Blueprinting Center & Methodology
- Blueprinting Center
- What is New Product Blueprinting?
- How is Blueprinting learned and applied?
- How does Blueprinting fit with a stage-and-gate process?
- How does Blueprinting fit with strategic planning?
- How does Blueprinting fit with Design Thinking?
- How does Blueprinting fit with Lean Startup?
- How does Blueprinting fit with Minesweeper de-risking?
- How does Blueprinting fit with LaunchStar product launch?
- What innovation metrics should we use?
- What is "Jobs-to-be-Done?"
Market Segmentation (Step 1)
Discovery Interviews (Step 2)
- How to plan Discovery interviews
- Preparing your interview team
- Convincing customers to be interviewed
- How to handle confidential info in an interview
- How to conduct a Discovery interview
- Finding & using a digital projector for interviews
- How to conduct a customer tour
- How to debrief & follow-up a Discovery interview
- Engaging your sales colleagues in interviews
- Engaging distributors in interviews
- Interviewing customers down the value chain
- How to interview remotely with web-conferences
- How to interview at trade shows & other venues
- Interviewing in different global cultures & languages
- How to listen well during customer interviews
- How to probe during customer interviews
- How to gather economic data during interviews
- How to create & use Current State questions
- How to identify Must Haves (MH)
- How to select Top Picks (TP)
- How to use Trigger Maps
- How to form Outcome Statements
Preference Interviews (Step 3)
Rest of Blueprinting (Steps 4-7)
2. Interview benefits for the distributor
Here's why your distributor should want to learn these interviewing methods.
So why would a distributor be interested in conducting Discovery interviews with his suppliers? The typical distributor has one way of building its business today: selling harder. But the distributor is already selling as hard as it can, right? They’ve probably already done whatever can be reasonably done to sell more.
So imagine this: The distributor becomes highly skilled at 1) understanding customer needs in Discovery interviews, and 2) communicating these needs in an intelligent fashion back to his suppliers. Do these suppliers notice? You bet! Their other distributors—and even their own sales force—are spending all their time “selling what they already have.”
And now they see a distributor doing an amazing job of relaying end-market needs back to them. In fact, this distributor is providing them with better market insight than their own direct sales force. Maybe they’d better give the distributor more business to manage! So which is the easier path for the distributor to grow his business? Selling harder with existing products? Or attracting more business from impressed and eager suppliers?
This could be a good conversation to have with your distributor. Don’t be surprised if some don’t “get it.” They may be so ingrained into the selling mode—not learning mode—that they fail to see the opportunity. Regardless, it’s good to have the conversation… which may help you decide which distributors to partner with in the future.
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