Description
Sales process engineering is the engineering of better sales processes. It is thus the quest to design better ways of selling, making salespeople's efforts more productive.
Sphere Consulting Group, LLC Sales Process The Key to Sales Productivity
“We (GE) found out that Six Sigma isn’t only for engineers”
Jack, Straight from the Gut, page 339, Warner Books - 2001
©2006 Sales Force Systems
Page 1
Company Overview - Approach
Provide process-based consulting, training & tools that:
1. 2. 3.
4. 5. 6. 7. 8. 9.
Identify, refine and institutionalize best sales practices Easy to use tool, intuitive for sales people – save time versus use time! Help sales people determine “what to do” & “how to do” to win – PROVIDE A PLAYBOOK ON HOW TO WIN Provide accurate and timely information to management Enforce a disciplined, repeatable and scalable sales process Provide a consistent sales language and vocabulary Can be integrated with existing CRM/ERP systems Make sales people THINK Provide a scalable infrastructure for a growth-oriented sales organization
©2006 Sales Force Systems
Page 2
Goals
?
Capture, codify and institutionalize the “deep smarts” of the sales rainmakers for dissemination and use across the organization, i.e. the Sphere Consulting way-ofselling Provide a framework that helps the sales professional answer the hard questions asked by Management & the Board Development of a guided selling playbook that increases win rates Provides a set of tools that help sales people increase commissions A Sales Call Plan template that insures that Value is delivered at every prospect touch point Common sales vocabulary Consistent, repeatable sales process Usable and actionable sales information for Executive planning, coaching and mentoring A new level of cross organizational intimacy based on accurate, consistent and understandable sales information A quality sales process integrated into the operational plan that systemically achieves revenue objectives
©2006 Sales Force Systems Page 3
? ? ? ? ? ? ? ? ?
Sphere Consulting Sales Process/Execution Tools
? Personal Business Plan ? Major Account Plan – MAP ? Strategic Sales Plan – SSP
? ? ? ? ? ? ? ? ?
(What, How, When, Needs, Results) (The Big Picture)
(Sales Milestones) (Best Practices) (How to Win) (Success Metrics) (To Do’s) (Red Flags) (Strengths & Weaknesses) (Who will make the decision) (Relationship Management)
Funnel Phases Funnel Checklist Strategy Win Probability Factors – Actions/Objectives Competitors Win Probability Buying Criteria/Competitive Matrix Decision Making Model Executive Profiles
? Sales Call Plan – SCP
©2006 Sales Force Systems
(Value-Based Relationships)
Page 4
Consolidate, Standardize, Manage, Mentor, Report Selling Tools - Impact
Personal Business Plan Quota, Goals, SWOT Targeted Opportunities Factors & Objectives Major Account Plan Profile/Strategy/History Factors – Objectives Business Development Plan Strategic Sales Plan Strategy Funnel Phase/Checklist Win Probability Factors/Objectives Decision Making Process Executive Profiles Competition Sales Call Plan Attendees/Purpose Benefits Statement Factors - Action Objectives/Questions Agenda
Synch
Bi-directional data exchange Sales Activity > < Territory management < Alerts < Database recovery < Customization < Leads < Collaboration
Insite - Manage, Mentor, Report
Management Reporting/Mentoring Crystal Reports 30 –60 –90 day Forecast MAP/SSP/SCP Detail Consolidated Funnel Collaboration User Access Rights Individuals, Groups Customization Engine Customization Software Copy of “master” data base Individual Sales Data Repository Copy of all sales people’s data Administrative Functions Territory Management Activity Logs Lead Distribution & Tracking Alerts Page 5
©2006 Sales Force Systems
Impact and Insite Portals
Impact Insite
©2006 Sales Force Systems
Page 6
Opportunity Planning & Execution
Profile Check List Win Probability Strategy SWOT Analysis Factors & Objectives Decision Making Process Competitive Matrix Resources Sales Call Plan
©2006 Sales Force Systems
Page 7
Sample Sales Process Checklist
Sales Pr ocess Checklist
T
Q u a lif y :
? ? ? ? ? ? ? V a lid i n t e r e s t h a s b e e n s h o w n b y p r o s p e c t F ir s t c o n ta c t m a d e ( p h o n e , le tte r , e - m a i l o r p e r s o n a l) F ir s t n e e d s i d e n t ifi c a t i o n c o m m u n ic a t i o n c o m p l e te d P r o s p e c t i s i n t e r e s t e d , h a v i n g a c t iv e d i a l o g w i th u s a n d a p p e a r s to h a v e a b u s in e s s p r o b l e m P r o s p e c t " v is io n l e a d e r " i d e n t ifi e d C o m p e t it i o n i d e n ti fi e d F ir s t fa c e - t o - fa c e m e e ti n g s c h e d u le d
D is c o v e r y :
? ? ? ? ? ? ? ? N e e d - T o - B u y c o n f i r m e d w i th p r o s p e c t B u y i n g p r o c e s s i d e n ti fie d a n d d o c u m e n te d T i m e fr a m e , b u d g e t p r o c e s s a n d D M P u n d e r s t o o d a n d i s a c c e p t a b l e to u s B u y i n g is s u e s , d e c is i o n c r it e r i a , c o m p e t iti v e i s s u e s a ll id e n t ifi e d a n d p r i o r it i z e d S a le s t e a m a g r e e s t h a t Q u e s tr a 's s o l u ti o n i s a f it a n d w e a r e s e llin g a t t h e r i g h t l e v e l In it ia l fa c t o r li s t d e v e l o p e d a n d d o c u m e n te d F o r m a l a n d i n fo r m a l d e c is io n p r o c e s s ( D M P ) u n d e r s to o d a n d d o c u m e n te d O M R i s s c h e d u le d w ith Q u e s t r a m a n a g e m e n t
D e v e lo p e d :
? ? ? ? ? ? D M P c h a r t e d a n d c o n fi r m e d w i th p r o s p e c t R F P , R F I r e s p o n s e s u b m i tt e d t o p r o s p e c t, if a p p lic a b le IS P i d e n ti fie d a n d a c t iv e a n d A ll ie s , E n e m ie s a n d N e u t r a l s id e n ti fi e d K D M a n d / o r A p p r o v e r c o n f ir m c o m m it m e n t t o p r o j e c t w it h a n a c c e p ta b le tim e fr a m e F ie l d te s t s c h e d u le d if a p p l ic a b le F ie l d te s t c o m p l e t e d
S e le c t io n :
? ? ? ? ? ? B u s in e s s C a s e ( R O I) c o m p le t e d a n d a g r e e d t o b y p r o s p e c t S t a te m e n t o f W o r k ( S O W ) p r o je c t p l a n p r e s e n te d to p r o s p e c t Q u e s tr a s e l e c te d a s t h e v e n d o r to b e p r o p o s e d f o r p r o j e c t f u n d i n g / fi n a l a p p r o v a l E x e c u t iv e m e e tin g s c h e d u l e d w it h K D M ( k e y a p p r o v e r s a n d f i n a l d e c i s io n m a k e r ) K D M a n d / o r A p p r o v e r r e - c o n fi r m D M P a n d i n d e n ti f y t h e r e q u ir e m e n ts f o r f u n d i n g / fi n a l a p p ro v a l Q u e s tr a 's c o n t r a c t s s u b m i t te d t o p r o s p e c t
N e g o t ia t io n :
? ? ? ? ? ? P r o s p e c t 's in t e r n a l p r o j e c t a n d b u s in e s s c a s e a p p r o v e d S t a te m e n t o f w o r k ( S O W ) c o m p le te d a n d a g r e e d t o b y p r o s p e c t, g o - liv e g o a l u n d e r s t o o d a n d a g r e e d t o C o n t r a c t a n d p r ic i n g n e g o ti a t i o n s fi n a l iz e d A l l i s s u e s ( K e y D e c i s i o n M a k e r 's & A p p r o v e r 's ) r e c o n fir m e d a n d s a tis f i e d C o n t r a c t s s ig n e d P ro d u c t s h ip p e d
C lo s e d :
? ? ? ? C u s to m e r P O g e n e ra te d a n d r e c e iv e d C u s t o m e r s a ti s f a c ti o n c o n fi r m e d C u s t o m e r a g r e e s to b e a r e f e r e n c e S u c c e s s s to r y p u b l is h e d
©2006 Sales Force Systems
Page 8
Win Probability
Win Probability Model aids in addressing 3 critical questions: 1) Where your strategy is strong ? 2) Where you have problems ? 3) What’s your chance to Win relative to Competition?
W in Pr obabilit y
Q u e s tio n s / A n s w e rs
C u s to m e r's N e e d -to -B u y (T h e B u s in e s s P ro b le m ) H ig h P rio rity, N T B q u a n tifie d, p ro s p e c t c om m itte d to G D N e e d -to -B u y q u a n tifie d , c us tom e r c o m m itte d to b u y a s o lu tio n M e d iu m P rio rity , N T B id e n tifie d , c u stom e r inte re s te d in s o lutio n L o w P rio rity, N T B q u es tio n a b le (n ic e to h a v e ), n o c om m itm e nt N o P rio rity , n o N T B , (little in te re s t), n o c om m itm e n t to p ro c e e d G D S o lu tio n fit (a s p e rc e iv e d b y th e c u s to m e r) S o lu tio n is u n iq u e a n d p ro v id e s e n o u g h va lu e fo r c h a n g e S o lu tio n is b e tte r th a n th e c om p e tito r's s o lu tio n S o lu tio n is s im ila r to c om p e tito r's s o lu tio n S o lu tio n c o n flic ts w ith c o m p etito r's s o lu tio n G D c om p e titio n h as a b e tte r fit o r s u p e rio r s o lu tio n T h e D e c is io n -M a kin g P ro c e s s P ro a ctive - G D K n o w s a n d h e a vily in flu e n c e s th e D M P G D k n o w s th e D M P , a n d h as s o m e in flu e n c e G D k n o w s th e D M P , b u t h a s little in flu e nc e G D d o e s n o t k n o w th e D M P G D c om p e titio n c o n tro ls /h as p o s itive im p a c t o n th e D M P In s id e GD GD GD GD GD S ale s -P e rs o n (IS P ) "IS P " is th e K D M o r A p p ro v e r "IS P " h a s s om e influ e n c e o n th e D M P d o e s n o t h a ve a n Ins id e S ale s P e rs o n c om p e titio n 's IS P h a s m o re in flu e nc e o n th e D M P c om p e titio n 's IS P is th e K D M o r A p p ro v e r
O u rs
X
AT&T
X
N o rth ro p G
X
X X X
X X
X
X X
X
A c c e s s to E x e c u tiv e -L e v e l D e c is io n M a k e rs G D h a s a n es ta b lis h e d , p o s itive re la tio n s h ip w ith s e nio r e xe c u tiv e s G D is a b le to m e e t w ith k e y e xe c u tiv e s a n s h a s s om e influ e n c e G D h a s n o t m e t w ith o r h as influ e n c e o n k e y e xe c u tiv e s G D is b lo ck e d from m e etin g w ith k e y e xe c u tive s G D c om p e titio n is h ig h ly p o s itio n e d w ith k e y e xe c u tive s C o m p e titiv e A w a re n e s s G D h a s a s tro n g c o m p etitiv e ad v a n ta g e (D M P o r tec h n ic a l) G D k n o w s c o m p etito r's s tra te gy , s tre n g th s & w e a k n e s s e s G D h a s id e n tifie d c om p etito rs a n d c o m p etitiv e iss u es G D k n o w s v e ry little a b o u t th e c om p e titive s itu a tio n G D d o e s n o t k n o w a n yth in g a bo u t th e c o m p e titiv e s itu atio n D e c is io n C rite ria , R F P a n d P ro p o s a l R e q u irem e n t G D h a s sig n ific a n t in flu e n c e o n d e c is io n c rite ria & R F P G D h a s a p os itiv e in flu e n c e o n th e d e c is io n c rite ria G D h a s little in flu e n c e o n th e de c is io n c rite ria G D is u n a b le to in flu e nc e th e de c isio n c rite ria o r R F P G D c om p e tito r h a s s ig n ific a nt in flu e n c e o r w ro te th e R F P P r o g r am a n d C u s to m e r F u n d in g F u n d in g is c o m m itte d n o w fo r th is p ro c u rem e n t F u n d in g ve h ic a l id e n tifie d a n d a v a ila b le , n o t c om m itte d F u n d in g id e n tifie d, c u s tom e r w o rk in g to w a rd s c om m itta l IS P is tryin g to ID s o u rc e fo r fu n d in g N o fu n d in g a v a ila b le th is y e a r o r b u s in e s s p e rio d A g e n c y a n d C u s to m e r's B u yin g H is to r y O p p o rtu n ity is fo r a G D v e ry s a tis fie d c us tom e r (p a s t o r p re s e nt) O p p o rtu n ity is fo r a G D c om p e tito r's u n s atis fie d c us tom e r O p p o rtu n ity is fo r a G D c om p e tito r's s a tis fie d c us tom e r O p p o rtu n ity is fo r G D 's u p s e t cu s tom e r B u yin g H is to ry d o e s n o t a p p ly fo r th is o p p o rtu n ity
X X
X
X
X
X
X X X
X
X
X
X
X X
S c o re :
65
77
78
0
©2006 Sales Force Systems
Page 9
Factors & Objectives Å Win Probability Analysis
©2006 Sales Force Systems
Page 10
Strategy
©2006 Sales Force Systems
Page 11
Decision Making Process
©2006 Sales Force Systems
Page 12
Competitive Matrix
Identifies the Decision Criteria that the prospect will use to make their buying decision
Technical 9 Feature/Function Opportunity Name: Hobart 9 TCO/ROI Impact User: Cummins, C 9 Vendor Decision Criteria and Requirements (Wt. 1 to 10) 9 Environment Ability to increase service levels Ability to decrease service costs 9 RFP/RFI Use of "context" to insure the right answer Ease of use by services people 9 Risk
9
Time to implement Total cost of ownership Integration with existing systems Database Compatibility Custom reporting Ease of customization - training Ease of customization - software ROI Vendor references in our industry Ability to impact service productivity immediately Totals
Competitive Matrix
Our Score Axeda emWare Wt. Raw Wt. Raw Wt. Raw Wt. 9 9 9 8 9 7 6 5 8 7 7 8 7 9 8 9 5 7 9 7 4 9 8 9 6 8 9 10 72 81 45 56 81 49 24 45 64 63 42 64 63 90 839 7 9 10 0 3 8 7 5 8 3 9 6 8 9 63 81 90 0 27 56 42 25 64 21 63 48 56 81 717 10 8 5 9 5 9 7 4 10 7 9 5 8 9 90 72 45 72 45 63 42 20 80 49 63 40 56 81 818
©2006 Sales Force Systems
Page 13
Sales Call Plan - Execution
©2006 Sales Force Systems
Page 14
Ancillary Capabilities
? Contact Manager – Executive Profile integrated with Outlook ? Notes – phone calls, emails, letters, proposals, presentations ? Activity Log – Integrated with Outlook Task Manager ? Alerts ? Cut & paste, speak & write, spellchecker ? Manage or Forecast Opportunities by Units or “Dollars” ? Multiple Currency – Date Formats ? Import/Export Wizard – Integration with CRM/ERP systems ? Automatic Generation of a PowerPoint Slide presentation
for each Opportunity
©2006 Sales Force Systems
Page 15
9 Outcomes of the Training
9 A fully populated sales funnel with all prospects properly placed in the sales funnel and assigned a win probability based on a consistent set of rules 9 Major Account Plan (MAP) for all accounts where multiple opportunities exist for Sphere Consulting 9 Strategic Sales Plan for key “must win” Opportunities 9 Decision Making Model completed for key “must win” Opportunities 9 Completion of both our Win Probability and Competitors Win Probability and Competitive Matrix 9 Identification of who you will call on next to close the Opportunity 9 Development of a Sales Call Plan for that sales call/person 9 Personal Territory or Business Plan outlining what you need to do to meet/exceed your 2007 goals
©2006 Sales Force Systems Page 16
doc_405790042.pdf
Sales process engineering is the engineering of better sales processes. It is thus the quest to design better ways of selling, making salespeople's efforts more productive.
Sphere Consulting Group, LLC Sales Process The Key to Sales Productivity
“We (GE) found out that Six Sigma isn’t only for engineers”
Jack, Straight from the Gut, page 339, Warner Books - 2001
©2006 Sales Force Systems
Page 1
Company Overview - Approach
Provide process-based consulting, training & tools that:
1. 2. 3.
4. 5. 6. 7. 8. 9.
Identify, refine and institutionalize best sales practices Easy to use tool, intuitive for sales people – save time versus use time! Help sales people determine “what to do” & “how to do” to win – PROVIDE A PLAYBOOK ON HOW TO WIN Provide accurate and timely information to management Enforce a disciplined, repeatable and scalable sales process Provide a consistent sales language and vocabulary Can be integrated with existing CRM/ERP systems Make sales people THINK Provide a scalable infrastructure for a growth-oriented sales organization
©2006 Sales Force Systems
Page 2
Goals
?
Capture, codify and institutionalize the “deep smarts” of the sales rainmakers for dissemination and use across the organization, i.e. the Sphere Consulting way-ofselling Provide a framework that helps the sales professional answer the hard questions asked by Management & the Board Development of a guided selling playbook that increases win rates Provides a set of tools that help sales people increase commissions A Sales Call Plan template that insures that Value is delivered at every prospect touch point Common sales vocabulary Consistent, repeatable sales process Usable and actionable sales information for Executive planning, coaching and mentoring A new level of cross organizational intimacy based on accurate, consistent and understandable sales information A quality sales process integrated into the operational plan that systemically achieves revenue objectives
©2006 Sales Force Systems Page 3
? ? ? ? ? ? ? ? ?
Sphere Consulting Sales Process/Execution Tools
? Personal Business Plan ? Major Account Plan – MAP ? Strategic Sales Plan – SSP
? ? ? ? ? ? ? ? ?
(What, How, When, Needs, Results) (The Big Picture)
(Sales Milestones) (Best Practices) (How to Win) (Success Metrics) (To Do’s) (Red Flags) (Strengths & Weaknesses) (Who will make the decision) (Relationship Management)
Funnel Phases Funnel Checklist Strategy Win Probability Factors – Actions/Objectives Competitors Win Probability Buying Criteria/Competitive Matrix Decision Making Model Executive Profiles
? Sales Call Plan – SCP
©2006 Sales Force Systems
(Value-Based Relationships)
Page 4
Consolidate, Standardize, Manage, Mentor, Report Selling Tools - Impact
Personal Business Plan Quota, Goals, SWOT Targeted Opportunities Factors & Objectives Major Account Plan Profile/Strategy/History Factors – Objectives Business Development Plan Strategic Sales Plan Strategy Funnel Phase/Checklist Win Probability Factors/Objectives Decision Making Process Executive Profiles Competition Sales Call Plan Attendees/Purpose Benefits Statement Factors - Action Objectives/Questions Agenda
Synch
Bi-directional data exchange Sales Activity > < Territory management < Alerts < Database recovery < Customization < Leads < Collaboration
Insite - Manage, Mentor, Report
Management Reporting/Mentoring Crystal Reports 30 –60 –90 day Forecast MAP/SSP/SCP Detail Consolidated Funnel Collaboration User Access Rights Individuals, Groups Customization Engine Customization Software Copy of “master” data base Individual Sales Data Repository Copy of all sales people’s data Administrative Functions Territory Management Activity Logs Lead Distribution & Tracking Alerts Page 5
©2006 Sales Force Systems
Impact and Insite Portals
Impact Insite
©2006 Sales Force Systems
Page 6
Opportunity Planning & Execution
Profile Check List Win Probability Strategy SWOT Analysis Factors & Objectives Decision Making Process Competitive Matrix Resources Sales Call Plan
©2006 Sales Force Systems
Page 7
Sample Sales Process Checklist
Sales Pr ocess Checklist
T
Q u a lif y :
? ? ? ? ? ? ? V a lid i n t e r e s t h a s b e e n s h o w n b y p r o s p e c t F ir s t c o n ta c t m a d e ( p h o n e , le tte r , e - m a i l o r p e r s o n a l) F ir s t n e e d s i d e n t ifi c a t i o n c o m m u n ic a t i o n c o m p l e te d P r o s p e c t i s i n t e r e s t e d , h a v i n g a c t iv e d i a l o g w i th u s a n d a p p e a r s to h a v e a b u s in e s s p r o b l e m P r o s p e c t " v is io n l e a d e r " i d e n t ifi e d C o m p e t it i o n i d e n ti fi e d F ir s t fa c e - t o - fa c e m e e ti n g s c h e d u le d
D is c o v e r y :
? ? ? ? ? ? ? ? N e e d - T o - B u y c o n f i r m e d w i th p r o s p e c t B u y i n g p r o c e s s i d e n ti fie d a n d d o c u m e n te d T i m e fr a m e , b u d g e t p r o c e s s a n d D M P u n d e r s t o o d a n d i s a c c e p t a b l e to u s B u y i n g is s u e s , d e c is i o n c r it e r i a , c o m p e t iti v e i s s u e s a ll id e n t ifi e d a n d p r i o r it i z e d S a le s t e a m a g r e e s t h a t Q u e s tr a 's s o l u ti o n i s a f it a n d w e a r e s e llin g a t t h e r i g h t l e v e l In it ia l fa c t o r li s t d e v e l o p e d a n d d o c u m e n te d F o r m a l a n d i n fo r m a l d e c is io n p r o c e s s ( D M P ) u n d e r s to o d a n d d o c u m e n te d O M R i s s c h e d u le d w ith Q u e s t r a m a n a g e m e n t
D e v e lo p e d :
? ? ? ? ? ? D M P c h a r t e d a n d c o n fi r m e d w i th p r o s p e c t R F P , R F I r e s p o n s e s u b m i tt e d t o p r o s p e c t, if a p p lic a b le IS P i d e n ti fie d a n d a c t iv e a n d A ll ie s , E n e m ie s a n d N e u t r a l s id e n ti fi e d K D M a n d / o r A p p r o v e r c o n f ir m c o m m it m e n t t o p r o j e c t w it h a n a c c e p ta b le tim e fr a m e F ie l d te s t s c h e d u le d if a p p l ic a b le F ie l d te s t c o m p l e t e d
S e le c t io n :
? ? ? ? ? ? B u s in e s s C a s e ( R O I) c o m p le t e d a n d a g r e e d t o b y p r o s p e c t S t a te m e n t o f W o r k ( S O W ) p r o je c t p l a n p r e s e n te d to p r o s p e c t Q u e s tr a s e l e c te d a s t h e v e n d o r to b e p r o p o s e d f o r p r o j e c t f u n d i n g / fi n a l a p p r o v a l E x e c u t iv e m e e tin g s c h e d u l e d w it h K D M ( k e y a p p r o v e r s a n d f i n a l d e c i s io n m a k e r ) K D M a n d / o r A p p r o v e r r e - c o n fi r m D M P a n d i n d e n ti f y t h e r e q u ir e m e n ts f o r f u n d i n g / fi n a l a p p ro v a l Q u e s tr a 's c o n t r a c t s s u b m i t te d t o p r o s p e c t
N e g o t ia t io n :
? ? ? ? ? ? P r o s p e c t 's in t e r n a l p r o j e c t a n d b u s in e s s c a s e a p p r o v e d S t a te m e n t o f w o r k ( S O W ) c o m p le te d a n d a g r e e d t o b y p r o s p e c t, g o - liv e g o a l u n d e r s t o o d a n d a g r e e d t o C o n t r a c t a n d p r ic i n g n e g o ti a t i o n s fi n a l iz e d A l l i s s u e s ( K e y D e c i s i o n M a k e r 's & A p p r o v e r 's ) r e c o n fir m e d a n d s a tis f i e d C o n t r a c t s s ig n e d P ro d u c t s h ip p e d
C lo s e d :
? ? ? ? C u s to m e r P O g e n e ra te d a n d r e c e iv e d C u s t o m e r s a ti s f a c ti o n c o n fi r m e d C u s t o m e r a g r e e s to b e a r e f e r e n c e S u c c e s s s to r y p u b l is h e d
©2006 Sales Force Systems
Page 8
Win Probability
Win Probability Model aids in addressing 3 critical questions: 1) Where your strategy is strong ? 2) Where you have problems ? 3) What’s your chance to Win relative to Competition?
W in Pr obabilit y
Q u e s tio n s / A n s w e rs
C u s to m e r's N e e d -to -B u y (T h e B u s in e s s P ro b le m ) H ig h P rio rity, N T B q u a n tifie d, p ro s p e c t c om m itte d to G D N e e d -to -B u y q u a n tifie d , c us tom e r c o m m itte d to b u y a s o lu tio n M e d iu m P rio rity , N T B id e n tifie d , c u stom e r inte re s te d in s o lutio n L o w P rio rity, N T B q u es tio n a b le (n ic e to h a v e ), n o c om m itm e nt N o P rio rity , n o N T B , (little in te re s t), n o c om m itm e n t to p ro c e e d G D S o lu tio n fit (a s p e rc e iv e d b y th e c u s to m e r) S o lu tio n is u n iq u e a n d p ro v id e s e n o u g h va lu e fo r c h a n g e S o lu tio n is b e tte r th a n th e c om p e tito r's s o lu tio n S o lu tio n is s im ila r to c om p e tito r's s o lu tio n S o lu tio n c o n flic ts w ith c o m p etito r's s o lu tio n G D c om p e titio n h as a b e tte r fit o r s u p e rio r s o lu tio n T h e D e c is io n -M a kin g P ro c e s s P ro a ctive - G D K n o w s a n d h e a vily in flu e n c e s th e D M P G D k n o w s th e D M P , a n d h as s o m e in flu e n c e G D k n o w s th e D M P , b u t h a s little in flu e nc e G D d o e s n o t k n o w th e D M P G D c om p e titio n c o n tro ls /h as p o s itive im p a c t o n th e D M P In s id e GD GD GD GD GD S ale s -P e rs o n (IS P ) "IS P " is th e K D M o r A p p ro v e r "IS P " h a s s om e influ e n c e o n th e D M P d o e s n o t h a ve a n Ins id e S ale s P e rs o n c om p e titio n 's IS P h a s m o re in flu e nc e o n th e D M P c om p e titio n 's IS P is th e K D M o r A p p ro v e r
O u rs
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AT&T
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N o rth ro p G
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A c c e s s to E x e c u tiv e -L e v e l D e c is io n M a k e rs G D h a s a n es ta b lis h e d , p o s itive re la tio n s h ip w ith s e nio r e xe c u tiv e s G D is a b le to m e e t w ith k e y e xe c u tiv e s a n s h a s s om e influ e n c e G D h a s n o t m e t w ith o r h as influ e n c e o n k e y e xe c u tiv e s G D is b lo ck e d from m e etin g w ith k e y e xe c u tive s G D c om p e titio n is h ig h ly p o s itio n e d w ith k e y e xe c u tive s C o m p e titiv e A w a re n e s s G D h a s a s tro n g c o m p etitiv e ad v a n ta g e (D M P o r tec h n ic a l) G D k n o w s c o m p etito r's s tra te gy , s tre n g th s & w e a k n e s s e s G D h a s id e n tifie d c om p etito rs a n d c o m p etitiv e iss u es G D k n o w s v e ry little a b o u t th e c om p e titive s itu a tio n G D d o e s n o t k n o w a n yth in g a bo u t th e c o m p e titiv e s itu atio n D e c is io n C rite ria , R F P a n d P ro p o s a l R e q u irem e n t G D h a s sig n ific a n t in flu e n c e o n d e c is io n c rite ria & R F P G D h a s a p os itiv e in flu e n c e o n th e d e c is io n c rite ria G D h a s little in flu e n c e o n th e de c is io n c rite ria G D is u n a b le to in flu e nc e th e de c isio n c rite ria o r R F P G D c om p e tito r h a s s ig n ific a nt in flu e n c e o r w ro te th e R F P P r o g r am a n d C u s to m e r F u n d in g F u n d in g is c o m m itte d n o w fo r th is p ro c u rem e n t F u n d in g ve h ic a l id e n tifie d a n d a v a ila b le , n o t c om m itte d F u n d in g id e n tifie d, c u s tom e r w o rk in g to w a rd s c om m itta l IS P is tryin g to ID s o u rc e fo r fu n d in g N o fu n d in g a v a ila b le th is y e a r o r b u s in e s s p e rio d A g e n c y a n d C u s to m e r's B u yin g H is to r y O p p o rtu n ity is fo r a G D v e ry s a tis fie d c us tom e r (p a s t o r p re s e nt) O p p o rtu n ity is fo r a G D c om p e tito r's u n s atis fie d c us tom e r O p p o rtu n ity is fo r a G D c om p e tito r's s a tis fie d c us tom e r O p p o rtu n ity is fo r G D 's u p s e t cu s tom e r B u yin g H is to ry d o e s n o t a p p ly fo r th is o p p o rtu n ity
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S c o re :
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©2006 Sales Force Systems
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Factors & Objectives Å Win Probability Analysis
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Strategy
©2006 Sales Force Systems
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Decision Making Process
©2006 Sales Force Systems
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Competitive Matrix
Identifies the Decision Criteria that the prospect will use to make their buying decision
Technical 9 Feature/Function Opportunity Name: Hobart 9 TCO/ROI Impact User: Cummins, C 9 Vendor Decision Criteria and Requirements (Wt. 1 to 10) 9 Environment Ability to increase service levels Ability to decrease service costs 9 RFP/RFI Use of "context" to insure the right answer Ease of use by services people 9 Risk
9
Time to implement Total cost of ownership Integration with existing systems Database Compatibility Custom reporting Ease of customization - training Ease of customization - software ROI Vendor references in our industry Ability to impact service productivity immediately Totals
Competitive Matrix
Our Score Axeda emWare Wt. Raw Wt. Raw Wt. Raw Wt. 9 9 9 8 9 7 6 5 8 7 7 8 7 9 8 9 5 7 9 7 4 9 8 9 6 8 9 10 72 81 45 56 81 49 24 45 64 63 42 64 63 90 839 7 9 10 0 3 8 7 5 8 3 9 6 8 9 63 81 90 0 27 56 42 25 64 21 63 48 56 81 717 10 8 5 9 5 9 7 4 10 7 9 5 8 9 90 72 45 72 45 63 42 20 80 49 63 40 56 81 818
©2006 Sales Force Systems
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Sales Call Plan - Execution
©2006 Sales Force Systems
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Ancillary Capabilities
? Contact Manager – Executive Profile integrated with Outlook ? Notes – phone calls, emails, letters, proposals, presentations ? Activity Log – Integrated with Outlook Task Manager ? Alerts ? Cut & paste, speak & write, spellchecker ? Manage or Forecast Opportunities by Units or “Dollars” ? Multiple Currency – Date Formats ? Import/Export Wizard – Integration with CRM/ERP systems ? Automatic Generation of a PowerPoint Slide presentation
for each Opportunity
©2006 Sales Force Systems
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9 Outcomes of the Training
9 A fully populated sales funnel with all prospects properly placed in the sales funnel and assigned a win probability based on a consistent set of rules 9 Major Account Plan (MAP) for all accounts where multiple opportunities exist for Sphere Consulting 9 Strategic Sales Plan for key “must win” Opportunities 9 Decision Making Model completed for key “must win” Opportunities 9 Completion of both our Win Probability and Competitors Win Probability and Competitive Matrix 9 Identification of who you will call on next to close the Opportunity 9 Development of a Sales Call Plan for that sales call/person 9 Personal Territory or Business Plan outlining what you need to do to meet/exceed your 2007 goals
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