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The World’s Leading Provider of eBusiness Applications Software
Siebel Best Practices:Siebel Best Practices:Individual Sales ExecutionIndividual Sales Execution
Impact of a Strategy - Execution Gap95% of employees don’t understand company strategy50% of average employee’s time spent on non-productive work50% more likely to have turnover
Sources: “The Balanced Scorecard” David P. Norton;Arthur Andersen estimate: Corporate Strategy Board research;Measures That Matter,” Ernst & Young, LLP;Gates, Stephen, Aligning Strategic Performance Measures and Results
Percentage of Companies ThatCan Consistently Deliver on Strategy
>90%
<10%
Fewer than 1 company in 10 can consistently achieve the full
potential of its strategyRank Factors
1 Strategy Execution
2 Management Credibility
3 Quality of Strategy
4 Innovativeness
5 Ability to Attract Talented People
Unprecedented Focus on Sales ExecutionUnprecedented Focus on Sales Execution
Field Sales
Web Partners EmployeesCall Center
Economic Volatility
EnterpriseCompetitor
EnterpriseCompetitor
EnterpriseCompetitor
Consolidation
Fewer, StrongerCompetitors
BroaderGeography
MoreCustomers
LessHelp
HigherQuotas
Corporate Downsizing
Demand forResponsiveness
“Most Responsive”
“Best Solution”
“Best Product”
0%
20%
40%
60%
80%
100%
1992 1997 2002
Focus on Revenue Growth
OrganizationalComplexity
Channel Silos
Geographic Silos
Product Silos
Organizational Silos
The Scarcest Resource…The Scarcest Resource…
Field Sales
Web Partners EmployeesCall Center
TIME
The Scarcest Resource…The Scarcest Resource…
Field Sales
Web Partners EmployeesCall Center
PRIORITIZATION&
FOCUS
AGENDAAGENDA
A New Definition of Sales Execution
Lessons Learned from 3,000 Siebel Customers
Siebel Best Practices for Individual Sales Execution
Return on Investment: Customer Success Stories
Demonstration
A New Definition of Sales ExecutionA New Definition of Sales Execution
Enterprise Selling Process(Coverage Strategy = Multiple Reps on 1 Account)
Territory Management Process(1 Rep with Many Accounts)
Segmentation& Coverage
AccountManagement
OpportunityManagement
Business ImpactBusiness Impact
“In 2002, we expect a recognition by leading sales organizations, … to formalize, then mandate standardized sales processes throughout the sales enterprise as the precursor to technology. With the process in place, deployments of enabling CRM sales technologies will be readily adopted by sales people. The result will be improved sales productivity, visibility and collaboration as the sales enterprise functions as a cohesive team.”
CRM Sales in 2002 – Gartner’s Predictions, January 7, 2002, Gartner Group
Selling Knowledge & Information
Siebel Best Practices for Individual Sales ExecutionSiebel Best Practices for Individual Sales Execution
Sales Methodology
Segmentation& Coverage
AccountManagement
OpportunityManagement
QuoteManagement
Individual Sales Analytics
Field Sales
Web Partners EmployeesCall Center
Account Segmentation ModelAccount Segmentation Model
Partner Planning through CHAMPPartner Planning through CHAMP
PartnerCapabilities
OurCapabilities
Expanded Reach and Range
Expanded Customer Value
Selling Knowledge & Information
Siebel Best Practices for Individual Sales ExecutionSiebel Best Practices for Individual Sales Execution
Sales Methodology
Segmentation& Coverage
AccountManagement
OpportunityManagement
QuoteManagement
Individual Sales Analytics
Field Sales
Web Partners EmployeesCall Center
Account Management
Selling to Senior ExecutivesSelling to Senior Executives
ExecutiveInvolvement
DefineObjectives
Initiate aProject
EvaluateProducts
Prove theConcept
Negotiateand Sign
Contracts Implement Measure
Results
Assess theProblem/
Opportunity
Understand Drivers Define Value Track Value
Typical Sales Cycle
Enterprise Selling ProcessEnterprise Selling Process
SegmentAccount
AnalyzeCurrent
Business
Identify“White Space”
Opportunity
Review &Implement
ManageRelationships
Market toAccount
CreateAccount Plan
Measure &Monitor ESP
Identifying the “White Space” OpportunityIdentifying the “White Space” Opportunity
Business Unit
Where?
Service Unit
Account
Territory
SIC Code
What?Product
A
Product
BService
1
Service
2
Offering
C
ESP Account PlanESP Account Plan
Critical Success Factors
Resource Requirements
Value Propositions
Executive Profiles
Value Map
Strategies & Action Plan
Account Goals & Objectives
Account Map
Revenue Forecast
Management Summary
Siebel Methodology @ WorkSiebel Methodology @ Work
“By providing first the Siebel methodology, then the enabling technology, we have enabled our Virtual Sales Teams to really virtual-team.”
Adrian Norton, Managing Director, Customer Relationship Management
at Compaq South Pacific
Implemented ESP, TAS and CHAMP with Siebel applications to 440 Major Account Managers in Australia and
Asia-Pacific region
Chose Siebel Systems to: • Improve the development, penetration and retention of major accounts Help “MAMs” do their job more efficiently Work more effectively with partners
Resulting in:“Our major account managers now do their job more efficiently and effectively. We are increasing our share of wallet in enterprise accounts. Both our employee and customer satisfaction have improved.”
Selling Knowledge & Information
Siebel Best Practices for Individual Sales ExecutionSiebel Best Practices for Individual Sales Execution
Sales Methodology
Segmentation& Coverage
AccountManagement
OpportunityManagement
QuoteManagement
Individual Sales Analytics
Field Sales
Web Partners EmployeesCall Center
Opportunity ManagementOpportunity Management
Consistent Language & Standards
Assessment
Opportunity
Relationships
Competition
Process
Sales Stages
Milestones
Roles
Strategy
Value Prop
Positioning
Resources
OurSolution
CompellingEvent
UniqueBusiness
Value
CustomerMilestones Tactics
Siebel Sales Process MappingSiebel Sales Process Mapping
Project & Budget
Confirmed
Sponsor & Requirements
ConfirmedProof
AcceptedSigned
Contract
Opportunity Qualified
Executive Sponsorship
verifiedSolution Validated Win
Lead
Solution Proposed
Selling Stage Milestones, driven by Customer Evidence
Acceptance of Solution
Proposition Service & Satisfy
Qualify Align Propose Proof Close InstallProspect
10% 20% 40% 80% 100%
Close Probabilities
5%
2%
10%
5%
20%
10%
40%
20%
100%
100%
Competitive
Disadvantage
Advantage
@ Win Rate
@Risk
Expect
Target Account Selling: Assess the OpportunityTarget Account Selling: Assess the Opportunity
Compelling Event
Is There an Opportunity?Customer’s
Application or Project 1
Customer’sBusiness Profile2
Customer’sFinancial Condition3
5
Access to Funds4
Can We Win?
Inside Support
Executive Credibility
Cultural Compatibility
Political Alignment
Informal Decision Criteria
11
12
13
15
14
Is It Worth Winning?
Short-Term Revenue16
Future Revenue17
Profitability18
Strategic Value 20
Degree of Risk19
10
Can We Compete?
Formal Decision Criteria 6
Solution Fit7
Sales ResourceRequirements8
Unique Business Value
Current Relationship9
Mapping Relationships and InfluenceMapping Relationships and Influence
Best Practices Integrated into TASBest Practices Integrated into TAS
Siebel Methodology @ WorkSiebel Methodology @ Work
“Siebel’s sales methodology [TAS, ESP, SSE] has become our culture – not just a tool. It is the foundation for how we run our business and has given us insight into key metrics that allow us to follow the quality process of plan, do, check and act.”
Carmella Surdyk, Global VP, Sales Operations at
Level 3 Communications
Implemented TAS, ESP and SSE for the entire worldwide sales force
Chose Siebel Systems to: • Improve allocation of sales resources• Improve sales forecasting accuracy• Establish consistent global sales process• Provide “one view” of the customer
Resulting in:“We have experienced a 30% improvement in sales opportunities won. We are now positioned to make better business decisions proactively, given the increased accuracy and consistency of opportunity and market data.”
Selling Knowledge & Information
Siebel Best Practices for Individual Sales ExecutionSiebel Best Practices for Individual Sales Execution
Sales Methodology
Segmentation& Coverage
AccountManagement
OpportunityManagement
QuoteManagement
Individual Sales Analytics
Field Sales
Web Partners EmployeesCall Center
Traditional Quote-to-Order ProcessTraditional Quote-to-Order Process
Needs Needs AnalysisAnalysis
Solution Solution DevelopmentDevelopment
Detailed Detailed ConfigurationConfiguration
Price Price QuoteQuote
OrderOrderFulfillmentFulfillment
Points of FailurePoints of FailureIncomplete Customer RequirementsIncomplete Customer Requirements