销售培训-目标解释销售（汇编）

Welcometo

TargetAccountSelling®

ProgramObjectives©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptDeveloping

andtestingacomprehensiveplanforyoursalesopportunityEnabling

youtocommunicatemoreeffectivelywithyourteamShifting

yoursalesfocusfromtacticaltostrategicHelpyouwinby...Focusing

ontherightissueswiththerightpeople

attherighttimeProgramMap©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptOpportunity

AssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgramModulesAssessthe

OpportunitySettheCompetitive

StrategyIdentifythe

KeyPlayersDefinethe

RelationshipStrategyTurnIdeas

IntoActionsTestandImprove

thePlanImplementthe

ProcessTargetAccountSellingProcess1234567SalesReturnonInvestment©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptLevel1Level2Level3ProductivityTimeEntryTacticalStrategicCompetitiveTimeand$Versatility©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptLevel1Level2Level3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOperationsProcessBusinessServicesCostManagementOutcomePoliticalSolutionValueExecutiveDevelopment©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePrematureorExcessiveInconsistentLevel1Level2Level3PreferredResponsiveAgileTimely&JudiciousConsistently

AchievesDominantProactiveAstuteHighROIReliablyExceedsNotinControl©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptSalesPersonalControlisprovidingbusinessvalueforthecustomerwhileforcingthecompetitiontooperateinreactmode.Itisdifficulttocontrolexternaleventsunlessyouareincontrol.UnreturnedphonecallsNoaccesstoinformationCriteriaslantedCriteriaconstantlychangesDelaysBudgetgoesawayQuestioningbycustomersprobingyourweaknessesPlayerschangeMeetingscancelledMeetingsdelegatedPreoccupiedwithpriceNoinsidesupportNotknowingyou’rewinningAlways5minuteslateToomanyhoursToomuchtelephonetimeContinualcrisisNothavingfunOpportunityAssessmentPurposeProvideyouwithastructured,repeatablemethodologyforanalyzingasalesopportunityBenefitsQualifyopportunitiesfasterandmoreeffectivelybyanalyzingthemfromthemostcriticalcustomer,businessandcompetitiveperspectivesInvesttime,energyandresourcesontheopportunitiesyouaremostlikelytowinCommunicatethekeyissuesmoreeffectivelyusingacommonlanguageOutputComprehensiveassessmentofyourcurrentsalesopportunity©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptAssessthe

OpportunitySettheCompetitive

StrategyIdentifythe

KeyPlayersDefinethe

RelationshipStrategyTurnIdeas

IntoActionsTestandImprove

thePlanImplementthe

Process1234567Page2.8Introduction©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt+ABC–Page2.9Current:goodwinratePotentialZ=1Z=0A–CCompromisedX&YLostZ=-1XYZFourKeyQuestions-The4PrinciplesofSellingIsthereanopportunity?Canwecompete?Canwewin?Isitworthwinning?©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptPage2.10IsThereAnOpportunity?©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptPage2.11#1Customer’s

ApplicationorProjectWhatarethecustomer’srequirements?Whatarethecustomer’skeyissuesandobjectivesfortheproject?Whoinitiatedtheproject?Who’llbeworkingontheproject?Howdoesthisprojectfitintothecustomer’sbusinessstrategy?#2Customer’sBusinessProfile#3Customer’sFinancialCondition#4AccesstoFundsWhatarethecustomer’sproductsandservices?Whataretheirkeymarkets?Whoaretheirkeycustomersandcompetitors?Whatisdrivingthecustomer’sbusinessinternallyandexternally?Whataretheirrevenueandprofittrends?Howdotheirfinancialscomparetosimilarcompanies?Whatistheirfinancialoutlook?Whatarethecustomer’skeyperformancemetrics?Whatisthebudgetforthisproject?Whatisthecustomer’sbudgetingprocess?Whatisthepriorityofthisprojectcomparedtoothers?Whatarethecustomer’salternativeusesofcapital?#5–CompellingEventWhydoesthecustomerhavetoact?Whatisthedeadlineforthecustomertomakeadecision?Whataretheconsequencesifthisprojectisdelayed?Whatisthepaybackforthecustomeriftheprojectiscompletedontime?Whatwillbethemeasurableimpactonthecustomer’sbusiness?©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptBusinessInitiativesBusinessDriversBusinessProfilePage2.12Compelling

EventConsequencesPaybackProblemsOpportunitiesCanWeCompete?©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt#6FormalDecisionCriteria#7SolutionFit#8SalesResourceRequirements#9CurrentRelationshipWhatarethecustomer’sdecisioncriteria?Whatistheformaldecisionprocess?Whichdecisioncriteriaaremostimportant?Why?Whoformulatedthedecisioncriteria?Page2.13Howwelldoesoursolutionsolvethecustomer’sproblem?Whatdoesthecustomerthink?Whatmodificationsorenhancementswillberequired?Whatexternalresourcesdoweneedtomeetthecustomer’srequirements?Howmuchtimewillthesalesteamneedtoinvestonthisopportunity?Whatadditionalinternalorexternalresourceswillyouneedtowin

thisopportunity?Whatistheprojectedcostofsales?Whatistheopportunitycost?Whatisthestatusofyourrelationshipwiththecustomer?Whatisthestatusofeachcompetitor’srelationshipwiththecustomer?Whoserelationshipprovidescompetitiveadvantageforthisopportunity?Howdoyouandeachofyourcompetitorscomparetothecustomer’sviewoftheidealrelationship?#10–UniqueBusinessValueWhatisthespecificormeasurablebusinessresultthatwe

willdeliver?Howdoesthecustomerdefinevalue?Howwilltheymeasureit?Howhavewequantifiedthisvalueinthecustomer’sterms?Hasthecustomerconfirmedtheirunderstandingofthevaluewewilldeliver?Howdoesthisvaluedifferentiateusfromourcompetitors?©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptBusiness

ProfileBusiness

DriversBusiness

InitiativesCapabilities

SolutionDifferen-

tiationPage2.14Compelling

EventsUniqueBusinessValueDevelopingYourValueProposition©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptAnswerthequestions... What’stheissue?Howisitaffectingthecustomer?Whataretheconsequencesorpayback?Howcanyouhelp?Page1.9Value=Benefits-Costs/Risks/Consequences©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptIncreaseCosts/ConsequencesPage3.9RevenueMarketshareCustomersatisfactionInventoryturnsLoadfactorShareholdervalueCustomerbaseOrderfulfillmenttimeExpensesRejects/returnsWasteAdministrativecostsNumberofdayssupply

(ofinventory)TimetocloseanorderCycletimeDecreaseEvaluationprocessPurchasepriceOrderprocessingExpeditingcostsCorrectingmistakesAcquisitionCostsSet-upandinstallationTaxesandinsuranceAdministrativecostsFinancechargesPossessionCostsTrainingSupportMaintenanceDepreciationDisposalInterfacetoothersystemsUsageCostsAffectexistingbusinessesAwakentheircompetitionModificationstoexistingprocessesOpportunityCosts(Risks&Consequences)ValuePropositionTemplates©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptYouwillbeableto______________resultingin_____________________byimplementingour_____________________.Wedeliveredsimilarresultsat____________________whichresultedin__________________.Bychangingfrom_________________to___________________,youwillaffect__________whichmeans____________________.Wewilltrackthevaluedeliveredby_______________andreportitbacktoyou_________.Wecanhelpyouaddress__________________________byinstalling_________________whichwillresultin____________________________.Wewillensureyourreturnoninvestmentby________________________.businessinitiativespecificormeasurableoutcomesolutionsimilarsituationorcustomerpastvaluedeliveredcurrentsituationoursolutionbusinessdriverspecificormeasurableoutcomevaluetrackingsystemfrequency/timecompellingeventsolutionspecificormeasurableoutcomesharedrisk/rewardstrategyPage1.10SampleValuePropositions©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptYouwillbeabletoreducethenumberofrepeatcustomerservicecallsby

15%resultinginanestimatedmonthlysavingsof$3.4MbyimplementingourSiebelCallCenterApplication.WedeliveredsimilarresultsatUnited

Telecom,whichachieveda25%improvementinfirstcontactcall

resolution.BychangingfromapatchworkofhomegrownsolutionstoSiebel’s

eBusinesssuite,youwillreduceyourtotalcostofownershipby$100M,whichrepresentsa40%increaseinEarningsPerShare.Wewillestablishametricsscorecardtoassistyouinevaluatingprogramperformanceandreportitbacktoyouatsixmonthintervals.(businessinitiative)(measurableoutcome)(solution)(similarcustomer)(measurableresults)(currentsituation)(solution)(measurableoutcome)(measurableoutcome)(valuetrackingsystem)(frequency/time)Page3.13aCanWeWin?©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt#11InsideSupport#12ExecutiveCredibility#13CulturalCompatibility#14InformalDecisionCriteria#15PoliticalAlignmentWhointhecustomer’sorganizationwantsustowin?Whathavetheydonetoindicatetheirsupport?Aretheywillingandabletoactonyourbehalf?Dotheyhavecredibilitywithintheirownorganization?Page2.8Whichexecutive(s)willaffectorbeaffectedbythisdecision?Howhaveyouestablishedtrustandcredibilitywiththem?Howwillyougainaccesstothoseexecutives?Whatisyourplantogainreturnaccesstothem?Whatisthecustomer’sculture?Howdoesthiscomparewithourcompany?Whatisthecustomer’sphilosophytowardsvendorsandsuppliers?Canweadjustoradapt?Dowewantto?Howwillthedecisionreallybemade?Whatintangible,subjectivefactorscouldaffectthisdecision?Whataretheunstatedissues?Whoseprivateopinionsdoweknow?Whichonescount?Whoarethemostpowerfulpeopleinvolvedinthisdecision?Dotheywantustowin?Why?Aretheyabletoinfluenceorchangethedecisioncriteria?Cantheycreateasenseofurgency?Howhavetheydemonstratedthisinthepast?IsItWorthWinning?©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt#16Short-TermRevenue#17FutureRevenue#18Profitability#19DegreeofRisk#20StrategicValueWhatistheorderamount?Doesitexceedourthreshold?>$________Whenwillitclose?Isitwithinourtimeframe?<________daysWhatisthepotentialforfuturebusinesswithinthenextyear?Withinthenextthreeyears?Doesitexceedourthresholds?Howisthisprojectorapplicationlinkedtofuturerevenue?Howwillyouensurecustomerpromisesbecomecommitments?Whatistheprojectedprofitonthissalesopportunity?Doesitexceedourprofitthreshold?Whatimpactwilldiscountshaveonprofitability?Howcanweimprovetheprofitabilityonthisopportunity?Howcouldwecauseoursolutiontofail?Whatarethecriticaldependenciesindeliveringvaluetothecustomer?Howcouldthecustomercauseoursolutiontofail?Whatistheimpactonourbusinessifthesolutionfails?Whatisthevalueofthisopportunitytousbeyondtherevenue?Howdoesthisopportunityfitinourbusinessplan?Howcanweleveragethisopportunityintorevenuefromothercompaniesormarkets?Howwillthisopportunityhelpusimproveourproductorservice?Page2.9OpportunityAssessment©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptCriteriaAssessmentCUSTOMER’SAPPLICATIONORPROJECT1UNDEFINEDDEFINEDCUSTOMER’SBUSINESS

PROFILE2WEAKSTRONGCUSTOMER’SFINANCIAL

CONDITION3WEAKSTRONGCOMPELLINGEVENT5UNDEFINEDDEFINEDACCESSTOFUNDS4NOYES+–+–+–+–+–IsThereAnOpportunity?HIGH+CriteriaAssessmentSHORT-TERMREVENUE16LOWFUTUREREVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGICVALUE20NOYESDEGREEOFRISK19HIGHLOW–+–+–+–+–IsItWorthWinning?Page2.10CriteriaAssessmentINSIDESUPPORT11WEAKEXECUTIVECREDIBILITY12WEAKSTRONGCULTURAL

COMPATIBILITY13POORGOODPOLITICALALIGNMENT15WEAKSTRONGINFORMALDECISIONCRITERIA14UNDEFINEDDEFINED–+–+–+–+–CanWeWin?STRONG+CriteriaAssessmentFORMALDECISIONCRITERIA6UNDEFINEDDEFINEDSOLUTIONFIT7POORGOODLOWUNIQUEBUSINESSVALUE10WEAKSTRONGCURRENTRELATIONSHIP9WEAKSTRONG+–+–++–+–CanWeCompete?SALESRESOURCEREQUIREMENTS8HIGH–IndividualExercise:CurrentOpportunity©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptStep1UseyourcurrentsalesopportunityandcompletetheOpportunityAssessmentonpage2.11IdentifyyourprimarycompetitorStep2Rateyourpositionagainsteachcriterion:(+) ifitisaccurate,knownandfavorable(–) ifitisunfavorable(?) ifitisunknownStep3Intheshadedcolumn,rateyourcompetitor’s

position7/12/XXDATECOMPETITORSOURCO.-+-?+X-Sys++--?FINISHBY:Page2.10aOpportunityAssessment©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptCriteriaAssessmentCUSTOMER’SAPPLICATIONORPROJECT1UNDEFINEDDEFINEDCUSTOMER’SBUSINESS

PROFILE2WEAKSTRONGCUSTOMER’SFINANCIAL

CONDITION3WEAKSTRONGCOMPELLINGEVENT5UNDEFINEDDEFINEDACCESSTOFUNDS4NOYES+–+–+–+–+–IsThereAnOpportunity?HIGH+CriteriaAssessmentSHORT-TERMREVENUE16LOWFUTUREREVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGICVALUE20NOYESDEGREEOFRISK19HIGHLOW–+–+–+–+–IsItWorthWinning?Page2.10CriteriaAssessmentINSIDESUPPORT11WEAKEXECUTIVECREDIBILITY12WEAKSTRONGCULTURAL

COMPATIBILITY13POORGOODPOLITICALALIGNMENT15WEAKSTRONGINFORMALDECISIONCRITERIA14UNDEFINEDDEFINED–+–+–+–+–CanWeWin?STRONG+CriteriaAssessmentFORMALDECISIONCRITERIA6UNDEFINEDDEFINEDSOLUTIONFIT7POORGOODLOWUNIQUEBUSINESSVALUE10WEAKSTRONGCURRENTRELATIONSHIP9WEAKSTRONG+–+–++–+–CanWeCompete?SALESRESOURCEREQUIREMENTS8HIGH–BusinessPartners©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptProviding

youwithaccesstonewmarketsorcustomersLeveragingexistingrelationshipswithkeyplayersinyourcustomer’sorganizationProvidingnewlevelsofexpertiseinspecificindustrysegmentsExpandingyourabilitytodelivera“wholeproduct”orcompletesolutionReducingtherisksassociatedwiththeimplementationofcomplexsolutionsBusinessPartnerscanhelpyouadvanceyoursalescampaignby…Page1.20ThePartner’sRoleinYourValueChain©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptSolutionsMarketingSales

Implementa-tionPost-SalesServiceandSupportSolutionsMarketingSalesImplementationPost-SalesWhatsolutionsareavailablefromyourbusinesspartnerthatcouldenhanceyourabilitytocompete?Whatcompetitorsdoesthispartnerworkwith?Whatmarketshareobjectivesdoesyourpartnerhaveforthismarketorindustrysegment?Whatspecificresourceshavetheydedicatedtothismarketsegment?Howeffectiveisthebusinesspartner’ssalespersonorsalesteamassociatedwithyourjointbusiness?Hasthepartnerassignedtheappropriateresources?Isthereanagreed-toengagementprocess?Howareyourpartner’simplementationservicesstructured?Whatspecificimplementationservicescanbeappliedtoyourjointbusiness?Whatservicesareavailabletosupporttheimplementationonalong-termbasis?Howdoyourcompany’sofferingscomplementthoseofyourbusinesspartners?Page1.21PartnerAssessmentWorksheet©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptIsthereanopportunity?(#1-5)Understandingthecustomer’sapplicationorprojectProvidingaperspectiveonthecustomer’sfinancialconditionUnderstandingthecustomer’sbudgetingprocessCreatingoruncoveringacompellingeventCanwe

compete?(#6-10)Canwewin?(#11-15)Isitworth

winning?(#16-20)Knowledgeofthecustomer’sformaldecisioncriteriaProvidingsolutionsthatleadtowholeproductsorcompletesolutionsUniquesalesresourcesExistingrelationshipswithkeyplayersUniquebusinessvaluebeyondyoursAccessandcredibilityattheexecutivelevelUnderstandingofthecustomer’scultureKnowledgeofthecustomer’sinformaldecisionprocessAccesstothemostinfluentialpeopleinthecustomer’sorganizationUnderstandingthelinkageoftheprojecttofuturerevenueReducingtherisksassociatedwiththeproject’simplementationDevelopingasolutionthatprovidessignificantstrategicvalueExamplesYourOpportunityHowcanyourbusinesspartnerhelpyouwith…Page1.22TeamActivity:AnalyzeYourBusinessPartners©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptStep1ReviewtheexamplesshownnexttoeachofthefourkeyquestionsStep2IdentifythespecificareaswhereyourbusinesspartnercanhelpadvanceyourteamopportunityCitethespecificcriteria(e.g.,#5,#10,etc.)Step3BepreparedtodiscussFINISHBY:IntegratebusinesspartnersintotheOpportunityAssessmentprocess.Usetheworksheetonthepreviouspage.Page1.23PurposeStrategyPurposeProvideyouwithaframeworkfordevelopingawinningstrategyBenefitsAlignyoursalesobjectiveswiththecustomer'sbusinessobjectivessoyoucancommunicateyouruniquebusinessvalueSelectacompetitivesalesstrategythatenablesyoutoclosethesalesopportunityOutputAnalysisofyourpositionforthisopportunityCompetitivestrategytowinyoursalesopportunity©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.03.120597.060100.pptAssessthe

OpportunitySettheCompetitive

StrategyIdentifythe

KeyPlayersDefinethe

RelationshipStrategyTurnIdeas

IntoActionsTestandImprove

thePlanImplementthe

Process1234567Page3.28TASPlanningMethodology©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptPage2.29DescribesthegeneralapproachTheroutetotheobjectiveConnectedtothestrategyIndividual,style-dependentFlexible,dynamicTiedtotheactionsIdentifiesthespecificpeople,programsandmoneyrequiredLong-rangeVisionaryDefinesourrelationshipSpecific(products/services)Measurable(orderamount)Time-bound(closedate)EnsuresthatyourplanisrealisticShouldsupportyourcustomer’sbusinessplan

oaltrategyctionsSAesourcesRbjectiveOestTGWherearewegoing?Howwillweachievetheobjective?Whatspecificactionswillweimplement?Whatresourcesarerequired?Whatspecificactionswillweimplement?Doesourplancreatevalueforthecustomer?(#4)Whatmustweaccomplish?(#7)(#5)Example©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptGoalObjectiveStrategyCustomerSalesTeamBecometheindustryleaderincustomerserviceImproveinitialcallresponsetoaverageoflessthan2minutesImproveproblemresolutiontolessthan4hoursDecreasecustomerdefectionrateto1.5%Achieveapaybackwithin18monthsonourinvestmentof$5MinnewtechnologyInstallanintegratedcustomermanagementsystemthatfunctionsthesamethroughouttheworldbyOctober15BecomeNationalManufacturing’strustedadviserontheapplicationoftechnologytocustomerserviceSecurea$3Mcommitmentforacustomerservicesolutionthatincludes:X-100System($500K)Customsoftware($1.2M)Projectmanagementservices($1.3M)nolaterthanMarch31ShiftthedecisioncriteriafromproducttechnologytoapplicationexpertiseandworldwidesupportPage3.30OriginofStrategy©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptTheArtofWar–SunTzuKnowyourself,knowyourenemy,andyouneednotfearonehundredbattles.Knowonlyyourselfandnotyourenemy,andforeveryvictorygainedyoushallsustaindefeat.Knowneitheryourselfnoryourenemy,andyoushallsuccumbineverybattle.Yourstrengthwilleventuallybecomeyourweakness.Thekeytovictoryisnotindefeatingtheenemy,butindefeatingtheenemy’sstrategy;thereinliestheirvulnerability.Page3.5CompetitiveStrategies©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptDevelopFlankingDefendFragmentFrontalPage3.6NoCompellingEvent

ORNoUBVCompellingEvent

exists/oryoucancreateone

ANDYouhaveUBVPositionAttackFrontalStrategy©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptDefinitionAfrontalstrategyisadirectapproachbasedonthecustomer’sperceptionofyouroverwhelmingsuperiorityinsolution,priceorreputation.Guidelines/CaveatsVariationsPage3.73:1advantageRequiressize,speedorsurpriseResourceintensive(#8)Blatant/obviousMostoftenusedandeasilydefeatedstrategyFeatures/price/performanceProprietarytechnologyWholeproductRelationship/ExperiencePrestigeComfort/SecuritySolutionReputationFlankingStrategy©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptAltertheRulesDefinitionAflankingstrategyshiftsthefocusofthecustomer’sbuyingcriteriatonew

ordifferentissuesthatfavoryoursolution.Guidelines/CaveatsVariationsPage3.8Don’tplaybytheirrulesMusthaveexecutivesupportMakeyourmovelastDon’topenthe“playingfield”A

B

Changeorre-prioritizethecriteriaMovethegoalpostA

A+1

ExpandthescopeofthedecisionAddnewcriteria(#6and#14)(#6and#14)AcknowledgeandExpandAltertheRulesFragmentStrategy©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptDefinitionAfragmentstrategydividestheopportunityintosmallerpiecesandfocuses

thecustomeronasubsetoftheissuesthatyoucanaddress.Guidelines/CaveatsVariationsPage3.9MusthaveUBVonlyyoucandeliver(#10)Requiresinsidesupport(#11)Pickthecorrectbaseforthefuture(#17)Monitorthecostofsales(#18)Department/Location/FunctionFootinthedoorBeachheadCompatibilitywithcurrentenvironmentExtendcapacityEnhancecustomer’sinvestment(1+1=3)NichePeacefulCoexistenceDefendStrategy©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptDefinitionAdefendstrategyprotectsyourpositionfromtheinevitableassaultfromyourcompetitors.Guidelines/CaveatsVariationsPage3.10Expandyourrelationshipstoahigherlevel(#12)Supportyourallies(#11)Articulateyourcredibility(#12)andbusinessvalue(#10)Bewareofself-isolationKeepyoureyeonyourcompetitorsInsulateIsolateImproveyourrelationships(#9)Supportyourallies(#11)ExtendyourpresenceContainthecompetitionCreatetangents/diversionsDilutethecompetitor’seffortsDevelopStrategy©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptDefinitionAdevelopstrategyestablishesapositionforapossiblefutureengagement.Guidelines/CaveatsVariationsPage3.11Nocompellingevent(#5),ORNotinapositiontocompeteEstablishpresenceforthefutureContinuetocollectprofiledata(1-20)Focusonexecutivecredibility(#12)QualifyyourROI(#18)Nocompellingevent(#5)Establishapresence,listenandwaitInvestmentmarketingNotinapositiontocompete(#7)Attractivefuturealternative(#10)Requiresinsidesupport(#11)InvestDelayStrategyGuidelines©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptOnceyouhaveinitiatedyourstrategy,itshouldremainfixed,unlessthereisamajorshiftintheprofileinformation.Youshouldhaveasinglestrategyforasingleopportunity.StrategyOpportunityStrategyStrategyStrategyOpportunityAOpportunityBOpportunityCIftherearemultipleopportunitieswithinthesameaccount,youcanhavemultiplestrategies.Page3.12FrontalDevelopFlankingSummary©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptStartDoyouhavea3:1advantage?Canyouchangeorexpand

thebuyingcriteria?Canyoufindaprofitablesubsetoftheopportunitythatyoucanwin?Doyouhaveapositionintheaccountthatyoumustprotect?Istherefuturerevenue(#17)orstrategicvalue(#20)?DisengageNNNYYYYYYNNFrontalSolutionReputationFlankingA

BA

A+1FragmentNicheCoexistenceDefendInsulateIsolateDevelopInvestDelayIsthereacompellingevent

(#5)orcanyoucreateone?Canyoucompete?

(#6-#10)YNPage3.13Politics©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptPurposeProvideyouwithaframeworkforanalyzingthecustomer’sorganizationBenefitsShortenyoursalescyclebyspendingtimewiththerightpeoplediscussingtherightissuesUnderstandthecustomer’spoliticssothat

youavoidsurprisesinthesalescampaignBroadenyourviewofthecustomer’sorganizationsothatyoucanexpand

yourpresenceOutputOrganizationmapofthecustomer’sformalandinformalorganizationAssessthe

OpportunitySettheCompetitive

StrategyIdentifythe

KeyPlayersDefinethe

RelationshipStrategyTurnIdeas

IntoActionsTestandImprove

thePlanImplementthe

Process1234567Page4.40Introduction©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptPrinciplesOrganizationalStructureformalYoucandenythelegitimacyofpolitics,butyoucannotdenyitsexistence.Nooneissayingthatyouhavetoplaythegame,butagameisbeingplayedwhetheryoulikeito