Dealmaker Suite

Dealmaker®
TAS Opportunity and Account Management Suite

Solution Description

Plan, Find, Create, Manage and Win
More Sales Opportunities

Customer Analysis – Business Drivers/KBRs

• First customer business driver or KBR
• Second customer business driver or KBR
• etc

2 © The TAS Group 2011

Customer Analysis – Initiatives

• First customer initiative
• Second customer initiative
• etc


Customer Analysis – Critical Success Factors

• First CSF
• Second CSF
• etc


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.

• 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 growth


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 alerts


Opportunities; Select Strategy; Execute the Plan

Sales Forecasting
Performance Coach
Virtual Learning


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 insight


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 results


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
Process


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 opportunity



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 Value


Set the Competitive Strategy

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 customer's
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
Process



Competitive Strategy
 Dealmaker coaches on best
competitive strategy
 Frontal
 Flanking
 Fragment
 Defend
 Develop
 Increase win rate by anticipating
competitors‟ strategies


Identify the Key Players

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
• 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
Process



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 rate


Define the Decision Criteria &Relationship Strategy

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
Process



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 criteria


Turn Ideas Into Actions

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
Process



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 forward


Test and Improve the Plan

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
Process


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 yet


Implement the 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
 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
Process


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 Me


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

=


Opportunities; Select Strategy; Execute the Plan.

Sales Forecasting
Performance Coach
Virtual Learning


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 velocity

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 execute


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 value


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 plans


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 roles


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
customer


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
CSFs


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 initiatives


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 marketplace


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 unit


Account Management

Value Map Analysis

 Prioritize all opportunities
for optimal targeting
 Find areas of mutual high
value
 Customizable value
criteria and scoring /
ranking


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
customer


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
execution


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 regions


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 revenue


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

=



Sales Forecasting
Performance Coach
Virtual Learning


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 areas


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 smarter



Sales Forecasting
Performance Coach
Virtual Learning



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 follow


Sales Process vs. Sales Methodology

Sales 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

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

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 processes



Sales Forecasting
Performance Coach
Virtual Learning


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 knowledge


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 information


Dealmaker TAS Opp and Acct Mgmt Suite

Sales Forecasting
Performance Coach
Virtual Learning


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 follow


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 business



Sales Forecasting
Performance Coach
Virtual Learning


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 action

59 © The TAS Group 2011 * TAS Index Study - See Appendix

Performance Coach

Healthcheck

 Determine true pipeline value
 Uncover active/inactive deals
 Generate remediation actions
 Take better informed marketing
decisions


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 action


Performance Coach

Velocity

 Analyze sales velocity
 Compare individuals and teams
for better coaching
 Shorten sales cycle


Performance Coach

Activity

 Analyze activity in Dealmaker
 Monitor key non-revenue
behavior
 Fix „change execution‟ issues


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 insight



Sales Forecasting
Performance Coach
Virtual Learning


Virtual Learning

Blended Learning Path
• Virtual Learning
• Virtual Workshops
• Classroom workshops
• Learning – Application –
Reinforcement

View 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

Virtual Learning

 On-the-Job Methodology Learning
 Refresh your understanding with what
you need - when you need it


Virtual Learning

 Sales 2.0 Environment
 Customizable Content Engine
 Rich Sales Best Practice Content


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 know


Virtual Learning

 Certification reporting for
managers
 Managerial view of sales person
certification compliance
 Know who to celebrate, and who
to chase up prior to workshops


Virtual Learning

 Apply acquired knowledge with
expert remote coaching
 Start working real opportunities in
Dealmaker immediately


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 event


Dealmaker Suite

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Editor's Notes