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IT STRATEGICSALES PLAN

SUBMITTED BY:

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1. CLIENT OVERVIEW

1.1 CLIENTAccount Name:

1.2 INDUSTRY SEGMENT/DIVISIONS:

Manufacturing

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.3 BUSINESS SUMMARYCEO:Public/private:Parent Co. (if applicable):parentNumber of employees: Year company established:

IN MILLIONS 2001CURRENT Net 2001

Revenue (% Y.O.Y growth) _% Growth Stock price/date _ USDPrevious 12 months range: _2002 outlook for earnings per share of

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1.4 BUSINESS UNIT DESCRIPTION AND TRENDS1.4 BUSINESS UNIT DESCRIPTION AND TRENDS

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1.4 BUSINESS UNIT DESCRIPTION AND TRENDS1.4 BUSINESS UNIT DESCRIPTION AND TRENDS (Contd..) (Contd..)

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BUSINESS UNIT DESCRIPTION AND TRENDSBUSINESS UNIT DESCRIPTION AND TRENDS (Contd..) (Contd..)

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STRATEGIC OVERVIEW

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BUDGETED EXPENDITURES OF FISCAL 2002

(IN MILLIONS)

Previous Spending Patterns

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Technology trends that could impact features and functionality…

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KEY POLICY LEVEL EXECUTIVES - ACTIVITY IS IN GREEN

TITLE Key executive Function/Role Details

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1.7 COMPETITORS RANKING OF VARIOUS DIVISIONS OF CLIENT ORGANIZATION

Competitive ranking

Main competitors

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1.9 SALES PROCESS/DECISION MAKING PROCESS FOLLOWED BY THE CLIENT ORGANISATION

Each new project or IT investment initiative is approved by the business through a thorough business case evaluation and the rating system is considered Corporate Classified.

Committee evaluation processes are engaged once through the buying process. Each purchase needs to be justified in terms of why this vendor (us), how much was saved, what is your metric criteria for choosing them and it must be quantifiable.

IT Spending is fairly centralized with most business units though diversified with project managers in others, all with significant control in the hands of the various unit heads

Senior Management mandates on vendor selections to preferred vendor pool only and that is taken very seriously and those that are approved are:

InfoWorx HCL HPS

TCS INFOSYS and a few smaller ones specific

NIITUSA WIPRO to an application

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2. CURRENT STATUS OF COMPANY

2.1 CLIENT RELATIONSHIP WITH THE COMPANY

As of

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CURRENT STATUS OF COMPANY (continued)

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2.2 CURRENT STATUS OF THE COMPANY (TO BE PREPARED INDIVIDUALLY FOR EACH OF THE CLIENT’S

DIVISION)THIS SECTION HAS YET TO BE FULLY RESEARCHED AND IS AN ON GOING PROCESS

Services being offered in the client organization at presentServices being offered in the client organization at present

DeliveryDelivery

Emerging areasEmerging areas

Engineering servicesEngineering services

On-siteOn-site Off/Site-shoreOff/Site-shore Off-siteOff-siteLine of Line of

serviceservice

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2.3 CONTRACT TERMS AND CONDITIONS In accordance with purchase orders as issued against master contract.

2.4 PRICING the current focus is on fixed price project development.

•Current CONTRACT pricing:

Other Terms & Conditions

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B. On-Shore costsShort Term Assignments

Overtime Rates

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2.5 BILLING CYCLE

Monthly, based on each individual Purchase order as part of the Master Agreement.

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S. No. Project Description

Status

1.

2.

3.

4.

5.

6.

7.

8.

9.

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2.7 STATUS ON WORK DONE FOR CUSTOMER (Project wise detail)

Maintenance Agreement

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Study completed for

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VISION

Mission Statement - To provide

3.2 STRATEGIC INITIATIVES BEING TAKEN BY CLIENT

3. UNDERSTANDING CLIENT ORGANIZATION (PREPARE INDIVIDUALLY FOR EACH DIVISION)

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IDEA GENERATION FOR POTENTIAL OPPORTUNITIES(Ideas are generated internally by the account planning team in a brainstorming session. The account team then weeds out the ideas that are not viable and puts down those ideas that could be a potential opportunity for the company. Needed action is taken on these ideas, progress is tracked and necessary steps are taken.

3.5 AREAS OF OPPORTUNITY FOR THE COMPANY

1.1. 6-point avenue identification6-point avenue identification

Existing customer, existing serviceExisting customer, existing service

ProgrammingProgramming

Existing customer, new serviceExisting customer, new service

•

•

•

•

•

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3.6 CURRENT STATUS OF THE COMPANY (TO BE PREPARED INDIVIDUALLY FOR EACH DIVISION)

Services being offered in the client organization at presentServices being offered in the client organization at present

Potential opportunity in the client organizationPotential opportunity in the client organization

DeliveryDelivery

E-businessE-business

Enterprise solutionsEnterprise solutions

Emerging areasEmerging areas

Engineering servicesEngineering services

On-siteOn-siteLine of Line of

serviceservice

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3.7 STRATEGY FOR ACCOUNT

List key potential areas to focus on in the near future (for example, a one-year period), and the List key potential areas to focus on in the near future (for example, a one-year period), and the

initiatives to be taken to meet this objective initiatives to be taken to meet this objective

S. NoS. No Key potential opportunityKey potential opportunity Strategy/ Action planStrategy/ Action plan

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S. No.

Steps

Activity

DMU DMC Players

Decision

makers

Influencers

1. Idea generation

2. Awareness building

3. Requirement definition

4. Technical evaluation

5. Prototype

6. Proposal preparation

7. Evaluation of bid

8. Vendor selection

9. Contract awarded

10. Project initiation

DECISION PROCESS

CustomerCustomer CompanyCompany

ILLUSTRATIVEILLUSTRATIVE

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S. No.

Requirement

Current position/status

Desired position

Who to involve?

3(B). “Good to have” factors to win the deal

3(A). Necessary requirements to win the deal (stated explicitly or implicitly by client)

S. No.

Requirement

Current position/status

Desired position

Who to involve?

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S.No Activity Responsibility Date

4. KEY INITIATIVES TO CONVERT OPPORTUNITY INTO REAL BUSINESS - ACTION PLAN

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Price issues versus skill sets….should reduce the load for major account pricing and delivery.

The Problem remains constant in that the skill sets though often

available are not sellable at the rates required by this client unless they are “out of scope” of the GTA and most everything requested by the client to date is in scope and on our contract.

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6. ISSUES/ RISK FACTORS -

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Issues/RisksIssues/Risks (Key) Mitigation strategies/Action plan(Key) Mitigation strategies/Action plan

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Investments in manpower and proto-types without a return in the form of new business.

I have been pressing inroads for new business as a follow-up to other “gifts” of service provided

As year end approaches all bases and contacts have been made and feedback is that there is a lot of potential and possibilities ...

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Metric EstimateS.No. Actual Deviation

Billing

Share

Average $ Rate/Hr

1.

2.

3.

Note: The detailed metrics for each sales plan would be the key performance parameters for the sales executive/AM and will be monitored in the performance appraisal.

ILLUSTRATIVE 7. OPPORTUNITY SNAP SHOT7. OPPORTUNITY SNAP SHOT

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Skills required

Closing date

Probability of success

4.4.

5.5.

6.6.

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4. CUSTOMER SATISFACTION

4.2 RECURRING ISSUES

4.1 CUSTOMER SATISFACTION MEASURES

MeasuresMeasures TargetTarget ActualActual Steps to be Steps to be

taken to meet taken to meet

targettarget

Whom to Whom to

involve?involve?

Note: Note: To be reviewed monthly by account managerTo be reviewed monthly by account manager

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6. POTENTIAL THREAT TO RELATIONSHIP

5. FACTORS CRITICAL TO ENHANCE RELATIONSHIP WITH CLIENT5. FACTORS CRITICAL TO ENHANCE RELATIONSHIP WITH CLIENT

Note:Note: An example could be visits of the company’s senior management to An example could be visits of the company’s senior management to

the client organization. If this is an important measure, it should be the client organization. If this is an important measure, it should be

reflected in the customer satisfaction measures also (item 4.1)reflected in the customer satisfaction measures also (item 4.1)

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Metric TargetS.No. Actual GAP

Billing

Average $ Rate/Hr

1.

2

Note: The detailed metrics for each plan would be the key performance parameters for the sales executive/AM and will be monitored in the performance appraisal.

2. ACHIEVEMENTS FOR THE COMPANY

7. SUMMARY OF ACCOUNT (To be filled in periodically)

$

Listed elsewhere in this presentation

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3. COMPLAINTS FROM CLIENT AND STATUS ON ADDRESSAL OF COMPLAINT

7. SUMMARY OF ACCOUNT (To be filled in periodically) (Contd.)

All client complaints were short term in nature and have been addressed and the issue resolved to the clients satisfaction. In every case it was a

matter of misreading the clients style or requirements.

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