• 1. Welcome to Target Account Selling® *
    • 2. Program ObjectivesDeveloping and testing a comprehensive plan for your sales opportunityEnabling you to communicate more effectively with your teamShifting your sales focus from tactical to strategicHelp you win by...Focusing on the right issues with the right people at the right timeTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 3. Program MapOpportunity AssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgram ModulesAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn Ideas Into ActionsTest and Improve the PlanImplement the ProcessTarget Account Selling Process1234567TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 4. Sales Return on InvestmentLevel 1Level 2Level 3ProductivityTimeEntryTacticalStrategicCompetitiveTime and $TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 5. VersatilityLevel 1Level 2Level 3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOperationsProcessBusinessServicesCostManagementOutcomePoliticalSolutionValueExecutiveTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 6. DevelopmentStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePremature or ExcessiveInconsistentLevel 1Level 2Level 3PreferredResponsiveAgileTimely & JudiciousConsistently AchievesDominantProactiveAstuteHigh ROIReliably ExceedsTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 7. Not in ControlSalesPersonalControl is providing business value for the customer while forcing the competition to operate in react mode.It is difficult to control external events unless you are in control.Unreturned phone calls No access to information Criteria slanted Criteria constantly changes Delays Budget goes away Questioning by customers probing your weaknessesPlayers change Meetings cancelled Meetings delegated Preoccupied with price No inside support Not knowing you’re winningAlways 5 minutes late Too many hours Too much telephone time Continual crisis Not having funTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 8. Purpose Provide you with a structured, repeatable methodology for analyzing a sales opportunity Benefits Qualify opportunities faster and more effectively by analyzing them from the most critical customer, business and competitive perspectives Invest time, energy and resources on the opportunities you are most likely to win Communicate the key issues more effectively using a common language Output Comprehensive assessment of your current sales opportunityOpportunity AssessmentAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn Ideas Into ActionsTest and Improve the PlanImplement the Process1234567Page 2.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 9. Introduction+ABC–Page 2.*Current: good win ratePotentialZ = 1Z = 0 A – C Compromised X & Y Lost Z = -1XYZTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 10. Four Key Questions - The 4 Principles of SellingIs there an opportunity? Can we compete? Can we win? Is it worth winning?Page 2.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 11. Is There An Opportunity?Page 2.*#1 Customer’s Application or ProjectWhat are the customer’s requirements? What are the customer’s key issues and objectives for the project? Who initiated the project? Who’ll be working on the project? How does this project fit into the customer’s business strategy?#2 Customer’s Business Profile#3 Customer’s Financial Condition#4 Access to FundsWhat are the customer’s products and services? What are their key markets? Who are their key customers and competitors? What is driving the customer’s business internally and externally?What are their revenue and profit trends? How do their financials compare to similar companies? What is their financial outlook? What are the customer’s key performance metrics?What is the budget for this project? What is the customer’s budgeting process? What is the priority of this project compared to others? What are the customer’s alternative uses of capital?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 12. #5 – Compelling EventWhy does the customer have to act? What is the deadline for the customer to make a decision? What are the consequences if this project is delayed? What is the payback for the customer if the project is completed on time? What will be the measurable impact on the customer’s business?Business InitiativesBusiness DriversBusiness ProfilePage 2.*Compelling EventConsequencesPaybackProblemsOpportunitiesTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 13. Can We Compete?#6 Formal Decision Criteria#7 Solution Fit#8 Sales Resource Requirements#9 Current RelationshipWhat are the customer’s decision criteria? What is the formal decision process? Which decision criteria are most important? Why? Who formulated the decision criteria?Page 2.*How well does our solution solve the customer’s problem? What does the customer think? What modifications or enhancements will be required? What external resources do we need to meet the customer’s requirements?How much time will the sales team need to invest on this opportunity? What additional internal or external resources will you need to win this opportunity? What is the projected cost of sales? What is the opportunity cost?What is the status of your relationship with the customer? What is the status of each competitor’s relationship with the customer? Whose relationship provides competitive advantage for this opportunity? How do you and each of your competitors compare to the customer’s view of the ideal relationship?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 14. #10 – Unique Business ValueWhat is the specific or measurable business result that we will deliver? How does the customer define value? How will they measure it? How have we quantified this value in the customer’s terms? Has the customer confirmed their understanding of the value we will deliver? How does this value differentiate us from our competitors?Business ProfileBusiness DriversBusiness InitiativesCapabilities SolutionDifferen- tiationPage 2.*Compelling EventsUnique Business ValueTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 15. Answer the questions . . . What’s the issue? How is it affecting the customer? What are the consequences or payback? How can you help?Developing Your Value PropositionPage 1.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 16. IncreaseCosts/ConsequencesValue = Benefits - Costs/Risks/ConsequencesPage 3.9Revenue Market share Customer satisfaction Inventory turns Load factor Shareholder value Customer baseOrder fulfillment time Expenses Rejects/returns Waste Administrative costs Number of days supply (of inventory) Time to close an order Cycle timeDecreaseEvaluation process Purchase price Order processing Expediting costs Correcting mistakesAcquisition CostsSet-up and installation Taxes and insurance Administrative costs Finance chargesPossession CostsTraining Support Maintenance Depreciation Disposal Interface to other systemsUsage CostsAffect existing businesses Awaken their competition Modifications to existing processesOpportunity Costs (Risks & Consequences)TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 17. Value Proposition TemplatesYou will be able to ______________ resulting in _____________________ by implementing our _____________________. We delivered similar results at ____________________ which resulted in __________________. By changing from _________________ to ___________________, you will affect __________ which means ____________________. We will track the value delivered by _______________ and report it back to you _________. We can help you address __________________________ by installing _________________ which will result in ____________________________. We will ensure your return on investment by ________________________.business initiativespecific or measurable outcomesolutionsimilar situation or customerpast value deliveredcurrent situationour solutionbusiness driverspecific or measurable outcomevalue tracking systemfrequency/timecompelling eventsolutionspecific or measurable outcomeshared risk/reward strategyPage 1.10TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 18. Sample Value PropositionsYou will be able to reduce the number of repeat customer service calls by 15% resulting in an estimated monthly savings of $3.4M by implementing our Siebel Call Center Application. We delivered similar results at United Telecom, which achieved a 25% improvement in first contact call resolution. By changing from a patchwork of home grown solutions to Siebel’s eBusiness suite, you will reduce your total cost of ownership by $100M, which represents a 40% increase in Earnings Per Share. We will establish a metrics score card to assist you in evaluating program performance and report it back to you at six month intervals.(business initiative)(measurable outcome)(solution)(similar customer)(measurable results)(current situation)(solution)(measurable outcome)(measurable outcome)(value tracking system)(frequency / time)Page 3.13aTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 19. Can We Win?#11 Inside Support#12 Executive Credibility#13 Cultural Compatibility#14 Informal Decision Criteria#15 Political AlignmentWho in the customer’s organization wants us to win? What have they done to indicate their support? Are they willing and able to act on your behalf? Do they have credibility within their own organization?Page 2.8Which executive(s) will affect or be affected by this decision? How have you established trust and credibility with them? How will you gain access to those executives? What is your plan to gain return access to them?What is the customer’s culture? How does this compare with our company? What is the customer’s philosophy towards vendors and suppliers? Can we adjust or adapt? Do we want to?How will the decision really be made? What intangible, subjective factors could affect this decision? What are the unstated issues? Whose private opinions do we know? Which ones count?Who are the most powerful people involved in this decision? Do they want us to win? Why? Are they able to influence or change the decision criteria? Can they create a sense of urgency? How have they demonstrated this in the past?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 20. Is It Worth Winning?#16 Short-Term Revenue#17 Future Revenue#18 Profitability#19 Degree of Risk#20 Strategic ValueWhat is the order amount? Does it exceed our threshold? > $ ________ When will it close? Is it within our time frame? < ________ daysWhat is the potential for future business within the next year? Within the next three years? Does it exceed our thresholds? How is this project or application linked to future revenue? How will you ensure customer promises become commitments?What is the projected profit on this sales opportunity? Does it exceed our profit threshold? What impact will discounts have on profitability? How can we improve the profitability on this opportunity?How could we cause our solution to fail? What are the critical dependencies in delivering value to the customer? How could the customer cause our solution to fail? What is the impact on our business if the solution fails?What is the value of this opportunity to us beyond the revenue? How does this opportunity fit in our business plan? How can we leverage this opportunity into revenue from other companies or markets? How will this opportunity help us improve our product or service?Page 2.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 21. Opportunity AssessmentCriteriaAssessmentCUSTOMER’S APPLICATION OR PROJECT 1UNDEFINEDDEFINEDCUSTOMER’S BUSINESS PROFILE2WEAKSTRONGCUSTOMER’S FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+–+–+–+–+–Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW–+–+–+–+–Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISION CRITERIA14UNDEFINEDDEFINED–+–+–+–+–Can We Win?STRONG+CriteriaAssessmentFORMAL DECISION CRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+–+–++–+–Can We Compete?SALES RESOURCE REQUIREMENTS8HIGH–TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 22. Individual Exercise: Current OpportunityStep 1Use your current sales opportunity and complete the Opportunity Assessment on page 2.11 Identify your primary competitorStep 2Rate your position against each criterion: (+) if it is accurate, known and favorable (–) if it is unfavorable (?) if it is unknownStep 3In the shaded column, rate your competitor’s position7/12/XXDATECOMPETITORSOUR CO.-+-?+X-Sys++--?FINISH BY:Page 2.10aTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 23. Opportunity AssessmentCriteriaAssessmentCUSTOMER’S APPLICATION OR PROJECT 1UNDEFINEDDEFINEDCUSTOMER’S BUSINESS PROFILE2WEAKSTRONGCUSTOMER’S FINANCIAL CONDITION3WEAKSTRONGCOMPELLING EVENT 5UNDEFINEDDEFINEDACCESS TO FUNDS4NOYES+–+–+–+–+–Is There An Opportunity?HIGH+CriteriaAssessmentSHORT-TERM REVENUE16LOWFUTURE REVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGIC VALUE 20NOYESDEGREE OF RISK19HIGHLOW–+–+–+–+–Is It Worth Winning?Page 2.10CriteriaAssessmentINSIDE SUPPORT 11WEAKEXECUTIVE CREDIBILITY12WEAKSTRONGCULTURAL COMPATIBILITY13POORGOODPOLITICAL ALIGNMENT 15WEAKSTRONGINFORMAL DECISION CRITERIA14UNDEFINEDDEFINED–+–+–+–+–Can We Win?STRONG+CriteriaAssessmentFORMAL DECISION CRITERIA 6UNDEFINEDDEFINEDSOLUTION FIT7POORGOODLOWUNIQUE BUSINESS VALUE10WEAKSTRONGCURRENT RELATIONSHIP9WEAKSTRONG+–+–++–+–Can We Compete?SALES RESOURCE REQUIREMENTS8HIGH–TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 24. Business Partners Providing you with access to new markets or customers Leveraging existing relationships with key players in your customer’s organization Providing new levels of expertise in specific industry segments Expanding your ability to deliver a “whole product” or complete solution Reducing the risks associated with the implementation of complex solutions Business Partners can help you advance your sales campaign by…Page 1.20TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 25. The Partner’s Role in Your Value ChainSolutionsMarketingSales Implementa-tionPost-Sales Service and SupportSolutionsMarketingSalesImplementationPost-SalesWhat solutions are available from your business partner that could enhance your ability to compete? What competitors does this partner work with?What market share objectives does your partner have for this market or industry segment? What specific resources have they dedicated to this market segment?How effective is the business partner’s salesperson or sales team associated with your joint business? Has the partner assigned the appropriate resources? Is there an agreed-to engagement process?How are your partner’s implementation services structured? What specific implementation services can be applied to your joint business?What services are available to support the implementation on a long-term basis? How do your company’s offerings complement those of your business partners?Page 1.21TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 26. Partner Assessment WorksheetIs there an opportunity? (#1-5)Understanding the customer’s application or project Providing a perspective on the customer’s financial condition Understanding the customer’s budgeting process Creating or uncovering a compelling eventCan we compete? (#6-10)Can we win? (#11-15)Is it worth winning? (#16-20)Knowledge of the customer’s formal decision criteria Providing solutions that lead to whole products or complete solutions Unique sales resources Existing relationships with key players Unique business value beyond yoursAccess and credibility at the executive level Understanding of the customer’s culture Knowledge of the customer’s informal decision process Access to the most influential people in the customer’s organizationUnderstanding the linkage of the project to future revenue Reducing the risks associated with the project’s implementation Developing a solution that provides significant strategic valueExamplesYour OpportunityHow can your business partner help you with…Page 1.22TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 27. Team Activity: Analyze Your Business PartnersStep 1Review the examples shown next to each of the four key questions Step 2Identify the specific areas where your business partner can help advance your team opportunity Cite the specific criteria (e.g., #5, #10, etc.)Step 3Be prepared to discussFINISH BY:Integrate business partners into the Opportunity Assessment process. Use the worksheet on the previous page.Page 1.23PurposeTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 28. Purpose Provide you with a framework for developing a winning strategy Benefits Align your sales objectives with the customer's business objectives so you can communicate your unique business value Select a competitive sales strategy that enables you to close the sales opportunity Output Analysis of your position for this opportunity Competitive strategy to win your sales opportunityStrategyAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn Ideas Into ActionsTest and Improve the PlanImplement the Process1234567Page 3.*TAS.STD.OTE.070.03.120597.060100.ppt
    • 29. TAS Planning Methodology Page 2.*Describes the general approach The route to the objectiveConnected to the strategy Individual, style-dependent Flexible, dynamicTied to the actions Identifies the specific people, programs and money requiredLong-range Visionary Defines our relationshipSpecific (products/services) Measurable (order amount) Time-bound (close date) Ensures that your plan is realistic Should support your customer’s business plan oaltrategyctionsSAesourcesRbjectiveOestTGWhere are we going?How will we achieve the objective?What specific actions will we implement?What resources are required?What specific actions will we implement? Does our plan create value for the customer?(#4)What must we accomplish?(#7)(#5)TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 30. GoalObjectiveStrategyCustomerSales TeamBecome the industry leader in customer service Improve initial call response to average of less than 2 minutes Improve problem resolution to less than 4 hours Decrease customer defection rate to 1.5% Achieve a payback within 18 months on our investment of $5M in new technologyInstall an integrated customer management system that functions the same throughout the world by October 15Become National Manufacturing’s trusted adviser on the application of technology to customer serviceSecure a $3M commitment for a customer service solution that includes: X-100 System ($500K) Custom software ($1.2M) Project management services ($1.3M) no later than March 31Shift the decision criteria from product technology to application expertise and worldwide supportExamplePage 3.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 31. The Art of War – Sun TzuKnow yourself, know your enemy, and you need not fear one hundred battles. Know only yourself and not your enemy, and for every victory gained you shall sustain defeat. Know neither yourself nor your enemy, and you shall succumb in every battle. Your strength will eventually become your weakness. The key to victory is not in defeating the enemy, but in defeating the enemy’s strategy; therein lies their vulnerability.Origin of StrategyPage 3.5TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 32. DevelopFlankingDefendFragmentFrontalCompetitive StrategiesPage 3.6No Compelling Event OR No UBVCompelling Event exists/or you can create one AND You have UBVPositionAttackTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 33. Frontal StrategyDefinitionA frontal strategy is a direct approach based on the customer’s perception of your overwhelming superiority in solution, price or reputation.Guidelines/CaveatsVariationsPage 3.73:1 advantage Requires size, speed or surprise Resource intensive (#8) Blatant/obvious Most often used and easily defeated strategyFeatures/price/performance Proprietary technology Whole productRelationship/Experience Prestige Comfort/SecuritySolutionReputationTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 34. Alter the RulesFlanking StrategyDefinitionA flanking strategy shifts the focus of the customer’s buying criteria to new or different issues that favor your solution.Guidelines/CaveatsVariationsPage 3.8Don’t play by their rules Must have executive support Make your move last Don’t open the “playing field”A  B Change or re-prioritize the criteria Move the goal postA  A+1 Expand the scope of the decision Add new criteria(#6 and #14)(#6 and #14)Acknowledge and ExpandAlter the RulesTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 35. Fragment StrategyDefinitionA fragment strategy divides the opportunity into smaller pieces and focuses the customer on a subset of the issues that you can address.Guidelines/CaveatsVariationsPage 3.9Must have UBV only you can deliver (#10) Requires inside support (#11) Pick the correct base for the future (#17) Monitor the cost of sales (#18)Department/Location/Function Foot in the door BeachheadCompatibility with current environment Extend capacity Enhance customer’s investment (1+1=3)NichePeaceful CoexistenceTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 36. Defend StrategyDefinitionA defend strategy protects your position from the inevitable assault from your competitors.Guidelines/CaveatsVariationsPage 3.10Expand your relationships to a higher level (#12) Support your allies (#11) Articulate your credibility (#12) and business value (#10) Beware of self-isolation Keep your eye on your competitorsInsulateIsolateImprove your relationships (#9) Support your allies (#11) Extend your presenceContain the competition Create tangents/diversions Dilute the competitor’s effortsTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 37. Develop StrategyDefinitionA develop strategy establishes a position for a possible future engagement.Guidelines/CaveatsVariationsPage 3.11No compelling event (#5), OR Not in a position to compete Establish presence for the future Continue to collect profile data (1-20) Focus on executive credibility (#12) Qualify your ROI (#18)No compelling event (#5) Establish a presence, listen and wait Investment marketingNot in a position to compete (#7) Attractive future alternative (#10) Requires inside support (#11)InvestDelayTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 38. Once you have initiated your strategy, it should remain fixed, unless there is a major shift in the profile information.You should have a single strategy for a single opportunity.StrategyOpportunityStrategyStrategyStrategyOpportunity AOpportunity BOpportunity CIf there are multiple opportunities within the same account, you can have multiple strategies.Strategy GuidelinesPage 3.12FrontalDevelopFlankingTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 39. SummaryStartDo you have a 3:1 advantage?Can you change or expand the buying criteria?Can you find a profitable subset of the opportunity that you can win?Do you have a position in the account that you must protect?Is there future revenue (#17) or strategic value (#20)?DisengageNNNYYYYYYNNFrontalSolution ReputationFlankingA B A  A+1FragmentNiche CoexistenceDefendInsulate IsolateDevelopInvest DelayIs there a compelling event (#5) or can you create one?Can you compete? (#6-#10)YNPage 3.13TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 40. Purpose Provide you with a framework for analyzing the customer’s organization Benefits Shorten your sales cycle by spending time with the right people discussing the right issues Understand the customer’s politics so that you avoid surprises in the sales campaign Broaden your view of the customer’s organization so that you can expand your presence Output Organization map of the customer’s formal and informal organizationPoliticsAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn Ideas Into ActionsTest and Improve the PlanImplement the Process1234567Page 4.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 41. PrinciplesIntroductionOrganizational StructureformalYou can deny the legitimacy of politics, but you cannot deny its existence. No one is saying that you have to play the game, but a game is being played whether you like it or not.Political Structurede jure/ex officioapparentnecessaryPage 4.*informalde factosubtlerealityTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 42. Mapping the OrganizationSenior VPDirector of Sales and MarketingDirector of Information ServicesR&D ManagerMfg. ManagerSystems ManagerOperations ManagerSales ManagerProduct Marketing ManagerPage 4.*Step #1 – Micro View Formal StructureBuying Role Adaptability to Change Your Coverage Your StatusSenior VPDirector of EngineeringDirector of EngineeringR&D ManagerMfg. ManagerSystems ManagerProduct Marketing ManagerTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 43. Formal Roles in the Buying ProcessUserEvaluatorDecision-MakerApproverUEDAPage 4.*SponsorSTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 44. Senior VP Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager Mapping Buying RolesADEE UE UEUUserEEvaluatorDDecision-MakerAApproverPage 4.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 45. Adaptability to Change*InnovatorsVisionariesPragmatistsConservativesLaggards*Originally developed by Everett Rogers, University of Iowa and recently updated by Geoffrey Moore, Inside the Tornado. The “Technology Adoption Life Cycle” model is used with Mr. Moore’s permission.Page 4.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 46. What They BuyWhat You Should SellAdaptability to ChangeWhat They WantTrials TestsIndustry standards at low price with no riskState of the artRevolution RecognitionEnhancement or extension of existing systemsInvestment protectionInnovatorsVisionariesPragmatistsConservativesLaggardsCustomized solutionTotal solutionsStatus quoNot to be left behindEvolution Solve problemsProduct excellence InnovationFuture Competitive advantageReturn on investment GuaranteesProven expertise in solving similar problemsPage 4.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 47. Mapping Adaptability to ChangeSenior VP Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager APVDCEIE UVE UCELCConservativePPragmatistVVisionaryIInnovatorLLaggard Page 4.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 48. CoverageNo ContactBrief ContactMultiple ContactsIn-DepthPage 4.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 49. Mapping CoverageSenior VP Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager APVDCEIE UVE UCELPage 4.*In-DepthMultiple ContactsBrief ContactNo ContactTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 50. Your Status Enemy Non-supporter Neutral Supporter MentorX–=+Page 4.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 51. Mapping Your Status in the Sales CampaignInfluenceRankFunctionSenior VP Director of Sales and MarketingDirector of Engineering Director of Information ServicesAP=V=D–NonSppuorter–Neutral=+MentorEnemyXSupporterSales Manager Product Marketing Manager EI+R&D Manager Mfg. Manager E UV=E UCXSystems Manager Operations Manager EL=CPage 4.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 52. Influence54321Rank12345Rank vs. InfluencePage 4.*(Formal)AgileAstuteControl OutcomesAwareWonderMake things happenWatch(Informal)Political StructureInner CircleTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 53. Mapping the Political StructurePage 4.15Consultants Colleagues SalespeopleSenior VP Director of Sales and MarketingDirector of Engineering Director of Information ServicesR&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager AP=V=DC–EI+E UV=E UCXEL=TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 54. Influence Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager V=DC–EI+E UV=E UCXEL=Senior VP AP=Consultants Colleagues SalespeopleInfluence, as opposed to rank or authority, flows in non-traditional directions (from subordinate to superior or across departmental boundaries).AuthorityInfluencePage 4.16TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 55. Purpose Identify how influence works in an organization Identify the key characteristics of influence that differentiate those in the Inner Circle from those in the Political Structure Construct relationship strategies to align with the most powerful people in the customer organization Benefits Shorten your sales cycle by spending time with the right people discussing the right issues Enhance the quality of key relationships so that you can win the sales opportunity Output Relationship strategies for key people in the customer organization who can influence the buying decisionAlignmentAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn Ideas Into ActionsTest and Improve the PlanImplement the Process1234567Page 5.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 56. Indicators of InfluenceIndividualOrganizationalPage 5.*Hirings Promotions Transfers Firings Special Assignments internal externalMergers & Acquisitions Dispositions Reorganizations Downsizing / Rightsizing Budgets size/priority expand/protectTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 57. Identifying Influence5 CsBusiness Value (innovation, agreed goal, balance of returns)Track Record (referent)Philosophy and Policy (beliefs, behaviour, assumption)Partisans and Allies (like/trust shared information)Page 5.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 58. Business ValueBusiness ValueCharacteristicsInner CirclePolitical StructureWho defines and creates it? Who delivers it?Page 5.*Define goals, objectives and strategies Initiate/sponsor new projects Control outcomesExecute objectives and strategies “Make it happen” Implement new projectsTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 59. Track RecordWho has been successful in the past? Who gets the new key assignments?Business ValueTrack RecordCharacteristicsInner CirclePolitical StructurePage 5.*Recognized as consistently successful in the past Sought out by others for adviceRecent successful performance Receive new, highly visible projects to manageTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 60. Partisans and AlliesWho is connected to whom? Who do they go to for advice?Business ValueTrack RecordPartisans and AlliesCharacteristicsInner CirclePolitical StructurePage 5.*Center of the informal communications network Surround themselves with people they trust Able to reach down into the organization for advice“End Nodes” of the informal communications network Collect and provide information to inner CircleTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 61. Philosophy and PolicyWho establishes it? Who can change it?Business ValueTrack RecordPartisans and AlliesPhilosophy and PolicyCharacteristicsInner CirclePolitical StructurePage 5.*Define the organization’s culture, values and policies Able to change or circumvent established policies and proceduresUnderstand and assimilate into the organization’s culture View policies and procedures more like rulesTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 62. Relationship Strategies Enemy Non-supporter Neutral Supporter MentorX–=+Page 5.8 NeutralizeMotivateLeverageDefensiveOffensiveTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 63. LeverageCapitalize on supporter and mentor relationships to establish credibility with others and gain competitive advantageProcessCaveatsDefinitionValidate position Confirm your value Ask for helpDon’t make it difficult Don’t compromise the customer Don’t forget quid pro quoPage 5.9TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 64. MotivateBuild support for your position by building credibility and trustProcessCaveatsDefinitionUnderstand Connect Demonstrate ReinforceDon’t let emotions interfere Lack of preparationPage 5.10TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 65. Building CredibilityHighHighLowTrust (Intent/ Personal Agenda)Capability (Can-do/Business Agenda)Page 4.12 Sell Stuff Talk Techno babble Take Briefcase for RideTrusted Advisor Friends Therapists Tech Expert Extra Pair of HandsWork interdependently and in collaboration with the customer to become…TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 66. Building Your Personal CredibilityBusiness ValueTrack RecordPeople in the Inner Circle consistently create or add business value. People in the Inner Circle always know how they are being measured and held accountable.The best indicator of future performance is past performance. People in the Inner Circle are consistently successful.Page 4.14Focus on business acumen, not technology Define value, using the customer’s metrics Demonstrate accountabilityDemonstrate past success through experience and results Reveal recognition for your accomplishmentsTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 67. Building Your Personal CredibilityPartisans and AlliesPhilosophy and PolicyPeople in the Inner Circle surround themselves with people they trust. People in the Inner Circle understand their limitations and seek a counterbalance.The company’s philosophy is a direct reflection of the philosophy of the Inner Circle. People in the Inner Circle can interpret company policies as guidelines or rules.Page 4.15Establish credibility with their team Demonstrate ways for team to leverage your networkAscertain level of cultural fit Adhere or adapt to the customer’s cultureTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 68. Executing Relationship StrategiesBusiness Agenda/CapabilitiesPersonal Agenda/MaslowPage 5.12Measured? Rewarded? Alignment with business objectivesPromotion Recognition Money Personal growth Legacy Team contribution Any Negative Personal Agenda?TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 69. Purpose Identify the specific tactics you will need to implement to win this opportunity Identify the resources required to support each tactic Benefits Shorten your sales cycle by identifying the tactics required to advance your sales campaign Align the resources required and the responsibility associated with the implementation of each specific tactic Output Consolidated set of tactics that focus on winning the sales opportunityPlanningAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn Ideas Into ActionsTest and Improve the PlanImplement the Process1234567Page 6.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 70. Value of Not Planning“The nicest thing about not planning is that failure comes as a complete surprise and is not preceded by a period of worry and depression.” John Preston Boston CollegePage 6.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 71. Value of Not Planning“Failure to plan is planning to fail and either way you are planning.” Dell Computers Xia Men HeadquarterPage 6.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 72. TAS Planning Methodology Page 2.*Describes the general approach The route to the objectiveConnected to the strategy Individual, style-dependent Flexible, dynamicTied to the actions Identifies the specific people, programs and money requiredLong-range Visionary Defines our relationshipSpecific (products/services) Measurable (order amount) Time-bound (close date) Ensures that your plan is realistic Should support your customer’s business plan oaltrategyctionsSAesourcesRbjectiveOestTGWhere are we going?How will we achieve the objective?What specific actions will we implement?What resources are required?What specific actions will we implement? Does our plan create value for the customer?(#4)What must we accomplish?(#7)(#5)TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 73. Building an Opportunity PlanPage 6.*QualityTimePQCSTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 74. Buyer/Seller Activities (Example)DevelopSolutionQualifyProofCloseBusiness PurposeMilestoneProbability/DaysIdentify and initially qualify a potential opportunityDevelop criteria & gain political alignmentScope solution to fit or exceed customer’s requirementsDemonstrate capability to deliver customer requirementsFinalize agreement & confirm deployment planOpportunity confirmed & sized Your & Partner Sales Team assembled Competitive Advantage identifiedDevelop a Winning Sales Strategy Gain Executive Credibility & Position for Political AlignmentDifferentiated Solution created Initial Solution Communicated Gain Initial Approval from Decision MakerDetermine Proof of concept Required by all Approvers Gain Acceptance by all Approvers Ensure all Formal Approvals are Completed Ensure Customer, you, & Partners are Ready to Deploy Receive Written Contracts20%/15+1540%/3060%/4580%/45100%/30Change in strategy/ objectives Burning Issue identified Initial Customer Contacts named Key Sponsor namedInitial capabilities embraced by key sponsor Investment process confirmed Buying Process established Burning Issue confirmedCapabilities embraced by decision maker Customer confirms requirements Customer asks for & defines “proof” Customer begins legal processCustomer requirements met Verbal approval received from decision maker Formal approval process beginsSigned agreement Deployment assurance Key sponsor blocks competitors last minute attempt to flank/FUD WonSolution ValidatedSolution ProposedKey Sponsorship VerifiedOpportunity QualifiedSales ActivitiesBuyer ActivitiesTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 75. What is the last TAS sales step that has been completed successfully Can you show me the TAS verifiable outcomes in that step What activity within the current TAS sales activities are you working on Can you show me your preparation of your sales activities Use of TAS Checklist in Opportunity DebriefingPage 2.3.*Only 4 questions to ask in Opportunity Debriefing….TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 76. Who will execute the tactic?Randy and NicoleWhat resources will we need? (time, people, money or material)Cost benefit analysis $600 in travel expensesGuidelines: TacticsObjectiveProfileComponentsExampleStrategyTacticsWhat need to be accomplished?Meet with John to discuss finance issues and obtain his endorsement before the upcoming presentation with senior management.When will it happen?October 16 at 8:00amPage 6.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 77. Developing Comprehensive Tacticsrove your value etrieve missing information nsulate against competition inimize your weaknesses mphasize your strengthsPRIMEPage 6.*TAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 78. Moving from Ideas to Actions123456Consolidate ideas Group logically connected items Eliminate redundanciesTest your tactics Determine resource requirements Make certain each tactic complements your strategy Sequence the tactics for efficient resource utilizationCreate accountability Assign responsibility Identify completion datesExecute your tacticsCommunicate results to the sales teamPage 6.*Brainstorm ideas with the sales team Determine what’s missingTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 79. Testing and Improving the PlanPage 5.*Anticipate ChallengesPrepare Challenges and RecommendationsPresent the PlanClarify the PlanListen & Take NotesAsk QuestionsAnswer ChallengesImprove PlanPresentersReviewersSteps12345Test the PlanImprove the PlanPresent ChallengesPresent RecommendationsUnderstand the PlanTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *
    • 80. Weeks 9-12 1. Conduct ASRW/CSRW planning sessions. Continue to use CES coaching technique where appropriate. 2. OJIAB to recommend ORW/JERW planning session 3. At every review, continue to follow up on any key opportunity corrective actions using CES coaching technique. 4. Attend CEES workshop Week 13 5. Conduct CEJE planning session 6. Based on pipeline assessment and opportunity reviews, provide sales unit assessment to DM / GM including action plans.Week 5 1. Confirm 50% of all opportunities in CES have been analyzed and updated by sales reps. 2. Perform opportunity debriefs with each sales rep on key opportunities. Continue to validate / reset sales step in CES: -Check for outcome / evidence: - Planning aids - Customer Communications 3. Attend CEAP/CECP workshop Weeks 6-8 4. Remind sales reps that 100% of opportunities must be reviewed and updated in CES by day 60. 5. At every review, continue to follow up on any key opportunity corrective actions using CES coaching technique. 6. Attend CESM workshopWeek 1 1. Conduct Sales Unit meeting to present CES Update 2. Attend CES Workshop Week 2 2. Perform 2 opportunity debriefs with each sales rep: Validate / reset sales step in CES. - Check for outcome / evidence: - Planning aids - Customer Communications 3. Remind sales reps that all new opportunities are entered in CES and graded to CES standard. 50% of existing opportunities should be reviewed and updated by day 30. 4. Establish any corrective actions using CES coaching technique. Review at next meeting. Weeks 3-4 5. Follow up on all action plans 6. Follow up to see if all reps have updated at least 50% of their opportunities correctly.61 - 90 Days31 - 60 DaysFirst 30 DaysExampleTAS.STD.OTE.070.01.120597.060100.pptSiebel Systems, Inc. All rights reserved. *