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Dealmaker Suite

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  • Hi, Can anyone suggest any certification program that would cover most of the topics present in the suite..
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  • HI there, thanks for favoriting! Did you have any further questions on Dealmaker? Please let us know if you do - http://www.thetasgroup.com
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  • This is where you tailor and front load the presentation to your understanding of the customer’s Drivers, Initiatives and CSFs
  • This is where you tailor and front load the presentation to your understanding of the customer’s Drivers, Initiatives and CSFs
  • This is where you tailor and front load the presentation to your understanding of the customer’s Drivers, Initiatives and CSFs
  • These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well.
  • These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well.
  • These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well.
  • These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well.
  • These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well.
  • Use this slide if you feel it is important to distinguish between sales process/qualifier assessment/forecast and sales methodology.
  • Use this slide if you feel it is important to distinguish between sales process/qualifier assessment/forecast and sales methodology.
  • Notice how we’re calling this Sales Performance Automation. If they need optimization, then you can sell them the SPO package.
  • These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well.
  • Notice how we’re calling this Sales Performance Automation. If they need optimization, then you can sell them the SPO package.
  • Notice how we’re calling this Sales Performance Automation. If they need optimization, then you can sell them the SPO package.
  • These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well.
  • These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well.
  • These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well.
  • This slide sets the scene for the process-driven approach to learning, rather than the event-classroom-based traditional approach. You can also talk about the on-the-job learning benefits of the virtual approach here, in terms of convenience, how people like to learn and the reinforcement/refreshment aspects.
  • Transcript

    • 1. Dealmaker®TAS Opportunity and Account Management Suite Solution Description Plan, Find, Create, Manage and Win More Sales Opportunities
    • 2. Customer Analysis – Business Drivers/KBRs • First customer business driver or KBR • Second customer business driver or KBR • etc2 © The TAS Group 2011
    • 3. Customer Analysis – Initiatives • First customer initiative • Second customer initiative • etc3 © The TAS Group 2011
    • 4. Customer Analysis – Critical Success Factors • First CSF • Second CSF • etc4 © The TAS Group 2011
    • 5. Dealmaker® TAS Opp and Acc Mgmt Suite Dealmaker® TAS Opportunity and Account Management Suite helps sales professionals maximize the opportunities from key accounts, increase opportunity win rate, get accurate sales forecasts and improve sales performance, through on-demand sales best practice learning and application, resulting insustained, predictable, and profitable revenue growth. The solution incorporates world-leading sales methodologies (TAS®, ESP, PMP),real-time, deal-specific Coaching, step-by-step sales process, on-going insight and analysis throughForecast Analysis and Performance, instant objective deal alerts through Pulse and continuous best practice learning through Virtual Learning.5 © The TAS Group 2011
    • 6. Dealmaker® TAS Opp and Acc Mgmt Suite • Components • World-leading TAS, ESP, PMP sales methodology • Step-by-step sales process • Real-time deal-specific deal coaching • Intelligent social networking with instant objective alerts • Forecast and sales performance insight and analysis • Virtual learning for on-the-job learning • Impact • Maximized opportunities and win rate from key accounts • Accurate sales forecasts • Sustained, predictable, and profitable revenue growth6 © The TAS Group 2011
    • 7. Dealmaker® TAS Opp and Acc Mgmt Suite Coach Me – Real-time, deal-specific coaching TAS Opportunity Management Qualify Opportunity; Competitive Strategy; Political Map Relationship Strategy; Decision Criteria; PRIME Actions TAS Account Management Profile the Account; Segment the Account; Create Potential Opportunities; Select Strategy; Execute the Plan Sales Process Automation Step-by-step sales best practices sales process, tailored for your business, mapped to your customers‟ buying process. Sales Forecasting Accurate forecasts you can bet your business on. Calculated close dates and close probability removes subjectivity. Full roll-up. Performance Coach Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck; Sales Velocity; Deep insight for analysis and early coaching. Virtual Learning Learning and certification on-demand. Sales best practice content. Always on, just-in-time, on-the-job learning. Pulse – Intelligent social networking with instant objective deal alerts7 © The TAS Group 2011
    • 8. Dealmaker® TAS Opp and Acc Mgmt Suite Coach Me – Real-time, deal-specific coaching TAS Opportunity Management Qualify Opportunity; Competitive Strategy; Political Map Relationship Strategy; Decision Criteria; PRIME Actions TAS Account Management Profile the Account; Segment the Account; Create Potential Opportunities; Select Strategy; Execute the Plan Sales Process Automation Step-by-step sales best practices sales process, tailored for your business, mapped to your customers‟ buying process. Sales Forecasting Accurate forecasts you can bet your business on. Calculated close dates and close probability removes subjectivity. Full roll-up. Performance Coach Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck; Sales Velocity; Deep insight for analysis and early coaching. Virtual Learning Learning and certification on-demand. Sales best practice content. Always on, just-in-time, on-the-job learning. Pulse – Intelligent social networking with instant objective deal alerts8 © The TAS Group 2011
    • 9. The TAS Group Sales Methodologies • World-leading opportunity management, account management and channel management methodologies • Favored by some of the world‟s most admired selling organizations • In use by more than 800,000 sales professionals and leaders around the world to find and grow revenue • Constantly updated and improved both by our own methodology R&D center and customers‟ feedback and insight9 © The TAS Group 2011
    • 10. Key Benefits of Sales Methodology • Target Account Selling (TAS) • Structured, repeatable methodology • Enables better sales decision-making • More effectively • Moves the Buying Process • Creates Competitive Advantage • Improves • Sales process execution • Pipeline quality • Forecast accuracy • Sales results10 © The TAS Group 2011
    • 11. Target Account Selling Workshops Target Account Selling Process Dealmaker Virtual Learning Modules - Early Qualification Assess the 1 - Competitive Positioning & UBV Opportunity - Risk Assessment & Alignment Set the Competitive 2 - Competitive Strategies Strategy Identify the 3 - Political Analysis and Influence Key Players Define the - Relationship Strategies and 4 Relationship Strategy Influencing the Influencers Turn Ideas - Executing Your Strategies 5 Into Actions and PRIME Activities Test and Improve 6 Testing the Plan Implement the 7 Implementation Process11 © The TAS Group 2011
    • 12. Assess the Opportunity Target Account Selling Process 1 Assess the Purpose Opportunity • Provide you with a structured, repeatable methodology for analyzing a sales opportunity Set the Competitive 2 Strategy Benefits • Qualify opportunities faster and more effectively Identify the 3 by analyzing them from the most critical Key Players customer, business and competitive perspectives Define the 4 Relationship Strategy • Invest time, energy and resources on the opportunities you are most likely to win Turn Ideas 5 Into Actions • Communicate the key issues more effectively using a common language Test and Improve 6 the Plan Output Implement the • Comprehensive assessment of your current 7 Process sales opportunity12 © The TAS Group 2011
    • 13. TAS Opportunity Management TAS Assessment  TAS 1-20 Opportunity Assessment  4 Key Questions  Is there an opportunity?  Can we compete?  Can we win?  Is it worth winning?  Discover:  Compelling Event (to buy now)  Access to Funds  Political Alignment  Solution Fit  Unique Business Value13 © The TAS Group 2011
    • 14. Set the Competitive Strategy Target Account Selling Process Assess the Purpose 1 Opportunity • Review the elements of your opportunity that influence strategy selection, including goals, Set the Competitive 2 Strategy objectives and competitive situation Benefits Identify the 3 Key Players • Align your sales objectives with the customers business objectives so you can communicate your Unique Business Value Define the 4 Relationship Strategy • Select a competitive sales strategy that enables you to close the sales opportunity Turn Ideas 5 Into Actions Output Test and Improve • Analysis of your position for this opportunity 6 the Plan • Competitive strategy to win your sales Implement the opportunity 7 Process14 © The TAS Group 2011
    • 15. TAS Opportunity Management Competitive Strategy  Dealmaker coaches on best competitive strategy  Frontal  Flanking  Fragment  Defend  Develop  Increase win rate by anticipating competitors‟ strategies15 © The TAS Group 2011
    • 16. Identify the Key Players Target Account Selling Process Assess the 1 Opportunity Purpose • Provide you with a framework for analyzing the customer‟s organization Set the Competitive 2 Strategy • Identify the key characteristics of influence that differentiate those in the Inner Circle from those in the Political Structure Identify the 3 Key Players Benefits • Shorten your sales cycle by spending time with the Define the right people discussing the right issues 4 Relationship Strategy • Understand the customer‟s politics so that you avoid Turn Ideas surprises in the sales campaign 5 Into Actions • Broaden your view of the customer‟s organization so that you can expand your presence Test and Improve 6 Output the Plan • Organization map of the customer‟s formal and informal Implement the organization 7 Process16 © The TAS Group 2011
    • 17. TAS Opportunity Management Political Map  Capture full opportunity picture  Differentiate between hierarchy and power  Easily uncover all buying roles  Develop relationship strategy for each player in opportunity  Get actionable coaching on how to manage buyers  Navigate power structure effectively to increase win rate17 © The TAS Group 2011
    • 18. Define the Decision Criteria &Relationship Strategy Target Account Selling Process Assess the 1 Opportunity Purpose • Construct relationship strategies to align with the Set the Competitive most powerful people in the customer 2 organization Strategy Identify the Benefits 3 Key Players • Shorten your sales cycle by spending time with the right people discussing the right issues Define the 4 Relationship Strategy • Enhance the quality of key relationships so that you can win the sales opportunity Turn Ideas 5 Into Actions Output • Relationship strategies for key people in the Test and Improve 6 the Plan customer organization who can influence the buying decision Implement the 7 Process18 © The TAS Group 2011
    • 19. TAS Opportunity Management Decision Criteria  Uncover formal buying criteria  Uncover personal criteria of  Get buying criteria rankings for buyers and company  Increase win rate by assessing position against key criteria19 © The TAS Group 2011
    • 20. Turn Ideas Into Actions Target Account Selling Process Assess the Purpose 1 Opportunity • Identify the specific activities you will need to implement to win this opportunity Set the Competitive 2 Strategy • Identify the resources required to support each activity Identify the 3 Key Players Benefits • Shorten your sales cycle by identifying the 4 Define the activities required to advance your sales Relationship Strategy campaign • Align the resources required and the Turn Ideas 5 Into Actions responsibility associated with the implementation of each specific activity Test and Improve 6 the Plan Output • Consolidated set of activities that focus on winning the sales opportunity Implement the 7 Process20 © The TAS Group 2011
    • 21. TAS Opportunity Management PRIME Actions  Assign responsibilities and actions for effective execution  Ensure all activities are focused on progressing the opportunity  Minimize duplication of effort  Win more quickly by moving the buying process forward21 © The TAS Group 2011
    • 22. Test and Improve the Plan Target Account Selling Process Assess the 1 Opportunity Purpose  Review, test and improve the plan Set the Competitive 2 Strategy Benefits  Determine where your plan will go wrong Identify the  Ensure that your plan is realistic and 3 achievable Key Players  Leverage your cumulative sales experience Define the 4 Relationship Strategy Outputs  Walk away with a better plan for closing these 5 Turn Ideas opportunities and Into Actions  Reduce the time & effort it takes to do it! Test and Improve 6 the Plan Implement the 7 Process22 © The TAS Group 2011
    • 23. The Test and Improve Process Understand the Plan Test the Plan Improve the Plan (30 minutes) (10 minutes) (20 minutes) Presenter 4. Understand 1. Present the Plan 5. Improve Plan Vulnerabilities • Present key elements of • Think, don’t defend • Propose solutions for your plan • Record and internalize each vulnerability vulnerabilities • Capture additional recommendations • Modify Plan and schedule follow-up as needed Reviewers 2. Listen and Ask 3. Consider Plan 6. Present Questions Vulnerabilities Recommendations • Let the presenter finish • Consider Customer, • Validate proposed before asking questions Competition, Organization solutions • Keep questions open- Partner perspectives • Offer additional solutions ended and concise • Focus on vulnerabilities, the sales team has • Don’t challenge yet not mistakes missed • Don’t offer solutions yet23 © The TAS Group 2011
    • 24. Implement the Process Target Account Selling Process Assess the 1 Opportunity Purpose  Sustain the Value Set the Competitive 2 Strategy Benefits  Communicate expectations: Identify the  Ex: Opportunities = TAS Plan 3 Key Players  Ex: Opportunity Reviews = Frequency  Ensure that your plan is understood, realistic 4 Define the and achievable Relationship Strategy  Create strategic competitive advantage Turn Ideas 5 Into Actions Outputs  Clear understanding of Prospect Organization Test and Improve  Improved sales performance 6 the Plan Implement the 7 Process24 © The TAS Group 2011
    • 25. Field Implementation 1. Review your TAS Opportunity Plan online with your Manager 2. Immediately apply the Initial Plan to all opportunities: • Due to close in less than 30 days • Above a certain revenue value • On the forecast • Deemed “critical” or “strategic” 3. Complete and test a TAS Opportunity Plan before: • Headquarters office visits • Senior management meeting with customers • Demonstrations/Presentations • Benchmarks/Prototypes • Formal proposals • Forecasting any significant sales opportunity • Implementing significant sales campaigns 4. Use the ongoing learning resources available: • Virtual Learning • Sales 2.0 Network • Coach Me25 © The TAS Group 2011
    • 26. TAS Opportunity Management Summary • Manage and win more opportunities by addressing critical questions • Qualify early out of the wrong deals • Increase the value of the deals you‟re working on • Increase your percentage close rate • Decrease the length of the sales cycle =26 © The TAS Group 2011
    • 27. Dealmaker® TAS Opp and Acc Mgmt Suite Coach Me – Real-time, deal-specific coaching TAS Opportunity Management Qualify Opportunity; Competitive Strategy; Political Map Relationship Strategy; Decision Criteria; PRIME Actions TAS Account Management Profile the Account; Segment the Account; Create Potential Opportunities; Select Strategy; Execute the Plan. Sales Process Automation Step-by-step sales best practices sales process, tailored for your business, mapped to your customers‟ buying process. Sales Forecasting Accurate forecasts you can bet your business on. Calculated close dates and close probability removes subjectivity. Full roll-up. Performance Coach Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck; Sales Velocity; Deep insight for analysis and early coaching. Virtual Learning Learning and certification on-demand. Sales best practice content. Always on, just-in-time, on-the-job learning. Pulse – Intelligent social networking with instant objective deal alerts27 © The TAS Group 2011
    • 28. Key Benefits of Sales Methodology • Enterprise Selling Process (ESP); Portfolio Management Process (PMP) • Structured, repeatable methodology • Maximize account penetration • More effectively • Inform and expand teamwork • Defend/insulate against competition • Target/create new business • Improves • Revenue and profit growth • Customer satisfaction and retention • Internal alignment and velocity28 © The TAS Group 2011
    • 29. Account Management Methodology at a Glance • Profile and analyze customers‟ business structure and organization • Segment for business/service units or accounts, identifying targets where high mutual value exists - focus and prioritize • Create new opportunities by mapping your solutions to customer‟s business based on understanding Business Drivers, Initiatives and CSFs • Select account strategy by analyzing current status, competitive position, future opportunity, and maximizing the use of relationships, partners and marketing • Create revenue objectives, business development plan and then execute29 © The TAS Group 2011
    • 30. Methodology - Profile • Framework for understanding your customer • Effectively analyze your customer and their industry • Know what is valuable to your customer • Discover the areas of mutual value30 © The TAS Group 2011
    • 31. Account Management Account Plan Set-up  Plan framework done quickly  Integrates with CRM Account data  Define your own solutions  Easily add team members for real-time visibility and collaboration  Easy to create and maintain plans31 © The TAS Group 2011
    • 32. Account Management Organization Structure  Set up political maps for Accounts, Business and Service Units  Pull details from CRM system, saves time  Differentiate between hierarchy and power  Uncover all buying roles32 © The TAS Group 2011
    • 33. Methodology - Segment • Model for segmenting your account • Qualify the importance of business and service units • Build list of units on which to build your account plan • Look at the account from a marketing perspective and in the eyes of your customer33 © The TAS Group 2011
    • 34. Methodology - Create • Understand your role in the customer‟s organization • Improve your relationships through understanding their business • Identify potential opportunities within selected units • Prioritize opportunities against your customer‟s business initiatives and CSFs34 © The TAS Group 2011
    • 35. Account Management Business Strategy Map  Share structured „customer alignment‟ research  Customer‟s business drivers, initiatives and critical success factors  Identify new potential opportunities  Align opportunities to customer initiatives35 © The TAS Group 2011
    • 36. Account Management Opportunity Map  Record all opportunities  Explore how to sell all solutions to all divisions  Identify „White Space‟  Segment business units  Record relationship levels  View complete account as your marketplace36 © The TAS Group 2011
    • 37. Methodology - Select  Framework for deciding mutual value of all opportunities  Determine the revenue potential in each unit  Devise clear strategy for each unit  Plan the allocation of resources to each unit37 © The TAS Group 2011
    • 38. Account Management Value Map Analysis  Prioritize all opportunities for optimal targeting  Find areas of mutual high value  Customizable value criteria and scoring / ranking38 © The TAS Group 2011
    • 39. Methodology - Execute • Establish the goal for your account • Develop revenue, business development and cross-account objectives • Implement specific actions to achieve objectives • Tailor your approach to the decision orientation and culture of each customer39 © The TAS Group 2011
    • 40. Account Management OSAs –Getting it Done Objectives, Strategies, Actions  Develop objectives, strategies and actions to enable effective execution  Align OSAs to plan or specific BU/SU  Automatically assign ownership for effective execution40 © The TAS Group 2011
    • 41. Account Management MarketView– See It All  See your total addressable market in one view  Uncover the gaps and target additional revenues  Gauge the future health of all your accounts  Forecast by Global Accounts or Verticals  Share automatically with your teams and regions41 © The TAS Group 2011
    • 42. Working the Account Plan OM + AM Eco-System  Drive new opportunities through OM system  Build account plan and then work the deals  Seamless AM to OM integration  Expand account revenue42 © The TAS Group 2011
    • 43. Account Management • Maximize the opportunities from your key accounts • Effectively manage and support customers – lock out competition • Strengthen internal alignment • Increase net new opportunities • Increase overall account revenues =43 © The TAS Group 2011
    • 44. Dealmaker® TAS Opp and Acc Mgmt Suite Coach Me – Real-time, deal-specific coaching TAS Opportunity Management Qualify Opportunity; Competitive Strategy; Political Map Relationship Strategy; Decision Criteria; PRIME Actions TAS Account Management Profile the Account; Segment the Account; Create Potential Opportunities; Select Strategy; Execute the Plan. Sales Process Automation Step-by-step sales best practices sales process, tailored for your business, mapped to your customers‟ buying process. Sales Forecasting Accurate forecasts you can bet your business on. Calculated close dates and close probability removes subjectivity. Full roll-up. Performance Coach Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck; Sales Velocity; Deep insight for analysis and early coaching. Virtual Learning Learning and certification on-demand. Sales best practice content. Always on, just-in-time, on-the-job learning. Pulse – Intelligent social networking with instant objective deal alerts44 © The TAS Group 2011
    • 45. Coach Me Coach Me  Intelligent, automated deal coaching  Guidance for each specific deal  Allows the sales person to self- coach  Allows the sales coach to focus on the high value-add areas45 © The TAS Group 2011
    • 46. Coach Me Summary • Intelligent, specific deal coaching • Boosts revenue performance by making coaching easier • Helps sales people to prepare for deal reviews and self-coach • Helps sales coaches focus on where they can really add value • Helps sales people sell smarter and coaches coach smarter46 © The TAS Group 2011
    • 47. Dealmaker® TAS Opp and Acc Mgmt Suite Coach Me – Real-time, deal-specific coaching TAS Opportunity Management Qualify Opportunity; Competitive Strategy; Political Map Relationship Strategy; Decision Criteria; PRIME Actions TAS Account Management Profile the Account; Segment the Account; Create Potential Opportunities; Select Strategy; Execute the Plan. Sales Process Automation Step-by-step sales best practices sales process, tailored for your business, mapped to your customers‟ buying process. Sales Forecasting Accurate forecasts you can bet your business on. Calculated close dates and close probability removes subjectivity. Full roll-up. Performance Coach Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck; Sales Velocity; Deep insight for analysis and early coaching. Virtual Learning Learning and certification on-demand. Sales best practice content. Always on, just-in-time, on-the-job learning. Pulse – Intelligent social networking with instant objective deal alerts47 © The TAS Group 2011
    • 48. Sales Process Automation Qualifier Assessment  Multiple sales processes supported  Mapped to customers‟ buying process(es)  Standardized sales stages across organization  Action-oriented, common sales language across sales force  Automated next steps to follow48 © The TAS Group 2011
    • 49. Sales Process vs. Sales MethodologySales Process Sales Methodology• Where am I in this • How am I doing in this opportunity? opportunity?• Accelerate the customer‟s • Accelerate the company‟s buying process sales process• Enterprise-wide activities • Team and individual activities• Prescriptive • Deductive• Linear (one way)• Stages (exits) • Iterative • Continuous © The TAS Group 2011
    • 50. Sales Process and Sales Methodology Together• Methodology and process, integrated with CRM system: • Sales quota improves 88% • Sales proposal close rate improves 155% • Sales Process layered into TAS methodology • Repeated application of learnt best practice • Cements the change of sales behavior Source: TAS Group Global Sales Effectiveness Benchmark Study, 2007-2009 Results from over 2,000 companies, 90% of which are notTAS Group customers © The TAS Group 2011
    • 51. Sales Process Automation Summary • Increase win rate and quota achievement with a defined sales process • Efficiently use your sales resources with a defined process • Unlock your customer‟s buying process to win earlier • Focus on the right opportunities with effective qualification • Control the sale by aligning sales and buying processes51 © The TAS Group 2011
    • 52. Dealmaker® TAS Opp and Acc Mgmt Suite Coach Me – Real-time, deal-specific coaching TAS Opportunity Management Qualify Opportunity; Competitive Strategy; Political Map Relationship Strategy; Decision Criteria; PRIME Actions TAS Account Management Profile the Account; Segment the Account; Create Potential Opportunities; Select Strategy; Execute the Plan. Sales Process Automation Step-by-step sales best practices sales process, tailored for your business, mapped to your customers‟ buying process. Sales Forecasting Accurate forecasts you can bet your business on. Calculated close dates and close probability removes subjectivity. Full roll-up. Performance Coach Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck; Sales Velocity; Deep insight for analysis and early coaching. Virtual Learning Learning and certification on-demand. Sales best practice content. Always on, just-in-time, on-the-job learning. Pulse – Intelligent social networking with instant objective deal alerts52 © The TAS Group 2011
    • 53. Pulse Pulse  Follow instant deal, salesperson and account updates  Control what you publish and who follows you  Receive updates from your social networking communities  Catch up via the pulse stream and configurable email digest  Make good decisions based on total and instant knowledge53 © The TAS Group 2011
    • 54. Pulse Summary • Intelligent social networking for sales, with instant objective deal alerts, and configurable digests via email • Solves the problem of instant sales information flow • Sales people get immediate messages and advice • Account teams get instant account updates • Sales managers stay up-to-the-minute on major deals • Accelerate revenues with objective, reliable information54 © The TAS Group 2011
    • 55. Dealmaker TAS Opp and Acct Mgmt Suite Coach Me – Real-time, deal-specific coaching TAS Opportunity Management Qualify Opportunity; Competitive Strategy; Political Map Relationship Strategy; Decision Criteria; PRIME Actions TAS Account Management Profile the Account; Segment the Account; Create Potential Opportunities; Select Strategy; Execute the Plan. Sales Process Automation Step-by-step sales best practices sales process, tailored for your business, mapped to your customers‟ buying process. Sales Forecasting Accurate forecasts you can bet your business on. Calculated close dates and close probability removes subjectivity. Full roll-up. Performance Coach Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck; Sales Velocity; Deep insight for analysis and early coaching. Virtual Learning Learning and certification on-demand. Sales best practice content. Always on, just-in-time, on-the-job learning. Pulse – Intelligent social networking with instant objective deal alerts55 © The TAS Group 2011
    • 56. Accurate Sales Forecast Forecast Analysis  Forecast accuracy you can bet your business on  Forecast by role or across accounts/vertical industries  System-audited data for accurate leading indicators  Objective close date and probability calculation  See and act on problems areas before it‟s too late  Automated next steps to follow56 © The TAS Group 2011
    • 57. Accurate Sales Forecast Summary • Objective in-depth analysis of actual sales performance and insight into where to focus • Accelerate sales through early coaching • Removal of subjectivity which can naturally permeate sales people‟s assessment • Increased certainty and planning through accurate and confident reporting to the business57 © The TAS Group 2011
    • 58. Dealmaker TAS Opp and Acct Mgmt Suite Coach Me – Real-time, deal-specific coaching TAS Opportunity Management Qualify Opportunity; Competitive Strategy; Political Map Relationship Strategy; Decision Criteria; PRIME Actions TAS Account Management Profile the Account; Segment the Account; Create Potential Opportunities; Select Strategy; Execute the Plan. Sales Process Automation Step-by-step sales best practices sales process, tailored for your business, mapped to your customers‟ buying process. Sales Forecasting Accurate forecasts you can bet your business on. Calculated close dates and close probability removes subjectivity. Full roll-up. Performance Coach Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck; Sales Velocity; Deep insight for analysis and early coaching. Virtual Learning Learning and certification on-demand. Sales best practice content. Always on, just-in-time, on-the-job learning. Pulse – Intelligent social networking with instant objective deal alerts58 © The TAS Group 2011
    • 59. Performance Coach Pipeline Snapshot  Predict gaps in future revenue from pipeline shortfalls  Target stage values calculated from objective customer data  Drill-down into individual deals for quick and effective action59 © The TAS Group 2011 * TAS Index Study - See Appendix
    • 60. Performance Coach Healthcheck  Determine true pipeline value  Uncover active/inactive deals  Generate remediation actions  Take better informed marketing decisions60 © The TAS Group 2011
    • 61. Performance Coach What‟s Changed  See where the pipeline has changed during the period  Pinpoint where deals are lost, gone back or been discounted  Drill-down into individual deals for quick and effective action61 © The TAS Group 2011
    • 62. Performance Coach Velocity  Analyze sales velocity  Compare individuals and teams for better coaching  Shorten sales cycle62 © The TAS Group 2011
    • 63. Performance Coach Activity  Analyze activity in Dealmaker  Monitor key non-revenue behavior  Fix „change execution‟ issues63 © The TAS Group 2011
    • 64. Performance Coach Summary  Accelerate pipeline revenue  Complete visibility of pipeline and deal data  Continuous advance insight into what‟s working and what needs to be changed  Course correct before it‟s too late  Act quickly and effectively based on metrics insight64 © The TAS Group 2011
    • 65. Dealmaker TAS Opp and Acct Mgmt Suite Coach Me – Real-time, deal-specific coaching TAS Opportunity Management Qualify Opportunity; Competitive Strategy; Political Map Relationship Strategy; Decision Criteria; PRIME Actions TAS Account Management Profile the Account; Segment the Account; Create Potential Opportunities; Select Strategy; Execute the Plan. Sales Process Automation Step-by-step sales best practices sales process, tailored for your business, mapped to your customers‟ buying process. Sales Forecasting Accurate forecasts you can bet your business on. Calculated close dates and close probability removes subjectivity. Full roll-up. Performance Coach Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck; Sales Velocity; Deep insight for analysis and early coaching. Virtual Learning Learning and certification on-demand. Sales best practice content. Always on, just-in-time, on-the-job learning. Pulse – Intelligent social networking with instant objective deal alerts65 © The TAS Group 2011
    • 66. Virtual LearningBlended Learning Path• Virtual Learning• Virtual Workshops• Classroom workshops• Learning – Application – ReinforcementView sales learning as a process, not an event• Requires organizational commitment at all levels • Executive sponsorship • Management reinforcement • On-demand tools to help the sales person in their daily selling © The TAS Group 2011
    • 67. Virtual Learning  On-the-Job Methodology Learning  Refresh your understanding with what you need - when you need it67 © The TAS Group 2011
    • 68. Virtual Learning  Sales 2.0 Environment  Customizable Content Engine  Rich Sales Best Practice Content68 © The TAS Group 2011
    • 69. Virtual Learning  Learn key concepts in advance  Methodology certification and management reporting engine  Review progress as you learn, know what you know, and get coached on what you don‟t know69 © The TAS Group 2011
    • 70. Virtual Learning  Certification reporting for managers  Managerial view of sales person certification compliance  Know who to celebrate, and who to chase up prior to workshops70 © The TAS Group 2011
    • 71. Virtual Learning  Apply acquired knowledge with expert remote coaching  Start working real opportunities in Dealmaker immediately71 © The TAS Group 2011
    • 72. Virtual Learning Summary • Immediate impact through bite-size concept learning for dramatically improved absorption • Sustained sales performance through on-the-job learning and reinforcement of best practices • Highly cost effective through remote learning and coaching for reduced travel time and expenses • Accelerated sales success through customizable curricula and integration with your content and LMS • Drives ROI by making sales performance an ongoing process rather than a one-off event72 © The TAS Group 2011