1 / 11

Fred Wiersema Customer Strategist, ISBM Fellow and Chair, B2B Leadership Board at ISBM

Fred Wiersema Customer Strategist, ISBM Fellow and Chair, B2B Leadership Board at ISBM MTKG 533 – Room 124 September 27, 2013. THE B2B AGENDA: What Is (and What Should Be) on the Minds of Current and Future B2B Leaders?. WHAT IS ON THE MINDS OF B2B LEADERS?

infinity
Download Presentation

Fred Wiersema Customer Strategist, ISBM Fellow and Chair, B2B Leadership Board at ISBM

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Fred Wiersema Customer Strategist, ISBM Fellow andChair, B2B Leadership Board at ISBM MTKG 533 – Room 124 September 27, 2013 THE B2B AGENDA:What Is (and What Should Be) on the Minds of Current and Future B2B Leaders?

  2. WHAT IS ON THE MINDS OF B2B LEADERS? “Imagine that five-ten years from now, some B2B firms in your industry have managed to outpace other firms and build a sizable lead. What could the leading firms have done that the others did not?” 2

  3. WHAT IS ON YOUR MINDS? “Imagine that five-ten years from now, some MBA grads in your peer group appear to have substantially outpaced others in the B2B field What could account for their relative career success?” 3

  4. PREPARING FOR NEW B2B REALITIES [B2B marketplaces in a state of flux] [global growth, technology change, customer power] …which put the spotlight oncustomer-facing functions 4

  5. KEY IMPERATIVE:TAKE B2B INNOVATION BEYOND THE LAB [9 out of 10 new offerings are not successful] [7 out of the 10 root causes are customer related] Implications? 5

  6. KEY IMPERATIVE:AMPLIFY THE SIGNALS, CUT THE NOISE [massive data, massively under-utilized] [shotgun messaging, vapid value propositions] Implications? 6

  7. ISBM’S FOCUS The B2B innovation-marketing-sales interface B2B buying behavior and customer experiences B2B data analytics 7

  8. ‘Taking B2B Innovation Beyond the Lab’Theme 1: Culture, Customers, Capabilities Culture trumps everything (Tellis) Innovation is the critical driver for growth. Market leaders often fail at their peak (the ‘incumbents’ curse’) but some go from strength to strength: what’s different is culture. Beware of tyranny of powerful customers (Chandy) “Current customers, especially the big ones, have the greatest stakes in the status quo.” “Most big shifts happen in the periphery, first as weak signals, often dismissed initially.” B2B customer solutions have big potential (Bharadwaj,etc) What capabilities are required (eg., organizationally, culturally, marketing/sales-wise). How do we measure performance of solutions, and the impact of both internal and external factors? 9

  9. ‘Taking B2B Innovation Beyond the Lab’Theme 2: Ideation – Tapping Customers and Non-Experts Different NPD settings call for different approaches (Griffin) Is NDP driven by customers or competition? By internal ideas and strategy, or by development? What’s an appropriate approach in each instance? Could open innovation upset traditional approaches? Tap into crowds as potent innovation tool in B2B (Lhakani) Innovation efforts benefit from tapping a broader, more diverse universe of contributors, e.g., using contests or communities of collaborators – both to generate and evaluate ideas/insights. Examine use of incentives in crowdsourcing (Bayus,etc) What impact can the kind and level of incentives have in B2B on the generation of original ideas and of feasible ideas? What else can we learn about appropriate mechanisms to spur open innovation? Lead users are the real innovation generators (Von Hippel) They innovate to solve their own needs before engaging others. 10

  10. ‘Taking B2B Innovation Beyond the Lab’Theme 3: The interface with marketing and sales Cross-functional coordination is of the essence (Cespedes) Greater competency development is imperative within functions, which puts a premium on cross-functional knowledge transfer and action alignment, and on clarity of focus and rules of engagement The internet increases the need for multi-channel go-to-market approaches, and hence for marketing-sales coordination Insight is needed on how marketing and sales contribute most effectively to B2B innovation (Biemans, etc.) Contexts vary (e.g., by business and geography) and may require different organizational forms and coordination approaches (eg., team-directed, vs process-dominant, vs. incentive-driven). Sales forces can play a critical role as knowledge brokers in B2B innovation (De Jong,etc) What does that role entail. What is involved to shift sales’ role from one-way info provision to two-way knowledge transfer and integration? 11

More Related