- 1. Welcome toTarget Account Selling®
- 2. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptProgram 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 peopleat the right time
- 3. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptProgram MapOpportunity AssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgram ModulesAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the ProcessTarget Account Selling Process1234567
- 4. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptSales Return on InvestmentLevel 1Level 2Level 3ProductivityTimeEntryTacticalStrategicCompetitiveTime and $
- 5. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptVersatilityLevel 1Level 2Level 3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOperationsProcessBusinessServicesCostManagementOutcomePoliticalSolutionValueExecutive
- 6. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptDevelopmentStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePremature or
ExcessiveInconsistentLevel 1Level 2Level 3PreferredResponsiveAgileTimely & JudiciousConsistentlyAchievesDominantProactiveAstuteHigh ROIReliably Exceeds
- 7. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptNot 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 fun
- 8. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptPurpose
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 IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 2.*
- 9. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptIntroduction+ABC–Page 2.*Current: good win ratePotentialZ = 1Z = 0
A – C Compromised
X & Y Lost
Z = -1XYZ
- 10. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptFour Key Questions - The 4 Principles of SellingIs there an opportunity?
Can we compete?
Can we win?
Is it worth winning?Page 2.*
- 11. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptIs 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?
- 12. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt#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.*CompellingEventConsequencesPaybackProblemsOpportunities
- 13. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptCan 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 winthis 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?
- 14. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt#10 – Unique Business ValueWhat is the specific or measurable business result that wewill 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?BusinessProfileBusinessDriversBusinessInitiativesCapabilities SolutionDifferen-tiationPage 2.*CompellingEventsUnique
Business
Value
- 15. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptAnswer 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 1.9
- 16. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptIncreaseCosts/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)
- 17. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptValue 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 1.10
- 18. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptSample 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 3.13a
- 19. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptCan 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?
- 20. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptIs 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 2.9
- 21. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptOpportunity 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–
- 22. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptIndividual 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’sposition7/12/XXDATECOMPETITORSOUR CO.-+-?+X-Sys++--?FINISH BY:Page 2.10a
- 23. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptOpportunity 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–
- 24. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptBusiness 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 1.20
- 25. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptThe 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 1.21
- 26. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptPartner 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 wecompete?
(#6-10)Can we win?
(#11-15)Is it worthwinning?
(#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 1.22
- 27. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptTeam 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 1.23Purpose
- 28. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.03.120597.060100.pptPurpose
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 IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 3.*
- 29. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptTAS 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)
- 30. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptGoalObjectiveStrategyCustomerSales 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.*
- 31. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptThe 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 3.5
- 32. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptDevelopFlankingDefendFragmentFrontalCompetitive StrategiesPage 3.6No Compelling Event
OR
No UBVCompelling Eventexists/or you can create one
AND
You have UBVPositionAttack
- 33. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptFrontal 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/SecuritySolutionReputation
- 34. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptAlter 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 Rules
- 35. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptFragment 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 Coexistence
- 36. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptDefend 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 efforts
- 37. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptDevelop 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)InvestDelay
- 38. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptOnce 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 3.12FrontalDevelopFlanking
- 39. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptSummaryStartDo 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 3.13
- 40. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptPurpose
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 thatyou avoid surprises in the sales campaign
Broaden your view of the customer’s organization so that you can expandyour presence
Output
Organization map of the customer’s formal and informal organizationPoliticsAssess the OpportunitySet the Competitive StrategyIdentify the Key PlayersDefine the Relationship StrategyTurn IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 4.*
- 41. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptPrinciplesIntroductionOrganizational 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 factosubtlereality
- 42. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptMapping 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 Manager
- 43. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptFormal Roles in the Buying ProcessUserEvaluatorDecision-MakerApproverUEDAPage 4.*SponsorS
- 44. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptSenior 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 RolesADEEUEUEUUserEEvaluatorDDecision-MakerAApproverPage 4.*
- 45. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptAdaptability 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.*
- 46. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptWhat 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.*
- 47. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptMapping 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
APVDCEIEUVEUCELCConservativePPragmatistVVisionaryIInnovatorLLaggard Page 4.*
- 48. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptCoverageNo
ContactBrief
ContactMultiple
ContactsIn-DepthPage 4.*
- 49. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptMapping 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
APVDCEIEUVEUCELPage 4.*In-DepthMultiple ContactsBrief ContactNo Contact
- 50. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptYour Status Enemy Non-supporter Neutral Supporter MentorX–=+Page 4.*
- 51. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptMapping 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
EUV=EUCXSystems Manager
Operations Manager
EL=CPage 4.*
- 52. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptInfluence54321Rank12345Rank vs. InfluencePage 4.*(Formal)AgileAstuteControlOutcomesAwareWonderMakethings
happenWatch(Informal)Political StructureInner Circle
- 53. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptMapping 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+EUV=EUCXEL=
- 54. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptInfluence 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+EUV=EUCXEL=Senior VP
AP=ConsultantsColleaguesSalespeopleInfluence, as opposed to rank or authority, flows in non-traditional directions (from subordinate to superior or across departmental boundaries).AuthorityInfluencePage 4.16
- 55. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptPurpose
Identify how influence works in an organization
Identify the key characteristics of influencethat differentiate those in the Inner Circlefrom those in the Political Structure
Construct relationship strategies to alignwith the most powerful people in thecustomer organization
Benefits
Shorten your sales cycle by spending time with the right people discussing the right issues
Enhance the quality of key relationships sothat 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 IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 5.*
- 56. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptIndicators of InfluenceIndividualOrganizationalPage 5.*Hirings
Promotions
Transfers
Firings
Special Assignments
internal
externalMergers & Acquisitions
Dispositions
Reorganizations
Downsizing / Rightsizing
Budgets
size/priority
expand/protect
- 57. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptIdentifying Influence5 CsBusinessValue
(innovation,
agreed goal,
balance of returns)TrackRecord
(referent)Philosophyand Policy
(beliefs,
behaviour,
assumption)Partisansand Allies
(like/trust
shared information)Page 5.*
- 58. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptBusiness ValueBusinessValueCharacteristicsInner 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 projects
- 59. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptTrack RecordWho has been successful in the past?
Who gets the new key assignments?BusinessValueTrack
RecordCharacteristicsInner CirclePolitical StructurePage 5.*Recognized as consistently successfulin the past
Sought out by others for adviceRecent successful performance
Receive new, highly visible projects to manage
- 60. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptPartisans and AlliesWho is connected to whom?
Who do they go to for advice?BusinessValueTrack
RecordPartisans
and AlliesCharacteristicsInner CirclePolitical StructurePage 5.*Center of the informalcommunications network
Surround themselves with peoplethey trust
Able to reach down into the organization for advice“End Nodes” of the informal communications network
Collect and provide information to inner Circle
- 61. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptPhilosophy and PolicyWho establishes it?
Who can change it?BusinessValueTrack
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 morelike rules
- 62. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptRelationship Strategies Enemy Non-supporter Neutral Supporter MentorX–=+Page 5.8 NeutralizeMotivateLeverageDefensiveOffensive
- 63. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptLeverageCapitalize 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 5.9
- 64. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptMotivateBuild support for your position by building credibility and trustProcessCaveatsDefinitionUnderstand
Connect
Demonstrate
ReinforceDon’t let emotions interfere
Lack of preparationPage 5.10
- 65. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptBuilding 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…
- 66. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptBuilding 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 accomplishments
- 67. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptBuilding 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 culture
- 68. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptExecuting Relationship StrategiesBusiness Agenda/CapabilitiesPersonal Agenda/MaslowPage 5.12Measured?
Rewarded?
Alignment with business objectivesPromotion
Recognition
Money
Personal growth
Legacy
Team contribution
Any Negative Personal Agenda?
- 69. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptPurpose
Identify the specific tactics you will need to implement to win this opportunity
Identify the resources required to supporteach tactic
Benefits
Shorten your sales cycle by identifyingthe 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 IdeasInto ActionsTest and Improvethe PlanImplement the Process1234567Page 6.*
- 70. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptValue of Not Planning“The nicest thing about not planningis that failure comes as a complete surprise and is not preceded by a period of worry and depression.”
John PrestonBoston CollegePage 6.*
- 71. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptValue of Not Planning“Failure to plan is planning to fail and either way you are planning.”
Dell ComputersXia Men HeadquarterPage 6.*
- 72. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptTAS 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)
- 73. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptBuilding an Opportunity PlanPage 6.*QualityTimePQCS
- 74. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptBuyer/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 ValidatedSolutionProposedKey Sponsorship
VerifiedOpportunity QualifiedSales ActivitiesBuyer Activities
- 75. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptWhat 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….
- 76. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptWho 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.*
- 77. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptDeveloping Comprehensive Tacticsrove your value
etrieve missing information
nsulate against competition
inimize your weaknesses
mphasize your strengthsPRIMEPage 6.*
- 78. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptMoving 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 missing
- 79. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptTesting and Improving the PlanPage 5.*Anticipate ChallengesPrepareChallenges and RecommendationsPresent the PlanClarify the PlanListen &Take NotesAsk QuestionsAnswer ChallengesImprove PlanPresentersReviewersSteps12345Test
the PlanImprove
the PlanPresent ChallengesPresent RecommendationsUnderstand
the Plan
- 80. ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.pptWeeks 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 DaysExample