Miksi puhelin ei soi? Teknologiateollisuus. Prof. Petri Parvinen, Ph.D.

Transkriptio

1 Miksi puhelin ei soi? Teknologiateollisuus Prof. Petri Parvinen, Ph.D.

2 Ei sen kuulukaan soida

3 Kohti ratkaisumyyntityötä

4 Tutkimustuloksia menestyksekkäästä myynnistä eri liiketoimintamalleissa (Parvinen et al. 2011) + Project business (Cash flow only when agreed) + Relationship management and marketing skills, Selecting the right customers, Setting limits to what is done, Understanding customer value creation processes, Reliability of sales and distribution + Product business (I d like one in exchange for ) + Quality and completeneness of productization, Understanding buyer behaviors, Capacity of sales and distribution, Active, aggressive and driven sales people, Partnering and alliances to satisfy customer needs + Continuous servicizing (Cash flows unless otherwise agreed) + Create constant need, Trustworthiness, Investment capability, Deepening/exploitation, Intimacy management, Lifetime cycle management + Solution selling + New angles, latent needs, uniqueness, coordination, repeatability and reuse

5 Customer Lifetime Value vs. Customer Referral Value

6 Research finding: All of the following work well Value based argumentation develop & use value-in-use pointers Value based selling interact to shift customer away from price Value based pricing price (higher) based on benefits Value based contracting tie earnings to success

7 Frosmo: Virtuous cycle of four SaaS biz models Products with monthly fee Projects Service R&D is free

8 Kilpi kasvaa päähän MAX. 3 POSITIVE FEATURES ALTOGETHER Thompson, Hamilton & Rust, 2006 DIFFERENT TACTICS FOR SEQUENTIAL AND MULTI- CHANNEL APPROACHES Pöyry & Parvinen, 2013, Pöyry, Parvinen & McFarland 2015 TWO IN THE SAME CHANNEL CAN HALVE THE EFFECT (Kaptein et al. 2010)

9 Sensors, please + Predictive + Reactive + Automated + Analytical + Optimized measured effect

10 US $0,98 / piece, Free Shipping, minimum order 1 piece

11 Contact persons need to be multi-channel coordinators + Profile information + Processes and activity optimization + Passing profiling information to tailor / individualize argumentation & build solutions + Website morphing + to website + to phone + Mobile-to-desktop + Desktop-to-mobile + Website to F2F + Mobile to F2F + Also revolution of loyalty cards

12 Social referrals generate 4x referral propensity(köster et al. 2017) + Comparison between Whatsapp shares, personal Facebook referrals, paid posts, organic search share button + Whatsapp vs. Facebook msg = no difference + Whatsapp/FB = 4,2x search engine + Whatsapp/FB = 3,1x search engine + 8x more likely to share when on mobile! Schneider, 2016

13 The power of passing: Observations from sales calls passed from digital contact PÖYRY & Parvinen, 2014 Gusenburg (2014): B2B nurturing >> +20% sales opportunities (?) 1.Complementary tactics >> higher impact of sales person arguments + more knowledge sharing 2. Share of customer voice higher >> higher impact of salesperson arguments 3. Even share of voice >> maximum salesperson satisfaction Google Scholar 2014: Zero multi-channel lead nurturing articles Coming + Piotrowicz & Cuthbertson IJEC Brynjolfsson, Hu & Rahman MIT Bhalla JDSSM 2014

14 Uskallatko päästää asiakkaan tarjous Googledocsiin?

15 Authority videos increasing in importance

16 Process control through modeling Töytäri 2014

17 CRM systems engagement & profiling

18 Oletteko toimialanne markkinointihenkisin? The Sneaker-investor The Marketing CEO The Four Board Members The Trendy Specs CFO The PR/Comms Guy The Marketing MANAGER The Analysts The Marketing Machine The %+ Marketing Budget The Virtuous Cycle

19 Innovation selling needs to be resourced heavily (tight recruitment but financial slack ) Sales resource Traditional sales Innovation sales Amount of lab tests 1 5 Amount of mill scale trials 1 6 Total trial duration (days) 7 90 Sales engineers total manpower (days) Sales process length (month) 6 36

20 Yrittäjämäinen soluorganisointi yleistyy + Työntekijät altistetaan ideologioille yrityksen toimesta vähentää valvonnan ja ohjeiden antamisen tarvetta + Soluilla muodostuvat ja järjestäytyvät sisäisesti hyvin spontaanisti ja omaaloitteisesti + Soluilla on velvollisuus epäonnistua nopeasti ja juhlia epäonnistumista + Yritys tarjoaa apua (neuvoja, resursseja, koordinointiapua, yms.) eli on lähinnä tukiorganisaatio + Solut ovat itsenäisiä jos solu ei tarvitse yritystä, yritys on hyödytön eikä voi omia työntekijöitä tai heidän tuloksiaan + Solujen välinen yhteistyö pienimmän yhteisen nimittäjän ja palvelusten vaihtamisen periaatteita noudattaen

21 Thank you! Petri Parvinen