Programs to Drive Loyalty and Profitable Growth

Client Programs that Drive
Loyalty and Profitable
Growth

National Best Seller
Best-Seller

Sean Geehan
Author
The B2B Executive Playbook
@seangeehan

Sales: $80 Billion
Customers: 3,700

Total Sales: $70 Billion
Customers: 500,000,000
© 2012 Geehan Group. All Rights Reserved Page 2

The Fate of B2B
Companies Rests
in the hands
of Just a
Few People.
p

Similar
Simila in B2B & B2C Different
Diffe ent in B2B & B2C

Back Office Go-to-Market
Go to Market
Human Resources Strategy
Finance R&D
Manufacturing Marketing
Service Sales


The official organization Chart

CEO

Marketing R&D Finance Strategy Sales


CEO

R&D Finance Strategy Sales

IT, HR,
Operations

Everyone
else

Marketing


Source: Study by The Fournaise Marketing
© 2012 Geehan Group. All Rights Reserved Group Page 7

73% say their

marketing executives
lack b i
l k business credibility.
dibilit

Source: Study by The Fournaise Marketing Group
Why?

77% said marketers

talk too much brand and

not enough revenue.

74% think marketing

focuses too much on

trends.

72% say marketing

can’t demonstrate ROI.
can t



Source: IBM Global CMO Study, 2011.

CMOs say proving

Marketing ROI is the

#1 ffactor for marketing’s
t f k ti ’

success and credibility.
Source: IBM Global CMO Study, 2011.


Decision Maker

Drive Change
Set Direction
10%
Influencer

Run the Business
Business Process
15%

User and Purchasing
Users
Execute
Features/Functions
Workflow 60%
Purchasing 15%

$1 Billion

Grow these
27 70% accounts by 10%
$70 million
customers $700M

3,200 30% Grow these
$30 million
customers $300M accounts by 10%

It would take 10X the amount
in transactions to get half the
Revenue

Targeting
Lower level

Acquisition
Vs.
Retention
=

small deals


Commodity
d Reliable
l bl Problem
bl Trusted
d
Supplier Supplier Solver Advisor

1 2 3 4 5 6 7 8 9 10

Description System/Process Industry Experts Innovator
Standard Systems Customer Knowledge Brain Power
Discipline
Di i li Seasoned
S d Focus
F
Reactive Long term employees Constant infusion of new
Engaging People

Position Execution Guide Invent / Design
Low Cost Provider
Low Cost Provider Situation uniqueness Competitive Advantage
Competitive Advantage
Predictable Responsive Change Agents
Efficient Effectiveness

Relationship 1‐5 5‐8 7‐10
May not know anyone but it Likeable and matters Know them ‐ likeability not as
doesn’t matter important
Keys to Success Cost Value / ROI Smartest People
Transaction to Contract Innovation
Industry/Organization Push Envelope
Knowledge
High Switching Costs
High Switching Costs
Barriers of Entry
Culture & Laggard to Follower Follower to Fast Follower First Mover to Innovator
Philosophy Operational Excellence Strong marketing and Sales R&D intense
Solid relationship building Hire the Best
/mngt Peer pressure to perform

MARGIN

Margin
Opportunity

Perception Gap

Today Today
Perception Capability

X X
Commodity Reliable Problem Trusted Interdependent
Supplier Supplier Solver Advisor


CEO

Marketing

R&D Finance Strategy Sales


Consolidated Revenues

4,152
3,545
3 545
In US$ Mn

2,705
n

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 direction
Sales and margin growth
Sparks relevant innovation
Generates advocacy
G t d

ROI on Decision Maker Customer Programs
Results are Measureable
l bl
No With
Decision Maker Decision Maker

Retention 72% 90%

Account Growth 4% 12%

Referencable 28% 94%

“Our executive customer programs have proven to be
the most effective way to positively impact top and
bottom line results.”
Jeff Garrity
CFO,
CFO Services


Sweet Spot
p

Market
C ll
Collective
i
Acquire Evolve

4 3

1
Business Core
Model Competency
2

Divest

Wells Fargo
Sweet Spot
CEO Workstation Solution

Market
Collective
Acquire Evolve
Wachovia Mobility for critical
y
Treasury Suite services
4 3
Services Business services
1 move from a la carte
Business Core
to fixed fee pricing
p g
Model 2 Competency

Eliminate
Old bill payment solution
Accounting software solution
development


Harris
Sweet Spot
Expand FAME, DOOH

Market
Collective
Acquire Evolve
Non-Linear Low-cost next gen
g
capabilities channel
4 3
Account engagement
1 business models
Business Core
Model 2 Competency

Eliminate
Identify products to kill
Identify partners to services
unattractive market needs


Driving Revenue

Results
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 Hawk
Senior Vice President


Keys to
Tangible
Marketing
M k ti g
ROI

=


937-271-3914
@seangeehan
sean@geehangroup.com


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