1) The document discusses aligning sales and professional services processes to drive revenue and profits.
2) It describes key objectives for the sales process including reducing costs, shortening the sales cycle, and ensuring seamless transitions to implementation.
3) Professional services can help by managing technical complexity, freeing up sales staff, and aligning roles and responsibilities across the sales life cycle.
This lecture covers the human resources policies and practices needed in an entrepreneurial context, including everyone's favorite HR topics: hiring and firing! Find out why it’s so important to plan your human resources early on in the start-up process. Look at the legalities of hiring employees, the process of recruiting and how to manage and pay employees.
http://www.marsdd.com/events/details.html?uuid=0cbcbdaa-5d76-442e-861e-7012eb62a403
Ceyda Technologies' Accelerated Commercialisation Framework. Developed to assist Technology & Services Companies successful commercialise their product and services
This lecture covers the human resources policies and practices needed in an entrepreneurial context, including everyone's favorite HR topics: hiring and firing! Find out why it’s so important to plan your human resources early on in the start-up process. Look at the legalities of hiring employees, the process of recruiting and how to manage and pay employees.
http://www.marsdd.com/events/details.html?uuid=0cbcbdaa-5d76-442e-861e-7012eb62a403
Ceyda Technologies' Accelerated Commercialisation Framework. Developed to assist Technology & Services Companies successful commercialise their product and services
Most agile approaches focus on collecting requirements in a backlog then delivering iteratively. Yet, how do you get that point? The traditional path to turn a vision into an approved project is usually a ‘not so agile process.’ Agile challenges the status quo. This session will look at applying an agile approach to the inception phase (before iteration 0) where you take a vision/roadmap and turn it into an agile project.
"Your Secret Weapon for Success: Delivering What Customers Value Most" by Ellen Grace Henson & Jennifer Berkley Jackson at Silicon Valley Product Camp 2011
The seemingly ambiguous title of this presentation – use of the terms maturity and innovation in concord – signifies the imperative of every organisation within the competitive domain. Where organisational maturity and innovativeness were traditionally considered antonymous, the assimilation of these two seemingly contradictory notions is fundamental to the assurance of long-term organisational prosperity. Organisations are required, now more than ever, to grow and mature their innovation capability – rending consistent innovative outputs. The presentation describes research conducted to consolidate the principles of innovation and identify the fundamental components that constitute organisational innovation capability. The process of developing an Innovation Capability Maturity Model is discussed. A brief description is provided of the basic components of the model, followed by the case studies that were conducted to evaluate the model. The presentation concludes with a summary of the findings and potential future research.
ATI's Quantitative Methods course: Bridging Project Management and System Eng...Jim Jenkins
This 3-day course is de¬signed for the professional program manager, system engineer, or project manager engaged in technically challenging projects where close technical collaboration between engineering and management is a must. To that end, this course addresses major topics that bridge the disciplines of project management and system engineering. Each of the selected topics is presented from the perspective of quantitative methods. Students first learn a theory or narrative, and then related methods or practices. Ideas are demonstrated that are immediately applicable to programs and projects. Attendees receive a copy of the instructor’s text, Quantitative Methods in Project Management.
Your Business and HR Technology: Is There a Connection? - Anna Langford, AAF ...HR Network marcus evans
Anna Langford, AAF International - Speaker at the marcus evans HR Technology Summit 2012, held in Lax Vegas, NV, delivered her presentation entitled Your Business and HR Technology: Is There a Connection?
Most agile approaches focus on collecting requirements in a backlog then delivering iteratively. Yet, how do you get that point? The traditional path to turn a vision into an approved project is usually a ‘not so agile process.’ Agile challenges the status quo. This session will look at applying an agile approach to the inception phase (before iteration 0) where you take a vision/roadmap and turn it into an agile project.
"Your Secret Weapon for Success: Delivering What Customers Value Most" by Ellen Grace Henson & Jennifer Berkley Jackson at Silicon Valley Product Camp 2011
The seemingly ambiguous title of this presentation – use of the terms maturity and innovation in concord – signifies the imperative of every organisation within the competitive domain. Where organisational maturity and innovativeness were traditionally considered antonymous, the assimilation of these two seemingly contradictory notions is fundamental to the assurance of long-term organisational prosperity. Organisations are required, now more than ever, to grow and mature their innovation capability – rending consistent innovative outputs. The presentation describes research conducted to consolidate the principles of innovation and identify the fundamental components that constitute organisational innovation capability. The process of developing an Innovation Capability Maturity Model is discussed. A brief description is provided of the basic components of the model, followed by the case studies that were conducted to evaluate the model. The presentation concludes with a summary of the findings and potential future research.
ATI's Quantitative Methods course: Bridging Project Management and System Eng...Jim Jenkins
This 3-day course is de¬signed for the professional program manager, system engineer, or project manager engaged in technically challenging projects where close technical collaboration between engineering and management is a must. To that end, this course addresses major topics that bridge the disciplines of project management and system engineering. Each of the selected topics is presented from the perspective of quantitative methods. Students first learn a theory or narrative, and then related methods or practices. Ideas are demonstrated that are immediately applicable to programs and projects. Attendees receive a copy of the instructor’s text, Quantitative Methods in Project Management.
Your Business and HR Technology: Is There a Connection? - Anna Langford, AAF ...HR Network marcus evans
Anna Langford, AAF International - Speaker at the marcus evans HR Technology Summit 2012, held in Lax Vegas, NV, delivered her presentation entitled Your Business and HR Technology: Is There a Connection?
Gaining an insight into how your business can create a better synergy between marketing and sales.
This presentation was given at the Australian Direct Marketing Association (ADMA) Annual B2B Marketing Seminar in Melbourne the 28th of February and Sydney the 1st of March 2012.
Slides used in 2 hour introductory workshop to explain to team members in an accounting firm what The Paradox™ Process is, how it will help the firm work more closely with clients, and how team members, the firm and its clients will benefit as a result. The slides are graphical, not wordy. For more information on the content delivered during the workshop please email michael [dot] carter [at] businessfitness [dot] net.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
AIT Group is a global management consulting firm that has over 10 years experience in Lean Six Sigma Training, Coacing, and Certification as well as Supply Chain using the SCOR model to transform business processes to standardized and streamlined value streams.
Winning budgets and engaging sales - Jim Cassidy, Chief Marketing Officer - S...Demand Generation Summit
Jim describes how to build a model that engages sales in the go-to-market process. He explains his view on how best to balance programme budgets and headcount. And he goes on to discuss how to make the necessary tough decisions to ensure you enter the next era of marketing equipped to succeed.
1. Drive Revenue and Profits
Through Well Aligned Sales &
Professional Services Processes
George Balint
GB & Associates Management Consulting
2. George Balint
George Balint is an entrepreneurial Professional & Consulting
Services executive with extensive leadership and hands-on
organizational development experience in implementing and
managing IT systems sales, analysis, design, delivery and support
competencies, aligning and streamlining business processes
organization-wide, building and leading nationwide cross-functional
teams and instituting profitable business practices in a variety of
industries and markets.
George Balint
803/802-5971
gbalint@comporium.com
Copyright 2008. George Balint 2
3. Key Objectives of the Sales Process
What are some key objectives of your
Sales process?
Copyright 2008. George Balint 3
4. Key Objectives of the Sales Process
Let Sales do what it does best - SELL
Ensure Sales costs are commensurate with the
opportunity – Reduce Sales Costs
Shorten Sales Life-Cycle and increase Closure
Rate
Provide seamless and professional transition
(hand-off) to the Implementation Team
Copyright 2008. George Balint 4
5. Key Objectives of the Sales Process
Consistent utilization of tools and methodology
Establish long-term profitable Customer Relationships
Realistic solutions and implementation plans
Competitive and profitable pricing – ROI for the
customer
Differentiated sales process
Positive sales experience for your customer and your
company
Copyright 2008. George Balint 5
6. Engagement Life Cycle
Marketing
Sales
Implementation
Customer Care
Copyright 2008. George Balint 6
7. Sales Life Cycle Stages
The Sales Life-Cycle can be divided into 3 major
Stages:
1. Qualification
2. Discovery – Technical Assessment
3. Analysis, Design, Presentation & Close
Copyright 2008. George Balint 7
8. Sales Life Cycle Stages
Stage Qualification Discovery - Technical Assessment Analysis - Design - Close
T
Sales Initialization Analysis & Design
r
A Discovery Kick-off
a
C n
T Logistics
I Qualification s
Discovery Process
V Proposal i
I Preparation t
T Engage Pre- i
Sales Evaluation Presentation &
Y o
Close
n
Owner Sales Sales & Pre-Sales Team Sales, Pre-Sales & PM Team
t
o
Qualification Stage Discovery - Technical Assessment Stage Analysis - Design - Close Stage D
Identify Business e
Objectives l
Identify Analyze/Design Solution
Stakeholders
Conduct Discovery Kick-off
Align Solution w/ Business Objectives i
Gather Project Requirements
Identify Budget
Refine Business Problems & Objectives
Determine Logistics Requirements v
and Time-frame Formulate Business Value
Identify
Complete Site Survey
Determine Pricing
e
Evaluate Business Opportunity r
Competitors Develop the Proposal
Establish Reasons for Going to Next
Establish Present & Close on Proposal y
Phase
Reasons for Transition to the Project Delivery Team
Going to Next
Phase
Copyright 2008. George Balint 8
9. What’s Happening in the Sales Process
Qualification Discovery Analysis/Close
Low Technical Complexity High
The major elements in each of these 3 Stages are:
Deliverables – what is completed or accomplished
Tools – what tools are used for the deliverables and by the resources
Processes – what processes, procedures, methodologies are used in completing
the deliverables
Skill Sets – are the major skill sets, expertise and knowledge areas required in
each stage
>>>Technical complexity increases as Sales Life-cycles
progresses
Copyright 2008. George Balint 9
10. Consequences of Un-Aligned Sales/Services Teams
Sales is bogged down with non-sales activities
Sales is not equipped to handle technical complexities
Sales doesn’t have time to focus on building pipeline
Sales includes opportunities with low closure possibilities
Just another sales team – no different than the competition
Proposed (technical) solution doesn’t fully address the
business problem – and – Pricing is non-competitive
(Too) Optimistic implementation timeframes
Failed Implementation
Copyright 2008. George Balint 10
11. Professional Services Organizational Chart
Professional
Services
Organization
Sales Support Implementation Customer Care
Marketing &
Managed
Pre-Sales Delivery
Services
Support
Pre-Sales Project Technical
Support Management Support
Sales Implementation Training &
Engineering Engineering Documentation
Copyright 2008. George Balint 11
12. Professional Services (PS)
What is Professional Services – How can it help?
Manage technical complexity - Technical and Process support &
Facilitation
Delivery, Deployment, Implementation, Continuity,
Consistency, Scalability
Management oversight
Budgetary Oversight
Free Sales staff from non-sales activities
Training, management and assignment of staff and resources
Copyright 2008. George Balint 12
13. Roles & Responsibilities – Alignment
Pursuit Team Qualification Discovery Analysis/Close
Qualify Customer Account Management Account Management
Account Management Client Relationship Client Relationship
Sales
Client Relationship Business Interviews Pricing
Proposal Presentation
Sales Process Lead Sales Process Lead
Sales Schedule Interviews Pricing
Engineering Technical Interviews Proposal/SOW
Business Interviews Proposal Presentation
Business Interviews Implementation time &
Site Surveys cost estimates
Project
Implementation Plan
Management
Resource Scheduling –
Allocation
Technical Interviews Technical Analysis
Technical Technical Design
Copyright 2008. George Balint 13
14. Payoff of Alignment
Build a healthier sales pipeline
Shorten sales life-cycle and increase closure rate
Seamless transition from Sales to
Implementation
Meet profitability and margin targets
Solution fully addresses business
challenges/problems
Copyright 2008. George Balint
15. Payoff of Alignment
Lower Sales costs
Increased Add-on sales potential
Competitive edge in the Sales process
Competitive and profitable pricing
Copyright 2008. George Balint
16. Summary
Sales is also about critical “soft” objectives
Sales Life-cycle requires “other” skills
Professional Services provides infrastructure to
increase your sales potential and effectiveness
Increase your sales revenue, margins, and
customer satisfaction
Copyright 2008. George Balint