Cisco Selling Business Outcomes

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Outcome Selling can be described in three questions, they are:
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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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What are your business objectives and desired outcomes?
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KEY POINTS = -Business Priorities/Goals -Critical Success Factors -Key Performance Indicators
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What capabilities are needed to achieve the 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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How is progress v. outcomes measured?
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KEY POINTS = -Metrics/Approach to calculate -Baseline & Target -Specific Timeframe
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Solution Selling Requires:
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The customer to accurately know and communicate their problems
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Outcome 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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CxO or Line of Business Executive Buyers are looking for:
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Business Solutions, capture value in the IoE: Industry & cross-industry
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CIO 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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IT Infrastructure or IT Operations Buyers are looking for:
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Solutions for IT operations: improved operations of existing infrastructure
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List the three types of outcomes associated with the outcomes based approach.
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Operational, Technology & Business outcomes
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Successful selling business outcomes requires knowledge in these 4 areas:
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Industry and business drives, sales enablement, Cisco portfolio (products, solutions & services) & Identifying measureable outcomes.
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A Customer Value proposition:
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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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Business Outcome Benefit Statements Align with:
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Business Strategy
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Business Outcome Benefit Statements Support:
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The Value Proposition
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Business Outcome Benefit Statements Span:
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The Value Chain
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The value chain operationalizes business strategy by:
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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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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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Qualitative in nature, define things that must go well for the business, should be continually analyzed by management.
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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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CSFs provide a holistic perspective to the core business drivers and business outcomes. CSF = “What should be 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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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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4 Types of business requirements:
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Functional, Transitional, Technical, Business
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Functional 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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Technical Requirements:
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establish what the business needs to do to support a solution or service.
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Transitional 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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RACI =
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responsible, accountable, consultative, informed.
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Business Requirements are managed:
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throughout the business and technology lifecycle
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The Business Model Canvas considers the following:
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Business value proposition, Key activities, Finances, Business structure, customers.
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Business Model Canvas Infrastructure =
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Key activities, key resources, partner network
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Business Model Canvas Offerings =
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Value propositions, products & services,
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Business Model Canvas Customers =
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Niche market, Mass market, emerging market, customer relationships, channels
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Business Model Canvas Finances =
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Cost structure, revenue streams, Business owners, Decision makers
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9 essential components of a customer business model:
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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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To help derive value-added outcomes, think about the ‘customers’ and their challenges:
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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 solutions:
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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 results:
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Are the good, great or exceptional. Do the results directly affect the customer’s challenges.
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The top four emerging technology trends are
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Cloud, mobility, analytics & social.
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The IoE is influencing:
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Data, process, people & things
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SW-defined networking contributes to:
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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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Industry vertical issues are:
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product and service oriented, consumer oriented.
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•The Cisco IoE Value Index is a study that:
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shows how much value businesses worldwide can realize from the IoE
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•What IT-driven sectors are capturing the greatest share of IoE value?
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Financial & high tech telecommunications
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The costs associated with maintaining outdated technology include:
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the cost of maintenance, increased operational costs, and indirect costs from reduced productivity.
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•Examples of Real Costs =
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•Capital expenditures •Operational expenditures •Vendor services •Upgrade costs •Total Cost of Ownership
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Examples of perceived 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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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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•Lower initial investment •Shift from CAPEX to OPEX •Higher ROI from investment
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The Partner’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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•Different levels and types of stakeholders:
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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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•Determine what is relevant for the stakeholder audience:
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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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•It is critical to know two things about stakeholders, as related to your initiative, project, or focus area:
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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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Stakeholder with high intereste, but low influence…
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show consideration.
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Stakeholder with low interest, but high influence…
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Meet their needs.
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stake holder with low interest and low influence…
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least important.
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stakeholder with high interest and high influence….
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key player.
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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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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 Seven Elements framework helps:
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to establish the process and steps for planning communications.
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The NPV of technology solutions and services indicates:
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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 TCO is the:
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total cost of solutions and services over the technology and business lifecycles.
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•Direct Financial Benefits:
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•Reduced CAPEX and OPEX •Impact on TCO •Increased NPV •Lower project costs •Optimization
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•Indirect 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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ROI is defined as
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•the financial benefits derived from services and solutions
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ROI is expressed 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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•More and more businesses are shifting to consumption models in an effort to reduce:
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Capex
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Per-seat licensing provides the organization with an agreed-upon number of?
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authorized users.
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•Cisco playbooks helps the seller:
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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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