A SolidFoundation

Optimising your organisation’sresearch and sales structure

Conferences through the eyes of a researcher

Conferences through the eyes of a researcher

Banking and the International Monetary Fund

Conferences through the eyes of a researcher

• Conferences have a purpose for being.

• Understand the big picture and how it relatesto your destination.

• Know how to use your organisation’sresources proactively.

• The role and function of Research

• The role and function of Sales

Two examples:

• Sarawak Convention Bureau

• GRAIN

Understanding the Research and Sales Roles

Case Study – Sarawak Convention Bureau and S.C.O.R.E.

Oil, Gas and Resources Industry

Case Study - Global Research and Intelligence Network

GRAIN – The Bid Team Model

GRAIN – The Bid Team Model The Round Room – Handover Process

Conferences through the eyes of a researcher

Credit Card Managers Association

I have never seen so much meeting activity

and conferences in topics such as;

• Internal Audit

• Credit Cards

• Benchmarking

A structural understanding … 3 steps towards optimising research

and sales functions to improve performance

Step 1 – Look at the Structure of Your Organisation

Structural needs may vary from region to region

Distance to

market?Local Host

Development?

Step 1 – Look at the Structure of Your Organisation

• Functional Areas

• Balancing specialist roles whilst stillhaving a team approach

• How do you know which model is rightfor you?

– The sales lifecycle

– Factors to consider

• Success starts with a solid foundation!

Step 2 – Managing you bids

• Bid Management Styles

• Research and sales on the bid team

Step 3 – Integrate your functional areas to improve performance

• How? To what degree?

• Common challenges

• Cultural Considerations

• Ownership of bids

• Communication

• Implementing the Bid Team Model

Step 3 – Integrate your functional areas to improve performance

• How? To what degree?

• Common challenges

• Cultural Considerations

• Ownership of bids

• Communication

• Implementing the Bid Team Model

With a structure in place you now have afoundation, but you need one final ingredient

to make it work!

Mrs Jill HenryChief Executive Officer

Sarawak Convention Bureau

THE PEOPLE FACTOR

“When dealing with people, remember you are not dealing with creatures oflogic but creatures of emotion.” By Dale Carnegie

SALES PEOPLE…

Confident

Charismatic

Persuasive

Creative

Enthusiastic

Talented

Passionate

RESEARCH PEOPLE…

Logical

Analytical

Patient

Thorough

Persistent

MY MANAGEMENT IDOL

Corporate Democracy

• No job titles

• No hierarchy

• No flash offices

• Independent work teams

• Employees as shareholders

Ricardo Semler

Semco Brazil

SCOTT’S MENTOR

Commitment to Cause

• Firm and decisive

• Rock solid

• Dependable

• Powerful

Rudy Giuliani

Former New York Mayor

Create the right environment to enable your team to excelin what they do best.

TALENT DEVELOPMENT & MANAGEMENT

Recruit on attitude – train in skills

• Encourage diverse views

• Give empowerment and

responsibility

• Allow individuals to shine

• Address fear of failure

TO BRING OUT THE BEST IN OTHERS – YOUMUST FIRST UNDERSTAND YOURSELF…

Personality Typing: Carl Jung, Myers Briggs, Keirsey

www.personalitypathways.com

E N F P – EXTROVERT, INTUITIVE, FEELER, PERCEIVER

Curious, energetic, adaptable, and creativeAn ENFP likes considering unconventional approaches. They enjoy

batting around ideas and finding creative solutions and are energized

and intrigued by new possibilities and anything out of the ordinary.

ENFPs tend to be talkative, enthusiastic, playful, and generally fun-

loving people. Warm and caring.

ENFPs have strong personal values upon which they base most

decisions.

Conversations with ENFPs can be very circular as they excitedly move

from one topic to the next, making connections and associations.

Unconventional and occasionally irreverent, they pride themselves on

their uniqueness and originality.

I N T J – INTROVERT, INTUITIVE, THINKING, JUDGING

Decisive, pragmatic, self confident, analyticalINTJs apply the criterion "Does it work?" to everything from their own

research efforts to the prevailing social norms. This in turn produces

an unusual independence of mind, freeing the INTJ from the

constraints of authority, convention, or sentiment for its own sake.

INTJs are known as the "Systems Builders and strategists" of the types,

perhaps in part because they possess the unusual trait combination of

imagination and reliability.

Relationships may be an INTJ's Achilles heel... This happens in part

because INTJs really want people to make sense.

1. ENABLER

2. TRANSLATOR

3. PERSUADER

4. SKEPTIC

TEAM MANAGEMENT

• Cross functional project teams

• Team based incentives

• Performance linked salary

increments for all staff not just

sales team

• Celebrate success – fun factor

• Remove non contributors

Indeed, it’s the only thing that ever has.”Margaret Meade

“Never doubt that a small group of thoughtfulcommitted citizens can change the world.

“The distance your destination is from the key source marketswill impact on how your sales and research functions should be

structured”

The further you are from Europe the less time you have to spend on the bid,and the more time you have to spend on just getting the business to consider

your destination?

Practical Exercise – We want to test a theory...