This document discusses the rise of customer-centric companies, also referred to as the 3 Cs (Customer Centric Company). It advocates starting with the customer experience rather than technology. The document is organized into several sections that discuss topics like target market definition, account-based marketing, sales development, customer success, and implications. It provides examples and recommendations for making each part of the business more customer-centric, such as segmenting experiences to scale while still focusing on value, designing customer-centric marketing campaigns, and ensuring sales and customer success are about customized experiences and making "heroes" rather than just technical adoption.
7. CUSTOMER-CENTRICITY IN 20 MINUTES OR LESS
• Start with the target market
• Designing customer-centric marketing experiences
• Sales development makes or breaks the experience
• Sales is a customized experience
• Customer success and customer marketing is about making heroes not just
technical adoption
• The implications
9. ACCOUNT BASED WILL BE HOW WE GO TO MARKET
Account Based
(?)
Account Based
Execution
Just B2B
GTM
2017 2018 Future
Demand
Generation
Pre-2017
10. FIGURE OUT WHO THE EXPERIENCE IS FOR (ACCOUNTS)
TARGET MARKET
(the bigger, the better)
TARGET MARKET
IDEAL
CUSTOMER
PROFILE
TARGET
ACCOUNT
LIST
BEFORE AFTER
11. THEN DETERMINE WHO THE EXPERIENCE IS FOR (PEOPLE)
Entry Point Stakeholder who is most likely to initially engage: owns the process your solution supports; feels the most pain;
and can champion you through the process
Decision Maker Stakeholder who has direct responsibility and oversight for the process that your solution supports: has key
signing authority required to finalize the deal; the “entry point” and “user” threads report to the “decision” thread
Business Owner Stakeholder who will benefit from the solution: part of the buying committee and often recommends and sign-
offs on solutions; not owners of the process and subsequent buying process
Individual User Stakeholder who engages directly with the product: wants their opinion to be heard in the decision making
process; can facilitate a buying process but typically at a lower level
Tech/Ops Owner Stakeholder who manages the infrastructure to support a potential solution: can at times, depending on the
solution, help champion a solution or be brought in later via the business owner
Multi-
Threaded
GTM
19. ORCHESTRATION IS CUSTOMER-CENTRIC WHEN DONE RIGHT
ACCOUNT
SELECTION
SDR
OUTREACH
MEDIA AND COMMUNICATIONS
PROGRAM
DESIGN
SALES
PROCESS
DIR
ECT
MAI
L
OPPORTUNITY
YES
LEAD FOLLOW-UP
OUTBOUND
OUTREACH
HIGH VALUE
OFFERS
ORCHESTRATION
PLAN
CAMPAIGN
DATABASE
SALES
CYCLE
PRE-SDR
CAMPAIGN
DIRECT MAIL
EMAIL
PERSONALIZATION NO
AB-ADS LINKEDIN ADS PERSONALIZATION RETARGETING BLOG POSTS
SALES
MEETING
20. Research
Create Context
Convey Value
Deliver Offer
“Hi <name>, I wanted to share with you
how other healthcare talent acquisition
organizations are transforming their
strategy to a candidate-centric strategy.”
“Specifically, I’d like to share insights from
organizations such as <peer customer #1
and peer customer #2> that changed their
approach to talent acquisition and solved
core issues such as <pain 1> and <pain 2>.”
“I’d love to set up time to share more
about this new strategy and use cases of
others in the healthcare industry.
How does <time option 1> or <time option
2> work for you?”
“Hi <insert buyer first name>, this is <first
and last name> from <your company
name>.”
“I am reaching out to talk to you about a
new strategy evolving in the talent
acquisition industry: candidate-centricity.”
“I am going to send you an email with
more details. Please reply and let me
know a good time to talk.
Again, this is <first and last name> from
<your company name>. Thank you.”
“Hi <name>,”
“I recently I sent you an email for a quick
introduction.”
“Are you available this week at <time
option 1> or <time option 2> for a
conversation about relevant use cases?
Please see the email copied below if you
prefer to respond here <insert email
copy>.”
Subject Line
EMAIL VOICEMAIL LINKEDIN
“Per my voicemail” OR <summarize value
statement>
“Trying to reach you”
DESIGN TOUCHES IN BUNDLES, FOCUS ON A HIGH-VALUE
OFFER
Account and Buyer Research
21. SPEAKING OF MEETINGS…LET’S START WITH WHAT THEY
WANT TO TALK ABOUT
ACCOUNT
SELECTION
SDR
OUTREACH
MEDIA AND COMMUNICATIONS
PROGRAM
DESIGN
SALES
PROCESS
DIR
ECT
MAI
L
OPPORTUNITY
YES
LEAD FOLLOW-UP
OUTBOUND
OUTREACH
HIGH VALUE
OFFERS
ORCHESTRATION
PLAN
CAMPAIGN
DATABASE
SALES
CYCLE
PRE-SDR
CAMPAIGN
DIRECT MAIL
EMAIL
PERSONALIZATION NO
AB-ADS LINKEDIN ADS PERSONALIZATION RETARGETING BLOG POSTS
SALES
MEETING
Milestone offer: What can we offer that will
make them want to have a conversation?
22. THE HIGH VALUE OFFER IS NOT A DEMO OFFER
Type II Diabetes treatment-related posts from DailyStrength.org dated Nov. 2006 - early Mar. 2016
n = 4800
18% Insulin Injections
11% Treatment Side Effects
10% Diet & Desserts
10%
Cardiovascular
Problems
7%
Diabetic
Neuropathy
7%
Understanding
Treatment Options 5% Insulin Pumps
6%
Morning Blood
Glucose Levels
6% Insulin Resistance
5%
Dealing
with Insurance
5%
Weight
Management
5% Hypoglycemia
4%
Long vs. Short
Acting Insulin
24. How do we take advantage of this big
opportunity?
STATE OF SALES
25. PEOPLE DON’T BUY LEGOS; THEY BUY THE ABILITY TO
BUILD THE MILLENIUM FALCON
26. DISCOVERY CUSTOM DEMO WHITE GLOVE TRIAL PROPOSAL
BIG THREE:
IDENTIFY
DESIRED
OUTCOME +
THREE
ROADBLOCKS
Customize the sales process
Top performers
do this
Laggards play
“demo roulette”
Show (demo), prove (trial),
and then ask for money
DISCOVERY IS CRITICAL TO CUSTOM-CRAFTING THE
EXPERIENCE
27. I Insight
D Discovery
D Demo
Start with a relevant or provocative insight
Demonstrate how the solution can help solve their
challenges and achieve their goals
Follow the insight with 3-4 questions to dig deeper
DEMOS SHOULD BE RELEVANT AND ENGAGING
28. CHAPTER 1 CHAPTER 2
Headline ICP - Selection Orchestration
Insight
In our research of ABM programs, 75% of respondents
said their biggest impediment to launching Account-
Based programs is agreeing on the ICP and creating the
target account list. There are a number of causes for
this, but respondents cited alignment and lack of data as
the two biggest issues.
Our most recent technology study revealed that the
biggest growth area in Account-Based is orchestration.
When we talk with our customers, they are ready to
move but can’t/don’t know how to start and certainly don’t
know how to manage the process.
Discovery
• Are you finding something similar in your business?
• What is your Ideal Customer Profile?
• Is sales aligned on this definition? Why not?
• How did you create the target account list?
• What is your process for selecting accounts for
programs?
• Where is your organization with your orchestration
process?
• What are your biggest roadblocks to success?
Use Case
Story
Based on what you have told me, I believe we may be
able to help. Your use case reminds me of <insert use
case story>.
Based on what you have told me, I believe we may be
able to help. Your use case reminds me of <insert use
case story>.
Demo
• ICP Framework
• ICP to selection process
• Selection methodologies
• Example orchestration plan
• Orchestration workshop agenda
Micro-
Close
• Do you believe our ICP - Selection process can help
you? How?
• What would it do for you?
• What happens if you don’t get help on the ICP -
Selection process?
• Do you believe our orchestration tools and training
can help you? How?
• What would it do for you?
• What happens if you don’t get help on orchestration?
To develop your DISCO-DEMO
by chapter, follow these steps:
1. Break the demo up into 3-5
chapters
2. Give each chapter a
headline to remember it by
3. Lead off each chapter with
an insight
4. Ask 2-4 discovery
questions to dig deeper
5. Include a relevant story
(optional)
6. Demo 2-4 key processes
based on discovery findings
7. Confirm value at the end of
each chapter
BREAK THE DEMO INTO CHAPTERS AND ENGAGE
29. Act 1: Set-up
Meet the hero (protagonist) in
their ordinary world
Act 2: Challenge confrontation
Hero meets significant challenges
Act 3: Resolution
Hero solves big challenges
and ”rides off into the sunset”
Introduce the hero – their role and
responsibilities, make them human
Significant challenge ensues
with major effect on
organizational objectives
Hero identifies a
solution and
executes –
change
management,
tech, process, etc.
Climax: Challenge solved
Hero drives tangible
business benefit but also
significant personal benefit
STORIES > VALUE PROPS
30. COMPONENT DESCRIPTION TALK TRACK
Protagonist
“Hero” of the story (name and role) “One of our customers, Pat Smith, runs all the data centers at her company.”
Company and relevant attributes
“At Pat Smith’s company, they have roughly 3,000 employees and
are global like you.”
A personal anecdote “By the way, Pat climbed Mount Everest last year.”
Challenge 1-3 challenges
“Pat had a number of issues that interfered with getting the job done. Manual
processes were taking hours every day.”
Solution
Solution to these challenges (including change
management, strategy, and products)
“The company changed their entire process, moving from a…”
Pay-off
Business pay-off (include one metric)
“As a result, the company released three times as many applications in 2016, with
half the staff.”
Personal pay-off
“And Pat cut the time spent on X in half, and improved metric A by Y%. It was a
huge win for the team.”
CREATE STORIES FOR EVERY USE CASE, SITUATION &
OBJECTION
31. This is not just about technical adoption.
It’s about hero-making and partnership.
CUSTOMER SUCCESS/CUSTOMER MARKETING
32. Understand
Requirements/
Options
DEMO
Buyer recognizes
challenge; agrees
to solve
Usinglightweightfinance
applications
Multiplesystemsinplace
(financeapp,ecommapp,etc.)
Systemsworkingwellenoughbut
recognizeitwon’tscale
Growthtriggercreatingnew
requirements
Buyer
Stage
Status
Quo
Engage
Vendor(s)
Identify
Problem
Make Decision/
Purchase
Key
Question
How do I manage
basic business
operations?
How do I support
key challenges/
scenarios?
How are my peers
addressing similar
challenges?
Which vendor solves
my problems easily
and quickly?
Will the exec team
buy into this vendor?
Growth creating
stress on current
infrastructure
Understand key
requirements using
peer use cases
Demos completed
and recommendation
made
Exec team must buy
in and approve
decision
Team is too busy
with day-to-day
operations
DM too busy to
dedicate time and
resources
Difficulty specifying
how to meet core
requirements
Demos do not
address specific
requirements
Executive team delays
decision or wants more
information
Buyer
Activity
Growthtriggercreatesnew,
hardrequirements(e.g.
currency,revrecissue…)
Buyerbeginsexploringhow
companywillmeet
requirements
Decisionmakerassigns
stakeholdertoconductresearch
Establishesroughtimelinefor
project
Focusesonpeer,grassroots
typedata(keyquestion:how
didXdothis?)
Requirementsformalizedvia
RFI,orlistofquestions…
Narrowchoicesbasedon
vendorbrand/reputation
Attend2-4vendordemos
Buyerentersdarkperiod
Demosforshortlistedvendors
withexecutives
Evaluationteamdebates
vendors(previousvendorbias
huge)
Keyinfluencermakes
recommendationtoexecutive
team
Executivesign-off
Negotiation
THE BUYING JOURNEY STOPPED AT PURCHASE
34. Expansion RenewalAdoptionOnboarding
Access to
Strategy and
Tactics Library
Regular
Industry
Webinars
Industry
Challenges
Content (new
threats)
Use Cases
(moving across
maturity model)
Business
Planning
Workshop
Maturity
Assessment
Strategic
Consulting
Workshops
Benchmarking
QBRs (with
maturity
assessment)
Expert Advice
(not just
product)
HumanCustomer
Marketing
Self-serve
Assessments
Certifications User Groups
JUST LIKE THE PRE-PO: A COMBO OF HUMAN AND
DIGITAL AND NOT JUST ABOUT PRODUCT
36. TWO IMPLICATIONS OF CUSTOMER-CENTRICITY
Horizontal views of “traditional” silos
37. ONE OPS FUNCTION – CUSTOMER OPS
Sales Development
Sales Customer Success
Marketing
Strategy & Planning
Process
Enablement
Technology + Data
Experience
Metrics
SIX CORE RESPONSIBILITIES
38. ACTIONS
INSIGHTS
CUSTOMER DATA PLATFORM
ANALYTICS
ORCHESTRATED ACTIONS
CRM
RECOMMENDATIONS (AI)
DYNAMIC PROCESSES
FRAGMENTED SOLUTIONS
CONNECTED TO CRM
CUSTOMERENGAGEMENTPLATFORM
DATAACTIONINSIGHTS
TODAY: THE CRM-CENTRIC STACK
TOMORROW: THE ENGAGEMENT STACK
CRM
INTEGRATION
CUSTOMER-CENTRICITY RELIES ON THE UNIFICATION OF DATA
39. “You’ve got to start with the buying experience and work back to the revenue – not
the other way around.”
Scott Albro, TOPO CEO
THE B2B REMIX
