As an experienced management consultant focused on Go-To-Customer innovation and the evolving need to delight the customer, I have spent the past 25 years focused on developing strategy and operational methodologies and techniques to drive differentiation via innovation in business outcomes through technology enabled business process change.
With roles as an industry leading management consultant, product manager for a large multi-national technology vendor, and from 2004 - 2008 as the CEO of a $50M per annum System Integrator, I have experienced all elements of business management from operational, to strategic and can empathise with and work at any level within an organistion from the board to the guys and gals at the front line of customer interaction.
I love change and I love helping organisations change to create real innovation and differentiation and deliver their strategic goals. This love for change has seen me move back into management consulting with a dedicated focus on go-to-customer and management innovation as it is the ONLY real game changer with regards to meaningful differentiation !
Specialties: Management Innovation (Thought leadership, business models, partnering and collaboration models)
Experienced CEO
Go-to-customer innovation consultant
Business process consulting
Customer Experience Innovation and Contact centres
Available For: Advising, Consulting, Speaking
Travels From: Australia
Speaking Topics: B2B Growth, B2B Business Models, Complex Selling Strategies, Sales Executive Coaching
Chris Luxford | Points |
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Academic | 0 |
Author | 262 |
Influencer | 31 |
Speaker | 40 |
Entrepreneur | 110 |
Total | 443 |
Points based upon Thinkers360 patent-pending algorithm.
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Innovation, Leadership, Marketing
Tags: Leadership, Marketing, Sales
Tags: Innovation, Management, Leadership
Tags: Innovation, Management, Leadership
Tags: Innovation, Management, Leadership
Tags: Innovation, Leadership, COVID19
Tags: Innovation, Leadership, COVID19
Tags: Innovation, Management, Leadership
Tags: Innovation, Leadership, COVID19
Tags: Innovation, Management, Leadership
Tags: Innovation, Management, Leadership
Tags: Innovation, Management
Tags: Innovation, Management, Leadership
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Digital Transformation, Innovation
Tags: Customer Experience, Digital Transformation, Innovation
Tags: Customer Experience, Digital Transformation, Innovation
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Digital Transformation, Leadership
Tags: Innovation, Leadership, Sales
Tags: COVID19, Customer Experience, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Digital Transformation, Innovation
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Customer Experience, Leadership, Sales
Tags: Innovation, Leadership, Sales
Tags: Innovation, Leadership, Sales
Tags: Innovation, Leadership, Sales
Date : October 23, 2022
Date : October 25, 2022
Outcome-based selling is a sales approach that focuses on helping customers achieve specific outcomes or goals, rather than simply selling them a product or service. This approach is gaining popularity in many industries, as it helps salespeople better understand the needs and challenges of their customers and allows them to tailor their solutions to meet those needs. In contrast, product-based selling is a more traditional approach that focuses on selling specific products or services, regardless of the needs or goals of the customer.
There are several reasons why outcome-based selling is often considered to be a better approach than product-based selling:
It helps salespeople build stronger relationships with customers: By focusing on helping customers achieve their desired outcomes, salespeople can build trust and credibility with their customers, as they are seen as being more concerned with the customer's needs than simply making a sale. This can lead to stronger, more enduring relationships with customers, which can be particularly valuable in industries where customer loyalty is important.
It allows salespeople to differentiate themselves: In many cases, customers have a variety of options when it comes to purchasing products or services. By focusing on outcomes, salespeople can differentiate themselves from competitors who are simply selling products or services. This can help salespeople stand out in a crowded market and increase their chances of making a sale.
It enables salespeople to create value for customers: By helping customers achieve specific outcomes, salespeople can create value for their customers. This can be particularly valuable in industries where the value of a product or service is difficult to quantify, as it allows salespeople to clearly demonstrate the value of their offerings to customers.
It allows salespeople to be more consultative: Outcome-based selling often involves working closely with customers to understand their needs and challenges and helping them identify the best solutions to meet those needs. This consultative approach can be particularly effective in industries where customers value expertise and guidance, as it allows salespeople to position themselves as trusted advisors.
It can lead to longer-term customer relationships: By helping customers achieve specific outcomes, salespeople can create value for their customers and build strong, trusting relationships. This can lead to longer-term customer relationships, as customers are more likely to return to the salesperson or company when they have additional needs or challenges.
Overall, outcome-based selling is a more customer-centric approach that can be more effective at building strong, lasting relationships with customers and differentiating salespeople from competitors. It allows salespeople to create value for customers, be more consultative, and position themselves as trusted advisors. While product-based selling can still be effective in some cases, outcome-based selling is often a better approach for creating long-term value for both salespeople and their customers.
Tags: Customer Experience, Leadership, Sales
Business-to-Business (B2B) Outcome-based go-to-client models are gaining popularity as companies seek more effective, measurable and lasting ways to deliver meaningful, sustainable innovation and differentiation to underpin growth. These new go-to-client models, which focus on clients desired business outcomes instead of the products sold, help companies build fundamentally different relationships with their clients. This approach also enables sellers to identify and target high-potential clients in ways their competitors either can't or won't. By shifting from a product and/or service-centric strategy to a business outcome-based one, businesses can accelerate innovation, reach new clients and achieve growth results not previously achievable. This blog post shares 5 tips for business outcome-based go-to client model innovation that will help you as your organization transform.
What made you successful won't make you successful.
Success will be achieved through transformation, not incrementalism.
Organizational Buy-in and Commitment
Before you begin designing your outcome-based go-to-client models, you need to ensure you have the buy-in and commitment of key stakeholders across the organization. This means that business leaders, marketing and sales leaders, and customer service teams are involved and working towards achieving the same outcomes. To get buy-in and commitment, you need to demonstrate how business outcome-based strategies will benefit the organization and its stakeholders. The challenge here is intellectually every executive "gets it". In fact they may suggest they are already outcome-based. Yet more often than not the behaviour of the organisation is still product/service centric. The buy-in sought here is to consistently challenge the status quo. To consistently challenge "are we really there yet". This is required from every leader at every level.
Define Your Outcomes
Before you begin designing your outcome-based go-to-client model, you first need to define your desired outcomes. What is the problem you’re trying to solve? What are you hoping the new model will achieve? While you can select a few primary outcomes, you shouldn’t try to address too many goals at once. Doing so will make it difficult to prioritize efforts and achieve success quickly. It might also lead to more limited innovation and missed opportunities. often the simplest of all is opportunity creation outside of IT. Measured in highly qualified funnel (qualified using a 9 stage co-created business case approach). But it is not the only metric, another may be sales conversion / close rates (as an example).
Think big....start small....learn fast and scale success.
Identify Your New Clients
After you’ve defined your desired outcomes, you need to identify who your new clients are. Business outcomes are not owned by IT. Ideas generated are designed to address the business outcomes, thus the buyers who care are the executives who own these outcomes. This will require a significant shift in the relationships your company and sellers have with your clients. Both cultivating and nurturing new relationships will be critical. Not just occasional pleasantry based meetings, but genuine relationships that have active action around unlocking latent opportunities for both. If your teams don't have highly detailed action orientated, measured and coached relationship action plans outside of IT, your company will never transform.
Massively Embrace An Ecosystem Approach
No company can unlock latent market demand on their own, in fact not even with a single partner. To change business models, operating models, customer experience models etc, companies often need many other companies to assist. In fact in a recent outcome-led opportunity changing just one critical (but broad reaching) business process it was identified that 8 external companies and 9 internal business functions would need to be involved. Becoming highly adept at partnering, quickly, effectively, with solid communication and shared goals is one of the keys to successfully executing an outcome-led go-to-client model. If you don't partner well, this will be a critical focus area for you.
Client Delight
In recent years Customer Success has been defined as a services based strategy. Shifting focus from make, sell and support, to a more in-depth services relationship. Especially as the world has moved to managed or "as a service" offerings. Customer Success, whilst an excellent foundation, however, is no longer enough. If everyone is doing it, how are you different? The new bar for success is Client Delight. B2C companies get this. Think about the most successful B2C companies in the world, their customers love them. Everything they do has the customer experience at the core of strategy, execution and innovation. B2B companies are far far behind. Whilst B2B companies often talk about customer experience, when you go and talk to their clients there is an overwhelming sense of "they are very hard to do business with". The winners, the B2B companies that will fundamentally change the game will put Client Delight, true delight, absolutely as the corner stone of every strategy, investment, focus and execution decision.
Conclusion
Business Outcome-based go-to-client models are the game-changer you've been looking for. But viewing it as an incremental evolution of your current model is the wrong approach. It is a shift in your business model, operating model, client delight model, economic model and risk model.
Transforming these models is not easy, but for B2B companies, there is a massive massive unmet market need, just waiting for a bold courageous organization to grab it.
Will it be yours?
Tags: Customer Experience, Leadership, Sales
Drucker famously said results are obtained by exploiting opportunities not by solving problems.
In today's increasingly VUCA (volatile, uncertain, complex and ambiguous), inflationary and COVID-recovering world many organisations are struggling to achieve the growth they desire. Their portfolios are the richest and broadest they have ever been. Their cost structures or more lean than ever. Productivity is through the roof, in fact people are working harder than they ever have.
What made them successful will not make them successful.
The predominant go-to- market model remains a make, sell, ship, support style model. It is 100% based in the selfish goal of a sale. For many companies with heavy intense end of quarter focus to bring forward as much business as possible into the current quarter.
What is being missed is the massive unmet market need. Most companies are simply not getting the business impacting results desired from their technology investments.
Change is now the key lever to success. Both transformative and tactical change. Research shows that the large percentage of change efforts fail to deliver the desired outcomes. Hereinlies the massive unmet market opportunity. What companies are really selling is change. The ability to help companies successfully change.
This requires a vastly different approach. A shift from a go-to-market model to a go-to-client model that recognises change is hard, change requires an ecosystem, and a different set of mindsets and behaviours.
In a recent example for a 5G asset tracking idea, it was determined that 9 external companies and 11 internal functional groups would need to rally around the program of change to change the operating, financial, risk and commercial models including changes in business processes, technology and the ways in which people worked.
Helping your clients successfully execute the changes they seek is the ONLY path to future success.
Those that continue to focus on selling, versus those that are deeply committed to change success, will fail to grow.
Those who embrace a differentiated go-to-client model, driven by client delight through change leadership will see significant growth.
Tags: Customer Experience, Leadership, Sales
Location: Virtual Date Available: October 01st, 2022 Fees: $10,000 per month (per team)
Submission Date: October 25th, 2022 Service Type: Service Offered