This document summarizes a methodology for developing targeted account selling strategies. It outlines seven steps in the process: 1) Assessing the opportunity, 2) Setting a competitive strategy, 3) Identifying key players, 4) Defining a relationship strategy, 5) Turning ideas into actions, 6) Testing and improving the plan, and 7) Implementing the process. It then describes various competitive strategies such as frontal, flanking, fragment, defend, and develop strategies. The purpose is to provide a structured approach to analyzing sales opportunities and communicating unique business value to increase the likelihood of winning deals.

1. Target Account Selling ®

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

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

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 –

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.

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

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.

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

55. Program Objectives ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Developing and testing a comprehensive plan for your sales opportunity Enabling you to communicate more effectively with your customers Shifting your sales focus from tactical to strategic Help you win by... Focusing on the right issues with the right people at the right time

56. Thats’s all folks ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Gracias