Discrete Planning SessionJuly 13, 2004
AgendaAgenda
• FY05 Sales Strategy / Quota / Tech vs. Apps / Direct vs. Partners / Products (Aldas / Jeff)
• Opportunities/Pipeline/Name Accounts (Aldas / Jeff)
• FY05 Sales Consulting Strategy (Sally)• Engagement Model – InfoMentis (Sally)• One Team – Sales / Solution / Sales Consulting /
Product Leaders / POC (Sally)• Roles & Responsibilities• Process
• Resource alignment & requirements (All)• Open discussion / Q & A (All)
Industry Strategy
Opportunities / Pipeline / Name Accounts
Sales Consulting Strategy
Vision
Establish Sales Consulting Organization as a highly respected professional function and instrumental in delivering our business goals as part of the sales process
Mission
• Establish Sales Consulting as an essential part of the selling team
• Engage Sales Consultants proactively in sales cycle and take ownership
• Sales / Industry Solution / Sales Consulting work as a team
• Partnership model - Not the misperceived “Master / Slave” model
• Leverage product domain knowledge to perform solution selling
• Align with Industry Solution Team for tighter partnership and pick up Industry domain knowledge overtime
FY05 Initiatives
• Industry Alignment – simplify resource assignment, create stable / good working relationship
• Matrix Organization – Product Line / Location Management
• Product Domain Competency – Specialization, Skill assessment
• Mass SC Recruitment per Industry Sales Plan • SC Operations Management Process
图 表 标 题
TB HSC Ad m in
Jo an Z h aoO p eratio n s
Yuan HeLin
Ruan Bin
Aaron Zhang
Jenny Jin
Benjamin Zhu
Jiang XiangYu
Zhang Yun
Kevin Li
Zhang Bin
Ben Li
TBH (RAC)
TBH (BI)
TBH (DB/DW)
TBH (BI)
TBH (RAC)
Barb ara L iu (16 )Datab ase/ O C S
Ricky Ruan
Ginny Guan
Teddy Pi (TBH)
OuYang Lei
Johnson Zhou (7/15)
Yuan JingSheng
Wang YuTing
Jack Yuan
Leon Tu
TBH (AT)
Jo an Z h ao (actin g ) (11)AS / Ap p s Tech
Joanne Lu
Linna Sun
Fang LePing
Hu HongMing
Xu ChenYu
TBH (OFSA)
TBH (FinApps)
TBH (FinApps)
TBH (FinApps)
TBH (FinApps)
TBH (FinApps)
Alex He (12 )ERM
Leanne Wang
Daniel Gao
Lin Feng
Shi FuLai
Andy Chen
TBH
Daisy Ng (7)SCM
Wu Qiang
Tony Hu
Zeng Hao
William Wu
Jiang Yong
Gary Mou
TBH (CRM)
Pan L i (8)Ch en g Du
Qian Gang
TBH (CDH)
TBH (Sale&Mkt)
TBH (Cust Service)
TBH (Cust Service)
Hu an g B in g q in (5)CRM
Sally L i (61)O SC
Details, Details, Details…..• Engagement model clearly defined for smooth process execution• Improved OSO reporting w/ SC names / task • Revised SC Hiring Plan & Industry Alignment based on Sale
Plan• Proactive resource management
• Resource Forecast Plan• Industry Group Calendar
• New time entry system (SCOR) for utilization tracking • New hire boot camp July 26 to August 8 - ensure structured
training & consistent SC skill sets• 80/20 alignment rule with resource visibility & support @ GC
level by Product Line Managers • SWAT team for new / emerging products
• OCS• Apps Tech
More Details……• Skill Matrix benchmark on FY04 OPAS review • Identify skills needed – Hiring / Training plans
• OCP program required for all Sales Consultants
• Industry certification – CPA, CPIM (equivalent)
• FY05 OPAS objectives – focus in:• Product Specialization – declare major + minors
• Solution Selling
• Soft skills development
• Roll out AP Competency Module
Engagement Model
QUALIFICATION & ALIGNMENT
• Confirm Opportunity• Strategy• Joint Evaluation Plan
• INFLUENCE MAP• COMPETITIVE MAP
Key Activities in each Phase
Q U A L I F I C A T I O N & A L I G N M E N T
SOLUTIONMAPPING
D I S C O V E R Y CLOSEDELIVERY
• DISCOVERY
• Call Planning
• Conduct a discovery call
• Uncover, quantify and expand pains
• Discuss solutions
• Setting & pre-empting competitive traps
• Handling Questions & Objections
• Debrief the call
• TACTICAL PAINS
• CONSEQUENTIAL PAINS
SOLUTION MAPPING• Preparing our messages
as a team!• Connect the dots
• TACTICAL BENEFITS• CONSEQUENTIAL
BENEFITS• GOALS ATTAINMENT
DELIVERY• Prepare Solution Map• Develop Delivery Plan• Deliver Solution
• VALUE BASED SELLINGProof
Tactical
BenefitTactical Pain
Ora
cle
So
lutio
n
Consequential
Pain
Consequential
BenefitValue
Key Business Requirement Results
IN-C
OU
NT
RY
RE
SO
UR
CE
IN-C
OU
NT
RY
RE
SO
UR
CE
QUALIFICATION & ALIGNMENT
• Confirm Opportunity• Strategy• Joint Evaluation Plan
• INFLUENCE MAP• COMPETITIVE MAP
Key Activities in each Phase
Q U A L I F I C A T I O N & A L I G N M E N T
SOLUTIONMAPPING
D I S C O V E R Y CLOSEDELIVERY
• DISCOVERY
• Call Planning
• Conduct a discovery call
• Uncover, quantify and expand pains
• Discuss solutions
• Setting & pre-empting competitive traps
• Handling Questions & Objections
• Debrief the call
• TACTICAL PAINS
• CONSEQUENTIAL PAINS
SOLUTION MAPPING• Preparing our messages
as a team!• Connect the dots
• TACTICAL BENEFITS• CONSEQUENTIAL
BENEFITS• GOALS ATTAINMENT
DELIVERY• Prepare Solution Map• Develop Delivery Plan• Deliver Solution
• VALUE BASED SELLINGProof
Tactical
BenefitTactical Pain
Ora
cle
So
lutio
n
Consequential
Pain
Consequential
BenefitValue
Key Business Requirement Results
Industry Sales Business Process and InfoMentis
Q U A L I F I C A T I O N & A L I G N M E N T
SOLUTIONMAPPING
D I S C O V E R Y CLOSE
DELIVERY$$$
Quoteto
RevRec
Pre-pipeto
Quote
Campaignto
Pre-Pipe
Territoryto
Campaign
Campaign to Revenue RecognitionQUALIFICATION & ALIGNMENT
DISCOVERY CLOSEDELIVERYSOLUTION MAPPING
Approach INDUSTRY Accounts C-Level to get buy-in (1-to-1Sessions)
Approach INDUSTRY Accounts C-Level to get buy-in (1-to-1Sessions)
Sales Director/Account Manager Solution Director Lead Sales Consultant
Identified INDUSTRYICON AccountsIdentified INDUSTRYICON Accounts
Understand the AccountHigh Level Pains(PERSONALISE)
Understand the AccountHigh Level Pains(PERSONALISE)
Identified INDUSTRYTarget AccountsIdentified INDUSTRYTarget Accounts
INDUSTRYEvent/SeminarINDUSTRYEvent/Seminar
Event LeadsReviewEvent LeadsReview
Internal Account Review andHigh Level Estimateof Total Solution Costs
Internal Account Review andHigh Level Estimateof Total Solution Costs
Baseline Meetingwith CustomerBaseline Meetingwith Customer
Prospect C-Level Prospect’s Committee
Internal verificationof Consequential Pains and create VALUE PROPOSITION
Internal verificationof Consequential Pains and create VALUE PROPOSITION
Verification ofPains, Solution andVALUE PROPOSITION
Verification ofPains, Solution andVALUE PROPOSITION
UncoverTactical andConsequentialPains
UncoverTactical andConsequentialPains
Scope andEstimate DetailedTotal SolutionCost
Scope andEstimate DetailedTotal SolutionCost
OCS/Partner Bid Manager
Identify INDUSTRYPain PointsIdentify INDUSTRYPain Points
Justification (ROI)Strategy andRevisit VALUEPROPOSITION
Justification (ROI)Strategy andRevisit VALUEPROPOSITION
CLOSECLOSE
Validate Solutionthrough MiniDemonstration
Validate Solutionthrough MiniDemonstration
SolutionPresentationand Demonstration
SolutionPresentationand Demonstration
Assist Customerin InternalJustification(ROI)
Assist Customerin InternalJustification(ROI)
Point of Contact
Resource Assignment
• Resource assignment based on Industry Alignment – 80/20 rule
• SWAT team approach for OCS & Apps Tech:• SC Manager (regional level) -> Product Line
Manager (CN or GC level)
• Exception handling:• SC Manager / Director (regional level) -> Product
Line Manager (CN or GC level)
Key Opportunities Review
1. Sales Director / Account Manager identifies Pipeline
2. Discuss / qualify Pipeline during Opportunity Management Review (OMP) with Solution and SC Point of Contact
3. POC works with Sales Consulting Management to engage key resources (e.g. Lead SC or PM)
4. Lead SC or PM take ownership of engagement, proceed with normal sales consulting work and update POC from time to time
5. For complex projects, PM may setup a team & involve other resources
Our Team
Our Team……
It is like an orchestra making
music…..
Three Strengths
Geography
Industry/Solution Product
• Relationships• Politics• Tactics
• Domain Knowledge
• Specialisation• Deep Product
Skills
• Proactive Selling(Spearheads)• Reuse • Industry Solution
Knowledge• Strategy
Industry Sales Director
AM/TSR
Presales
IndustrySoln Team
Our Team……
Sales• Sales Director / Location
Manager• Account Manager• Solution Director / Solution
Manager
Sales Consulting• Point of Contact• Sales Consulting Director• Product Line Manager (Product
Leader)• Sales Consulting Manager• Sales Consultant
Roles – Account Manager
• Manages Sales Territory• Quota attainment• Pipeline generation• Forecast accuracy• Navigate internal / customer politics• Close deals • Create Customer Reference
Roles – Solution Director / Manager
• Manage large industry opportunities• Industry domain expertise• Present industry credentials and solution• Determine specific ISV engagement• Execute demand generation programs• Support longer term sales initiatives
Roles – Point of Contact in SC Org
• Fully participate in OMP (con call or meeting)• Consistent POC for a particular industry sales team• Contribute in strategizing plans of attack to capture
the opportunities• Get updated or update other (Sales, Industry
solutions) on the status of opportunities• Coordinate with appropriate SC management
(Location Managers, Product Line Managers or Project Managers) to solicit project ownership of opportunities
Roles – Lead SC / PM
• Career path for seasoned SCs• Presales project management• Names put in OSO • Assignment of lead SC / PM should follow
same guideline as resource management guideline
Roles – Sales Consultant
• Product Domain Expertise• Solution selling leveraging core competence• Input into RFI and RFP• Presentation of Oracle product solution• Product to solution mapping• Proof of concept – demo• Teamwork – really works the triangle
Roles – Location SC Manager
• People Management• Day to Day Management• Resource Management – exception cases,
esp. on short term / immediate need • Can also be Project Manager – handles key
selected cases• Can also be an industry POC• Cc Product Line Manager if appropriate
Roles – Product Line Manager
• SC Training • Resource Management – longer term, CN / GC
visibility• Knowledge Management• Community Creation• PRP involvement• Product Strategy• Sales evangelization (Sales Training & TOI –
Transfer of Information)• Reference Development
Resource Management Guidelines
Location Manager• Short Turnaround• Across Products
Product Line Manager• Subject Matter Knowledge• Across Locations
Product Solution
ProductFunctions
FY05 - T E A M ing for success
Industry Solution
Product
Knowledge/Skills/Competence Spectrum
Solution IndustryDomain
OM Process
Product & Industries domain knowledge are table stakes; Solution output is the goal
SC team & Industry Sol team need leveraging each other
Resource Alignment & Requirement
Discrete Team - SalesRegion Employee Name
Lic Quota (total)
Application 9iAS OCS OU Consulting
Total
Discrete Team – Sales ConsultingBrandon Lee Brandon Lee Lionel Louie Sean Chen Gao LiQiang Keith Ip Bing Huang
Sally Li Database OCS AS Apps Tech ERM SCM CRMSH = 8.5 SH-TBH (DB/DW) SH-Alex He (FinApps) SH-Leanne Wang (ODM)SH-TBH (Customer Services)
SH-TBH (FinApps) SH-TBH Chen Bo (PM) SH-Qian Gang (Sales/Mktg) 6/7SH-Lin Feng (M&S/L&D)) 0.5SH- TBH replace Andy Chen
Swat Team SH=6.5 SH-Ops Mgr - Joan ZhaoSH-Ben Li (0.5) SH - TBH (Benjamin Gu) SH-Xu Chenyu (HRMS)
SH-Jack YuanQi (iLearning)SH-Hu, HongMing (FinApps) SH-Leon Tu YongMing CD=1 CD SC Mgr -Pan Li
Questions?
• Do we have enough people?• Are they the right people?• Are we aligned properly?• Are we clear on the process?• Can we make it happen?
AQ&Q U E S T I O N SQ U E S T I O N S
A N S W E R SA N S W E R S