commercial and props
Reporting
Why would I need to consider Commercial & Propositions?
- Your change will not be prioritised without sign-off from Commercial and Propositions, either SME, SoHo or both business units
- Commercial and Propositions’ key responsibilities in launches are that targeting is appropriate (Volumes, Values, Commissions etc.) and GTM planning is interlocked (Technical Delivery, Marketing, Launch Collateral)
- Commercial and propositions will enable you to get real customer insight to review / support your idea
- They are responsible for the PandL, therefore any changes must be agreed.
Pre-requisites to Consider Prior to Engagement
- Is my product / proposition technically deliverable / delivered?
- For commercial planning and sign-off, is it affordable / P&L contributing and included in MTP?
- Is my change profitable?
- Does my change target a customer pain point?
- Have I got customer insight to prove change is required? Is it a customer facing change?
- How does my change fit within the current portfolio or other future products / propositions?
- Is it future proof? Does my change build on new stack systems or legacy?
- Do I understand what the change will deliver regarding volume & value metrics?
Stakeholders
- Beth Mitchell (SME Commercial & Propositions Director)
- Tim Russell (Principal, Commercial & Propositions, SME Voice & Collaboration)
- Tim Romback (Principal, Commercial & Propositions, SME Mobility)
- Jonathan Collyear (Principal, Commercial & Propositions, SME Connectivity)
- Johnny Newton (Senior Manager, SME Connectivity Propositions)
- Yasemin Mustafa (Senior Manager, Enterprise Security)
- Andrew Lorimer (Principal, SoHo Propositions)
- Tom Birnie (SoHo Commercial & Propositions Director)
- Nic Derbyshire (Principal, SoHo Mobile Commercial)
- Gemma Lavelle (Principal, SME Segmentation & Base Management)
- Ben Woolf (Principal, SoHo Base Cross Sell & Products)
Who, How and When to Engage Commercial & Propositions
- There is no formal front door for Commercial & Propositions
- Engagement occurs via direct engagement with relevant stakeholders
What will success look like at point of launch / post-launch?
- Initial targets are met, including a timely launch
- The identified problem has been solved
- The process / customer journey /experience is properly in place
- Post-launch volume & value metrics have been met
Related chapters
- AIS / Channel Readiness
- Experience Design
How are the Readiness Team Involved?
- Readiness Managers – Early strategic project scoping, focusing on SX / XD
- Change Board – Manages governance & Impact Assessments
- Channel Deployment – Gathering Subject Matter Experts from channels, forming Readiness tribe
- Channel Improvement – Measuring post-launch success and cataloguing defects