ibsg_four_steps to selling telepresnece
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8/3/2019 IBSG_Four_Steps to Selling Telepresnece
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Copyright 2008 Cisco Systems, Inc. All rights reserved.Cisco ConfidentialCisco Confidential Internet Business Solutions Group 1
Four Steps in SellingCisco TelePresence
Internet Business Solutions GroupMay 2008
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2Copyright 2008 Cisco Systems, Inc. All rights reserved.Cisco ConfidentialCisco Confidential Internet Business Solutions Group
Aligning Cisco TelePresence to CXO Concerns
Selling at the CXO Level Positions TelePresence as Transformational Technology
CXOs create value for their organizations by leading change and transformation. Cisco TelePresence is a transformationaltechnology that creates new sources of growth, productivity, and innovation for all types of organizations. Therefore, you cansell TelePresence most successfully not by positioning it as next-generation videoconferencing, but by showing how it
addresses specific CXO concerns.
CXOConcerns
Degree of Solution Enabled by TelePresence
Improve CustomerExperience
FosterInnovation
Integrate
Globally
Drive CostEfficiency
GrowRevenues
More In-person
CustomerContact
EmployeeProductivity
ImprovedAccess toExecutives
NewBusiness
Processes
CustomerAccess toRemoteExperts
BetterCustomerResponse
AcceleratedDecisionMaking
FasterProduct
Development/Time toMarket
Inter-companyCollaboration/
Communication
CompressedCycle Time /
ReducedSales Cycle
Majority Large Amount ConsiderableAmount
Partial Amount
Source: Cisco IBSG, 2008
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3Copyright 2008 Cisco Systems, Inc. All rights reserved.Cisco ConfidentialCisco Confidential Internet Business Solutions Group
Finding an Executive Sponsor
Source: Cisco IBSG, 2008
Finding the CXO Sponsor at Your Client
You can find potential executive sponsors in your clients organization byassessing the degree of alignment of TP attributes with CXO concerns invarious departments.
Improve CustomerExperience
FosterInnovation
Integrate
Globally
Drive CostEfficiency
GrowRevenues
Departments with Potential Sponsors
Research Design Mfg. Sales Mktg. Service &Support
Not as Aligned
CXOConcerns
Highly Aligned Aligned Somewhat Aligned
Lessons Learned
1. Create businessdemand forTelePresence, not IT demand.TelePresence must meet a specificbusiness need to justify the investment.
2. Secure executive sponsorship. Key ITand business leaders should sponsor theTelePresence initiative.
3. Understand the clients funding model.Help assess how the benefits ofTelePresence, including reduced travelexpense, can offset the impact on CapExand OpEx.
4. Be clear about our managed serviceofferings. Most clients want some level ofmanaged service.
5. Encourage client to create a cross-functional project team. Executeflawlessly to validate our solution.
6. Collaborate across Cisco. Include TP
BU, TX BU, AS, Cisco Capital, Cisco IT,IBSG, and others.
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4Copyright 2008 Cisco Systems, Inc. All rights reserved.Cisco ConfidentialCisco Confidential Internet Business Solutions Group
Four Steps to Selling TelePresenceStep 1
Source: Cisco IBSG, 2008
Identify the Organizational Structure
The first step in selling Cisco TelePresence is to identify and prioritize the business units, functions, or teams whose needsand concerns best align with TelePresence. You can begin by taking a prototypical organization chart from the clientsvertical industry (this example is based on a high-tech manufacturing firm), then customize it to represent the clients
organization in more detail.
1
ExecutiveTeam
Research& Development
SupportFunctions
Mfg &Assembly
HR &Corp Comm
IT
Legal
Finance
DistributedMfg Mgmt
MfgExecution
Service& Support
Customer SvcMgmt
TechnicalSupport
Service PartsMgmt
Supply ChainManagement
Marketing& Sales
MarketingFulfillment& Logistics
Sales
ChannelManagement
StrategicSourcing
& Procurement
Supply &DemandPlanning
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5Copyright 2008 Cisco Systems, Inc. All rights reserved.Cisco ConfidentialCisco Confidential Internet Business Solutions Group
Four Steps to Selling TelePresenceStep 2
Source: Cisco IBSG, 2008
Early-stage Relationship
Concentrated orScarce Expertise
Short Timeframe to Act
High-value Decision
Complex Informationto Share
Nonverbal CommunicationIs important
Distributed Participantsor Teams
Multicultural Participantsor Teams
Little or no substitute for decision maker or expert(e.g., CXO or SME)
Decision or action is very time-sensitive
Decision or action has large impact on organization,customers, or shareholders
Information to be shared is multidimensional,
quantitative, or qualitative (i.e., not transactional)
Visual communication is important to decision.Situation may involve uncertainty, ambiguity, orfeelings
Meeting participants are geographically distributedand costly to assemble in person
Meeting participants include diverse ethnicities,national cultures, and/or languages
Important to build trust and rapport during initialmeetings with customers, partners, or betweencolleagues
Review TelePresenceAttributes
Step 2 involves a review of theattributes of TelePresence as they relate tothe characteristics of an organization.
Situations ideally suited for CiscoTelePresence include the following:
Require remote access to a decisionmaker or a subject-matter expert
Quick, time-sensitive decision or action isneeded, such as a competitor response,public relations, or business continuity
Involve high-value decisions such as a
merger or acquisition, business strategy, orproduct launch
Require sharing of complex information,such as reviewing a business proposal orengineering diagrams
Non-verbal communication and the abilityto observe human factors (body languageor facial expressions) are important. Forexample, candidate interviews and face-to-face customer meetings
Involve distributed teams or multiculturalparticipants
Rely upon early stage relationships,where it is important to build trust throughface-to-face interaction
2TelePresence
AttributesOrganizationalCharacteristics
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6Copyright 2008 Cisco Systems, Inc. All rights reserved.Cisco ConfidentialCisco Confidential Internet Business Solutions Group
Four Steps to Selling TelePresenceStep 3
Source: Cisco IBSG, 2008
Contact IBSG Economics
for Interactive Model
The IBSG Economics Practice iscurrently evaluating options formaking interactive versions ofmodels more widely available toIBSG and the field.
Score Client Functions According to TelePresence Attributes
The third step is to score each client function according to how well the organizations needs and characteristics align with theTelePresence Attributes. Below is an example of an interactive tool developed by the IBSG Economics Practice to help identifythe client functions best suited to TelePresence.
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7Copyright 2008 Cisco Systems, Inc. All rights reserved.Cisco ConfidentialCisco Confidential Internet Business Solutions Group
Four Steps to Selling TelePresenceStep 4
Source: Cisco IBSG, 2008
Use Scores to Identify Client Functions Best-suited for TelePresence
In the fourth step you combine your knowledge of the client's organization, its alignment with the TelePresence Attributes,and the output of the analysis on the previous page. Highlighted below are the groups within a hypothetical clientsorganization that have the best potential for TelePresence sales.
4
ExecutiveTeam
Research& Development
SupportFunctions
Mfg &Assembly
HR &Corp Comm
IT
Legal
Finance
DistributedMfg Mgmt
MfgExecution
Service& Support
Customer SvcMgmt
TechnicalSupport
Service PartsMgmt
Supply ChainManagement
Marketing& Sales
MarketingFulfillment& Logistics
Sales
ChannelManagement
StrategicSourcing
& Procurement
Supply &DemandPlanning
High Alignment
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8Copyright 2008 Cisco Systems, Inc. All rights reserved.Cisco ConfidentialCisco Confidential Internet Business Solutions Group
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