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ProgramObjectives,,Developingandtestingacomprehensiveplanforyoursalesopportunity,,Enablingyoutocommunicatemoreeffectivelywithyourteam,,Shiftingyoursalesfocusfromtacticaltostrategic,Helpyouwinby...,,Focusingontherightissueswiththerightpeopleattherighttime,ProgramMap,,,,OpportunityAssessment,Strategy,Politics,Alignment,Planning,Testing,Implementation,ProgramModules,,,,AssesstheOpportunity,SettheCompetitiveStrategy,IdentifytheKeyPlayers,DefinetheRelationshipStrategy,TurnIdeasIntoActions,TestandImprovethePlan,ImplementtheProcess,TargetAccountSellingProcess,1,2,3,4,5,6,7,,SalesReturnonInvestment,,,,Level1,Level2,Level3,Productivity,Time,,,,,,Tactical,Strategic,Competitive,Timeand$,,,Versatility,,Level1,Level2,Level3,Focus,Orientation,Repertoire,Finance,Relationships,Event,,,Product/Service,,,Technology,,,Price,,,Operations,,,Development,Status,Mode,Politics,Resources,Performance,Considered,,,Reactive,,,Aware,,,PrematureorExcessive,,,Inconsistent,,,,Level1,Level2,Level3,NotinControl,,Sales,Personal,Controlisprovidingbusinessvalueforthecustomerwhileforcingthecompetitiontooperateinreactmode.,Itisdifficulttocontrolexternaleventsunlessyouareincontrol.,,UnreturnedphonecallsNoaccesstoinformationCriteriaslantedCriteriaconstantlychangesDelaysBudgetgoesawayQuestioningbycustomersprobingyourweaknesses,PlayerschangeMeetingscancelledMeetingsdelegatedPreoccupiedwithpriceNoinsidesupportNotknowingyou’rewinning,Always5minuteslateToomanyhoursToomuchtelephonetimeContinualcrisisNothavingfun,PurposeProvideyouwithastructured,repeatablemethodologyforanalyzingasalesopportunityBenefitsQualifyopportunitiesfasterandmoreeffectivelybyanalyzingthemfromthemostcriticalcustomer,businessandcompetitiveperspectivesInvesttime,energyandresourcesontheopportunitiesyouaremostlikelytowinCommunicatethekeyissuesmoreeffectivelyusingacommonlanguageOutputComprehensiveassessmentofyourcurrentsalesopportunity,OpportunityAssessment,,,,AssesstheOpportunity,SettheCompetitiveStrategy,IdentifytheKeyPlayers,DefinetheRelationshipStrategy,TurnIdeasIntoActions,TestandImprovethePlan,ImplementtheProcess,1,2,3,4,5,6,7,Page2.6,Introduction,+,–,,,Page2.7,Current:goodwinrate,Potential,Z=1,Z=0A–CCompromisedXthereinliestheirvulnerability.,OriginofStrategy,Page3.5,,,Develop,Flanking,Defend,Fragment,Frontal,,,,,,CompetitiveStrategies,Page3.6,NoCompellingEventORNoUBV,CompellingEventexists/oryoucancreateoneANDYouhaveUBV,Position,Attack,FrontalStrategy,Definition,Afrontalstrategyisadirectapproachbasedonthecustomer’sperceptionofyouroverwhelmingsuperiorityinsolution,priceorreputation.,Guidelines/Caveats,,,Variations,,,,,,Page3.7,3:1advantageRequiressize,speedorsurpriseResourceintensive(#8)Blatant/obviousMostoftenusedandeasilydefeatedstrategy,Features/price/performanceProprietarytechnologyWholeproduct,Relationship/ExperiencePrestigeComfort/Security,Solution,Reputation,,,,,AltertheRules,FlankingStrategy,Definition,Aflankingstrategyshiftsthefocusofthecustomer’sbuyingcriteriatonewordifferentissuesthatfavoryoursolution.,Guidelines/Caveats,Variations,,Page3.8,Don’tplaybytheirrulesMusthaveexecutivesupportMakeyourmovelastDon’topenthe“playingfield”,,,ABChangeorre-prioritizethecriteriaMovethegoalpost,AA+1ExpandthescopeofthedecisionAddnewcriteria,AcknowledgeandExpand,AltertheRules,FragmentStrategy,Definition,Afragmentstrategydividestheopportunityintosmallerpiecesandfocusesthecustomeronasubsetoftheissuesthatyoucanaddress.,Guidelines/Caveats,,,Variations,,,,,Page3.9,MusthaveUBVonlyyoucandeliver(#10)Requiresinsidesupport(#11)Pickthecorrectbaseforthefuture(#17)Monitorthecostofsales(#18),,,Department/Location/FunctionFootinthedoorBeachhead,CompatibilitywithcurrentenvironmentExtendcapacityEnhancecustomer’sinvestment(1+1=3),Niche,PeacefulCoexistence,DefendStrategy,Definition,Adefendstrategyprotectsyourpositionfromtheinevitableassaultfromyourcompetitors.,Guidelines/Caveats,,,Variations,,,,,,Page3.10,Expandyourrelationshipstoahigherlevel(#12)Supportyourallies(#11)Articulateyourcredibility(#12)andbusinessvalue(#10)Bewareofself-isolationKeepyoureyeonyourcompetitors,Insulate,Isolate,Improveyourrelationships(#9)Supportyourallies(#11)Extendyourpresence,ContainthecompetitionCreatetangents/diversionsDilutethecompetitor’sefforts,DevelopStrategy,Definition,Adevelopstrategyestablishesapositionforapossiblefutureengagement.,Guidelines/Caveats,,,Variations,,,,,,Page3.11,Nocompellingevent(#5),ORNotinapositiontocompeteEstablishpresenceforthefutureContinuetocollectprofiledata(1-20)Focusonexecutivecredibility(#12)QualifyyourROI(#18),Nocompellingevent(#5)Establishapresence,listenandwaitInvestmentmarketing,Notinapositiontocompete(#7)Attractivefuturealternative(#10)Requiresinsidesupport(#11),Invest,Delay,Onceyouhaveinitiatedyourstrategy,itshouldremainfixed,unlessthereisamajorshiftintheprofileinformation.,StrategyGuidelines,Page3.12,Frontal,Develop,,Summary,,,,,,Start,,Doyouhavea3:1advantage?,Canyouchangeorexpandthebuyingcriteria?,Canyoufindaprofitablesubsetoftheopportunitythatyoucanwin?,Doyouhaveapositionintheaccountthatyoumustprotect?,Istherefuturerevenue(#17)orstrategicvalue(#20)?,Disengage,,N,,N,,N,,Y,Y,Y,Y,Y,Y,,N,,,N,Frontal,SolutionReputation,Flanking,ABAA+1,Fragment,NicheCoexistence,Defend,InsulateIsolate,Develop,InvestDelay,Isthereacompellingevent(#5)orcanyoucreateone?,Canyoucompete?(#6-#10),,Y,,N,Page3.13,PurposeProvideyouwithaframeworkforanalyzingthecustomer’sorganizationBenefitsShortenyoursalescyclebyspendingtimewiththerightpeoplediscussingtherightissuesUnderstandthecustomer’spoliticssothatyouavoidsurprisesinthesalescampaignBroadenyourviewofthecustomer’sorganizationsothatyoucanexpandyourpresenceOutputOrganizationmapofthecustomer’sformalandinformalorganization,Politics,,,,AssesstheOpportunity,SettheCompetitiveStrategy,IdentifytheKeyPlayers,DefinetheRelationshipStrategy,TurnIdeasIntoActions,TestandImprovethePlan,ImplementtheProcess,1,2,3,4,5,6,7,Page4.38,Principles,Introduction,OrganizationalStructure,formal,Youcandenythelegitimacyofpolitics,butyoucannotdenyitsexistence.Nooneissayingthatyouhavetoplaythegame,butagameisbeingplayedwhetheryoulikeitornot.,PoliticalStructure,,dejure/exofficio,,apparent,,necessary,,Page4.39,informal,defacto,subtle,reality,MappingtheOrganization,,SeniorVP,,DirectorofSalesandMarketing,DirectorofInformationServices,R&DManager,Mfg.Manager,SystemsManager,OperationsManager,SalesManager,ProductMarketingManager,,,,Page4.40,Step#1–MicroViewFormalStructure,BuyingRoleAdaptabilitytoChangeYourCoverageYourStatus,SeniorVP,DirectorofEngineering,DirectorofEngineering,R&DManager,Mfg.Manager,SystemsManager,ProductMarketingManager,FormalRolesintheBuyingProcess,User,Evaluator,Decision-Maker,Approver,U,E,D,A,Page4.41,Sponsor,S,,SeniorVP,,DirectorofSalesandMarketing,DirectorofEngineering,DirectorofInformationServices,R&DManager,Mfg.Manager,SystemsManager,OperationsManager,SalesManager,ProductMarketingManager,,,,MappingBuyingRoles,A,,,,,,,,D,,,,,,,,,,,,E,,,,EU,,,,EU,,,,E,,,,,,,,,Page4.42,AdaptabilitytoChange*,Innovators,,,,,Visionaries,Pragmatists,Conservatives,Laggards,*OriginallydevelopedbyEverettRogers,UniversityofIowaandrecentlyupdatedbyGeoffreyMoore,InsidetheTornado.The“TechnologyAdoptionLifeCycle”modelisusedwithMr.Moore’spermission.,Page4.43,WhatTheyBuy,WhatYouShouldSell,AdaptabilitytoChange,WhatTheyWant,,,TrialsTests,Industrystandardsatlowpricewithnorisk,Stateoftheart,RevolutionRecognition,Enhancementorextensionofexistingsystems,Investmentprotection,,,,,,,Innovators,Visionaries,Pragmatists,Conservatives,Laggards,Customizedsolution,Totalsolutions,Statusquo,Nottobeleftbehind,EvolutionSolveproblems,ProductexcellenceInnovation,FutureCompetitiveadvantage,ReturnoninvestmentGuarantees,Provenexpertiseinsolvingsimilarproblems,Page4.44,MappingAdaptabilitytoChange,,SeniorVP,,DirectorofSalesandMarketing,DirectorofEngineering,DirectorofInformationServices,R&DManager,Mfg.Manager,SystemsManager,OperationsManager,SalesManager,ProductMarketingManager,,,,A,P,,,,V,,,D,C,,,,,,,,,,,E,I,,,EU,V,,,EU,C,,,E,L,,,,,,,,Page4.45,Coverage,,,,NoContact,BriefContact,MultipleContacts,In-Depth,,,,,,,Page4.46,MappingCoverage,,,SeniorVP,,DirectorofSalesandMarketing,DirectorofEngineering,DirectorofInformationServices,R&DManager,Mfg.Manager,SystemsManager,OperationsManager,SalesManager,ProductMarketingManager,,,,A,P,,,,V,,,D,C,,,,,,,,,,,E,I,,,EU,V,,,EU,C,,,E,L,,,,,,,,,,,,,,Page4.47,YourStatus,EnemyNon-supporterNeutralSupporterMentor,X,–,=,+,Page4.48,,,,MappingYourStatusintheSalesCampaign,,Rank,Function,,,SeniorVP,DirectorofSalesandMarketing,DirectorofEngineering,DirectorofInformationServices,A,P,=,,,V,=,,D,–,,,,,,,,,,,SalesManager,ProductMarketingManager,,,,,E,I,+,,,R&DManager,Mfg.Manager,EU,V,=,,EU,C,X,,,,SystemsManager,OperationsManager,E,L,=,,,,,,,C,Page4.49,,,Influence,5,4,3,2,1,Rank,,,,,,1,2,3,4,5,,,,,,,,,,Rankvs.Influence,Page4.50,(Formal),Agile,Astute,ControlOutcomes,Aware,Wonder,Makethingshappen,Watch,(Informal),PoliticalStructure,InnerCircle,MappingthePoliticalStructure,Page4.15,,,,SeniorVP,,DirectorofSalesandMarketing,DirectorofEngineering,DirectorofInformationServices,R&DManager,Mfg.Manager,SystemsManager,OperationsManager,SalesManager,ProductMarketingManager,,,,A,P,=,,,V,=,,D,C,–,,,,,,,,,,E,I,+,,EU,V,=,,EU,C,X,,E,L,=,,,,,,,,,,,,,Influence,,,DirectorofSalesandMarketing,DirectorofEngineering,DirectorofInformationServices,R&DManager,Mfg.Manager,SystemsManager,OperationsManager,SalesManager,ProductMarketingManager,,,,,V,=,,D,C,–,,,,,,,,,,E,I,+,,EU,V,=,,EU,C,X,,E,L,=,,,,,,,,,,,,ConsultantsColleaguesSalespeople,Influence,asopposedtorankorauthority,flowsinnon-traditionaldirections(fromsubordinatetosuperiororacrossdepartmentalboundaries).,Page4.16,,PurposeIdentifyhowinfluenceworksinanorganizationIdentifythekeycharacteristicsofinfluencethatdifferentiatethoseintheInnerCirclefromthoseinthePoliticalStructureConstructrelationshipstrategiestoalignwiththemostpowerfulpeopleinthecustomerorganizationBenefitsShortenyoursalescyclebyspendingtimewiththerightpeoplediscussingtherightissuesEnhancethequalityofkeyrelationshipssothatyoucanwinthesalesopportunityOutputRelationshipstrategiesforkeypeopleinthecustomerorganizationwhocaninfluencethebuyingdecision,Alignment,,,,AssesstheOpportunity,SettheCompetitiveStrategy,IdentifytheKeyPlayers,DefinetheRelationshipStrategy,TurnIdeasIntoActions,TestandImprovethePlan,ImplementtheProcess,1,2,3,4,5,6,7,Page5.53,IndicatorsofInfluence,,Individual,Organizational,,Page5.54,HiringsPromotionsTransfersFiringsSpecialAssignmentsinternalexternal,Mergers&AcquisitionsDispositionsReorganizationsDownsizing/RightsizingBudgetssize/priorityexpand/protect,IdentifyingInfluence,5Cs,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,BusinessValue(innovation,agreedgoal,balanceofreturns),TrackRecord(referent),PhilosophyandPolicy(beliefs,behaviour,assumption),PartisansandAllies(like/trustsharedinformation),Page5.55,BusinessValue,Characteristics,InnerCircle,PoliticalStructure,Whodefinesandcreatesit?Whodeliversit?,Page5.56,Definegoals,objectivesandstrategiesInitiate/sponsornewprojectsControloutcomes,Executeobjectivesandstrategies“Makeithappen”Implementnewprojects,TrackRecord,Whohasbeensuccessfulinthepast?Whogetsthenewkeyassignments?,Characteristics,InnerCircle,PoliticalStructure,Page5.57,RecognizedasconsistentlysuccessfulinthepastSoughtoutbyothersforadvice,RecentsuccessfulperformanceReceivenew,highlyvisibleprojectstomanage,PartisansandAllies,Whoisconnectedtowhom?Whodotheygotoforadvice?,Characteristics,InnerCircle,PoliticalStructure,Page5.58,CenteroftheinformalcommunicationsnetworkSurroundthemselveswithpeopletheytrustAbletoreachdownintotheorganizationforadvice,“EndNodes”oftheinformalcommunicationsnetworkCollectandprovideinformationtoinnerCircle,PhilosophyandPolicy,Whoestablishesit?Whocanchangeit?,Characteristics,InnerCircle,PoliticalStructure,Page5.59,Definetheorganization’sculture,valuesandpoliciesAbletochangeorcircumventestablishedpoliciesandprocedures,Understandandassimilateintotheorganization’scultureViewpoliciesandproceduresmorelikerules,RelationshipStrategies,EnemyNon-supporterNeutralSupporterMentor,X,–,=,+,,,Page5.8,Neutralize,Motivate,Leverage,Defensive,Offensive,Leverage,,Capitalizeonsupporterandmentorrelationshipstoestablishcredibilitywithothersandgaincompetitiveadvantage,,Process,Caveats,Definition,ValidatepositionConfirmyourvalueAskforhelp,Don’tmakeitdifficultDon’tcompromisethecustomerDon’tforgetquidproquo,Page5.9,Motivate,,Buildsupportforyourpositionbybuildingcredibilityandtrust,,Process,Caveats,Definition,UnderstandConnectDemonstrateReinforce,Don’tletemotionsinterfereLackofpreparation,Page5.10,BuildingCredibility,,,,High,High,Low,Trust(Intent/PersonalAgenda),Capability(Can-do/BusinessAgenda),Page4.12,SellStuffTalkTechnobabbleTakeBriefcaseforRide,BuildingYourPersonalCredibility,BusinessValue,,,,,,,,,,,,,,,,,,,,,,TrackRecord,PeopleintheInnerCircleconsistentlycreateoraddbusinessvalue.PeopleintheInnerCirclealwaysknowhowtheyarebeingmeasuredandheldaccountable.,Thebestindicatoroffutureperformanceispastperformance.PeopleintheInnerCircleareconsistentlysuccessful.,,,,,,,,,,,,,,,,,,,,,,Page4.14,Focusonbusinessacumen,nottechnologyDefinevalue,usingthecustomer’smetricsDemonstrateaccountability,DemonstratepastsuccessthroughexperienceandresultsRevealrecognitionforyouraccomplishments,BuildingYourPersonalCredibility,PartisansandAllies,PhilosophyandPolicy,PeopleintheInnerCirclesurroundthemselveswithpeopletheytrust.PeopleintheInnerCircleunderstandtheirlimitationsandseekacounterbalance.,Thecompany’sphilosophyisadirectreflectionofthephilosophyoftheInnerCircle.PeopleintheInnerCirclecaninterpretcompanypoliciesasguidelinesorrules.,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,Page4.15,EstablishcredibilitywiththeirteamDemonstratewaysforteamtoleverageyournetwork,AscertainlevelofculturalfitAdhereoradapttothecustomer’sculture,ExecutingRelationshipStrategies,,BusinessAgenda/Capabilities,PersonalAgenda/Maslow,,Page5.12,Measured?Rewarded?Alignmentwithbusinessobjectives,PromotionRecognitionMoneyPersonalgrowthLegacyTeamcontributionAnyNegativePersonalAgenda?,PurposeIdentifythespecifictacticsyouwillneedtoimplementtowinthisopportunityIdentifytheresourcesrequiredtosupporteachtacticBenefitsShortenyoursalescyclebyidentifyingthetacticsrequiredtoadvanceyoursalescampaignAligntheresourcesrequiredandtheresponsibilityassociatedwiththeimplementationofeachspecifictacticOutputConsolidatedsetoftacticsthatfocusonwinningthesalesopportunity,Planning,,,,AssesstheOpportunity,SettheCompetitiveStrategy,IdentifytheKeyPlayers,DefinetheRelationshipStrategy,TurnIdeasIntoActions,TestandImprovethePlan,ImplementtheProcess,1,2,3,4,5,6,7,Page6.67,,ValueofNotPlanning,“Thenicestthingaboutnotplanningisthatfailurecomesasacompletesurpriseandisnotprecededbyaperiodofworryanddepression.”JohnPrestonBostonCollege,Page6.68,,ValueofNotPlanning,“Failuretoplanisplanningtofailandeitherwayyouareplanning.”DellComputersXiaMenHeadquarter,Page6.69,TASPlanningMethodology,Page2.70,,DescribesthegeneralapproachTheroutetotheobjective,,ConnectedtothestrategyIndividual,style-dependentFlexible,dynamic,,Tiedt