Differential Value Proposition presented by GE and Valkre

BMA Chicago

January 16, 2013

© 2013 Valkre Solutions, Inc.

Why GE Turned to DVP

© 2013 Valkre Solutions, Inc. 2

According to ISBM the most critical challenges

for business leadership to solve are:

• “More effectively quantify and communicate value created

for customers”

• “Develop approaches to better understand what

customers really need”

• “Find, sense, identify and assess new opportunities for

organic growth”

Motherhood and Apple Pie?

B-to-B Marketing Trends Study 2012

No. The difference

today is Speed

DVP has transformed and improved our approach to these challenges

Business Challenges Addressed

Establish collaboration framework

with a Strategic Account

Prepare for upcoming deal

Build joint growth plan with

customers

Repair weakened/damaged

customer relationships

Create organizational accountability

to execute on behalf of customers

Engage customers off-cycle

Identify new product and service

offerings in a competitive market

Define and quantify a Value

Proposition

Understand gaps/reasoning behind

disappointing products/services

Develop customer-informed growth

plans

Correlate value creation to value

capture

Create internal alignment on what is

valuable to customers


Sales Marketing

DVP and Speed

20 P&L’s, 5 continents, 40 applications … in 1st year


Valkre is a System for Growth


Render® Software:

• Speed, Scale and Cost

• Skill the Organization

4%

Internal

Product

Offering

Logistics

Brand

Name

2%

Customer

Product

Offering

Logistics

Service

Offering

5%

Customer

Opportunity

Product

Offering

Service

Offering

7%

Product

Offering

Logistics

Service

Offering

Target

DVP® Method

• Improve Sales: Purposed Value Data

• Improve Marketing: Big Insights

+

PROMISE

MANAGEMENT

CUSTOMER

UNDERSTANDING

DVP Method

© 2013 Valkre Solutions, Inc.

Internally model how you are

differentiated from competition and

position DVP with Customers

Structured, collaborative customer

conversations to bring a rigorous and

forward looking customer viewpoint

Create accountability on both sides

by linking customer voice to action

and results

INTERNAL

ALIGNMENT

6

Closed loop communication

Measure results

Line of sight accountability

Commercial innovation

Understanding gaps

Growth plans

Deal preparation

Quantify Value

Organizational clarity

Proven path to execute quickly and effectively that delivers impact every step of the way

“Find, sense, identify and

assess new opportunities

for organic growth”

“Develop approaches to

better understand what

customers really need”

“More effectively quantify

and communicate value

created for customers”

The DVP Framework

Sales

25% Sales

15% Sales

10%

Logistics

25%

Logistics

20% Logistics

50% Logistics

30%

Product

offering

50%

Product

offering

40% Product

offering

20%

Service

offering

25% Service

offering

50%

Service

offering

40%

Internalview

Customerview

Incrementalopportunity

Target

10% 7% 5% 12% DVP%

=

Differential profit for

your customer

Amount of revenue

together

+ =

DVP attributes

• How investments impact profits

• Add up to 100 points, forcing

tradeoffs and prioritization

• Backed up by rich qualitative detail

and economic rigor

4 perspectives to build highest priority

opportunities and quantify impact


DVP process … long-term customer engagement

Discover Analyze Decide Execute Measure

Timeframe

Activities

Customer

touch-points

Deliverables

1 month

• Align with

internal

leadership on

DVP in cross-

functional

sessions

• Discuss DVP

with customer

• Preliminary

discussions

• Internal DVP

1 month

• Conduct 90-

min listening

sessions with

customers

• Convert

interview data

into top

differentiators

& top opp’ties

• Interviews

• Hypothesis

refinement

• Customer

DVP

• Opp’ty DVP

1 month

• Build action

plan based on

top opp’ties

• Align on

preliminary

execution plan

• Opportunities

& action plan

• Target DVP

• Action plan

1 month

• Execute and

document

progress

• Communicate

progress

internally and

with

customers

• Execution plan

and metrics

• Scorecard

Ongoing

• Measure DVP

improvement

and financial

outcomes

Monthly virtual

meetings

• Progress

updates



Render® Customer Value Software

Render is the outcome of more than four years of sales and marketing innovation…speed enablement

• Holds the DVP process together

and enables speed and scale

• Sofware-as-a-Service and big

companies

• Marketing’s growing role in

technology

• The changing landscape of central

vs. decentralized buying

• Collaboration enablement

• Stuff on the horizon

DVP Impact: GE GE shared their DVP experience at the BMA

International Conference

“…what we have learned about

DVP is that this is truly a

revolutionary process whereby we

can build a great partnership with

our customers, take from

wherever we are today and take it

to a higher level down the road...”

– Steve Liguori

Executive Director, Global Marketing

General Electric


DVP_Simonelli_JRI_ 052112.wmv

Take Away


It is an Exciting Time to be in

Marketing!

Differential Value Proposition presented by GE and Valkre

Business

Transcript of Differential Value Proposition presented by GE and Valkre