It is an exciting time for many traditional manufacturing companies. The digitization of their businesses through the internet of things (IoT) presents a significant opportunity for reinvention through big data. But success in this environment requires a willingness to reevaluate what’s worked in the past and embrace the challenges of a digitized world–realigned business models, new job roles, enhanced skillsets and sales compensation considerations.
Opportunities to capitalize on the new technology are in abundance across the manufacturing space:
Expanded offerings gives manufacturers new opportunities to present enterprise software with their manufactured products. Organizations are clamoring to capture these new and attractive revenue streams to better entrench themselves at key customers, increase their profitability, maintain their competitiveness in the market, and/or establish a predictable revenue stream. As organizations race to capture first-mover advantage, many are finding challenges to their business model: what worked for years, decades even, does not necessarily apply to monetizing data and insights through this enterprise software. As a result, organizations must reassess their go-to-customer strategy, structure and ultimately their management levers to achieve these objectives. This article (first in a 4-part series) explores the go-to-customer strategy reassessment: namely the need to realign revenue motions and value propositions to support new buyers with different buying processes.
New Buyers & Buying Processes
Primary decision-makers for enterprise software solutions are no longer the traditional buyers of yesterday that sellers targeted. First, integrating traditional hardware into the enterprise software infrastructure often requires purchasing authority from someone in the IT organization. This puts the buyer not only in a new functional area, but also it often requires executive level signoff due to the responsibilities involved in managing system-wide data and the integration with other enterprise-level systems.
As an example, a traditional factory automation buyer may be a controls engineer. This controls engineer likely has limited influence over the (MES) used to monitor and provide predictive analytics for their machinery on the factory floor. This purchasing decision typically filters high up in the IT organization, sometimes even the CIO. This is not only due to the capital investment required, but also due to the invasive nature of integrating to the company’s infrastructure.
The more multifaceted buying process results in more complex, and often longer, revenue motions where the seller requires additional competencies to navigate this “enterprise” sale. To further add to the complexity, in the case of a subscription consumption model, these revenue motions begin at the point of the initial sale and require a deliberate nurturing process. These subscription-based revenue motions follow the land, adopt, expand, renew model.
Revenue motions often require handoffs with clear and deliberate rules of engagement to ensure the sales process is optimized to the customer experience.
New Value Propositions
Sellers will have to adapt to the new buyers’ preferences by identifying and communicating relevant value propositions. Frequently the enterprise software solution enhances the deployment and usage of the hardware product, and by nature touches on potentially critical and impactful value drivers. Sellers should nuance these value propositions to align to all new buyer stakeholders. Specifically, sellers must effectively communicate these differentiated advantages at the right time with the right objective evidence—all of which requires time and effort through an understanding of the software functionality and benefits.
Besides recognizing the various buying processes and revenue needs of their customers, manufacturers should also consider the following to effectively monetize revenue opportunities through the digitization of hardware manufacturing:
Part 2: New job roles required to support sales execution
Part 3: Different skills and competencies, metrics to measure performance and considerations for the quota-setting process
Part 4: Sales compensation program considerations to attract talent and motivate software growth
Co-author: Priya Ghatnekar is a manager in Alexander Group’s Chicago office.
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