The document presents a detailed internal IT strategic sales plan for a large account in the manufacturing sector, outlining the client's business profile, sales processes, and competitive landscape. It includes specifics on contract terms, project statuses, and strategic initiatives aimed at opportunities and client relationship management. Additionally, it discusses potential risks, customer satisfaction measures, and action plans to convert opportunities into business, with emphasis on metrics for performance appraisal.

1. LARGE ACCOUNT INTERNAL IT STRATEGIC SALES PLAN SUBMITTED BY:

2. 1. CLIENT OVERVIEW 1.1 CLIENT Account Name: 1.2 INDUSTRY SEGMENT/DIVISIONS: Manufacturing 1 ACCOUNT PLAN

3. .3 BUSINESS SUMMARY CEO: Public/private: Parent Co. (if applicable):parent Number of employees: Year company established: IN MILLIONS 2001CURRENT Net 2001 Revenue (% Y.O.Y growth) _% Growth Stock price/date _ USD Previous 12 months range: _ 2002 outlook for earnings per share of ACCOUNT PLAN

4. 1.4 BUSINESS UNIT DESCRIPTION AND TRENDS ACCOUNT PLAN ACCOUNT PLAN

5. 1.4 BUSINESS UNIT DESCRIPTION AND TRENDS (Contd..) ACCOUNT PLAN

6. BUSINESS UNIT DESCRIPTION AND TRENDS (Contd..) ACCOUNT PLAN

7. STRATEGIC OVERVIEW ACCOUNT PLAN

8. BUDGETED EXPENDITURES OF FISCAL 2002 (IN MILLIONS) Previous Spending Patterns ACCOUNT PLAN

9. Technology trends that could impact features and functionality … ACCOUNT PLAN

10. KEY POLICY LEVEL EXECUTIVES - ACTIVITY IS IN GREEN TITLE Key executive Function/Role Details ACCOUNT PLAN

11. 1.7 COMPETITORS RANKING OF VARIOUS DIVISIONS OF CLIENT ORGANIZATION Competitive ranking Main competitors ACCOUNT PLAN

12. 1.9 SALES PROCESS/DECISION MAKING PROCESS FOLLOWED BY THE CLIENT ORGANISATION Each new project or IT investment initiative is approved by the business through a thorough business case evaluation and the rating system is considered Corporate Classified. Committee evaluation processes are engaged once through the buying process. Each purchase needs to be justified in terms of why this vendor (us), how much was saved, what is your metric criteria for choosing them and it must be quantifiable. IT Spending is fairly centralized with most business units though diversified with project managers in others, all with significant control in the hands of the various unit heads Senior Management mandates on vendor selections to preferred vendor pool only and that is taken very seriously and those that are approved are: InfoWorx HCL HPS TCS INFOSYS and a few smaller ones specific NIITUSA WIPRO to an application UTC ACCOUNT PLAN ACCOUNT PLAN

13. 2. CURRENT STATUS OF COMPANY 2.1 CLIENT RELATIONSHIP WITH THE COMPANY As of ACCOUNT PLAN ACCOUNT PLAN

14. CURRENT STATUS OF COMPANY (continued) ACCOUNT PLAN

15. 2.2 CURRENT STATUS OF THE COMPANY (TO BE PREPARED INDIVIDUALLY FOR EACH OF THE CLIENT’S DIVISION) THIS SECTION HAS YET TO BE FULLY RESEARCHED AND IS AN ON GOING PROCESS Services being offered in the client organization at present Delivery Emerging areas Engineering services On-site Off/Site-shore Off-site Line of service UTC ACCOUNT PLAN ACCOUNT PLAN

16. 2.3 CONTRACT TERMS AND CONDITIONS In accordance with purchase orders as issued against master contract. 2.4 PRICING the current focus is on fixed price project development. Current CONTRACT pricing: Other Terms & Conditions UTC ACCOUNT PLAN ACCOUNT PLAN

17. UTC ACCOUNT PLAN B . On-Shore costs Short Term Assignments Overtime Rates ACCOUNT PLAN

18. UTC ACCOUNT PLAN 2.5 BILLING CYCLE Monthly, based on each individual Purchase order as part of the Master Agreement. ACCOUNT PLAN

19. UTC ACCOUNT PLAN S. No. Project Description Status 1. 2. 3. 4. 5. 6. 7. 8. 9. 10 2.7 STATUS ON WORK DONE FOR CUSTOMER (Project wise detail) Maintenance Agreement Study completed for ACCOUNT PLAN

20. UTC ACCOUNT PLAN VISION Mission Statement - To provide 3.2 STRATEGIC INITIATIVES BEING TAKEN BY CLIENT 3. UNDERSTANDING CLIENT ORGANIZATION (PREPARE INDIVIDUALLY FOR EACH DIVISION) ACCOUNT PLAN

21. IDEA GENERATION FOR POTENTIAL OPPORTUNITIES (Ideas are generated internally by the account planning team in a brainstorming session. The account team then weeds out the ideas that are not viable and puts down those ideas that could be a potential opportunity for the company. Needed action is taken on these ideas, progress is tracked and necessary steps are taken. 3.5 AREAS OF OPPORTUNITY FOR THE COMPANY 6-point avenue identification Existing customer, existing service Programming Existing customer, new service UTC ACCOUNT PLAN ACCOUNT PLAN

22. UTC ACCOUNT PLAN 3.6 CURRENT STATUS OF THE COMPANY (TO BE PREPARED INDIVIDUALLY FOR EACH DIVISION) Services being offered in the client organization at present Potential opportunity in the client organization Delivery E-business Enterprise solutions Emerging areas Engineering services On-site Line of service ACCOUNT PLAN

23. UTC ACCOUNT PLAN 3.7 STRATEGY FOR ACCOUNT List key potential areas to focus on in the near future (for example, a one-year period), and the initiatives to be taken to meet this objective S. No Key potential opportunity Strategy/ Action plan ACCOUNT PLAN

24. DMU: Decision making unit DMC: Decision making criterion S. No. Steps Activity DMU DMC Players Decision makers Influencers DECISION PROCESS Customer Company ILLUSTRATIVE 3.9 SALES PLAN (TO BE PREPARED FOR EACH POTENTIAL OPPORTUNITY REQUIRING A SALES PLAN) (Contd.) ACCOUNT PLAN 1. Idea generation 2. Awareness building 3. Requirement definition 4. Technical evaluation 5. Prototype 6. Proposal preparation 7. Evaluation of bid 8. Vendor selection 9. Contract awarded 10. Project initiation

25. S. No. Requirement Current position/status Desired position Who to involve? 3(B). “Good to have” factors to win the deal 3(A). Necessary requirements to win the deal (stated explicitly or implicitly by client) S. No. Requirement Current position/status Desired position Who to involve? 3.9 SALES PLAN (TO BE PREPARED FOR EACH POTENTIAL OPPORTUNITY REQUIRING A SALES PLAN) (Contd.) ACCOUNT PLAN

26. S.No Activity Responsibility Date 4. KEY INITIATIVES TO CONVERT OPPORTUNITY INTO REAL BUSINESS - ACTION PLAN 3.9 SALES PLAN (TO BE PREPARED FOR EACH POTENTIAL OPPORTUNITY REQUIRING A SALES PLAN) (Contd.) Price issues versus skill sets….should reduce the load for major account pricing and delivery. The Problem remains constant in that the skill sets though often available are not sellable at the rates required by this client unless they are “out of scope” of the GTA and most everything requested by the client to date is in scope and on our contract. ACCOUNT PLAN

27. 6. ISSUES/ RISK FACTORS - 3.9 SALES PLAN (TO BE PREPARED FOR EACH POTENTIAL OPPORTUNITY REQUIRING A SALES PLAN) (Contd.) Issues/Risks (Key) Mitigation strategies/Action plan Investments in manpower and proto-types without a return in the form of new business. I have been pressing inroads for new business as a follow-up to other “gifts” of service provided As year end approaches all bases and contacts have been made and feedback is that there is a lot of potential and possibilities ... ACCOUNT PLAN

28. Metric Estimate S.No. Actual Deviation Billing Share Average $ Rate/Hr 1. 2. 3. Note: The detailed metrics for each sales plan would be the key performance parameters for the sales executive/AM and will be monitored in the performance appraisal. 7. OPPORTUNITY SNAP SHOT 3.9 SALES PLAN (TO BE PREPARED FOR EACH POTENTIAL OPPORTUNITY REQUIRING A SALES PLAN) (Contd.) Skills required Closing date Probability of success 4. 5. 6. ACCOUNT PLAN ILLUSTRATIVE

29. 4. CUSTOMER SATISFACTION 4.2 RECURRING ISSUES 4.1 CUSTOMER SATISFACTION MEASURES Measures Target Actual Steps to be taken to meet target Whom to involve? Note: To be reviewed monthly by account manager ACCOUNT PLAN

30. ACCOUNT PLAN 6. POTENTIAL THREAT TO RELATIONSHIP 5. FACTORS CRITICAL TO ENHANCE RELATIONSHIP WITH CLIENT Note: An example could be visits of the company’s senior management to the client organization. If this is an important measure, it should be reflected in the customer satisfaction measures also (item 4.1)

31. Metric Target S.No. Actual GAP Billing Average $ Rate/Hr 1. 2 Note: The detailed metrics for each plan would be the key performance parameters for the sales executive/AM and will be monitored in the performance appraisal. 2. ACHIEVEMENTS FOR THE COMPANY 7. SUMMARY OF ACCOUNT (To be filled in periodically) $ Listed elsewhere in this presentation ACCOUNT PLAN

32. ACCOUNT PLAN 3. COMPLAINTS FROM CLIENT AND STATUS ON ADDRESSAL OF COMPLAINT 7. SUMMARY OF ACCOUNT (To be filled in periodically) (Contd.) All client complaints were short term in nature and have been addressed and the issue resolved to the clients satisfaction. In every case it was a matter of misreading the clients style or requirements.