June 25th, 2020

The Future State Business Model: Managing Through Account Journeys

As mentioned in earlier blogs, B2B companies in mature markets must manage complex businesses in order to grow and sustain reasonable margins. We believe the best way to view the business is through the lens of market segment needs and share of wallet. This is because of the “law of intimacy” – if you are … Continue reading “The Future State Business Model: Managing Through Account Journeys”

June 4th, 2020

Complex Business: The Future State Business Model

Stop Chasing the Silver Bullet to Maintain Simplicity We have two conflicting pressures in business today.  The first is the need for companies to be successful managing a complex business model – products, software, services, and professional services – in different segments and markets. The second is leaders’ interest and comfort with simpler businesses. Today’s … Continue reading “Complex Business: The Future State Business Model”

May 21st, 2020

How to Play – The Financial Value of Categorizing Accounts

In this blog series, we will begin discussing the important issue of how to play – how to organize the go-to-market assets to address different account categories and different business models – hardware products, software products, services, professional services, outsourcing etc. The goal of a “how to play” model is improving the ability of the … Continue reading “How to Play – The Financial Value of Categorizing Accounts”

April 28th, 2020

Market/Customer Back Portfolio Approach to Maximizing Customer Value and Outcomes: Part 4

As discussed in this blog series, most agree that Portfolio plays a strategic role, yet we consistently see organizations use portfolio as a catch-all at the end result of market sizing and R&D. Oftentimes, organizations fall prey to a “Typical State” portfolio that acts as a broad offer/sales catalogue over time. As discussed in our … Continue reading “Market/Customer Back Portfolio Approach to Maximizing Customer Value and Outcomes: Part 4”

March 18th, 2020

Tips and Tricks for Working Remotely

This is not a typical post for the McMann & Ransford blog so for those of you in search of one of those, excuse the self-help nature of this post and come find us next week. In light of the surge of people transitioning to working from home for an extended period of time the … Continue reading “Tips and Tricks for Working Remotely”

March 12th, 2020

Market/Customer Back Portfolio Approach to Maximizing Customer Values and Outcomes

As discussed in our 1st blog in this series, most companies agree that a Portfolio plays a strategic role, yet we consistently see organizations use portfolio as a catch-all at the end result of market sizing and R&D. Oftentimes, organizations fall prey to a “Typical State” portfolio that acts as a broad offer/sales catalogue over … Continue reading “Market/Customer Back Portfolio Approach to Maximizing Customer Values and Outcomes”

March 6th, 2020

Growth Initiative Cycle

All businesses must manage competing priorities and limited resources when determining how to develop and deploy new solutions to remain relevant in the market. As businesses grow and build out new offers, it’s imperative to formalize a process to evaluate, consolidate, and align new topics to the organizational strategy. This blog walks through the Growth … Continue reading “Growth Initiative Cycle”

February 28th, 2020

Employees’ Experiences Effect on the Ability to Attract Quality Talent

Part 2 – Feedback Unlocks Understanding In our previous blog in this series, we explored how any negative messages the talent market hears from your employees can damage your employer brand, resulting in difficulty attracting new talent. Developing an accurate understanding of your employees’ experience and addressing any issues is crucial for aligning your “true” … Continue reading “Employees’ Experiences Effect on the Ability to Attract Quality Talent”

February 14th, 2020

Co-Sourcing for Professional Services

Often the road to building a new, more consultative offer or capability in a captive PS business is a significant stretch for the current business processes, methods, and frankly, the talent. Also, sometimes building a captive PS business from scratch – at least one that is to accomplish more than implementations – is a similar … Continue reading “Co-Sourcing for Professional Services”

February 6th, 2020

Employees’ Experience Effect on the Ability to Attract Quality Talent

Part 1 – Reputation Overrides Branding There is no disputing the fact that an organization’s employees are key to the success of any company, regardless of the industry.  This means that attracting quality talent and branding yourself as a great employer are always high priorities.  For the majority of organizations, employer branding is looked at … Continue reading “Employees’ Experience Effect on the Ability to Attract Quality Talent”