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Welcome
toTarget
AccountSeelliing®2021年12月31日星期五Program
ObjectivesHelp
you
win
by...Focusing
on
the
right
issues
with
the
right
peopleat
the
right
timeDeveloping
and
testing
a
comprehensive
plan
for
yoursales
opportunityEnabling
you
to
communicate
more
effectively
withyour
teamShifting
your
sales
focus
from
tactical
to
strategicPage
1
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A
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*Program
MapOpportunityAssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgram
ModulesAssess
theOpportunityStrategyIdentify
theKey
PlayersDefine
theRelationship
StrategyTurn
IdeasInto
ActionsTest
and
Improvethe
PlanImplement
theProcessTarget
Account
Selling
Process12
Set
the
Competitive34567Page
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.
*Sales
Return
on
InvestmentLevel
1Level
2Level
3ProductivityTimeEntryTacticalStrategicCompetitive·
Time
and
$Page
1
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A
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.
*VersatilityLevel
1Level
2Level
3FocusEventProcessOutcomeOrientationProduct/ServiceBusinessPoliticalRepertoireTechnologyServicesSolutionFinancePriceCostValueRelationshipsOperationsManagementExecutivePage
1
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.
*DevelopmentResourcesPerformancePremature
orExcessiveInconsistentTimely
&
JudiciousConsistentlyAchievesLevel
1Level
2Level
3StatusConsideredPreferredDominantModeReactiveResponsiveProactivePoliticsAwareAgileAstuteHigh
ROIReliably
ExceedsPage
1
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.
*Not
in
ControlSalesPersonalControl
is
providing
business
value
for
the
customer
whileforcing
the
competition
to
operate
in
react
mode.Unreturned
phone
callsNo
access
to
informationCriteria
slantedCriteria
constantly
changesDelaysBudget
goes
awayQuestioning
by
customersprobing
your
weaknessesPage
1
.
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p
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A
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t
s
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s
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.
*Players
changeMeetings
cancelledMeetings
delegatedPreoccupied
with
priceNo
inside
support·
Not
knowing
you’re
winningIt
is
difficult
to
control
external
events
unless
you
arein
control.Always
5
minutes
lateToo
many
hoursToo
much
telephone
timeContinual
crisisNot
having
funPurpose·
Provide
you
with
a
structured,
repeatablemethodology
for
analyzing
a
salesopportunityBenefitsQualify
opportunities
faster
and
moreeffectively
by
analyzing
them
from
the
mostcritical
customer,
business
and
competitiveperspectivesInvest
time,
energy
and
resources
on
theopportunities
you
are
most
likely
to
winCommunicate
the
key
issues
more
effectivelyusing
a
common
languageOutput·
Comprehensive
assessment
of
your
currentsales
opportunityOpportunity
AssessmentAssess
theOpportunityStrategyIdentify
theKey
PlayersDefine
theRelationship
StrategyTurn
IdeasInto
ActionsTest
and
Improvethe
PlanImplement
theProcess12
Set
the
Competitive34567Page
121.
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c
.
A
l
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i
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s
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s
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r
v
e
d
.
*Introduction–A
B
CCurrent:
good
win
rate+·
Z
=
1·
Z
=
0A
–
C
CompromisedX
&
Y
LostZ
=
-1XYPotentialZPage
212.
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i
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s
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s
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r
v
e
d
.
*Four
Key
Questions
-
The
4
Principles
of
SellingPage
212.
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*·
Isthere
an
opportunity?·
Can
we
compete?·
Can
we
win?·
Is
it
worth
winning?Is
There
An
Opportunity?#1Customer’sApplication
orProjectWhat
are
the
customer’s
requirements?What
are
the
customer’s
key
issues
and
objectives
for
the
project?Whoinitiatedthe
project?
Who’ll
be
working
on
the
project?How
does
this
project
fit
into
the
customer’s
business
strategy?#2Customer’sBusiness
Profile#3Customer’s#4Access
to
FundsWhat
are
the
customer’s
products
and
services?What
are
their
key
markets?Who
are
their
key
customers
and
competitors?What
is
driving
the
customer’s
business
internally
and
externally?FinancialCondition
·What
are
their
revenue
and
profit
trends?How
do
their
financials
compare
to
similar
companies?What
is
their
financial
outlook?What
are
the
customer’s
key
performance
metrics?What
is
the
budget
for
this
project?What
is
the
customer’s
budgeting
process?What
is
the
priority
of
this
project
compared
to
others?What
are
the
customer’s
alternative
uses
of
capital?Page
1212.
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.
*#5
–
Compelling
EventBusinessInitiativesBusinessDriversBusinessProfileCompellingEventConsequences
PaybackWhy
does
the
customer
have
to
act?What
is
the
deadline
for
the
customer
to
make
a
decision?What
are
the
consequences
if
this
project
is
delayed?
What
is
the
payback
for
the
customer
if
the
project
iscompleted
on
time?
What
will
be
the
measurable
impact
on
the
customer’sbusiness?ProblemsOpportunitiesPage
212.
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.
*Can
We
Compete?#6Formal
DecisionCriteria#7Solution
Fit#8Sales
ResourceRequirements#9CurrentRelationshipWhat
are
the
customer’s
decision
criteria?What
is
the
formal
decision
process?Whichdecision
criteria
are
most
important?
Why?Who
formulated
the
decision
criteria?How
well
does
our
solution
solve
the
customer’s
problem?What
does
the
customer
think?What
modifications
or
enhancements
will
be
required?What
external
resources
do
we
need
to
meet
the
customer’s
requirements?How
much
time
will
the
sales
team
need
to
investon
this
opportunity?What
additional
internal
or
external
resources
will
you
need
to
winthis
opportunity?What
is
the
projected
cost
ofsales?What
is
the
opportunity
cost?What
is
the
status
of
your
relationship
with
the
customer?What
is
the
status
of
each
competitor’s
relationship
with
the
customer?Whose
relationship
provides
competitive
advantage
for
this
opportunity?How
do
you
and
each
of
your
competitors
compare
to
the
customer’s
view
ofthe
ideal
relationship?Page
212.
1
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t
s
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e
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.
*#10
–
Unique
Business
Value
What
is
the
specific
or
measurable
business
result
that
wewill
deliver?How
does
the
customer
define
value?
How
will
they
measure
it?How
have
we
quantifiedthis
value
in
the
customer’s
terms?
Has
the
customer
confirmed
their
understanding
of
the
value
wewill
deliver?How
does
this
value
differentiate
us
from
our
competitors?BusinessProfileBusinessDriversCapabilitiesSolutionDifferen-tiationPage
2121.
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l
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r
i
g
h
t
s
r
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s
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r
v
e
d
.
*CompellingEventsBusinessInitiativesUniqueBusinessValueAnswer
the
questions
.
.
.What’s
the
issue?How
is
it
affecting
the
customer?What
are
the
consequences
or
payback?How
can
you
help?Page
1
.
91
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A
l
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r
i
g
h
t
s
r
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s
e
r
v
e
d
.
*Developing
Your
Value
PropositionCosts/ConsequencesValue
=
Benefits
-
Costs/Risks/ConsequencesIncreaseRevenueMarket
shareCustomer
satisfactionInventory
turnsLoad
factorShareholder
valueCustomer
baseTime
to
close
an
orderCycle
timeDecreaseOrder
fulfillmenttimeExpensesRejects/
returnsWasteAdministrative
costsNumber
of
days
supply(of
inventory)·Correcting
mistakesAcquisition
Costs·Evaluation
process·Purchase
price·Order
processing·Expediting
costsPossession
Costs·Set-
up
and
installation·Taxes
and
insurance·Administrative
costs·Finance
charges·Training·Support·Maintenance·Depreciation·Disposal·Interface
to
other
systemsUsage
CostsPage
31.
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p
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A
l
l
r
i
g
h
t
s
r
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s
e
r
v
e
d
.
*Opportunity
Costs
(Risks
&
Consequences)·Affect
existing
businesses·Awaken
their
competition·Modifications
to
existing
processesValue
Proposition
TemplatesPage
1
.
1
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.
*You
will
beableto
resultingin
bybusiness
initiative
specific
or
measurable
outcomeimplementing
our
.
We
delivered
similar
results
atsolution
whichresultedin
.similar
situation
or
customer
past
value
deliveredBychangingfrom
to
,
you
willcurrent
situation our
solutionaffect
whichmeans
.
We
will
track
thebusiness
driver
specific
or
measurable
outcomevaluedeliveredby
andreportit
back
to
you
.value
tracking
system
frequency/
timeWe
can
help
you
address
by
installingcompelling
event
which
will
resultin
.
Wsolution
specific
or
measurable
outcomewillensure
your
return
on
investment
by
.shared
risk/
reward
strategySample
Value
PropositionsP
PaPaagagegee3
1.11.1.1318a8aT
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.
*·
You
will
be
able
to
reduce
the
number
of
repeat
customer
service
calls
b(business
initiative)15%
resulting
in
an
estimated
monthly
savings
of
$3.4M
by
implementing(measurable
outcome)our
Siebel
Call
Center
Application.
We
delivered
similar
results
at
Un(solution)(similar
customer)Telecom,
which
achieved
a
25%
improvement
in
first
contact
call(measurable
results)resolution.(currentsituation)(solution)·
By
changing
from
a
patchwork
of
home
grown
solutions
to
Siebel’seBusiness
suite,
you
will
reduce
your
total
cost
of
ownership
by
$100M,(measurable
outcome)which
represents
a
40%
increase
in
Earnings
Per
Share.
We
will(measurable
outcome)establish
a
metrics
score
card
to
assist
you
in
evaluating
program(value
tracking
system)performance
and
report
it
back
to
you
at
six
month
intervals.(frequency
/
time)Can
We
Win?#11InsideSupport#12ExecutiveCredibility#13CulturalCompatibility#14Informal
DecisionCriteria#15PoliticalAlignmentWho
in
the
customer’s
organization
wants
us
to
win?What
have
they
done
to
indicate
their
support?Are
they
willing
and
able
to
act
on
your
behalf?Do
they
have
credibility
within
their
own
organization?Which
executive(s)
will
affect
or
be
affected
by
this
decision?How
have
you
established
trust
and
credibility
with
them?How
will
you
gain
access
to
those
executives?What
is
your
plan
to
gain
return
access
to
them?What
is
the
customer’s
culture?How
does
this
compare
with
our
company?Whatisthe
customer’s
philosophy
towards
vendors
and
suppliers?Can
weadjust
or
adapt?
Do
we
want
to?How
will
the
decision
really
be
made?What
intangible,
subjective
factorscould
affect
this
decision?What
are
the
unstated
issues?Whose
private
opinions
do
we
know?
Which
ones
count?Who
are
the
most
powerful
people
involved
in
this
decision?Do
they
want
us
to
win?
Why?Are
they
able
to
influence
or
change
the
decision
criteria?Can
they
create
a
sense
of
urgency?
How
have
they
demonstrated
thisinthe
past?Page
2121.
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v
e
d
.
*Opportunity
AssessmentCUSTOMER’S
APPLICATIONOR
PROJECT1D
E
F
IN
E
DCUSTOMER’S
BUSINESSPROFILE2U
N
D
E
F
IN
E
D
S
T
R
O
N
GW
E
A
KCUSTOMER’S
FINANCIALCONDITION3W
E
A
KS
T
R
O
N
GCOMPELLING
EVENT5D
E
F
IN
E
D
U
N
D
E
F
IN
E
DACCESS
TO
FUNDS4Y
E
SN
O+–+–+–+–+–Is
There
An
Opportunity?Criteria
AssessmentH
IG
H+AssessmentL
O
WFUTURE
REVENUE17H
IG
HL
O
WPROFITABILITY18H
IG
HSTRATEGIC
VALUE20N
ODEGREE
OF
RISK19H
IG
HY
E
SL
O
W
L
O
W–+–+–+–+–AssessmentW
E
A
KEXECUTIVE
CREDIBILITY12S
T
R
O
N
G
W
E
A
KCULTURALCOMPATIBILITY13G
O
O
D
P
O
O
RPOLITICAL
ALIGNMENT15W
E
A
KINFORMAL
DECISIONCRITERIA14U
N
D
E
F
IN
E
DS
T
R
O
N
GD
E
F
IN
E
D–+–+–+–+–Can
We
Win?Criteria11 INSIDE
SUPPORTS
T
R
O
N
G+AssessmentFORMAL
DECISIONCRITERIA6U
N
D
E
F
IN
E
DD
E
F
IN
E
DSOLUTION
FIT7G
O
O
D10
UNIQUE
BUSINESS
VALUEIs
It
Worth
Winning?Criteria16
SHORT-
TERM
REVENUES
T
R
O
N
GW
E
A
KCURRENT
RELATIONSHIP9W
E
A
KS
T
R
O
N
G+–+–++–+–Can
We
Compete?CriteriaSALES
RESOURCEREQUIREMENTS8P
O
O
RL
O
W
H
IG
H–Page
21.
1201T
A
S
.
S
T
D
.
O
T
E.
0
7
0
.
0
1
.
1
2
0
5
9
7
.
0
6
0
1
0
0
.
p
p
t
S
i
e
b
e
l
S
y
s
t
e
m
s
,
I
n
c
.
A
l
l
r
i
g
h
t
s
r
e
s
e
r
v
e
d
.
*Individual
Exercise:Current
OpportunityStep
1Use
your
current
sales
opportunity
and
complete
theOpportunity
Assessment
on
page
2.11Identify
your
primary
competitorStep
2·
Rate
your
position
against
each
criterion:(+)(–)(?)if
it
is
accurate,
known
and
favorableif
it
is
unfavorableif
it
is
unknownStep
3·
In
the
shaded
column,
rate
your
competitor’sposition7/12/XXCOMPETITORSOURCO.-
++
+-
-?
-+?FINISH
BY:P
PaPaagaggegee2
.1.1.1.0202a2aT
AS
.S
T
D
.
O
T
E
.
0
7
0
.
0
1
.
1
2
0
5
9
7
.
0
6
0
1
0
0
.
p
p
tS
i
e
b
e
l
S
y
s
t
e
m
s
,
I
n
c
.
A
l
l
r
i
g
h
t
s
r
e
s
e
r
v
e
d
.
*Opportunity
AssessmentCUSTOMER’S
APPLICATIONOR
PROJECT1D
E
F
IN
E
DCUSTOMER’S
BUSINESSPROFILE2U
N
D
E
F
IN
E
D
S
T
R
O
N
GW
E
A
KCUSTOMER’S
FINANCIALCONDITION3W
E
A
KS
T
R
O
N
GCOMPELLING
EVENT5D
E
F
IN
E
D
U
N
D
E
F
IN
E
DACCESS
TO
FUNDS4Y
E
SN
O+–+–+–+–+–Is
There
An
Opportunity?Criteria
AssessmentH
IG
H+AssessmentL
O
WFUTURE
REVENUE17H
IG
HL
O
WPROFITABILITY18H
IG
HSTRATEGIC
VALUE20N
ODEGREE
OF
RISK19H
IG
HY
E
SL
O
W
L
O
W–+–+–+–+–AssessmentW
E
A
KEXECUTIVE
CREDIBILITY12S
T
R
O
N
G
W
E
A
KCULTURALCOMPATIBILITY13G
O
O
D
P
O
O
RPOLITICAL
ALIGNMENT15W
E
A
KINFORMAL
DECISIONCRITERIA14U
N
D
E
F
IN
E
DS
T
R
O
N
GD
E
F
IN
E
D–+–+–+–+–Can
We
Win?Criteria11 INSIDE
SUPPORTS
T
R
O
N
G+AssessmentFORMAL
DECISIONCRITERIA6U
N
D
E
F
IN
E
DD
E
F
IN
E
DSOLUTION
FIT7G
O
O
D10
UNIQUE
BUSINESS
VALUEIs
It
Worth
Winning?Criteria16
SHORT-
TERM
REVENUES
T
R
O
N
GW
E
A
KCURRENT
RELATIONSHIP9W
E
A
KS
T
R
O
N
G+–+–++–+–Can
We
Compete?CriteriaSALES
RESOURCEREQUIREMENTS8P
O
O
RL
O
W
H
IG
H–Page
21.
1203T
A
S
.
S
T
D
.
O
T
E.
0
7
0
.
0
1
.
1
2
0
5
9
7
.
0
6
0
1
0
0
.
p
p
t
S
i
e
b
e
l
S
y
s
t
e
m
s
,
I
n
c
.
A
l
l
r
i
g
h
t
s
r
e
s
e
r
v
e
d
.
*Business
PartnersProviding
you
with
access
to
new
markets
orcustomersLeveraging
existingrelationshipswith
keyplayers
in
your
customer’s
organizationProviding
new
levels
of
expertise
in
specificindustry
segmentsExpanding
your
ability
to
deliver
a
“wholeproduct”
or
complete
solutionReducing
the
risks
associated
with
theimplementation
of
complex
solutionsP
PaPgagegee1
1.1..2.220204T
A
S
.
S
T
D
.
O
T
E.
0
7
0
.
0
1
.
1
2
0
5
9
7
.
0
6
0
1
0
0
.
p
p
t
S
i
e
b
e
l
S
y
s
t
e
m
s
,
I
n
c
.
A
l
l
r
i
g
h
t
s
r
e
s
e
r
v
e
d
.
*Business
Partners
can
help
youadvance
your
sales
campaign
by…The
Partner’s
Role
in
Your
Value
ChainSolutionsMarketingSalesImplementa-tionPost-SalesServiceandSupportSolutionsMarketingSalesImplementationPost-SalesWhat
solutions
are
available
from
your
business
partner
that
couldenhance
your
ability
to
compete?What
competitors
does
this
partner
work
with?What
market
share
objectives
does
your
partner
have
for
this
market
orindustry
segment?What
specific
resources
have
they
dedicated
to
this
market
segment?How
effective
is
the
business
partner’s
salesperson
or
sales
teamassociated
with
your
joint
business?Has
the
partner
assigned
the
appropriate
resources?Is
there
an
agreed-
to
engagement
process?How
are
your
partner’s
implementation
services
structured?What
specificimplementation
services
can
be
applied
to
yourjointbusiness?What
servicesare
available
to
support
the
implementation
on
a
long-
termbasis?How
do
your
company’s
offerings
complement
those
of
your
businesspartners?PPaPaagaggegee1
1.1..2.21215T
A
S
.
S
T
D
.
O
T
E.
0
7
0
.
0
1
.
1
2
0
5
9
7
.
0
6
0
1
0
0
.
p
p
t
S
i
e
b
e
l
S
y
s
t
e
m
s
,
I
n
c
.
A
l
l
r
i
g
h
t
s
r
e
s
e
r
v
e
d
.
*Partner
Assessment
WorksheetIs
there
anopportunity?(#1-5)Can
wecompete?(#6-10)Can
we
win?(#11-15)Is
it
worthwinning?(#16-20)Knowledge
of
the
customer’s
formal
decision
criteriaProviding
solutions
that
lead
to
whole
products
or
complete
solutionsUnique
sales
resourcesExisting
relationships
with
key
playersUnique
business
value
beyond
yoursAccess
and
credibility
at
the
executivelevelUnderstanding
of
the
customer’s
cultureKnowledge
of
the
customer’s
informal
decision
processAccess
to
the
most
influential
people
in
the
customer’s
organizationUnderstanding
the
linkage
of
the
project
to
future
revenueReducing
therisksassociated
with
the
project’s
implementationDeveloping
a
solution
that
provides
significantstrategicvalueHow
can
your
business
partner
help
you
with…Examples
Your
OpportunityUnderstanding
the
customer’s
application
or
projectProviding
a
perspective
on
the
customer’s
financial
conditionUnderstanding
the
customer’s
budgeting
processCreating
or
uncovering
a
compelling
eventPPaaggee11..2
26T
AS
.S
T
D
.
O
T
E
.
0
7
0
.
0
1
.
1
2
0
5
9
7
.
0
6
0
1
0
0
.
p
p
tS
i
e
b
e
l
S
y
s
t
e
m
s
,
I
n
c
.
A
l
l
r
i
g
h
t
s
r
e
s
e
r
v
e
d
.
*Team
Activity:
Analyze
Your
Business
PartnersStep
1Step
2Identifythe
specificareas
where
your
businesspartner
can
help
advance
your
team
opportunityCite
the
specific
criteria
(e.g.,
#5,
#10,
etc.)Step
3·
Be
prepared
to
discussFINISH
BY:Integrate
business
partners
into
the
OpportunityAssessment
process.
Use
the
worksheet
on
the
previouspage.·
Review
the
examples
shown
next
to
each
of
the
fourkey
questionsPurposeP
PaPaagagegee1
1.1.2.223237T
AS
.S
T
D
.
O
T
E
.
0
7
0
.
0
1
.
1
2
0
5
9
7
.
0
6
0
1
0
0
.
p
p
tS
i
e
b
e
l
S
y
s
t
e
m
s
,
I
n
c
.
A
l
l
r
i
g
h
t
s
r
e
s
e
r
v
e
d
.
*PurposeProvide
you
with
a
framework
fordeveloping
a
winning
strategyBenefitsAlign
your
salesobjectives
with
thecustomer"s
business
objectives
so
youcan
communicate
your
uniquebusiness
valueSelect
a
competitive
sales
strategy
thatenables
you
to
close
the
sales
opportunityOutputAnalysis
of
your
position
for
thisopportunityCompetitive
strategy
to
win
your
salesopportunityStrategyAssess
theOpportunityStrategyIdentify
theKey
PlayersDefine
theRelationship
StrategyTurn
IdeasInto
ActionsTest
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