Transcript sollerPPTmarketingShrdSvs_2004

Shared Services Strategy
For
Child Care Centers
www.ActionforChildren.org
October 5, 2004
Marketing Shared Services Model
Private Sector
Each division is part of a larger
corporation
Childcare
Loose affiliation through voluntary
participation in training events and
committees
Profitability and reduction of head count
are key drivers
Shared goals to maximize resources
Formal linkages through organizational
hierarchy
Shared need for specialized expertise
that doesn’t require a full FTE
Semi-transparent finances
Common Geographic Area
Persuade stakeholders by linking
personal, professional, and corporate
goals
Standardization at varying degrees
Get on board or get left behind
Use other groupings – i.e. BEEs,
OCRA, AFC
Marketing Shared Services Model
Why do people buy?
Need + Solution = Benefit
•
If there is not perceived or actual need, there is no benefit.
•
Customers do not buy solutions.
•
Customers buy benefits – what our services will do for them.
•
Needs are perceptions that exist in the buyer’s mind. Those perceptions are
shaped by experience, our situation, our feelings, the way we were brought up,
the job we have. Often those needs that we perceive are in conflict with
someone else’s perception, because we are all different. People will act to
satisfy a need when that need becomes strong enough.
•
Our challenge is to move our customers from a position of no need for our
services, to a perceived need, and on to an actual need.
Marketing Shared Services Model
What are we selling?
•
Quality Product
•
Lower Cost
•
Minimize Risk
•
Timely Process
•
Legal Expertise
•
Fiscal Management
•
Regulatory Management
Technology
Advocacy
Purchasing
Shared
Services
Fiscal
Management
Marketing
Program
Compliance
Training
Marketing Shared Services Model
What are we selling?
Needs
Solutions
Benefits
Quality Product
Prequalification
Consistency
Lower Cost
Optimized Supply Buy more for less
Base
Timely Process
Technology
Increase
Flexibility
Marketing Shared Services Model
Develop a Proactive Marketing Plan
•It must support our customer’s needs and gains their commitment
•We must develop selling skills based on the following characteristics and
behaviors:
•We are involved in selling every day
•Anytime we are selling anytime we are trying to influence with words
•There are no tricks or magic formulas: we tell, we ask, we agree and
disagree
•Key to success is to determine when to present the benefits and ask for
commitment
•Customer’s perceptions can change.
•Target the right people with the right message.
•Sales is situational. Present the benefit that best supports the customer’s
need at that time.
Marketing Shared Services Model
Situational Matrix
•Positioning – Customer is unsure/indifferent.
•Must establish a purpose
•Must establish a basis of trust
•Discovering – Needs are not clear
•Share information conversationally to learn about needs
•Mutually define customer’s needs.
•Presenting – Needs are clear, but unsure of benefits
•Discuss pros and cons different options.
•Gain acceptance in the best solution
•Securing – Capturing commitment
•Must ask for commitment
•What are the action plans for working together
Marketing Shared Services Model
As we put our marketing plan into action, we should develop a customer
profile sheet, project sheet, and requirements template.
This is just a means of keeping track of those calls we make, what the results
were, what did we find out in terms of needs and what are our plans for
follow-up.
With every good sales process, there is the probability that we will have more
than one meeting. We begin to build the relationship.
The customer profile is the means of keeping some records in terms of who
we are calling on, what the results were, what their needs are, and what the
issues are.