03-EM the CapgeminiWay_Collaborative Sales Process - V3.1

8/10/2019 03-EM the CapgeminiWay_Collaborative Sales Process - V3.1

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Module 03

EM The Capgemini Way

Capgemini Collaborative Sales and Bid

Management Process

Engagement Management CurriculumCapgemini University 2010


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1EMThe Capgemini Way

Copyright Capgemini 2010 All Rights Reserved

Collaborative Selling Method

Must Win Opportunities

Collaborative Business Experience (CBE) in Sales

Power Base SellingWinning Sales Plan

Sales Flying Squads

Bid Management

Contents


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The way we sell : topics

Visit the Global Sales and Alliances Connection

How we win

Understand the market and identify the best sales opportunities

Understand the solutions we provide to help clients address theirbusiness issues

Involve our Alliance Partners in our Go to Market

Understand our Competition in various market places anddifferentiate ourselves from them

Use our knowledge and best practices to build strong content

Who we sell to

What we sell

Who we sell with

Who we competeagainst

How we manageour proposals

Use our Collaborative Selling methodology to design and rolloutthe best sales strategy

Winning opportunities and growing the business with the Capgemini way requires to

address the following topics, using our Collaborative Selling Methodology as a support
http://knew.capgemini.com/KNEW/Databases/CHS/CHSglbusinessdev.NSF/0/A749C92D0E5E7CEAC1256DAA00325CE4/$file/index.htmhttp://knew.capgemini.com/KNEW/Databases/CHS/CHSglbusinessdev.NSF/0/A749C92D0E5E7CEAC1256DAA00325CE4/$file/index.htm


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[email protected] call in at +1 312 395 8830

Global Sales & Alliances Connection Portal and Sales

Hotline


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Competitive Intelligence Center

Regular Services

Fortnightly

Monthly

Quarterly

Newsletter: Find the latest competitor

news and articles about their wins,

losses, earnings and top executive

movements

Webinar: Get an inside view on

Why behind winning and loosing of

deals

Publication: Get a complete snapshot

on the strategic positioning of key

competitors on Talent

Sales Behavior: Learn about the

competitor strategy for sales and their

go-to-market strategy gathered from

the experiences gained during bids

Dashboard: Get a heads up on the

performance of global and Indian pure

players

Priority Services

Customized Services

Research Reports

Bid Support: Enhance your

competitor awareness by knowing

their expected actions in a bid

scenario.

Analysis on Key Events: Get an

insight on key competitor events and

its probable impact on Capgemini.

For eg. Mergers and Acquisitions.

Current Buzz: Get an understanding

on some of the hot topics like BTO,

SOA etc. with competitor positioning

and recommendations Market Study: Market research with

latest happenings, Capgemini

position and competitor placement in

that. market. The study can be of a

service line, industry or region

Off-the-shelf Services

Competitor Profiles

Differentiator Documents

Short Profile: Get a birds eye view

from our one pager snapshot on key

competitors

Detailed Profile: Learn inside out of

the company from our detailed profile

on 16 parameters

Differentiator Grid: A comparative

snapshot on various parameters of

Capgemini vis--vis the competitor

Guidelines: Best practices to be

followed by Capgemini specific to the

competitor

Value Messages: Points of attack and

defense of the competitor

Coffee Machine Stories: Project goof-

ups and failures specific to the

competitor

The Competitive Intelligence Centre helps to provide an understanding of the competitive environment at

the account and opportunity level is key to differentiate ourselves and capitalize that for our pursuits

http://groupsales.capgemini.com/competitive_intelligence_center/


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All what you need to know about Rightshore

Visit the RightshorePortal page on Global Sales and Allainces Connection

The Rightshore Portal provides relevant information and knowledge about the best

way to take advantage of Rightshore in the solutions we sell

Information on delivery

capabilities at following

Capgemini locations

Onlineresources

which can be

accessed
http://talent.capgemini.com/Infocenter/rightshore_portal/sales/http://talent.capgemini.com/Infocenter/rightshore_portal/sales/http://talent.capgemini.com/Infocenter/rightshore_portal/sales/http://talent.capgemini.com/Infocenter/rightshore_portal/sales/http://talent.capgemini.com/Infocenter/rightshore_portal/sales/http://talent.capgemini.com/Infocenter/rightshore_portal/sales/http://talent.capgemini.com/Infocenter/rightshore_portal/sales/


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EMThe Capgemini Way


Team Exercise #2

You have been identified as the EngagementManager for a global SAP Supply Chain

implementation

This is a25M project, in a global strategic account of

Capgemini, operating in the pharmaceutical sector

Since you are the identified Engagement Manager,

you have also been asked to be the Bid Manager for

preparing the proposal. It is a competitive bid, withTCS, IBM, and Accenture also expected to submit

proposals

You have been invited to attend a kick-off meeting for

the bid with your Delivery Manager, the Account

Executive, and Sales Leader

What topics will be on your agenda for discussion at

this meeting, which will initiate the bid management

process ?

Preparation time 15 minutes

Presentation time 10 minutes


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EMThe Capgemini Way


The Collaborative Selling Wheel

Create winning strategy

Winning Sales Plan (WSP)

Collaborative Dialog

MW Strategy Session

Qualification of opportunity

Opportunity Assessment

MW Identification session

Go/No Go Decision (to 4)

Legend:

= Mandatory Deal Review = MW Tollgate Session = Collaborative Selling Tools = Other activity

No GO!

Opportunity

Qualifi-

cation

2

4

5

67

3

Demand

CreationWinning

Strategy

Formalizing

Agreement

FinalizingSolution

Proposing

1Market

Planning

(PMP)RelationshipDevelopment

Negotiation the Contract

Establish final Agreement

Initiate Delivery

MW Agreement Session

Create & Present Winning Proposal

MW Boost Session

Refine Winning Sales Plan

CBA (Collaborative Business

Agreement) Finalized

Deal Review (sign-off to propose)

Account Planning

Creating Demand Sales Plan(CDSP) initiated

Delivery

Create Winning Solution

Evaluate & validate Solution

Obtain Client Buy-in


Create winning strategy

Winning Sales Plan (WSP)

Collaborative Dialog

MW Strategy Session

Qualification of opportunity

Opportunity Assessment

MW Identification session

Go/No Go Decision (to 4)

Legend:

= Mandatory Deal Review = MW Tollgate Session = Collaborative Selling Tools = Other activity

No GO!No GO!

Opportunity

Qualifi-

cation

2

4

5

67

3

Demand

CreationWinning

Strategy

Formalizing

Agreement

FinalizingSolution

Proposing

1Market

Planning

(PMP)

1Market

Planning

(PMP)RelationshipDevelopmentRelationshipDevelopment

Negotiation the Contract

Establish final Agreement

Initiate Delivery

MW Agreement Session

Create & Present Winning Proposal

MW Boost Session


CBA (Collaborative Business

Agreement) Finalized

Deal Review (sign-off to propose)

Account Planning

Creating Demand Sales Plan(CDSP) initiated

DeliveryDelivery

Create Winning Solution

Evaluate & validate Solution

Obtain Client Buy-in


Sales


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EMThe Capgemini Way


The KARMA Account Segmentation

KARMA = Key Account Relationships and Market Analysis

KARMA will give us a common account taxonomy and will become

part of the DNA of the Group

Customers View of us as a Supplier

Ourv

iew

ofAccountAttractiveness

TARGET

ACCOUNTS

STRATEGIC

ACCOUNTS

ANCHOR

ACCOUNTS

TRANSACTION

ACCOUNTS

TransactionalRelationship

(Level 1) (Level 2) (Level 3)

PartnershipRelationship

(Level 3)

Low

(Level1)

Medium

(Level2)

H

igh

(Le

vel3)


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Collaborative Account Management

Overview


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LAMP Overview


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Buy-Sell Hierarchy - ascending the customer value chain

Strategic Focus/

Buy-Sell Hierarchy


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Large Account Management Process Gold Sheet


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Collaborative Selling elements

OpportunityManagement

Must Win

Dialog Tool

PowerBaseSelling

Opportunity

Winning

Sales Plan

Sales Strategy based on

a consistent approach on

Value messages

Competitive

positioning

Relationship network

PowerBase Selling focuses on critical success factors


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Winning Sales Plan Components

Customers

Business case

Value Messages

(Value proposition,

Value Statements)

Based onindustry, market and

customerresearch

+Meaningful

+

Curiositycompelling


customerresearch

+Meaningful

+

Curiositycompelling

=

Areason to receive me as a value-add professional

Enabling me to

Get the right meetingsfocused onthe

right issues

=


Enabling me to


right issues

Based on results-oriented

dialogue with the customer

+Measurable

+

Businessspecific and financiallycompelling



+Measurable

+


=

Alogical, businessreason to dobusiness

with mycompany

Enabling me to

Offersuperiorbusinessimprovement solutions

=


with mycompany

Enabling me to


Value PropositionValue Proposition

Value Application

Based onan individualsprofessional and personal agendas

+

Memorable

+

Personallycompelling


+Memorable

+


=

Apersonal reason to give my offeringfavored status

Enabling me to

Gain advantage overmycompetitors

=

Apersonal reason to give myofferingfavored status

Enabling me to


Value StatementValue StatementValue Statement

CorporateFocus

PersonalFocus


customerresearch

+Meaningful

+

Curiositycompelling


customerresearch

+Meaningful

+

Curiositycompelling

=


Enabling me to


right issues

=


Enabling me to


right issues



+Measurable

+




+Measurable

+


=


with mycompany

Enabling me to


=


with mycompany

Enabling me to


Value PropositionValue Proposition

Value ApplicationValue Application


+

Memorable

+



+Memorable

+


=

Apersonal reason to give my offeringfavored status

Enabling me to


=

Apersonal reason to give myofferingfavored status

Enabling me to


Value StatementValue StatementValue Statement

CorporateFocus

PersonalFocus

Competition :Static + Dynamic

analyses

Powerbase

Relationship Networkanalysis

Personal Agendas

Our strategy


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Four Classes of Strategy

Why? When? How? With Whom?

Capitalize on the

superiority of your

solution

When the client has

acknowledged your

overwhelming,

incontestable

superiority

Use elements of speed and

force to close quickly

Influential people capable

of championing your

superiority

To change the ground

rules to your

advantage

When youre unable

to show a clear

superiority under

current criteria

Fundamentally change the

buying criteria and/ or the

landscape of the sale

Use the element of surprise

An influential individual

willing to provide

leadership in changing the

buying criteria and/ or the

landscape of the sale

To gain a foothold or

portion of the business

To be competitive in

one area when you

cant be competitive in

all

When a portion of

the business cant

be won or is not

desirable

When 20% of

something is better

than 100% ofnothing

Partition the customers

opportunity and co-exist with

the competitor

Gain a foothold and grow

from there

A powerful person able to

champion a division of the

opportunity

Buy time/stall

Bottle up the

competition

When youre behind

or have entered the

opportunity late

When youre losing

Create fear, uncertainty,

doubt about proceeding too

quickly

Demonstrate some value

that can be gained only by

waiting

A powerful person with

enough influence to stall o

stop the buying process

Direct

Indirect

Divisional

Containment

Competitive Strategy Develop Strategy/CounterStrategy and Tactical Plan/Traps

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The Capgemini Way



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Must Win will, through increased focus and elimination of barriers, help us to win

the most important opportunities and to improve our sales efficiency

Why do we need Must Win

Our market environment is highly competitive and competition is high

Clients are getting more and more sophisticated and more demanding

We need to be able to provide the very best solutions at the right time, with the

best suited and most experienced people at a competitive price-range We need to work as a global company and leverage our skills and knowledge

throughout the group

We need to improve our win rate of big deals and deals of strategic importance

The purpose of the Must Win program is to improve our

win rate in a challenging market


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Criteria Global MW Regional MW Local MW

1. Handling of the bid Handled by several regions

(at least 3)

Handled within the SBU

(cross-divisional)

Handled locally

(within the division)

2. Need for resources and

/ or experts

Cross regional Within the region Locally

3. Position in the

marketplace

Make Capgemini stand out

in the global marketplace

Make Capgemini stand out

in the regional marketplace

Make Capgemini stand

out within a discipline

locally

4. Position regarding an

account

Keep position within and

competition out of a global

account


competition out of a regional

account


competition out of a local/

divisional account

5. Potential account Potential global account Potential regional account Potential local account

6. Reference Winning could create a solid

global reference

Winning could create a solid

regional reference

Winning could create a

solid local reference

7. Large contract value OS: > 30 M

TS: > 20 M

CS: > 10 M

Decided by each MBU Decided locally

Must Win : indicative management criteria for identification


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Priority on access to adhoc resources (bid team, SMEs)

Coachingon content and process (tollgate sessions)

Support and focus from Capgeministopmanagement:

Executive / Relationship sponsors

Bid steering committee, overcoming any bid

governance issue to enable the bid team to

concentrate on the customer

Facilitated escalationprocess:

Regular portfolio calls to address critical issues

Direct access to Capgemini Executive Committee

level if required

Additional services from Competitive IntelligenceCenter

Preferred knowledgemanagement support

Must Win enablers

Paul Hermelin participated in client

meetings with Total (global OS Must

Win was won, worth 73 mEUR)

Paul Hermelin held client meeting with

Allianz (led to a strong impact of client

relationship and won Phase 1)

Finding delivery resources from

different regions (SAP resources found

in Canada for a global Must Win in

France at EDF)

Finding better references (crucial

references were quickly found for a

global Must Win HR at Philips)

Competitive pricing (agreement onaggressive pricing between 5 different

regions for global Must Win at Shell Oil)

How it pays off !

MW

What it means to be a Must Win

A Must Win opportunity has priority over other opportunities!


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Track Record

Technical Knowledge

Industry Experience

Value for Fees

Cost of Entry Capabilities

Will not be seriously considered

without them

Collaboration

Understanding your Business

Reputation

Knowledge Transfer

Right Brain Factors

Often becomes the differentiator for

the selected firm

Accelerated DeliveryScalability

Intellectual Capital

Chemistry

Secondary Factors

Nice to have but not decisive

Source: Executive interviews, 71 respondents answeredCustomer Research: HawkPartners, Nov 2003

Key Selection Criteria for Professional Services Providers

Clients typically seek a combination of strong capabilities

and a collaborative approach


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4Aligning

Organization

Targeting Value means:

Identifying project benefits andensuring that the right resources

at the right level and right times

are applied to the project in order

to create and capture project

value

Aligning the Organization means:

Keeping the project teams aligned

and ensuring that cross-functionaland inter-organizational needs and

implementation issues are dealt with

effectively

2Mitigating

Risks

Mitigating Risk means:

Understanding the stakes

and the level of project risk

perceived by the client and

managing those risks

Optimizing Capabilities means:Stimulating the two-way transfer

of knowledge during the project

and ensuring that the know-how

and support necessary to

sustain the value of the project

is in place at completion

1Targeting Value

3OptimizingCapabilities

Dimensions of Collaboration

Capgemini has identified four key ingredients for

successful collaboration


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0

1

2

3

4

5

Targeting

Mitigating

Optimizing

Aligning

Four sets of Questions1Fully Disagree

5Fully agree

+Weighting Factor

100 points to split

=

The CBE Dialogue tool builds the project profile from

customer input

To be used EITHER:

WITH CLIENT

WEARING

CLIENTS SHOES


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Sales Flying Squads help improve the Win Rate on GRB

deals ranging from 5 to >100 M

For all other deals, SFS is mandatory if the strategic value is

decided by Group Sales Director

What value doSFS bring ?

Set up the best

team in order to be

successful

Support Sales

Team, especially

during the Due

Diligence and SLAdefinition phases

Encourage the team

to be more

agressive and

entrepreneurial

during the

competition

Link with ExecutiveBoard to focus and

resolve key issues

What deals qualify for SFS ?

Local & Regional

China and

India

Other

countries

UK, US, F,

Germany, NL

Strategic Deal

Team

0 to 5M

5 to 15M

15 to 30M

30 to 100 M

>100

When do SFS have a role ?

Qualification

FS

( Stage 3-4 )

Competitive

FS

( Stage 5-6 )

Commercial

FS

(Stage 7-S)

Help define ifwe should

pursue, if we

can compete, if

we are aligned

to win, if we

have a winning

sales plan

Provideassistance

and

immediate

operational

recomman-

dations to the

bid team

Assist in

closing and

transfer to

Delivery


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Staffing

SFS membership is subject to the

acceptance of rules (availability, time

schedule and localisation, nature of

deals, expenses)

People availability will be collected

through a single point of contact in each

SBU

SFS members are experts and coming

from sales, delivery, technical and

finance top group community

Funding

Initially, SFS are entirely funded by Group Sales. They are paid by Group Sales if the bid is lost and by the BU if the bid is

won

People rate will be aligned with market price. A yearly ICA will be raised by each BU wich will describe people involvment and

rates.

Supervision

The SFS process is under the

responsibility of the Group Sales

Director, and managed by Group

Sales Team

Support needed will be defined

with the bid team

Group Sales will be responsible

for building appropriate SFS in

order to maximise the impact

Rules

SFS will provide a concise report of

findings and recommendations to

the GRB as well as to local sales,

GSOs and group sales

SFS mission will end once the

closing bid decision is made

SFS will provide time sheets and

costs to Group Sales

SFS process is supervised by Group Sales.

SFS are funded by Group Sales if the bid is lost, by BUs if the bid is won.


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Formal Part

Proposal Development

Buying Team Coverage by Account Manager

SRAGo/

No-Go

Opportu-nity Iden-tification

Def BidMgr

Cover Buying Team

Proj.No.,

SPADE

Def. BidTeam

Appoach,Contents

Proj.Plan,

Efforts,

DraftStructureProposal

OSD,PRA

BCS,Approval

Matrix

Staffing

LegalICAs, SubContracts

Go/No-Go

ProposalProductn

ProposalFinali-sation

Sign-offDeliver

Proposal

Credentials search

Support and review proposal process and proposal development

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5 15 16

18

19

8 9 10 20 21 22

7

6

11

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Collaborative SellingBid Management Process

03-EM the CapgeminiWay_Collaborative Sales Process - V3.1

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