Digital Disruption -> The New Reality: Acronis Keynote_20.11.14

The document discusses proof of concept (POC), which is a test conducted to validate the feasibility of an idea or product before full development. A POC involves gathering customer feedback, creating a basic demo, outlining a roadmap to market, and telling a compelling story to investors. Conducting a thorough POC helps gain approval, identify issues early, attract funding, increase chances of commercial success, and save money compared to discovering problems later. The document outlines four essential steps for a POC: implement structured customer data, create and test a demo, create a development roadmap, and tell a story instead of using sales pitches.

We are seeing a massive change in how organizations identify, procure, and implement solutions. This changes the role of the B2B sales rep. Learn how to be ready for the change.

How to apply the lean startup approach, MVP, experimenting, testing hypotheses, pivoting, questioning assumptions, learning and failing fast and finding product-market fit within eHealth's regulative markets?

The document provides an overview of three approaches - business model innovation, lean startup, and continuous improvement - that eHealth startups can use to successfully design and launch their business. It recommends using the business model canvas tool to map out key components of the startup's business like partners, activities, resources, customer segments, and revenue streams. The lean startup approach suggests quickly testing ideas with minimum viable products to gather customer feedback and pivot if needed. Continuous improvement involves seeking constant feedback to refine processes and provide better value. Taking a blended approach using all three methods is recommended for eHealth startups.

The document discusses how process improvement techniques are combining traditional Lean Six Sigma methods with design thinking. It argues that design thinking can help address gaps in Lean Six Sigma by developing deeper empathy for customer needs through techniques like observation. The document outlines how the Define and Measure phases of Lean Six Sigma's DMAIC model are similar to the Understand, Observe and Define phases of design thinking. It concludes that combining Process Improvement with Design Thinking provides benefits like driving customer loyalty while also improving efficiency, and that this trend of merging the two approaches will continue gaining momentum.

Citrix Peer Exchange : Indeed.com - Oct 2020 - Barry Magee I'm an experienced senior business leader focused on how data-driven transformation creates organisational value with deep experience in sales, marketing, strategy, operations, and change management. I’m a recognized industry-leading specialist and academic on effective and systemic innovation using data and analytics to build competitive advantage and tangible results. https://www.linkedin.com/in/barrymagee/

Australian retail supply chains today must be capable of managing increasing customer expectations (lead-times, pricing, options), channel diversification (online, store, multi-channel, omni-channel) as well as increasingly complex product sourcing strategies. There are few decisions in an executive’s career which can define one’s stewardship as a success. In today’s economic climate, where company boards are more cost conscious, increasingly such opportunities are emerging from significant supply chain investments with complex and sensitive payback timetables stretching over several years.

The best companies boost revenues by not just building advanced pricing analytics programs but also developing relevant capabilities - people, processes, tools. A successful revenue growth program is a journey, and this presentation highlights the four areas where companies need to focus to become leaders. Brian Elliott (CEO of McKinsey Periscope) gave a version of this presentation at the Professional Pricing Society event in Oct., 2014.

Andrei Lopatenko discussed how search engines, recommendations, and conversational interfaces can be improved to enhance customer experience and drive business revenues. Key investments include building a high-quality engineering team with diverse skills, establishing strong business relationships, developing an experimentation platform, and implementing a continuous improvement process to evaluate and update all aspects of the system. The goal is to create a science-driven culture focused on continuously measuring metrics and making data-backed improvements.

Discover how to accelerate top of the funnel lead creation, qualification, nurturing and conversion. Also see real-world examples and learn, helpful suggestions and recommendations on all aspects of lead lifecycle management.

Slides from the talk at BLN CEO Tales by Eric Ries, The Lean Startup, 16th January 2012. Also includes supporting material including: 'The myths of lean'. Thanks to DFJ Esprit, TechCity, Brown Rudnick, Fidelity Growth Partners, Microsoft BizSpark, Red Gate and Springboard - for making such an excellent evening possible. For more information about BLN events in the UK and US: http://thebln.com

This best practices guide will walk you through a variety of best practices, techniques and ideas to both tactically and strategically increase the efficacy, success and impact of your inside sales organization.

This document discusses how Oracle CRM On Demand can help Chief Sales Officers outsmart and outexecute their competition in challenging economic times. It outlines the challenges CSOs face with fewer resources and smaller opportunities, and argues that Oracle CRM On Demand can help by increasing sales capacity, improving execution and win rates, freeing up time for growth, and providing margin protection. It then summarizes some of Oracle CRM On Demand's key capabilities for gaining insights, increasing productivity, and achieving the best value.

Mobile is on the mind of every experience professional. It's not always easy to do this while monetizing the experience as well. Join Mark Schofield as he discusses mobile and how customer behavior is changing, how banks are adapting, and how banks accelerate the pace at which they capture the "digital dividend."

Eric Hellweg, Harvard Business Review , @ehellweg Eric Hellweg, HBR’s Executive Director of Product Management and Digital Strategy, will discuss how the team at HBR has transformed the brand from a primarily print product to one with digital at its core, using lean principles and by instilling a “product management mindset” –and a true product management function—inside this traditional media organization.

The document discusses some common myths about how organizations purchase technology. It argues that the "buyer's journey" model is flawed because technology purchasing typically involves input from 21 or more stakeholders over 6.7 months on average. Instead, it proposes that purchases align with an organization's change process as it identifies needs and evaluates solutions. It also argues that content should address the full change process rather than individual journey stages, and that marketing should continue engaging stakeholders throughout the sales process rather than just handing off to sales. The goal is to empower "champions" who can drive organizational decisions by providing relevant information.

This document discusses the impact of cloud computing on traditional channels and solution providers. Key points include: - Forrester and Gartner estimates that cloud transformation will lead to 15-40% attrition of the existing channel. - Conventional business models and customer engagements will become less valuable unless solution providers change their approach. - Survival requires radical changes to business models and go-to-market strategies, which most solution providers are ill-equipped for. - Vendors continuing traditional approaches will struggle, and nimble transformation is needed to succeed in the cloud environment.

Customer Adoption is the new ROI. Creating SOE (Systems of Engagement) is how you maximise customer adoption. The entry point to SOE is the Smart phone. Are you maximising Smart Adoption of your cloud services?

The document discusses strategies for accelerating time to revenue and customer adoption of new products or services. It emphasizes the importance of developing the business strategy, value proposition, marketing plan and sales channels early on. It also stresses the need to generate demand, influence early adopters and opinion leaders, create buzz in the market to reach a tipping point, and provide an easy and remarkable customer experience. The goal is to transition customers efficiently through the adoption curve from early adopters to the mainstream market.

Understanding the customer must lie at the foundation of your Business Strategy, your Business Model(s) resulting in Competitive Advantage. Not understanding the customer accounts for everything else we do in business.

Success in the Cloud requires 3 things: 1) A Compelling Value Proposition 2) Creating Competitive Separation 3) Strategy vs Execution. Making it happen requires execution

The most successful Enterprise SaaS companies know that growing revenue only through new customer acquisition is the less efficient way to scale. Rather, they understand that growing revenue within your existing customer base - through up-sells, cross-sells, and expanded use - is the most profitable way to scale. In fact, Enterprise SaaS companies that grow revenue - and company valuation - by expanding revenue within their existing customer base also know the key to making this work is to focus on - and operationalize - Customer Success. This presentation - How Enterprise SaaS Companies Justify Investment in Customer Success - is from Pulse 2014, the biggest Customer Success industry event ever and included panelists from Bazaarvoice, ToutApp, Enviance, LinkedIn

This informative slide deck was the foundation of a webcast with ServiceSource and leading analyst firm IDC exploring the opportunities and challenges for companies making the transition to a SaaS or cloud-based business, including: - The top 3 keys to success for software and hardware vendors to effectively manage the customer lifecycle and pave a shorter path to profitability - Managing financial expectations in the marketplace - Examples of companies that have successfully made the SaaS transition - How usage and consumption insights are now the foundation for customer success driving successful SaaS businesses Here is the link to the webinar! http://corporate.servicesource.com/LP=279

What You'll Learn: - RingCentral success path to revenue - High impact buying signals, lead routing and outreach cadences - Importance of data accuracy and optimization - Benchmark metrics for entire sales funnel

In a pandemic, it’s more important than ever to focus on retaining and expanding current customers. So, how can sales and marketing support the retention effort? Join Ruth Stevens as she dives into this fast-paced session and reviews the 7 key strategies for current customer marketing, to enable sales and expand customer value.

My work on a framework for companies to understand the building blocks needed before scaling and, once in place, to quantify how fast is appropriate.

The document discusses how cloud computing enables business transformation by changing how customers interact with companies and how internal operations are automated. It emphasizes adopting a growth mindset and differentiating at the levels of product, customer experience and support services. A key aspect is aligning marketing and sales to the customer adoption cycle by using techniques like tipping the funnel to turn customers into unpaid sales representatives through social influence. The cloud represents massive change that requires rethinking the customer, sales/marketing processes and organizational structure.

Digital Disruption = Change = Transformation, Business Transformation. If your customers, Find, Try, Buy and Consume, Cloud Services differently, shouldn't you be selling them differently? 5 Steps to Accelerating Adoption of Your Cloud Services

This document summarizes strategies for customer success at large tech companies like Oracle and Informatica. It discusses the challenges of defining customer success roles at large scale, educating employees, and integrating acquisitions. It emphasizes building relationships, executing strong customer success plans, and focusing on measurable results. The document also outlines Informatica's customer lifecycle approach, from trial success to onboarding, adoption maximization, and renewal. It lists indicators like renewal rates, churn, and adoption that measure customer success program effectiveness. Goals for 2014 include scaling the program, automating processes, and enabling more self-service support through training and community.

The document outlines Anthony DeLima's presentation on defining a disruptive strategy given to an executive workshop in Sao Paulo, Brazil. It discusses 5 hypotheses for developing a digital strategy, including putting the customer in control of their journey. It also addresses how a company's culture needs to evolve to embrace disruption in a digital era, and the critical factors driving digital transformation like social media, real-time information, mobile growth, and informed customers. Finally, it provides considerations for creating disruption, such as focusing on customer needs and building digital capabilities into existing products and services.

The document discusses challenges and opportunities in digital transformation and cloud adoption. It provides strategies for sales teams to transition from selling products to selling business outcomes and differentiation. Key recommendations include creating systems of engagement, focusing on outcomes over features, helping customers connect initiatives to goals, and building an adaptive culture open to change.

The Cloud creates unparalleled opportunities for those who can deliver compelling Service Propositions, translate them into relevant Business Outcomes and then take those Relevant Business Outcomes to Business Decision Makers. Step 1) Demand Creation followed by Step 2) Demand Capture. Hint: the greater the focus and clarity you can bring to bear on relevant and compelling business outcomes, the easy will be step 2) Demand Capture: sales conversion.

In this prescriptive breakout session learn what successful Solution Providers are doing to build their Cloud/Mobility business. This workshop is designed for Solution Provider new to cloud/mobility marketplace or have not yet seen success. Success in the new marketplace starts with a Practice Statement, entails new ideas on building marketing savvy and better sales execution. We will cover a variety of tools, tips and techniques partners are using to drive Cloud /Mobility success. Topics: • Why you need to create a Practice Statement • Aligning your marketing message to fit your Cloud strategy • Building your Cloud marketing program that is unique and is active • Creating a sales mentality and compensation program that works • Developing a Business Guidance sales mentality http://www.ingrammicrocloud.com

The document discusses strategic planning and budgeting for a company called CNI Holdings Berhad. It covers the following key points in 3 sentences: CNI has historically struggled with strategic planning and budgeting, with problems including a lack of market research, split objectives, and expenses regularly exceeding budgets. The presentation outlines steps for effective strategic planning, including getting the right business model, setting strategies based on analysis of the market situation, and choosing growth strategies like market share gains or expanding into adjacent markets. Keys to success include aligning the business model, strategies, and resources and having the proper assumptions and starting point for the planning process.

ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009 *Understanding what strategic planning is and why it is important *Clarify the difference between vision, mission statement, goals and objectives *The external environment: The need to understand the economic cycle *Tying the strategic plan to the budget *Cost Reduction methods and advice

This presentation illustrates the emergence and impact of a new management practice based on Steve Blank's Customer Development Model and Eric Ries' lean StartUp approach.

This document summarizes a webinar on lead-to-revenue management. It discusses how customers progress through different stages of the buyer journey from discovery to engagement. It emphasizes that customers control their own journeys and research purchases online. It also discusses the need for a managed process to guide customers through the lifecycle using metrics to measure things like volume, velocity, value, effectiveness and efficiency. Finally, it discusses how sales performance management can help prime the sales pipeline by connecting the customer journey to sales.

Why Transformation? To align with the needs and preferences of tomorrow's customers. To achieve accelerate, continuous and sustainable growth.

“How do you stay ahead of ever-rising customer expectations? There’s no single way to do it - it’s a combination of many things.” - Jeff Bezos. Start by mastering Moments of Truth in the Customer Journey. Design for Customer Experience and you will maximize Customer Adoption. The Ultimate MOT is Customer Advocacy. When customers spontaneously recommend your products or services you effectively have an "unpaid sales force."

A Growth Mindset. Your Job is Selling Change. Sell the problem, not the Solution. Marketing Today Becomes Sales Tomorrow. What Great Salespeople Do Differently. Closing with Confidence: Personal Sales Skills Action Plan

The document outlines key topics from a GTM strategy session, including understanding GTM tools, rethinking GTM strategies and plans, and overcoming barriers to GTM innovation. It also discusses digital transformation and adopting a digital mindset, differentiating at multiple levels of perceived value, helping customers connect initiatives to outcomes, and building partner ecosystems. The overall goal is to compete by staying relevant to customers through GTM strategies focused on engagement, outcomes, differentiation, and partnerships.

The document discusses the need for companies to differentiate themselves and create competitive separation in order to succeed. It emphasizes thinking beyond products to focus on customer journeys, experiences, and challenges. Three levels of perceived customer value are identified: basic offer, professional services, and end-to-end customer experience. Selling business outcomes rather than just solutions is advised. Overcoming barriers like the status quo, limited views, and fear of change is important for transformation.

We all want Revenue Growth? No, we all want profitable Revenue Growth! That means minimising Churn and/or maximising Retention. The challenge is that Retention is not a long-term, sustainable strategy. If the Customer wants out she will find a way. The better long-term, sustainable strategy is finding ways to make them want to stay. The Million dollar question is: How do you make them want to stay?

The document discusses the need for change and strategies for managing change successfully. It addresses three levels of change: external business environment, organizational change, and personal change. It emphasizes the importance of having a growth mindset and adapting to change, as well as overcoming barriers to change like legacy thinking and constraint-based thinking. Finally, it stresses that creating a culture of change involves developing an ability to learn, collaborate, and adapt through anticipating change, business agility, and managing for change.

This document discusses the need for organizations to embrace digital transformation and develop a culture of change. It notes that shadow IT has emerged because employees use their preferred tools, so IT must focus on business outcomes rather than control. The role of the CIO is shifting to one of innovation partner rather than just managing infrastructure. To drive change, organizations must move from predictive to adaptive thinking and develop a growth mindset where intelligence is not seen as static. Building a culture of change involves empowering employees and helping them see that sticking to the status quo can be riskier than changing.

3 things that will accelerate adoption and change so that you can remain relevant to tomorrow's digital customers

5 Steps to exceptional growth. Sell business outcomes not technology. Change is difficult, but not changing is fatal. Change before you have to change.

The document discusses digital disruption and its key drivers: mass adoption of digital technology, the age of the customer, and the shift from B2B to B2C models. It also covers topics like collaboration, enterprise collaboration enablement, digital transformation obstacles, unified communications market growth, and more. Key themes are the impact of digital technologies on business models and customer relationships.

The document discusses digital disruption and transformation in business. It provides strategies and frameworks to help companies adapt, including developing systems of engagement, selling business outcomes rather than technology, differentiating at multiple levels, creating an unpaid sales force through advocacy, and fostering a culture of growth. Key challenges discussed are the changing buying process and need for predictive and adaptive thinking to anticipate customer needs and remain relevant through disruption.

Le succès est une cible mouvante. Dans le monde numérique de poste perturbé les règles du jeu ont changé. Que fait votre succès dans le passé ne vous fera pas de succès à l'avenir. 5 étapes qui vont transformer votre entreprise et préparer les bases de la croissance.

Digital Disruption -> Business Transformation Marketing -> Sales Align all your Marketing Actions with the Customer Adoption Cycle

The document discusses strategies for adapting sales processes to changing customer and market dynamics. It recommends 1) creating systems of engagement to interact with customers throughout their journey, 2) selling business outcomes rather than just products, 3) differentiating at multiple levels to stand out from competitors, 4) helping customers see value and connect solutions to their needs, and 5) building an adaptive, growth-oriented culture. The overall message is that companies must evolve their approaches to remain relevant as customer expectations and technologies change.

How can you transform your business to align with tomorrow's digitally savvy decision makers? Here are 7 steps to take your business down the road to growth in the digitally transformed world.

This document discusses various approaches and mindsets related to change, including gradual versus disruptive change, overcoming barriers to change, and shifting to a growth mindset. It provides tools and strategies for thinking differently, such as possibility thinking, collaborative thinking, and challenging the status quo. The importance of skills like listening, resilience, accountability, and embracing ambiguity are emphasized. Overall, the document promotes adapting to and preparing for changing conditions through flexible, collaborative, and forward-focused thinking.