Strategic Foresight - Insights in Business and Technology

 Generative AI - Changing the World, Key Players and Their Progress - Part One  

IT Sales Business Case Drivers - Single Page View -- The nature of the IT Industry has evolved in a post-digital era. Today, IT is primarily divided into 2 domains, that is Traditional (inc. legacy) and Digital.  Traditional technology and domain are about cost management, risk mitigation and functional fulfilment, whereas Digital is about revenue protection and generation (demand generation), taking risks and creating new seamless experiences.  With this segmentation of IT and its business function in play, the positioning of Sales Business Cases and Calibrating triggers has changed in the Digital Era.  Key factors to influence are highlighted below:  Growth Enabler  IT is Linear  Digital is Exponential  Complexity Resolution   IT is about Predictability   Digital is through Resilience, Adaptability, Scale  Competition  IT - against the Companies  Digital - against the Companies and their Ecosystem  Spending  IT - CIO driven   Digital - CXO, BU Head and CDO driven  Economics  IT - Inc

 

  My predictions on Macro Economic View of Australia FY23 How Humans and AI are Collaborating  The B2B Lead Gen Stumbling Blocks and How to Overcome Them Given the complex nature of B2B lead generation, it goes without saying that there are plenty of stumbling blocks that can hinder lead gen efforts. With this in mind, we’re diving into the common pain points marketers experience when filling the funnel while offering solutions that lead to better marketing results. 1. Marketing Without a Cohesive Lead Generation Strategy  2. Marketers are Focusing on Lead Quantity Instead of Quality  3. There are Gaps in Content Marketing Efforts  4. Content Marketing Isn’t Aligned with the B2B Buyer Journey  5. Marketing Efforts Aren’t Consistently Optimised  B2B buyers Transparency make Vendor Purchase Easier Research has shown that nearly two-thirds (65%) of B2B buyers felt vendors placed more emphasis on selling than they did on listening to their needs. Because of this, buyers are turning to othe

How to Influence your Buyers for Cloud Application Modernisation Cloud Offerings for Application Modernisation Buyers Persona Mapping with Cloud Offerings for Application Modernisation to execute the Sales Strategy  Persona Mapping from - Sellers from Mars and Buyers from Venus

Digital Business Ecosystem Under The Hood   In an ecosystem, we typically see three types of horizontal business models emerge - Aggregators, Integrators, and Infrastructures - which may be distinguished based on their position in the value chain. Additionally, firms may specialise and act as capability providers. Five Anxieties of Tech CEO The first is dealing with increasing individual and team performance. Technology moves at such a rapid pace that is challenging to keep up with evolving new concepts.  The second is with doing more with less – either with resources (people and budgets) or time to meet the company goals.   Most technology organisations have developed specializations over the years and the CEO experiences the third anxiety of leveraging with partner organisations as specializations are all over.  Often, either the organization, the investors or the board has a new vision, and the CEO now needs to deal with the fourth anxiety of how to synchronize one’s executio

Excerpt from my upcoming book at  amazon.com  - "Sellers from Mars and Buyers from Venus - Elements of Nature Meet B2B Sales"  How a Sponsoring Executive of Action Centric (Fire) Persona and Calm and Stable Persona (Earth) will engage with others.  ----- Sponsoring Executive An executive sponsor is a person in the management or an executive team responsible for driving the outcome of a proposed solution to resolve a business problem. In business-to-business sales, an executive sponsor can be on either side, at the buyer's or the seller's end.  At the buyer's end, it is primarily someone who has a keen interest in resolving a business problem or is a decision-maker and strongly influences the outcome of a sales transaction.  At the seller's end, it is primarily someone keen on growing the business by investing capital and resources.    Following are the key responsibilities of an executive sponsor at the buyer's end: • Prepare and own the business case •

Excerpt from my upcoming book at amazon.com  - "Sellers from Mars and Buyers from Venus - Elements of Nature Meet B2B Sales"  How a Marketing Manager will engage with others  -- B2B Sales Stakeholders and Their Activities The sales team or a sales representative, engages various internal and external stakeholders, with the intent of growing the business underpinned by positioning a compelling product or a service. The following list gives a good view of various stakeholders engaged by the sales team or a representative. ● the internal marketing and corporate strategy team for research, positioning, and pricing  ● internal product engineering or service design team  ● internal legal service team for defining contractual agreements, terms, and conditions ● procurement at the buyer’s end ● sponsoring C-level executives like CEO, CFO, CIO, CDO and their team members at buyer’s end ● internal HR, legal, quality, security and sales team   ● and others like a third-par

Evolution of Cloud Adoption Curve, its Type and Sales Trigger Spectrum

  B2B Suppliers need to upgrade their Channels for Ease of Sales  Leadership Mantra The salesperson who drives you crazy How to be professional in Virtual meetings Aligning Sales and Marketing

Write a sales proposal B2B marketers using a review site for sales strategy Signs of Market Fix Collaborate when you don't have a consensus  Differentiate your brand with Customer Experience   

Will DAOs Replace Corporations Story of Indian Economy 86% of B2B Content Consumption Takes Place Outside the C-Suite Best Continuous Discovery Teams How to move faster in marketing Build your insight capabilities to leapfrog the competition Russia and Ukraine - Security Service Providers Must Be Ready  

 Persona of B2B Early Deciders are following: Younger millennials, with more responsibility.   Employed in larger, enterprise-scale companies that are growing fast.   Technophiles who spend more on IT.   Decisive, authoritative, and deliberate.   Promoters of customer experience (CX), innovation, and brand. Source: Forrester Blog

Sourced from HBR April 2021   --  Rethink Customer Segmentation Among large B2B companies, the most common way to organize a sales force is by the size and potential of the customers. Enterprise accounts are typically the customers with the highest headcount (and the largest number of seat licenses); as such, they are the highest priority and are handled by the best salespeople.  Restructure the Sales Organization Rethinking customer segmentation focuses on the question: Who are the company’s target customers? Once they are identified, the sales organization must focus on how to sell to them. The traditional sales process typically involves generating leads, qualifying prospects, demonstrating products, and closing sales. Many salespeople have spent decades learning and implementing- ing that routine. A consumption-based model requires a different process.  Use SalesForce Management Instruments to Drive the Right Behavior Setting a strategy, segmenting the customer base, and creatin

 B2B Sales - NPS Fallacy for Growth Source: Gartner.com

  Technology Crossing the Chasm How to Identify Growth Opportunities How to Price SAAS Product Strategy for Startups The Shift in the Future of B2B Pricing

  Sales is broken? How to get feedback from your team Why Buyers are disrupting the sales process Who is your customer CMO and CIO partnership in Digital Transformation Tips for scaling product Apples decade of Success “No CEO in history has created as much total shareholder value as Mr Cook. When he took over the company had a market value of $349bn. Today it is worth $2.5trn, more than any other listed firm ever. Under his aegis annual sales surged from $108bn in 2011 to $274bn last year. Net profit more than doubled to $57bn, overtaking Saudi Aramco’s oil-fuelled earnings and turning Apple into the world’s most profitable company. Less widely noticed, during his tenure the “Apple economy”—its annual revenue plus everything other companies make on one of its platforms—has grown sevenfold to more than $1trn.

  Want more deals then teach your reps how to write  Digital Transformation success lies beyond Technology  How Content Drives the Customer Journey Sales - Stop giving COVID Excuses Ambiguous times are no time for ambiguous leadership Strategy without tactics is a dream

  Less is more with Sales Proposal The New Elements of Digital Transformation Trends B2B Sales Leader Must Address  CMO's Exerting Influence FAST vs SMART Goals Leaders Need to Cultivate Complementary Strengths

  Indias Success in Exporting Goods  (China in View) Micropayments for web content Who gets to decide the Truth Salesperson - Nature vs Nurture Better to Sign up 1 Whale or 15 Minnows Acts of Courage that Led to Growth