selling video…pitch like a pss

Selling Video…Pitch Like a PSSUS CommercialMark Niemiec, East Select Regional Manager

© 2012 Cisco and/or its affiliates. All rights reserved – Cisco Confidential. 2

Selling Video Checklist

Drive Architectural Focus and Approach

Partners Tools Focus Areas Training

1. Prepare the Message and Come with Ideas2. Think Outside of the Flat Screen3. Challenge Convention 4. Share Stories5. Deliver the Experience


2 out of 3 say an office is unnecessary for being productive

I-phone, I-pad, and VDI

Connect anywhere, be productive everywhere


Need a Holistic, Architectural ApproachDelivering a wide variety of Collaboration technologies.

Any ContentAnywhere Any DeviceINTEGRATED COLLABORATION EXPERIENCE

Video handled as easily as voice and data

Flexible access from all clients

Best experience in any location

Secure mobility


Questions to Ask – Horizontal

CompetitionFlexible Mobile

SocialTelePresence Extensions

get the Network Effect

Video Enabled Voice

GrowthExpert

EngagementVoice becomes Video, Interactions become

Opportunities

Personal

DevelopmentGroup

CollaborationTurn groups into high

performing teams

Multipurpose

PeopleBusiness

TransformationBusiness Transformation, take your business to the

next level

Immersive

Bus

ines

s U

se C

ase

Immersion


We use the term ‘layouts’ to describe the various ways a video conversation appear on screen. Different types of meetings would require different layouts.

Different use cases require different layouts

Distance education Typical meeting room situation


Tele-Stroke Service

• Saving lives

• Visual exam

• Using resources effectively

• Creating a life saving service in an economical way

Cisco Confidential 8© 2010 Cisco and/or its affiliates. All rights reserved.

Benefits Result

General Atlantic

US based Private Equity firm. Already using video, needed to take Visual Collaboration to the next level and make it pervasive. Video is now baked in to most meetings.

Increase productivity through reducing travelScale SME’s globally

Faster decision-making; reduced project timelinesBetter decision making and engagement of experts

Scaling Across the Globe

Cisco TelePresence in Private Equity


What We Heard from Customers• Users need:

Consistent experience and choice of devicesBetter options for transparent mobilitySimplicity

• IT need:Easier interoperability optionsAlign capabilities with user requirementsEfficient and simplified management and deployment tools

• CxO need:Reduced cost of ownership (acquisition and operation)Drive better collaboration experiences in house and outProtect and leverage current investments


Cisco CollaborationComprehensive Portfolio of Applications, Solutions, and Services

Unified Communications

Customer Collaboration

TelePresenceCollaboration Applications

CLOUD

ON PREMISE


Cisco Unified Communications The Heart of Cisco Collaboration

On Premises CloudHybrid

Cisco Unified

CommunicationsManager

Applications

Endpoints


Know your buyerCXO

VPIT and Operations

Reduce Cost, # Platforms, Staff,

Fight for Budget/Relevancy,

Ensure Service Delivery

M&A, People, Culture, Top Line Revenue, Margin,

Reduce RiskGrow Sales, Reduce

CoG’s/CoS, New Markets, Tighter

Customer/Supplier


Meeting preparation exampleSimply Google

• Have they recently bought another company?

• Have they announced a new product or partnership?

• have they won any big contacts or accounts lately?

Look at Public Filings:• Section 7 Management Discussion – will tell you how

mgmt’s paid and their goals• Review their revenue and margin trends on their

balance sheet• Read the introduction to find out how the filing year went

for them – did they meet their goals?

Websites to review:www.wikipedia.comTheir twitter feedTheir company sitewww.news.google.comwww.hoovers.comwww.cnnmoney.comwww.businessweek.comIndustry relevant sites

Outcome and Objectives:• What is the objective of the meeting?• What is the outcome you want to drive?• Have you created an agenda to keep the meeting on

track• Is your presentation customized to their industry and

business?• Have you come up with examples and vignettes

they can relate to about visual collab?

http://www.wikipedia.com/

http://www.news.google.com/

http://www.hoovers.com/

http://www.cnnmoney.com/

http://www.businessweek.com/


Horizontal Questions

• Create Questions about your Customer’s:

•Competition•Plans for Growth & Profitability•Strategies for Talent Acquisition & Retention•Goals for Training and Development

5 Develop questions and vignettes


Your Customer’s Competition• Who are your biggest competitors?

• Are they the same competitors you had 3-5 years ago? Are the same ones you expect to have in the next 3-5 years?

• Where are your competitors coming from? Other industries, adjacent ones, other markets within the theater, or other global regions?

• How do you plan to win in the market-place? Product differentiation? Market coverage? Channel dominance? Quicker time to market? More complete solution? Cross-sell other integrated products/services?

• How do you compete for talent acquisition & retention? What are the challenges with turnover? With training and continuing education? Where does your talent come from?

• What are the expectations and needs of the newer generation of employees? Needs and expectations of their customers? What are competitors doing around customer service?


Growth• What is your growth strategy? How do you deal with acquisitions? What about new market

expansion—global/lateral or from new offerings?

• How is globalization impacting growth and margins? What opportunities and threats are you facing ?

• How is the company addressing brand in these markets?

• Where do Channels & Alliances fit into this picture? Vendors?

• How is business growth measured at your company, revenue, new customers, viewership, assets under management, ROI/ROA, EPS?

• What are the growth targets? How do they compare to previous years? Quarters? The competition? Can you share the targets for this and next year (public companies will put this in their filings, private ones may share it)

• What kinds of pressure is the business seeing on margin and profitability? How are you dealing with margin pressures?


Talent Acquisition & Retention• What kinds of roles is your organization looking to fill? Are the same kinds of roles you had in

your organization 3-5 years ago?

• How do you see the need for new and different types of workers changing over the next 3-5 years? How do you envision the structure of your organization changing?

• Where are you finding these people? What are the difficulties you experience in finding and retaining talent?

• What kinds of tools, techniques or support are you using to find talent?

• Some of our customers are finding the need to stitch together global teams in a “virtual office environment” an environment where teams separated by distance are made to feel as though they work in the same physical office – are you seeing a similar trend?

• What are your newer generation of workers looking for in terms of productivity capabilities? For instance we see a lot of our ‘millennial’ workers asking for more visual collaboration capabilities. Are you seeing a similar trend?


Training and Development• How are you managing training all of these new workers?

• Is there a formal training department, or is it up to each department?

• If its formal, do you have a LMS (learning management system)?

• How are you capturing field level learning and scaling that through your organization? What is your knowledge management strategy?

• We are seeing an increase in the use of social media tools to support learning.. Are you hearing of similar trends, or requests from executives, employees or customers?

• How are you engaging your customers on training? We are also starting to see customers train their customers and partners so teams can better work together – are you seeing the same? If not, is there someone in your organization responsible for managing partners and customers?


The Challenger Sale:

• Guide to Selling by Teaching:Every interaction is a chance to develop insights Prepare Your PerspectiveApply your knowledge

• Look for the customer to say:

• Interesting perspective, we hadn't considered that, but I see how you can help

• Wow, that’s a fresh look at a problem we hadn't thought of

• Yeah, you know I didn’t think of that before but yes I think this idea is worth exploring further

• Define concrete next steps• Demo the solution• Meet with LOB Leaders• Bring the customer in for TCEC


Your Customer Activity

Your Customer

• What are the business imperatives:

1)2)3)

• Who are the key stakeholders?

• How do they collaborate today?

• What are their competitive pressures?

• What can we teach them about visual collaboration?

3 Craft a message


Forever Collectables: manufacturer of sports themed collectables/memorabilia

• Business Imperatives:Time to MarketGlobal CollaborationCustomer IntimacyGetting face-to-face with sales staffPost merger integration

• Video for everyone through Jabber

• Higher quality interactions between parent and acquired through HD endpoints

• Faster time to market through HD video between designers and MFR facility

• Everyone on the same page through MSE 8000


Cisco TelePresence in ManufacturingUse Case Overview• Speed product development and time to market

through streamlined face-to-face communication

• Optimize collaboration by instantly bringing key staff, partners and suppliers around the world together “in-person” more often

• Maximize expertise while saving time and money

• Host virtual focus groups for feedback from customers and partners earlier in the product development cycle


ManufacturingProcesses What initiatives or methodologies are in use today? (LEAN, 6 Sigma) How do you plan

to remove process latency? Errors? What is your error training program?

Supply Chain

How are you working with supply chain partners – transactional, collaborative, partners in product development? What are the plans for increasing efficiency in the supply chain? What cost control initiatives are underway?

COGS What are current COG’s? How does this compare to competitors? Is overtime an issue? Is outsourcing under consideration? Contract manufacturing? (3rd party) How does the business measure quality control? What improvement opportunities exist? How do QA standards differ between suppliers and in-house? Where does quality control occur?

Time to Market

How long does it take to develop a new product? How long until that offering is profitable? What is the value of reducing this cycle by 10%? 5%? Are suppliers part of the R&D cycle to ensure quality, lowest cost and fastest time to fulfill?


Cisco TelePresence in RetailUse Case Overview• Create a competitive advantage – access to remove

subject matter experts in retail locations will drive sales• Offer better customer service – enable consumers to

talk to customer service teams face-to-face • Improve collaboration – across remote teams and

dispersed locations• Training and education – deliver consistent and In-

Person training to remote staff / locations


Retail Buyers How often do you cycle products? How do buyer’s spot trends? What is failure rate of

certain products? How do you train staff on the offerings? How do they engage customers and focus groups?

Product Placement

How are you working with manufacturers /suppliers?Is there a virtual store environment?

Quality & Product Assess

How do you test products today? (see color, stitching, patterns, etc)How do you impact quality control today? Where? Who are key suppliers?

Reaching Customers

What is the store experience? On-line experience?How do you keep customers in your store? Loyalty programs? Stickiness?How are you using customer preference information to inform your buying decisions?Are you effectively cross selling at the store level?How are you maximizing each customer visit?How could digital signage and media transform the customer buying experience?


Cisco TelePresence in the Finance IndustryUse Case Overview• New Financial Services – provide a

new level of customer intimacy for VIP customers by providing easy access to remote experts / advisors

• Accelerated decision making – across the organization gives a competitive advantage

• Travel reduction – cost savings and good for the environment


Finance Customers What are your challenges in capturing more customer wallet share?

How do you differentiate service for “whale” customers?How are you cross-selling your portfolio of services?How do you close the deal at point of entry (into retail bank, investment service, or contact center)?How do you engage with partners/franchisee’s (insurance, brokerage)? Ensure they lead with your products/services?

Training How effective is your current training environment? What is turn-over rate? What certifications and continuing education are required?

Collaboration How are you enabling field level sales people to share their experiences with peers in other locations?

Risk What is average sale? How many transactions are needed to achieve growth? What is M&A position? Risk of current ventures?


HealthcareCaregiver resourcing

How do doctors and other caregivers interact with patients at remote sites? What challenges are you experiencing meeting the medical needs of patients/members with existing staff? How are you dealing with healthcare worker shortages? How do you provide translation services?

Diagnostic Services

How are you supporting remote diagnostics? How many satellite clinics are health professions able to staff now? How are changes in COB regulations challenging the ability to provide services? What is the cost for missed appointments?

Managed Care and Reform

What are your plans for dealing with patient-centric legislation? How are you planning to keep costs down in case management and continue or increase patient services? Are you expanding your network/membership? Does Medicare a large part of your patient population?

Training and Support

How are you maximizing the time and expertise of your medical experts? What challenges are you experiencing with transfer of knowledge among staff members? How are you managing JIT training and access to experts on rounds, in clinics and in the field?

Research What are your plans for contributing to the field of knowledge? What projects are currently underway that could benefit from remote collaboration?


Pharmaceutical Supply Chain How are you working with supply chain partners, e.g., is the relationship

transactional, collaborative, a partnership in product development?Is the business looking for ways to more efficiently engage supply chain partners?

R&D How long does it take to develop a new drug?How long until that offering is profitable?

Q&A How does the business measure quality control? What are the opportunities available to improve that metric?

Compliance What challenges do you face meeting regulatory bodies’ requirements?


Services/Consulting Resource Management

How are you scaling resources within your customer environments?Have you started to look at centralizing human capital experts from certain disciplines like audit and process management?

Project Management

How does travel impact your employee and customer relationships?How are you managing the boundaries of time and location when engaging global customers?

Relationship Management

How are you continuing the customer engagement after each project ends? Or do you build each deal/project from the ground up?

selling video…pitch like a pss

Documents

cisco video

cisco andor

effective collaboration

integrated experience

intercompany collaboration

intracompany collaboration

integrated architecture

video sales checklist