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Ten Slides in Ten Minutes: Thinking about Strategic Market Development [Capturing the Hearts and Minds of Prospects & Clients]

Presented by:

Bill Graham APM.APMP

March, 2014

bill.graham@sales-synthesis.co.za

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Strategic Market Development expedites the journey

Dominant Exclusive Emerging Pervasive Absent

Sustainability

Making the competitors irrelevant

Projects Particular Performing Pertinent People Places

The Sustainable Business Imperative

Building mutually beneficial and sustainable long-term client relationships

Source: www.sales-synthesis.co.za

Symbiotic relationship with clients

Focus on Client’s Business Imperatives

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Source: www.melroseatteridge.com & www.sales-synthesis.co.za

Time

Revenue

Trajectory

with no

intervention

Turnaround

Consumer pressure

New competitors

New technologies

Competing products

Dropping unit prices

Reduce cost

Product innovation

Integrated company

Capable leadership

Awareness &

Intent

A Company’s Success is Determined by the Market

Strategic Decisions

Influence the Journey

Strategic Market Development positions and elevates an organisation within the Target Segment

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Strategic Market Development is embedded across Business Acquisition

Understand

Client Strategy Link Plans to

Strategy

‘Market Needs’

Research Focused

Campaigns

Elements must be tailored to the organisation

All Elements must support Marketplace & Clients’ Needs - and the Organisation’s Business Strategy

Develop for the Marketplace and filter for each Client [or Target Prospect]

Business

Strategy

Define Target

Segment/s Engagement

Modelling

Syndication &

Synthesis

Work the

Account Plans

- 100% Strategic Market Development

- Supported by Strategic Market Development

- Primarily C-Level & Board Members

Growing an organisation’s market-share by

entering new segments of the market,

converting prospects into clients and/or

increasing client spend.

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Market

Management Relationship

Building Opportunity

Scouting

Prompts:

• Global trends • Industry knowledge • Unfolding

opportunities • Emerging risks

Prompts:

• Pedigree/s • Preferences • Requirement/s for

advancement • Resource alignment • Communication plan/s

Prompts:

• Wants vs. needs • Resourcing

requirements • Solutions vs. Risks • Ability to deliver • Competition

Account Managers

should be “Thought

Leaders” in specific

industries Account Managers

need to be articulate &

be the Single Point of

Contact [SPOC]

Account Managers

need to understand

the clients’ needs and

deliver against this

need

Abundance of

Solutions Selection of

Solutions

Mutually Agreed

Solutions

Source: www.sales-synthesis.co.za

Client

Strategic Market Development supports Account Management

Client Crusades and Campaigns support the full lifecycle of Opportunity Management

6 Source: www.sales-synthesis.co.za

A multi-phased process to identify ‘business-relevant’ opportunities that, when closed, sustain a company.

Relationship Building

Market Management

Opportunity Scouting

Qualification

Craft Solution/s

Drive Opportunities

Account Management Focus Opportunity Management Actions

Client Crusades and Campaigns support the full lifecycle of Opportunity Management

Strategic Market Development supports Opportunity Management

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When developing strategies, analysis of the organisation and its environment - as it is at

the moment and how it may develop in the future - is an imperative.

The analysis has to be executed at an internal level as well as an external level, to

identify all possible opportunities and threats posed by the strategy.

There are several factors to assess in the external situation analysis:

• Industries & Trends

• Markets (customers) & their business imperatives

• Competition & their value chain

• Technologies & their pedigree

• Solutions portfolio

• Supplier markets

• Labour markets

• The economy

• The regulatory environment.

Undertake Rigorous Situational Analysis

Store the munitions for your journey and craft the plan [Who,

When, Where & How etc.]

Symbiotic relationship with clients

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Qu

ali

ty

Ma

na

gem

en

t

Competence Management

- Governance

- Direction giving

- Watchdog (Review BARs)

Definition & Ownership

- Plans

- Policies

- Processes

- Standards

- Methodologies

- Templates

- Reviews

- Document Management

- Knowledge Mgt.

- ERP system

- Sales System

- etc.

- Application of standards

- SMEs

- ERP

- Microsoft etc.

Em

be

dd

ed

Sp

ecia

list

Kn

ow

led

ge

E

na

ble

rs

“C

en

tres o

f E

xcell

en

ce (

Co

E)”

En

gin

e –

Fu

nc

tio

na

l G

rou

pin

g

Quality Management (e.g. Conformance Reporting - including BARs)

Forum / Committee (Chairperson : rotating every 12 months)

(Secretariat : Quality )

Actions;

Implementation;

Skills

- Includes Regions

- Virtual Teams with

Involvement of

relevant SMMs

Bid

Ma

na

ge

men

t

Se

rvic

e

Ma

na

gem

en

t

Ris

k

Le

ga

l

Fin

an

ce

Actions

Implementation

Skills

BU1

BU5

BU4 BU3

BU2Actions

Implementation

Skills

BU1

BU5

BU4 BU3

BU2Actions

Implementation

Skills

BU1

BU5

BU4 BU3

BU2Actions

Implementation

Skills

BU1

BU5

BU4 BU3

BU2Actions

Implementation

Skills

BU1

BU5

BU4 BU3

BU2Actions

Implementation

Skills

BU1

BU5

BU4 BU3

BU2Actions

Implementation

Skills

BU1

BU5

BU4 BU3

BU2Actions

Implementation

Skills

BU1

BU5

BU4 BU3

BU2Actions

Implementation

Skills

BU1

BU5

BU4 BU3

BU2Actions

Implementation

Skills

BU1

BU5

BU4 BU3

BU2

- eLearning

- Orientation

- Learnerships / Training

Pro

jec

t

En

gin

ee

rin

g

Actions

Implementation

Skills

BU1

BU5

BU4 BU3

BU2Actions

Implementation

Skills

BU1

BU5

BU4 BU3

BU2

Group Information Management

Knowledge Management

Support System(s)

Collateral: Industry / BU

Learning Management

Business Practice Alignment

Op

era

tio

na

l T

acti

cal

Str

ate

gic

EXCO

Actions

Implementation

Skills

BU1

BU5

BU4 BU3

BU2Actions

Implementation

Skills

BU1

BU5

BU4 BU3

BU2

Source: Annemarie van der Walt & Bill Graham

Strategic Market Development supports ‘Internal’ Process Mapping

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Strategic Market Development must Promote Relevant Solutions

Trajectory of Effective Promotion

Symbiotic relationship with clients

Solution Sales: Value

Commodity Sales: Price

Growing an organisation’s market-share by

entering new segments of the market,

converting prospects into clients and/or

increasing client spend.

All Elements must support Marketplace & Clients’ Needs - and the Organisation’s Business Strategy

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Organisations need to Maintain Relevancy in ever-changing Markets

Strategic Market Development

is a ‘living’ process

Growing an organisation’s

market-share by entering new

segments of the market,

converting prospects into clients

and/or increasing client spend.

All Elements must support Marketplace & Clients’ Needs - and the Organisation’s Business Strategy