Test post

This is a test of the AgileRFP categor

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Every B2B sales person should have his own website

This is a bit off topic, but very applicable to my audience. I have learned a lot in this journey with eCommerceandB2B.com. I have learned the power of creating a personal brand that transcends my organization. I have learned that my personal brand helps my organization tremendously. In fact, by establishing my own brand (and my own website) I:

• am paid to speak at Associations my company would never have the opportunity to attend or even sponsor
• had the best keynote of my life at the B2B Online Summit
• create my own point of view on relevant topics which directly helps me in customer meetings
• developed a social following on LinkedIN and Twitter with more reach than my organization at times
• have met some incredible people and authors like Ted Coine and John Rossman
• have been introduced to incredible content from marketers like Jon Loomer, Michael Hyatt, and Jeff Walker. (no affiliate links – they are safe)
• have more credibility inside my organization  because of all the above

A side benefit of all of eCommerceandB2B.com is that I have learned a tremendous amount about internet marketing and social media as it applies to B2B sales and marketing.  I recently realized that what I have learned should be learned by everyone that is in sales.  EVERYONE!  I figured out a few hacks that are incredible.  The results have been mind blowing.

The basic tenets of the hack are the basics of internet marketing.

1. Create something of value
2. Give that thing of value away in exchange for an email address
3. Drive traffic to that thing of value

Every single sales person in the world needs to be doing some form of internet marketing.  If you are running your territory like your own business, then marketing has to be a significant part of your business plan.

Here is a crazy surprise.  I found a way to penetrate those named accounts that you have on your list.  There is a crazy hack that works so incredibly well.  I love how it works so well that I created an eBook walking salespeople step by step through the process.  I call it Crush Your Quota.  There is a lot more to know beyond this eBook that I will continue to share along the way.  So I guess we can call this Part 1.

Listen up sales people.  Get a website today – a single page, a blog, or something that you can test your own internet marketing strategies on.

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Grainger is looking for a Program Manager for eCommerce

Grainger is a fantastic company doing amazing things in eCommerce. You should know them as a leader in B2B eCommerce, truly defining what B2B eCommerce will look like in future. They have an exciting opportunity in their Chicago location for a Program Manager for eCommerce.

Here is what the job description looks like.  Grainger would like our community to know about this position, but I would very much appreciate you telling them that I sent you.  This is a new type of offering on eCommerceandB2B.com, and I would like to continue doing so.

Program Manager for eCommerce

Execute large, cross-functional projects or programs that have significant business impact and may span multiple business units/areas.

Responsibility for directing teams consisting of typically >15 people, diverse backgrounds and skill sets, likely to be geographically dispersed.

Manage dependencies between program’s projects; shepherds team on integration points and upstream/ downstream implications within and across projects and/or business activities.

Mentor business leaders and project leads on technical project leadership skills and best practices and ensures project life cycle frameworks are employed to deliver effectively and efficiently.

• Single accountable party for defining, planning, orchestrating and delivering one or more projects, programs or strategic initiatives. Accountable for one or more initiatives that encompass business, IT and operational deliverables.
• Ensures end results are of the highest caliber with a clearly articulated scope and clarity on the desired qualitative and/or quantifiable business benefit or outcomes.
• Directs large-scale, complex projects often involving multiple internal and external constituents and matrix partners.
• Structures the project/program/initiative in such a way that clear accountabilities are established and ultimately the PM bears accountability for delivery and satisfaction of the key stakeholders.
• Is an effective team builder who promotes team effectiveness by utilizing each person’s unique talent and skills, motivates performance, fosters communication and mitigates problems. In the interest of effective team operations, may recommend and take actions to alter team composition.
• Directly manages the application of a standard project life cycle methodology and ensures plans and actions executed by assembled business and IT teams are coordinated and delivered in accordance with that methodology.
• Rigorously manages scope to ensure commitments are achieved and expected outcomes enabled within agreed upon time, cost and quality parameters. Takes the initiative to make and/or propose adjustments in project/program aspects and makes recommendations to leadership.
• Responsible for the financial planning and management of the project/program/initiative. Validates financial forecasts and provides on-going reconciliation of resources and other related project expenditures.
• Directs the development of deployment strategy and plan that encompasses project communications, training and change management plans and personally assures that appropriate contacts and relationships are developed and maintained.
• Chairs weekly Core Team and monthly Operating Committee meetings to review progress with key constituents as well as provides regular status reporting to all stakeholders.
• Ensures that project milestones are identified and tracked to proactively identify and resolve issues and mitigate risks that may threaten project/program/initiative delivery.
• Ensures that key project/program/initiative deliverables are appropriately managed that support successful project delivery using project management best practices, methods and tools. The resulting evidence of this may include the following artifacts: project charter, integrated project plan, resource plan, risk management/contingency plans as well as a deployment plan that factors adoption to change.
• Represents the initiative in various project governance and inter-departmental forums.

Grainger Program Manager Requirements

• Bachelor Degree and 7+ years relevant work experience in program and project leadership. MBA a plus.
• Able to see big picture yet deal with significant complexities and ambiguities, especially as related to orchestrating changes to multiple business processes and/or supporting platforms/ technology changes for 1+ organizations or the Enterprise .
• Strong analytic and problem-solving skills on complex matters.
• Proven leadership ability that manifests itself in quickly earning sponsorship and key stakeholder trust; mobilizing and motivating teams; setting direction and approach; resolving conflict; delivering tough messages with grace; executing with limited information and ambiguity.
• Demonstrated, applied expertise organizing and delivering complex projects.
• Proven relationship management skills that enable effective navigation in a highly matrixed organization and incorporates and fosters appropriate customer focus.
• Solid negotiation, influencing and conflict resolution skills.
• Sound business, technical and financial acumen.
• Big picture thinker with an entrepreneurial bent who combines those qualities with a proven track record of results orientation.
• Focused and versatile team player who is comfortable under pressure.
• Strong communicator with polished presentation skills. Ability to communicate at all levels with clarity and precision both written and verbally.
• Demonstrated strong sense of urgency with laser-like focus and command of issues and risks. Track record of proactively anticipating problems, avoiding them and/or leading effective barrier removal efforts to maintain team focus on delivery.
• Excellent problem-solving and critical-thinking skills.
• Exemplary core project management knowledge and skills and expertise in the use of various project development life cycle methods and tools, such as Agile/Scrum and Waterfall.
• Accomplished in and fosters the use of Continuous Improvement (CI) methods and tools.

Click here to apply, but don’t forget to tell them I sent you!!!!

IMG

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How to select a new B2B eCommerce Platform? 6 Ways to Plan for Your New Project.

Writing your B2B eCommerce RFP Requirements? 25 Must Have Requirements Categories

Your organization’s e-commerce site is an important part of your growth strategy as a B2B organization.  It never sleeps, it is a self-service engine for your customers, and it creates a revenue stream with margins that surpass that of a physical store.

Many organizations start their e-commerce journey using a custom built or bolt on from their ERP provider.  Over time, many organizations realize that making changes, creating a unique customer experience, or providing new features to their customers is extremely difficult.

So, what do most companies do when create a new e-commerce site?  They do what they do for all new software.  Create an RFP!  However, identifying and writing your B2B eCommerce RFP requirements can be time-consuming to say the least.  To help you, here is a starter list of common RFP requirements categories to include — as well as a free template for creating B2B eCommerce RFPs of your own.

And, don’t forget to download the free B2B e-commerce RFP requirements template and get a head start on your RFP process.

25 Must Have B2B eCommerce RFP Requirements Categories

For a decade, I have helped wholesalers, manufacturers, distributors, and high tech companies build and select B2B eCommerce software.  My advice for putting together a good RFP is…

Do NOT do it!!  Do this instead.

However, I understand that RFPs are a common business practice, so I want to help you get through it as fast as possible.

Supported Business Models

Having multiple business models in the same platform can be important to a B2B business.  Support multiple business models including B2B, B2C, B2B2C in the same instance?

Site Setup

Site setup with multiple storefronts and microsites.  How are new sites setup?  Using technical resources or business tools?

Internationalization and Localization

Multi-site, multi-country, multi-language and multi-currency requirements.

Storefront Merchandising

Merchandising business tools for personalizing the product catalog experience.  Up-sell, cross-sell, automated recommendations.

General  Capabilities

General best practice capabilities that are core to an e-commerce site.  Shopping cart, login, customer dashboards, access to profiles.

Search

Search rules, parametric search, type ahead, filtering, result sets, endless vs. pagination, etc.

Navigation and Categories

Finding products by browsing through product categories, attributes, facets.  Taxonomy considerations.

Product Results and Filtering

Viewing and interacting with search and category product results with faceted navigation.

Product Catalog

Type of products supported, simple, configurable, grouped, custom, bundling, kitting, pass-through from our PIM.  Business tools to update descriptions and attributes of products and pricing.

Quoting and Configuration

Add to quote, quote to order conversion, configure to order, 3rd party integration

Personalization

Segmentation-based selling, industry segmentation and personalization

Product Availability and Fulfillment

Warehouse product availability and methods of delivery to customers

Product Pricing

Customer pricing, discount groups, customer quotes, strikeout pricing

Product Promotions

Cart and product promotions, shipping, $/% off, free gifts, etc. coupons, some promos with coupon, some without

Product Review and Q&A

Product reviews, recommendations & questions / answer

Orders

Order placement, transmission, order management, order status.

Payment

Methods of payment accepted on the site.  Credit card, on account, Purchase Order, billing cards

Customer profile

Customer profile, account settings, approval workflows, custom catalogs, custom pricing, contract terms and conditions, quotes, track orders, track returns, purchase lists.

Customer Service Reps (CSR) user experience

Assisted selling, buyer mirroring, complete order on behalf of customer

Mobile

Adaptive, responsive, SMS, app creation.

Social Commerce

Interacting, sharing, engagement and purchasing via social networks

Search Engine Optimization (SEO)

SEO descriptions, attributes, site maps, feeds, export management, scheduling, delivering

Browsers

Supported Browser types and versions

Enterprise and 3rd party Integrations

ERP, CRM, CMS, DAM, PIM, etc

System Performance

Page performance website and mobile. Time to paint

Compliance

Site compliance requirements.

How is your company approaching the RFP process?  How do you build requirements?   Let us know in the comments below.

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Do these 7 things before you start your B2B E-Commerce project

In honor of eBay turning 20, a brief history of the eCommerce giant.

In honor of eBay’s 20th anniversary, Julian Carroll sent me this infographic that he created.  Full credit to Julian and SnapParcel.com.  B2B continues to grow on the eBay platform, so check it out.

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