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B2B Executive Playbook | Geehan Group
Six stars for Chromecast support. The Note MBA Podcast aims to show you an inside story of two guys who have jumped head first into the defaulted note business. I recommend it to all who aspire to be the agent of change and transformation in their organization. Many companies have tried to launch successful Customer Advisory Board programs but have struggled to realize the potential and value of a World Class Advisory Board.
Sean and his team at the Geehan Group have developed and perfected bullet-proof methodologies to assist project managers and their executive stakeholders in executing World Class Advisory Board programs across multiple industries. ISBM is networked with researchers, educators and practitioners in business-to-business marketing in companies and universities throughout the world.
Dominating the B2B World: To achieve sustainable, predictable, and profitable growth, you MUST follow a different playbook. Customer Engagement Programs provide the opportunity to do just that. Recently, my client experienced one of those moments. After conducting an Advisory Council meeting with the decision makers of his most strategic customers, he gained invaluable insight into the market, learning what his customers need, and what they are looking for from his organization. As a member of the executive team, he walked into a strategic planning meeting with the CEO and his peers, armed with information no one else had—even better, it was validated by his most strategic customers:.
You are months ahead of your peers. When it comes to internal planning make no mistake—you are competing with your peers for resources and dollars to make the best decisions for the organization. As you prepare for , part of your plan should include gaining market insight at a decision maker level with your most strategic customers.
My client learned that the best way to capture the areas outlined above was through his Advisory Council. At their inaugural Council meeting, members were presented three specific initiatives for feedback. The second was a new product they were getting pressure from sales to develop. And finally, the third was to look at potential acquisition targets that would fit their business model, but for which they did not currently have a core competency.
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The result of the feedback is what my client shared with his leadership team outlined in the beginning of this article. Make a great year by seizing your Golden Opportunity. Engage the decision makers of your most strategic customers to gain valuable market insight to help drive your strategic planning. B2B companies require a different playbook than their B2C counterparts. Sean has more than 20 years experience in the area of B2B consulting services and is a recognized leader in guiding B2B executives to building sustainable, predictable, profitable growth for their organizations.
Sean has extensive experience in the areas of leadership, strategy, sales, marketing and product development. He has spoken at and moderated many conferences, and hosted a weekly radio talk show. Sean is the recognized expert on B2B leadership, executive market engagement programs and integrating innovation into the strategic planning process to drive long-term and predictable business results. He has also attended executive programs at Columbia, Northwestern and Harvard. Strategic Planning with Marketing and Sales.
Inside-Only Thinking The first pitfall is a mindset among the leadership team that goes something like this: What is Customer Advocacy? The Role of Customer Advocates A customer advocate essentially serves as a liaison between the business and the customer where they focus their efforts on facilitating both the sides.
Turning Advisory Council Insights into Actions. Stakeholders inherently resist change, so communicate progress, both big and small, early and often. In the end, only one path to sustainable, predictable, profitable growth will yield industry leadership: Executive customer-focused strategies and tactics in The B2B Executive Playbook enable B2B companies to avoid the four common pitfalls.
Read the other articles in this series: Limiting Input to End Users. Following a Single Customer. Looking for more information on how to be successful in your B2B business? In my B2B Executive Playbook , I take my readers through the four steps that can simplify strategic planning, focus product development and sales and marketing efforts, and most importantly, create a clear path to market leadership.
But then things start to unravel. The CEO hears something at one account that strikes a chord.
A big idea; a game changer. Imagine having your entire leadership team, including functional heads, tethered to a single reference point — and that one reference point is a group of 10 to 25 true decision makers from your most important customers. Once or twice a year, they gather offsite to discuss developments in their industries, markets, companies, and specific areas of responsibility. Executive Customer Advisory Council meetings have a transformative effect of leader-to-leader relationships, both externally and internally.
The executive customers who attended the meeting now seek you out because you provided such a valuable forum for them to network and learn from their peers. They want to do more. They have become part of your team. The president suggested a solution to a problem with which he said twenty other major players in his industry were also struggling.
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Two years later, no one, including the original customer, was willing to buy the solution. The B2B seller had rechanneled its key resources, lost credibility in the market, fallen behind its competitors, and ended up writing off the entire project. The only way to secure market alignment is to enlist a market collective to validate direction and major development projects. Most B2B offerings need a market, not just one customer.
To schedule Sean as a speaker, contact him at or visit www. The second pitfall is triggered when B2B companies depend too heavily on customer input gathered from end users. This overdependence usually results in more of the same. Most companies are very good at establishing customer dialogue at this level. However, end user input is typically focused on product improvements aimed at maximizing the user experience. The problem with endlessly adding features and functionality to products is that at some point it no longer adds business value for the customer.
And if there is no added value, executive customers will not pay a premium for incremental improvements. Thus, more bells and whistles equal higher costs and lower margins. Leaders can become too focused on the users they interact with and not on the business issues the company was hired to solve. This tubing exceeds the current industry standard for tolerance by 50 percent; the product has never failed in the field.
Further, executive customers knew the proposed tubing far exceeded tolerance levels that had been successful for decades, and they saw no reason to pay a premium for it. It was a classic example of over-engineering in pursuit of a better user experience. In the B2C world, where the consumer is the user and the decision maker, it works just fine. If I like it, I do it again and again. But in the B2B world, user satisfaction does not necessarily result in customer retention or increased sales.
Ultimately, executive customers fund your company and decide with their dollars whether your strategy in terms of offerings, pricing models, direction of industry, etc.
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So, start with your executive customers. Looking for more on how to be successful in your B2B business? The first pitfall is a mindset among the leadership team that goes something like this: Far too often, the inside-only ideas and solutions that come out of these sessions are not created with current market conditions or even company resources, business models, and competencies in mind.
This insular approach significantly contributes to the percent product failure rate that continues to plague companies. They did this without asking a single customer to validate the idea. The result was a disaster. The stock tumbled, the leadership team was fired, and the company was sold off at a major discount to a company one-fifth its size. Successful B2B companies systemically include their top customers in the development process.
The B2B Executive Playbook
At Henny Penny, for example, all innovation and planning initiatives begin with the needs of customers and the market. With so many strategic and development alternatives to choose from, you must tap your top customers to prioritize, justify, and focus on those options that will deliver the most impact. The overall enterprise has both B2B and B2C markets , such as a manufacturer who sells both direct to consumer and through a distribution network, as well as a massive organization like GE. No one could possibly believe the executive who runs the GE lightbulb division has the same approach to growth and profitability as GE Aircraft.
Unless the ELT understands the differences, most often we see the executives with the flashier high-profile B2C resumes take charge, and it is most often a disaster for the B2B side of the business. These proven, smart folks tend to struggle in their transition to most non-CPG companies, but especially when they move to B2B. The most common example of hybrids are financial institutions who have both consumer and commercial segments. Because the hybrid situation is so prevalent there, we showcase Wells Fargo in The B2B Executive Playbook and how they address their hybrid organization, particularly the B2B side.
They have adapted specific B2B practices to address the commercial side of their business. Other industries that commonly have both B2B and B2C markets and offerings include hotel and hospitality, as well as computer and technology Microsoft, Symantec, Dell.