Guest Speakers:
Richard L. Sklarin
A former Partner from Accenture, Rick is a strategic development and marketing strategy consultant with an eighteen year history advising companies on all aspects of enterprise and consumer strategy. He has served as lead client Partner for clients such as Adobe Systems, Virgin Mobile USA, Palm, Clarify, Sprint PCS, Cox Communications, SBC, and GTE.
Dylan Charles
Dylan Charles, a former Partner at KPMG (BearingPoint) and The McKenna Group, has over 20 years of strategy and planning experience in a range of industries, including high technology, telecommunications, media, and consumer products.
Dylan has advised technology companies including Cisco, HP, Hitachi, Ingram Micro and Motorola.
A former Partner from Accenture, Rick is a strategic development and marketing strategy consultant with an eighteen year history advising companies on all aspects of enterprise and consumer strategy. He has served as lead client Partner for clients such as Adobe Systems, Virgin Mobile USA, Palm, Clarify, Sprint PCS, Cox Communications, SBC, and GTE.
Dylan Charles
Dylan Charles, a former Partner at KPMG (BearingPoint) and The McKenna Group, has over 20 years of strategy and planning experience in a range of industries, including high technology, telecommunications, media, and consumer products.
Dylan has advised technology companies including Cisco, HP, Hitachi, Ingram Micro and Motorola.
Many technology companies, especially those that offer complex or expensive solutions, want to provide quantified evidence that their solutions deliver significant financial benefits to customers. These technology companies often develop ROI, TCO, ROA, and other economic value proposition tools in order to give customers a factual, economic basis for purchase decisions.
Unfortunately, very few companies are making a real impact with this important approach to selling.
- Companies often fail to clearly define the customer problem that they are trying to solve and measure the wrong thing
- Often, the place for an economic value proposition in the sales cycle is mis-understood, which leads to a "develop and ignore" philosophy with respect to the tools
- ROI, TCO and ROA tools are often too difficult for sales reps to use and to explain to prospects
- The tools (and/or their output) are not adequately developed and explained, so they have limited or no credibility with prospects
- Cleary defining what problems you are trying to solve.
- Understanding where ROI fits in the sales process and how ROI is deployed
- Segmenting your customer base to create like for like estimates and comparisons that drive useful ROI evaluations
- Deploying strategic account management programs
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