OE21 3.2a Opportunity Management Guide

Strategic Objective:

Strategic Objective:

Capture customers for long-term marketplace and financial success

Quality Objective:

Quality Objective:

Prioritize opportunities and execute opportunity marketing & management

Approved: DD-MMM-YY

Responsibility:

Responsibility:

Approved by: (Name) Chair, Leadership Focus Team (LFT)

Lead: Customer Focus Team (CFT)  Support: All focus teams

VALUE ADDED

VALUE ADDED: - CUSTOMER ENGAGEMENT

 

1. Capture an increasing share of target customers, participants or stakeholders

2. Capture a sufficient amount of funding, support or other contributions from target stakeholders (organizations/persons with a stake in the organization's success)

3. Promote and leverage the organization's programs, products and services to customers, participants and key stakeholders

POLICY

3.2a Marketplace Performance (Policy)  

 

Baldrige Framework Item 7.5 a(2) Marketplace Performance - The organization measures and improves marketplace performance results, including current levels and trends in key measures or indicators of market share or position, market and market share growth, new markets entered and differences between market segments and customer groups.​

PROCESS

Standard 3.2a Flow Diagram (Figure 3.2a-1 Customer Engagement)

3.2a Process Chart (Figure 3.2a-2 Opportunity Marketing)

NOTICE: Refer to OE21 3.2 Process Chart for Phase 1, 2 and 3 Tracking Milestones

Inputs to 3.2a Opportunity Marketing

OE21 3.1 Voice of the Customer (all outputs)

 

OE21 3.2 Customer Engagement (all outputs)

Measurement and Analysis Tools and Techniques

CFT_3.2_Opportunity_Manager (.xlsx) 

TACTICS FOR FOCUSING ON MARKET SEGMENTS AND GROUPS

Identify High-Value Targets
Implement the Intake Process
Implement Referral Generators
Implement Contact Lists Management
Research and Listen to Prospects
Create Potential Solutions for Targets
Implement Online Meeting System

PREPARE FOR TARGET CUSTOMER ENGAGEMENT

Prioritize Targets
Create/Update Value Propositions
Create Touch 1 Content
Create Standardized Voice Mail
Create a Standardized Telephone Dialogue
Create Marketing Presentation (1 of 2)
Prepare Follow-on Presentation (2 of 2)
Practice Presentations

Outputs from 3.2a Opportunity Marketing

CFT_3.2_Opportunity_Manager (.xlsx) - updates for marketing and sales progress

CUSTOMER ENGAGEMENT OUTPUTS:

  • Locate and Engage with Internal Sponsor(s)

  • Send Touch 1 to Internal Sponsor

  • Present Solution to Internal Sponsor

  • Present Solution to Influencer(s)

  • Set Meeting with Decision Maker

  • Presentation to Decision Maker

  • Sales Results  

Case Study (not available)

Key Decision: The OE21 focus team responsible for this standard should begin by deciding whether or not the OE21 standard adds value (on is non-value added) when compared to any existing standard, SOP, or process the organization uses now. The decision process is:

 

1. The focus team studies all Tasks and tools used in the OE21 standard.

2. The focus team answers the questions:

  • NON-VALUE ADDED? Does the organization currently use a standard, SOP process that is deemed as better or essentially as good as the OE21 standard? If YES, then the focus team should document that this standard is deemed as NVA, and then the focus team should proceed ahead to the next OE21 standard.

  • VALUE-ADDED? Does the organization currently use a standard, SOP process that is deemed as better or essentially as good as the OE21 standard? If NO, then the focus team should proceed ahead to complete the following OE21 Implementation instructions.

 

Note: The NVA finding will be used later in the OE21 Certification Audit process.

START IMPLEMENTATION

Standard 3.2a OPPORTUNITY MARKETING GUIDE - This Opportunity Management Guide is a set of practices and tools aimed at capturing new target customers and target stakeholders in support of the organization or program mission, vision, and strategic goals. The opportunity marketing process is similar to "best practices" from fortune 500 corporation sales professional teams in competitive business-to-business and business-to-government markets. The Opportunity Marketing Guide is ready to implement in the following specific marketing and stakeholder scenarios:

 

Business to Business Competitive Sales - especially in cases where competitors have similar products, solutions, prices and need a leading edge to win;

 

Business to Government Competitive Procurements - especially in cases where government contractors are trying to improve their probability of winning large competitive contracts while adhering to government procurement regulations including the Federal Acquisition Regulations (FAR);

 

Stakeholder Presentations - especially in cases of Government or Non-Profit organizations that need to present and "sell" their program or solutions to external stakeholders, decision-makers, and higher-level leaders.

 

Customer Group Presentations - especially in cases where the organization is promoting memberships or other initiatives

 

INPUTS, TOOLS, AND TECHNIQUES

Opportunity Marketing Guide (this document)

Opportunity Manager (a spreadsheet tool for tracking opportunity progress)

 

IMPLEMENTATION- OPPORTUNITY MANAGEMENT GUIDE

 

The Opportunity Marketing process consists of three campaign phases:

 

  • PHASE 1 - FOCUSING ON MARKET SEGMENTS & GROUPS

  • PHASE 2 - PREPARE FOR TARGET CUSTOMER or STAKEHOLDER ENGAGEMENT

  • PHASE 3 - TARGET CUSTOMER GROUP OR STAKEHOLDER ENGAGEMENT

 

PHASE 1 - TACTICS FOR FOCUSING ON MARKET SEGMENTS AND GROUPS

 

TACTIC 1: Identify High-Value Targets - Use the Customer and Stakeholder Prioritization Matrix to identify and prioritize "high-value" target customers, prospects and key stakeholders within the target sectors to which you will market. Targets are "high-value" customers, prospects or stakeholders who are most likely to produce the majority of the organization's sustaining transactions, including sales and market share. In for-profit or nonprofit organizations, online subscription services such as www.infousa.com, www.goleads.com, and www.shrm.org are useful in the identification and rental pricing of prospective target customer lists.

 

TACTIC 2: Implement Intake Process - Use "intake" or "pre-screening" practices to minimize organization time spent with non-value or low-value prospective customers. The goal of this tactic is to preserve or increase time spent in pursuit of "high-value" customers and to significantly reduce the time spent with non-customers or organizations that are unlikely to contribute to the organization's mission or strategic goals.

 

TACTIC 3: Implement Referral Generators - To attract high-value customers, the Customer Focus Team (CFT) establishes "referral generators." Referral generators are "win-win" agreements established with organizations, key persons or stakeholders willing to refer the organization's products and services to prospective customers, key stakeholders, or other influential individuals or entities. The "win-win" agreements are normally in the form of a Memorandum of Understanding (MOU), in which one party refers prospective customers to the other party; and vice versa. This tactic is highly effective in for-profit and nonprofit organizations because "referrals" are acknowledged to be about eight (8) times more effective than "cold call marketing" tactics, such as unsolicited telephone calls, emails, direct mail or faxes.

 

TACTIC 4: Implement Contact Lists Management - Use a Contact Lists/Database – of customers, prospects, stakeholders to record target customer and stakeholder contact information, notes, actions, complaints, and transactions. A vital part of this tactic is to make this database available via Intranet, LAN or the web to all individuals in the organization or program who come into contact with customers and stakeholders. The availability of this database is essential to customer relationship management and enhancement. There are many online customer relationship management systems available for this purpose.

 

TACTIC 5: Research and Listen to Prospects - Use the web and other sources to identify the needs of your target customers, prospects, and key stakeholders. Try to learn about their goals, objectives, challenges, and desires. Listen well, and document this vital information in the Contact Lists/Database for each group of customers, prospects or critical stakeholders.

 

TACTIC 6: Create Potential Solutions for Targets - The Customer Focus Team (CFT) should collaborate with the other focus teams and OE21 Facilitator to create potential solutions (e.g., presentations or proposals) that appear to "match" your organization or program solutions to the target goals, objectives, challenges & desires. Make a preliminary assessment of proposed solutions, regarding time, schedule, assets, resources, workforce capability and capacity and rough cost estimates. If the potential solutions appear to be achievable, then proceed ahead to Phase 2.

 

TACTIC 7 - Implement Online Meeting System - Select an online meeting system (e.g., Microsoft Lync®, www.joinme.com, www.gotomeeting.com, zoom.com)for use in delivering online presentations to target customers. Use this in cases where is it not economical to travel to the customer for face-to-face presentations.

 

  • PROGRESS: You have reached Milestone 1 (good work). Input the status [51%] on the organization's OE21 Intranet Main page alongside the title of this standard.

PHASE 2 - PREPARE FOR TARGET CUSTOMER ENGAGEMENT

 

Step 1: Prioritize Targets - Load Input up to 100 of target customers into the (prospective) Customer Prioritization tab of the CFT_3.2_Prioritization_Customers_Stakeholders (.xlsx), and use the rating system in this worksheet to score and prioritize your target customers (those whom you will approach first, second, etc.).

  • CFT_3.2_Prioritization_Customers_Stakeholders (.xlsx)

 

Step 2: Create/Update Value Propositions - For each primary product, service or program, create or update an associated "Value Proposition." The value proposition is a short pitch used to communicate the value of the organization or program to any prospective customer, prospect or stakeholder. It is sometimes referred to as the "elevator test" as if someone stepped into an elevator with you and asked you what your organization or program does. To create your value proposition, write brief answers to these questions:

 

  • For (target customer)

  • Who (compelling reason to buy or use our products/services)

  • Our product/service is a (product or service category)

  • That (key benefit)

  • Unlike (main competition or comparable organizations)

  • Our product (key differentiation)

 

Example Value Proposition:  For sports-competitive minded individuals of all ages, who want a wonderful local multi-sports center, our sports center offers world-class ice hockey, ice skate, dance-sport, and fitness training services under the direction of top instructions. Unlike other sports facilities, we offer multi-events and competition with large viewing audiences, competition demonstrations, and judges that are internationally recognized.

 

Step 3: Create Touch 1 Content - Create or update the "Touch 1" content (see example below) used as the first correspondence sent to your targets. The use of the term "touch 1" implies the first contact with the target; touch 2 is the 2nd and so on. The purpose of the "touch 1" content is to introduce yourself to the target person or organization. You should not expect a reply to a touch one message. It is designed to do nothing more than set the stage for your first telephone contact or online meeting. In creating the Touch 1 content, you should use Google or other search engines to research "hot topics" that might be of interest to the target. These hot topics, if available, should be blended into the first paragraph. If you can research and learn about the target's unique goals, objectives, challenges, and desires, then you can mention these in the Touch 1 message.  

 

Example of "Touch 1" Content for a Target Customer:

 

<Insert your Organization or Program Logo and Web Site Info>

 

Dear [Recipient's Name]:

 

In today's hyper-competitive climate, community sports services often become outdated in three years or less. The ability of organizations to consistently differentiate themselves from their competitors is a critical element of success.

 

Equally important is the ability to survive and grow by maintaining strong customer satisfaction and the quality of products and services delivered. Today's sports-minded youth, teen, adult, and senior groups and individuals are seeking best value sporting facilities with the variety, quality, access and prices they desire to help them meet their health and sporting capability goals and objectives and to overcome their obstacles or limitations.

 

We, your local XYZ Sporting Complex can help. In fact, we offer your groups and individuals excellent sports, health, and fitness services, with these benefits:

 

  • World-class Ice Hockey Instruction & participation for all age groups

  • World-class Ice Skating Instruction for all age groups

  • Fully equipped Fitness Center with leading-edge equipment and Fitness Instructors

  • New DanceSport Instruction, engagement and events for all age groups

  • Easy access local Sports Complex open from 6 am to 11:30 PM seven Days per Week

  • Great Restaurant and Concessions for members and visitors

  • Low membership pricing with special offers and exciting events

 

The good news is that all these activities are under one roof and conveniently located at (address). Our website is (xyz.com)

 

At a time convenient to you, we would like to visit with you for a few minutes to determine if we can be of value to you and your group.  If you send us an email, we will be happy to give you a free presentation about the services we offer to help you. <Insert email address>

 

I will call you on <date>, in the morning, to set up an appointment to learn what is most important to you and your group. In the interim feel free to visit our website at <insert web site> Name, Title,

Signature

 

  • NOTE: Standardized Touch 1 message creation is in advance of application in each market sector or customer group. Next, each of these standardized messages can be quickly tailored to fit particular customer "hot topics," objectives, or challenges. You should plan and mail or email out a suitable sample of "Touch 1" messages to target customers on a regular basis. Email marketing is an alternative, however, SPAM laws and best email practices must be carefully observed.

 

Estimating Cost of Customer Acquisition (based on direct mail or email campaigns)

 

Estimate costs for each of the following:

 

M = marketing costs of one campaign (such as a direct mail out of 1000 sales flyers)

 

T = marketing costs of using sales software tools

 

C = marketing costs of sales or marketing consultants (if needed)

 

L = labor costs for internal sales persons

 

CA (customer acquisition; number of  customers acquired)

 

Formula: CAC = (M + T + C + L) / CA

 

CAC = ($3000 + $50 + $1200 + $1500) = $5750 / 10 (Assume 10 customers acquired)

Customer Acquisition Cost (CAC) = $575 per customer

 

Notice: There are many variations of this estimating approach. It is wise to benchmark the alternatives and select a formula that appears to work best for your organization.

 

Step 4: Create Standardized Voice Mail -  Create a standardized Voice Mail Message used if the customer is called, is unavailable and you are routed to the customer's voice mail.

 

Example Voice Mail to Target Customer:

 

"Good morning (afternoon). This is ____ with the XYZ Sports Organization. We are located nearby and offer world-class Ice Hockey, Ice Skate, DanceSport and Fitness Center training, and our instructors are top of the line. We want to talk to you and your group about how we can help you achieve your sports and fitness goals and objectives. I will call you on <date>, in the morning, to set up an appointment to learn what is most important to you or your group. In the interim feel free to visit our website at <insert web site>

 

Step 5: Create a Standardized Telephone Dialogue  - Create a standardized Telephone Dialogue with Target Customers. The purpose of the telephone dialogue is to get yourself ready in advance in case your target customer is available when you call. It pays to be prepared.

 

Example Telephone Pitch to Target Customer:

 

"Good morning (afternoon). This is ____ with the XYZ Sports Organization - your local center for world-class Ice Hockey, Ice Skate, DanceSport and Fitness Training, and events. "Last year we helped over 10,000 customers get into our range of sporting services and to achieve their personal and group sports and fitness goals.  Would you like to attend a free presentation about our Sports Complex and programs? <Listen to the response and take notes>

 

(Continue Pitch) Do you have a computer with a high-speed connection? If so, we can do our presentation online and you won't have to travel to our facility to get an initial idea of what we offer. Otherwise, I will be happy to schedule a date and time and send you directions to our sports center. OK? By the way, our website is:  - you can see for yourself all the services and products we offer to groups and individuals like yours. OK? Thanks for your time and have a nice day."

 

Step 6: Create Opportunity Marketing Presentation - Create a model presentation that you can easily tailor to fit presentations to target customers in each market sector you are pursuing. This key presentation should contain the suggested pages and content (see list below). The first four pages require advance research to learn as much as possible about the goals, objectives, challenges, and desires of the target customer. These might have come from advance conversations, web research, press releases, or people who have had prior contact with the target customers. The strategy of beginning the presentation with a discussion of the target customer's goals, objectives, challenges and desires is to build trust and get them talking to you and sharing information. Your challenge is to match these to your solution.

 

CUSTOMER PRESENTATION # 1 of 2:

  • Page 0 - Title Page with logo, the title of the presentation, the person or organization receiving, and the date to be presented

  • Page 1 - List of target customer Goals (from advance research or other sources)

  • Page 2 - List of target customer Objectives (from advance research or other sources)

  • Page 3 - List of target customer Challenges (from advance research or other sources)

  • Page 4 - List of target customer Desires (from advance research or other sources)

  • Page 5 - Next Step: You thank your target customer for their time and tell them you will need a few days to determine how well your solution matches their goals, objectives, challenges, and desires. Then set the date for the next meeting and end this meeting. (Note: this approach is aimed at building trust).

 

CUSTOMER PRESENTATION # 2 of 2:

 

Step 7: Prepare Follow-on Presentation - In the event, you are making a second (follow-on) presentation, you should provide a short review of pages 1 to 4 from Presentation #1 and include anything new you learned in presentation #1. This refreshes the customer's memory and once again builds trust because you are beginning with what is important to the customer. 

 

Page 5 - Transition Page (Our Solution Matched to Your Goals, Objectives, Challenges, and Desires)

 

Pages 6 to "n" - Solution Pages; this is where you present your product or service solution that matches the target customer's goals, objectives, challenges, and desires. In the event that your solution does NOT match, then you should explain this and thank them for their time. If your solution matches their goals, etc., then continue the presentation. Be sure that your "solution" ties back to their goals, objectives, and desires and helps them overcome their challenges or obstacles.

 

Page "n+1" - Investment and Benefits Page - This is where you communicate the amount of investment (price, funding, other resources) required for your solution, along with the key benefits

 

Page "n+2" - Return on Investment (ROI) Page - This is where you include a spreadsheet or table showing investment and return on investment. A positive ROI may be expressed in terms of health benefits, sports activity achievements, cost savings, time savings, resource advantages, etc. Don't leave the ROI page out!  Show "cost of delay" per day, week or month, as appropriate. The goal is to motivate the customer to buy as soon as possible.

 

Page "n+3" - Implementation Plan Page - This is where you briefly outline the steps necessary to implement your solution. Use references to other documents as necessary to show that your solution is ready to implement.

 

Page "n+4" - Next Steps Page - This is where you present the next step the customer should take (decision, meeting, funding, etc.).

 

Page "n+5" - Exit Page - This is where you say thank you and wrap up the presentation.

 

Step 8: Practice Presentations: Review and practice your Opportunity Marketing Presentation internally between members of your own organization. Use the same delivery format (face-to-face or online presentation) as you plan to use with the customers. Roleplay (one party is a customer; other is a presenter) and try to improve your presentations to the point where they are 100% ready for the customer's eyes.

 

  • PROGRESS: You have reached Milestone 2 (good work). Input the status [69%] on the organization's OE21 Intranet Main page alongside the title of this standard.

PHASE 3 - TARGET CUSTOMER GROUP OR STAKEHOLDER ENGAGEMENT

 

Step 1: Locate and Engage with Internal Sponsor(s) - Obtain and study the target customer's or a stakeholder organization chart, website and other information that you can use to identify the key decision-maker(s) that will make the decision to implement or not implement your solution. Then follow the decision-maker organization tree downward to one or more persons at a lower level than you can approach first. Internal sponsors are the folks that decision-makers will likely turn to for their opinions about your solution. Identify the lower-level person(s) as your possible "internal sponsor(s). Get their names, titles, phones, emails, etc.

 

Step 2: Send Touch 1 to Internal Sponsor - Send a Touch 1 Letter to the Internal Sponsor and follow up with a telephone call to set the first meeting. When you make the phone call be sure to use your standardized Voice Mail or Telephone Pitch. Whatever it takes, do your best to get this first meeting with your possible "internal sponsor(s)."

 

Use the CFT_3.2_Opportunity_Manager (.xlsx) to track individual "touch" steps and progress of each marketing campaign for both customers and key stakeholders. 

  • CFT_3.2_Opportunity_Manager (.xlsx)

Step 3: Present Solution to Internal Sponsor -  Conduct an online or face-to-face meeting with your identified "internal sponsor(s)." Use the Opportunity Marketing Presentation format in this meeting and get all the feedback you can from your "internal sponsor(s)." If your internal sponsor trusts you, then ask them if there are any other people (inside or outside the customer organization) that you should present your solution to first, before presenting it to the decision-maker. Let's refer to these others as "influencers." Get the names, titles and contact information for any "influencers" that the internal sponsors suggest you talk to. After this meeting, you should know if your solution sounds good to your "internal sponsor" and whether or not the internal sponsor(s) will support your solution. If you are sure the internal sponsor(s) is on your side, your probability of winning will be higher.

 

Step 4: Present Solution to Influencers -  If you can get meetings with "Influencers" then you should present your Opportunity Marketing Presentation to them and get their feedback on how your solution and presentation might be improved to be more acceptable to the decision-maker. If you are sure the "influencer" is on your side, your probability of winning will be higher.

 

Step 5: Set Meeting with Decision Maker - Make any final adjustments to your solution based on inputs from internal sponsors and influencers, and then ask these people to set up a meeting with yourself and the Decision Maker. If you are sure you have the firm support of sponsors and influencers, you should consider asking them to join you in the meeting. Setup the meeting.

 

Step 6: Presentation to Decision Maker -  At the decision maker's designated date and time, deliver your Opportunity Marketing Presentation. Listen carefully to the Decision Maker's responses to your solution. Expect the outcomes of this meeting to be either Yes, No or Delay. If you get a no, you might consider asking for a delay to go back and "get it right." Whatever the outcome, leave the meeting with a professional, upbeat demeanor. After the meeting try to have a post-mortem session with sponsors and/or influencers to learn what you should do next. Then do it!

  • Results: Sales, Revenue, Market Share, Customer Relationships, and Referrals

The LFT (IT Manager) publishes this Opportunity Marketing Guide on the INTRANET, then notifies all focus teams and managers of this update.

  • PROGRESS: You have reached Milestone 3 (congratulations). Input the status [100%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Implementation Instructions