Systems
Strategies
Skills
Steps to Success
Factors That Determine Real-World Selling BehaviorsFactors That Determine Real-World Selling Behaviors
36
1.1. Lack of alignment to support change-management processLack of alignment to support change-management process
2.2. Skepticism and natural resistance to change by salespeopleSkepticism and natural resistance to change by salespeople
3.3. Lack of relevant messaging tools to support new conversationsLack of relevant messaging tools to support new conversations
4.4. Salespeople are told Salespeople are told whatwhat to do, but not to do, but not howhow to do it to do it
5.5. Inadequate management reinforcement of desired behaviorsInadequate management reinforcement of desired behaviors
6.6. ““Training dTraining d’’jourjour”” approach dilutes focus need to affect change approach dilutes focus need to affect change
7.7. Lack of clear quantitative and qualitative success metricsLack of clear quantitative and qualitative success metrics
7 Reasons Why Training Fails to Change Behaviors7 Reasons Why Training Fails to Change Behaviors
37
1.1. Management Alignment and Commitment to GoalsManagement Alignment and Commitment to Goals
2.2. Sales Team Awareness, Inspiration, and MotivationSales Team Awareness, Inspiration, and Motivation
3.3. Development of Effective Sales-Ready MessagingDevelopment of Effective Sales-Ready Messaging
4.4. Implementation of Tactical Sales MethodologyImplementation of Tactical Sales Methodology
5.5. Development of Management Coaching SkillsDevelopment of Management Coaching Skills
6.6. Congruent Development of CompetenciesCongruent Development of Competencies
7.7. Quantitative and Qualitative Success MetricsQuantitative and Qualitative Success Metrics
Transactional to Transformational Selling FrameworkTransactional to Transformational Selling Framework
38
CreatingManagement
Alignment
Awareness,Inspiration,
& Motivation
DevelopSales-ReadyMessaging
ImplementTactical SalesMethodology
ManagementCoaching &
Reinforcement
ValidatedSuccessMetrics
BuildingDepth/Breadth
of Expertise
PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 PHASE 6 PHASE 7
Transactional to Transformational Selling Framework
39
CreatingManagement
Alignment
Awareness,Inspiration,
& Motivation
DevelopSales-ReadyMessaging
ImplementTactical SalesMethodology
ManagementCoaching &
Reinforcement
ValidatedSuccessMetrics
BuildingDepth/Breadth
of Expertise
ExecutiveAlignmentWorkshop
Cisco UCASPIRE! 2.0
Workshop
Sales-ReadyMessagingWorkshop
CustomerCentric Selling
Workshop
Coaching &Managing aCCS Team
Outsell theCompetition inUnified Comm
Quantitative &Qualitative
Assessment
Networkas the
Platform
Demystifyingthe ContactCenter Sale
ApplicationsDiscoveryProcess
Sales Mgmt,Channels
Mgmt, IBSG,Field Mrktng,Partner Mgmt
AM, SE, PSS,CAM, RM, SEM,
Partners
Field Mrktng,Corp Mrktng,
IBSG, Tools &Programs,Partners
AM, SE, PSS,CAM, RM,
SEM, Partners
RM, SEM,Sales Mgmt,Partner Mgmt
AM, SE, PSS,CAM, RM,
SEM, Partners
Sales Mgmt,Channels
Mgmt, IBSG,Field Mrktng,Partner Mgmt
PHASE 1 PHASE 2 PHASE 3 PHASE 4 PHASE 5 PHASE 6 PHASE 7
Attendees
Selling the Value of the Cisco Smart Business Communications System (SBCS)
Implementation Example of Framework Principles
40
1.1. Business executives want Business executives want outcomesoutcomes; not ; not ““solutionssolutions””
2.2. Your greatest competitive advantage is Your greatest competitive advantage is howhow you sell you sell
3.3. Pull resources from Context to re-focus them on Pull resources from Context to re-focus them on CoreCore
4.4. Business process change; Business process change; vitalvital to customer success to customer success
5.5. Changing selling behaviors is a Changing selling behaviors is a processprocess; not an event; not an event
5 Key Points to Take Back Home and Drive Success!5 Key Points to Take Back Home and Drive Success!