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Sales & Marketing Summit Presentation 10.06.09 



Sales & Marketing Summit Presentation 10.06.09

 

 
 
Tags:  matrix cell phone  fall  relationships  chamber  marketing  summitt  memphis 
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Slide 1: October 6, 2009
Slide 2: Presented by:
Slide 3: Gold Sponsors Diamond Sponsor Silver Sponsor
Slide 4: How to be Red Hot in a Cool Market Don Hutson Chairman & CEO, U.S. Learning Building Relationships in a 2.0 World Austin Baker President, Eserv Benefits Incorporating Digital Media into your Traditional PR Campaign Amy Howell Principal, Howell Marketing Strategies Selling in Tough Times Dr. George Deitz Assistant Professor, Marketing & Supply Chain Management The University of Memphis Panel Q & A Dotty Summerfield Chair, Small Business Council President, Summerfield Associates Inc.
Slide 5: Don Hutson U.S. Learning How to be Red Hot in a Cool Market
Slide 6: To Contact Don Hutson Don@DonHutson.com www.DonHutson.com
Slide 7: Motivation Makes the Difference Definition…. “The pull of anticipation and the push of discipline” Thoreau
Slide 8: The Loyalty Ladder C______________ A______________ C______________ C______________ P______________ S______________
Slide 9: The Value - Price Perspective V P
Slide 10: The Value - Price Perspective V P
Slide 11: Behavioral Style Grid Less Responsive More Assertive Less Assertive ANALYTICAL (FACTS) DRIVER (TASKS) AMIABLE (RELATIONSHIPS) EXPRESSIVE (DREAMS) More Responsive
Slide 12: The Adaptability Continuum Low High “Me-Oriented” “You-Oriented” (Preoccupied with own agenda) (Concerned about agenda of others)
Slide 13: The Chinese Bridge
Slide 14: Creating Alliances The Foundation: Goal-Congruence
Slide 15: Team Member Performance Matrix Burden Resource (-) Team Member Contribution (+)
Slide 16: Goals "There are no unrealistic goals, only unrealistic time frames.” Jerry Bresser
Slide 17: Change “People change when the pain not to change exceeds the pain to change.”
Slide 18: Coaching “Getting your people to develop the Habit of doing the things which must be done to Succeed.”
Slide 19: Attitude Defined Definition…. The demeanor and spirit we choose to adopt and display from a given stimulus
Slide 20: Commodity Products without discernable differences one from another which are available from multiple sources
Slide 21: The “Undesirable Model” Trust Conversion Rate Sales Cycle Stress
Slide 22: The “Desirable Model” Trust Conversion Rate Sales Cycle Stress
Slide 23: The Evolution of Selling 5 Stages: 1. 2. 3. 4. 5. The Product Pitch The Hard Sell Relationship Selling Needs-Analysis Selling Symbiotic Selling
Slide 24: CSI (Customer Satisfaction Index)
Slide 25: Authorship… is when you give another person the respectful right to be heard. Their opportunity to influence outcomes will greatly enhance their buy-in and eagerness to gain the desired results
Slide 26: Innovation “Optimism is the fuel that fires innovative thinking.” Mike Vance
Slide 27: Collective Intellect Remember that all of us is smarter than one of us
Slide 28: Value Defined… (Webster): A fair Return or equivalent in Goods, Services or money for something exchanged
Slide 29: Optimism, Belief, Determination, High Energy & Work Ethic Cutting Edge Skill Sets, Innovative Solutions, Effective Strategies Propulsion Training ___ ___ UP ___ ___ ___ ___ ___ ___ ___ GOOD Habits ___ ___ Gravity Negativity, Lack of Commitment, Low Energy Complacency, Using Old Skills, Tired Solutions
Slide 30: Austin Baker EServ Benefits Building Relationships in a 2.0 World
Slide 31: Building Relationships in a 2.0 World Presented by Austin Baker President EServ, LLC. www.eservbenefits.com Benefits . Enrollment . HR Consulting
Slide 32: Today’s Topics What parts of our 2.0 world are holding you back from making better relationships? What tools are you using to better manage your relationships? How can you create deeper more engaging relationships? What types of relationships should you have that will help you grow?
Slide 33: What parts of our 2.0 world are holding you back from making better relationships? FactsBetter Web Technology that helps us to connect to more people. More information readily available about the people we know More interactions from more people than we had before More ways to connect to people than we had before
Slide 35: What parts of our 2.0 world are holding you back from making better relationships? Sociologist- Dalton Conley- Elsewhere USA (2009) Fewer and fewer boundaries in the world of the middle- to upper-class professional. The walls between them all are increasingly blurring or falling altogether. investment private sphere price home leisure boss v. v. v. v. v. v. consumption public space value office work employee
Slide 36: Facts- Dalton Conley- in Elsewhere USA (2009) Our relationships are changing due to several factors - Fast Pace of Today’s Business Environment - Technology that we have available - Rise of “Intravidualism” - "an ethic of managing the myriad data streams, impulses, and even consciousnesses that we experience in our heads as we navigate multiple worlds“ - Emergence of “Weisure” - “Increasing tendency to work during leisure time, thanks to advances in portable personal technology”
Slide 37: What parts of our 2.0 world are holding you back from making better relationships? Problems Less “Quality” Interactions We are never quite all here 9-5 has turned into 24-7 Relationships are wider not deeper
Slide 38: What parts of our 2.0 world are holding you back from making better relationships? Texting While Driving(TWD)- Outlawed Texting under the Table (TUT)- Not- Outlawed Texting While Talking(TWT)- Not Outlawed
Slide 39: What tools are you using to better manage your relationships? Problem Solution Less “Quality” Interactions Ask better Questions & Actively Listen to Answers
Slide 40: What tools are you using to better manage your relationships? Questions
Slide 41: What tools are you using to better manage your relationships? Questions Get Back to Reality
Slide 42: What tools are you using to better manage your relationships? Questions Let’s all stop being the “weatherman” How about these questions How did you get started in your business? What do you like most about it? What type of business makes a great referral? If you could have a superpower what would it be an why?
Slide 43: What tools are you using to better manage your relationships? Active Listening is a lost art
Slide 44: What tools are you using to better manage your relationships? Actively Listen to the Answers Try repeating the Words you are hearing- in your head, especially helps with names Stow your “Crackberry” Don’t “facebook” when your face-to-face When was the last time you were actively listened to?
Slide 45: What tools are you using to better manage your relationships? Problem We are never quite all here Solution Being Present Campaign
Slide 46: What tools are you using to better manage your relationships? Being Present Campaign Chris Crouch- GO system
Slide 47: What tools are you using to better manage your relationships? Being Present Campaign Cell Phone Basket for Meetings Narrow & control your “inputs” for better organization & sanity Consider whether you really need portable email Turn off vibrate/ring function for messages
Slide 48: What tools are you using to better manage your relationships? Problem Solution Relationships are wider not deeper Bring Balance to your Strategic Relationships
Slide 49: What tools are you using to better manage your relationships? The easiest kind of relationship for me is with 10,000 people. The hardest is with one. -Joan Baez
Slide 50: What tools are you using to better manage your relationships? Manage Strategic Relationships with Key Contacts Tim Page Caroline Lisa Gene Gina Linda Gary
Slide 51: What tools are you using to better manage your relationships? Categorically Manage Strategic Relationships HR Marketing C- Level Executives Accounting Training Procurement Finance Sales
Slide 52: What tools are you using to better manage your relationships? Manage Strategic Relationships with Many Channels Face 2 Face Linkedin Twitter Networking events Facebook Customer Events wordpress Seminars
Slide 53: How can you create deeper more engaging relationships? We still all have the same basic needs Love & be Loved Significant Contribute Valued Admired Understood Paid
Slide 54: How can you create deeper more engaging relationships? The number of mediums in which we communicate and share experiences have just grown
Slide 55: How can you create deeper more engaging relationships? Make a list of the traits in which you seek in a relationship Authentic Thankful Growing Accountable Present Open “People don’t care how much you know until they know how much you care” -John Maxwell
Slide 56: How can you create deeper more engaging relationships as a business leader? Authenticity Dimensions of Authentic Leadership •Pursuing Purpose with Passion •Practicing Solid Values •Leading With Heart •Establishing Connected Relationships •Demonstrating Self Discipline
Slide 57: How can you create deeper more engaging relationships? Thanksgiving • • • • Sets a Positive Intent Comfortable in “Your Own” Attracts Other People who are Thankful Daily Dose Makes for The Perfect Start to a Great Day
Slide 58: What types of relationships should you have that will help you grow? Our most cherished relationships are those that help us grow Mentorship
Slide 59: Back to the basics in Relationship Building Be Present- Don’t let technology get in the way Ask Profound Questions & Actively Listen to the Answers Balance your merging worlds Fundamentals of Relationships Have not Changed Be Authentic & Thankful Consider a “Growing Relationship” by Mentoring
Slide 60: Building Relationships in a 2.0 World “I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” – Maya Angelou
Slide 61: Amy Howell Howell Marketing Strategies Inc. Incorporating Digital Media into your Traditional PR Campaign
Slide 62: Incorporating Digital Media into Your Traditional PR & Marketing Campaign Amy Howell Howell Marketing Strategies, LLC
Slide 63: A VERY CRITICAL REASON Reasons Management Uses Social media •Read what customers are saying about company •Monitor a competitor’s use of social media •See what current employees may be sharing •Check the backgrounds of a prospective employee
Slide 64: The World Wide Web 10 Years Ago
Slide 65: We Are Building Online Communities
Slide 66: In These Communities Are Influencers
Slide 67: STATISTICS The Numbers Don’t Lie Not just for the kids anymore… • Facebook: use among 55+ set increased 25% from July 4 to August 4, 2009 • As of August 4, 40.2% of Facebook users were 35+
Slide 68: STATISTICS The Numbers Don’t Lie • Spring 2009 – Twitter growing at rate of 1,382% • Twitter gains 250,000 – 500,000 users each month
Slide 69: VALUE The Numbers Don’t Lie • Sept. 2009 – Twitter valued at $1 Billion after recent round of funding • Sept. 30 2009 – In just 2 years Twitter has raised $155M in venture capital including $135M this year alone • Twitter ranks No. 3 in history for raising capital, topped by HomeAway and PayPal (owned by ebay)
Slide 70: DO Practical Tips for Business • Use complete profile; Add a photo • Connect with PEOPLE – Humans #1, Brands #2 • “Rockin Good Content” • Don’t just Broadcast: Interact • SHARE • Manage TIME • LISTEN (Search) & FOLLOW
Slide 71: SEARCH • Your Name • Your Company • Your Product • Your Competition • Like-Minded People • Complimentary People
Slide 72: DO NOT examples • • • • • All About ‘ME’ communication SPAM Un-follow, de-friend Waste TIME Unhealthy, Negative, “SNARKY” communication • Useless Info. (drinking coffee) • Anything You don’t want in the News
Slide 73: P.O.S.T Before Getting Started Determine: • People (Who are you targeting?) • Objectives (What are your objectives?) • Strategy (How will you meet Objectives?) • Technology (What will you use/ where will you become active in the space?)
Slide 74: LISTEN to the Consumers How do my target consumers make decisions? • Are they Brand Reputation driven? (Brand Experience, TV/Radio) • Do they respond to promotion? (Direct) • Do they use detailed information to make decisions? (Search; Print) • Do they rely on others to reinforce a decision? (Social) • Does their behavior change over time?
Slide 75: BE HONEST What is my Brand Position ? • Am I the category leader or a follower? • Do category users know my Brand and recognize it’s Advantages? • Are my clients advocates or detractors for my Brand? • Does your Brand’s reputation put you on Offense or Defense?
Slide 76: CREATE Communications Strategy •Who do you want to influence? •What do they currently think, feel and do? •What do we want them to think, feel and do? •What is the single most inspiring thing for them to believe? •Why should they believe it?
Slide 77: INVEST Determine How to Invest • Where are your customers? • What channels are they utilizing? • What is their level of commitment to digital marketing? • Does a new channel (social media) help improve ROI?
Slide 78: How can it BENEFIT you? • Influence Brand Reputation – 39% use valued as very effective •Increase Brand Awareness – 37% use valued as very effective • Improve Search Engine Rankings – 38% of use values as very effective •Increase Website Traffic – 33% of use valued as very effective •SEO uses social media to improve rankings/ drive traffic
Slide 79: EMPOWER •Give Employees the choice to participate •The more, the merrier •Clarify corporate vs. personal participation •Define guiding principals of engagement •To learn •To contribute •Comply with business conduct policies
Slide 80: NEGATIVE Comments •Large companies more likely to monitor commentary •Small & Medium companies (less than 500) more likely to respond with public rebuttals •Responding can draw more attention to the comment
Slide 81: NEGATIVE Comments RULES: 1.Listen 2.Monitor 3.Respond 4.Don’t Respond
Slide 82: Whatever You Do, Make Sure You MEASURE
Slide 83: How to MEASURE:
Slide 84: UNDERSTAND ALL ASPECTS OF YOUR METRICS
Slide 85: Tell Your STORY…or someone else WILL • • • • • • Twitter, Facebook, You-Tube are NEWS Real Time News PR is 24/7 and “VIRAL” Digital is Mobile (iPhones) Media IS tuned in Journalism now includes social media (Twitter classes)
Slide 86: REAL example: Twitter & Airlines
Slide 87: “United Smashes Guitars” • Posted July 6, 2009 • 5,653,134 Views • 22,436 Comments
Slide 88: PR STRATEGY • • • • • • • Quick, Nimble, Savvy Verification & Accuracy Use SM to get CORRECT information out Control Message, Can’t Control Spread Transparency + Honesty = TRUST LEVERAGE all Good Publicity Internal & External Messages are SAME
Slide 89: REAL examples: Twitter & Fast Food • Pizza Hut hired “TwinTern” • Domino’s utilized Twitter for reputation management – after damaging YouTube video
Slide 90: REAL examples: Twitter & Time Warner • Major Mistake: Starting but not utilizing
Slide 91: REAL examples: Twitter & Comcast Cares
Slide 92: REAL examples: Twitter & FedEx
Slide 93: CHALLENGES Social Media “Push Back” • Lack of Understanding • Lack of Resources • ROI: Return on Investment OR Risk Of Ignorance • Peers not using… YET • Think it is for younger people • Think Twitter, etc. is silly
Slide 96: Social Media POLICY • Database of over 80 social media policies: http://socialmediagovernance.com/policies.php • “10 Must Haves for Your Social Media Policy” on Mashable.com by: Sharlyn Lauby • http://mashable.com/2009/06/02/socialmedia-policy-musts/
Slide 97: GET STARTED • • • • • • • Search & Research Commit ($$, time) Understand objectives Clear expectations Top management support… or forget it Get policy Start small – think BIG
Slide 98: QUESTIONS • • • • • • Why use social media? Do I need social media? How can I benefit? What is company doing? What are customers doing? Who is going to execute social media plan?
Slide 99: Pick your • • • • • PASSION Blog Blog Blog Twitter Facebook Youtube Others: –LinkedIn, MySpace, ning, etc.
Slide 100: BUILD your (tribe) • • • • • • Build your fans Build community Build internally Reach your customers Invite customers, follow, fan Post customer friendly information – Ex. South of Beale
Slide 101: EXAMPLE
Slide 102: TOOLS & APPS • • • • • • • Get an iPhone Use only helpful apps Don’t overload Create consistent messages Link relevant content Always repsond Promote Twitter on Facebook & Facebook on Twitter
Slide 103: Add, Follow & Fan • • • • • Add Follow and Fan to Signature Line E-blast to join social network Strategy and posting Re-post, RT-ing Twitter and Facebook etiquette
Slide 104: PR - Storytelling • • • • • Companies tell story through social media Breaking news and Twitter Re-post link, share news Let media know social media strategy Watch what you say (policy)
Slide 105: CRISIS PR • • • • Airlines Food Consumer B to C Social media allows • Monitor • Respond • Real time
Slide 106: FOLLOW & LISTEN A FEW FAVORITES: •smmguide •TrendTracker •SocialNetDaily •GuyKawasaki •SocialMedia2day •mashable •treypennington •SocialNetworkTV •WomenWhoTech
Slide 108: Dr. George Deitz The University of Memphis Selling in Tough Times
Slide 109: “Selling in Tough Times…” A Service-Dominant Logic Dr. George Deitz The University of Memphis Department of Marketing
Slide 110: Lessons from Harvey … The Little Red Book
Slide 111: Ghost of Sales Managers Past • Restless Nights …
Slide 112: FOG-GY Notions … • “Work harder … make more cold calls … follow up on meetings … follow through with leads.” – B2B Comm. Svc. Sales Mgr. • “Focus on sectors that are still spending money … like healthcare, food services …” – Import/Export consultant, entrepreneur • “Don’t expect what you’re doing today to necessarily result in a sale tomorrow …” – IT Supplier Sales Mgr. • • “Stay close to your customers.” – Business insurance exec “If you stop spending money on promoting your service, you’re dead…someone else who is spending will grab your market share.” – Small business owner “Lower your pricing …” – LTL Trucking Exec. •
Slide 113: The Service Dominant Logic of Marketing • The greatest danger in times of turbulence is not the turbulence: it is to act with yesterday’s logic. • 2004 Journal of Marketing article by Vargo & Lusch. – What do you mean … logic? • A “logic” provides the underlying philosophy for organizing and understanding a phenomena. – Pre-theoretical, paradigm level – The lens that provides the perspective
Slide 114: Dueling Logics … GD-Logic SD-Logic – Service primary unit of exchange – Goods as service appliances – Operant resources – Processes – Value-in-use – Value is created externally – Customer as collaborator – Goods primary unit of exchange – Service as a goods differentiator – Operand Resources – Outputs – Value-in-exchange – Value is created internally – Customer as target
Slide 115: Implies … Service-Dominant Selling • Why do buyers buy what they buy? – – – – (P)rice (P)roduct (P)rovision of total solution (P)eople • Why do buyers buy what they buy? – – – – 39% buy based on salesperson effectiveness 22% buy based on provision of total solution 21% buy based on product quality 19% buy based on price
Slide 116: Hints from empirical research … • Loyalty to salesperson versus loyalty to company (Palmatier, Scheer, and Steenkamp 2007) • Salespeople largely determine the level of (perceived) value provided the customer (Jap 2001) • Customers follow salespeople so long as the core offering is comparable (e.g., Beatty et al. 1996) • The salesperson, as opposed to the core offering, is the primary source from which value flows
Slide 117: S-D Selling: A (Partial) Pedigree • Adaptive selling • Relationship selling • Salesperson service behaviors • Consultative selling • Strategic partnering • Salesperson learning
Slide 118: S-D Selling: New Perspective G-D Logic Role of service Value-added service Value Communicator Selling Processes S-D Logic Service dominance Rationale Service is exchanged for service Value is created externally Role of salesperson Role of processes Customer orientation Salesperson orientation Value Creator Service Processes Value is created in use Customers as Targets Customer Orientation Customers as Resources Stakeholder Orientation Value is co-created Service requirements mandate network perspective
Slide 119: S-D Selling: New Perspective G-D Logic Competitive orientation Competitive differentiation Goods-Based S-D Logic Service-based Rationale Service is exchanged for service (network versus network) Operant resources (humanand knowledge-based) preeminent Service requirements are too cumbersome for salesperson to bear alone Salesperson assumes role of network coordinator Capacity concerns (stress, burnout, etc.) shift from operand to operant resources Product and price Salesperson (network) knowledge and creativity Salesperson-Level Outsourcing emphasis Relational emphasis Resources emphasis Sales Force-Level Relationship Selling Manufacturing Capacity Relationship Brokering Salesperson Capacity
Slide 120: What’s does this mean to me? • Can transitioning to a servicedominant perspective help your sales efforts? – Yes, unless … • • Do all my customers want such a approach? I already believe all this … nothing new here. SD-L leads to … – More innovation in the sales and marketing process. – Better articulated and differentiated value propositions. – Focus on right “things.” – Good times or bad … – Does the way you manage and sell reflect those beliefs? •
Slide 121: SD-Selling  Challenge assumptions • Assumptions about what? – Your firm, your customers, your rivals, the business environment … – What are thing you know to be true? • If they’re not … you’d close your doors. – What are things you think to be true? • What if you’re wrong? – What are commonly held assumptions within your industry? • “Blue Ocean” Strategy (Kim and Mauburgne)
Slide 122: What’s the problem? • The formulation of a problem is often more essential than its solution … to raise new questions, new possibilities, to regard old questions from a new angle, requires creative imagination and marks real advance in science. -- Al Einstein (1938)
Slide 123: Compete on your own terms … • Problem Definition, Measurement and Metrics – Michael Lewis and Moneyball – Wahoo’s Fish Tacos (PBS Small Business School)
Slide 124: SD-L  Improved Value Propositions • Seeking out “win-win” business … • Offerings perceived as unique and more useful. – Innovation and Creative Performance – Drivers of Creative Performance • Domain Relevant Knowledge • Intrinsic Motivation • Creative Thought Processes – Outside the Box
Slide 125: Focus on the “right” things • You can’t be all things to everyone … but • What do you know about your best customers? – How can you use that knowledge to your advantage? • Micro • Macro
Slide 126: SD-L  More Effective and Efficient • If you’re in business long enough … • Schumpeter’s Creative Destruction – Someone’s gonna come out of this a winner … • Opportunity identification • In praise of resource constraints
Slide 127: Example: “Go To Market” Strategy • “SD Selling-type” response to marketplace shifts. • TN based healthcare information services provider. • Key Steps … – Mathematically Define Best Possible Sales Opportunities • Primary and Secondary Data – Determine Internal Value Proposition … • What makes sale of our offering(s) valuable to us? – e.g., recurring revenue, barriers to entry, upselling, profits … – Determine External Value Proposition … • What makes our offering(s) valuable to customers? – Payer mix, HIS system, etc.
Slide 128: GTM Example: “Absolute Dead Center” Tier 1 Prospects (The “Ideal” Customer) Tier 2 Prospects Tier 3 Prospects
Slide 129: GTM Example: Sales Strategy • Different strategies for different types of prospects – Best salespeople focus on selling to best prospects … period. (Tier 1). – – Within 50 miles of the top 50 MSAs. Health systems – Tier 2 & Tier 3 prospects served primarily by inside sales, channels, technologies.
Slide 130: Summing up: SD and the Evolution of the Sales Organization? • Traditional product-oriented sales organizations will evolve: – Enhanced use of technology will reduce some traditional sales functions and even face to face contact. – ‘Tier 1’ type customers will experience significant improvements in the level of customer contact.
Slide 131: Summing Up: SD … changes to sales force management and personal selling? • Implications – Sales roles changing … – Selection, training and recruitment – Knowledge of customers and solutions will be a more visible source of competitive advantage.
Slide 132: Annotated Bibliography – Kim, W.C. & Mauburgne, R. (2004). Blue Ocean Strategy. Boston: HBS Press. – Lewis, Michael (2003). Moneyball. New York: W.W. Norton – Stevens, Howard and Theodore Kinni (2007), Achieve Sales Excellence: The 7 Customer Rules for Becoming the New Sales Professional. Avon, MA: Platinum Press. – Vargo, Stephen and Lusch, Robert (2004). “The Service Dominant Logic of Marketing,” Journal of Marketing, 68(1): 1-17. • FULL PRESENTATION AVAILABLE AT: – https://umdrive.memphis.edu/gdeitz/public/

   
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