Vitka prodaja in prodajni timi Mitja Drenik 031 530 530 mitja.drenik@dayact.com

Customer Segments The Customer Segments Building Block defines the different groups of people or organizations an enterprise aims to reach and serve Customer groups represent separate segments if: • Their needs require and justify a distinct offer • They are reached through different Distribution Channels • They require different types of relationships • They have substantially different profitabilities • They are willing to pay for different aspects of the offer

B2C B2B

B2B Industry Solutions Asset Management Commerce Finance Human Resources Manufacturing Marketing R&D/Engineering Sales Service Supply Chain Sustainability Industry Aerospace and Defense Automotive Banking Chemicals Consumer Products Defense and Security Engineering, Construction, and Operations Healthcare High Tech Higher Education and Research Industrial Machinery and Components Insurance Life Sciences  Media Mill Products Mining Professional Services Public Sector Retail Sports and Entertainment Telecommunications Travel and Transportation Utilities

B2C We find that most B2C service organizations segment according to customer: Needs Lifecycle with Company Life Stage Value Potential Value * Cebglobal – www.cebglobal.com

B2C We find that most B2C service organizations segment according to customer: Needs This scheme categorizes customers according to similar needs, priorities, or desired outcomes for support interactions. This scheme is most effective against customer experience goals, such as reducing complaints or facilitating low-effort interactions, because it aligns service offerings with customers’ support needs, not just similarities in surface-level characteristics.

B2C We find that most B2C service organizations segment according to customer: Lifecycle with Company: Customers often require different service levels at different points in their lifecycles with a given company. For example, a new customer might require high-touch service during on-boarding to help ease his or her transition to the company.

B2C We find that most B2C service organizations segment according to customer: Life Stage: This scheme addresses common needs of customers in similar life stages or facing similar life events. For example, some companies offer high-touch service to youth customers to strengthen relationships with these groups and maximize their future value to the company.

B2C We find that most B2C service organizations segment according to customer: Value: This scheme groups customers based on their current value to the company. “Value,” in this case,” is defined by customer profitability, product holdings, or loyalty.

B2C We find that most B2C service organizations segment according to customer: Potential Value: This scheme is often paired with the value-based approach to tailor service to segments with high anticipated future value (defined by future potential profitability or loyalty to the company). The goal of this scheme is often to maximize the future value of these high-potential customer groups.

B2C B2B The B2C markets have some similarities with B2B segmentation. However, the main distinction between both approaches is that a consumer purchases on emotion and a business purchases on logic. B2B

ToDo Needs Lifecycle with Company Life Stage Value Potential Value

Value Propositions The Value Propositions Building Block describes the bundle of products and services that create value for a specific Customer Segment

Value Propositions The Value Propositions Building Block describes the bundle of products and services that create value for a specific Customer Segment Some Value Propositions may be innovative and represent a new or disruptive offer. Others may be similar to existing market offers, but with added features and attributes.

Value Propositions The Value Propositions Building Block describes the bundle of products and services that create value for a specific Customer Segment Newness Cell phones, created a whole new industry around Performance PC performance Customization Tailoring products and services “Getting the job done” Rolls-Royce, AWS Design A product may stand out because of superior design. Brand/status Rolex, Apple, BMW Price easyJet, and Ryanair, google, facebook Cost reduction Salesforce; Mailchimp, Surveymonkey Risk reduction A service-level guarantee partially reduces the Accessibility Airbnb, Convenience/usability Making things more convenient or easier to use can create substantial value. With iPod and iTunes, Apple offered customers unprecedented convenience searching, buying, downloading,

Product/Market Fit

Customer Jobs First let us look at customers more closely by sketching out a customer profile. Start by describing what the customers you are targeting are trying to get done. It could be the tasks they are trying to perform and complete, the problems they are trying to solve, or the needs they are trying to satisfy. Ask yourself: • What functional jobs is your customer trying get done? (e.g. perform or complete a specific task, solve a specific problem, ...) • What social jobs is your customer trying to get done? (e.g. trying to look good, gain power or status, ...) • What emotional jobs is your customer trying get done? (e.g. esthetics, feel good, security, ...) • What basic needs is your customer trying to satisfy? (e.g. communication, sex, ...)

Customer Pains Now describe negative emotions, undesired costs and situations, and risks that your customer experiences or could experience before, during, and after getting the job done. Ask yourself: What does your customer find too costly? (e.g. takes a lot of time, costs too much money, requires substantial efforts, ...) What makes your customer feel bad?(e.g. frustrations, annoyances, things that give them a headache, ...) How are current solutions underperforming for your customer? (e.g. lack of features, performance, malfunctioning, ...) What are the main difficulties and challenges your customer encounters? (e.g. understanding how things work, difficulties getting things done, resistance, ...)

Customer Gains Now describe the benefits your customer expects, desires or would be surprised by. This includes functional utility, social gains, positive emotions, and cost savings. Ask yourself: Which savings would make your customer happy? (e.g. in terms of time, money and effort, ...) What outcomes does your customer expect and what would go beyond his/her expectations? (e.g. quality level, more of something, less of something, ...) How do current solutions delight your customer? (e.g. specific features, performance, quality, ...) What would make your customer’s job or life easier? (e.g. flatter learning curve, more services, lower cost of ownership, ...)

Products & Services First, list all the products and services your value proposition is built around. Ask yourself which products and services you offer that help your customer get either a functional, social, or emotional job done, or help him/her satisfy basic needs? Rank all products and services according to their importance to your customer. Are they crucial or trivial to your customer?

Pain Relievers Now lets outline how your products and services create value. First, describe how your products and services alleviate customer pains. How do they eliminate or reduce negative emotions, undesired costs and situations, and risks your customer experiences or could experience before, during, and after getting the job done?

Pain Relievers Ask yourself if they... ... produce savings? (e.g. in terms of time, money, or efforts, ...) ... make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, ...) ... fix underperforming solutions? (e.g. new features, better performance, better quality, ...) ... put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, ...) ... wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, ...) ... eliminate risks your customers fear? (e.g. financial, social, technical risks, or what could go awfully wrong, ...)

Pain Relievers Rank each pain your products and services kill according to their intensity for your customer. Is it very intense or very light? For each pain indicate how often it occurs.

Pain Relievers Ask yourself if they... ... produce savings? (e.g. in terms of time, money, or efforts, ...) ... make your customers feel better? (e.g. kills frustrations, annoyances, things that give them a headache, ...) ... fix underperforming solutions? (e.g. new features, better performance, better quality, ...) ... put an end to difficulties and challenges your customers encounter? (e.g. make things easier, helping them get done, eliminate resistance, ...) ... wipe out negative social consequences your customers encounter or fear? (e.g. loss of face, power, trust, or status, ...)

Gain Creators Finally, describe how your products and services create customer gains. How do they create benefits your customer expects, desires or would be surprised by, including functional utility, social gains, positive emotions, and cost savings?

Gain Creators Ask yourself if they... ...create savings that make your customer happy? (e.g. in terms of time, money and effort, ...) ... produce outcomes your customer expects or that go beyond their expectations? (e.g. better quality level, more of something, less of something, ...) ... copy or outperform current solutions that delight your customer? (e.g. regarding specific features, performance, quality, ...) ... make your customer’s job or life easier? (e.g. flatter learning curve, usability, accessibility, more services, lower cost of ownership, ...) ... create positive social consequences that your customer desires? (e.g. makes them look good, produces an increase in power, status, ...)

Gain Creators Rank each gain your products and services create according to its relevance to your customer. Is it substantial or insignificant? For each gain indicate how often it occurs.

B2C B2B SEGMENT A SEGMENT B SEGMENT C SEGMENT E SEGMENT D

Startups need to get to “Product/Market Fit” or die trying. Most die trying.

Channels The Channels Building Block describes how a company communicates with and reaches its Customer Segments to deliver a Value Proposition

Channels Channels serve several functions, including: • Raising awareness among customers about a company’s products and services • Helping customers evaluate a company’s Value Proposition • Allowing customers to purchase specific products and services • Delivering a Value Proposition to customers • Providing post-purchase customer support

Channels Types Own Owned Channels can be direct, such as an in-house sales force or a Web site, or they can be indirect, such as retail stores owned or operated by the organization. Owned Channels and particularly direct ones have higher margins, but can be costly to put in place and to operate. Partner Partner Channels lead to lower margins, but they allow an organization to expand its reach and benefit from partner strengths. Partner Channels are indirect and span a whole range of options, such as wholesale distribution, retail, or partner-owned Web sites.

Channels Phases/Stages 1. Awareness How do we raise awareness about our company’s products and services? 2. Evaluation How do we help customers evaluate our organization’s Value Proposition? 3. Purchase How do we allow customers to purchase specific products and services? 4. Delivery How do we deliver a Value Proposition to customers? 5. After sales How do we provide post-purchase customer support?

Sales Process Automated Tailored

AARRR

AARRR Acquisition You acquire the user. For a SaaS product, this usually means a sign up. Activation The user uses your product, indicating a good first visit. Retention The user continues to use your product, indicating they like your product. Referrals The user likes your product so much he refers other new users. Revenue The user pays you.

AARRR Acquisition You acquire the user. For a SaaS product, this usually means a sign up. Your funnel is only as good as the user you’ll acquire at the first step. If you convert very bad leads at the top of the funnel, you’ll get very few customers. The best here is to work on Traffic Acquisition to ensure that you can bring a lot of qualified lead to your website.

AARRR Activation The user uses your product, indicating a good first visit. People who Activated, are using your product. They logged in and started to use your product. The goal here is to work on your onboarding so that people who log in your product can quickly understand your value proposition and realize how your product might be able to help them in their job.

AARRR Retention The user continues to use your product, indicating they like your product. Now that people started using your product, you want them to come back regularly to use your product. They’ll input more data and truly realize your Value Proposition. At that point, they’ll consider buying it.

AARRR Referrals The user likes your product so much he refers other new users. If you can easily get people to talk about your product and to refer some of their peers, it’s a big win. The aim of this part is to count the number of people who are talking about your product and invite their friends. It’s the perfect step to drive organic growth.

AARRR Revenue The user pays you. People are now using your product, they fully understand the value and pay for it. This is basically counting the number of customer that you have.

Channels Phases/Stages

Channels Phases/Stages

Sales Process Automated Tailored

B2B B2C

Sales Funnel - Stages 5 % 1. Qualification 25 % 2. Discovery 50 % 3. Evaluation 75 % 4. Buying Process 95 % 5. Negotiation 99 % 6. Deal

Sales Funnel - Stages Although some companies require more nuance to account for a more sophisticated buying process, these are the 5 basic stages that every sales team needs to track: 1. Qualification – The first stage of the sales process is for opportunities that are only engaged with your company at a high level. This stage should be very broad, with loose entrance criteria (e.g. took a phone call with an outbound sales rep or downloaded marketing collateral). 2. Discovery – The next stage should include opportunities where the decision maker is interested in finding out more about your product, but isn’t actively looking to buy or may not be the best fit for your company. Sales reps should spend a lot of time vetting opportunities at this stage. 3. Evaluation – The third stage is a bucket for opportunities that are actively looking to address a business pain, and considering your company’s solution as one of their options. Reps have to prove out the value of your solution at this stage, and handle the objections and concerns of prospects. 4. Buying Process – The B.P. stage in the sales process is for opportunities that have committed to purchasing your solution. This stage involves finalizing contract terms, providing a proof-of-concept, and addressing any lingering reservations that prospects may have about your product. 5. Negotiatin 6. Deal – The final stop in the sales process is for Closed-Won deals, and only Closed-Won deals. No opportunity should enter this stage unless you have a signed contract back from your prospect.

Sales Funnel - Stages Stages should progress from getting-started efforts, such as “prospecting” or “qualifying,” to final efforts, such as “negotiation.” Typically, each stage is associated with key activities, deliverables, or milestones to be completed before moving to the next stage. Be sure to clearly identify these components and build them into your sales process. 

Sales Process Sales stage Milestone Tools Records in CRM Qualification Lead accepted Thank you letter Contact and accont created Opportunity created RFI send RFI – survey First Call Follow-up call script Discovery  Pain admitted 4. What is pain? 5. Pain generator – script Opportunity updatet - pain Decision maker identified Access to Decision maker – script Opportunity updatet – Desicion maker. Evaluation

Sales stage Milestone Tools Records in CRM Qualification Lead accepted Thank you letter Contact and accont created Opportunity created RFI send RFI – survey First Call Follow-up call script Discovery  Pain admitted 4. What is pain? 5. Pain generator – script Opportunity updatet - pain Decision maker identified Access to Decision maker – script Opportunity updatet – Desicion maker. Evaluation

ToDo Sales stage Milestone Tools Records in CRM Qualification Discovery Evaluation  Buying Process Negotiatin Deal ToDo

Sales Process Automated Tailored

Sales Process Tailored Sales stage Milestone Tools Records in CRM Qualification Discovery  Evaluation  Buying Process Negotiatin Deal Tailored

MITJA >DODAJ PRODAJNO MAPO

Sales Process On-line Tailored

B2C B2B SEGMENT A SEGMENT B SEGMENT C SEGMENT E SEGMENT D

B2C B2B SEGMENT A SEGMENT B SEGMENT C SEGMENT E SEGMENT D

Sales Funnel Problems 5 % 1. Qualification 25 % 2. Discovery 50 % 3. Evaluation 75 % 4. Buying Process 95 % 5. Negotiation 99 % 6. Deal

Sales Funnel Dynamics STAGE D STAGE D Q D E B N D STAGE D STAGE D

Sales Funnel Dynamics STAGE D

Sales Funnel Dilution

Sales Funnel Dilution

Sales Funnel Clogging YES NO MAYBE

CALCULATION

China Sindrom

LEAD GENERATOR

MARKETING PRODAJA

Building Startup Sales Teams 1.  Hire the Right People 2.  Invest In Coaching/ Mentoring 3. Give Your Team Access To Helpful Data / Technology / Tools 4. Incentivize Everything Create a base commission rate that increases the more you sell. Create urgency for sales reps to reach that higher bracket.   Create temporary commission increases for certain products you are trying to promote. Create urgency to get those sales in during an allotted time. 5. Be a Strong Leader

Vitka prodaja in prodajni timi Mitja Drenik 031 530 530 mitja.drenik@dayact.com