2. GOALS&OBJECTIVES
GOAL1
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GOAL2
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GOAL3
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Goals & Objectives
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` Objective 2.2: Align marketing, sales and customer service leaders around the same objectives, and
use the same metrics to guide behavior and award bonuses.
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Objective 2.3: Leverage each touch point to increase consistency across the customer experience.
Objective 2.1: Improve the interconnection between sales, marketing and service to provide a
customer- centric and unified experience that maintains and grows the customer base.
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Objective 3.1: Improve the ability to sell across the organization with existing customers, tech that
allows you to streamline customer referrals so that we can have shorter sales cycles.
Objective 1.2: Build talent strategies, competencies, learning models and analytics capabilities to
create agility, speed and stronger integration inside and outside the organization.
Objective 1.1: Work to gain a 360-degree understanding of customers by synthesizing internal data
and harvesting external data.
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Improving immature sales methodologies and processes
Increasing the ability to attract, retain and grow customer accounts with effective action plans
Driving tangible business outcomes from sales technology
Employ all enterprise assets and channels to the customer, will help differentiate and propel the leaders to
the top. Selling in oil and gas consists of 3 KPI’s: 1) Using connected customer insights to differentiate
the buying process. 2) Providing a consistent customer experience across all channels 3) Taking
advantage of social, mobile, analytics and cloud (SMAC) capabilities to reduce time to market that meet
O&G customers wants on where they want to transact.
Objective 1.3: Ask customers which channel they prefer to interact in, such as faceto-face or digital,
then develop and apply a customer treatment model that matches each customer’s buying behaviors.
Objective 3.2: Use descriptive and predictive analytics to gain a full view of customers that take
preemptive steps in the sales, marketing, and service continuum where churn might occur.
Objective 3.3: Leverage social, mobility, analytics and cloud to support sales technology enablement
investments. Leverage these technologies to follow, sense, and guide customers.
3. PROJECTRECOMMENDATIONS
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` Apply More Science to Sales Talent Acquisition, Development and Retention
Drive Better Outcomes from Sales Technology Enablement
` Strengthen Immature Sales Methodologies and Processes
` Improve the Customer Experience at Each Touch Point
` Enhance Integration of Marketing, Sales and Service
Project Recs. 3
Oil and gas decision makers are more connected than ever. And in control of the buying process, now
have unprecedented task expectations. This new reality demands a tailored and integrated customer
experience—from touch points initiated by sales/marketing, to promises made by customer service, to
consistently delivering quality after every PO. But experience is not enough. The tendency for customers
to switch vendors by moving some of their budget to other competitors is also on the rise. These findings
tell us that customer loyalty is getting more complex to measure and obtain. Ultimately, it is eroding,
despite a customer’s level of satisfaction in the buying.
Sales Enablement Action Plan
Experience tells us that in the oil and gas indsutry sales reps who adopt and are managed against a
structured sales methodology are the ones who close deals the quickest with accelerating revenue, and
making or exceeding their quotas along the way. Support greater differentiation in customer interaction
through customer buyer-value analytics (ERP/CRM), customer value analytics, and cost-to-serve
analytics to focus the marketing, sales, and service models by segment. This strategy now leads us to the
effective implementations on what I will bring to the table which drives revenue below:
What process and why it matters? Sales executives routinely take longer to acquire a new
customer than to sell to an existing customer. By driving a consistent customer experience that
reduces churn, imagine enjoying shorter sales cycles with more top-line revenue, more
productive sales reps, and a faster path to revenue attainment.
5. DELIVERABLES&SERVICES
IDENTIFY & PREPARE
DELIVERABLES:
Identify - Conduct a readiness assessment, build the business case, create a strategy scorecard
SELECT SOLUTIONS & CREATE PLAYBOOK
LAUNCH TO SALES, MEASURE, & EVOLVE
DELIVERABLES:
Selected Solutions - Implement solutions, implement a SFA/CRM system, implement a
market automation system, implement a sales enablement system
Create Playbook - Build a sales playbook, identify key buyer personas & needs, map assets
& messages to buying a process
A.) Playbook Structure - Company overview, marketing insights, & sales opportunities
B.) Playbook Outline - Building need, Discovery, Consideration, Decision, Purchase,
Implement playbook in sales enablement system
DELIVERABLES:
Lauch to Sales - Launch to pilot group of sales reps (use 30-60-90 day action plan), launch to sales
team, & launch to channel partners
Measure & Evolve - Setup a metrics dashboard, conduct a post-project evaluation, update the sales
playbook
Prepare - Construct a sales support effectiveness survey, assess sales & marketing alignment, audit
condition of existing assets, outline new roles & responsibilities
Deliverables & Servs. 5
6. CASESTUDY
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200 miles of 2” - 6” rehab line
Martin Midstream
Scope
Found customer through marketing automation and reached out
for upcoming project they needed completed to their key decision
makers. Tailored the Scope with their goals in mind with “BANT”
method and drilled further to streamline the process that creates
resonance to build credibility with our relationship to move towards
being awared the PO.
Won bid as a subcontractor with new
customer asset owner for 200 miles of
2”, 4”, and 6” in East TX for Martin
Midstream
Case Study 6
7. CASESTUDY
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Roadrunner Pipeline
WHC Energy Services
Engaged with decision-maker on what needs and goals were to move
forward with the project. Found out what the customer’s “pain points”
are and realized that if we can add more PM services without the
decision makers subbing these services out, the cost + time they
saved became astronomical. Presented this with a transparent plan
that provices a smooth transition of all services with the customer’s
ROI vision in mind which helped move forward to get the PO.
Scope Won bid as a subcontractor
with new customer for 200 miles of
30” in West, TX for ONEOK
Case Study 7
