MRD – GB/Process/T&T planning Workshop Sales Consulting Update March 18, 2005 Sally Li.
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Transcript of MRD – GB/Process/T&T planning Workshop Sales Consulting Update March 18, 2005 Sally Li.
MRD – GB/Process/T&T planning Workshop
Sales Consulting UpdateMarch 18, 2005
Sally Li
Table of Contents Key Focus Areas
ORCL Business outlook
Sales Engagements
SC Skills Development
Process (ERs, PRP, Localization, etc…)
People Management Leadership
Business Outlook
FMS Software License Revenue Forecast by Country/Market, 2001-2008 (Millions of Dollars)
2001 2002 2003 2004 2005 2006 2007 2008CAGR
2003-2008Australia 32.7 30.0 30.9 31.6 32.3 32.8 33.6 34.2 2%China 16.9 20.5 24.6 29.3 34.9 40.8 47.6 55.3 18%Hong Kong 8.5 7.1 6.5 6.5 6.7 6.8 7.0 7.3 3%India 6.8 7.9 9.2 10.6 12.2 14.3 16.7 19.2 16%Indonesia 4.3 3.7 3.8 3.9 4.2 4.8 5.5 6.2 10%Malaysia 8.4 7.8 8.0 8.4 8.9 9.7 10.8 11.9 8%New Zealand 4.2 4.8 5.0 5.2 5.4 5.5 5.7 5.8 3%Singapore 12.7 12.1 12.5 12.8 13.3 13.7 14.3 14.9 4%South Korea 24.0 20.8 21.0 21.7 23.2 25.1 27.6 29.7 7%Taiwan 4.2 4.1 4.2 4.4 4.7 5.2 5.6 6.0 8%Thailand 3.7 3.9 4.2 4.5 5.0 5.6 6.3 6.9 11%Rest of A/P 3.7 2.7 2.9 3.1 3.3 3.6 3.9 4.1 7%Total Asia/Pacific 130.1 125.6 132.7 141.8 153.9 167.9 184.6 201.6 9%
FMS License Opportunity
FY06 Budget is about xx% of Gartner’s 2006 FMS Forecast
To achieve FY06 revenue target of US$xxM:
Organization
Opportunity
Targets & Initiatives
To achieve FY06 revenue target of US$xxM:
Targets
1. Must Win Deals (Large)
Organization
Opportunity
Targets & Initiatives
Large Deals
NSW Dept of Education & Training, Bluescope Steel, Dep of Finance (ANZ)
PLN, EGAT, VT MoF, DBS (PSFT), Stanchart (PSFT),
Indian Navy, MTNL
KAL, KEPCO
CCB, BoC, KHG Hospital Authority
To achieve FY06 revenue target of US$xxM:
Targets
2. New Initiatives
Organization
Opportunity
Targets & Initiatives
• Financial Services Revenue Potential• RCM/Basel II USDxxx• Lease Management USDxxx
• CMU• Corp Performance USDxxx• Enterprise Project Management USDxxx
• GEH• Public Sector Financials USDxxx
• MRD (Mfg/Retail/Distribution) Corp Performance USDxxx
NOTE:The above are examples…and would need this to be done by regions/countires
OrganizationFY06 APAC FMS Team
R e g ion a l S a le s C o n su lt ing P ro du c t O p e ra tio ns
A P A C F M SS n r D ire c to r
Organization
Opportunity
Targets & Initiatives
To achieve FY06 revenue target of US$xxM:
Marketing
Market Development
CommunicationsConsultingIndustry SolutionsACE
FMS
Region FY06 Budget YoY PS SC PM MGT Total Rev/HCProd
Inc. Net NewAU #REF! - #DIV/0! #DIV/0! #REF!ASEAN #REF! - #DIV/0! #DIV/0! #REF!INDIA #REF! - #DIV/0! #DIV/0! #REF!KR #REF! - #DIV/0! #DIV/0! #REF!GC #REF! - #DIV/0! #DIV/0! #REF!
Asrina M anhuriPersonal Assistan t
Keith Ip (26)SCM G reater Ch ina
Sandeep Bang ia (6)SCM Ind ia
Saj Kum ar (13 )SCM ASEAN
Dom enic Cirn ig liaro (8)SCM ANZ
Young Il.Na (12)SCM Korea
Jasb ir S inghSnr Directo rSCM APAC
(69 )
Bing Huang (16)CRM G reater Ch in a
Nilan jan Choudhury (4)CRM Ind ia
Sam ik Roy (7)CRM ASEAN
David Barkess (4 )CRM ANZ
Andrew Lee (9)CRM Korea
Ian M orrisSnr Directo rCRM APAC
(43 )
Sally L i (39)ERM G reater Ch ina
Aditya Bhattacharyya (7)ERM Ind ia
Hoo i-Chuan Tan (23)ERM ASEAN
Pau l Kind (18)ERM ANZ
Chul.Kim (20)ERM Korea
Rajen SanggaranSnr Directo rERM APAC
(114 )
Celine Fung, HRMSTB HTB H
ACE North Asia
Chandurban B Relw an i, CRMW onJun Lee, CRMKiHyun Kim , EPMG reg Sheen , SCMChris P ickett, Apps Tech
ACE South Asia
Rajen SanggaranSnr Directo rACE APAC
(9)
Safisah Rah im , APACTim Shin , KRRicardo Centellas, ANZAdrienne Smith , Train ingTBH, G CTBH, ASEANTBH, F inancial O perations
Pau l M cCartanDirecto r
Product O perations Director (8)
Dae Jun Kim (1)Arch itect
Peter G oesch (2 )Apps Tech ANZ
Subra Parthasarathy (4 )Apps Tech ASEAN
Sean Chen (8)Apps Tech G C
Anurag Dubey (3)Apps Tech Ind ia
Kyung Hee Lee (7)Apps Tech Korea
Atu l Patel (1)Apps Tech APAC
Applications Techno logy(26 )
Adrian JohnstonVice President
App lications Sales Consulting & Product O perations(271 )
APAC Apps Sales Consulting & Product Operations
Bryo n L i (SRM ), BJKevin Z h an g (M &S), BJVero n ica Xu (JDE), BJBin Z h o n g (SCE), BJ
Jon L i (M &S), BJ(5)
An d y Ch en (SCP), SHL ean n e W an g (SCE), SHDan iel G ao (M &S), SHL in F en g (SCE), SHW ei M o u (SCE), CDL eslie L u (JDE), SHG eo rg e Ch en (SCE), SH
Daisy Ng (SCP), SH(8)
Jackie Ch an g (M &S), TWDavid Hsu (SRM ), TWVirg in ia W u (SCE), TWAlvo n Ch eng (SCP), TWJon ah Tsai (SCE), TWRich ard Ch an g (SCE), TWAn n ie Ch in (SCE), TW
Alex Tsen g (SCP), TW(8)
Rex M a (SCE), H KJacky Ch en g (SCE), GZCh ris Z h ang (SCP), GZ
Keith IpSCM G reater Ch in a
(25 )
Jasb ir S in ghSn r D irecto rSCM APAC
Ad am s L iu (Svc), BJF ei Ch en (CDM ), BJCh en g Yan g (Sales), BJTig er Z h o u (Sales), BJW ei Ye (Sales), BJStep h en Han (Svc), BJ
F ran k Hu , BJ
Eric Ch en , SHNich o las So n g (Svc), SH
An n ie Hu i (Svc), HKEd d ie Tsu i (M ktg ), HKHu i W an g (M ktg ), GZF u b io Z h a, (Svc), GZAlex W an g (PSF T), TW
Hu n g -Y i Ch en * (CDM ), HK
Bin g Hu angCRM G reater Ch in a
(16 )
Ian M o rrisSn r D irecto rCRM APAC
Karen J iPerso n al Assistan t
TB CO p s M gr
Cin d y Pen g (CPM ), BJAd am Cao (CPM ), BJCarrie Ch ai (F in app s), BJJon ath an Ch en (F in ap p s), BJG eo rg e L u (F in ap p s), BJCarrie W u (F in ap p s), BJBao zh u Ch en (O F SA), BJ
Jessie Do n g (F in ap p s), BJ(8)
L in n a Su n (F in ap p s), SHJoan n e L u (F in ap p s), SHF an g L epin g (F inap p s), SHJoy Z h u (PSF T), SHDavid Tao Ch en (F in ap p s), SH
Y i (A lex) He (F in ap p s), SH(6)
M atth ew M o k (F in ap p s), HKYo ki L ee (PSF T), HKPatrick Ng (O F SA), HK
W an d a Chu n g (F inAp p s), HK(4)
Nelly Hu an g (F in ap p s), TWW in sto n Ch en (OF SA), TWAn n e Yan g (F in ap p s), TWTBH, TW
M ay W an g (F in Ap p s), TW(5)
Tessa L iu (Fin ap p s),, GZ
Peter Ch ai (F in ap p s), GZ(2)
Sally LiERM G reater Ch in a
(27 )
Rajen San g g aranSn r D irecto rF M S APAC
Steven Hu an g (HRM S), BJAn n Luo (HRMS), GZKaren Y iu (HRM S), HKJoseph L i (HRM S), GZJack Yu an , SHXu Ch en yu , SHTo n y W an g , BJDeb b ie W o n g , TW
Su san G u ng (HCM ), TW(9)
Carl K im b allSn r D irecto rHCM APAC
Ad rian Jo h n stonVP Ap p licatio n s Sales Co n su lting
Sales Co n su lting(82 )
GC Applications Sales Consulting
Sales Engagements
Provide Status update on OMP– Effectiveness for PSFT and ORCL– Escalate if they are not being done in
your regions
Close working relationship with regions Sales GMs
– SCs and Sale Reps are “in-sync”
Sales Engagement
Key Deals
OMP
GTMs
FY06 GTMs– Industry Sales GTMs to build pipe and
increase market awareness– Clear on the GC GTMs– Get SCs skilled around GTMs
Sales Engagement
Key Deals
OMP
GTMs
Ensure that you have full visibility into your regions “Key Deals”
– SC Resources skills are available to engage
– ERs & Localizations issues have to brought into APAC Product Ops owners/Development attention…with resolution insight
– Escalate of issues around implementation issues with OCS or partners
– Seek the assistance of US GSS via APAC ACE…if necessary.
Sales Engagement
Key Deals
OMP
GTMs
ORCL Skills Development for Sales Consultants
Continuous Improvement1. Drive for Efficiency in the Sales Cycle
Continuous Improvement1. Drive for Efficiency in the Sales Cycle
•54% of SC time spent working on opportunities
•42% of opportunity effort is spent on Demo preparation and demo.
•14% of SC effort is spent contributing or managing tenders (RFP, RFI).
•Deal Qualification is only 1% of effort.
Areas for Improvements:
•Reducing the amount of time required to prepare and demo has potential to yield most benefit.
•Increasing the amount of effort on deal qualification will improve quality of pipeline and Win Ratio.
•Dedicated bid managers to handle tenders will improve quality of bids and give economy of scale.
Sales Consulting Effort
INTERNAL22%
OPPORTUNITY54%
MANAGEMENT4%
TRAINING15%
BUSINESS Development
5%
Sales Consulting Effort on Opportunties
Demo19%
Tenders (RFP/RFI)14%
Post Sales Support4%
Other6%
Discovery10%
POC8% Preparation
23%
Deal Qualification1%
Sales Support11%
Partner Support4%
Continuous Improvement1. Drive for Efficiency in the Sales Cycle
Continuous Improvement1. Drive for Efficiency in the Sales Cycle
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
ANZ APAC GC KR SA
Back Office
Workshop
Demo setup
Demonstration
Discovery
Partner Support
Post SalesSupport
Preparation
Proof of Concept
Tenders
Sales Support
Qualification
Travel
•No effort spent developing reference accounts.
•Partner support being an issue isn't reflected in the figures, maybe data capture issue.
•Time spent on tenders is an issue across the regions.
•Discovery is only a small proportion of overall effort on opportunities.
•Time spent on POC is small
Continuous Improvement1. Drive for Efficiency in the Sales Cycle
Continuous Improvement1. Drive for Efficiency in the Sales Cycle
0
20
40
60
80
100
120
140
160
ANZ GC KR SA
Closed: "No" Opps
Open
Lost
Won
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
ANZ GC KR SA
Effort
Opp Not List Hrs
Total hrs no Op
Total hrs/Loss
•Deal qualification is obviously an issue as graph shows % of deals and there status that Sales Consulting has worked on over the last 2 quarters.
•ANZ has the worst figures, but data for ANZ is over a much longer period.
•Closed with No Opportunity should not happen if Sales Consulting has invested effort other than deal qualification
•Effort on Deals which have been lost, closed as “No Op” is still overall a small percentage of overall Sales Consulting effort.
•Sales Consulting working on deals with no Oracle Sales ID is still a major issue.
Sal
e s C
on
s ult
ing
Uti
l iza
tio
n
Understanding Customer pain points
- Highest % time is spent on demos and demo preparation.
Deal Qualification- Reduce burden on Sales
Consulting coverage – and provide greater coverage for smaller deal size.
Improve Tender process
AnalysisSolution
• Reduce preparation time and demo setup time. (canned demos for GTM’s within Industry for small deals)
• Better deal qualification will reduce time wasted on lost deals, deals closed as no opportunity.
• Introduce effective and efficient tender process across APAC.
Current METRICS
• Time spent on Discovery low and time on demo and demo preparation is high.
• Time spend on Deal Qualification is low.
• Effort SC put into tender management and creation is high.
Continuous Improvement3. Analysis on Opportunity EffortContinuous Improvement3. Analysis on Opportunity Effort
Increased deal size and reduced number of deals would improve SC productivity but this is outside control of Sales Consulting currently.
A P A C S C 's D e ve lop m e n t F ra m ew o rk fo r S o lu tio n s S e lling
Lead ing in D iscove ry S ess ionW orkshop F ac i l ita t ion S k i l lsT eam P layer(A ss ist in fo rm ula t ing & d riv ing S a les S trategy)E xce l lent D em o & P resen t ing T echn iquesN egot ia t ions S k i l lsS o lu tions S k i l ls- the ab i l i ty to a rch itec t solu tions
S o ft S k ills
F M S(e .g ., K ey T rends tha t C F O s a re im pac ted)e .g , C o rp G ov SC needs to know - M a jo r: F inApps , IC M , M ino r : S c r ip t ing, iSu rvey , O B SC ,T u tuo, H R , etc . ..S C M(S u ff icien t know ledge to com p lem en t b iz f low)(e .g ., F M S S C need to know P O and d is tribu t ion so l)C R M(S u ff icien t know ledge to com p lem en t b iz f low)(e .g ., F M S S C need to know S a les pa rts o f C R M )H C M(S u ff icien t know ledge to com p lem en t b iz f low)(F M S SC needs to know e . ,g . , Adv B ene f i ts)T echno logy(S S O , In teg rat ion , P o rta l, H A /D R , da ta hubs)
P ro d u c t S k ills
Industry B iz C halleges - e .g . ,C o rp G ov & S O X- the im p licat ions to o rg- O R C L 's va lue p ropT ech T rends in Indus tr ies - e .g. , B2B - R ose ttaN et- the im p licat ions to o rg- O R C L 's va lue p ropR eg iona l B iz Issues - e .g. , Biz outsourc ing- the im p licat ions to o rg- O R C L 's va lue p rop
B iz A cu m en
C o m pe te nc ie s &S k ills
A D S- H or izonta l f lows- Indus try S pec if ic f lowsC us tom er R e ference & C ase S tud ies- H o rizon ta l p roduc ts- Indus tryC om pe ti t ive A na lys is- G lobal- R eg iona l to A P AC(S taff s trength , local s t rategy , R & D , e tc)
In te rn a l
B us iness C ase T oo ls- F aci l i ta te D iscovery sess ion- C onduc t T C O /R O I s tud iesE ngaged w ith E xte rna l P ro fess iona l B od ies- e .g C a ll C en te r C ounc i ls, A C C T G B od ies- B e tte r ins ights in to key treds in each coun tr ies
E x te rn a l
In fra stru ctu re &T o o ls
S o lu tio n s S e llingD e ve lop m e nt F ra m e w o rk
This is an APAC wide framework across the 4 product pillarsThis is an APAC wide framework across the 4 product pillarsAll product training need to incorporate this frameworkAll product training need to incorporate this framework
Solutions Selling Skills Development
Sales Consulting & Product OpsSkills Development
F in A p p s/T re a su ry/C P M /Co rp G ovF in A pp s /Co rp G o v /P ro cu rem e ntC P M /Co rp G ov(L im it 1 p e r Re g io n)T h is w ill b e h e ad -o n-h e ad w ith n iche ven d o rsF in A pp s /E P M /P ro cu rem e nt
Horizontal SC Skills
OSS- N ee d to f ig ure o u t th e P la n a n d $$- U p ta ke in S G & A UClinicals- N ee d to f ig ure o u t th e P la n a n d $$- P o te n tia l in In d iaPublic Sector Financials- F in A pp s S Cs fro m A S E A N- D e a ls in S o u th A s ia , P N G & H K G
OFSA (EPB/RCM/Treasury/ICM)- 1 S C fo r K o re a (Ja y), A N Z , In d ia a n d A S E A N (F S I S o l te a m )- W ith G C h a v ing 2 -3Leasing- F in A pp s S C s fro m S G & A U- D e a ls in A S E A N & A USub Ledger Accounting (OFSA/FinApps/Treasury)- Ja y a nd L ea d S C s to b e id e n tif ied- D e a ls o n ly in G C (B oC ) a n d A U (W e s tp a c)FSAH (FinApps/Treasury/EPB)- Ja y a nd L ea d S C s to b e id e n tif ied- D e a ls o n ly in G C & A U
FSI Vertical Solutions- SCs w ould need to have cross skills
Vertical SC Skills
5 R e g io n a l S a les C on su ltin g Te a m s- Investm ent in SC skills w ill depend on----> Ind Sales GTMs----> M kt Potential in the countries
EPM - S im on B a llFSI - OFSA, RCM , FSAH & SLA- Ja yCPM - EPB, OSC, ABM & ICM- P a trick L imLeasing- H o o i C h u anProcurem ent - A d ityaFinApps (GL, AP, AR, Adv Collections) - D a v id R a in b owPublic Sector Financials (PEM /Grants) -H o o i C h u an
P ro du c t O p e ra tio ns
SallyDavid RainbowChul Kim
S o lu tion s S e llin g - S C S k ills De ve lop m e ntA p p s D e m o S erv ices
A P A C F M S
Industry Alignment Simon Ball
EPM OFSA RCM SLA FSCH Treasury BSC
1 FIN/PO/EPM
2 FIN/CPM/ICM
3 FIN/PO/CPM/ICM
4 FIN/CPM/TREASURY
5 FINANCIAL SERVICES (BASEL II)
6
SH 7 Alex He FIN Apps-AIM
SH 8 Joanne Lu FIN FSI X
SH 9 Linna Sun FIN Apps-T&T/GB X X
SH 10 LePing Fang FIN FSI X X
SH 11 Joy Zhu FIN PSFT E FSI
SH 12 David Tao FIN Apps-PM X X
BJ 13 Dong, Jessie FIN CMU
BJ 14 Cindy Peng CPM FSI
BJ 15 Adam Cao CPM Apps-T&T X
BJ 16 Carie Chai FIN Apps-PM X X
BJ 17 Chen, Jonathan CPM CMU
BJ 18 Lu, George FIN FSI, GEH X
BJ 19 Carrie Wu FIN Apps-GB,Apps-AIM
BJ 20 BaoZhu Chen OFSA FSI X
GZ 21 Peter Chai FIN GEH, FSI
GZ 22 Liu Bo FIN Apps-HT X
TW 23 May Wang FIN/CPM Apps-HT X X
TW 24 Yang, Anne FIN CMU Apps-GB
TW 25 Nelly Huang FIN/PRO Apps-T&T X
TW 26 Winston Chen OFSA FSI X
HK 27 Wanda Chung FIN GB, CMU X X X
HK 28 Mok Matthew CPM FSI
HK 29 Yoki Lee FIN FSI
HK 30 Patrick Ng OFSA FSI X X
Regional Product Leader
Product Financial Services CPM
AP Product Leader Jay Yim Patrick Lim
Sales Consulting & Product OpsSkills Development
ER (Enhancement Requests) & PRP
(Product Readiness Process)
Adherence
US Dev
ERs and engagement with Development
CriticalCustomer Care
Customers
Bug Database
(ERs)
1. Fin Services – Jay2. EPM – Simon Ball3. CPM & ICM – Patrick Lim4. OLM – Hooi Chuan5. OSS – Rajen6. FinApps – David Rainbow7. Procurement – Aditya8. Public Sector FinApps – Hooi Chuan
APAC Product OPS
FMS SalesConsulting
1.SC Dir – Will need to have complete visibility of your ERs in your regions
2.SC Dir will need to also be on top of your regions localizations (e.g., Tax req’mts, etc…)
PriorityList
Country SCs will be nominatedTo also take on ownership for new modules and work with Development directly…across APAC
CustomerProposals/RFP/Tenders – withCA Solutions
PRP Readiness & CA Approvals
FMS SalesConsulting
1. SC Dir – Will need to have complete visibility of you CA deal in your regions
2. SC Dir will need to validate the skills to support such engagement and services LoB too
Development provide implementation trainings
AdrianJohnston
CA Approvals Process
CA Validation Process
APAC Product OPS
CA Approval that needs to be copied
• Fin Services – Jay• EPM – Simon Ball• CPM & ICM – Patrick Lim• OLM – Hooi Chuan• OSS – Rajen• Clinicals – India (only
country)• Procurement – Aditya• PEM/Grants – Hooi Chuan• FinApps – Advance
Collections
Provide “heads-up” to seek Development’s guidance
Field Sales Advice and guide
Imp Consultants to be trained and skilled Imp. Services
Skill Validation
Che
ck o
n ca
pabi
litie
s an
d
skill
s. E
scal
ate
to A
PAC
Produ
ct O
ps fo
r Dev
assi
stan
ce
FMS Sales Consultant to invest in this training
US Dev
National Language Support– Standard Product support– ADS demo environment content – Testing of for NLS capabilities
Localizations Need to work with
Development/APAC/Globalization team
SC Leads Responsibilities
People Management
Leadership
SC Skills Development tied into Performance Development…via OPAS
Leverage previously done “Skills Competencies” as a baseline
– Each SC training would need to incorporate the assessment template
– On the job evaluations…where necessary
Succession Planning…Promotions…etc
People Management Leadership
AQ&Q U E S T I O N SQ U E S T I O N SA N S W E R SA N S W E R S