Metodologia TAS para empresas IT

TAS Planning Methodology ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page 2. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],oal trategy ctions S A esources R bjective O est T G Where are we going? How will we achieve the objective? What specific actions will we implement? What resources are required? What specific actions will we implement? Does our plan create value for the customer? (#4) What must we accomplish? (#7) (#5)

TAS Methodology ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Opportunity Assessment Strategy Politics Alignment Planning Testing Implementation Program Modules Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process Target Account Selling Process 1 2 3 4 5 6 7

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Opportunity Assessment ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process 1 2 3 4 5 6 7 Page 2.

Four Key Questions - The 4 Principles of Selling ,[object Object],[object Object],[object Object],[object Object],©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page 2.

Is There An Opportunity? ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page 2. #1 Customer’s Application or Project ,[object Object],[object Object],[object Object],[object Object],#2 Customer’s Business Profile #3 Customer’s Financial Condition #4 Access to Funds ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

#5 – Compelling Event ,[object Object],[object Object],[object Object],[object Object],[object Object],©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Business Initiatives Business Drivers Business Profile Page 2. Compelling Event

[object Object],[object Object],[object Object],[object Object],[object Object],Developing Your Value Proposition ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page 1.9

Crear Propuestas de Valor ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt El cambio de _____________________ a ________________________, traerá ______________________ que se traducirán en _________________________. Ud. podrá __________________________________________________con un _____________________implantando ___________________. En un proyecto similar __________________, consiguió _______________________. Podemos ayudarle a _____________________________________ implantando ________________________ lo que significará ___________________________ con un retorno de la inversión en un período de ____________ situación actual nuestra solución argumento resultado operativo medible tiempo obejtivo del cliente nuestra solución resultado operativo medible Page 1.10 resultado financiero medible obejtivo del cliente nuestra solución referencia resultado operativo medible

Ejemplos Propuestas de Valor ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt El cambio de ordenadores personales a escritorios virtuales traerá mejoras en los procesos de instalación y mantenimiento que se traducirán en una reducción de los costes operativos del 25%. Ud. podrá reducir el número de llamadas de sus clientes en un 15% con un ahorro estimado de 30K€ implantando nuestra solución de Call Center . En un proyecto similar Mantequeras Leonesas , consiguió aumentar en un 25% el número de llamas resueltas . Podemos ayudarle a mejorar la relación con sus clientes implantando un sistema CRM de Lawson lo que significará un aumento de las ventas con un retorno de la inversión en un período de 1 año. Page 1.10

Can We Compete? ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt #6 Formal Decision Criteria #7 Solution Fit #8 Sales Resource Requirements #9 Current Relationship ,[object Object],[object Object],[object Object],[object Object],Page 2. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

#10 – Unique Business Value ,[object Object],[object Object],[object Object],[object Object],[object Object],©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Business Profile Business Drivers Business Initiatives Capabilities Solution Differen- tiation Page 2. Compelling Events Unique Business Value

Can We Win? ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt #11 Inside Support #12 Executive Credibility #13 Cultural Compatibility #14 Informal Decision Criteria #15 Political Alignment ,[object Object],[object Object],[object Object],[object Object],Page 2.8 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Is It Worth Winning? ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt #16 Short-Term Revenue #17 Future Revenue #18 Profitability #19 Degree of Risk #20 Strategic Value ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Page 2.9

Cualificación de Oportunidades ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Page 2.10 Criterio Evaluación PROYECTO DEL CLIENTE 1 INDEFINIDA DEFINIDA POSICION DEL CLIENTE EN SU SECTOR 2 DEBIL FUERTE SITUACIÓN FINANCIERA DEL CLIENTE 3 DEBIL FUERTE PROPUESTA DE VALOR 5 INDEFINIDA DEFINIDA ACCESO A CREDITO 4 NO SI + – + – + – + – + – ¿Tenemos una oportunidad? ALTO + Criterio Evaluación FACTURACION A CORTO PLAZO 16 BAJO NEGOCIO FUTURO 17 BAJO ALTO MARGEN / BENEFICIO 18 BAJO ALTO VALOR ESTRATEGICO 20 NO SI RIESGO 19 ALTO BAJO – + – + – + – + – ¿Merece la pena el esfuerzo? Criterio Evaluación SOPORTE INTERNO 11 DEBIL CREDIBILIDAD EN LA EJECUCION 12 DEBIL FUERTE COMPATIBLE CON CULTURA CORPORATIVA 13 POBRE BUENA ALINEAMIENTO POLITICO 15 DEBIL FUERTE CRITERIOS INFORMALES DE DECISION 14 INDEFINIDA DEFINIDA – + – + – + – + – ¿Podemos ganar? FUERTE + Criterio Evaluación CRITERIOS FORMALES DE DECISION 6 INDEFINIDA DEFINIDA ENCAJE DE LA SOLUCION 7 POBRE BUENA BAJOS VALOR DE NEGOCIO UNICO 10 DEBIL FUERTE RELACION ACTUAL 9 DEBIL FUERTE + – + – + + – + – ¿Podemos competir? RECURSOS COMERCIALES 8 ALTOS –

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Strategy ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.03.120597.060100.ppt Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process 1 2 3 4 5 6 7 Page 3.

Competitive Strategies ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Develop Flanking Defend Fragment Frontal Page 3.6 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Position Attack

Frontal Strategy ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Definition A frontal strategy is a direct approach based on the customer’s perception of your overwhelming superiority in solution, price or reputation. Guidelines/Caveats Variations Page 3.7 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Solution Reputation

Flanking Strategy ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Alter the Rules Definition A flanking strategy shifts the focus of the customer’s buying criteria to new or different issues that favor your solution. Guidelines/Caveats Variations Page 3.8 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Acknowledge and Expand Alter the Rules (#6 and #14) (#6 and #14)

Fragment Strategy ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Definition A fragment strategy divides the opportunity into smaller pieces and focuses the customer on a subset of the issues that you can address. Guidelines/Caveats Variations Page 3.9 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Niche Peaceful Coexistence

Defend Strategy ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Definition A defend strategy protects your position from the inevitable assault from your competitors. Guidelines/Caveats Variations Page 3.10 ,[object Object],[object Object],[object Object],[object Object],[object Object],Insulate Isolate ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Develop Strategy ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Definition A develop strategy establishes a position for a possible future engagement. Guidelines/Caveats Variations Page 3.11 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Invest Delay

Strategy Guidelines ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt ,[object Object],Page 3.12 Frontal Develop Flanking ,[object Object],Strategy Opportunity Strategy Strategy Strategy Opportunity A Opportunity B Opportunity C ,[object Object]

Diagrama decisión estrategia ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Inicio ¿Tenemos una ventaja 3:1? ¿Podemos cambiar o modificar los criterios de compra? ¿Hay una parte de la oportunidad que podamos ganar? ¿Tenemos una posición que proteger en la cuenta? ¿Hay negocio futuro (#17) o es de valor estratégico (#20)? Adéu !!! N N N S S S S S S N N Frontal ,[object Object],[object Object],Lateral ,[object Object],[object Object],Fragmentada ,[object Object],[object Object],Defensiva ,[object Object],Desarrollo ,[object Object],[object Object],¿Tenemos uan propuesta de valor (#5) o podemos crearla? ¿Podemos competir? (#6-#10) S N Page 3.13

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Politics ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process 1 2 3 4 5 6 7 Page 4.

Mapping the Organization ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Senior VP Director of Sales and Marketing Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager Page 4. Step #1 – Micro View Formal Structure ,[object Object],[object Object],[object Object],[object Object],Senior VP Director of Engineering Director of Engineering R&D Manager Mfg. Manager Systems Manager Product Marketing Manager

¿Quién es quién en la decisión de compra? ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Director General Director Comercial y Marketing Director Financiero Director IT Compras Resp. Sistemas Resp. Operaciones Gestores Cuentas Product Managers Page 4.

Mapping Buying Roles ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Senior VP Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager A D E E U E U E Page 4. U User E Evaluator D Decision-Maker A Approver

Adaptability to Change* ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Innovators Visionaries Pragmatists Conservatives Laggards *Originally developed by Everett Rogers, University of Iowa and recently updated by Geoffrey Moore, Inside the Tornado . The “Technology Adoption Life Cycle” model is used with Mr. Moore’s permission. Page 4.

Adaptability to Change ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt What They Buy What You Should Sell What They Want Innovators Visionaries Pragmatists Conservatives Laggards Page 4.

Adaptability to Change ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt What They Buy What You Should Sell What They Want Trials Tests Industry standards at low price with no risk State of the art Revolution Recognition Enhancement or extension of existing systems Investment protection Innovators Visionaries Pragmatists Conservatives Laggards Customized solution Total solutions Status quo Not to be left behind Evolution Solve problems Product excellence Innovation Future Competitive advantage Return on investment Guarantees Proven expertise in solving similar problems Page 4.

Mapping Adaptability to Change ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Senior VP Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager A P V D C E I E U V E U C E L Page 4. C Conservative P Pragmatist V Visionary I Innovator L Laggard

Mapping Coverage ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Senior VP Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager A P V D C E I E U V E U C E L Page 4. In-Depth Multiple Contacts Brief Contact No Contact

Mapping Your Status in the Sales Campaign ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Rank Function Senior VP Director of Sales and Marketing Director of Engineering Director of Information Services A P = V = D – Sales Manager Product Marketing Manager E I + R&D Manager Mfg. Manager E U V = E U C X Systems Manager Operations Manager E L = C Page 4. Influence Non Supporter – Neutral = + Mentor Enemy X Supporter

Rank vs. Influence ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Influence 5 4 3 2 1 Rank 1 2 3 4 5 Page 4. (Formal) Agile Astute Control Outcomes Aware Wonder Make things happen Watch (Informal) Political Structure Inner Circle

Influence ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Director of Sales and Marketing Director of Engineering Director of Information Services R&D Manager Mfg. Manager Systems Manager Operations Manager Sales Manager Product Marketing Manager V = D C – E I + E U V = E U C X E L = Consultants Colleagues Salespeople Influence, as opposed to rank or authority, flows in non-traditional directions (from subordinate to superior or across departmental boundaries). Page 4.16 Senior VP A P = Authority Influence

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Alignment ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process 1 2 3 4 5 6 7 Page 5.

Identifying Influence ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Business Value (innovation, agreed goal, balance of returns) Track Record (referent) Philosophy and Policy (beliefs, behaviour, assumption) Partisans and Allies (like/trust shared information) Page 5.

Business Value ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Characteristics Inner Circle Political Structure ,[object Object],[object Object],Page 5. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Business Value

Track Record ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt ,[object Object],[object Object],Characteristics Inner Circle Political Structure Page 5. ,[object Object],[object Object],[object Object],[object Object],Business Value Track Record

Partisans and Allies ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt ,[object Object],[object Object],Characteristics Inner Circle Political Structure Page 5. ,[object Object],[object Object],[object Object],[object Object],[object Object],Business Value Track Record Partisans and Allies

Philosophy and Policy ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt ,[object Object],[object Object],Characteristics Inner Circle Political Structure Page 5. ,[object Object],[object Object],[object Object],[object Object],Business Value Track Record Partisans and Allies Philosophy and Policy

Relationship Strategies ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Enemy Non-supporter Neutral Supporter Mentor X – = + Page 5.8 Neutralize Motivate Leverage Defensive Offensive

[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Planning ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Assess the Opportunity Set the Competitive Strategy Identify the Key Players Define the Relationship Strategy Turn Ideas Into Actions Test and Improve the Plan Implement the Process 1 2 3 4 5 6 7 Page 6.

Guidelines: Tactics ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt ,[object Object],Randy and Nicole ,[object Object],[object Object],[object Object],Objective Profile Components Example ,[object Object],Meet with John to discuss finance issues and obtain his endorsement before the upcoming presentation with senior management. ,[object Object],October 16 at 8:00am Page 6. Strategy Tactics

Developing Comprehensive Tactics ,[object Object],[object Object],[object Object],[object Object],[object Object],©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt P R I M E Page 6.

Program Objectives ©2000 Siebel Systems, Inc. All rights reserved. TAS.STD.OTE.070.01.120597.060100.ppt Developing and testing a comprehensive plan for your sales opportunity Enabling you to communicate more effectively with your customers Shifting your sales focus from tactical to strategic Help you win by... Focusing on the right issues with the right people at the right time

Metodologia TAS para empresas IT

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