1 © The Delos Partnership 2005 Delos Partners’ Meeting Datchet Green 14 th January 2004.

1 © The Delos Partnership 2005

Delos Partners’ MeetingDelos Partners’ Meeting

Datchet Green 14th January 2004


AgendaAgenda


Actions from last meetingActions from last meeting


RW ActionsRW Actions

•ILUDO Chart•Course Booking Form•Procurement Assessment•Process Owners•Delos Award•Course Evaluation•Implementation Template


RW ActionsRW Actions

•RFID Article•Mike Stradling IP•Sales Fishbone


AnalysisAnalysis

Year Who Success AmountCount of Company

Success %

Average Amount

£2003

GH 2 24 3 67% 12 GL 1 100 4 25% 100 JM 1 9 1 100% 9 RC 1 12 3 33% 12 RW 3 157 8 38% 52

2003 Total 8 302 19 42% 38

2004GH 3 28 18 17% 9GL 0 7 0%MS 1 12 3 33% 12PC 0 2 0%PW 0 4 0%RC 1 4 4 25% 4RW 8 87 14 57% 11

2004 Total 13 131 52 25% 10

Grand Total 21 433 71 30% 21

ANALYSIS OF PROPOSALS MADE


Achievement 2004Achievement 2004


What went wellWhat went well

SAB Wabco – demonstrates Delos concept of team

Vasogen – implementation supportMessier Dowty – GSOP; Karen a friendNew Lean and Agile course [twice]We met our business plan – justGot new business – Chevron, AG Barr,CristalProcurement developmentWe’ve done two years !


What did not go so wellWhat did not go so well

Did not make £ 1.0 million

Ran out of business

Lost Mike Stradling

Did not make personal profit target


Key CustomersKey Customers

Client £ 000 Revenue Who

Involved

Assumptions

Q1 Q2 Q3 Q4 Tot

ABF Ingredients 4 7 2 1 14 RW,RC Sign off in USA

Raflatac 3 3 3 2 11 RW,RC Project gets go ahead

Chevron 5 5 5 16 RW,GH Short term approved; spreads to rest of Chevron

Messier 6 8 2 3 18 RW/GL Short term approved; rest needs approval

Sab Wabco 6 3 9 RW/PW SAB Wabco come back; RW to get to SB

Cristal 8 8 RW/GH Approval required

Others 13 25 20 58 RW/RC/PW/GH

Pipeline gets filled

Total 26 42 35 31 134


Resources /BarriersResources /Barriers

Resources Required Barriers to achievement

1. Telesales to develop leads

2. Seminars to develop leads

3. Brochure and publicity collateral

1. Failure to convert current opportunities/pipeline

2. Telesales does not convert calls into appointments


Key CustomersKey CustomersClient £ 000 Revenue Who

Involved

Assumptions

Q1 Q2 Q3 Q4 Tot

Intervet 18 30 16 16 80 Rod, Gordon

G1 Simulator. Possible upside for G2.

Unipath 2 2 Rod Upside from lean (Tim), NPI (Richard) and full IEL work

Syngenta 3 3 6 Rod Tremendous upsides if Dave Allen bites!

GSK 2 2 2 6 Rod Support for Steve Blackledge. Upside with Matthew Winterman

Merck 2 3 3 8 Rod Ian McCubbin will agree to low level support

SSA Global 4 2 2 6 Rod US Conference and Euro conferences go ahead

Others 4 18 18 20 62 Rod Fullers, Edrington, DARA, Alpharma etc.

Total 35 58 39 38 170




1. None 1. Intervet decide less need for Rod.

2. Intervet decide they can run the G1 Simulator without Gordon.

3. Failure to convert Merck, GSK, Syngenta, etc.




Involved

Assumptions

Q1 Q2 Q3 Q4 Tot

Invitrogen 5 0 8 3 16 PW/RW Sign off in US

BioReliance 0 5 0 3 8 PW/RW Invitrogen entry

Cendant 0 3 5 0 8 PW Feb Masterclass Attendance

UCB Pharma 0 3 0 5 8 PW/RW Positive 26Jan05 Meeting

Ordnance Survey

0 5 0 0 5 PW/RW Benchmarking Completion

Kronos 0 5 0 0 5 PW/RW Positive S&M Meeting in Paris

Others 4 2 2 7 15 PW/All Convert 3 from 17 prospects

Total 9 23 15 18 65




1. RW support & availability

2. Integrated Education Package– Procurement– Meeting & Presentation Skills– Lean & Agile– Sales Forecasting– Career Development– Finance

1. Senior level contacts – especially USA and contacts.

2. RW – other priorities

3. PW - Over involvement with one customer or gets an interim offer.




Involved

Assumptions

Q1 Q2 Q3 Q4 Tot

Boehringer 5 3 3 5 16 GL, PC

Hexcel 1 3 3 3 10 GL, RC Project gets go ahead.

SPS 4 3 2 5 14 GL Budget constraints.

Martin Lunel 1 2 1 2 6 GL GM decides it's time to act.

SLAT 3 3 3 9 GL Principle is OK, GM needs to clear the place before.

Others 1 6 6 8 21 GL, PC Pipeline gets filled

Total 12 20 18 26 76







4. Public education develop through new sales approach



3. Competition direct and indirect

4. Inadequate offer




Involved

Assumptions

Q1 Q2 Q3 Q4 Tot

BAE Systems 2 16 5 23 RW, GH Consultancy and education gets go ahead

Kenwood 5 5 RW, GH Project gets go ahead.

Quinton Hazell 5 5 GH Dependent on visit and price

.

Others 7 15 23 45 GH, RW, RC, PW

Pipeline gets filled

Total 7 28 20 23 78







4. Public education develop through new sales approach



3. Competition direct and indirect

4. Inadequate offer


PipelinePipeline

Company Status Prospect


Demand PlanDemand Plan


Marketing PlanMarketing Plan


Delos Innovation pipelineDelos Innovation pipelineG1

G2

G3

G

4Item Stage 1

Stage 2

Stage 3

Stage 4

Stage 5

RC IEL Book

RW Intranet

RW Implementation class 29/06/04

GH Customer Relationship Course /9/04

GH IEP Seminar with Demand Solutions

MS Change Management course

GH Brochure 18/6/04

PW Procurement Course

MS PMI Offering

MS Delos Award Offering

PC Team coaching course

GL Supplier Relationship Course


Delos Innovation pipelineDelos Innovation pipeline

G1

G2

G3

G

4Item Stage 1 Stage 2 Stage 3 Stage 4 Stage 5

PW Procurement MasterClass

RW Procurement section in Assessment

MS Knowledge Map of our offering

MS Validation of Pharmaceutical and other industries

MS Presentation skills

RW Messier Dowty Case Study

GH BNFL Case Study

GH Course Fliers with new pictures

GH Delos Prospectus

GL Programme Management

GL Book on Guide for Excellence

RC Software selection guide/process

PW Delos Supplier Appraisal Guide


Web Based EducationWeb Based Education


Supply Demand BalanceSupply Demand Balance


Sign off of Business PlanSign off of Business Plan


Sales ProcessSales Process

1. Open – Initial meeting to qualify lead; this could be cold call by Telesales or lead provided by any partner or associate

• Prospect turns to• Warm when lead qualified

2. Close – Turn prospect into business; managed by Relationship Manager

• Hot becomes client

3. Deliver – provide client with required product/ service

4. Harvest – continue to get revenue for all Delos Partners


Sales Structure - stagesSales Structure - stagesDEVELOPMENT STAGE

Open Close Deliver Harvest

Family Product WhoGH/SP/RW/GL

Supported

By

Sarah [Fr]

Hellie [UK]

AN Other

RW/GL Consulting

Lead - RC

Planning RW/GH/RC/

GL

RW/GH/RC/

GL

RW/GL Lean RW/TW/GL RW/TW/GL

RW/GL Procure PW PW

GH CRM GH GH

RC IT RC RC

RW/GL Education

Lead - GH

Planning RW/GH/RC/GL RW/GH/RC/GL

RW/GL Lean RW/TW/GL RW/TW/GL

RW/GL Procure RW/PW PW

GH CRM GH GH

RC IT RC/GH RC/GH

RW Workshop

Lead - RW

Planning RW/GH/RC/GL RW/GH/RC/GL

RW/TW Lean RW/TW/GL RW/TW/GL

RW Procure RW/PW RW/PW

GH CRM GH GH

RC/DC/GL Coaching

Lead - PC

One/One PC/DC PC/DC

GH/PC Team PC/GL/RC/GH PC/DC


Role of Associates ?Role of Associates ?

1. Active or passive

2. Resource fillers ?

3. Potential partners ?

4. Involve more ?


What do we get from Delos ?What do we get from Delos ?

Or ?


What to expect of Delos ?What to expect of Delos ?

Rod Gordon Gilles Mike Richard Philippe Paul Total

Rod 100 20 20 20 20 20 20 240

Gordon 20 100 20 20 20 20 20 240

Gilles 20 20 100 20 20 20 20 240

Mike 20 20 20 100 20 20 20 240

Richard 20 20 20 20 100 20 20 240

Philippe 20 20 20 20 20 100 20 240

Paul 20 20 20 20 20 20 100 240

Total 240 240 240 240 240 240 240 1680

TO

From

£ ‘000

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1 © The Delos Partnership 2005 Delos Partners’ Meeting Datchet Green 14 th January 2004.

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