| Acknowledgements |
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vii | |
| SECTION ONE: CMM IN PRINCIPLE: AN EXECUTIVE OVERVIEW |
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1 | (54) |
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Chapter 1: What Is Customer Message Management? |
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2 | (7) |
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It's All About the Customer Conversation |
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2 | (1) |
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The Five Pressing Issues That Customer Message Management Solves |
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3 | (4) |
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7 | (2) |
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Chapter 2: Is Marketing at Risk of Irrelevance to Sales? |
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9 | (11) |
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10 | (2) |
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Sales Conversations Are Your #1 Branding Tool |
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12 | (2) |
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14 | (2) |
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Why Branding Has Been a Failure: The Ongoing Struggle with Sameness |
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16 | (3) |
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19 | (1) |
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Chapter 3: The Sales Frontline: Welcome to No Brand's Land |
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20 | (9) |
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22 | (2) |
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The Value Proposition Myth |
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24 | (1) |
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Just-in-Time, Opportunity-Specific Learners |
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25 | (3) |
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28 | (1) |
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Chapter 4: Principles of Customer Message Management |
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29 | (15) |
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It's the Tough Stuff, not the Fluff Stuff |
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30 | (1) |
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It's Not What You Sell, but How You Sell That Counts |
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31 | (1) |
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Product Marketing Silos Are Holding Us Back |
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31 | (2) |
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Aligning to the Customer Decision-Making Process |
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33 | (1) |
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Example: How the Customer Problem (Goal) Approach Changes Everything |
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34 | (1) |
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Example of Traditional Company Product-Centric Approach |
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34 | (1) |
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Example of Proposed Customer Problem (Goal)-Centric Approach |
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35 | (1) |
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Proactively Prescribing and Populating Best Answers to Customer Problems |
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36 | (1) |
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CMM Message Map™: A Messaging Model to Help You |
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37 | (2) |
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Sales-Ready Conversations, Presentations, and Documentation |
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39 | (2) |
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Mapping to "Moments Of Truth" |
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41 | (1) |
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42 | (2) |
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Chapter 5: The Business Case for Customer Message Management |
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44 | (11) |
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Where Dismal Gets Dangerous |
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45 | (2) |
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Virtuous Versus Vicious Cycle |
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47 | (2) |
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49 | (2) |
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51 | (1) |
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52 | (3) |
| SECTION TWO: CMM IN PROCESS: A TRAINING HANDBOOK |
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55 | (78) |
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Chapter 6: Setting up a CMM Project Plan and Team |
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56 | (16) |
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60 | (1) |
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61 | (1) |
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Priority: _______ We need to differentiate our real value versus competitors' |
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61 | (1) |
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Priority: _______ We need to elevate from feature to solution selling |
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62 | (1) |
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Priority: _______ We need to build sales-ready support and tools |
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62 | (1) |
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Priority: _______ We need to improve performance of our sales reps/channels |
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62 | (1) |
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Priority: _______ We need to create "one voice" to customers across touch-points |
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63 | (1) |
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63 | (1) |
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64 | (1) |
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Roles, Tasks, and Preparation |
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65 | (3) |
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68 | (2) |
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70 | (2) |
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Chapter 7: Building a Message Map |
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72 | (17) |
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Considerations for a Message Map |
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74 | (1) |
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Company Goals Review: Where does the Company Want to Drive Revenue? |
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75 | (2) |
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Go-to-Market Assessment: Which Channels will Communicate the Messages? |
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77 | (2) |
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Solution Messaging Process: How will cross-silo messaging occur in your organization? |
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79 | (2) |
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Sales Performance Audit: What level of messaging competency is needed to tell your story? |
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81 | (3) |
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84 | (3) |
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Apply Decisions to Your Message Map |
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87 | (1) |
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87 | (2) |
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Chapter 8: Cross-Functional Messaging Workshop |
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89 | (14) |
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Structure of the Messaging Workshop |
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90 | (3) |
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93 | (7) |
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Does it Have to be a Workshop? |
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100 | (1) |
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101 | (2) |
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Chapter 9: Message Development and Validation |
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103 | (16) |
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103 | (4) |
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What Makes Good CMM Writing Great |
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107 | (2) |
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CMM Conversation Roadmap™ |
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109 | (8) |
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117 | (2) |
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Chapter 10: Sales-Cycle-Relevant Deliverable Design |
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119 | (14) |
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130 | (3) |
| SECTION THREE: CMM IN PRACTICE: ENTERPRISE DEPLOYMENT |
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133 | (38) |
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Chapter 11: CMM Delivery: Ensuring Sales Adoption and Use |
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134 | (8) |
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A CMM Technology Buyer's Guide |
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135 | (2) |
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The Total CMM Technology Solution? |
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137 | (4) |
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141 | (1) |
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Chapter 12: CMM Turns Commodities into Solutions |
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142 | (8) |
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"So You're Saying I Have a Chance?" |
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142 | (1) |
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Consider a "Big Idea" Conversation |
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143 | (2) |
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Messaging Up Versus Messaging Down |
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145 | (1) |
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Big Idea Messaging Templates |
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145 | (3) |
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What Do Salespeople Say About Big Idea Messaging? |
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148 | (1) |
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149 | (1) |
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Chapter 13: CMM Fuels the Sales Training Process |
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150 | (10) |
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151 | (1) |
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152 | (1) |
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A Process for Aligning Marketing, Messaging, and Sales Performance |
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153 | (1) |
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Step One: Map the Sales Process |
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154 | (1) |
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155 | (1) |
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Step Two: Link Performance Expectations to the Sales Process |
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156 | (2) |
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Step Three: Create a Training Blueprint |
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158 | (1) |
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159 | (1) |
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Chapter 14: CMM Across the Marketing Continuum |
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160 | (11) |
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Case in Point: Staking out a Unique Brand Promise |
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162 | (1) |
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CMM in a Brand-Building Campaign |
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163 | (3) |
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Case in Point: Differentiating Yourself at Crowded Trade Shows |
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166 | (2) |
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CMM in a Trade Show Setting |
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168 | (2) |
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170 | (1) |
| Index |
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171 | |