metodologia tas para empresas it
DESCRIPTION
TRANSCRIPT
Target Account Selling®
Target Account Selling®
Page 1.3©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
TAS Methodology
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 IdeasInto Actions
Test and Improvethe Plan
Implement the Process
Target Account Selling Process
1
2
3
4
5
6
7
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Purpose Provide you with a structured, repeatable
methodology for analyzing a sales opportunity
Benefits Qualify opportunities faster and more
effectively by analyzing them from the most critical customer, business and competitive perspectives
Invest time, energy and resources on the opportunities you are most likely to win
Communicate the key issues more effectively using a common language
Output Comprehensive assessment of your current
sales opportunity
Opportunity Assessment
Assess the Opportunity
Set the Competitive Strategy
Identify the Key Players
Define the Relationship Strategy
Turn IdeasInto Actions
Test and Improvethe Plan
Implement the Process
1
2
3
4
5
6
7
Page 2.4
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Four Key Questions - The 4 Principles of Selling
Is there an opportunity?
Can we compete?
Can we win?
Is it worth winning?
Page 2.5
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Is There An Opportunity?
Page 2.6
#1Customer’s
Application or Project
What are the customer’s requirements? What are the customer’s key issues and objectives for the project? Who initiated the project? Who’ll be working on the project? How does this project fit into the customer’s business strategy?
#2Customer’s
Business Profile
#3Customer’s
Financial Condition
#4Access to Funds
What are the customer’s products and services? What are their key markets? Who are their key customers and competitors? What is driving the customer’s business internally and externally?
What are their revenue and profit trends? How do their financials compare to similar companies? What is their financial outlook? What are the customer’s key performance metrics?
What is the budget for this project? What is the customer’s budgeting process? What is the priority of this project compared to others? What are the customer’s alternative uses of capital?
Page 1.7©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
#5 – Compelling Event
Why does the customer have to act? What is the deadline for the customer to make a decision? What are the consequences if this project is delayed? What is the payback for the customer if the project is
completed on time? What will be the measurable impact on the customer’s
business?
BusinessInitiatives
Business Drivers
Business Profile
Page 2.7
CompellingEvent
Page 1.9
Let’s start training
Empezamos las
prácticas
©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
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Crear Propuestas de Valor
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
Page 1.11©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
Ejemplos Propuestas de Valor
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
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Can We Compete?
#6Formal Decision
Criteria
#7Solution Fit
#8Sales ResourceRequirements
#9Current
Relationship
What are the customer’s decision criteria? What is the formal decision process? Which decision criteria are most important? Why? Who formulated the decision criteria?
Page 2.12
How well does our solution solve the customer’s problem? What does the customer think? What modifications or enhancements will be required? What external resources do we need to meet the customer’s requirements?
How much time will the sales team need to invest on this opportunity? What additional internal or external resources will you need to win
this opportunity? What is the projected cost of sales? What is the opportunity cost?
What is the status of your relationship with the customer? What is the status of each competitor’s relationship with the customer? Whose relationship provides competitive advantage for this opportunity? How do you and each of your competitors compare to the customer’s view
of the ideal relationship?
Page 1.13©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
#10 – Unique Business Value
What is the specific or measurable business result that wewill deliver?
How does the customer define value? How will they measure it?
How have we quantified this value in the customer’s terms?
Has the customer confirmed their understanding of the value we will deliver?
How does this value differentiate us from our competitors?
BusinessProfile
BusinessDrivers
BusinessInitiatives
Capabilities SolutionDifferen-
tiation
Page 2.13
CompellingEvents
UniqueBusiness
Value
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Can We Win?
#11Inside
Support
#12Executive Credibility
#13Cultural
Compatibility
#14Informal Decision
Criteria
#15Political
Alignment
Who in the customer’s organization wants us to win? What have they done to indicate their support? Are they willing and able to act on your behalf? Do they have credibility within their own organization?
Page 2.8
Which executive(s) will affect or be affected by this decision? How have you established trust and credibility with them? How will you gain access to those executives? What is your plan to gain return access to them?
What is the customer’s culture? How does this compare with our company? What is the customer’s philosophy towards vendors and suppliers? Can we adjust or adapt? Do we want to?
How will the decision really be made? What intangible, subjective factors could affect this decision? What are the unstated issues? Whose private opinions do we know? Which ones count?
Who are the most powerful people involved in this decision? Do they want us to win? Why? Are they able to influence or change the decision criteria? Can they create a sense of urgency? How have they demonstrated this in
the past?
Page 1.15©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
Is It Worth Winning?
#16Short-Term
Revenue
#17Future Revenue
#18Profitability
#19Degree of Risk
#20Strategic Value
What is the order amount? Does it exceed our threshold? > $ ________ When will it close? Is it within our time frame? < ________ days
What is the potential for future business within the next year? Within the next three years?
Does it exceed our thresholds? How is this project or application linked to future revenue? How will you ensure customer promises become commitments?
What is the projected profit on this sales opportunity? Does it exceed our profit threshold? What impact will discounts have on profitability? How can we improve the profitability on this opportunity?
How could we cause our solution to fail? What are the critical dependencies in delivering value to the customer? How could the customer cause our solution to fail? What is the impact on our business if the solution fails?
What is the value of this opportunity to us beyond the revenue? How does this opportunity fit in our business plan? How can we leverage this opportunity into revenue from other companies
or markets? How will this opportunity help us improve our product or service?
Page 2.9
Page 1.16
Training is king
Más prácticas …
©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
pero ahora en Grupos
Page 1.17©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
Cualificación de Oportunidades
Criterio Evaluación
PROYECTO DEL CLIENTE1INDEFINIDA
DEFINIDA
POSICION DEL CLIENTE EN SU SECTOR
2DEBIL
FUERTE
SITUACIÓN FINANCIERADEL CLIENTE
3DEBIL
FUERTE
PROPUESTA DE VALOR5INDEFINIDA
DEFINIDA
ACCESO A CREDITO4NO
SI
+–+–+–
+–
+–
¿Tenemos una oportunidad?
ALTO +Criterio Evaluación
FACTURACION A CORTO PLAZO
16BAJO
NEGOCIO FUTURO17BAJO
ALTO
MARGEN / BENEFICIO18BAJO
ALTO
VALOR ESTRATEGICO20NO
SI
RIESGO19ALTO
BAJO
–+–+–
+–
+–
¿Merece la pena el esfuerzo?
Page 2.10
Criterio Evaluación
SOPORTE INTERNO11DEBIL
CREDIBILIDAD EN LAEJECUCION
12DEBIL
FUERTE
COMPATIBLE CONCULTURA CORPORATIVA
13POBRE
BUENA
ALINEAMIENTO POLITICO 15DEBIL
FUERTE
CRITERIOS INFORMALESDE DECISION
14INDEFINIDA
DEFINIDA
–+–+–
+–
+–
¿Podemos ganar?
FUERTE +
Criterio Evaluación
CRITERIOS FORMALES DE DECISION
6INDEFINIDA
DEFINIDA
ENCAJE DE LASOLUCION
7POBRE
BUENA
BAJOS
VALOR DE NEGOCIO UNICO10DEBIL
FUERTE
RELACION ACTUAL9DEBIL
FUERTE
+–+–+
+–
+–
¿Podemos competir?
RECURSOS COMERCIALES8ALTOS –
Page 1.18©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.03.120597.060100.ppt
Purpose Provide you with a framework for
developing a winning strategy
Benefits Align your sales objectives with the
customer's business objectives so you can communicate your unique business value
Select a competitive sales strategy that enables you to close the sales opportunity
Output Analysis of your position for this
opportunity
Competitive strategy to win your sales opportunity
Strategy
Assess the Opportunity
Set the Competitive Strategy
Identify the Key Players
Define the Relationship Strategy
Turn IdeasInto Actions
Test and Improvethe Plan
Implement the Process
1
2
3
4
5
6
7
Page 3.18
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Develop
Flan
king
Defend
Fra
gm
ent
Frontal
Competitive Strategies
Page 3.6
No Compelling Event
OR No UBV
Compelling Eventexists/or you can create one
AND You have UBV
Position
Attack
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Frontal Strategy
Definition
A frontal strategy is a direct approach based on the customer’s perception of your overwhelming superiority in solution, price or reputation.
Guidelines/Caveats
Variations
Page 3.7
3:1 advantage Requires size, speed or surprise Resource intensive (#8) Blatant/obvious Most often used and easily defeated strategy
Features/price/performance Proprietary technology Whole product
Relationship/Experience Prestige Comfort/Security
Solution Reputation
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Alter the Rules
Flanking Strategy
Definition
A flanking strategy shifts the focus of the customer’s buying criteria to new or different issues that favor your solution.
Guidelines/Caveats
Variations
Page 3.8
Don’t play by their rules Must have executive support Make your move last Don’t open the “playing field”
A B Change or re-prioritize the criteria Move the goal post
A A+1 Expand the scope of the decision Add new criteria
(#6 and #14) (#6 and #14)
Acknowledge and ExpandAlter the Rules
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Fragment Strategy
Definition
A fragment strategy divides the opportunity into smaller pieces and focuses the customer on a subset of the issues that you can address.
Guidelines/Caveats
Variations
Page 3.9
Must have UBV only you can deliver (#10) Requires inside support (#11) Pick the correct base for the future (#17) Monitor the cost of sales (#18)
Department/Location/Function Foot in the door Beachhead
Compatibility with current environment Extend capacity Enhance customer’s investment (1+1=3)
Niche Peaceful Coexistence
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Defend Strategy
Definition
A defend strategy protects your position from the inevitable assault from your competitors.
Guidelines/Caveats
Variations
Page 3.10
Expand your relationships to a higher level (#12) Support your allies (#11) Articulate your credibility (#12) and business value (#10) Beware of self-isolation Keep your eye on your competitors
Insulate Isolate
Improve your relationships (#9) Support your allies (#11) Extend your presence
Contain the competition Create tangents/diversions Dilute the competitor’s efforts
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Develop Strategy
Definition
A develop strategy establishes a position for a possible future engagement.
Guidelines/Caveats
Variations
Page 3.11
No compelling event (#5), OR Not in a position to compete
Establish presence for the future Continue to collect profile data (1-20) Focus on executive credibility (#12) Qualify your ROI (#18)
No compelling event (#5) Establish a presence, listen and wait Investment marketing
Not in a position to compete (#7) Attractive future alternative (#10) Requires inside support (#11)
Invest Delay
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Once you have initiated your strategy, it should remain fixed, unless there is a major shift in the profile information.
You should have a single strategy for a single opportunity.
Strategy
Opportunity
Strategy Strategy Strategy
OpportunityA
OpportunityB
OpportunityC
If there are multiple opportunities within the same account, you can have multiple strategies.
Strategy Guidelines
Page 3.12
Frontal DevelopFlanking
Page 1.26
Keep training (no pain)
Seguimos practicando…
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Page 1.27©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
Diagrama decisión estrategia
Inicio
¿Tenemos una ventaja 3:1?
¿Podemos cambiar o modificar los criterios de
compra?
¿Hay una parte de la oportunidad que podamos
ganar?
¿Tenemos una posición que proteger en la cuenta?
¿Hay negocio futuro (#17) o es de valor estratégico
(#20)?
Adéu !!!
N
N
N
S S
S
S
S
S
N
N
Frontal Solución Reputación
Lateral A B A A+1
Fragmentada Nicho Coexistencia
Defensiva
Aislar
Desarrollo Inversión Retraso
¿Tenemos uan propuesta de valor (#5) o podemos crearla?
¿Podemos competir?(#6-#10) S
N
Page 3.13
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Purpose Provide you with a framework for
analyzing the customer’s organization
Benefits Shorten your sales cycle by spending time
with the right people discussing the right issues
Understand the customer’s politics so thatyou avoid surprises in the sales campaign
Broaden your view of the customer’s organization so that you can expandyour presence
Output Organization map of the customer’s formal
and informal organization
Politics
Assess the Opportunity
Set the Competitive Strategy
Identify the Key Players
Define the Relationship Strategy
Turn IdeasInto Actions
Test and Improvethe Plan
Implement the Process
1
2
3
4
5
6
7
Page 4.28
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Mapping the Organization
Senior VP
Director of Sales and Marketing
Director of Information
Services
R&D Manager
Mfg. Manager
Systems Manager
Operations Manager
Sales Manager
Product Marketing Manager
Page 4.29
Step #1 – Micro ViewFormal Structure
Buying Role Adaptability to Change Your Coverage Your Status
Senior VP
Director ofEngineeringDirector of
Engineering
R&D Manager
Mfg. Manager
Systems Manager
Product Marketing Manager
Page 1.30
Last but not least
La última práctica
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DirectorGeneral
DirectorComercial yMarketing
Director Financiero
Director IT
ComprasResp.
SistemasResp.
OperacionesGestoresCuentas
ProductManagers
¿Quién es quién en la decisión de compra?
Page 4.31
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Formal Roles in the Buying Process
User Evaluator Decision-Maker Approver
U E D A
Page 4.32
Sponsor
S
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Senior VP
Director of Sales and Marketing
Director ofEngineering
Director of Information
Services
R&D Manager
Mfg. Manager
Systems Manager
Operations Manager
Sales Manager
Product Marketing Manager
Mapping Buying Roles
A
D
EEU
EU
E
U User
E Evaluator
D Decision-Maker
A Approver
Page 4.33
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Adaptability to Change*
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 4.34
Page 1.35
Opps !!!
Vaya se nos ha colado una más …
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What They Buy What You Should Sell
Adaptability to Change
What They Want
Innovators
Visionaries
Pragmatists
Conservatives
Laggards
Page 4.36
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What They Buy What You Should Sell
Adaptability to Change
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 4.37
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Mapping Adaptability to Change
Senior VP
Director of Sales and Marketing
Director ofEngineering
Director of Information
Services
R&D Manager
Mfg. Manager
Systems Manager
Operations Manager
Sales Manager
Product Marketing Manager
A P
V D C
E IEU V
EU
C E L
C Conservative
P Pragmatist
V Visionary
I Innovator
L Laggard
Page 4.38
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Coverage
NoContact
BriefContact
MultipleContacts
In-Depth
Page 4.39
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Mapping Coverage
Senior VP
Director of Sales and Marketing
Director ofEngineering
Director of Information
Services
R&D Manager
Mfg. Manager
Systems Manager
Operations Manager
Sales Manager
Product Marketing Manager
A P
V D C
E IEU V
EU
C E L
Page 4.40
In-Depth
Multiple Contacts
Brief Contact
No Contact
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Your Status
Enemy Non-supporter Neutral Supporter Mentor
X – = +
Page 4.41
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Mapping Your Status in the Sales Campaign
InfluenceRank
Function
Senior VP
Director of Sales and Marketing
Director ofEngineering
Director of Information
Services
A P =
V = D –
Non Supporter–
Neutral=
+
Mentor
EnemyX
Supporter
Sales Manager
Product Marketing Manager
E I +
R&D Manager
Mfg. Manager
EU
V =EU
C X
Systems Manager
Operations Manager
E L =
C
Page 4.42
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Influence
5
4
3
2
1
Rank
1 2 3 4 5
Rank vs. Influence
Page 4.43
(Formal)Agile Astute
ControlOutcomes
Aware
Wonder
Makethingshappen
Watch
(Informal)
Political Structure
Inner Circle
Page 1.44©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
Influence
Director of Sales and Marketing
Director ofEngineering
Director of Information
Services
R&D Manager
Mfg. Manager
Systems Manager
Operations Manager
Sales Manager
Product Marketing Manager
V = D C –
E I +EU V = E
U C X E L =
Senior VP
A P =
ConsultantsColleaguesSalespeople
Influence, as opposed to rank or authority, flows in non-traditional directions (from subordinate to superior or across departmental boundaries).
Authority Influence
Page 4.16
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Purpose Identify how influence works in an organization
Identify the key characteristics of influencethat differentiate those in the Inner Circlefrom those in the Political Structure
Construct relationship strategies to alignwith the most powerful people in thecustomer organization
Benefits Shorten your sales cycle by spending time with
the right people discussing the right issues
Enhance the quality of key relationships sothat you can win the sales opportunity
Output Relationship strategies for key people in the
customer organization who can influence the buying decision
Alignment
Assess the Opportunity
Set the Competitive Strategy
Identify the Key Players
Define the Relationship Strategy
Turn IdeasInto Actions
Test and Improvethe Plan
Implement the Process
1
2
3
4
5
6
7
Page 5.45
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Identifying Influence
BusinessValue(innovation,agreed goal,balance of returns)
TrackRecord(referent)
Philosophyand Policy(beliefs,behaviour,assumption)
Partisansand Allies(like/trustshared information)
Page 5.46
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Business Value
BusinessValue
Characteristics
Inner Circle Political Structure
Who defines and creates it?
Who delivers it?
Page 5.47
Define goals, objectives and strategies
Initiate/sponsor new projects Control outcomes
Execute objectives and strategies
– “Make it happen” Implement new projects
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Track Record
Who has been successful in the past?
Who gets the new key assignments?
BusinessValue
TrackRecord
Characteristics
Inner Circle Political Structure
Page 5.48
Recognized as consistently successfulin the past
Sought out by others for advice
Recent successful performance Receive new, highly visible
projects to manage
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Partisans and Allies
Who is connected to whom?
Who do they go to for advice?
BusinessValue
TrackRecord
Partisansand Allies
Characteristics
Inner Circle Political Structure
Page 5.49
Center of the informalcommunications network
Surround themselves with peoplethey trust
Able to reach down into the organization for advice
“End Nodes” of the informal communications network
Collect and provide information to inner Circle
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Philosophy and Policy
Who establishes it?
Who can change it?
BusinessValue
TrackRecord
Partisansand Allies
Philosophyand Policy
Characteristics
Inner Circle Political Structure
Page 5.50
Define the organization’s culture, values and policies
Able to change or circumvent established policies and procedures
Understand and assimilate into the organization’s culture
View policies and procedures morelike rules
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Relationship Strategies
Enemy Non-supporter Neutral Supporter Mentor
X – = +
Page 5.8
Neutralize Motivate Leverage
Defensive Offensive
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Purpose Identify the specific tactics you will need to
implement to win this opportunity
Identify the resources required to supporteach tactic
Benefits Shorten your sales cycle by identifying
the tactics required to advance your sales campaign
Align the resources required and the responsibility associated with the implementation of each specific tactic
Output Consolidated set of tactics that focus on
winning the sales opportunity
Planning
Assess the Opportunity
Set the Competitive Strategy
Identify the Key Players
Define the Relationship Strategy
Turn IdeasInto Actions
Test and Improvethe Plan
Implement the Process
1
2
3
4
5
6
7
Page 6.52
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Who will execute the tactic? Randy and Nicole
What resources will we need?(time, people, money or material)
Cost benefit analysis $600 in travel expenses
Guidelines: Tactics
ObjectiveProfile
Components Example
Strategy
Tactics
What need to be accomplished?Meet with John to discuss finance issues and obtain his endorsement before the upcoming presentation with senior management.
When will it happen? October 16 at 8:00am
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Developing Comprehensive Tactics
rove your value
etrieve missing information
nsulate against competition
inimize your weaknesses
mphasize your strengths
P
R
I
M
E
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Thats’s all folks
©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt
Gracias