Cisco Selling Business Outcomes – Flashcards
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1)What are your business objectives and desired outcomes? 2) What capabilities are needed to achieve the outcomes? 3) How is progress vs. outcomes measured?
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Outcome Selling can be described in three questions, they are:
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KEY POINTS = -Business Priorities/Goals -Critical Success Factors -Key Performance Indicators
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What are your business objectives and desired outcomes?
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KEY POINTS = -Products, Services, Solutions -Access/Pay: "acquired", "as consumed", "until target is achieved" -Approach: Anything from "provide assistance" to "do it for me"
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What capabilities are needed to achieve the outcomes?
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KEY POINTS = -Metrics/Approach to calculate -Baseline & Target -Specific Timeframe
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How is progress v. outcomes measured?
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The customer to accurately know and communicate their problems
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Solution Selling Requires:
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The customer to know their business goals. There needs to be a measure or baseline about current state.
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Outcome selling Requires:
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Business Solutions, capture value in the IoE: Industry & cross-industry
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CxO or Line of Business Executive Buyers are looking for:
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Solutions for IT Innovations: increase business relevance with Technology trends.
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CIO or Line of Business Executive Buyers are looking for:
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Solutions for IT operations: improved operations of existing infrastructure
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IT Infrastructure or IT Operations Buyers are looking for:
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Operational, Technology & Business outcomes
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List the three types of outcomes associated with the outcomes based approach.
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Industry and business drives, sales enablement, Cisco portfolio (products, solutions & services) & Identifying measureable outcomes.
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Successful selling business outcomes requires knowledge in these 4 areas:
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establishes the customer's competitive advantage i.e.describes what the company offers in exchange for purchases.
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A Customer Value proposition:
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Business Strategy
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Business Outcome Benefit Statements Align with:
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The Value Proposition
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Business Outcome Benefit Statements Support:
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The Value Chain
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Business Outcome Benefit Statements Span:
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translating high level ideas and goals into tangible activities. (Business outcomes that span the value chain increase sales opportunities that ultimately result in greater value to the customer).
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The value chain operationalizes business strategy by:
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Qualitative in nature, define things that must go well for the business, should be continually analyzed by management.
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CSFs are general areas of importance to the business and success of the organization. CSFs reflect both the present and future state of the business. CSF ATTRIBUTES:
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CSFs provide a holistic perspective to the core business drivers and business outcomes. CSF = "What should be done?"
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CSFs are related to areas such as revenue, customers, technology, business environment or organizational readiness. They are factors that improve and transform the business.
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Quantitative in nature, measures progress against goals, can be financial, operational, managerial. EX: revenue growth vs. industry benchmark. KPI = "How well are things being done?"
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KPIs are quantitative measurement of progress against the tactical goals of an organization, Examples of KPI's:
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Functional, Transitional, Technical, Business
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4 Types of business requirements:
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explain how a solution or service will support the business outcomes. They are more detailed in nature than general business requirements.
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Functional Requirements:
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establish what the business needs to do to support a solution or service.
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Technical Requirements:
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address issues such as organization readiness. Training and providing technical support are examples of transitional requirements.
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Transitional Requirements:
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responsible, accountable, consultative, informed.
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RACI =
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throughout the business and technology lifecycle
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Business Requirements are managed:
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Business value proposition, Key activities, Finances, Business structure, customers.
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The Business Model Canvas considers the following:
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Key activities, key resources, partner network
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Business Model Canvas Infrastructure =
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Value propositions, products & services,
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Business Model Canvas Offerings =
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Niche market, Mass market, emerging market, customer relationships, channels
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Business Model Canvas Customers =
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Cost structure, revenue streams, Business owners, Decision makers
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Business Model Canvas Finances =
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Key partners, key activities, key resources, cost structure, value props, customer segments, customer relationships, channels, revenue stream.
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9 essential components of a customer business model:
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How do the challenges tie together throughout the business. Are the challenges business, operational or technological in nature?
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To help derive value-added outcomes, think about the 'customers' and their challenges:
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What is missing? Are the products involved likely to remain or need change? Do they lead to other IT or network efforts in the future?
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To help derive value-added outcomes, think about the solutions:
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Are the good, great or exceptional. Do the results directly affect the customer's challenges.
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To help derive value-added outcomes, think about the results:
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Cloud, mobility, analytics & social.
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The top four emerging technology trends are
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Data, process, people & things
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The IoE is influencing:
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Reduced Capex and Opex expenditures, by reducing complexity, SW-defined networking enables innovation. It also increases agility and flexibility.
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SW-defined networking contributes to:
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product and service oriented, consumer oriented.
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Industry vertical issues are:
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shows how much value businesses worldwide can realize from the IoE
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•The Cisco IoE Value Index is a study that:
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Financial & high tech telecommunications
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•What IT-driven sectors are capturing the greatest share of IoE value?
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the cost of maintenance, increased operational costs, and indirect costs from reduced productivity.
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The costs associated with maintaining outdated technology include:
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•Capital expenditures •Operational expenditures •Vendor services •Upgrade costs •Total Cost of Ownership
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•Examples of Real Costs =
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•Time to market •Lower customer satisfaction •IT is not adding value to the business •Inefficient processes •Increased risk
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Examples of perceived costs =
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•Lower initial investment •Shift from CAPEX to OPEX •Higher ROI from investment
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There are two ways of looking at the benefits that result when moving from an on premise solution to a Hybrid IT, the customer's perspective:
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•116% increase in profit dollars over three years •Recurring revenue stream •Increased interaction with customer
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The Partner's perspective:
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•Across the sales cycle •During the delivery and management of project, solution, or services execution •When deciding whether desired outcomes have been achieved
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•Different levels and types of stakeholders:
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•Are they looking for operational outcomes? •Are they looking for technology innovation outcomes? •Are they looking for business outcomes?
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•Determine what is relevant for the stakeholder audience:
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1.The degree of influence and power 2.Their interest in results which you are seeking to drive
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•It is critical to know two things about stakeholders, as related to your initiative, project, or focus area:
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show consideration.
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Stakeholder with high intereste, but low influence...
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Meet their needs.
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Stakeholder with low interest, but high influence...
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least important.
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stake holder with low interest and low influence...
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key player.
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stakeholder with high interest and high influence....
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Identify customer stake holders, define relative power and interest, plot their current position on the grid, identify their optimal position, define ways to move them from current state to optimal state.
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The stakeholder power grid is used to conduct a stakeholder analysis. There are five primary steps in this process, which are:
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to establish the process and steps for planning communications.
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The Seven Elements framework helps:
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the monetary value that those solutions bring to the business. NPV is used for current decision making regarding current technology and for determining investment in new services.
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The NPV of technology solutions and services indicates:
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total cost of solutions and services over the technology and business lifecycles.
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The TCO is the:
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•Reduced CAPEX and OPEX •Impact on TCO •Increased NPV •Lower project costs •Optimization
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•Direct Financial Benefits:
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•Improved customer satisfaction •Process efficiencies •Higher employee morale •Faster time to market for new solutions •Enabled innovation
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•Indirect Benefits:
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•the financial benefits derived from services and solutions
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ROI is defined as
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•a percentage of dividing net return from a technology solution by the cost of the technology solution
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ROI is expressed as:
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Capex
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•More and more businesses are shifting to consumption models in an effort to reduce:
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authorized users.
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Per-seat licensing provides the organization with an agreed-upon number of?
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-Choose which Cisco products and services fit the customer's needs -Draft content for proposals and win business -Communicate solutions and services that provide value to the buyers
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•Cisco playbooks helps the seller:
