| Organizations are focused on achieving their | | | | increase revenues and profits. Strategies cascade |
| objectives. To figure out the customer's compelling | | | | down the organization from the top. At each level of |
| reason to buy you must understand what they are | | | | the organization strategies are converted into tactical |
| trying to accomplish. Helping customers translate their | | | | decisions. Successful tactics move back up the |
| business objectives into a set of clearly articulated, | | | | organization in the form of results. |
| technology needs is an important part of your sales | | | | As you move down the organization, customer needs |
| process. | | | | and problems become increasing specific. At each |
| There are four categories of objectives you need to | | | | level, people are implementing strategy by making |
| explore with a customer to gather the information you | | | | increasingly tactical decisions. These decisions are |
| need to build value. | | | | producing results that eventually roll up to deliver the |
| Strategic objectives energize the organization. | | | | CEO's promise to increase revenues and profits. |
| They are the organizing logic that connects all the | | | | To build the value of your technology solution, you |
| other kinds of objectives. Strategic objectives usually | | | | need to link the results your solution can deliver to the |
| define core business initiatives, such as establish | | | | strategies that are driving the tactical decisions. You |
| market leadership, revolutionize a business process, or | | | | need to show how it satisfies the needs of not only |
| build breakthrough products. | | | | the people that will use the solution, but the higher level |
| Economic objectives quantify the financial benefits | | | | executives who are responsible for the strategic |
| of achieving the strategic objectives. Economic | | | | results. |
| objectives are measured in money, such as increasing | | | | By helping each level of the organization see how they |
| sales, reducing costs, accelerating cash flow and | | | | fit into the big picture you build the credibility of your |
| minimizing risk. | | | | proposal. By satisfying needs on every level and |
| Operational objectives explain how the strategy | | | | providing benefits that link the tactical results to the |
| will work. Operational objectives balance the need for | | | | successful implementation of the business strategy, |
| efficiency with the ability to respond to change, such | | | | you strengthen the link between your technology and |
| as improving quality, increasing flexibility, ensuring | | | | their success. Satisfying needs and solving problems |
| capacity and building new capabilities. | | | | by demonstrating features and benefits builds the |
| Technological objectives define how the | | | | customer's appreciation for your technology. However, |
| technology will enable the business strategy. | | | | you don't actually create value in your customers' mind |
| Technological objectives balance a company's need to | | | | until you show them how these benefits directly impact |
| enable increasingly complex business strategies while | | | | the success of their business strategy. Making the link |
| protecting their legacy investment in hardware and | | | | between the benefits of your solution to the results |
| software systems. | | | | generated by the successful business strategy is the |
| A company's business strategy guides the | | | | key to selling value. |
| organization towards their goals, which is usually to | | | | |