More Related Content Similar to Dealmaker Suite Similar to Dealmaker Suite (20) Dealmaker Suite2. Customer Analysis – Business Drivers/KBRs
• First customer business driver or KBR
• Second customer business driver or KBR
• etc
2 © The TAS Group 2011
3. Customer Analysis – Initiatives
• First customer initiative
• Second customer initiative
• etc
3 © The TAS Group 2011
4. Customer Analysis – Critical Success Factors
• First CSF
• Second CSF
• etc
4 © The TAS Group 2011
5. Dealmaker® TAS Opp and Acc Mgmt Suite
Dealmaker® TAS Opportunity and Account Management
Suite helps sales professionals maximize the opportunities
from key accounts, increase opportunity win rate, get
accurate sales forecasts and improve sales performance,
through on-demand sales best practice learning and
application, resulting insustained, predictable, and
profitable revenue growth.
The solution incorporates world-leading sales
methodologies (TAS®, ESP, PMP),real-time, deal-specific
Coaching, step-by-step sales process, on-going insight and
analysis throughForecast Analysis and Performance,
instant objective deal alerts through Pulse and continuous
best practice learning through Virtual Learning.
5 © The TAS Group 2011
6. Dealmaker® TAS Opp and Acc Mgmt Suite
• Components
• World-leading TAS, ESP, PMP sales methodology
• Step-by-step sales process
• Real-time deal-specific deal coaching
• Intelligent social networking with instant objective alerts
• Forecast and sales performance insight and analysis
• Virtual learning for on-the-job learning
• Impact
• Maximized opportunities and win rate from key accounts
• Accurate sales forecasts
• Sustained, predictable, and profitable revenue growth
6 © The TAS Group 2011
7. Dealmaker® TAS Opp and Acc Mgmt Suite
Coach Me – Real-time, deal-specific coaching
TAS Opportunity Management
Qualify Opportunity; Competitive Strategy; Political Map
Relationship Strategy; Decision Criteria; PRIME Actions
TAS Account Management
Profile the Account; Segment the Account; Create Potential
Opportunities; Select Strategy; Execute the Plan
Sales Process Automation
Step-by-step sales best practices sales process, tailored for
your business, mapped to your customers‟ buying process.
Sales Forecasting
Accurate forecasts you can bet your business on. Calculated
close dates and close probability removes subjectivity. Full roll-up.
Performance Coach
Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck;
Sales Velocity; Deep insight for analysis and early coaching.
Virtual Learning
Learning and certification on-demand. Sales best practice content.
Always on, just-in-time, on-the-job learning.
Pulse – Intelligent social networking with instant objective deal alerts
7 © The TAS Group 2011
8. Dealmaker® TAS Opp and Acc Mgmt Suite
Coach Me – Real-time, deal-specific coaching
TAS Opportunity Management
Qualify Opportunity; Competitive Strategy; Political Map
Relationship Strategy; Decision Criteria; PRIME Actions
TAS Account Management
Profile the Account; Segment the Account; Create Potential
Opportunities; Select Strategy; Execute the Plan
Sales Process Automation
Step-by-step sales best practices sales process, tailored for
your business, mapped to your customers‟ buying process.
Sales Forecasting
Accurate forecasts you can bet your business on. Calculated
close dates and close probability removes subjectivity. Full roll-up.
Performance Coach
Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck;
Sales Velocity; Deep insight for analysis and early coaching.
Virtual Learning
Learning and certification on-demand. Sales best practice content.
Always on, just-in-time, on-the-job learning.
Pulse – Intelligent social networking with instant objective deal alerts
8 © The TAS Group 2011
9. The TAS Group Sales Methodologies
• World-leading opportunity management,
account management and channel
management methodologies
• Favored by some of the world‟s most
admired selling organizations
• In use by more than 800,000 sales
professionals and leaders around the
world to find and grow revenue
• Constantly updated and improved both by
our own methodology R&D center and
customers‟ feedback and insight
9 © The TAS Group 2011
10. Key Benefits of Sales Methodology
• Target Account Selling (TAS)
• Structured, repeatable methodology
• Enables better sales decision-making
• More effectively
• Moves the Buying Process
• Creates Competitive Advantage
• Improves
• Sales process execution
• Pipeline quality
• Forecast accuracy
• Sales results
10 © The TAS Group 2011
11. Target Account Selling Workshops
Target Account Selling Process Dealmaker Virtual Learning Modules
- Early Qualification
Assess the
1 - Competitive Positioning & UBV
Opportunity
- Risk Assessment & Alignment
Set the Competitive
2 - Competitive Strategies
Strategy
Identify the
3 - Political Analysis and Influence
Key Players
Define the - Relationship Strategies and
4
Relationship Strategy Influencing the Influencers
Turn Ideas - Executing Your Strategies
5
Into Actions and PRIME Activities
Test and Improve
6 Testing
the Plan
Implement the
7 Implementation
Process
11 © The TAS Group 2011
12. Assess the Opportunity
Target Account Selling Process
1
Assess the Purpose
Opportunity
• Provide you with a structured, repeatable
methodology for analyzing a sales opportunity
Set the Competitive
2
Strategy
Benefits
• Qualify opportunities faster and more effectively
Identify the
3 by analyzing them from the most critical
Key Players
customer, business and competitive perspectives
Define the
4
Relationship Strategy • Invest time, energy and resources on the
opportunities you are most likely to win
Turn Ideas
5
Into Actions
• Communicate the key issues more effectively
using a common language
Test and Improve
6
the Plan
Output
Implement the • Comprehensive assessment of your current
7
Process sales opportunity
12 © The TAS Group 2011
13. TAS Opportunity Management
TAS Assessment
TAS 1-20 Opportunity
Assessment
4 Key Questions
Is there an opportunity?
Can we compete?
Can we win?
Is it worth winning?
Discover:
Compelling Event (to buy now)
Access to Funds
Political Alignment
Solution Fit
Unique Business Value
13 © The TAS Group 2011
14. Set the Competitive Strategy
Target Account Selling Process
Assess the Purpose
1
Opportunity
• Review the elements of your opportunity that
influence strategy selection, including goals,
Set the Competitive
2
Strategy objectives and competitive situation
Benefits
Identify the
3
Key Players • Align your sales objectives with the customer's
business objectives so you can communicate
your Unique Business Value
Define the
4
Relationship Strategy
• Select a competitive sales strategy that
enables you to close the sales opportunity
Turn Ideas
5
Into Actions
Output
Test and Improve • Analysis of your position for this opportunity
6
the Plan
• Competitive strategy to win your sales
Implement the
opportunity
7
Process
14 © The TAS Group 2011
15. TAS Opportunity Management
Competitive Strategy
Dealmaker coaches on best
competitive strategy
Frontal
Flanking
Fragment
Defend
Develop
Increase win rate by anticipating
competitors‟ strategies
15 © The TAS Group 2011
16. Identify the Key Players
Target Account Selling Process
Assess the
1
Opportunity
Purpose
• Provide you with a framework for analyzing the
customer‟s organization
Set the Competitive
2
Strategy • Identify the key characteristics of influence that
differentiate those in the Inner Circle from those in the
Political Structure
Identify the
3
Key Players
Benefits
• Shorten your sales cycle by spending time with the
Define the right people discussing the right issues
4
Relationship Strategy
• Understand the customer‟s politics so that you avoid
Turn Ideas
surprises in the sales campaign
5
Into Actions
• Broaden your view of the customer‟s organization so
that you can expand your presence
Test and Improve
6 Output
the Plan
• Organization map of the customer‟s formal and informal
Implement the organization
7
Process
16 © The TAS Group 2011
17. TAS Opportunity Management
Political Map
Capture full opportunity picture
Differentiate between hierarchy
and power
Easily uncover all buying roles
Develop relationship strategy for
each player in opportunity
Get actionable coaching on how
to manage buyers
Navigate power structure
effectively to increase win rate
17 © The TAS Group 2011
18. Define the Decision Criteria &Relationship Strategy
Target Account Selling Process
Assess the
1
Opportunity
Purpose
• Construct relationship strategies to align with the
Set the Competitive most powerful people in the customer
2 organization
Strategy
Identify the Benefits
3
Key Players • Shorten your sales cycle by spending time with
the right people discussing the right issues
Define the
4
Relationship Strategy • Enhance the quality of key relationships so
that you can win the sales opportunity
Turn Ideas
5
Into Actions
Output
• Relationship strategies for key people in the
Test and Improve
6
the Plan
customer organization who can influence the
buying decision
Implement the
7
Process
18 © The TAS Group 2011
19. TAS Opportunity Management
Decision Criteria
Uncover formal buying criteria
Uncover personal criteria of
Get buying criteria rankings for
buyers and company
Increase win rate by assessing
position against key criteria
19 © The TAS Group 2011
20. Turn Ideas Into Actions
Target Account Selling Process
Assess the Purpose
1
Opportunity
• Identify the specific activities you will need to
implement to win this opportunity
Set the Competitive
2
Strategy • Identify the resources required to support
each activity
Identify the
3
Key Players Benefits
• Shorten your sales cycle by identifying the
4
Define the activities required to advance your sales
Relationship Strategy campaign
• Align the resources required and the
Turn Ideas
5
Into Actions responsibility associated with the implementation
of each specific activity
Test and Improve
6
the Plan
Output
• Consolidated set of activities that focus on
winning the sales opportunity
Implement the
7
Process
20 © The TAS Group 2011
21. TAS Opportunity Management
PRIME Actions
Assign responsibilities and
actions for effective execution
Ensure all activities are focused
on progressing the opportunity
Minimize duplication of effort
Win more quickly by moving the
buying process forward
21 © The TAS Group 2011
22. Test and Improve the Plan
Target Account Selling Process
Assess the
1
Opportunity
Purpose
Review, test and improve the plan
Set the Competitive
2
Strategy Benefits
Determine where your plan will go wrong
Identify the Ensure that your plan is realistic and
3 achievable
Key Players
Leverage your cumulative sales experience
Define the
4
Relationship Strategy Outputs
Walk away with a better plan for closing these
5
Turn Ideas opportunities and
Into Actions
Reduce the time & effort it takes to do it!
Test and Improve
6
the Plan
Implement the
7
Process
22 © The TAS Group 2011
23. The Test and Improve Process
Understand the Plan Test the Plan Improve the Plan
(30 minutes) (10 minutes) (20 minutes)
Presenter 4. Understand
1. Present the Plan 5. Improve Plan
Vulnerabilities
• Present key elements of • Think, don’t defend • Propose solutions for
your plan • Record and internalize each vulnerability
vulnerabilities • Capture additional
recommendations
• Modify Plan and schedule
follow-up as needed
Reviewers 2. Listen and Ask 3. Consider Plan 6. Present
Questions Vulnerabilities Recommendations
• Let the presenter finish • Consider Customer, • Validate proposed
before asking questions Competition, Organization solutions
• Keep questions open- Partner perspectives • Offer additional solutions
ended and concise • Focus on vulnerabilities, the sales team has
• Don’t challenge yet not mistakes missed
• Don’t offer solutions yet
23 © The TAS Group 2011
24. Implement the Process
Target Account Selling Process
Assess the
1
Opportunity
Purpose
Sustain the Value
Set the Competitive
2
Strategy Benefits
Communicate expectations:
Identify the Ex: Opportunities = TAS Plan
3
Key Players Ex: Opportunity Reviews = Frequency
Ensure that your plan is understood, realistic
4
Define the and achievable
Relationship Strategy
Create strategic competitive advantage
Turn Ideas
5
Into Actions Outputs
Clear understanding of Prospect Organization
Test and Improve
Improved sales performance
6
the Plan
Implement the
7
Process
24 © The TAS Group 2011
25. Field Implementation
1. Review your TAS Opportunity Plan online with your Manager
2. Immediately apply the Initial Plan to all opportunities:
• Due to close in less than 30 days
• Above a certain revenue value
• On the forecast
• Deemed “critical” or “strategic”
3. Complete and test a TAS Opportunity Plan before:
• Headquarters office visits
• Senior management meeting with customers
• Demonstrations/Presentations
• Benchmarks/Prototypes
• Formal proposals
• Forecasting any significant sales opportunity
• Implementing significant sales campaigns
4. Use the ongoing learning resources available:
• Virtual Learning
• Sales 2.0 Network
• Coach Me
25 © The TAS Group 2011
26. TAS Opportunity Management Summary
• Manage and win more opportunities by
addressing critical questions
• Qualify early out of the wrong deals
• Increase the value of the deals you‟re working on
• Increase your percentage close rate
• Decrease the length of the sales cycle
=
26 © The TAS Group 2011
27. Dealmaker® TAS Opp and Acc Mgmt Suite
Coach Me – Real-time, deal-specific coaching
TAS Opportunity Management
Qualify Opportunity; Competitive Strategy; Political Map
Relationship Strategy; Decision Criteria; PRIME Actions
TAS Account Management
Profile the Account; Segment the Account; Create Potential
Opportunities; Select Strategy; Execute the Plan.
Sales Process Automation
Step-by-step sales best practices sales process, tailored for
your business, mapped to your customers‟ buying process.
Sales Forecasting
Accurate forecasts you can bet your business on. Calculated
close dates and close probability removes subjectivity. Full roll-up.
Performance Coach
Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck;
Sales Velocity; Deep insight for analysis and early coaching.
Virtual Learning
Learning and certification on-demand. Sales best practice content.
Always on, just-in-time, on-the-job learning.
Pulse – Intelligent social networking with instant objective deal alerts
27 © The TAS Group 2011
28. Key Benefits of Sales Methodology
• Enterprise Selling Process (ESP);
Portfolio Management Process
(PMP)
• Structured, repeatable methodology
• Maximize account penetration
• More effectively
• Inform and expand teamwork
• Defend/insulate against competition
• Target/create new business
• Improves
• Revenue and profit growth
• Customer satisfaction and retention
• Internal alignment and velocity
28 © The TAS Group 2011
29. Account Management Methodology at a Glance
• Profile and analyze customers‟ business structure and
organization
• Segment for business/service units or accounts,
identifying targets where high mutual value exists - focus
and prioritize
• Create new opportunities by mapping your solutions to
customer‟s business based on understanding Business
Drivers, Initiatives and CSFs
• Select account strategy by analyzing current status,
competitive position, future opportunity, and maximizing
the use of relationships, partners and marketing
• Create revenue objectives, business development plan
and then execute
29 © The TAS Group 2011
30. Methodology - Profile
• Framework for understanding your
customer
• Effectively analyze your customer
and their industry
• Know what is valuable to your
customer
• Discover the areas of mutual value
30 © The TAS Group 2011
31. Account Management
Account Plan Set-up
Plan framework done
quickly
Integrates with CRM
Account data
Define your own solutions
Easily add team
members for real-time
visibility and collaboration
Easy to create and
maintain plans
31 © The TAS Group 2011
32. Account Management
Organization Structure
Set up political maps for
Accounts, Business and
Service Units
Pull details from CRM
system, saves time
Differentiate between
hierarchy and power
Uncover all buying roles
32 © The TAS Group 2011
33. Methodology - Segment
• Model for segmenting your account
• Qualify the importance of business
and service units
• Build list of units on which to build
your account plan
• Look at the account from a marketing
perspective and in the eyes of your
customer
33 © The TAS Group 2011
34. Methodology - Create
• Understand your role in the
customer‟s organization
• Improve your relationships through
understanding their business
• Identify potential opportunities within
selected units
• Prioritize opportunities against your
customer‟s business initiatives and
CSFs
34 © The TAS Group 2011
35. Account Management
Business Strategy Map
Share structured „customer
alignment‟ research
Customer‟s business
drivers, initiatives and
critical success factors
Identify new potential
opportunities
Align opportunities to
customer initiatives
35 © The TAS Group 2011
36. Account Management
Opportunity Map
Record all opportunities
Explore how to sell all
solutions to all divisions
Identify „White Space‟
Segment business units
Record relationship levels
View complete account as
your marketplace
36 © The TAS Group 2011
37. Methodology - Select
Framework for deciding mutual value
of all opportunities
Determine the revenue potential in
each unit
Devise clear strategy for each unit
Plan the allocation of resources to
each unit
37 © The TAS Group 2011
38. Account Management
Value Map Analysis
Prioritize all opportunities
for optimal targeting
Find areas of mutual high
value
Customizable value
criteria and scoring /
ranking
38 © The TAS Group 2011
39. Methodology - Execute
• Establish the goal for your account
• Develop revenue, business
development and cross-account
objectives
• Implement specific actions to
achieve objectives
• Tailor your approach to the decision
orientation and culture of each
customer
39 © The TAS Group 2011
40. Account Management
OSAs –Getting it Done
Objectives, Strategies, Actions
Develop objectives,
strategies and actions to
enable effective execution
Align OSAs to plan or
specific BU/SU
Automatically assign
ownership for effective
execution
40 © The TAS Group 2011
41. Account Management
MarketView– See It All
See your total addressable
market in one view
Uncover the gaps and
target additional revenues
Gauge the future health of
all your accounts
Forecast by Global
Accounts or Verticals
Share automatically with
your teams and regions
41 © The TAS Group 2011
42. Working the Account Plan
OM + AM Eco-System
Drive new opportunities
through OM system
Build account plan and
then work the deals
Seamless AM to OM
integration
Expand account revenue
42 © The TAS Group 2011
43. Account Management
• Maximize the opportunities from your key accounts
• Effectively manage and support customers – lock
out competition
• Strengthen internal alignment
• Increase net new opportunities
• Increase overall account revenues
=
43 © The TAS Group 2011
44. Dealmaker® TAS Opp and Acc Mgmt Suite
Coach Me – Real-time, deal-specific coaching
TAS Opportunity Management
Qualify Opportunity; Competitive Strategy; Political Map
Relationship Strategy; Decision Criteria; PRIME Actions
TAS Account Management
Profile the Account; Segment the Account; Create Potential
Opportunities; Select Strategy; Execute the Plan.
Sales Process Automation
Step-by-step sales best practices sales process, tailored for
your business, mapped to your customers‟ buying process.
Sales Forecasting
Accurate forecasts you can bet your business on. Calculated
close dates and close probability removes subjectivity. Full roll-up.
Performance Coach
Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck;
Sales Velocity; Deep insight for analysis and early coaching.
Virtual Learning
Learning and certification on-demand. Sales best practice content.
Always on, just-in-time, on-the-job learning.
Pulse – Intelligent social networking with instant objective deal alerts
44 © The TAS Group 2011
45. Coach Me
Coach Me
Intelligent, automated deal
coaching
Guidance for each specific deal
Allows the sales person to self-
coach
Allows the sales coach to focus
on the high value-add areas
45 © The TAS Group 2011
46. Coach Me Summary
• Intelligent, specific deal coaching
• Boosts revenue performance by
making coaching easier
• Helps sales people to prepare for
deal reviews and self-coach
• Helps sales coaches focus on
where they can really add value
• Helps sales people sell smarter
and coaches coach smarter
46 © The TAS Group 2011
47. Dealmaker® TAS Opp and Acc Mgmt Suite
Coach Me – Real-time, deal-specific coaching
TAS Opportunity Management
Qualify Opportunity; Competitive Strategy; Political Map
Relationship Strategy; Decision Criteria; PRIME Actions
TAS Account Management
Profile the Account; Segment the Account; Create Potential
Opportunities; Select Strategy; Execute the Plan.
Sales Process Automation
Step-by-step sales best practices sales process, tailored for
your business, mapped to your customers‟ buying process.
Sales Forecasting
Accurate forecasts you can bet your business on. Calculated
close dates and close probability removes subjectivity. Full roll-up.
Performance Coach
Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck;
Sales Velocity; Deep insight for analysis and early coaching.
Virtual Learning
Learning and certification on-demand. Sales best practice content.
Always on, just-in-time, on-the-job learning.
Pulse – Intelligent social networking with instant objective deal alerts
47 © The TAS Group 2011
48. Sales Process Automation
Qualifier Assessment
Multiple sales processes
supported
Mapped to customers‟ buying
process(es)
Standardized sales stages
across organization
Action-oriented, common sales
language across sales force
Automated next steps to follow
48 © The TAS Group 2011
49. Sales Process vs. Sales Methodology
Sales Process Sales Methodology
• Where am I in this • How am I doing in this
opportunity? opportunity?
• Accelerate the customer‟s • Accelerate the company‟s
buying process sales process
• Enterprise-wide activities • Team and individual
activities
• Prescriptive
• Deductive
• Linear (one way)
• Stages (exits) • Iterative
• Continuous
© The TAS Group 2011
50. Sales Process and Sales Methodology Together
• Methodology and process, integrated with CRM system:
• Sales quota improves 88%
• Sales proposal close rate improves 155%
• Sales Process
layered into TAS
methodology
• Repeated application
of learnt best practice
• Cements the change
of sales behavior
Source: TAS Group Global Sales Effectiveness Benchmark Study, 2007-2009
Results from over 2,000 companies, 90% of which are notTAS Group customers
© The TAS Group 2011
51. Sales Process Automation Summary
• Increase win rate and quota achievement with a defined
sales process
• Efficiently use your sales resources with a defined process
• Unlock your customer‟s buying process to win earlier
• Focus on the right opportunities with effective qualification
• Control the sale by aligning sales and buying processes
51 © The TAS Group 2011
52. Dealmaker® TAS Opp and Acc Mgmt Suite
Coach Me – Real-time, deal-specific coaching
TAS Opportunity Management
Qualify Opportunity; Competitive Strategy; Political Map
Relationship Strategy; Decision Criteria; PRIME Actions
TAS Account Management
Profile the Account; Segment the Account; Create Potential
Opportunities; Select Strategy; Execute the Plan.
Sales Process Automation
Step-by-step sales best practices sales process, tailored for
your business, mapped to your customers‟ buying process.
Sales Forecasting
Accurate forecasts you can bet your business on. Calculated
close dates and close probability removes subjectivity. Full roll-up.
Performance Coach
Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck;
Sales Velocity; Deep insight for analysis and early coaching.
Virtual Learning
Learning and certification on-demand. Sales best practice content.
Always on, just-in-time, on-the-job learning.
Pulse – Intelligent social networking with instant objective deal alerts
52 © The TAS Group 2011
53. Pulse
Pulse
Follow instant deal, salesperson
and account updates
Control what you publish and
who follows you
Receive updates from your social
networking communities
Catch up via the pulse stream
and configurable email digest
Make good decisions based on
total and instant knowledge
53 © The TAS Group 2011
54. Pulse Summary
• Intelligent social networking for sales, with instant objective
deal alerts, and configurable digests via email
• Solves the problem of instant sales information flow
• Sales people get immediate messages and advice
• Account teams get instant account updates
• Sales managers stay up-to-the-minute on major deals
• Accelerate revenues with objective, reliable information
54 © The TAS Group 2011
55. Dealmaker TAS Opp and Acct Mgmt Suite
Coach Me – Real-time, deal-specific coaching
TAS Opportunity Management
Qualify Opportunity; Competitive Strategy; Political Map
Relationship Strategy; Decision Criteria; PRIME Actions
TAS Account Management
Profile the Account; Segment the Account; Create Potential
Opportunities; Select Strategy; Execute the Plan.
Sales Process Automation
Step-by-step sales best practices sales process, tailored for
your business, mapped to your customers‟ buying process.
Sales Forecasting
Accurate forecasts you can bet your business on. Calculated
close dates and close probability removes subjectivity. Full roll-up.
Performance Coach
Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck;
Sales Velocity; Deep insight for analysis and early coaching.
Virtual Learning
Learning and certification on-demand. Sales best practice content.
Always on, just-in-time, on-the-job learning.
Pulse – Intelligent social networking with instant objective deal alerts
55 © The TAS Group 2011
56. Accurate Sales Forecast
Forecast Analysis
Forecast accuracy you can bet
your business on
Forecast by role or across
accounts/vertical industries
System-audited data for accurate
leading indicators
Objective close date and
probability calculation
See and act on problems areas
before it‟s too late
Automated next steps to follow
56 © The TAS Group 2011
57. Accurate Sales Forecast Summary
• Objective in-depth analysis of actual sales performance
and insight into where to focus
• Accelerate sales through early coaching
• Removal of subjectivity which can naturally permeate
sales people‟s assessment
• Increased certainty and planning through accurate and
confident reporting to the business
57 © The TAS Group 2011
58. Dealmaker TAS Opp and Acct Mgmt Suite
Coach Me – Real-time, deal-specific coaching
TAS Opportunity Management
Qualify Opportunity; Competitive Strategy; Political Map
Relationship Strategy; Decision Criteria; PRIME Actions
TAS Account Management
Profile the Account; Segment the Account; Create Potential
Opportunities; Select Strategy; Execute the Plan.
Sales Process Automation
Step-by-step sales best practices sales process, tailored for
your business, mapped to your customers‟ buying process.
Sales Forecasting
Accurate forecasts you can bet your business on. Calculated
close dates and close probability removes subjectivity. Full roll-up.
Performance Coach
Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck;
Sales Velocity; Deep insight for analysis and early coaching.
Virtual Learning
Learning and certification on-demand. Sales best practice content.
Always on, just-in-time, on-the-job learning.
Pulse – Intelligent social networking with instant objective deal alerts
58 © The TAS Group 2011
59. Performance Coach
Pipeline Snapshot
Predict gaps in future revenue
from pipeline shortfalls
Target stage values calculated
from objective customer data
Drill-down into individual deals
for quick and effective action
59 © The TAS Group 2011 * TAS Index Study - See Appendix
60. Performance Coach
Healthcheck
Determine true pipeline value
Uncover active/inactive deals
Generate remediation actions
Take better informed marketing
decisions
60 © The TAS Group 2011
61. Performance Coach
What‟s Changed
See where the pipeline has
changed during the period
Pinpoint where deals are lost,
gone back or been discounted
Drill-down into individual deals
for quick and effective action
61 © The TAS Group 2011
62. Performance Coach
Velocity
Analyze sales velocity
Compare individuals and teams
for better coaching
Shorten sales cycle
62 © The TAS Group 2011
63. Performance Coach
Activity
Analyze activity in Dealmaker
Monitor key non-revenue
behavior
Fix „change execution‟ issues
63 © The TAS Group 2011
64. Performance Coach Summary
Accelerate pipeline revenue
Complete visibility of pipeline and deal data
Continuous advance insight into what‟s working
and what needs to be changed
Course correct before it‟s too late
Act quickly and effectively based on metrics insight
64 © The TAS Group 2011
65. Dealmaker TAS Opp and Acct Mgmt Suite
Coach Me – Real-time, deal-specific coaching
TAS Opportunity Management
Qualify Opportunity; Competitive Strategy; Political Map
Relationship Strategy; Decision Criteria; PRIME Actions
TAS Account Management
Profile the Account; Segment the Account; Create Potential
Opportunities; Select Strategy; Execute the Plan.
Sales Process Automation
Step-by-step sales best practices sales process, tailored for
your business, mapped to your customers‟ buying process.
Sales Forecasting
Accurate forecasts you can bet your business on. Calculated
close dates and close probability removes subjectivity. Full roll-up.
Performance Coach
Pipeline Snapshot; What‟s Changed; Pipeline Healthcheck;
Sales Velocity; Deep insight for analysis and early coaching.
Virtual Learning
Learning and certification on-demand. Sales best practice content.
Always on, just-in-time, on-the-job learning.
Pulse – Intelligent social networking with instant objective deal alerts
65 © The TAS Group 2011
66. Virtual Learning
Blended Learning Path
• Virtual Learning
• Virtual Workshops
• Classroom workshops
• Learning – Application –
Reinforcement
View sales learning as a process, not an event
• Requires organizational commitment at all levels
• Executive sponsorship
• Management reinforcement
• On-demand tools to help the sales person in their daily selling
© The TAS Group 2011
67. Virtual Learning
On-the-Job Methodology Learning
Refresh your understanding with what
you need - when you need it
67 © The TAS Group 2011
68. Virtual Learning
Sales 2.0 Environment
Customizable Content Engine
Rich Sales Best Practice Content
68 © The TAS Group 2011
69. Virtual Learning
Learn key concepts in advance
Methodology certification and
management reporting engine
Review progress as you learn,
know what you know, and get
coached on what you don‟t know
69 © The TAS Group 2011
70. Virtual Learning
Certification reporting for
managers
Managerial view of sales person
certification compliance
Know who to celebrate, and who
to chase up prior to workshops
70 © The TAS Group 2011
71. Virtual Learning
Apply acquired knowledge with
expert remote coaching
Start working real opportunities in
Dealmaker immediately
71 © The TAS Group 2011
72. Virtual Learning Summary
• Immediate impact through bite-size concept learning
for dramatically improved absorption
• Sustained sales performance through on-the-job
learning and reinforcement of best practices
• Highly cost effective through remote learning and
coaching for reduced travel time and expenses
• Accelerated sales success through customizable
curricula and integration with your content and LMS
• Drives ROI by making sales performance an ongoing
process rather than a one-off event
72 © The TAS Group 2011
Editor's Notes This is where you tailor and front load the presentation to your understanding of the customer’s Drivers, Initiatives and CSFs This is where you tailor and front load the presentation to your understanding of the customer’s Drivers, Initiatives and CSFs This is where you tailor and front load the presentation to your understanding of the customer’s Drivers, Initiatives and CSFs These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well. These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well. These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well. These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well. These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well. Use this slide if you feel it is important to distinguish between sales process/qualifier assessment/forecast and sales methodology. Use this slide if you feel it is important to distinguish between sales process/qualifier assessment/forecast and sales methodology. Notice how we’re calling this Sales Performance Automation. If they need optimization, then you can sell them the SPO package. These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well. Notice how we’re calling this Sales Performance Automation. If they need optimization, then you can sell them the SPO package. Notice how we’re calling this Sales Performance Automation. If they need optimization, then you can sell them the SPO package. These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well. These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well. These are the 5 main components that drive the deck, they are your signposts. Cut and paste the sections accordingly to reflect your customer’s priorities. If you want to engage them on implementation this early in the process, use the Change Execution Process Customer Presentation deck as well. This slide sets the scene for the process-driven approach to learning, rather than the event-classroom-based traditional approach. You can also talk about the on-the-job learning benefits of the virtual approach here, in terms of convenience, how people like to learn and the reinforcement/refreshment aspects.