重点客户营销管理培训课件.ppt

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重点客户营销管理培训重点客户营销管理培训讲师：谭小琥 ProgramObjectivesDevelopingandtestingacomprehensiveplanforyoursalesopportunityEnablingyoutocommunicatemoreeffectivelywithyourteamShiftingyoursalesfocusfromtacticaltostrategicHelpyouwinby...Focusingontherightissueswiththerightpeopleattherighttime©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptProgramMapOpportunityAssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgramModulesAssesstheOpportunitySettheCompetitiveStrategyIdentifytheKeyPlayersDefinetheRelationshipStrategyTurnIdeasIntoActionsTestandImprovethePlanImplementtheProcessTargetAccountSellingProcess1234567 ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptSalesReturnonInvestmentLevel1Level2Level3ProductivityTimeEntryTacticalStrategicCompetitiveTimeand$ ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptVersatilityLevel1Level2Level3FocusOrientationRepertoireFinanceRelationshipsEventProduct/ServiceTechnologyPriceOperationsProcessBusinessServicesCostManagementOutcomePoliticalSolutionValueExecutive ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptDevelopmentStatusModePoliticsResourcesPerformanceConsideredReactiveAwarePrematureorExcessiveInconsistentLevel1Level2Level3PreferredResponsiveAgileTimely&JudiciousConsistentlyAchievesDominantProactiveAstuteHighROIReliablyExceeds ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptNotinControlSalesPersonalControlisprovidingbusinessvalueforthecustomerwhileforcingthecompetitiontooperateinreactmode.Itisdifficulttocontrolexternaleventsunlessyouareincontrol.UnreturnedphonecallsNoaccesstoinformationCriteriaslantedCriteriaconstantlychangesDelaysBudgetgoesawayQuestioningbycustomersprobingyourweaknessesPlayerschangeMeetingscancelledMeetingsdelegatedPreoccupiedwithpriceNoinsidesupportNotknowingyou’rewinningAlways5minuteslateToomanyhoursToomuchtelephonetimeContinualcrisisNothavingfun ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptPurposeProvideyouwithastructured,repeatablemethodologyforanalyzingasalesopportunityBenefitsQualifyopportunitiesfasterandmoreeffectivelybyanalyzingthemfromthemostcriticalcustomer,businessandcompetitiveperspectivesInvesttime,energyandresourcesontheopportunitiesyouaremostlikelytowinCommunicatethekeyissuesmoreeffectivelyusingacommonlanguageOutputComprehensiveassessmentofyourcurrentsalesopportunityOpportunityAssessmentAssesstheOpportunitySettheCompetitiveStrategyIdentifytheKeyPlayersDefinetheRelationshipStrategyTurnIdeasIntoActionsTestandImprovethePlanImplementtheProcess1234567Page2.7 ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptIntroduction+ABC–Page2.8Current:goodwinratePotentialZ=1Z=0A–CCompromisedX&YLostZ=-1XYZ ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptFourKeyQuestions-The4PrinciplesofSellingIsthereanopportunity?Canwecompete?Canwewin?Isitworthwinning?Page2.9 IsThereAnOpportunity?Page2.10#1Customer’sApplicationorProjectWhatarethecustomer’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?©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt#5–CompellingEventWhydoesthecustomerhavetoact?Whatisthedeadlineforthecustomertomakeadecision?Whataretheconsequencesifthisprojectisdelayed?Whatisthepaybackforthecustomeriftheprojectiscompletedontime?Whatwillbethemeasurableimpactonthecustomer’sbusiness?BusinessInitiativesBusinessDriversBusinessProfilePage2.11CompellingEventConsequencesPaybackProblemsOpportunities CanWeCompete?#6FormalDecisionCriteria#7SolutionFit#8SalesResourceRequirements#9CurrentRelationshipWhatarethecustomer’sdecisioncriteria?Whatistheformaldecisionprocess?Whichdecisioncriteriaaremostimportant?Why?Whoformulatedthedecisioncriteria?Page2.12Howwelldoesoursolutionsolvethecustomer’sproblem?Whatdoesthecustomerthink?Whatmodificationsorenhancementswillberequired?Whatexternalresourcesdoweneedtomeetthecustomer’srequirements?Howmuchtimewillthesalesteamneedtoinvestonthisopportunity?Whatadditionalinternalorexternalresourceswillyouneedtowinthisopportunity?Whatistheprojectedcostofsales?Whatistheopportunitycost?Whatisthestatusofyourrelationshipwiththecustomer?Whatisthestatusofeachcompetitor’srelationshipwiththecustomer?Whoserelationshipprovidescompetitiveadvantageforthisopportunity?Howdoyouandeachofyourcompetitorscomparetothecustomer’sviewoftheidealrelationship?©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt#10–UniqueBusinessValueWhatisthespecificormeasurablebusinessresultthatwewilldeliver?Howdoesthecustomerdefinevalue?Howwilltheymeasureit?Howhavewequantifiedthisvalueinthecustomer’sterms?Hasthecustomerconfirmedtheirunderstandingofthevaluewewilldeliver?Howdoesthisvaluedifferentiateusfromourcompetitors?BusinessProfileBusinessDriversBusinessInitiativesCapabilitiesSolutionDifferen-tiationPage2.13CompellingEventsUniqueBusinessValue Answerthequestions...What’stheissue?Howisitaffectingthecustomer?Whataretheconsequencesorpayback?Howcanyouhelp?DevelopingYourValuePropositionPage1.9©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt IncreaseCosts/ConsequencesValue=Benefits-Costs/Risks/ConsequencesPage3.9RevenueMarketshareCustomersatisfactionInventoryturnsLoadfactorShareholdervalueCustomerbaseOrderfulfillmenttimeExpensesRejects/returnsWasteAdministrativecostsNumberofdayssupply(ofinventory)TimetocloseanorderCycletimeDecreaseEvaluationprocessPurchasepriceOrderprocessingExpeditingcostsCorrectingmistakesAcquisitionCostsSet-upandinstallationTaxesandinsuranceAdministrativecostsFinancechargesPossessionCostsTrainingSupportMaintenanceDepreciationDisposalInterfacetoothersystemsUsageCostsAffectexistingbusinessesAwakentheircompetitionModificationstoexistingprocessesOpportunityCosts(Risks&Consequences)©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt ValuePropositionTemplatesYouwillbeableto______________resultingin_____________________byimplementingour_____________________.Wedeliveredsimilarresultsat____________________whichresultedin__________________.Bychangingfrom_________________to___________________,youwillaffect__________whichmeans____________________.Wewilltrackthevaluedeliveredby_______________andreportitbacktoyou_________.Wecanhelpyouaddress__________________________byinstalling_________________whichwillresultin____________________________.Wewillensureyourreturnoninvestmentby________________________.businessinitiativespecificormeasurableoutcomesolutionsimilarsituationorcustomerpastvaluedeliveredcurrentsituationoursolutionbusinessdriverspecificormeasurableoutcomevaluetrackingsystemfrequency/timecompellingeventsolutionspecificormeasurableoutcomesharedrisk/rewardstrategyPage1.10©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt SampleValuePropositionsYouwillbeabletoreducethenumberofrepeatcustomerservicecallsby15%resultinginanestimatedmonthlysavingsof$3.4MbyimplementingourSiebelCallCenterApplication.WedeliveredsimilarresultsatUnitedTelecom,whichachieveda25%improvementinfirstcontactcallresolution.BychangingfromapatchworkofhomegrownsolutionstoSiebel’seBusinesssuite,youwillreduceyourtotalcostofownershipby$100M,whichrepresentsa40%increaseinEarningsPerShare.Wewillestablishametricsscorecardtoassistyouinevaluatingprogramperformanceandreportitbacktoyouatsixmonthintervals.(businessinitiative)(measurableoutcome)(solution)(similarcustomer)(measurableresults)(currentsituation)(solution)(measurableoutcome)(measurableoutcome)(valuetrackingsystem)(frequency/time)Page3.13a©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt CanWeWin?#11InsideSupport#12ExecutiveCredibility#13CulturalCompatibility#14InformalDecisionCriteria#15PoliticalAlignmentWhointhecustomer’sorganizationwantsustowin?Whathavetheydonetoindicatetheirsupport?Aretheywillingandabletoactonyourbehalf?Dotheyhavecredibilitywithintheirownorganization?Page2.8Whichexecutive(s)willaffectorbeaffectedbythisdecision?Howhaveyouestablishedtrustandcredibilitywiththem?Howwillyougainaccesstothoseexecutives?Whatisyourplantogainreturnaccesstothem?Whatisthecustomer’sculture?Howdoesthiscomparewithourcompany?Whatisthecustomer’sphilosophytowardsvendorsandsuppliers?Canweadjustoradapt?Dowewantto?Howwillthedecisionreallybemade?Whatintangible,subjectivefactorscouldaffectthisdecision?Whataretheunstatedissues?Whoseprivateopinionsdoweknow?Whichonescount?Whoarethemostpowerfulpeopleinvolvedinthisdecision?Dotheywantustowin?Why?Aretheyabletoinfluenceorchangethedecisioncriteria?Cantheycreateasenseofurgency?Howhavetheydemonstratedthisinthepast?©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt IsItWorthWinning?#16Short-TermRevenue#17FutureRevenue#18Profitability#19DegreeofRisk#20StrategicValueWhatistheorderamount?Doesitexceedourthreshold?>$________Whenwillitclose?Isitwithinourtimeframe?<________daysWhatisthepotentialforfuturebusinesswithinthenextyear?Withinthenextthreeyears?Doesitexceedourthresholds?Howisthisprojectorapplicationlinkedtofuturerevenue?Howwillyouensurecustomerpromisesbecomecommitments?Whatistheprojectedprofitonthissalesopportunity?Doesitexceedourprofitthreshold?Whatimpactwilldiscountshaveonprofitability?Howcanweimprovetheprofitabilityonthisopportunity?Howcouldwecauseoursolutiontofail?Whatarethecriticaldependenciesindeliveringvaluetothecustomer?Howcouldthecustomercauseoursolutiontofail?Whatistheimpactonourbusinessifthesolutionfails?Whatisthevalueofthisopportunitytousbeyondtherevenue?Howdoesthisopportunityfitinourbusinessplan?Howcanweleveragethisopportunityintorevenuefromothercompaniesormarkets?Howwillthisopportunityhelpusimproveourproductorservice?Page2.9©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt OpportunityAssessmentCriteriaAssessmentCUSTOMER’SAPPLICATIONORPROJECT1UNDEFINEDDEFINEDCUSTOMER’SBUSINESSPROFILE2WEAKSTRONGCUSTOMER’SFINANCIALCONDITION3WEAKSTRONGCOMPELLINGEVENT5UNDEFINEDDEFINEDACCESSTOFUNDS4NOYES+–+–+–+–+–IsThereAnOpportunity?HIGH+CriteriaAssessmentSHORT-TERMREVENUE16LOWFUTUREREVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGICVALUE20NOYESDEGREEOFRISK19HIGHLOW–+–+–+–+–IsItWorthWinning?Page2.10CriteriaAssessmentINSIDESUPPORT11WEAKEXECUTIVECREDIBILITY12WEAKSTRONGCULTURALCOMPATIBILITY13POORGOODPOLITICALALIGNMENT15WEAKSTRONGINFORMALDECISIONCRITERIA14UNDEFINEDDEFINED–+–+–+–+–CanWeWin?STRONG+CriteriaAssessmentFORMALDECISIONCRITERIA6UNDEFINEDDEFINEDSOLUTIONFIT7POORGOODLOWUNIQUEBUSINESSVALUE10WEAKSTRONGCURRENTRELATIONSHIP9WEAKSTRONG+–+–++–+–CanWeCompete?SALESRESOURCEREQUIREMENTS8HIGH–©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt IndividualExercise:CurrentOpportunityStep1UseyourcurrentsalesopportunityandcompletetheOpportunityAssessmentonpage2.11IdentifyyourprimarycompetitorStep2Rateyourpositionagainsteachcriterion:(+)ifitisaccurate,knownandfavorable(–)ifitisunfavorable(?)ifitisunknownStep3Intheshadedcolumn,rateyourcompetitor’sposition7/12/XXDATECOMPETITORSOURCO.-+-?+X-Sys++--?FINISHBY:Page2.10a©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt OpportunityAssessmentCriteriaAssessmentCUSTOMER’SAPPLICATIONORPROJECT1UNDEFINEDDEFINEDCUSTOMER’SBUSINESSPROFILE2WEAKSTRONGCUSTOMER’SFINANCIALCONDITION3WEAKSTRONGCOMPELLINGEVENT5UNDEFINEDDEFINEDACCESSTOFUNDS4NOYES+–+–+–+–+–IsThereAnOpportunity?HIGH+CriteriaAssessmentSHORT-TERMREVENUE16LOWFUTUREREVENUE17LOWHIGHPROFITABILITY18LOWHIGHSTRATEGICVALUE20NOYESDEGREEOFRISK19HIGHLOW–+–+–+–+–IsItWorthWinning?Page2.10CriteriaAssessmentINSIDESUPPORT11WEAKEXECUTIVECREDIBILITY12WEAKSTRONGCULTURALCOMPATIBILITY13POORGOODPOLITICALALIGNMENT15WEAKSTRONGINFORMALDECISIONCRITERIA14UNDEFINEDDEFINED–+–+–+–+–CanWeWin?STRONG+CriteriaAssessmentFORMALDECISIONCRITERIA6UNDEFINEDDEFINEDSOLUTIONFIT7POORGOODLOWUNIQUEBUSINESSVALUE10WEAKSTRONGCURRENTRELATIONSHIP9WEAKSTRONG+–+–++–+–CanWeCompete?SALESRESOURCEREQUIREMENTS8HIGH–©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt BusinessPartnersProvidingyouwithaccesstonewmarketsorcustomersLeveragingexistingrelationshipswithkeyplayersinyourcustomer’sorganizationProvidingnewlevelsofexpertiseinspecificindustrysegmentsExpandingyourabilitytodelivera“wholeproduct”orcompletesolutionReducingtherisksassociatedwiththeimplementationofcomplexsolutionsBusinessPartnerscanhelpyouadvanceyoursalescampaignby…Page1.20©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt ThePartner’sRoleinYourValueChainSolutionsMarketingSalesImplementa-tionPost-SalesServiceandSupportSolutionsMarketingSalesImplementationPost-SalesWhatsolutionsareavailablefromyourbusinesspartnerthatcouldenhanceyourabilitytocompete?Whatcompetitorsdoesthispartnerworkwith?Whatmarketshareobjectivesdoesyourpartnerhaveforthismarketorindustrysegment?Whatspecificresourceshavetheydedicatedtothismarketsegment?Howeffectiveisthebusinesspartner’ssalespersonorsalesteamassociatedwithyourjointbusiness?Hasthepartnerassignedtheappropriateresources?Isthereanagreed-toengagementprocess?Howareyourpartner’simplementationservicesstructured?Whatspecificimplementationservicescanbeappliedtoyourjointbusiness?Whatservicesareavailabletosupporttheimplementationonalong-termbasis?Howdoyourcompany’sofferingscomplementthoseofyourbusinesspartners?Page1.21©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt PartnerAssessmentWorksheetIsthereanopportunity?(#1-5)Understandingthecustomer’sapplicationorprojectProvidingaperspectiveonthecustomer’sfinancialconditionUnderstandingthecustomer’sbudgetingprocessCreatingoruncoveringacompellingeventCanwecompete?(#6-10)Canwewin?(#11-15)Isitworthwinning?(#16-20)Knowledgeofthecustomer’sformaldecisioncriteriaProvidingsolutionsthatleadtowholeproductsorcompletesolutionsUniquesalesresourcesExistingrelationshipswithkeyplayersUniquebusinessvaluebeyondyoursAccessandcredibilityattheexecutivelevelUnderstandingofthecustomer’scultureKnowledgeofthecustomer’sinformaldecisionprocessAccesstothemostinfluentialpeopleinthecustomer’sorganizationUnderstandingthelinkageoftheprojecttofuturerevenueReducingtherisksassociatedwiththeproject’simplementationDevelopingasolutionthatprovidessignificantstrategicvalueExamplesYourOpportunityHowcanyourbusinesspartnerhelpyouwith…Page1.22©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt TeamActivity:AnalyzeYourBusinessPartnersStep1ReviewtheexamplesshownnexttoeachofthefourkeyquestionsStep2IdentifythespecificareaswhereyourbusinesspartnercanhelpadvanceyourteamopportunityCitethespecificcriteria(e.g.,#5,#10,etc.)Step3BepreparedtodiscussFINISHBY:IntegratebusinesspartnersintotheOpportunityAssessmentprocess.Usetheworksheetonthepreviouspage.Page1.23Purpose©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.03.120597.060100.pptPurposeProvideyouwithaframeworkfordevelopingawinningstrategyBenefitsAlignyoursalesobjectiveswiththecustomer'sbusinessobjectivessoyoucancommunicateyouruniquebusinessvalueSelectacompetitivesalesstrategythatenablesyoutoclosethesalesopportunityOutputAnalysisofyourpositionforthisopportunityCompetitivestrategytowinyoursalesopportunityStrategyAssesstheOpportunitySettheCompetitiveStrategyIdentifytheKeyPlayersDefinetheRelationshipStrategyTurnIdeasIntoActionsTestandImprovethePlanImplementtheProcess1234567Page3.27 TASPlanningMethodologyPage2.28DescribesthegeneralapproachTheroutetotheobjectiveConnectedtothestrategyIndividual,style-dependentFlexible,dynamicTiedtotheactionsIdentifiesthespecificpeople,programsandmoneyrequiredLong-rangeVisionaryDefinesourrelationshipSpecific(products/services)Measurable(orderamount)Time-bound(closedate)EnsuresthatyourplanisrealisticShouldsupportyourcustomer’sbusinessplanoaltrategyctionsSAesourcesRbjectiveOestTGWherearewegoing?Howwillweachievetheobjective?Whatspecificactionswillweimplement?Whatresourcesarerequired?Whatspecificactionswillweimplement?Doesourplancreatevalueforthecustomer?(#4)Whatmustweaccomplish?(#7)(#5)©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt GoalObjectiveStrategyCustomerSalesTeamBecometheindustryleaderincustomerserviceImproveinitialcallresponsetoaverageoflessthan2minutesImproveproblemresolutiontolessthan4hoursDecreasecustomerdefectionrateto1.5%Achieveapaybackwithin18monthsonourinvestmentof$5MinnewtechnologyInstallanintegratedcustomermanagementsystemthatfunctionsthesamethroughouttheworldbyOctober15BecomeNationalManufacturing’strustedadviserontheapplicationoftechnologytocustomerserviceSecurea$3Mcommitmentforacustomerservicesolutionthatincludes:X-100System($500K)Customsoftware($1.2M)Projectmanagementservices($1.3M)nolaterthanMarch31ShiftthedecisioncriteriafromproducttechnologytoapplicationexpertiseandworldwidesupportExamplePage3.29©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt TheArtofWar–SunTzuKnowyourself,knowyourenemy,andyouneednotfearonehundredbattles.Knowonlyyourselfandnotyourenemy,andforeveryvictorygainedyoushallsustaindefeat.Knowneitheryourselfnoryourenemy,andyoushallsuccumbineverybattle.Yourstrengthwilleventuallybecomeyourweakness.Thekeytovictoryisnotindefeatingtheenemy,butindefeatingtheenemy’sstrategy;thereinliestheirvulnerability.OriginofStrategyPage3.5©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt DevelopFlankingDefendFragmentFrontalCompetitiveStrategiesPage3.6NoCompellingEventORNoUBVCompellingEventexists/oryoucancreateoneANDYouhaveUBVPositionAttack©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt FrontalStrategyDefinitionAfrontalstrategyisadirectapproachbasedonthecustomer’sperceptionofyouroverwhelmingsuperiorityinsolution,priceorreputation.Guidelines/CaveatsVariationsPage3.73:1advantageRequiressize,speedorsurpriseResourceintensive(#8)Blatant/obviousMostoftenusedandeasilydefeatedstrategyFeatures/price/performanceProprietarytechnologyWholeproductRelationship/ExperiencePrestigeComfort/SecuritySolutionReputation©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt AltertheRulesFlankingStrategyDefinitionAflankingstrategyshiftsthefocusofthecustomer’sbuyingcriteriatonewordifferentissuesthatfavoryoursolution.Guidelines/CaveatsVariationsPage3.8Don’tplaybytheirrulesMusthaveexecutivesupportMakeyourmovelastDon’topenthe“playingfield”ABChangeorre-prioritizethecriteriaMovethegoalpostAA+1ExpandthescopeofthedecisionAddnewcriteria(#6and#14)(#6and#14)AcknowledgeandExpandAltertheRules©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt FragmentStrategyDefinitionAfragmentstrategydividestheopportunityintosmallerpiecesandfocusesthecustomeronasubsetoftheissuesthatyoucanaddress.Guidelines/CaveatsVariationsPage3.9MusthaveUBVonlyyoucandeliver(#10)Requiresinsidesupport(#11)Pickthecorrectbaseforthefuture(#17)Monitorthecostofsales(#18)Department/Location/FunctionFootinthedoorBeachheadCompatibilitywithcurrentenvironmentExtendcapacityEnhancecustomer’sinvestment(1+1=3)NichePeacefulCoexistence©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt DefendStrategyDefinitionAdefendstrategyprotectsyourpositionfromtheinevitableassaultfromyourcompetitors.Guidelines/CaveatsVariationsPage3.10Expandyourrelationshipstoahigherlevel(#12)Supportyourallies(#11)Articulateyourcredibility(#12)andbusinessvalue(#10)Bewareofself-isolationKeepyoureyeonyourcompetitorsInsulateIsolateImproveyourrelationships(#9)Supportyourallies(#11)ExtendyourpresenceContainthecompetitionCreatetangents/diversionsDilutethecompetitor’sefforts©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt DevelopStrategyDefinitionAdevelopstrategyestablishesapositionforapossiblefutureengagement.Guidelines/CaveatsVariationsPage3.11Nocompellingevent(#5),ORNotinapositiontocompeteEstablishpresenceforthefutureContinuetocollectprofiledata(1-20)Focusonexecutivecredibility(#12)QualifyyourROI(#18)Nocompellingevent(#5)Establishapresence,listenandwaitInvestmentmarketingNotinapositiontocompete(#7)Attractivefuturealternative(#10)Requiresinsidesupport(#11)InvestDelay©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt Onceyouhaveinitiatedyourstrategy,itshouldremainfixed,unlessthereisamajorshiftintheprofileinformation.Youshouldhaveasinglestrategyforasingleopportunity.StrategyOpportunityStrategyStrategyStrategyOpportunityAOpportunityBOpportunityCIftherearemultipleopportunitieswithinthesameaccount,youcanhavemultiplestrategies.StrategyGuidelinesPage3.12FrontalDevelopFlanking©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt SummaryStartDoyouhavea3:1advantage?Canyouchangeorexpandthebuyingcriteria?Canyoufindaprofitablesubsetoftheopportunitythatyoucanwin?Doyouhaveapositionintheaccountthatyoumustprotect?Istherefuturerevenue(#17)orstrategicvalue(#20)?DisengageNNNYYYYYYNNFrontalSolutionReputationFlankingABAA+1FragmentNicheCoexistenceDefendInsulateIsolateDevelopInvestDelayIsthereacompellingevent(#5)orcanyoucreateone?Canyoucompete?(#6-#10)YNPage3.13©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt PurposeProvideyouwithaframeworkforanalyzingthecustomer’sorganizationBenefitsShortenyoursalescyclebyspendingtimewiththerightpeoplediscussingtherightissuesUnderstandthecustomer’spoliticssothatyouavoidsurprisesinthesalescampaignBroadenyourviewofthecustomer’sorganizationsothatyoucanexpandyourpresenceOutputOrganizationmapofthecustomer’sformalandinformalorganizationPoliticsAssesstheOpportunitySettheCompetitiveStrategyIdentifytheKeyPlayersDefinetheRelationshipStrategyTurnIdeasIntoActionsTestandImprovethePlanImplementtheProcess1234567Page4.39©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt PrinciplesIntroductionOrganizationalStructureformalYoucandenythelegitimacyofpolitics,butyoucannotdenyitsexistence.Nooneissayingthatyouhavetoplaythegame,butagameisbeingplayedwhetheryoulikeitornot.PoliticalStructuredejure/exofficioapparentnecessaryPage4.40informaldefactosubtlereality©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt MappingtheOrganizationSeniorVPDirectorofSalesandMarketingDirectorofInformationServicesR&DManagerMfg.ManagerSystemsManagerOperationsManagerSalesManagerProductMarketingManagerPage4.41Step#1–MicroViewFormalStructureBuyingRoleAdaptabilitytoChangeYourCoverageYourStatusSeniorVPDirectorofEngineeringDirectorofEngineeringR&DManagerMfg.ManagerSystemsManagerProductMarketingManager©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt FormalRolesintheBuyingProcessUserEvaluatorDecision-MakerApproverUEDAPage4.42SponsorS©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt SeniorVPDirectorofSalesandMarketingDirectorofEngineeringDirectorofInformationServicesR&DManagerMfg.ManagerSystemsManagerOperationsManagerSalesManagerProductMarketingManagerMappingBuyingRolesADEEUEUEUUserEEvaluatorDDecision-MakerAApproverPage4.43©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt AdaptabilitytoChange*InnovatorsVisionariesPragmatistsConservativesLaggards*OriginallydevelopedbyEverettRogers,UniversityofIowaandrecentlyupdatedbyGeoffreyMoore,InsidetheTornado.The“TechnologyAdoptionLifeCycle”modelisusedwithMr.Moore’spermission.Page4.44©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt WhatTheyBuyWhatYouShouldSellAdaptabilitytoChangeWhatTheyWantTrialsTestsIndustrystandardsatlowpricewithnoriskStateoftheartRevolutionRecognitionEnhancementorextensionofexistingsystemsInvestmentprotectionInnovatorsVisionariesPragmatistsConservativesLaggardsCustomizedsolutionTotalsolutionsStatusquoNottobeleftbehindEvolutionSolveproblemsProductexcellenceInnovationFutureCompetitiveadvantageReturnoninvestmentGuaranteesProvenexpertiseinsolvingsimilarproblemsPage4.45©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt MappingAdaptabilitytoChangeSeniorVPDirectorofSalesandMarketingDirectorofEngineeringDirectorofInformationServicesR&DManagerMfg.ManagerSystemsManagerOperationsManagerSalesManagerProductMarketingManagerAPVDCEIEUVEUCELCConservativePPragmatistVVisionaryIInnovatorLLaggardPage4.46©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt CoverageNoContactBriefContactMultipleContactsIn-DepthPage4.47©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt MappingCoverageSeniorVPDirectorofSalesandMarketingDirectorofEngineeringDirectorofInformationServicesR&DManagerMfg.ManagerSystemsManagerOperationsManagerSalesManagerProductMarketingManagerAPVDCEIEUVEUCELPage4.48In-DepthMultipleContactsBriefContactNoContact©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt YourStatusEnemyNon-supporterNeutralSupporterMentorX–=+Page4.49©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt MappingYourStatusintheSalesCampaignInfluenceRankFunctionSeniorVPDirectorofSalesandMarketingDirectorofEngineeringDirectorofInformationServicesAP=V=D–NonSppuorter–Neutral=+MentorEnemyXSupporterSalesManagerProductMarketingManagerEI+R&DManagerMfg.ManagerEUV=EUCXSystemsManagerOperationsManagerEL=CPage4.50©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt Influence54321Rank12345Rankvs.InfluencePage4.51(Formal)AgileAstuteControlOutcomesAwareWonderMakethingshappenWatch(Informal)PoliticalStructureInnerCircle©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt MappingthePoliticalStructurePage4.15ConsultantsColleaguesSalespeopleSeniorVPDirectorofSalesandMarketingDirectorofEngineeringDirectorofInformationServicesR&DManagerMfg.ManagerSystemsManagerOperationsManagerSalesManagerProductMarketingManagerAP=V=DC–EI+EUV=EUCXEL=©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt InfluenceDirectorofSalesandMarketingDirectorofEngineeringDirectorofInformationServicesR&DManagerMfg.ManagerSystemsManagerOperationsManagerSalesManagerProductMarketingManagerV=DC–EI+EUV=EUCXEL=SeniorVPAP=ConsultantsColleaguesSalespeopleInfluence,asopposedtorankorauthority,flowsinnon-traditionaldirections(fromsubordinatetosuperiororacrossdepartmentalboundaries).AuthorityInfluencePage4.16©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptPurposeIdentifyhowinfluenceworksinanorganizationIdentifythekeycharacteristicsofinfluencethatdifferentiatethoseintheInnerCirclefromthoseinthePoliticalStructureConstructrelationshipstrategiestoalignwiththemostpowerfulpeopleinthecustomerorganizationBenefitsShortenyoursalescyclebyspendingtimewiththerightpeoplediscussingtherightissuesEnhancethequalityofkeyrelationshipssothatyoucanwinthesalesopportunityOutputRelationshipstrategiesforkeypeopleinthecustomerorganizationwhocaninfluencethebuyingdecisionAlignmentAssesstheOpportunitySettheCompetitiveStrategyIdentifytheKeyPlayersDefinetheRelationshipStrategyTurnIdeasIntoActionsTestandImprovethePlanImplementtheProcess1234567Page5.54 IndicatorsofInfluenceIndividualOrganizationalPage5.55HiringsPromotionsTransfersFiringsSpecialAssignmentsinternalexternalMergers&AcquisitionsDispositionsReorganizationsDownsizing/RightsizingBudgetssize/priorityexpand/protect©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt IdentifyingInfluence5CsBusinessValue(innovation,agreedgoal,balanceofreturns)TrackRecord(referent)PhilosophyandPolicy(beliefs,behaviour,assumption)PartisansandAllies(like/trustsharedinformation)Page5.56©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt BusinessValueBusinessValueCharacteristicsInnerCirclePoliticalStructureWhodefinesandcreatesit?Whodeliversit?Page5.57Definegoals,objectivesandstrategiesInitiate/sponsornewprojectsControloutcomesExecuteobjectivesandstrategies“Makeithappen”Implementnewprojects©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt TrackRecordWhohasbeensuccessfulinthepast?Whogetsthenewkeyassignments?BusinessValueTrackRecordCharacteristicsInnerCirclePoliticalStructurePage5.58RecognizedasconsistentlysuccessfulinthepastSoughtoutbyothersforadviceRecentsuccessfulperformanceReceivenew,highlyvisibleprojectstomanage©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt PartisansandAlliesWhoisconnectedtowhom?Whodotheygotoforadvice?BusinessValueTrackRecordPartisansandAlliesCharacteristicsInnerCirclePoliticalStructurePage5.59CenteroftheinformalcommunicationsnetworkSurroundthemselveswithpeopletheytrustAbletoreachdownintotheorganizationforadvice“EndNodes”oftheinformalcommunicationsnetworkCollectandprovideinformationtoinnerCircle©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt PhilosophyandPolicyWhoestablishesit?Whocanchangeit?BusinessValueTrackRecordPartisansandAlliesPhilosophyandPolicyCharacteristicsInnerCirclePoliticalStructurePage5.60Definetheorganization’sculture,valuesandpoliciesAbletochangeorcircumventestablishedpoliciesandproceduresUnderstandandassimilateintotheorganization’scultureViewpoliciesandproceduresmorelikerules©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt RelationshipStrategiesEnemyNon-supporterNeutralSupporterMentorX–=+Page5.8NeutralizeMotivateLeverageDefensiveOffensive©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt LeverageCapitalizeonsupporterandmentorrelationshipstoestablishcredibilitywithothersandgaincompetitiveadvantageProcessCaveatsDefinitionValidatepositionConfirmyourvalueAskforhelpDon’tmakeitdifficultDon’tcompromisethecustomerDon’tforgetquidproquoPage5.9©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt MotivateBuildsupportforyourpositionbybuildingcredibilityandtrustProcessCaveatsDefinitionUnderstandConnectDemonstrateReinforceDon’tletemotionsinterfereLackofpreparationPage5.10©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt BuildingCredibilityHighHighLowTrust(Intent/PersonalAgenda)Capability(Can-do/BusinessAgenda)Page4.12SellStuffTalkTechnobabbleTakeBriefcaseforRideTrustedAdvisorFriendsTherapistsTechExpertExtraPairofHandsWorkinterdependentlyandincollaborationwiththecustomertobecome…©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt BuildingYourPersonalCredibilityBusinessValueTrackRecordPeopleintheInnerCircleconsistentlycreateoraddbusinessvalue.PeopleintheInnerCirclealwaysknowhowtheyarebeingmeasuredandheldaccountable.Thebestindicatoroffutureperformanceispastperformance.PeopleintheInnerCircleareconsistentlysuccessful.Page4.14Focusonbusinessacumen,nottechnologyDefinevalue,usingthecustomer’smetricsDemonstrateaccountabilityDemonstratepastsuccessthroughexperienceandresultsRevealrecognitionforyouraccomplishments©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt BuildingYourPersonalCredibilityPartisansandAlliesPhilosophyandPolicyPeopleintheInnerCirclesurroundthemselveswithpeopletheytrust.PeopleintheInnerCircleunderstandtheirlimitationsandseekacounterbalance.Thecompany’sphilosophyisadirectreflectionofthephilosophyoftheInnerCircle.PeopleintheInnerCirclecaninterpretcompanypoliciesasguidelinesorrules.Page4.15EstablishcredibilitywiththeirteamDemonstratewaysforteamtoleverageyournetworkAscertainlevelofculturalfitAdhereoradapttothecustomer’sculture©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt ExecutingRelationshipStrategiesBusinessAgenda/CapabilitiesPersonalAgenda/MaslowPage5.12Measured?Rewarded?AlignmentwithbusinessobjectivesPromotionRecognitionMoneyPersonalgrowthLegacyTeamcontributionAnyNegativePersonalAgenda?©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptPurposeIdentifythespecifictacticsyouwillneedtoimplementtowinthisopportunityIdentifytheresourcesrequiredtosupporteachtacticBenefitsShortenyoursalescyclebyidentifyingthetacticsrequiredtoadvanceyoursalescampaignAligntheresourcesrequiredandtheresponsibilityassociatedwiththeimplementationofeachspecifictacticOutputConsolidatedsetoftacticsthatfocusonwinningthesalesopportunityPlanningAssesstheOpportunitySettheCompetitiveStrategyIdentifytheKeyPlayersDefinetheRelationshipStrategyTurnIdeasIntoActionsTestandImprovethePlanImplementtheProcess1234567Page6.68 ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptValueofNotPlanning“Thenicestthingaboutnotplanningisthatfailurecomesasacompletesurpriseandisnotprecededbyaperiodofworryanddepression.”JohnPrestonBostonCollegePage6.69 ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptValueofNotPlanning“Failuretoplanisplanningtofailandeitherwayyouareplanning.”DellComputersXiaMenHeadquarterPage6.70 TASPlanningMethodologyPage2.71DescribesthegeneralapproachTheroutetotheobjectiveConnectedtothestrategyIndividual,style-dependentFlexible,dynamicTiedtotheactionsIdentifiesthespecificpeople,programsandmoneyrequiredLong-rangeVisionaryDefinesourrelationshipSpecific(products/services)Measurable(orderamount)Time-bound(closedate)EnsuresthatyourplanisrealisticShouldsupportyourcustomer’sbusinessplanoaltrategyctionsSAesourcesRbjectiveOestTGWherearewegoing?Howwillweachievetheobjective?Whatspecificactionswillweimplement?Whatresourcesarerequired?Whatspecificactionswillweimplement?Doesourplancreatevalueforthecustomer?(#4)Whatmustweaccomplish?(#7)(#5)©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt BuildinganOpportunityPlanPage6.72QualityTimePQCS©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptBuyer/SellerActivities(Example)DevelopSolutionQualifyProofCloseBusinessPurposeMilestoneProbability/DaysIdentifyandinitiallyqualifyapotentialopportunityDevelopcriteria&gainpoliticalalignmentScopesolutiontofitorexceedcustomer’srequirementsDemonstratecapabilitytodelivercustomerrequirementsFinalizeagreement&confirmdeploymentplanOpportunityconfirmed&sizedYour&PartnerSalesTeamassembledCompetitiveAdvantageidentifiedDevelopaWinningSalesStrategyGainExecutiveCredibility&PositionforPoliticalAlignmentDifferentiatedSolutioncreatedInitialSolutionCommunicatedGainInitialApprovalfromDecisionMakerDetermineProofofconceptRequiredbyallApproversGainAcceptancebyallApproversEnsureallFormalApprovalsareCompletedEnsureCustomer,you,&PartnersareReadytoDeployReceiveWrittenContracts20%/15+1540%/3060%/4580%/45100%/30Changeinstrategy/objectivesBurningIssueidentifiedInitialCustomerContactsnamedKeySponsornamedInitialcapabilitiesembracedbykeysponsorInvestmentprocessconfirmedBuyingProcessestablishedBurningIssueconfirmedCapabilitiesembracedbydecisionmakerCustomerconfirmsrequirementsCustomerasksfor&defines“proof”CustomerbeginslegalprocessCustomerrequirementsmetVerbalapprovalreceivedfromdecisionmakerFormalapprovalprocessbeginsSignedagreementDeploymentassuranceKeysponsorblockscompetitorslastminuteattempttoflank/FUDWonSolutionValidatedSolutionProposedKeySponsorshipVerifiedOpportunityQualifiedSalesActivitiesBuyerActivities WhatisthelastTASsalesstepthathasbeencompletedsuccessfullyCanyoushowmetheTASverifiableoutcomesinthatstepWhatactivitywithinthecurrentTASsalesactivitiesareyouworkingonCanyoushowmeyourpreparationofyoursalesactivitiesUseofTASChecklistinOpportunityDebriefingPage2.3.74Only4questionstoaskinOpportunityDebriefing….©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt Whowillexecutethetactic?RandyandNicoleWhatresourceswillweneed?(time,people,moneyormaterial)Costbenefitanalysis$600intravelexpensesGuidelines:TacticsObjectiveProfileComponentsExampleStrategyTacticsWhatneedtobeaccomplished?MeetwithJohntodiscussfinanceissuesandobtainhisendorsementbeforetheupcomingpresentationwithseniormanagement.Whenwillithappen?October16at8:00amPage6.75©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptDevelopingComprehensiveTacticsroveyourvalueetrievemissinginformationnsulateagainstcompetitioninimizeyourweaknessesmphasizeyourstrengthsPRIMEPage6.76 MovingfromIdeastoActions123456ConsolidateideasGrouplogicallyconnecteditemsEliminateredundanciesTestyourtacticsDetermineresourcerequirementsMakecertaineachtacticcomplementsyourstrategySequencethetacticsforefficientresourceutilizationCreateaccountabilityAssignresponsibilityIdentifycompletiondatesExecuteyourtacticsCommunicateresultstothesalesteamPage6.77BrainstormideaswiththesalesteamDeterminewhat’smissing©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt TestingandImprovingthePlanPage5.78AnticipateChallengesPrepareChallengesandRecommendationsPresentthePlanClarifythePlanListen&TakeNotesAskQuestionsAnswerChallengesImprovePlanPresentersReviewersSteps12345TestthePlanImprovethePlanPresentChallengesPresentRecommendationsUnderstandthePlan©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.ppt ©2000SiebelSystems,Inc.Allrightsreserved.TAS.STD.OTE.070.01.120597.060100.pptWeeks9-121.ConductASRW/CSRWplanningsessions.ContinuetouseCEScoachingtechniquewhereappropriate.2.OJIABtorecommendORW/JERWplanningsession3.Ateveryreview,continuetofollowuponanykeyopportunitycorrectiveactionsusingCEScoachingtechnique.4.AttendCEESworkshopWeek135.ConductCEJEplanningsession6.Basedonpipelineassessmentandopportunityreviews,providesalesunitassessmenttoDM/GMincludingactionplans.Week51.Confirm50%ofallopportunitiesinCEShavebeenanalyzedandupdatedbysalesreps.2.Performopportunitydebriefswitheachsalesreponkeyopportunities.Continuetovalidate/resetsalesstepinCES:-Checkforoutcome/evidence:-Planningaids-CustomerCommunications3.AttendCEAP/CECPworkshopWeeks6-84.Remindsalesrepsthat100%ofopportunitiesmustbereviewedandupdatedinCESbyday60.5.Ateveryreview,continuetofollowuponanykeyopportunitycorrectiveactionsusingCEScoachingtechnique.6.AttendCESMworkshopWeek11.ConductSalesUnitmeetingtopresentCESUpdate2.AttendCESWorkshopWeek22.Perform2opportunitydebriefswitheachsalesrep:Validate/resetsalesstepinCES.-Checkforoutcome/evidence:-Planningaids-CustomerCommunications3.RemindsalesrepsthatallnewopportunitiesareenteredinCESandgradedtoCESstandard.50%ofexistingopportunitiesshouldbereviewedandupdatedbyday30.4.EstablishanycorrectiveactionsusingCEScoachingtechnique.Reviewatnextmeeting.Weeks3-45.Followuponallactionplans6.Followuptoseeifallrepshaveupdatedatleast50%oftheiropportunitiescorrectly.61-90Days31-60DaysFirst30DaysExample