Transcript Document
The Value Planning Stage EXECUTIVE PROGRAMS SERVICE DELIVERY EXCELLENCE PROGRAM © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This Is the Fifth Module in the Service Delivery Excellence Program Web-Based Training Program for the Service Delivery Excellence Program Module # Topic Covered 1 Introduction to Service Delivery Excellence 2 Overall Guidance for Service Delivery Excellence 3 Stage 1: Presale Definition and Guidance 4 Stage 2: Architected Onboarding Definition and Guidance 5 Stage 3: Value Planning Definition and Guidance 6 Stage 4: Value Delivery Definition and Guidance 7 Stage 5: Value Review Definition and Guidance 8 Stage 6: Renew Definition and Guidance © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. In This Module We Cover Two Topics Topics Covered in This Module: Value Planning Stage Definition Guidance for the Service Delivery associates in the Value Planning Stage 3 © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. In the Value Planning Stage We Validate a Member’s Key Initiatives and Create a Mutually Agreed-Upon Plan Value Planning Stage of the Service Delivery Process Value Planning Stage Definition The ongoing stage of the Service Delivery process where we identify and plan for value delivery associated with a Member’s Key Initiatives. Planning to deliver value begins with the Presale and Onboarding activities and continues throughout the membership life cycle. © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 3 This Stage Establishes a Good Relationship With a New Member and Builds the Credibility Necessary for Success Value Planning Stage—Managing a Shift in Thinking Before Value Planning Member lacks understanding, trust and/or confidence to use program capabilities to address their most challenging issues © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. Member understands program capabilities and how to get value from the program; Member leverages Executive Programs to make progress on their most important Business Issues and Key Initiatives This Stage Establishes a Good Relationship With a New Member and Builds the Credibility Necessary for Success Value Planning Stage—Managing a Shift in Thinking Through Value Planning Member lacks understanding, trust and/or confidence to use program capabilities to address their most challenging issues © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. Member understands program capabilities and how to get value from the program; Member leverages Executive Programs to make progress on their most important Business Issues and Key Initiatives Success and Outcome of the Value Planning Stage Value Planning Stage Success Success Success in this stage happens when the Member understands how to get value from the program, sees the activities are being developed to address their initiatives and trusts us enough to involve us in their most important issues and Key Initiatives © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. Success and Outcome of the Value Planning Stage Value Planning Stage Success Success Success in this stage happens when the Member understands how to get value from the program, sees the activities are being developed to address their initiatives and trusts us enough to involve us in their most important issues and Key Initiatives © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. Outcome The outcome is a mutually agreed-upon Value Plan by Service Delivery and the Member that documents the Key Initiatives, business goals, activities and value received. This is an ongoing process that is continually updated throughout the membership life cycle The Advantages of New Memberships Outweigh the Challenges Advantages & Challenges of New Memberships We have momentum from Onboarding Member has important Business Issues and Key Initiatives Member may be guarded about issues Change — membership use is not yet a habit Member lacks experience and understanding Member does not have trust or confidence in associate Member has made a big purchase and wants it to work We understand the Member’s issues and are able to help Advantages © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. Challenges The First 90 Days Are Essential for Both Long- and Short-term Member Satisfaction Guidance for the First 90 Days Identify and focus on the most important Member Business Issues and Key Initiatives along with the key stakeholders Increase the likelihood of value by personalizing delivery activities; also include at least one Substantive Interaction Quickly and consciously adopt the terminology and language used by the Member Familiarize yourself with the structure of the Member’s organization. Refer any possible prospects to Sales © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. 90 Days Month 1 S M T W Th F S Month 1 S M T W S Th M F T S Month 1 W Th F S The First 90 Days Are Essential for Both Long- and Short-term Member Satisfaction Guidance for the First 90 Days Before important activities, ask what value the Member expects to receive After important activities, follow up to confirm value received, measure the value received and determine next steps 90 Days Month 1 Encourage the Member to try different activities to identify which ones work best for them Document the activities and value received in Client Connect for the Value Plan © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. S M T W Th F S Month 1 S M T W S Th M F T S Month 1 W Th F S Capturing Value Received in the Member’s Own Words Can Be Challenging Best Practices for Capturing Value Received Value should be assessed and discussed at the membership, initiative and activity level Ask open-ended questions regarding the services being provided How did you use the information the analyst presented during our last call? What value did you get from that discussion? On a scale of 1 to 10, how would you rate your experience at the local round table? What was your take-away from the session? How have the activities we delivered helped you achieve your stated business goals? How is your membership going? Are you getting the value that you expected? Anything we should be doing differently? © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. Capturing Value Received in the Member’s Own Words Can Be Challenging Best Practices for Capturing Value Received Quick Value Reviews (QVR) are another tool used for assessing the value of certain deliverables. QVR scores should be discussed with Members to qualify the ratings and to take actions on ratings that are less than satisfactory © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. Successful Value Planning Along with Confirmed Value Received Creates the Foundation for a Long-term Relationship Plan, Deliver, Document & Confirm Value 1 Learn Member’s most important Business Issues and Key Initiatives 2 Identify timely and relevant program deliverables that will provide solutions, and bring them to the Member 3 Document your plan in Client Connect to provide transparency to your Service Delivery team and Sales partners 4 Confirm that the Member perceives progress on the Business Issues and Key Initiatives in terms of measurable and/or definable value —and document © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. Plan for a Substantive Interaction Once Every 60 Days, and Personalized Activities at Least Once a Month Frequency of Service Delivery Activities Tier Tier Name Minimum Frequency Guideline Month 1 S 1 Substantive Interactions M T W Th Month 2 F S S M W Th Month 3 F S S M T W Th F S F S 1 every 60 days Month 2 Month 1 S 2 T M T W Th Personalized 1 per month Activities © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. F S S M T W Th Month 3 F S S M T W Th Plan Beyond the Member’s Renewal Date Value Plans are “living” documents that reflect what we will do and what we have done Renewals dates represent permeable gates for Service Delivery Renewals are based on what we have done and what we will do — planning beyond the renewal dates creates separation anxiety © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. If the Member Has Not Confirmed Value Within the First 90 Days, the Membership Is Probably at Risk Success in the Value Planning Stage You know you are successful in this stage when the conversation with the Member changes to, “Here are my most important issues and Key Initiatives, and I need your help …” Month 2 Month 1 S M T W Th F S S M T W Month 3 Th F S To be effective in the first 90 days requires the Service Delivery associate to continually evaluate how the relationship is progressing; Don’t wait until “Day 90” to realize and communicate that the membership is at risk © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. S M T W Th F S Review the Engaging the Unengaged Member Toolkit if necessary. Thank You for Participating in This Training Topics Covered in This Module: Value Planning Stage Definition Guidance for the Service Delivery associates in the Value Planning Stage 3 © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. To download the PowerPoint file and the Script file, please select the attachment link on the top right corner © 2012 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates.