How Clients Are Able to Win Accounts Like UPS, Vizio, Dell & Others…

Most supply chain, SaaS and technology sales and marketing teams base their content, messaging and conversations on what prospects and customers tell them through their voice of the customer research and sales discovery. This is also the same information that many traditional marketing firms base their strategies and approaches on. They are simply reacting and connecting pre-identified needs and wants with specific capabilities. It’s resulting in commodity messaging and price-based conversations as competitors are also responding to the same insights with similar capabilities, just worded differently.

  • There is no differentiation.

  • Urgency is not created leading to inaction.

  • And, those that do move forward are part of the 10% of the market that is already open to buying. It’s this market that is differentiating on price and engaging in a reverse sales auction. Which vendor will give the most needed features at the lowest price?

To differentiate sales and marketing conversations and win both the 10% of the market that is open to buying and the 60% of the market stuck in status quo, our clients are introducing prospects to unconsidered needs. These are the gaps and challenges that “stuck” accounts are unaware of or they are under-estimating the magnitude of the issue and the personal impacts. As a result, clients are:

  • Providing context around their unknown strengths and amplifying the need for the under-appreciated strengths.

  • Giving prospects personal reasons to care.

  • Proving their unique value and going from competing against many to competing against none.

  • Justifying a reason a change and prioritizing it in a way that prospects pull sales and marketing through the buyer’s journey. Deals are moving forward and moving forward fast.

With content, messaging, account-based execution and sales training, our client’s sales and marketing teams are creating more sales cycles and wins with previously untouchable accounts. 

ANALYZING THE BUYING PHASES OF YOUR TARGET MARKET

See How Clients Are Winning Named Accounts – Success Stories

Read how Schneider Logistics created a $2M win with Sygma. This Sysco division was unresponsive to sales and marketing for 5+ years because they did not see relevant value and how they were under-served.

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Read how Sumerian created a need to change the traditional IT capacity planning approach to a new SaaS model and how it led to wins with accounts like GoDaddy and ServiceNow.

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How Clients Protect Key, At-Risk Accounts Like P&G

There are 4 reasons why supply chain firms see high customer churn and why SaaS and technology firms are challenged to protect at-risk accounts:

There is no alignment around the supposedly unique value that sales and marketing is promising. For example, a partner firm of ours created positioning and messaging for a joint venture between an accounting firm and an MSP. It was around aligning IT with the CEO, CFO and COOs growth ambitions. However, this positioning and messaging was not being carried beyond sales. The assessments that sales and marketing were pushing did not speak to the C-suite. It spoke to the IT managers and directors that did not have further purchasing power and it reported on where security risks may exist and what legacy systems should be replaced or removed. They did not go on-site and see where technology gaps existed and how it impacted operations, employees, finance and customers and how it would impact leadership’s ability to achieve growth. Failing to align all communications and processes with the promised unique value leads to a breakdown in trust and the eventual loss of a customer.

There is no alignment with the customer’s KPI growth needs. As we mentioned earlier, sales and marketing tend to react to the customer needs and customer requirements that are communicated to them. Account management and customer success teams then create a solution based on the customer’s checklist rather than all 3 teams aligning on the customer’s KPI growth objectives. This is why most manufacturers will say that their ERP, WMS or TMS implementation did not meet their expectations even if the go-live was on-time and in budget.

There is no alignment with the client’s employees. Account management and customer success teams also need to take a personal account-based approach to drive adoption. They  need to prove to employees, managers and directors, their unseen gaps, impacts and how adopting the new technology or approach will benefit them personally. Failing to align with employees leads to little adoption, sticking with the status quo and non-renewal. For one of our clients, a digital marketing tech firm that serves quick-serve restaurant franchisors, showing account adoption is key to winning larger franchises like Chick-fil-A.

There’s a hand-off and no alignment with sales and marketing. Even though it’s easier to sell and get a quicker sales cycle with existing customers, sales and marketing teams focus their time and resources on new logo acquisition. Because, account management and customer success teams do not get the support they need, they’re conversations are often focused on activities completed and general benefits received. They are challenged to gain top-to-bottom engagement around gaps filled and the impacts at the company, division, rank, employee and customer levels.

Our clients are protecting their at-risk accounts by removing the alignment gaps above as well as the  traditional hand-offs – and ensuring account management/customer success teams also get the personal content and messaging they need.

See How Clients Are Protecting Accounts – Success Story

Read how a regional 3PL (RGL Logistics) shifted social, email and live communications to protect their P&G account that was at-risk of switching to Ryder – a larger, national competitor.

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How Clients Are Able to Expand Key Accounts

Account management and customer success teams typically have to make do with commercial content from the customer acquisition side. Best case, they manage to cobble together their own communications with a comparably limited budget. However, as less than 50% of B2B firms develop customized content and messaging for upsells, cross-sells and account expansion conversations, the majority just use the same messages, regardless of the customer relationship.

They are taking a one-size fits all approach and as a result, customers do not acknowledge gaps filled, the personal impacts, why they need to continue to evolve, how they need to change and why they should expand their relationship. Additional territories or business units are not seeing why they should also adopt the approach. By differentiating customer acquisition, customer retention and customer expansion conversations, our clients are changing buying behaviors, increasing margins and driving account penetration resulting in greater customer lifetime value.

Why Clients Are Able to Change Buying Behaviors & Expand Customer Relationships – A Success Story

Read how JDA partner, Ascension Logistics, shifted content and social, email and live conversations to change Sephora’s buying behavior and see our client as a strategic partner rather than a technician. See how it led to stronger margins and revenue growth as well as additional supply chain strategic planning throughout Sephora’s North American operations.

CLICK HERE TO READ THE SUCCESS STORY