销售培训-目标解释销售英文

销售培训--目标解释销售英文Program

ObjectivesHelp

you

win

by...Focusing

on

the

right

issues

with

the

right

peopleat

the

right

timeDeveloping

and

testing

a

comprehensive

plan

for

your

salesopportunityEnabling

you

to

communicate

more

effectively

with

yourteamShifting

your

sales

focus

from

tactical

to

strategicProgram

MapOpportunityAssessmentStrategyPoliticsAlignmentPlanningTestingImplementationProgram

ModulesAssess

theOpportunitySet

the

CompetitiveStrategyIdentify

theKey

PlayersDefine

theRelationshipStrategyTurn

IdeasIntoActionsTest

and

Improvethe

PlanImplement

theProcessTarget

Account

Selling

ProcessSales

Return

on

InvestmentLevel

1Level

2Level

3ProductivityTimeEntryTacticalStrategicCompetitive·

Time

and

$VersatilityLevel1Level

2Level

3FocusEventProcessOutcomeOrientationProduct/ServiceBusinessPoliticalRepertoireTechnologyServicesSolutionFinancePriceCostValueRelationshipsOperationsManagementExecutiveDevelopmentResourcesPerformancePremature

orExcessiveInconsistentTimely

&

JudiciousConsistentlyAchievesLevel

1Level

2Level

3StatusConsideredPreferredDominantModeReactiveResponsiveProactivePoliticsAwareAgileAstuteHigh

ROIReliably

ExceedsNot

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

weaknessesPlayers

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

sales

opportunityBenefitsQualify

opportunities

faster

and

more

effectivelyby

analyzing

them

from

the

most

criticalcustomer,

businessand

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

currentsalesopportunityOpportunity

AssessmentAssess

theOpportunitySet

the

CompetitiveStrategyIdentify

theKey

PlayersDefine

theRelationship

StrategyTurn

IdeasInto

ActionsTest

and

Improvethe

PlanImplement

theProcessP

a

g

e

2

.

8IntroductionA

B

C–Current:

good

win

rate+Potential·

Z

=

1·

Z

=

0A

–

C

CompromisedX

&

Y

LostZ

=

-1XYZP

a

g

e

2

.

9Four

Key

Questions

-

The

4

Principles

of

SellingP

a

g

e

2

.

10·

Is

there

an

opportunity?·

Can

we

compete?·

Can

we

win?·

Is

it

worth

winning?Is

There

An

Opportunity?#1Customer’sApplication

or

ProjectWhat

are

the

customer’s

requirements?What

are

the

customer’s

key

issues

and

objectives

for

the

project?Who

initiatedthe

project?

Who’ll

be

working

on

the

project?How

does

this

projectfit

into

the

customer’s

business

strategy?#

2Customer’sBusiness

Profile#

3Customer’sFinancial

Condition#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’sbusinessinternally

and

externally?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’salternativeuses

of

capital?P

a

g

e

2

.

11#5

–

Compelling

EventBusinessInitiativesBusinessDriversBusinessProfileCompellingEventConsequences

PaybackWhy

does

the

customer

have

toact?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

is

completed

ontime?

What

will

be

the

measurable

impact

on

the

customer’sbusiness?ProblemsOpportunitiesPa

g

e

2

.

12Can

We

Compete?#6Formal

DecisionCriteria#7Solution

Fit#8Sales

ResourceRequirements#9CurrentRelationshipWhat

are

the

customer’s

decision

criteria?What

is

the

formal

decision

process?Which

decision

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’srequirements?How

much

time

will

the

sales

team

need

to

invest

on

this

opportunity?

What

additionalinternal

orexternalresources

will

you

need

to

winthis

opportunity?What

is

the

projected

cost

of

sales?What

is

theopportunitycost?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

of

the

ideal

relationshPa

g

e

2

.

13#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

quantified

this

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-tiationPa

g

e

2

.

14CompellingEventsBusinessInitiativesUniqueBusinessValueAnswer

the

questions

.

.

.What’s

the

issue?How

is

it

affecting

the

customer?What

are

the

consequences

or

payback?How

can

you

help?Page

1

.9Developing

Your

Value

PropositionIncreaseValue

=

Benefits

-

Costs/Risks/ConsequencesP

a

g

e

3

.

9RevenueMarket

shareCustomer

satisfactionInventory

turnsLoad

factorShareholder

valueCustomer

baseOrder

fulfillment

timeExpensesRejects/returnsWasteAdministrative

costs

Number

of

days

supply(of

inventory)Time

to

close

an

orderCycle

timeDecrease·Evaluation

process·Purchase

price·Order

processing·Expediting

costs·Correcting

mistakes·Set-up

and

installation·Taxes

and

insurance·Administrative

costs·Finance

chargesCosts/ConsequencesAcquisition

Costs

Possession

Costs·Training·Support·Maintenance·Depreciation·Disposal·Interface

to

other

systemsUsage

Costs·Affect

existing

businesses·Awaken

their

competition·Modifications

to

existing

processesOpportunity

Costs

(Risks

&

Consequences)Value

Proposition

TemplatesYou

will

be

able

to

resultingin

byimplementingour

.

We

delivered

similar

results

at

whichresultedin

.which

will

result

in

.

We

will

ensure

your

return

onP

a

g

e

1

.

10investment

by

.business

initiativespecificor

measurable

outcomesolutionsimilar

situation

or

customer

past

value

deliveredBychangingfrom

to

,

you

willaffect

whichmeans

.

We

will

trackthe

value

delivered

by

and

report

icurrent

situationour

solutionbacktoyou

.business

driverspecific

or

measurable

outcomeWe

can

help

you

address

value

tracking

syst_t_em

by

installingfr_r_equency/time_ecompelling

eventsolutionspecific

or

measurable

outcomeshared

risk/reward

strategySample

Value

Propositions(

solution)(similar

customer)·

You

will

be

able

to

reduce

the

number

of

repeat

customer

service

calls

by(

business

initiative)15%

resulting

in

an

estimated

monthly

savings

of

$3.4M

by

implementing

our(measurable

outcome)Siebel

Call

Center

Application.

We

delivered

similar

results

at

UnitedTelecom,

which

achieved

a

25%

improvement

in

first

contact

call

resolution.(

measurable

results)·

By

changing

from

a

patchwork

of

home

grown

solutions

to

Siebel’seBusiness

suite,

you

will

reduce

your

total

cost

of

ownership

by

$100M,which

represents

a

40%

increase

in(cEcEuarrrennt

sisiintugatsionP)

er

Share.

We

wi(ls

olluetsiotna)

blish

ametrics

score

card

to

assist

you

in

evalua(tm

eians

ugrapbrleoogurtcaomm

ep)

erformance

andreport

it

back

to

you

at

six(mmeoa

snutrahb

lienotu

tecro

mvea)ls.(valuetracking

system)(frequency

/

time)Page

3

.

13

aCan

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

thisdecision?How

have

youestablished

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’sculture?How

does

this

compare

with

our

company?What

is

the

customer’s

philosophy

towards

vendors

and

suppliers?Can

we

adjust

or

adapt?

Do

we

want

to?How

will

the

decision

really

be

made?What

intangible,

subjective

factors

could

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

this

in

the

past?Page

2

.8Is

It

Worth

Winning?#16Short-TermRevenue#17Future

Revenue#18Profitability#

19Degree

of

Risk#20Strategic

ValueWhat

is

the

order

amount?Does

it

exceed

ourthreshold?>

$

When

will

it

close?Is

it

within

our

time

frame?

<

days·

What

is

the

potential

for

future

business

within

the

next

year?

Within

the

next

threeyears?Does

it

exceed

our

thresholds?How

is

this

project

or

application

linked

to

future

revenue?How

will

you

ensure

customer

promises

become

commitments?What

is

the

projected

profit

on

this

salesopportunity?Does

it

exceed

our

profit

threshold?What

impact

will

discounts

have

on

profitability?How

can

we

improve

the

profitability

on

this

opportunity?How

could

we

cause

our

solution

to

fail?What

are

the

critical

dependencies

in

delivering

value

to

the

customer?How

could

the

customer

cause

our

solution

to

fail?What

is

the

impact

on

our

business

if

the

solution

fails?What

is

the

value

of

this

opportunity

to

us

beyond

the

revenue?How

does

this

opportunity

fit

in

our

business

plan?How

can

we

leverage

this

opportunityintorevenue

from

other

companies

or

markets?How

will

this

opportunity

help

us

improve

our

product

or

service?Page

2

.9Opportunity

AssessmentCUSTOMER’S

APPLICATIONOR

PROJECT1UNDEFINEDDEFINEDCUSTOMER’S

BUSINESSPROFILE2WEAKSTRONGCUSTOMER’S

FINANCIALCONDITION3STRONGDEFINEDUNDEFINEDACCESS

TO

FUNDS4NOWEAK

YES+–+–+–+–+–Is

There

An

Opportunity?Criteria

AssessmentHIGH+AssessmentLOWFUTURE

REVENUE17HIGH

LOWPROFITABILITY18HIGHSTRATEGIC

VALUE20YES

NODEGREE

OF

RISK19HIGHLOW

LOW–+–+–+–+–AssessmentWEAKEXECUTIVECREDIBILITY12WEAKSTRONGCULTURALCOMPATIBILITY13GOOD

POORPOLITICAL

ALIGNMENT15INFORMAL

DECISIONCRITERIA14UNDEFINEDSTRONGWEAKDEFINED–+–+–+–+–5

COMPELLING

EVENTCan

We

Win?Criteria11 INSIDE

SUPPORTSTRONG+AssessmentFORMAL

DECISIONCRITERIA6UNDEFINEDDEFINEDSOLUTION

FIT7GOOD

POORLOW10

UNIQUE

BUSINESS

VALUEIs

It

Worth

Winning?Criteria16

SHORT-TERM

REVENUEWEAKSTRONGCURRENT

RELATIONSHIP9WEAK+–+–++–+–Can

We

Compete?CriteriaSALES

RESOURCE

REQUIREMENTS8HIGHSTRONG–Page

2

.10Individual

Exercise:Current

OpportunityStep

1Step

2·

Rate

your

positionagainst

each

criterion:(+)(–)(?)if

it

is

accurate,

known

and

favorableif

it

is

unfavorableif

it

is

unknownStep

37/12/XXUse

your

current

sales

opportunity

and

complete

theOpportunity

Assessment

on

page

2.11DATEIdentify

your

primary

competitorCOMPETITORSOUR

CO.-·

In

the

shaded

column,

rate

your

competitor’s

-position?+X

-

S

y

s++

+--?FINISH

BY:Pa

g

e

2

.

1

0

aOpportunity

AssessmentCUSTOMER’S

APPLICATIONOR

PROJECT1UNDEFINEDDEFINEDCUSTOMER’S

BUSINESSPROFILE2WEAKSTRONGCUSTOMER’S

FINANCIALCONDITION3STRONGDEFINEDUNDEFINEDACCESS

TO

FUNDS4NOWEAK

YES+–+–+–+–+–Is

There

An

Opportunity?Criteria

AssessmentHIGH+AssessmentLOWFUTURE

REVENUE17HIGH

LOWPROFITABILITY18HIGHSTRATEGIC

VALUE20YES

NODEGREE

OF

RISK19HIGHLOW

LOW–+–+–+–+–AssessmentWEAKEXECUTIVECREDIBILITY12WEAKSTRONGCULTURALCOMPATIBILITY13GOOD

POORPOLITICAL

ALIGNMENT15INFORMAL

DECISIONCRITERIA14UNDEFINEDSTRONGWEAKDEFINED–+–+–+–+–5

COMPELLING

EVENTCan

We

Win?Criteria11 INSIDE

SUPPORTSTRONG+AssessmentFORMAL

DECISIONCRITERIA6UNDEFINEDDEFINEDSOLUTION

FIT7GOOD

POORLOW10

UNIQUE

BUSINESS

VALUEIs

It

Worth

Winning?Criteria16

SHORT-TERM

REVENUEWEAKSTRONGCURRENT

RELATIONSHIP9WEAK+–+–++–+–Can

We

Compete?CriteriaSALES

RESOURCE

REQUIREMENTS8HIGHSTRONG–Page

2

.

10Business

PartnersProviding

you

with

access

to

new

markets

or

customersLeveraging

existingrelationships

with

key

players

inyour

customer’s

organizationProviding

new

levels

of

expertise

in

specific

industrysegmentsExpanding

your

ability

to

deliver

a

“whole

product”

orcomplete

solutionReducing

the

risks

associated

with

theimplementation

of

complex

solutionsPa

g

e

1

.

20

Business

Partners

can

help

you

advanceyour

sales

campaign

by…The

Partner’sRole

in

Your

Value

ChainSolutionsMarketingSalesImplementa-tionPost-SalesServiceandSupportSolutionsMarketingSalesImplementationPost-Sales

What

solutions

are

available

from

your

business

partner

that

could

enhanceyourabilityto

compete?What

competitors

does

this

partner

work

with?What

market

share

objectives

does

your

partner

haveforthis

market

or

industry

segment?What

specific

resources

have

they

dedicated

to

this

market

segment?

How

effective

is

the

business

partner’s

salesperson

or

sales

team

associatedwith

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

specific

implementation

services

can

be

applied

to

your

joint

business?Whatservices

areavailable

to

support

the

implementation

on

a

long-term

basis?How

do

your

company’s

offerings

complement

those

of

your

business

partners?Pa

g

e

1

.

21

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

businessvaluebeyond

yoursAccess

and

credibility

at

the

executive

levelUnderstanding

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

the

risks

associated

with

the

project’s

implementationDeveloping

a

solution

that

provides

significant

strategic

valueHow

can

your

business

partner

help

you

with…Examples Your

OpportunityUnderstanding

the

customer’s

application

or

projectProviding

a

perspective

on

the

customer’sfinancialconditionUnderstanding

the

customer’s

budgeting

processCreating

or

uncovering

a

compelling

eventPa

g

e

1

.

22

Team

Activity:

Analyze

Your

Business

PartnersStep

1·

Review

the

examples

shown

next

to

each

of

the

fourkey

questionsStep

2Identify

the

specific

areas

where

your

businesspartner

can

help

advance

your

team

opportunityCite

the

specific

criteria

(e.g.,

#5,

#10,

etc.)Step

3·

Be

prepared

todiscussFINISH

BY:Integrate

business

partners

into

the

Opportunity

Assessmentprocess.

Use

the

worksheet

on

the

previous

page.PurposePa

g

e

1

.

23

PurposeProvide

you

with

a

framework

fordeveloping

a

winning

strategyBenefitsAlign

your

salesobjectiveswith

thecustomer"s

business

objectives

so

youcan

communicate

your

unique

businessvalueSelect

a

competitive

sales

strategy

thatenables

you

to

close

the

sales

opportunityOutputAnalysisof

your

position

for

this

opportunityCompetitive

strategy

to

win

your

salesopportunityStrategyAssess

theOpportunitySet

the

CompetitiveStrategyIdentify

theKey

PlayersDefine

theRelationshipStrategyTurn

IdeasInto

ActionsTest

and

Improvethe

PlanImplement

theProcessP

a

g

e

2

.

28TAS

Planning

MethodologyDescribes

the

general

approachThe

route

to

the

objectiveTied

to

the

actionsId

e

n

tifie

s

th

e

spe

c

ific

pe

o

ple

,

progra

m

s

a

n

d

m

o

n

e

y

re

qu

ire

dL

o

n

g-

ra

ng

eVisionaryD

e

fin

e

s

ou

r

re

la

tio

n

s

h

ip·

Specific

(products/services)·

Measurable

(order

amount)Ensures

that

your

plan

is

realisticShould

support

your

customer’

s

business

plantrategyctionsSAesourcesRO

bjectiveestTG

oalP

a

g

e

2

.

29Where

are

we

going?How

will

we

achieve

the

objective?What

specific

actions

will

we

implement?Co

n

n

e

c

te

d

to

th

e

s

tra

te

gyIndividual,

style-dependentFlexible,

dynamicWhat

resources

are

required?What

specific

actions

will

we

implement?Does

our

plan

create

value

for

the

customer?(#

4

)What

must

we

accomplish?(#

7

)·

Time-

bound

(

closedate)(#

5

)GoalObjectiveStrategyCustomerSales

TeamBecome

the

industryleaderincustomer

service·than

2

minutesImprove

problem

resolution

to

less

than

4

hoursDecrease

customer

defection

rate

to

1

.

5

%Achieve

a

paybackwithin18

months

on

ourinvestment

of

$

5

M

in

new

technologyInstall

an

integrated

customer

managementsystem

that

functions

the

same

throughout

theworld

by

October

15Become

National

Manufacturing’strusted

adviser

on

theapplicationoftechnology

to

customer

serviceImprove

initial

call

response

to

average

of

lSeescsu

re

a

$

3

M

commitment

for

a

customer

servicesolutionthat

includes:·

X-

100

System

(

$

500

K)Custom

software(

$

1

.

2

M)Project

management

services

($

1

.3

M)no

later

than

March

31Shift

the

decision

criteria

fromproduct

technology

to

applicationexpertise

and

worldwide

supportExamplePage

3

.

3

0The

Art

of

War

–

Sun

TzuKnow

yourself,

know

your

enemy,

and

you

need

notfear

one

hundred

battles.

Know

only

yourself

and

notyour

enemy,

and

for

every

victory

gained

you

shallsustain

defeat.

Know

neither

yourself

nor

your

enemy,and

you

shall

succumb

in

every

battle.Your

strength

will

eventually

become

your

weakness.The

key

to

victory

is

not

in

defeating

the

enemy,

but

indefeating

the

enemy’s

strategy;

therein

lies

their

vulnerabilityPage

3

.

5Origin

of

StrategyDefendFragmentFrontalCompetitive

StrategiesP

a

g

e

3

.

6

·

Compelling

EventFlanking

exists/or

you

cancreate

oneAND·

You

have

UBVPositionNo

CompellingEventORNo

UBVDevelopAttackFrontal

StrategyDefinitionA

frontal

strategy

is

a

direct

approach

based

on

the

customer’s

perception

of

your

overwhelming

superiinsolution,

price

or

reputation.Guidelines/Caveats3:1

advantageRequires

size,

speed

or

surpriseResource

intensive

(#8)Blatant/obviousMost

often

used

and

easily

defeated

strategyVariationsFeatures/price/performanceProprietary

technologyWhole

productRelationship/

ExperiencePrestigeComfort/SecuritySolutionReputationP

a

g

e

3

.

7

Flanking

StrategyDefinitionA

flanking

strategy

shifts

the

focus

of

the

customer’s

buying

criteria

to

newor

differentissuesthat

favor

your

solution.Guidelines/CaveatsDon’t

play

by

their

rulesMust

have

executive

supportMake

your

move

lastDon’t

open

the

“playing

field”Alter

the

RulesVariations·

A

BChange

or

re-prioritize

the

criteriaMove

the

goal

post(#6

and

#14)A

A+1Expand

the

scope

of

the

decisionAdd

new

criteria(#6

and

#14)Acknowledge

and

ExpandAlter

the

RulesP

a

g

e

3

.

8

Fragment

StrategyDefinitionA

fragment

strategy

divides

the

opportunity

into

smaller

pieces

and

focusesthe

customer

on

a

subset

of

the

issues

that

you

can

address.Guidelines/CaveatsMust

have

UBV

only

you

can

deliver

(#10)Requires

inside

support

(#11)Pick

the

correct

base

for

the

future

(#17)Monitor

the

cost

of

sales

(#18)VariationsDepartment/Location/FunctionFoot

in

the

doorBeachheadCompatibility

with

current

environmentExtend

capacityEnhance

customer’s

investment

(1+1=3)NichePeaceful

CoexistenceP

a

g

e

3

.

9

Defend

StrategyDefinitionA

defend

strategy

protects

your

position

from

the

inevitable

assault

from

your

competitors.Guidelines/CaveatsExpand

your

relationships

to

a

higher

level

(#12)Support

your

allies

(#11)Articulate

your

credibility

(#12)

and

business

value

(#10)Beware

of

self-isolationKeep

your

eye

on

your

competitorsVariationsInsulate

IsolateImprove

your

relationships

(#

9

)Support

your

allies

(#

11

)Extend

your

presenceContain

the

competitionCreate

tangents/

diversionsDilutethe

competitor’s

effortsP

a

g

e

3

.

10

DevelopStrategyDefinitionA

develop

strategy

establishes

a

position

fora

possible

future

engagement.Guidelines/CaveatsNo

compelling

event

(#5),

OR

Not

in

a

position

to

competeEstablish

presence

for

the

futureContinue

to

collect

profile

data

(1-20)Focus

on

executive

credibility

(#12)Qualify

your

ROI

(#18)VariationsNo

compelling

event

(#

5

)Establish

a

presence,

listen

and

waitInvestment

marketingNot

in

a

position

to

compete

(#

7

)Attractive

future

alternative

(#10)Requires

inside

support

(#

11

)InvestDelayPage

3

.

11·

Once

you

have

initiated

your

strategy,

it

should

remain

fixed,

unless

there

is

amajor

shift

in

the

profile

information.·

You

should

have

a

single

strategy

for

a

single

opportunity.OpportunityStrategyStrategyStrategyOpportunityAOpportunityBOpportunityCStrategy·

If

there

are