TBA Capabilities: TBA Capabilities:

Building a Better Customer Building a Better Customer

Development ProcessDevelopment Process

with a Smart Salesforcewith a Smart Salesforce

Prepared by:Prepared by:

Tom BlodgettTom Blodgett

CEO, TBA Resources, Inc.CEO, TBA Resources, Inc.

18 Stonlea Lane18 Stonlea Lane

Dublin, NH 03444Dublin, NH 03444

212-563-7740, 212-563-7740, info@tbaresources.cominfo@tbaresources.com

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Concept OverviewConcept Overview

1.1. TBA – who we are and what we offerTBA – who we are and what we offer

2.2. CRM strategy deployment experienceCRM strategy deployment experience

3.3. How our approach ensures successHow our approach ensures success

4.4. Smart Selling training methodologySmart Selling training methodology

5.5. TBA engagement modelTBA engagement model

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TBA – Who We AreTBA – Who We Are

Leading sales competency & business solution provider Leading sales competency & business solution provider across industry boundariesacross industry boundaries

40 years experience in executive coaching, performance 40 years experience in executive coaching, performance consulting, and selling system development consulting, and selling system development

MBA Harvard Business SchoolMBA Harvard Business School Managed the development of the original Professional Managed the development of the original Professional

Selling Skills (PSS) program Selling Skills (PSS) program General Manager of Xerox Learning Systems (XLS), General Manager of Xerox Learning Systems (XLS),

1965-19731965-1973 Founded TBA Resources in 1973—primary training Founded TBA Resources in 1973—primary training

supplier relationship with many industry leaderssupplier relationship with many industry leaders Network of partners, instructional designers, developers, Network of partners, instructional designers, developers,

instructorsinstructors

Tom Blodgett and development / delivery networkTom Blodgett and development / delivery network

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TBA – What We OfferTBA – What We Offer

Instructional design that assures job-relevant Instructional design that assures job-relevant subject matter content and individual certification in subject matter content and individual certification in necessary Global Account Management/Sales necessary Global Account Management/Sales competenciescompetencies

Customization to client environment: specific Customization to client environment: specific corporate values, skills and knowledge applications, corporate values, skills and knowledge applications, targeted value segments and strategic customerstargeted value segments and strategic customers

Performance support tools, change management Performance support tools, change management consulting, and leadership support to assure consulting, and leadership support to assure sustainable profit improvement through coaching sustainable profit improvement through coaching and performance managementand performance management

Differentiating capabilities:Differentiating capabilities:

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Market Challenge of Market Challenge of 20042004

Top customers want to control the buying process Top customers want to control the buying process and do not want to be soldand do not want to be sold

Suppliers often appear the same, or are made to Suppliers often appear the same, or are made to look the same, so price is still the differentiatorlook the same, so price is still the differentiator

Value propositions must evolve from product to Value propositions must evolve from product to service to relationship focus, and be tailored to service to relationship focus, and be tailored to strengthen customer alliance potentialstrengthen customer alliance potential

Strategic dependence between supplier and Strategic dependence between supplier and customer is the best offense and only defense for customer is the best offense and only defense for the high value customer segmentthe high value customer segment

The strategic account management best practice The strategic account management best practice model has changed dramaticallymodel has changed dramatically

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““As Is” vs. “To Be”As Is” vs. “To Be”

Learn to treat top customer relationships as assetsLearn to treat top customer relationships as assets Select future winners and seek alliances with themSelect future winners and seek alliances with them Focus on gain in future wallet (not only present wallet)Focus on gain in future wallet (not only present wallet) Jointly determine the optimum commitment of supplier and Jointly determine the optimum commitment of supplier and

customer resourcescustomer resources Jointly undertake the necessary product and service Jointly undertake the necessary product and service

adaptations for mutual gainadaptations for mutual gain Seek distinguishable customer intelligence, insight and Seek distinguishable customer intelligence, insight and

understanding of what drives the customer’s business modelunderstanding of what drives the customer’s business model Transfer value from products to services, increasing Transfer value from products to services, increasing

sustainable return on customer assetssustainable return on customer assets

Broad aims and guiding principles for 2004 strategic Broad aims and guiding principles for 2004 strategic account manager developmentaccount manager development

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TBA – What We OfferTBA – What We Offer

Strategy Orientation (SO) –Strategy Orientation (SO) – strategy review, values / strategy review, values / skills inventory, assessment and planningskills inventory, assessment and planning

Product/Market Knowledge Application (PKA) –Product/Market Knowledge Application (PKA) – web-based market segment / channel training for web-based market segment / channel training for strategic insight including diagnostic certificationstrategic insight including diagnostic certification

Consultative Influence Skills (CIS) –Consultative Influence Skills (CIS) – executive executive conversation skills for all levels, in all phases to conversation skills for all levels, in all phases to facilitate choices / process integrationfacilitate choices / process integration

Smart Selling Program (SSP) –Smart Selling Program (SSP) – strategic multi- strategic multi-functional team selling for alliances and partnershipsfunctional team selling for alliances and partnerships

Maximizing Sales Performance (MSP) –Maximizing Sales Performance (MSP) – sales sales management coaching / 360management coaching / 360º feedback on º feedback on competency modelcompetency model

Customized Smart Selling training programs for Customized Smart Selling training programs for unique client needs – no one size fits all – for example:unique client needs – no one size fits all – for example:

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CRM Deployment ExperienceCRM Deployment Experience

American ExpressAmerican Express Aventis (Rhone Poulenc Rorer)Aventis (Rhone Poulenc Rorer) Chase Global Investor ServicesChase Global Investor Services GE Industrial Risk InsurersGE Industrial Risk Insurers Hilti CorporationHilti Corporation MeadWestvaco Packaging Resources GroupMeadWestvaco Packaging Resources Group Prudential Life InsurancePrudential Life Insurance Toronto-Dominion BankToronto-Dominion Bank Unistrut EngineeringUnistrut Engineering WeyerhaeuserWeyerhaeuser

Sample clients :

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CRM Implementation CRM Implementation IssuesIssues

Overcoming organizational barriersOvercoming organizational barriers

Aligning CRM goals with business goalsAligning CRM goals with business goals

Gaining management supportGaining management support

Overcoming employee resistanceOvercoming employee resistance

Training employeesTraining employees

Redesigning effective work flowsRedesigning effective work flows

Changing measurement / reward systemsChanging measurement / reward systems

TBA addresses the most important and difficult to resolveIMPORTANCE DIFFICULTY

2.52.5

2.72.7

2.72.7

2.52.5

2.72.7

2.52.5

2.12.1

2.42.4

2.12.1

1.81.8

2.32.3

1.81.8

2.32.3

2.02.0

Source: Fujitsu Consulting, 2001; Scale: 0-3.0

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CRM Implementation CRM Implementation GoalsGoals

Sell more to current customersSell more to current customers

Increase customer satisfactionIncrease customer satisfaction

Increase customer loyalty / retentionIncrease customer loyalty / retention

Increase revenueIncrease revenue

Acquire new customersAcquire new customers

Identify new product / service opportunitiesIdentify new product / service opportunities

Increase customer profitabilityIncrease customer profitability

TBA addresses most frequently set and least frequently met strategic account management goals

SET MET

98 %98 %

88%88%

86%86%

79%79%

74%74%

71%71%

58%58%

71%71%

75%75%

59%59%

48%48%

56%56%

71%71%

60%60%

Source: Fujitsu Consulting, 2001 ; Scale: 0-3.0

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Each enterprise, strategic business unit and channel has unique needs, challenges & opportunities:

Becoming embedded in customer strategyBecoming embedded in customer strategy

Determining best practice modelsDetermining best practice models

Enhancing selling process and skillsEnhancing selling process and skills

Gaining appropriate standardizationGaining appropriate standardization

Sustaining knowledge / skill / relationship advantageSustaining knowledge / skill / relationship advantage

Attaining incremental sales productivityAttaining incremental sales productivity

Finding the right development partner capabilitiesFinding the right development partner capabilities

Strategy AlignmentStrategy Alignment

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How TBA Ensures How TBA Ensures SuccessSuccess

Conducting discovery research with management Conducting discovery research with management and top performersand top performers

Designing training options / building on generic Designing training options / building on generic platformsplatforms

Gaining deep client knowledge for role plays, case Gaining deep client knowledge for role plays, case situations, etc.situations, etc.

Teaching knowledge and skills through tested Teaching knowledge and skills through tested learning system including web-based program learning system including web-based program deliverydelivery

Collaborating to reinforce through continuous Collaborating to reinforce through continuous learning and coachinglearning and coaching

TBA begins with understanding the client’s present state/future state – unique to enterprise / SBU /channel

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Tested Learning SystemTested Learning System

Strategy, pre-course (paper or CBT), assessment, cases

1. Awareness

5. Reinforcement Pre-call plans, assessment, coaching, development planning, certification

2. Acquisition Discussion, text, CBT, audio / video modeling

3. Strengthening Application & individual team exercises

4. Transfer Role play, scripted & WYO cases, video playback

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Example: Smart SellingExample: Smart Selling

Selling Selling CultureCulture

Be in synch with selling and service culture

Each Smart Salesforce improvement training module should:

Involve managers in coaching

CoachinCoaching g

PracticePracticess

Integrate skills with unique strategic selling process Selling Selling

ProcessProcess

Utilize selling tools for impact

Selling Selling Tool Tool UseUse

Ensure acquiring and using expert customer knowledge

KnowledgKnowledge Usee Use

Selling Selling Skills Skills ModelModel

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Learning Path & Learning Path & ApplicationApplication

ADPADPADPADP

CISCISCISCISSOSOSOSO

SSPSSPSSPSSP MSPMSP

MMMMMMMMATTITUDE

ATTITUDE

KNOWLEDGE

KNOWLEDGE

SKILLSSKILLS

COACHINGCOACHING

TO BE DETERMINEDTO BE DETERMINED

NO ONE SIZE FITS ALLNO ONE SIZE FITS ALL

PIKAPIKA

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Old MethodologyOld Methodology

MaintenanceOrder-Taking

Pre-Prospecting

Prospecting

DataCollection

Qualifying

ExploringNeeds

DeterminingNeeds / FitRequalifying

Drafting the Proposal

GainingCommitment

Delivery

Making thePresentation

Customer is satisfied Customer is

interested

Customer commits to

taking action

Customer is convinced you

have the solution

12 1

2

3

4

5

67

8

9

10

11

CUSTOMER

Linear Linear

customer customer

acquisitioacquisitio

n modeln model

One One

classroom classroom training training

program program inoculationinoculation

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Strategy MobilizationStrategy MobilizationChange Management: Begin with assessment & attainment of corporate values and competency-based behaviors

IntegrityIntegrity

Performance-drivenPerformance-driven

Customer-focusCustomer-focus

InnovationInnovation

People focusPeople focus

CompetitivenessCompetitiveness

CollaborationCollaboration

Skills Inventory

ProcessImprovemen

t

PerformanceManagement

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Market ManagementMarket Management

53%

36%

14%

3%

22%

24%

40%

14%Number ofCustomersas % total(A,B, C, D segments) Profit

Valueas %

Source: PricewaterhouseCoopers research

Customer value segmentation based on profit contribution

Strategic Segment

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Product/Market Product/Market KnowledgeKnowledge

Self-paced learning units

Learning objectivesLearning objectives Content screensContent screens Additional informationAdditional information Comprehension checksComprehension checks Key pointsKey points Unit reviewsUnit reviews GlossaryGlossary Reference filesReference files

Diagnostic knowledge assessment

Objectively-scoredObjectively-scored Multiple question typesMultiple question types Assessment and topic Assessment and topic

outcomes (certification)outcomes (certification) Immediate score and Immediate score and

narrative feedbacknarrative feedback Grade book, transcript, and Grade book, transcript, and

coaching reportscoaching reports

Optional workshop component Content reviewContent review Strengthening exercisesStrengthening exercises Tools applicationTools application Group decision makingGroup decision making Full simulationsFull simulations

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Account DevelopmentAccount DevelopmentDynamic customer relationship model for sustaining perpetual value creation

ImplementPlan

ProvideService

FindFacts

StructureAgreement

SellConcept

GainDecision

Plans Phases

of Sale &Customer

Relationship Uses influence skills in each phase with select decision makers

Basic continuous

account (opportunity) development

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Consultative Influence SkillsConsultative Influence Skills

Determine Acceptable& Optimal Best Solutions

Explore Problems,Needs and Requirements

Establish Superordinate Business Purpose

Internal Preparation for Customer Partnership

Address Challenges& Resolve Legitimate

Concerns

Committo

Next Steps

BuildBuildExecutive & Executive & ProfessionalProfessionalRelationshipRelationship

BuildBuildExecutive & Executive & ProfessionalProfessionalRelationshipRelationship

Skills necessary at executive levels for facilitating choices Skills necessary at executive levels for facilitating choices and knowledge advantage exceeding customer expectationsand knowledge advantage exceeding customer expectations

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CONTINUOUSCONTINUOUS OPPORTUNITY OPPORTUNITY

MAPPING &MAPPING & STRATEGY STRATEGY DEPLOYMENTDEPLOYMENT

CONTINUOUS STAGE SETTING – MULTI-YEAR RELATIONSHIP GOALS

STAGE 1 STAGE 1 –– PROFILING PROFILING

THE ALLIANCETHE ALLIANCE PARTNERSHIPPARTNERSHIP

STAGE 4 STAGE 4 –– PRESENTINGPRESENTINGTHE ALLIANCETHE ALLIANCE

PARTNERSHIPPARTNERSHIP

STAGE 3 STAGE 3 –– SCOPING THESCOPING THE

INTEGRATEDINTEGRATED SOLUTIONSOLUTION

STAGE 2 STAGE 2 –– ASSESSING ASSESSING

THE MARKETTHE MARKET OPPORTUNITYOPPORTUNITY

INTEGRATIONWITH

CUSTOMERTEAM

RESOURCES

INTEGRATION OF SUPPLIER

TEAMRESOURCES

Smart Selling ProgramSmart Selling ProgramGlobal multi-functional team or strategic account team for solution selling

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Self-Directed or Classroom Learning Observed

Application/Performance

Problem Analysis

360º Feedback / KnowledgeAssessment

PersonalDevelopment

Planning

Skills CoachingThrough Meetings /

Joint Selling Performance Coaching

(Job Counseling)

COMPETENCIES• Personal• Technical• Functional• Leadership

Smart Sales CoachingSmart Sales CoachingMaximizing Sales Performance through continuous feed-back and learning

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TBA Engagement TBA Engagement ModelModel

Refine preliminary hypothesis, shared value Refine preliminary hypothesis, shared value proposition, project scope and project visionproposition, project scope and project vision

Discover best practices & skills inventory to Discover best practices & skills inventory to determine skills gaps and plan developmentdetermine skills gaps and plan development

Discover barriers to productivity improvement Discover barriers to productivity improvement (most likely root causes) and plan to address (most likely root causes) and plan to address performance issuesperformance issues

Design, develop and deliver to specification, as Design, develop and deliver to specification, as budgeted, evaluate, apply, refine and applybudgeted, evaluate, apply, refine and apply

Measure impact and return on investmentMeasure impact and return on investment

Continued improvement in Smart Selling

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Engagement: Engagement: CustomizationCustomization

DiscoveryDiscovery& Design& Design

Progressive stages of initial design, development & delivery for TBA Client to assimilate and apply technology

DataGathering

Beta Test / Sign Off

Train-the-Trainer

Technical Review /

Sign Off

Piloting / Sign Off

Custom- izationStrategy

Draft Devel-opment

EditorialRevisions

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Implementation ExampleImplementation Example

Discovery

Decision

Data-Gathering /Customization

JUNE JULY AUGUST SEPTEMBER OCTOBER

Technical Review

Beta Test

Production

Pilots / Revisions

Train-the-Trainer

4 11 18 25 2 9 16 23 30 6 13 20 27 3 10 17 24 1 8 15

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Development Development PartnershipPartnership

Linked Tactics

MarketManagement

Incentives

Learning

Coaching

Business Outcomes

Future Share of Wallet

Sales/Service Performance

DRIVE THE NEED

ADD VALUE

SMART SALESFORCE ALIGNMENT & SPONSORSHIP