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Shipley Asia Pacific
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Shipley Asia Pacific: Business Development - Support leaders improve their BD as a process, not a job description. e.g. full BD-CMM - aka Market Entry, Segment Positioning, Capture Planning & Coaching, Bid and Proposal Planning and Management, Customer Success Stories
Curated by
Jeremy Pollard
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FUn Writing - People who think well, write well, said David Ogilvy. Good writing is the clearest indicator of good thinking. You also need love and commitment.
Jeremy Pollard's insight:
Fun article on a very SERIOUS subject - boring your readers. For more great insights buy a Shipley Proposal Guide. http://j.mp/1b3de7g 
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My name is Adam Grant, and I am an INTJ. That’s what I learned from a wildly popular personality test, which is taken by more than 2.5 million people a year, and used by 89 of the Fortune 100
Jeremy Pollard's insight:
At Pitcher Partners Craig McKell worked with PROVA Profiling to use the 'Big Five' approach to build Business Development specific profiling. We used this on many client management and sales teams. It was accurate, consitent, and insightful. MBTI was not commercially useful.
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An economic slowdown means increased focus on revenue and growth. Here are seven strategies you can use for B2B marketing during a slowdown, from Marketo.
Jeremy Pollard's insight:
I love recessions!. There, I've said it. Some of the smartest, most inspired marketing I've seen has come from tough times. Booms are boring. Everyone's buying, everything works, people get lazy. So I suggest you make this list your checklist for all times. And read and re-read Item 3 a few times. If there was one thing to make a big difference, it is getting away from your website being the core of your online plan. Dedicated LANDING PAGES are your secret weapon.
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...If you read the profiles of many of the heads of customer service on LinkedIn (or the service areas of their company’s websites), you might be forgiven for concluding that they were almost all focused on the lofty goals of “exceeding customer expectations” and/or “creating customer delight”. Maybe your organisation claims the same.
But ground-breaking recent research by the CEB (the organisation that brought you “The Challenger Sale”) makes a strong case for all this talk of delighting customers being a stupid and – for almost every company on the planet bar a few shining stars – ultimately unprofitable strategy. As anyone who has had cause to phone O2’s customer service line (note: other mobile phone companies offer an equally awful experience) will recognise, I think most of us would be prepared to sacrifice the occasional opportunity to have a truly “wow” experience in return for not ever having to suffer any more of the much more common “doh!’ experiences.... Via Jeff Domansky
Jeremy Pollard's insight:
In the spirit of the CEBs "Challenger Sale" thinking, I challenge the headline (provocative and attention grabbing, yes) and the simplistic (for me, in B2B) idea that "customer service" is only about handling customer complaints. This does raise valid points about not benefiting from OVERservicing compaints. But please do not be distracted by this from the real issue, which is the need to have very high customer insight, empathy and initial service intent & delivery.
Jeff Domansky's curator insight,
August 25, 2013 4:26 PM
The latest research from the CEB confirms that investing in customer delight is, for most of us, a stupid and unprofitable strategy. Here's why in this provocative post.
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Econsultancy recently crafted a Modern Marketing Manifesto, listing twelve constituents forming reasons why marketing is increasingly valuable, and ho...
Jeremy Pollard's insight:
A glimpse of the future for B2B CEOs & CFOs - from your B2C peers. Social fails in B2B for the same reason it fails in B2C - poor leadership awareness and buy-in to being truly open with and about with customers. Me, me, me vendors often don't want to be open. Often don't want to have to think outside of their products and services. So, a thought provoking Manifesto for B2B - but ignore item 10. Consumers might need 'amazing' - in B2B, for now, just start listening, and show you've listened.
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For the first time, online education startup Coursera is sharing details on how it’s faring on the money-making front: the company said it’s earned $1 million from the verified certificate program it launched in January.
Jeremy Pollard's insight:
This is a great example of a big theme in smart Business Development process - trust. While this is about verification for individuals, think about the extent to which you ask your potential customers to take your word for claims about how you will help them. Greater trust comes from greater proof. I predict the 'proof' industry will be huge.
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![Dr. Brené Brown: The Leadership Power of Vulnerability [VIDEO] | Shipley Asia Pacific | Scoop.it](https://img.scoop.it/w2xM_tMK5b4QEpfLnGj8ITl72eJkfbmt4t8yenImKBVvK0kTmF0xjctABnaLJIm9)
Research professor Brené Brown explains why you should figure out your go-to behaviors when you're feeling emotionally exposed. Via Kenneth Mikkelsen
Jeremy Pollard's insight:
Handling a big deal well starts well before you come into the office. In fact, your core psychological and behavioural styles are formed well back in your childhood. Stress, overwork, tiredness can leave you exposed to being triggered into old patterns of behaviour. Strong ideas on awareness and remediation on this form Brene Brown.
Kenneth Mikkelsen's comment,
September 17, 2013 7:41 AM
You're welcome, Don. Glad you found it useful.
Lois Zachary's curator insight,
September 28, 2013 1:16 PM
Working your way through vulnerability makes you more resilient. 
Sarah Haywood's curator insight,
February 13, 2014 10:22 AM
I saw the this video on TED talks and i found myself laughing out loud and also feeling a deep emotional connection to the message. Brilliant, I love the way Brene shows her own vulnerability, non apologetic, open and whole heartedly. http://new.ted.com/talks/brene_brown_on_vulnerability |
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Jeremy Pollard's insight:
Ok - you own a sales process. Revenue targets. Sales Managers & reps, commission scheme, forecasting. Maybe even some lead generation. But for the last decade the biggest shift has been outside your control. And it's not your competitors. It is the rise & rise of the trained, professional buyer. Do yourself a huge favour. Read this book. Learn how the other side thinks. Understand why the procurement discipline is handing the old-school sales discipline a big can of whoop-ass.
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Forty-one years after the Watergate revelations, an inside informant even more important to Australia has revealed how the Joint Strike Fighter will fail all who rely on it.
Jeremy Pollard's insight:
When poor decision process wastes time, money - and puts lives at risk. Discipline in bidding for work means knowing when to let go of dud deals. And this same discipline should apply to buying as well. What were the buyer and seller thinking around the JSF? What crucial truths in the process failures here can you learn from?
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Regaining control over our environmental impacts
Jeremy Pollard's insight:
Worrying about quartely revenue has importance. And often we experience frustration because "people don't change" - try our new ideas, adapt to new conditions, understand what we are doing is not working... What can we learn from the thinking being applied here to the same set of issues/block/challenges, at a global level?
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If we ask the right questions, we can change the world.
Jeremy Pollard's insight:
In the ENS International #ens Negotiation & Influence Model, all progress is driven by asking questions. Great engineering, great innovations all can come from asking the right questions. And this is a wonderful example.
Jeremy Pollard's curator insight,
September 19, 2013 7:03 PM
In the ENS International #ens Negotiation & Influence Model, all progress is driven by asking questions. Great engineering, great innovations all can come from asking the right questions. And this is a wonderful example.
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Jeremy Pollard's insight:
Sure, they're flogging a product, but this is a good example of 'troubling' content to inspire changed thinking and behaviour on the part of prospects. I have to declare up front I think CRMs are an ironically named rip-off. Designed by technologists, and bought by CFOs to keep track of those pesky sales people. The irony ? CRMs are nothing to do with the customer, they are an attempt to justify nonsense revenue forecasts by loading up all the stuff people want to sell, and aligning that to prospect names in an attempt at forecasting credibility. Seriously, ask what anyone's CRM has ever actually DONE FOR A CUSTOMER?
Marteq's curator insight,
September 13, 2013 6:59 AM
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Key excerpt...
We've organized the playbook to help CMOs: ● Discover the business value that a strategy grounded in the customer life cycle creates. These reports set the stage for why the customer life cycle is a better framework for modern marketing; they also arm CMOs with the business case to justify the investments and resources they will need for this change. ● Plan the move away from the marketing funnel and to the customer life cycle. In this section of the playbook, CMOs can use the reports to assess their current capabilities and form a road map and strategic plan to get them moving toward a customer-driven marketing function. ● Act on the new requirements that a customer-first strategy demands. Here, CMOs tackle the hardest parts of a major transformation: embracing a change management function to transition people, processes, and technology to the customer-first orientation. ● Optimize performance to enable organization-wide customer obsession. Finally, these last reports take the customer life cycle initiative to the next level by managing performance with new metrics, benchmarking current success, and identifying the next capabilities to add to become even more focused on customer needs. Via Marteq
Jeremy Pollard's insight:
I normally do not reference B2C marketing trends or services/tools - EXCEPT where I believe they are an appropriate guide to what we will be using someday in B2B. For example the B2C marketers obsession with 'brand' I feel creates dangerous self- absorbtion in B2B marketers. Forrester are creating clever packaging of 'case-for-change' steps for nervous CMOs - but the killer idea for us in B2B is the line: "Plan the move away from the marketing funnel and to the customer life cycle". Yes, most B2B Business Development would benefit from more rigourous funnel thinking and metrics. But without really clear customer focus you can end up measuring rubbish.
Marteq's curator insight,
September 4, 2013 6:46 AM
For Forrester subscribers only. If you don't have a Forrester subscription, you'll want to saddle up to someone who does.
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Business bloggers at Harvard Business Review discuss a variety of business topics including managing people, innovation, leadership, and more.
Jeremy Pollard's insight:
The USofA does some things really well. Plumbing. Jazz. Retail service (sometimes) And the area of business I think they are miles ahead of the rest of the world on for B2B revenue, is Inside Sales. We will all have to accept the relentless trend to greater specialisation of roles in B2B revenue. The 1960s 'do-it-all' rep who could prospect, qualify, scope, persuade and close is now a dead myth. Well, not quite, that was my father (who is NOT dead), and many others like him at IBM, Xerox and the big life companies.
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"Source Incongruity" - sounds like "Cognitive DIssonance" in a new frock. This is a chapter in my forthcoming book, The Heirachy of Trust