The Storyslam. Stan Bertiloot, Visa HQ. #AdvConf2018

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2 The Storyslam Stan Bertiloot, Visa HQ

3 Florida Deep Sea Fishing Techniques Are you in the right room? Agenda: Getting rid of sharks Selecting the right bait Fishing on the perimeter

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6 The Story Slam You are in the right room To learn about: Brand & differentiation Customer personas Value Proposition Buyer lead Cycle Creative marketing

7 Why me? Started as a Reuters journalist working on Fleet Street in London Over 20 years in communication and marketing 17 years in the travel industry Rebranded KDS a software company from pure SBT to Travel and Expense Now working on a global challenge - VisaHQ

8 New customers = sales = cash

9 Meet payroll, make rent, pay taxes

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11 Stop saying: What can I can sell?

12 Start saying: What does my audience need?

13 without a clear differentiating idea attached to a brand, all you re left with to motivate buyers is price. But your competitors can cut prices, too, so without strong branding, prices will fall, as will profits. Kevin J. Clancy and Jack Trout, Brand Confusion, HBR

14 A brand is the set of expectations, memories, stories and relationships that, taken together, account for a consumer s decision to choose one product or service over another. Seth Godin

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18 1 - Branding is essential to growth

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20 Understanding your Clients

21 The KDS Story KDS

22 The KDS Story - Expense first KDS

23 The KDS Story - Customer Focused KDS

24 The KDS Story - Solving a problem KDS

25 The KDS Story - Solving a problem KDS KDS's strategy to convince customers was not that it was a better company or product but that it was a better approach to the existing problem.

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27 Personas Who are your clients? Who

28 Whom should we be talking to? Decision Maker CEO/ President Influencer HR CFO Finance IT Services Sales Travel Manager Shared Services FD Accounting CPO Procurement Traveller Evaluator Accounts Payable TMC

29 KDS Personas CFO / FD Role: Decision Maker Dep: Finance Reports to: CEO KDS provides you with your anticipated ROI by driving compliance and adoption through an innovative user experience CPO Role: Influencer Dep: Procurement Reports to: CFO KDS ensure you keep control over your global T&E suppliers relationships maximising leverage and value TMC CIO/CTO TMC Role: Role: Varies Influencer Dep: Dep: Account IT Management Reports to: to: Customer CEO KDS actively provides pushes an Innovative customers to way buy to from join their KDS customer-first TMC is an for Innovative travel related revolution. way technology. to drive Make users Retain Love compliance my accounts Company! and by savings delivering and Innovation provides real-time reporting and auditing Traveller TMC Role: Varies Dep: varies Reports to: Varies With KDS you can search, book and KDS is an Innovative way to drive complete your expenses for a door-to-door compliance and savings and provides trip in a few minutes real-time reporting and auditing Travel Manager Role: Evaluator Dep: Procurement/HR Reports to: CPO KDS ensure you meet your corporate saving and objectives while delivering employees' satisfaction

30 Travel Manager Persona

31 Travel Manager Persona Ryan Ayre BACKGROUND: Travel Manager Has worked at the same multinational for 5 years and has worked his way up from travel booker University graduate who likes social media and socializing and VIP treatment DEMOGRAPHICS: Male 31 years old 40,000/year HH Income Suburban IDENTIFIERS: Professional but easy going Open to promotional marketing content & event invitations

32 Ryan: Travel Manager Several job experiences, often including TMC many started in PA jobs. University degree, BA or AS. Member of industry association Operationally focused, self centered Current job Global Travel Manager: Sparrows Group Previous Jobs Global Travel Manager: Sparrows Group Travel & Visa Manager: Ocean Rig Travel & Administration Manager: Total Travel & Logistics: Schlumberger Personnel Assistant: Schlumberger Schlumberger Receptionist: Schlumberger Background ESCP Europe / LBS MBA, Finance / HEC Skills Venture Capital Due Diligence Investments BPO Change Management Growth Capital Entrepreneurship Associations Institute of Chartered Accountants Association of Corporate Treasurers DFCG

33 Ryan, Travel Manager: Job description Travel Managers are typically responsible for managing a company s strategic approach to travel (travel policy), the negotiations with all vendors, day to day operation of the corporate travel program, management of the travel agency relationship and traveller safety & security. They may also have responsibility for credit-card management and T&E data management. A corporate travel manager s role should not be confused with the work of the travel agency. Agencies provide the day-to-day travel services to corporate clients, they are the implementing arm of what the corporation has negotiated and put forth in policy. In other words the travel manager decides on the class of service that employees are allowed to fly, negotiate corporate fares/rates with airlines and hotels as well as set forth the use of the corporate credit card. The agency on the other hand makes the actual reservation within the parameters given by the travel manager. The Travel Management function can be part of the Finance, HR, Procurement, or Administrative Services Department. This function can touch on all of these areas in some form and represents a major corporate expense. Travel managers often start their careers working for a travel agency, and are promoted to managing large customer accounts, from where they are able to migrate to a travel management role with one of their clients. Job Description Manage supplier contracts Establish policies Manage travel agency relationship Monitor global program and patterns Drive standardization Drive program adoption Provide senior management with strategic information Deliver high service level to travelers The following items may also be included for some. Manage corporate card relationships (Individual & Lodge)

34 What Keeps Ryan Up At Night? Job security Internal recognition Lack of consolidated data Multiple vendors and systems Maverick travelers Hotel program value and leakage Lack of control Ryan Travel Manager

35 When I Talk to Other Travel Managers they are looking for innovative way to manage their end-to-end program are you doing the same? What areas are you focused on? How will you measure the compliance to the updated policy? How do you think innovation is perceived in your company?

36 Travel Manager Persona Job Description Reporting to the CPO manage the strategic approach to travel (travel policy), negotiations with all vendors and traveller safety & security. Objectives Innovative savings Manage Program Quality End-to-end efficiency Value / ROI Remove waste & optimise cost Ensure traveller safety Improve User Experience Hot Topics Mice Hotel management Ancillary fees KDS USP Neo = TCOT Neo = D2D Duty of Care Neo = Best UX on all devices KDS ensure you meet your corporate saving and objectives while delivering employees' satisfaction

37 2 - Personas help you understand and segment your customers

38 Value Proposition

39 1 Customer Profile Observe your customers The set of customer characteristics that you assume, observe, and verify in the market* Three areas: 1. Gains 2. Customer Jobs 3. Pains by Alan Smith, Alexander Osterwalder, Gregory Bernarda, Trish

40 1 Customer Profile - Gains The outcomes customers want to achieve or concrete benefits they are seeking

41 1 Customer Profile - Customer Jobs What customers are trying to get done in their work and lives

42 1 Customer Profile - Pains Bad outcomes, risks and obstacles related to customer jobs

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45 Customer Gains Gains include functional utility, social gains, positive emotions, and cost savings. What makes them look good? What increases their power or their status? What do customers dream about? How do your customers measure success and failure? How do they gauge performance or cost?

46 Customer Jobs Tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy. What jobs, if completed, would give the user a sense of self-satisfaction? What emotional needs are your customers trying to satisfy? How does your customer want to be perceived by others? How does your customer want to feel?

47 Customer Pains Pains describe anything that annoys your customers before, during, and after trying to get a job done. Pains also describe the potential bad outcomes, related to getting a job done badly or not at all. What makes your customers feel bad? What are the main difficulties and challenges your customers encounter? What negative social consequences do your customers encounter or fear? Are they afraid of a loss of face, power, trust, or status? What risks do your customers fear? Are they asking themselves what could go wrong?

48 2 Value Proposition The set of value proposition benefits that you design to attract customers It describes the benefits customers can expect from products and services. Gain Creators: how your products and services create customer gains Pain relievers: how your products and services alleviate customer pains Products and Services: All your products and Services your value proposition is built around

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50 Customer Gains Creator Include functional utility, social gains, positive emotions, and cost savings. Could your products and services... Create savings that please your customers? In terms of time, money, and effort. Create positive social consequences? By making them look good, increase in power or status. Produce positive outcomes matching your customers success and failure criteria?

51 Customer Pain Relievers Describe how exactly your products and services alleviate specific customer pains. Could your products and services... Produce savings? In terms of time, money, or efforts. Make your customers feel better? By killing frustrations, annoyances Wipe out negative social consequences your customers encounter or fear? In terms of loss of face or lost power, trust, or status.

52 Product & Services Your shop window List of what you offer: Physical/tangible Intangible Digital Financial

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54 Value Prop. per Customer Segment

55 Great Value Propositions Focus on jobs, pains, or gains that a large number of customers have or for which a small number is willing to pay a lot of money.

56 3 - Value Map & Customer Profile workshops are great ways to identify your value proposition

57 Lead Generation

58 It s a Buyers World It s now all about influence Prospects do their researches and know what they want Sales have less time to close more deals Our competition are smart at influencing prospects Scalability requires coherent, targeted (automated) messages

59 60% Of the sales cycle is done before a sales speak to the client.

60 Buyer Led Cycle Not Listening Choice validation No Interest Passive listening Solution Selection Latent Pain Limited attention Project definition and market researches Explicit Pain High attention No attention Active listening (c): inficience

61 Channel Vs Buying Cycle Not Listening Stay top of mind: PR, Social Media Solution Selection Choice validation No Interest Latent Pain Passive listening Solution: PR, Social Media, blog post, trade show, ad Specifics: PR Social Media Blog post Demo, video Testimonials Reviews Whitepaper Project definition and market researches Explicit Pain Active listening Solution: PR, Social Media, blog post, trade show, ad, testimonials, reviews Limited attention High attention No attention (c): inficience

62 Automation & Scoring To Inside Sales Visits 6 pages Downloads Clicks 30 days inactivity Clicks Meeting request What are the main topics of interest? How warm is a lead?

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64 Content Marketing Pros Increase organic traffic 7.8x (Aberdeen) Conversion rates are 6x higher Create communities Create leadership and ownership of your segment Con Necessitate dedicated staff Expertise Tools Requires proper personas and value propositions definition Can t do without

65 4 - Buyers lead the dance but you choose the tempo

66 BE CREATIVE

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70 Online & Local

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78 5 - It is happening online! Think social & review sites

79 Tools you need Review generation and management Social medial and web monitoring Social network management Market intelligence tool Marketing automation ing, landing page, automation Customer messaging platform

80 Thank