Metodologia Ventas Proyectos IT

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  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction
  • ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page TAS Introduction

Transcript

  • 1. Target Account Selling ®
  • 2. TAS Planning Methodology ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page 2.
    • Describes the general approach
    • The route to the objective
    • Connected to the strategy
    • Individual, style-dependent
    • Flexible, dynamic
    • Tied to the actions
    • Identifies the specific people, programs and money required
    • Long-range
    • Visionary
    • Defines our relationship
    • Specific (products/services)
    • Measurable (order amount)
    • Time-bound (close date )
    • Ensures that your plan is realistic
    • Should support your customer’s business plan
    oal trategy ctions S A esources R bjective O est T G Where 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)
  • 3. TAS Methodology ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Opportunity Assessment Strategy Politics Alignment Planning Testing Implementation Program Modules Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process Target Account Selling Process 1 2 3 4 5 6 7
  • 4.
    • Purpose
      • Provide you with a structured, repeatable methodology for analyzing a sales opportunity
    • Benefits
      • Qualify opportunities faster and more effectively by analyzing them from the most critical customer, business and competitive perspectives
      • Invest time, energy and resources on the opportunities you are most likely to win
      • Communicate the key issues more effectively using a common language
    • Output
      • Comprehensive assessment of your current sales opportunity
    Opportunity Assessment ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process 1 2 3 4 5 6 7 Page 2.
  • 5. Four Key Questions - The 4 Principles of Selling
    • Is there an opportunity?
    • Can we compete?
    • Can we win?
    • Is it worth winning?
    ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page 2.
  • 6. Is There An Opportunity? ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page 2. #1 Customer’s Application or Project
    • What 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 Funds
    • What 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?
  • 7. #5 – Compelling Event
    • Why 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?
    ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Business Initiatives Business Drivers Business Profile Page 2. Compelling Event
  • 8.
    • Answer the questions . . .
      • What’s the issue?
      • How is it affecting the customer?
      • What are the consequences or payback?
      • How can you help?
    Developing Your Value Proposition ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page 1.9
  • 9. Let’s start training
    • Empezamos las
    • prácticas 
    ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
  • 10. Crear Propuestas de Valor ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt El cambio de _____________________ a ________________________, traerá ______________________ que se traducirán en _________________________. Ud. podrá __________________________________________________con un _____________________implantando ___________________. En un proyecto similar __________________, consiguió _______________________. Podemos ayudarle a _____________________________________ implantando ________________________ lo que significará ___________________________ con un retorno de la inversión en un período de ____________ situación actual nuestra solución argumento resultado operativo medible tiempo obejtivo del cliente nuestra solución resultado operativo medible Page 1.10 resultado financiero medible obejtivo del cliente nuestra solución referencia resultado operativo medible
  • 11. Ejemplos Propuestas de Valor ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt El cambio de ordenadores personales a escritorios virtuales traerá mejoras en los procesos de instalación y mantenimiento que se traducirán en una reducción de los costes operativos del 25%. Ud. podrá reducir el número de llamadas de sus clientes en un 15% con un ahorro estimado de 30K€ implantando nuestra solución de Call Center . En un proyecto similar Mantequeras Leonesas , consiguió aumentar en un 25% el número de llamas resueltas . Podemos ayudarle a mejorar la relación con sus clientes implantando un sistema CRM de Lawson lo que significará un aumento de las ventas con un retorno de la inversión en un período de 1 año. Page 1.10
  • 12. Can We Compete? ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt #6 Formal Decision Criteria #7 Solution Fit #8 Sales Resource Requirements #9 Current Relationship
    • What are the customer’s decision criteria?
    • What is the formal decision process?
    • Which decision criteria are most important? Why?
    • Who formulated the decision criteria?
    Page 2.
    • How well does our solution solve the customer’s problem?
    • What does the customer think?
    • What modifications or enhancements will be required?
    • What external resources do we need to meet the customer’s requirements?
    • How much time will the sales team need to invest on this opportunity?
    • What additional internal or external resources will you need to win this opportunity?
    • What is the projected cost of sales?
    • What is the opportunity cost?
    • What is the status of your relationship with the customer?
    • What is the status of each competitor’s relationship with the customer?
    • Whose relationship provides competitive advantage for this opportunity?
    • How do you and each of your competitors compare to the customer’s view of the ideal relationship?
  • 13. #10 – Unique Business Value
    • What is the specific or measurable business result that we will deliver?
    • How does the customer define value? How will they measure it?
    • How have we quantified this value in the customer’s terms?
    • Has the customer confirmed their understanding of the value we will deliver?
    • How does this value differentiate us from our competitors?
    ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Business Profile Business Drivers Business Initiatives Capabilities Solution Differen- tiation Page 2. Compelling Events Unique Business Value
  • 14. Can We Win? ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt #11 Inside Support #12 Executive Credibility #13 Cultural Compatibility #14 Informal Decision Criteria #15 Political Alignment
    • Who 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 2.8
    • Which 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?
  • 15. Is It Worth Winning? ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt #16 Short-Term Revenue #17 Future Revenue #18 Profitability #19 Degree of Risk #20 Strategic Value
    • What is the order amount?
    • Does it exceed our threshold? > $ ________
    • When will it close?
    • Is it within our time frame? < ________ days
    • What 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
  • 16. Training is king
    • Más prácticas …
    • 
    ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt pero ahora en Grupos
  • 17. Cualificación de Oportunidades ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page 2.10 Criterio Evaluación PROYECTO DEL CLIENTE 1 INDEFINIDA DEFINIDA POSICION DEL CLIENTE EN SU SECTOR 2 DEBIL FUERTE SITUACIÓN FINANCIERA DEL CLIENTE 3 DEBIL FUERTE PROPUESTA DE VALOR 5 INDEFINIDA DEFINIDA ACCESO A CREDITO 4 NO SI + – + – + – + – + – ¿Tenemos una oportunidad? ALTO + Criterio Evaluación FACTURACION A CORTO PLAZO 16 BAJO NEGOCIO FUTURO 17 BAJO ALTO MARGEN / BENEFICIO 18 BAJO ALTO VALOR ESTRATEGICO 20 NO SI RIESGO 19 ALTO BAJO – + – + – + – + – ¿Merece la pena el esfuerzo? Criterio Evaluación SOPORTE INTERNO 11 DEBIL CREDIBILIDAD EN LA EJECUCION 12 DEBIL FUERTE COMPATIBLE CON CULTURA CORPORATIVA 13 POBRE BUENA ALINEAMIENTO POLITICO 15 DEBIL FUERTE CRITERIOS INFORMALES DE DECISION 14 INDEFINIDA DEFINIDA – + – + – + – + – ¿Podemos ganar? FUERTE + Criterio Evaluación CRITERIOS FORMALES DE DECISION 6 INDEFINIDA DEFINIDA ENCAJE DE LA SOLUCION 7 POBRE BUENA BAJOS VALOR DE NEGOCIO UNICO 10 DEBIL FUERTE RELACION ACTUAL 9 DEBIL FUERTE + – + – + + – + – ¿Podemos competir? RECURSOS COMERCIALES 8 ALTOS –
  • 18.
    • Purpose
      • Provide you with a framework for developing a winning strategy
    • Benefits
      • Align your sales objectives with the customer's business objectives so you can communicate your unique business value
      • Select a competitive sales strategy that enables you to close the sales opportunity
    • Output
      • Analysis of your position for this opportunity
      • Competitive strategy to win your sales opportunity
    Strategy ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.03.120597.060100.ppt Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process 1 2 3 4 5 6 7 Page 3.
  • 19. Competitive Strategies ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Develop Flanking Defend Fragment Frontal Page 3.6
    • No Compelling Event
    • OR
    • No UBV
    • Compelling Event exists/or you can create one
    • AND
    • You have UBV
    Position Attack
  • 20. Frontal Strategy ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Definition A frontal strategy is a direct approach based on the customer’s perception of your overwhelming superiority in solution, price or reputation. Guidelines/Caveats Variations Page 3.7
    • 3:1 advantage
    • Requires size, speed or surprise
    • Resource intensive (#8)
    • Blatant/obvious
    • Most often used and easily defeated strategy
    • Features/price/performance
    • Proprietary technology
    • Whole product
    • Relationship/Experience
    • Prestige
    • Comfort/Security
    Solution Reputation
  • 21. Flanking Strategy ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Alter the Rules Definition A flanking strategy shifts the focus of the customer’s buying criteria to new or different issues that favor your solution. Guidelines/Caveats Variations Page 3.8
    • Don’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 post
    • A  A+1
    • Expand the scope of the decision
    • Add new criteria
    Acknowledge and Expand Alter the Rules (#6 and #14) (#6 and #14)
  • 22. Fragment Strategy ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Definition A fragment strategy divides the opportunity into smaller pieces and focuses the customer on a subset of the issues that you can address. Guidelines/Caveats Variations Page 3.9
    • Must 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
    • Beachhead
    • Compatibility with current environment
    • Extend capacity
    • Enhance customer’s investment (1+1=3)
    Niche Peaceful Coexistence
  • 23. Defend Strategy ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Definition A defend strategy protects your position from the inevitable assault from your competitors. Guidelines/Caveats Variations Page 3.10
    • Expand 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 competitors
    Insulate Isolate
    • Improve your relationships (#9)
    • Support your allies (#11)
    • Extend your presence
    • Contain the competition
    • Create tangents/diversions
    • Dilute the competitor’s efforts
  • 24. Develop Strategy ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Definition A develop strategy establishes a position for a possible future engagement. Guidelines/Caveats Variations Page 3.11
    • No 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 marketing
    • Not in a position to compete (#7)
    • Attractive future alternative (#10)
    • Requires inside support (#11)
    Invest Delay
  • 25. Strategy Guidelines ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
    • Once you have initiated your strategy, it should remain fixed, unless there is a major shift in the profile information.
    Page 3.12 Frontal Develop Flanking
    • You should have a single strategy for a single opportunity.
    Strategy Opportunity Strategy Strategy Strategy Opportunity A Opportunity B Opportunity C
    • If there are multiple opportunities within the same account, you can have multiple strategies.
  • 26. Keep training (no pain)
    • Seguimos practicando…
    • 
    ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
  • 27. Diagrama decisión estrategia ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Inicio ¿Tenemos una ventaja 3:1? ¿Podemos cambiar o modificar los criterios de compra? ¿Hay una parte de la oportunidad que podamos ganar? ¿Tenemos una posición que proteger en la cuenta? ¿Hay negocio futuro (#17) o es de valor estratégico (#20)? Adéu !!! N N N S S S S S S N N Frontal
    • Solución
    • Reputación
    Lateral
    • A  B
    • A  A+1
    Fragmentada
    • Nicho
    • Coexistencia
    Defensiva
    • Aislar
    Desarrollo
    • Inversión
    • Retraso
    ¿Tenemos uan propuesta de valor (#5) o podemos crearla? ¿Podemos competir? (#6-#10) S N Page 3.13
  • 28.
    • Purpose
      • Provide you with a framework for analyzing the customer’s organization
    • Benefits
      • Shorten your sales cycle by spending time with the right people discussing the right issues
      • Understand the customer’s politics so that you avoid surprises in the sales campaign
      • Broaden your view of the customer’s organization so that you can expand your presence
    • Output
      • Organization map of the customer’s formal and informal organization
    Politics ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process 1 2 3 4 5 6 7 Page 4.
  • 29. Mapping the Organization ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Senior VP Director of Sales and Marketing Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager Page 4. Step #1 – Micro View Formal Structure
    • Buying Role
    • Adaptability to Change
    • Your Coverage
    • Your Status
    Senior VP Director of Engineering Director of Engineering R&D Manager Mfg. Manager Systems Manager Product Marketing Manager
  • 30. Last but not least
    • La última práctica
    • 
    ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
  • 31. ¿Quién es quién en la decisión de compra? ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Director General Director Comercial y Marketing Director Financiero Director IT Compras Resp. Sistemas Resp. Operaciones Gestores Cuentas Product Managers Page 4.
  • 32. Formal Roles in the Buying Process ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt User Evaluator Decision-Maker Approver U E D A Page 4. Sponsor S
  • 33. Mapping Buying Roles ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Senior VP Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager A D E E U E U E Page 4. U User E Evaluator D Decision-Maker A Approver
  • 34. Adaptability to Change* ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Innovators Visionaries Pragmatists Conservatives Laggards *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.
  • 35. Opps !!!
    • Vaya se nos ha colado una más …
    • 
    ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
  • 36. Adaptability to Change ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt What They Buy What You Should Sell What They Want Innovators Visionaries Pragmatists Conservatives Laggards Page 4.
  • 37. Adaptability to Change ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt What They Buy What You Should Sell What They Want Trials Tests Industry standards at low price with no risk State of the art Revolution Recognition Enhancement or extension of existing systems Investment protection Innovators Visionaries Pragmatists Conservatives Laggards Customized solution Total solutions Status quo Not to be left behind Evolution Solve problems Product excellence Innovation Future Competitive advantage Return on investment Guarantees Proven expertise in solving similar problems Page 4.
  • 38. Mapping Adaptability to Change ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Senior VP Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager A P V D C E I E U V E U C E L Page 4. C Conservative P Pragmatist V Visionary I Innovator L Laggard
  • 39. Coverage ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt No Contact Brief Contact Multiple Contacts In-Depth Page 4.
  • 40. Mapping Coverage ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Senior VP Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager A P V D C E I E U V E U C E L Page 4. In-Depth Multiple Contacts Brief Contact No Contact
  • 41. Your Status ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Enemy Non-supporter Neutral Supporter Mentor X – = + Page 4.
  • 42. Mapping Your Status in the Sales Campaign ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Rank Function Senior VP Director of Sales and Marketing Director of Engineering Director of Information Services A P = V = D – Sales Manager Product Marketing Manager E I + R&D Manager Mfg. Manager E U V = E U C X Systems Manager Operations Manager E L = C Page 4. Influence Non Supporter – Neutral = + Mentor Enemy X Supporter
  • 43. Rank vs. Influence ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Influence 5 4 3 2 1 Rank 1 2 3 4 5 Page 4. (Formal) Agile Astute Control Outcomes Aware Wonder Make things happen Watch (Informal) Political Structure Inner Circle
  • 44. Influence ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt 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 = D C – E I + E U V = E U C X E L = Consultants Colleagues Salespeople Influence, as opposed to rank or authority, flows in non-traditional directions (from subordinate to superior or across departmental boundaries). Page 4.16 Senior VP A P = Authority Influence
  • 45.
    • Purpose
      • Identify how influence works in an organization
      • Identify the key characteristics of influence that differentiate those in the Inner Circle from those in the Political Structure
      • Construct relationship strategies to align with the most powerful people in the customer organization
    • Benefits
      • Shorten your sales cycle by spending time with the right people discussing the right issues
      • Enhance the quality of key relationships so that you can win the sales opportunity
    • Output
      • Relationship strategies for key people in the customer organization who can influence the buying decision
    Alignment ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process 1 2 3 4 5 6 7 Page 5.
  • 46. Identifying Influence ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Business Value (innovation, agreed goal, balance of returns) Track Record (referent) Philosophy and Policy (beliefs, behaviour, assumption) Partisans and Allies (like/trust shared information) Page 5.
  • 47. Business Value ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Characteristics Inner Circle Political Structure
    • Who defines and creates it?
    • Who delivers it?
    Page 5.
    • Define goals, objectives and strategies
    • Initiate/sponsor new projects
    • Control outcomes
    • Execute objectives and strategies
      • “ Make it happen”
    • Implement new projects
    Business Value
  • 48. Track Record ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
    • Who has been successful in the past?
    • Who gets the new key assignments?
    Characteristics Inner Circle Political Structure Page 5.
    • Recognized as consistently successful in the past
    • Sought out by others for advice
    • Recent successful performance
    • Receive new, highly visible projects to manage
    Business Value Track Record
  • 49. Partisans and Allies ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
    • Who is connected to whom?
    • Who do they go to for advice?
    Characteristics Inner Circle Political Structure Page 5.
    • Center of the informal communications network
    • Surround themselves with people they trust
    • Able to reach down into the organization for advice
    • “ End Nodes” of the informal communications network
    • Collect and provide information to inner Circle
    Business Value Track Record Partisans and Allies
  • 50. Philosophy and Policy ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
    • Who establishes it?
    • Who can change it?
    Characteristics Inner Circle Political Structure Page 5.
    • Define the organization’s culture, values and policies
    • Able to change or circumvent established policies and procedures
    • Understand and assimilate into the organization’s culture
    • View policies and procedures more like rules
    Business Value Track Record Partisans and Allies Philosophy and Policy
  • 51. Relationship Strategies ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Enemy Non-supporter Neutral Supporter Mentor X – = + Page 5.8 Neutralize Motivate Leverage Defensive Offensive
  • 52.
    • Purpose
      • Identify the specific tactics you will need to implement to win this opportunity
      • Identify the resources required to support each tactic
    • Benefits
      • Shorten your sales cycle by identifying the tactics required to advance your sales campaign
      • Align the resources required and the responsibility associated with the implementation of each specific tactic
    • Output
      • Consolidated set of tactics that focus on winning the sales opportunity
    Planning ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process 1 2 3 4 5 6 7 Page 6.
  • 53. Guidelines: Tactics ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
    • Who will execute the tactic?
    Randy and Nicole
    • What resources will we need? (time, people, money or material)
    • Cost benefit analysis
    • $600 in travel expenses
    Objective Profile Components Example
    • What 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 8:00am Page 6. Strategy Tactics
  • 54. Thats’s all folks ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Gracias