Metodologia Ventas Proyectos IT

Target Account Selling®

Target Account Selling®

2©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt

TAS Planning Methodology

.2

Describes the general approach The route to the objective

Connected to the strategy Individual, style-dependent Flexible, dynamic

Tied to the actions Identifies the specific people, programs and money required

Long-range Visionary Defines our relationship

Specific (products/services) Measurable (order amount) Time-bound (close date)

Ensures that your plan is realistic Should support your customer’s business plan

oal

trategy

ctions

S

A

esourcesR

bjectiveO

estT

GWhere are we going?

How will we achieve the objective?

What specific actions will we implement?

What resources are required?

What specific actions will we implement?Does our plan create value for the customer?

(#4)

What must we accomplish?(#7)

(#5)


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


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








1

2

3

4

5

6

7

Page 2.4


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


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?


#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

9

Let’s start training

Empezamos las

prácticas

©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt


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


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


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?


#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


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?


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

16

Training is king

Más prácticas …


pero ahora en Grupos


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


SOPORTE INTERNO11DEBIL

CREDIBILIDAD EN LAEJECUCION

12DEBIL

FUERTE

COMPATIBLE CONCULTURA CORPORATIVA

13POBRE

BUENA

ALINEAMIENTO POLITICO 15DEBIL

FUERTE

CRITERIOS INFORMALESDE DECISION

14INDEFINIDA

DEFINIDA

–+–+–

+–

+–

¿Podemos ganar?

FUERTE +


CRITERIOS FORMALES DE DECISION

6INDEFINIDA

DEFINIDA

ENCAJE DE LASOLUCION

7POBRE

BUENA

BAJOS

VALOR DE NEGOCIO UNICO10DEBIL

FUERTE

RELACION ACTUAL9DEBIL

FUERTE

+–+–+

+–

+–

¿Podemos competir?

RECURSOS COMERCIALES8ALTOS –


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








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3

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Page 3.18


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


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


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


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


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


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


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

26

Keep training (no pain)

Seguimos practicando…



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


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








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Page 4.28


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


30

Last but not least

La última práctica



DirectorGeneral

DirectorComercial yMarketing

Director Financiero

Director IT

ComprasResp.

SistemasResp.

OperacionesGestoresCuentas

ProductManagers

¿Quién es quién en la decisión de compra?

Page 4.31


Formal Roles in the Buying Process

User Evaluator Decision-Maker Approver

U E D A

Page 4.32

Sponsor

S


Senior VP


Director ofEngineering


Services

R&D Manager

Mfg. Manager

Systems Manager

Operations Manager

Sales Manager


Mapping Buying Roles

A

D

EEU

EU

E

U User

E Evaluator

D Decision-Maker

A Approver

Page 4.33


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

35

Opps !!!

Vaya se nos ha colado una más …



What They Buy What You Should Sell

Adaptability to Change

What They Want

Innovators

Visionaries

Pragmatists

Conservatives

Laggards

Page 4.36


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


Mapping Adaptability to Change

Senior VP




Services

R&D Manager

Mfg. Manager

Systems Manager

Operations Manager

Sales 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


Coverage

NoContact

BriefContact

MultipleContacts

In-Depth

Page 4.39


Mapping Coverage

Senior VP




Services

R&D Manager

Mfg. Manager

Systems Manager

Operations Manager

Sales Manager


A P

V D C

E IEU V

EU

C E L

Page 4.40

In-Depth

Multiple Contacts

Brief Contact

No Contact


Your Status

Enemy Non-supporter Neutral Supporter Mentor

X – = +

Page 4.41


Mapping Your Status in the Sales Campaign

InfluenceRank

Function

Senior VP




Services

A P =

V = D –

Non Supporter–

Neutral=

+

Mentor

EnemyX

Supporter

Sales Manager


E I +

R&D Manager

Mfg. Manager

EU

V =EU

C X

Systems Manager

Operations Manager

E L =

C

Page 4.42


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


Influence




Services

R&D Manager

Mfg. Manager

Systems Manager

Operations Manager

Sales 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


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








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2

3

4

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Page 5.45


Identifying Influence

BusinessValue(innovation,agreed goal,balance of returns)

TrackRecord(referent)

Philosophyand Policy(beliefs,behaviour,assumption)

Partisansand Allies(like/trustshared information)

Page 5.46


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


Track Record

Who has been successful in the past?

Who gets the new key assignments?

BusinessValue

TrackRecord

Characteristics


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


Partisans and Allies

Who is connected to whom?

Who do they go to for advice?

BusinessValue

TrackRecord

Partisansand Allies

Characteristics


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


Philosophy and Policy

Who establishes it?

Who can change it?

BusinessValue

TrackRecord

Partisansand Allies

Philosophyand Policy

Characteristics


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


Relationship Strategies

Enemy Non-supporter Neutral Supporter Mentor

X – = +

Page 5.8

Neutralize Motivate Leverage

Defensive Offensive


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








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Page 6.52


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

Page 6.53

54

Thats’s all folks


Gracias

Metodologia Ventas Proyectos IT

Technology

Transcript of Metodologia Ventas Proyectos IT