programs to drive loyalty and profitable growth

Client Programs that Drive Client Programs that Drive Client Programs that Drive Client Programs that Drive Loyalty and Profitable Loyalty and Profitable GrowthGrowthLoyalty and Profitable Loyalty and Profitable GrowthGrowthGrowthGrowthGrowthGrowth

National Best Seller

Sean Geehan Sean Geehan Sean Geehan Sean Geehan

National Best-Seller

Author The B2B Executive Playbook@seangeehan

Author The B2B Executive Playbook@seangeehan

Sales: $80 BillionCustomers: 3,700

Total Sales: $70 Billion

© 2012 Geehan Group. All Rights Reserved

Total Sales: $70 BillionCustomers: 500,000,000

The Fate of B2BCompanies Rests

in the hands of Just a

Few People.© 2012 Geehan Group. All Rights Reserved

p

Simila in B2B & B2C Diffe ent in B2B & B2C

Back Office

Similar in B2B & B2C Different in B2B & B2C

Go to Market

Human ResourcesFinance

Back Office

StrategyR&D

Go-to-Market

FinanceManufacturing

Service

R&DMarketing

Sales


The official organization Chart

CEOCEO

MarketingMarketing R & DR & D FinanceFinance StrategyStrategy SalesSalesMarketingMarketing R & DR & D FinanceFinance StrategyStrategy SalesSales


CEOCEO

R & DR & D FinanceFinance StrategyStrategy SalesSales

IT, HR, IT, HR, OperationsOperations

Everyone Everyone elseelseelseelse


MarketingMarketing

73%73% say their

marketing executives marketing executives

l k b i dibilitlack business credibility.

Why?© 2012 Geehan Group. All Rights Reserved

Why?Source: Study by The Fournaise Marketing Group

77% said marketers 77% said marketers

talk too much brand and talk too much brand and

not enough revenue.


Source: Study by The Fournaise Marketing Group

74% think marketing 74% think marketing

focuses too much on

trendstrends.



72% say marketing 72% say marketing

can’t demonstrate ROI.can t demonstrate ROI.



CMOs say proving

Marketing ROI is the Marketing ROI is the

#1 f t f k ti ’ #1 factor for marketing’s

success and credibility.


Source: IBM Global CMO Study, 2011.

Decision MakerDecision MakerDecision MakerDecision MakerDecision MakerDecision Maker

Drive ChangeSet DirectionDrive ChangeSet Direction

10%

InfluencerInfluencerInfluencerInfluencer

Run the BusinessBusiness ProcessRun the BusinessBusiness Process

15%

Users

User and PurchasingUser and Purchasing

ExecuteFeatures/Functions

Workflow 60%


Purchasing 15%

$1 Billion

27 customers

Grow these accounts by 10%

$70 million70%$700M

3,200 customers

30%$300M

Grow these accounts by 10% $30 million

It would take 10X the amount


in transactions to get half the Revenue

TargetingTargetingLower level

AcquisitionAcquisitionVs.

Retention=

Retention

small deals


d l bl bl dCommodity Reliable Problem TrustedSupplier Supplier Solver Advisor

1 2 3 4 5 6 7 8 9 10

Description System/ProcessStandard SystemsDi i li

Industry ExpertsCustomer KnowledgeS d

InnovatorBrain PowerFDiscipline

ReactiveSeasonedLong term employeesEngaging

FocusConstant infusion of new People

Position ExecutionLow Cost Provider

GuideSituation uniqueness

Invent / DesignCompetitive AdvantageLow Cost Provider

PredictableEfficient

Situation uniquenessResponsiveEffectiveness

Competitive AdvantageChange Agents

Relationship 1‐5May not know anyone but it

5‐8Likeable and matters

7‐10Know them ‐ likeability not as

doesn’t matter important

Keys to Success Cost Value / ROITransaction to ContractIndustry/OrganizationKnowledgeHigh Switching Costs

Smartest PeopleInnovationPush Envelope


High Switching CostsBarriers of Entry

Culture & Philosophy

Laggard to FollowerOperational Excellence

Follower to Fast FollowerStrong marketing and SalesSolid relationship building /mngt

First Mover to InnovatorR&D intenseHire the BestPeer pressure to perform

R G

I N

R G

I N

Margin Opportunity

M A

RM

A R

Perception GapPerception Gap

TodayTodayPerceptionPerception

XXTodayToday

CapabilityCapability

XXCommodityCommodity ReliableReliable ProblemProblem TrustedTrusted InterdependentInterdependent

SupplierSupplier SupplierSupplier SolverSolver AdvisorAdvisor


CEOCEO

MarketingMarketing

R & DR & D FinanceFinance StrategyStrategy SalesSalesR & DR & D FinanceFinance StrategyStrategy SalesSales


Consolidated RevenuesConsolidated Revenues

3 545

4,152

2,705

3,545

n U

S$ M

nIn

FY 2010 FY 2011 FY 2012


Most important Customers

Decision maker level

Leadership team


Councils enable and deliver:

Retention and account growth

Industry insight and directionIndustry insight and direction

Sales and margin growth

Sparks relevant innovation

G t d


Generates advocacy

ROI on Decision Maker Customer Programs

l bll bl

No Decision Maker

With Decision Maker

Results are MeasureableResults are Measureable

Decision Maker Decision Maker

Retention 72% 90%

Account Growth 4% 12%

Referencable 28% 94%Referencable 28% 94%

“Our executive customer programs have proven to be the most effective way to positively impact top and the most effective way to positively impact top and

bottom line results.”

Jeff GarrityCFO Services


CFO, Services

Sweet Sweet SpotSpot

MarketC ll iMarket

C ll i

pp

CollectiveCollective

AcquireAcquire EvolveEvolve

1

4 3

Core Competency

Business Model

Core Competency

Business Model 2

© 2012 Geehan Group. All Rights Reserved Page 30

DivestDivest

Sweet Sweet SpotSpot

MarketC ll iMarket

C ll i

pp

CollectiveCollective

AcquireAcquire EvolveEvolve

1

4 3

Core Competency

Business Model

Core Competency

Business Model 2


DivestDivest

Wells Fargo

Sweet SpotCEO Workstation Solution

MarketCollective

AcquireWachovia

EvolveMobility for critical

Core Business

1

4 3Treasury Suite Services

yservicesBusiness services move from a la carte to fixed fee pricingCore

CompetencyBusiness

Model 2

p g

EliminateOld bill payment solution


Accounting software solution development

Harris

Sweet SpotExpand FAME, DOOH

MarketCollective

AcquireNon-Linear

EvolveLow-cost next gen

Core Business

1

4 3capabilitiesg

channelAccount engagement business models

Core Competency

Business Model 2

EliminateIdentify products to kill


Identify partners to services unattractive market needs

Driving Revenue

ResultsResults

Sales Close Rate Increased: 21-330%

Sales Cycle Time Accelerated: 18-60%

Customer Satisfaction Scores Increased: 15-31%

Referenceable Accounts Climbed: 23-420%

“Our Executive-Level programs delivered significant sales results where g

other tactics failed.”

Keith HawkSenior Vice President


Senior Vice President

Keys to Keys to TangibleTangible

M k ti Marketing gROI


ROI

==


937-271-3914@seangeehan937-271-3914@seangeehan


@[email protected]@[email protected]

programs to drive loyalty and profitable growth

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