In a recent episode of the Value Coffee Talk podcast, Doug May, a veteran value leader with a track record of successful value enablement programs, shared insights into the key factors behind why some programs struggle, while others thrive.
Doug indicated that the key difference between those programs that never seem to have enough budget and support, and those that gain recognition and excel, is having a well-defined Value Office Charter.
And what makes a good Value Office Charter? One that serves a dual purpose: Outlining how the Value Office will support the business AND transform it. In order to capture this, he recommends using the Four Es to guide charter development: Execute, Enable, Evangelize, and Evolve.
The Genesis
Doug May’s journey as a value management leader began when he transitioned from a successful career in sales and sales leadership to focus on helping sales teams win more effectively. He realized that customer value was the key, but that many value enablement programs often started without a clear direction, leaving the role ambiguous in the organization, figuring things out reactively on the fly, or the scope was set to narrowly, creating an ROI Deal Desk to define the role of value consultants on pre-sales deals.
In a high-growth environment, where the landscape is constantly evolving, the limited scope and lack of definition often led to constrained roles and budgets.
May recognized the need for a comprehensive approach right from the start, one that went beyond the typical charter. Doug May and his group collaborated to create a more comprehensive Value Office Charter, leveraging the Four Es to provide a roadmap for his team to create a value program across the buyer’s journey, and a clear explanation for executives and internal stakeholders about the scope, roadmap and tangible outcomes of the value program.
The Four Es – Execute, Enable, Evangelize, and Evolve
Execute: Supporting the Business – The first E, Execute, is the foundation of the charter. It encompasses the traditional aspects of value programs, such as the role of the value consulting / engineering team in building business cases, aligning with champions, and helping win deals. This phase focuses on the tactical aspects of delivering value to customers.
Enable: Empowering the Ecosystem – The Enable phase recognizes the importance of scaling the value program beyond what the pre-sales engagements that value consultants can directly touch, equipping the sales teams with value skills and automation. By integrating value expertise into onboarding, embedding value into the sales and retain / grow process, and educating supporting functions, organizations can ensure that everyone possesses the skills needed to articulate and deliver value effectively. By implementing automation, sellers can be guided through value outreach, discovery and business case development, while the value team assures adoption and captures incredible customer value intelligence.
Evangelize: Amplifying the Message – Evangelize showcases the power of the value to customers. Hosting business value webinars and executive events, writing whitepapers, and presenting the business value of solutions can help organizations amplify their message to a broader audience.
Evolve: Continuous Innovation – The final E, Evolve, emphasizes the need for continuous innovation of the value programs to drive growth and customer satisfaction. Value consultants are uniquely positioned to gather insights about customer challenge and value trends and help guide the product teams to prioritize these. By creating innovative methods and tools, organizations can accelerate their renewals and expansion motions, proving realized value and assuring customers gain tangible value outcomes from the relationship.
The Power of Metrics
To gain buy-in and overcome skepticism within the organization, May emphasized the importance of using metrics that clearly demonstrate the impact of the value program and achievements across the Value Office charter. Win rate was a key metric that showcased the value consultants’ contributions, with data showing that their involvement led to significantly higher win rates, along with increased deal-size, reduced discounting, accelerated decision cycles improved retention and growth.
Embedding the Value Office in the Organization’s DNA
A critical aspect of Doug May’s success was his ability to make the Value Office an integral part of the entire organization. By collaborating with different departments beyond sales, including marketing, customer success, and product teams, the Value Office became a central hub of customer value knowledge and expertise. This approach not only enhanced the program’s effectiveness but also garnered support and buy-in from various stakeholders and executives.
The Bottom-Line
Doug May’s Value Office Charter, based on the Four Es (Execute, Enable, Evangelize, and Evolve), offers a compelling framework for organizations to drive successful value programs.
By creating a clear vision, leading with purpose, and embedding the value program throughout the organization, companies can unlock new levels of success, drive growth, and ensure long-term customer satisfaction. As Doug May aptly puts it, “Make your own vision, and others will follow.”
Checkout our Value Coffee Talk with Doug May here – https://geniusdrive.com/episode-11-value-office-charter/
