1. How much
individualization and customization is needed
1.1. In
locating / contacting / accessing stage
: Min ¡ Med ¡
High ¡
1.2. In sensing / discovery stage : Min ¡ Med ¡
High ¡
1.3. In
strategy / Diagnosis and Design stage : Min ¡ Med ¡
High ¡
1.4. In
making, pre-during-after-selling / fulfillment stage : Min ¡ Med ¡
High ¡
1.5. In
persuasion / acquisition stage : Min ¡ Med ¡
High ¡
1.6. In
customer feedback stage Min ¡ Med ¡ High ¡
2. The more the
individualization and customization is needed …
2.1. The less needs to be the size of the target audience
2.2. The
higher needs to be Average Order size
2.3.
The higher needs to be the profitability for each order
2.4. The
higher needs to be the close-up
visibility of the customer
3. The factors that
determine the task of the connection architecture….
3.1. If
B2B what level of hierarchy the customer
units is from
3.1.1. C
suite (Budget Creator ) ( He has many options for spending money on)
3.1.2. B
suite (Policy Creator) ( He can shape the policy in many different ways)
3.1.3. A
suite (Activity Creator) (He can undertake actions )
3.2. Do we have a clear idea of the customer’s unstated payoff?
3.2.1. What
does he want to achieve
3.2.2. What
does he need to fix
3.2.3. What
does he want to avoid
3.3. How
many different types of Customer Unit mindsets
/ behaviors. Which of these are priority personas : ABC analysis
3.4. For
each persona unit, what is the customer’s
buying journey : Through what stages and
sequence the customer wants to go? The more the number of stages, the more is
the number and variety of people and time needed.
3.5. The
sales effort required is higher when
3.5.1. the
category is complex to explain
3.5.2. the
category is unknown
3.5.3. the
need is latent
3.5.4. the
customer will need to make extensive
changes to his assets / behaviors
3.6. Ease
of getting / providing access : How to tackle
the gatekeepers / barriers
3.7. Perceived risks and unfamiliarity for
each buying persona. The more the risk the more the time, assurance, trust,
warranties, proofs, testimonials needed
3.8. What
is the selling strategy and organization
of competitors
3.9. How habituated are the customers to solutions / vendors to
buying the category from the current vendors at current specifications because
the habits die hard and special efforts are required to break it
3.10. How experienced are the customers to the
category because the inexperienced customers are wary, slow, not trusting, take
time and many times they abandon plans
3.11. How formal / rigid is the buying process of the
customer. This decides the extent to which the customer will drive the
process. Particularly if they are far bigger .
3.12. The
more educated / objective the customers are in
specifying / checking; the more involvement of technical / back office is
needed
3.13. Size and complexity of Decision Making Unit
: More number, more variety, of people and time needed. The more the complexity, the more the number and variety of people and more
the time needed
4. Sales
Architecture development
4.1. BUYING
PERSONAS : Identify priority personas and document them
4.2. BUYING
JOURNEY : Develop for each persona
4.3. SALES
PROCESS : Map your “Sales Process” onto these journeys
4.4. TOUCH
POINTS MATRIX : Create a “Touch Points Matrix”
4.5. ENABLEMENT
OF EACH TOUCH POINT : Staff, Skills, Script, tools, milestones
4.6. ORGANIZATION
: what positions, designations, Job Descriptions, People Specifications and
reporting structure : needed to execute these touch points properly
4.7. SYSTEMS
: Metrics and SOPs for appropriate touch points
4.8. ORG
DEVELOPMENT PLANS : setting goals ,
reviewing, coaching, incentive
