Details

2014 dates TBA
8:00 a.m. – 5:00 p.m.

$695

Includes tuition, course materials, parking and meals.

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About the Program

Whether a company is striving to win in the core markets in which it competes, expand globally into emerging markets, or engineer a breakthrough and create uncontested market space in order to avoid the trap of commoditization, the challenge of these initiatives is the same: The enterprise and its business teams must deduce and architect the customer value proposition, or CVP, it must deliver in order to win—and do so according to world-class best commercial practice, using customer centric methodologies and toolsets that leverage customer-community insights to transcend what customers can imagine on their own, and systematically create and sell solutions that customers want.

Focus

This course is designed for business team leaders to help them master the disciplines required to attain true customer-centricity, and manage their growth initiatives as designed value-delivery systems, based upon creative inferences gained from vicariously “living a day in the life of the customers” they target. Participants completing the course should be expected to experience an enhanced ability to:

  • Think even more strategically when choosing and delivering winning customer value propositions as the core of a strategic growth agenda.
  • Build and lead competitively superior customer-centric enterprises based on having learned world-class best practices.
  • Utilize customer-centric ideas, concepts, toolsets, templates, protocols, disciplines, and mindsets to stimulate their performance in current projects and well beyond.

Using these disciplines, participants and their future teams will be able to dramatically increase both their success-rates and profitability. Participants will learn how to leverage these incisive day-in-the-life-of-the-customer or DITLOC value-delivery precepts to tackle challenges like:

  • Winning big contracts. The course will help new business pursuit and capture teams charged with winning large government and commercial contracts (especially those requiring the navigation of complex customer communities), helping them to systematically improve contract win-rates, contract execution, and keep the business sold.
  • Catalyzing innovation. This will help multifunctional new business development teams charged with growth and innovation on the development, validation, and refinement of innovative new disruptive product and service concepts and the translation of these into valid business cases and plans structured as designed value-delivery systems.
  • Discovering new markets. Pursuing advances in value-delivery driven segmentation to create uncontested market spaces and room for growth, jettisoning product-centric approaches so as to discern as-yet untapped new groups whose unique unmet needs could be addressed by a novel CVP and value delivery system or VDS, then exploiting these niches globally via agile business and web-based IT infrastructures.
  • Improving existing-business-model performance. Optimizing business teams’ ability to tap into new sources of revenue from existing target markets and accounts, leveraging current capabilities by choosing, then better aligning around, providing, and communicating a chosen CVP.
  • Keeping ahead of change. Translating market-entry strategies into a CVP and VDS that can be measured, monitored, adjusted, and continuously improved as technologies, standards, regulations, customers, and competition continue to dynamically evolve.

Expected Outcomes

Choosing and Delivering Winning Customer Value Propositions then is about the transformational challenges in establishing a customer-centric mindset enterprise wide that reaps rewards near term and long term.  Specifically, the course will establish a:

Common language, and best-practice methodologies, protocols, disciplines, and processes for choosing and delivering a winning customer value proposition in support of a transformational strategic vision to become more customer-centric. After completing this workshop, participants will have the knowledge, frameworks, concepts, tools, and skills necessary to creatively and systematically answer such important strategic questions as:

  • How can teams and individual contributors gain a more imaginative understanding of customers’ unmet need states and occasions within targeted market spaces like outsourcing and IT business reengineering and consulting, and discover the untapped segments of the future that represent new opportunities for growth?
  • How can business teams “become” the customers in these targeted customer communities, spending a typical day in their lives, and understanding their real needs—not just what they say they need—and then creatively infer solutions that transcend what these customers can imagine on their own?
  • How can business teams and individual contributors creatively infer what value propositions or VPs a business team should offer its targeted segments in order to profitably win their preference and relay these to the rest of the enterprise? That is, what superior combination of benefits, trade-offs, and price vs. competing alternatives should the business offer customers to win the business?
  • How can they creatively envision the value delivery systems, or VDSs, which they must execute in order to provide these CVPs? This encompasses everything from our business models and architectures, to the products and services we offer, the supply chains and third-party relationships we forge, the people we hire and train, the companies we acquire, the IT and CRM systems we deploy, the engagement our personnel have with customers live and over the phone and web, etc.
  • What can these business teams and individual contributors do to profitably communicate our value propositions? Tools to leverage here include sales proposals, demos, branding, advertising, publicity, briefings, sales tools, testimonials, sales relationships, trials, pilot projects, web sites, social media, and so on.
  • How do we stimulate and maximize cross-business collaboration and synergies among our different business units, as well as all functional entities within them, and the broader enterprise?
  • How can we continually improve the capabilities of key pivotal job holders enterprise-wide, and catalyze other aspects of a enterprise’s cultural transformation that are requisite to profitably delivering our chosen value propositions better than any of our competitors? 

Who Should Attend: 

Anyone who plays a role in creating, delivering, marketing, selling, and supporting products and services to an enterprise’s targeted customers will reap substantial benefits. This includes general managers and their functional staffs and direct reports spanning all functions, especially marketing and business development, engineering and product/service development, information systems, operations, sales, service/support, financial, business planning, and internal services providers such as finance, HR, IT, and procurement. Intact teams from enterprises working on specific business initiatives to drive organic growth are urged to attend, as they will find the course especially valuable.

Course Faculty

This course is taught by Gary Lillian, MBA Kellogg Graduate School of Business at Northwestern University, who has successfully led customer facing executives and business teams in a diverse set of situations. As an industry executive for more than 30 years, he has honed and applied the customer-centric precepts and frameworks taught in the course at: Ford Motor Company, Pennzoil, Pizza Hut, Frito-Lay International, The Clorox Company and several entrepreneurial ventures. Mr. Lillian is a partner at Reinventures, whose founder Dr. Lynn Phillips is a former faculty member at Stanford and Harvard Universities and much acclaimed co-creator of CVP and developer of many other core value-delivery concepts—including the breakthrough day-in-the-life-of-the-customer or DITLOC methodology—now employed by leading-edge companies globally. Recently, Mr. Lillian has been a lecturer at the UCSD’s Rady: Center for Executive Development, was a contributor to the founding of the Center for Innovation and Enterprise Development and has on-going consulting engagements with a diverse group of global enterprises.