Cut through a stagnant market: value proposition rocket fuel. valuegenie
|
|
|
- Shanon Fisher
- 6 years ago
- Views:
Transcription
1 Cut through a stagnant market: value proposition rocket fuel
2 Christmas 1968: Earthrise from Apollo 8
3 What is a Value Proposition? A set of customer experiences: a designed outcome of relevant, measurable value to a client or group of clients, that your business can deliver profitably
4 What is a Value Proposition? 1. Intended Client 2. What we want them to do 3. Next best alternatives 4. Intended Experiences: a. Superior b. Equal c. Inferior 5. Timing 6. Price
5 Value Genie versus 1. TRAD MANAGEMENT OR MARKETING CONSULTANCY 2. DO NOTHING SUPERIOR EXPERIENCE 1 Our Clients are able to re-orientate their businesses around what matters to their Clients (the only conversations that matter) leading to shortlist of one situations and assured on-going profitable business SUPERIOR EXPERIENCE 2 Our clients are able to create and deliver hard-to-copy experiences that their Clients (and those Clients Customers) will genuinely value SUPERIOR EXPERIENCE 3 Our Clients know that Value Genie provides usable insights, advice and tools for them at every step of a unique, well-structured, modular transition process SUPERIOR EXPERIENCE 4 Going forward, our Clients will enjoy the reliable support for smart, confident business decisions that the Client-value-led approach provides EQUAL EXPERIENCE 1 Our Clients will be able to identify business risks and gain confidence around addressing business issues INFERIOR EXPERIENCE 1 For a period of time, our Clients may feel uncomfortable because of the need for them to change their mindset about the focus of their business
6 Value Genie versus 1. TRAD MANAGEMENT OR MARKETING CONSULTANCY 2. DO NOTHING SUPERIOR EXPERIENCE 1 Our Clients are able to re-orientate their businesses around what matters to their Clients (the only conversations that matter) leading to shortlist of one situations and assured on-going profitable business SUPERIOR EXPERIENCE 2 Our clients are able to create and deliver hard-to-copy experiences that their Clients (and those Clients Customers) will genuinely value SUPERIOR EXPERIENCE 3 Our Clients know that Value Genie provides usable insights, advice and tools for them at every step of a unique, well-structured, modular transition process SUPERIOR EXPERIENCE 4 Going forward, our Clients will enjoy the reliable support for smart, confident business decisions that the Client-value-led approach provides EQUAL EXPERIENCE 1 Our Clients will be able to identify business risks and gain confidence around addressing business issues INFERIOR EXPERIENCE 1 For a period of time, our Clients may feel uncomfortable because of the need for them to change their mindset about the focus of their business
7 Value Genie versus 1. TRAD MANAGEMENT OR MARKETING CONSULTANCY 2. DO NOTHING SUPERIOR EXPERIENCE 1 Our Clients are able to re-orientate their businesses around what matters to their Clients (the only conversations that matter) leading to shortlist of one situations and assured on-going profitable business - Clients will rethink their businesses from a Client-value perspective - Clients will understand the value they currently provide, as perceived by their existing clients - Clients will be able to analyze and develop new, relevant, profitable client experiences - Clients will understand the Value to Price ration for existing and new Customer experiences - Clients will be able to collaboratively align Marketing and Sales - Clients will reduce waste in terms of time and money spent in pursuing leads (rifle shot rather scatter gun) and innovating and promoting products and services and enable the entire company to become aligned with the Customer-value led approach - Via all of the above, Clients will achieve real, hard-to-copy differentiation and move up the economic value chain, thius escaping the procurement mincer
8 Generic market sectors individual companies individuals within those companies
9 Is it worth it? Why bother?
10 YES because the world has changed Mass Production/Communications Old Business Logic Success (however measured) came from: Structure and position in an industry Control of resources Market share Ability to win against customers Success (however measured) comes from: Speed of innovation and response Coordination of systems Engagement of workforce and suppliers Ability to win with customers Personal Production/Communications New Business Logic
11 Market forces SUBSTITUTABLE UNIQUE Lots of competition competition Corporate strategies No
12 The New Business Logic MY BUSINES S MY CLIENT MY BUSINES S MY CLIENT
13 YES because Sales has changed Buyer motivation Extrinsic value buyers: I don t know the answer; help me analyse and solve the issue. Buyer behaviour Focus on how the product is used Interested in solutions and applications Values advice and help Needs the sales person Neil Rackham and John De Vincentis
14
15 VALUE = BENEFITS - CONSEQUENCES VALUE = something a Client is prepared to pay for
16 Drivers of Customer Loyalty Company & Brand Impact Product & Service Delivery Value to Price ra:o Sales Experience Source: The Challenger Sale, Matthew Dixon and Brent Adamson, Portfolio Penguin, 2011
17 Sales Experience (Client view) Offers unique, valuable perspectives on the market Helps me navigate alternatives Provides ongoing advice and consultation Helps me avoid potential land mines Educates me on new issues and outcomes Supplier is easy to buy from Supplier has widespread support across my organization Source: The Challenger Sale, Matthew Dixon and Brent Adamson, Portfolio Penguin, 2011
18 The Consultative Sale 1. RECOGNIZE NEED Problem Analysis Tools 2. EVALUATE OPTIONS Differentiating Tools 3. RESOLVE CONCERNS Risk Reduction Tools 4. DO THE DEAL Pricing Tools
19 Building Your Value Proposition
20 1 Nowscape 2 Intended Clients 3 Intended Experiences 4 Alternatives 5 Benefits & Consequences 6 Differentiation 7 Validation 8 Build VP
21 1 Nowscape 2 Intended Clients 3 Intended Experiences 4 Alternatives 5 Benefits & Consequences 6 Differentiation 7 Validation 8 Build VP > What value does your company currently deliver to your clients?
22 1 Nowscape 2 Intended Clients 3 Intended Experiences 4 Alternatives 5 Benefits & Consequences 6 Differentiation 7 Validation 8 Build VP > Who are your Intended Clients? > Who are the Intended Clients customers and influencers?
23 Official influencers e.g. regulatory, legal and other compliance-based bodies. Your supplier Your company Your client Your client s customer Other influencers e.g. industry bodies, watchers & analysts, media.
24 1 Nowscape 2 Intended Clients 3 Intended Experiences 4 Alternatives 5 Benefits & Consequences 6 Differentiation 7 Validation 8 Build VP
25 Reframe the customer experience
26 1 Nowscape 2 Intended Clients 3 Intended Experiences 4 Alternatives 5 Benefits & Consequences 6 Differentiation 7 Validation 8 Build VP > What Alternatives to your Intended Experiences are available to the Intended Clients? > What are the two next-best Alternatives?
27 1 Nowscape 2 Intended Clients 3 Intended Experiences 4 Alternatives 5 Benefits & Consequences 6 Differentiation 7 Validation 8 Build VP > What are the Benefits and Consequences of your Intended Experiences? > How, therefore, are your Company s Intended Experiences Differentiated from the next-best Alternatives?
28 Wow! Low Degree of difference High So what! Low High Value to Intended Client
29 1 Nowscape 2 Intended Clients 3 Intended Experiences 4 Alternatives 5 Benefits & Consequences 6 Differentiation 7 Validation 8 Build VP > How will you validate and prove your case?
30 Validation Thought leadership Surveys Case studies Testimonials Value Equations ROI and other economic calculators Process tools Value-creation focused Diagnostic Analytical Phased Two-way Prove your case
31 1 Nowscape 2 Intended Clients 3 Intended Experiences 4 Alternatives 5 Benefits & Consequences 6 Differentiation 7 Validation 8 Build VP > How will you validate and prove your case?
32 1. Intended Client 2. What we want them to do 3. Next best alternatives 4. Intended Experiences: a. Superior b. Equal c. Inferior 5. Timing 6. Price
33 Rational Matters of fact, content and detailing Political Organizational constraints and political issues Emotional Soft issues, instinct, interpersonal matters
34 What is a Value Proposition? A set of customer experiences: a designed outcome of relevant, measurable value to a client or group of clients, that your business can deliver profitably
35 Christmas 1968: Earthrise from Apollo 8
Thinking The physical
Thinking beyond The physical merger Unifying a complex story and maximising the market impact. In 2014, the value of the global mergers and acquisitions industry was $901.3 billion. Source: www.statista.com
2. Ofqual level 6 descriptors
Learning Outcomes and Assessment Criteria The learning outcomes and assessment criteria for the Chartered Manager Degree Apprenticeship have been based upon the following: 1. DfEdefinition - level 6 descriptor
myskillsprofile MLQ30 Management and Leadership Report John Smith
myskillsprofile MLQ30 Management and Leadership Report John Smith Management and Leadership Questionnaire 2 INTRODUCTION The Management and Leadership Questionnaire (MLQ30) assesses management and leadership
Business Case Development for Business and IT Professionals. Sherry Pate, PMP
Business Case Development for Business and IT Professionals Sherry Pate, PMP What is a Business Case? The business case makes the case for change that is justified in terms of costs and benefits. Essentially
Assistant Director Major Infrastructure Programmes Role Profile
Assistant Director Major Infrastructure Programmes Role Profile A Role Profile provides key information relating to the current focus and objectives of the role and a brief description of the main responsibilities
PUTTING THE i IN CRM. The benefits to the individual and the entire firm
PUTTING THE i IN CRM The benefits to the individual and the entire firm Table of Contents The Power of CRM for the Individual 3 Creating a Unified Voice to Your Customers 4-5 The Value of CRM 6 Conclusion
PROJECT X : UCSD Presentation. The Lean Startup. (Think Big, Start Small) PAGE 01
The Lean Startup (Think Big, Start Small) PAGE 01 PAGE 02 PAGE 03 TALK. ASK. LISTEN. PAGE 04 Brand Strategy PAGE 05 But first is it a good idea? PAGE 06 Idea Validation Checklist PAGE 07 HOW TO FILL OUT
Paid Media Analyst. Job Description. Paid Media
Paid Media Analyst Job Description Paid Media Job specification Title: Paid Media Analyst Job purpose Create, optimise, and manage the development of paid media accounts delivering against performance,
CHAPTER 1: WHAT IS CB AND WHY SHOULD I CARE?
CHAPTER 1: WHAT IS CB AND WHY SHOULD I CARE? Consumer behaviour Human thought and action involved in consumption actions, reactions and consequences that take place as a consumer foes through a decision
Assistant Director Community Operations Role Profile
Assistant Director Community Operations Role Profile A Role Profile provides key information relating to the current focus and objectives of the role and a brief description of the main responsibilities
Plotting Your Path to Smarter HCM in the Cloud. A step-by-step guide for HR leaders and teams.
Plotting Your Path to Smarter HCM in the Cloud A step-by-step guide for HR leaders and teams. 2 Navigating Your Way to the Digital Future of HR With demand for convenient digital services growing amongst
Competency Catalog June 2010
Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on
- define a market oriented mission - Setting company s objectives and goals
1. Creating and capturing customer value WHAT IS MARKETING - Marketing defined - Marketing Process UNDERSTANDING THE MARKETPLACE AND CUSTOMER NEEDS - Customer needs wants and demands - Market offerings:
The Challenger Sale. Taking Control of the Customer Conversation. Overall Applicability Innovation Style
The Challenger Sale Taking Control of the Customer Conversation by Matthew Dixon and Brent Adamson Copyright The Corporate Executive Board Company, 2011. From THE CHALLENGER SALE by Matthew Dixon and Brent
A Framework to Build & Market Solutions The Three Main Differences Between. Presented by: Stephen Hurley Managing Director Solutions Insights, Inc.
A Framework to Build & Market Solutions The Three Main Differences Between Product and Solutions Marketing Presented by: Stephen Hurley Managing Director Solutions Insights, Inc. About Solutions Insights
Chapter Seven. New-Product Development and Product Life-Cycle Strategies
Chapter Seven New-Product Development and Product Life-Cycle Strategies New-Product Development and Product Life-Cycle Strategies Topic Outline New-Product Development Strategy New-Product Development
Aligning and Integrating ERM and Business Process. Federal ERM Summit September 9, :00-12:00
Aligning and Integrating ERM and Business Process Federal ERM Summit September 9, 2013 11:00-12:00 1 Agenda Defining Risk and ERM The ERM Value Proposition An Integrated ERM Framework Aligning ERM with
May the force be with you: Successful change management in the age of the customer.
White Paper Change Management May the force be with you: Successful change management in the age of the customer. The transformation towards customer focus is one of the toughest management challenges
SHOPPER CONVERSION. CAPABILITIES Integrating & Aligning for Shopper Success
SHOPPER CONVERSION CAPABILITIES Integrating & Aligning for Shopper Success A Capre Group White Paper MAY 2014 WHAT IS PREVENTING YOU FROM TURNING PREFERENCE INTO PURCHASE? Are you leaving money on the
When cost cutting alone isn t enough
Consumer products Of special interest to Consumer products executives Insights for 5executives When cost cutting alone isn t enough Sustainable cost reduction means knowing your culture EY s Global Consumer
Continuous customer dialogues
Infor CRM Continuous customer dialogues Strategies for growth and loyalty in multi-channel customer-oriented organizations Table of contents Overview... 3 The continuous customer dialogue vision... 4 Create
proving value through data
1 GUIDE proving value through data Go Beyond Cost-Based ROI Metrics 2017 Freeman. All Rights Reserved. 2 gauging the value of events With the unique ability to facilitate interpersonal engagement and deeper
THE CIO OF THE FUTURE
THE CIO OF THE FUTURE Combining Technology and Business Expertise Let s consider the letter I in CIO information. It s what rules everything we do. No decision is made, and very little purposeful action
5 KEYS TO DEVELOPING A STRONG PATENT PORTFOLIO
5 KEYS TO DEVELOPING A STRONG PATENT PORTFOLIO by Matthew Wahlrab How to develop a patent portfolio to solve business needs? Creating and Extracting Value From IP for your Business Dear Company Leader:
GUIDE TO EMPLOYEE ENGAGEMENT
the essential GUIDE TO EMPLOYEE ENGAGEMENT Better business performance through staff satisfaction Sarah Cook KOGAN PAGE London and Philadelphia Contents Preface ix 1. What is employee engagement? 1 What
Portfolio Marketing. Research and Advisory Service
Portfolio Marketing Research and Advisory Service SiriusDecisions Team Jeff Lash VP and Group Director, Go-to-Market Christina McKeon Service Director, Portfolio Marketing Tyler Anderson Team Leader, Account
Is inclusive leadership a powerful catalyst for growth?
Is inclusive leadership a powerful catalyst for growth? High-performing teams those that embrace the power of different opinions, perspectives and cultural references are a force to be reckoned with in
Emotional Intelligence in Professional Services
Emotional Intelligence in Professional Services What is emotional intelligence and why is it so important in professional services The success of a professional services firm depends almost entirely on
Product en Price Management
master TEW Product en Price Management samenvatting Q www.quickprinter.be uickprinter Koningstraat 13 2000 Antwerpen 195 3,90 Online samenvattingen kopen via www.quickprintershop.be PRODUCT AND PRICE MANAGEMENT
Shifting Environment From a Focus on Products to Customer Centricity
Shifting Environment From a Focus on Products to Customer Centricity Contents Section 1: Affinity Marketing Section 2: Customer Centricity: A Differentiating Factor Section 3: Customer Centricity in Bancassurance
Web and Digital Marketing Manager
Web and Digital Marketing Manager Role Profile Role purpose: Reporting to the Director of Sales, Marketing and Communications, you will be responsible for the entire online media estate from the website,
JOB DESCRIPTION contract
JOB DESCRIPTION contract Job Title Reports to Acquisition Marketing Manager Chief Marketing Officer This important growth role is responsible for implementing a number of high impact projects& campaigns
Corporate Functions & Business Operations
Corporate Functions & Business Operations BlackRock was founded by eight entrepreneurs who wanted to start a very different company. One that combined the best of a financial leader and a technology pioneer.
Internal Audit and Technology Sustainable Analytics
Internal Audit and Technology Sustainable Analytics Neil While, Partner, Internal Audit Analytics Deloitte Advisory December 14, 2015 0 The Four Faces of the Chief Auditor 1 Copyright 2015 Deloitte Development
STRATEGIC PERSONAL BRANDING TAKING YOUR BRAND TO THE NEXT LEVEL
STRATEGIC PERSONAL BRANDING TAKING YOUR BRAND TO THE NEXT LEVEL ERidux education Susan Lopez Director, Eridux Education Susan Lopez is a consultant and change agent specializing in developing skills in
Fundamentals of Project Management Bill Coda
Fundamentals of Project Management Bill Coda The P in PM is as much about People Management as it is about Project Management. Agenda Introduction and Overview Objectives Project Management Frameworks
Implementing an Employee Engagement Programme
Implementing an Employee Engagement Programme A People & Culture White Paper Introduction Over the last decade, employers focus has moved away from employees who are satisfied with their working conditions,
New Product Development
Principles of Marketing Global Edition Kotler and Armstrong Chapter 9: New Product Development and Product Life-Cycle Strategies Copyright 2016 Pearson Education, Inc. 9-1 New Product Development Copyright
Start a successful pricing project
Start a successful pricing project Beginning a new pricing project can be difficult, risky and stressful. Pricing is a sensitive subject in almost every organization, but it doesn t have to be. For organizations
Winning more business in professional services firms
Winning more business in professional services firms A Guest Article by Chris Matthews June 2013 Shocking statistics What do you think is an acceptable level of new business success for a professional
Differentiators that Make a Difference
Differentiators that Make a Difference Value, Differentiators and Proof Tom Sant Why Differentiators Matter: Providing Support for Our Value Propositions The ultimate goal of differentiating our offer
Introduction. More specifically, the employee experience is influenced by three things: 1. The physical environment in which an employee works
Introduction The needs of the workforce are changing. And they re changing fast. In the early 2000s, employers were most interested in employee satisfaction. Then around 2010, the focus shifted to employee
1 THE FUTURE OF WORK
1 THE FUTURE OF WORK 2 In today s rapidly changing market, organizations and workforce experts alike are trying to determine what the future of work will look like. However, most professionals involved
Critical Steps to Prepare Your Business for Sale
12 Critical Steps to Prepare Your Business for Sale The value of 12 Critical Steps The DAK Group has prepared a superb, quick read on the 12 Critical Steps to Prepare Your Business For Sale. As a business
Welcome to the Consumer Revolution
Welcome to the Consumer Revolution How Insurers Can Heed the Voice of Customers, Rethink Relationships & Embrace Innovation to Drive Profitability & Market Leadership Life-Annuity Insurance Key Welcome
The Futures Report A Strategic Planning Tool for Reference Programs
The Futures Report 2005 A Strategic Planning Tool for Reference Programs Table of Contents: The Futures Report 2005 Introduction Drivers of Current Changes Occurring in IT Marketing and Reference Programs
Tactics for Building Commitment
Tactics for Building Commitment. Stage Goal Inhibitors Tactics Success Indicators Contact Ensure about the change is made available where people are likely to see and hear it. Ineffective dissemination
IBM Global Catalog Operations Importance of images for IBM's internal marketplace
IBM Global Catalog Operations Importance of images for IBM's internal marketplace July, 2009 Why all the fuss over pictures? Images are an essential element of every e-commerce web site. If unable to capture
Project Management for Managers/Executives
PDHonline Course P102A (8 PDH) Project Management for Managers/Executives Instructor: William J. Scott, P.E. 2012 PDH Online PDH Center 5272 Meadow Estates Drive Fairfax, VA 22030-6658 Phone & Fax: 703-988-0088
The Insight Driven Organization
The Insight Driven Organization Deloitte Best Managed Symposium April 12, 2016 Deloitte LLP and affiliated entities An organization which embeds analysis, data and reasoning into all their decision making
I. POLICY FOR INTERNAL ALIGNMENT
1 TABLE OF CONTENTS PHASE I Summary.... 3 I. Internal Alignment.....3 II. Job Structure Evaluation..3 Appendix I. Compensable Families...6 Appendix II. Compensable levels...7 Appendix III Defining Compensable
POSITION NO: DATE APPROVED:
POSITION NO: 100716 DATE APPROVED: 29.01.18 DEPARTMENT: DIVISION: STATUS: CLASSIFICATION: Performance & Innovation Corporate Services Fixed Term, 5 year tenure Senior Officer POSITION OBJECTIVES The :
LEADERSHIP CULTURE SURVEY
LEADERSHIP CULTURE SURVEY THE LEADERSHIP CULTURE SURVEY TM See the whole picture and discover a compelling rationale for change The LEADERSHIP CULTURE SURVEY TM delivers a powerful litmus test of your
ADR International ADR s Online Supply Chain Academy (OSCA) elearning Courses
Learning ADR International ADR s Online Supply Chain Academy (OSCA) elearning Courses 2016 ADR International Contents About ADR s Online Supply Chain Academy (OSCA) 3 The Strategic Sourcing Process 4 ADR
Employ different thinking
Specialisterne Canada is recruiting! Specialisterne Canada specializes in working with businesses to hire people on the autism spectrum or who face similar challenges, particularly accessing employment.
Management consultancy
Course of Consulting Academic Year 2017/2018 Professor Corrado Cerruti Agenda Ø Definitions of MC; Ø Roles of MC; Ø Reasons for hiring MC and effects; Ø The relevance of knowledge; Ø Internal VS External
Day of Learning for Next-Generation HR Leaders
Day of Learning for Next-Generation HR Leaders Don t Bother if You Can t Commit What leaders need to do to make change happen Anne Beutler and Daniel Imbeault Discussion outline Why is change so difficult?
When bots are GBS co-workers, how do you manage change?
When bots are GBS co-workers, how do you manage change? Digitalization actually creates higher-value work for Global Business Services (GBS) employees. At the same time, there will be higher expectations
PROCUREMENT S NEW ERA. Driving Value Through Strategic Category Management
PROCUREMENT S NEW ERA Driving Value Through Strategic Category Management Introduction In the past decade, the impact of procurement s role within organizations has become increasingly profound. No longer
Chapter: Chapter 02: Making Human Resource Management Strategic
Chapter: Chapter 02: Making Human Resource Management Strategic True/False 1. A clear strategy for being better than competitors and a highly motivated workforce are major keys for long term profitability.
Market SMART Marketing Strategies to GROW Your Business. by Debbie Page
Market SMART Marketing Strategies to GROW Your Business by Debbie Page Hello! Why is marketing so important? In YOUR opinion, what IS marketing? It is the process of educating your ideal customer why she
AUDIT Where are we now? ONGOING MEASUREMENT Are we getting there?
CIPR Skill Guide Internal Communications: Measurement & Evaluation Applying the PRE Cycle to Internal Communications Introduction Measurement & evaluation is at the heart of successful, strategic internal
DEVELOPING A WINNING MARKETING PLAN
DEVELOPING A WINNING MARKETING PLAN SESSION OBJECTIVES Understand Marketing and definition Difference between sales and marketing The marketing mix Tools of promotion and determining which works best Online
5 Important Questions to Ask Potential BPM Vendors
5 Important Questions to Ask Potential BPM Vendors By Tripp Solomon, Product Marketing Manager GETTING STARTED WITH YOUR BPM INITIATIVE There are many elements to consider when embarking on a Business
HOW TO THRIVE DURING A TIGHT CAPACITY MARKET
HOW TO THRIVE DURING A TIGHT CAPACITY MARKET 12 SUPPLY CHAIN STRATEGIES TO IMPLEMENT FOR MORE TRUCKLOAD CAPACITY OPTIONS WHITE PAPER IN BRIEF A tight truckload market often challenges shippers looking
Professional Coach. The Performance DNA System Identifying, Prioritizing and Calibrating Performance Criteria
The Performance DNA System Identifying, Prioritizing and Calibrating Performance Criteria A Complete Evaluation of the competencies necessary to achieve superior performance in the position of: Professional
Lesson-11. Consumer Market-- Demand and Consumer Behavior
Lesson-11 Consumer Market-- Demand and Consumer Behavior This lesson looks closer at the economic interpretation of consumer demand and explores two approaches to modeling the consumer's choices. The older
Breaking the Law of Limited Performance Not to be used in training without prior permission from Integrity Solutions
Breaking the Law of Limited Performance Not to be used in training without prior permission from Integrity Solutions Tips for the Webinar (800) 263-6317 Tweeting? Please use these tags: @Sell_Integrity
BS Collaborative Business Relationships Product Guide
BS 11000 Collaborative Business Relationships Product Guide BS 11000 Collaborative Business Relationships What is BS 11000? In business, as in other walks of life, teamwork can pay real dividends. Companies
Defining HR Success 9 Critical Competencies for HR Professionals. Take-Aways
Defining HR Success 9 Critical Competencies for HR Professionals Alexander Alonso, Debra J. Cohen, James N. Kurtessis and Kari R. Strobel SHRM 2015 208 pages [@] Rating 8 Applicability 7 Innovation 87
ID Healthcare: How Jenny Craig Engaged Healthcare Providers. with a targeted channel strategy CHECK OUT HOW
ID Healthcare: How Jenny Craig Engaged Healthcare Providers with a targeted channel strategy CHECK OUT HOW P // 1 BACKSTORY Millions of people struggle to lose weight. Obesity exacerbates many diseases
What makes a Leader??
What makes a Leader?? Leadership is about Emotions! Managing your emotions is what we call as Emotional Intelligence (EI) Let your emotions work for you, not against you Have you come across these situations??
CREATING YOUR UNIQUE VALUE PROPOSITION
CREATING YOUR UNIQUE VALUE PROPOSITION How to Define Yourself and Stand Out in Your Marketplace Part of Securities America s Business Mastery Series Table of Contents Your Tasks... 1 Introduction... 1
Future-Proofing Your Talent. How agile talent practices can drive digital transformation
Future-Proofing Your Talent How agile talent practices can drive digital transformation Introduction The lessons here will ensure that you have the people and HR processes to take advantage of opportunities
Optimizing B2B Pricing One of the Greatest Levers on Profitability
Volume XIX, Issue 64 Optimizing B2B One of the Greatest Levers on Profitability Buyers have become increasingly sophisticated and determined in their quest to reduce costs and maintain competitiveness.
Choose Your Future: Manager or Expert?
Choose Your Future: Manager or Expert? Choosing Your Career Path By Cam Gregg M.Sc.E., ACC GA Gregg Advisory for ACEC 1 GA Intention Enable you to make more conscious career decisions by providing: Some
White Paper. Benefits and Value
Benefits and Value The only purpose of undertaking any business activity is to create value! If undertaking the work destroys value the activity should not be started. Any value proposition though is in
August 4, 2010 Information Requests Round 1
August 4, 2010 Information Requests Round 1 CAC/MSOS (MPI) 1-50 Reference: 2009 Annual Report page 27. Preamble: In response to Goal 6, one of MPI s strategies is To continue to respond to the issues raised
Addressing the challenges of Performance Management. part of our We think series
Addressing the challenges of Performance Management part of our We think series Contents Contents 2 The Return on Investment in Performance Management 3 The challenges of effective Performance Management
Turning the Data to Insights to Action Mantra on its Head for Better Business Decisions
Turning the Data to Insights to Action Mantra on its Head for Better Business Decisions There are lots of situations where we start with a hypothesis, get some data, put it through some black box logic,
NW Strategic Energy Management: Guide to SEM Customer Segmentation
NW Strategic Energy Management: Guide to SEM Customer Segmentation Market Analysis and Planning Team December, 2014 Table of Contents OVERVIEW... 2 BACKGROUND... 2 STEP 1: NARROW THE FOCUS BY DEFINING
Career opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London
Career opportunity: Executive Vice President and General Manager, Worldwide - Wolters Kluwer Finance, Risk and Regulatory Reporting (FRR) - London About Wolters Kluwer Financial Services Wolters Kluwer
COAA Benchmarking Phase III The Program: from Lagging to Leading COAA Best Practices Conference XXIII
COAA Benchmarking Phase III The 10-10 Program: from Lagging to Leading COAA Best Practices Conference XXIII May 13, 2015 Edmonton, Alberta Stephen P. Mulva, Ph.D. Associate Director Jim Lozon, Ph.D., P.Eng.
Leadership Development Forum - Workshop. Steve Finkelstein. Senior Partner and. Ninaad Balachandran. Intern
Leadership Development Forum - Workshop Steve Finkelstein Senior Partner and Ninaad Balachandran Intern 1 This Presentation May Impact Your Future Success 2 Overview Today s Objectives Key Definitions
Before getting into the details of our engagement, I d like to ask, what does your company do?
Before getting into the details of our engagement, I d like to ask, what does your company do? We re a multilevel marketing company, with sales of around two-hundred million dollars a year. We deal with
Sponsored By: Contact Center Best Practices: Using Training to Achieve Enterprise Goals
Sponsored By: Contact Center Best Practices: Using Training to Achieve Enterprise Goals Table of Contents I. Training is Essential for Business Transformation...1 II. Scenario 1: The Role of Training in
The Business Transformation Playbook
The Business Transformation Playbook Jim Boomer, CPA, CITP, CGMA, MBA Chief Executive Officer Arianna Campbell, LSS Black Belt Consultant CPA, CITP, CGMA Accounting Today Top 100 CPA Practice Advisor's
THE FOUR PILLARS OF MINDFUL MARKETING
A Reference & Reflection Guide to: THE FOUR PILLARS OF MINDFUL MARKETING Amanda Pua Walsh & Richard Taubinger 2017 Conscious Marketer. All rights reserved. It s not often that the words Mindful and Marketing
Negotiation for Buyer Agents. Connection
1 Negotiation for Buyer Agents Connection 2 Barbara Brindle http://ca.linkedin.com/pub/barbara -brindle/25/315/b0a http://www.facebook.com/#!/barba ra.brindle barbara@soldonbarrie.com 3 Negotiations 3
Our History in Industry Research
Who We Are Cadent Consulting Group, established by the founders and senior leadership team from Cannondale Associates and Kantar Retail, is a marketing and sales management consulting firm serving the
THE COMPLETE GUIDE. to Engaging the Modern B2B Buyer
THE COMPLETE GUIDE to Engaging the Modern B2B Buyer B2B buyers have changed. ARE YOU PREPARED? The modern B2B buyer has evolved into a hybrid of characteristics seen in B2B and B2C consumers. Once rational
Inbound Marketing Demystified: Data From The Field. Jay Gaines Group Director, Demand
Inbound Marketing Demystified: Data From The Field Jay Gaines Group Director, Demand Strategies @izjay About SiriusDecisions 2 Executive Summary Key issues Inbound is a required part of an effective b-to-b
How to Transform Your Talent Strategy into a Business Strategy Presented by:
How to Transform Your Talent Strategy into a Business Strategy Presented by: Sharlyn Lauby ITM Group Inc. Sponsored By: Wednesday, May 21, 2014 2:00 p.m. to 3:00 p.m. Eastern 1:00 p.m. to 2:00 p.m. Central
VACANCY: EMPLOYEE RELATIONS MANAGER
VACANCY: EMPLOYEE RELATIONS MANAGER To develop and foster a sound employee relations and internal communication strategy through monitoring and analysing the workplace, company policies, procedures and
STATE OF ACCOUNT-BASED SALES DEVELOPMENT REPORT HOW DIGITAL AND SOCIAL ACCELERATE ABSD
STATE OF ACCOUNT-BASED SALES HOW DIGITAL AND SOCIAL ACCELERATE ABSD CONTENTS EXECUTIVE SUMMARY 3 WELCOME 4 SURVEY STATISTICS 7 SECTION 1: OUTCOMES & SATISFACTION 9 SECTION 2: SOCIAL AT THE CORE OF MODERN
Improving Procurement s Internal Credibility: A Guide
Improving Procurement s Internal Credibility: A Guide 1-888-878-9429 info.iq@ Credibility: It s something we all strive for in our professional lives. We want to be trusted by our peers and have our expertise
People before Strategy: The new role for an Internal Auditor - Why & How?
People before Strategy: The new role for an Internal Auditor - Why & How? BY Sylvia Neider, Founding Partner of SYNC Alliance, UAE & DNLA Group, Germany 10/13/2015 SYNC Alliance --- Passion* Vision* Excellence
BRAND MANAGEMENT. Session 1 & 2 Marketing Revisited. Brand Management and Brand Equity. Don O Sullivan
1 BRAND MANAGEMENT Session 1 & 2 Marketing Revisited. Brand Management and Brand Equity Don O Sullivan d.osullivan@mbs.edu Assessment Assessment Weighting Due Date Class Participation 20% Ongoing Syndicate
affordability budgeting Method in which companies budget for marketing based on what they believe
Glossary -1 Glossary for Wood, The Marketing Plan 2e affordability budgeting Method in which companies budget for marketing based on what they believe they can afford. (Chapter 10) annual plan control
Commercial Procurement Manager- Corporate
Commercial Procurement Manager- Corporate Finance, Shared Services The purpose of the Commercial Procurement Manager- Corporate is to drive value for money for the department by developing and implementing