Discrete Planning SessionJuly 13, 2004

AgendaAgenda

• FY05 Sales Strategy / Quota / Tech vs. Apps / Direct vs. Partners / Products (Aldas / Jeff)

• Opportunities/Pipeline/Name Accounts (Aldas / Jeff)

• FY05 Sales Consulting Strategy (Sally)• Engagement Model – InfoMentis (Sally)• One Team – Sales / Solution / Sales Consulting /

Product Leaders / POC (Sally)• Roles & Responsibilities• Process

• Resource alignment & requirements (All)• Open discussion / Q & A (All)

Industry Strategy

Opportunities / Pipeline / Name Accounts

Sales Consulting Strategy

Vision

Establish Sales Consulting Organization as a highly respected professional function and instrumental in delivering our business goals as part of the sales process

Mission

• Establish Sales Consulting as an essential part of the selling team

• Engage Sales Consultants proactively in sales cycle and take ownership

• Sales / Industry Solution / Sales Consulting work as a team

• Partnership model - Not the misperceived “Master / Slave” model

• Leverage product domain knowledge to perform solution selling

• Align with Industry Solution Team for tighter partnership and pick up Industry domain knowledge overtime

FY05 Initiatives

• Industry Alignment – simplify resource assignment, create stable / good working relationship

• Matrix Organization – Product Line / Location Management

• Product Domain Competency – Specialization, Skill assessment

• Mass SC Recruitment per Industry Sales Plan • SC Operations Management Process

图 表 标 题

TB HSC Ad m in

Jo an Z h aoO p eratio n s

Yuan HeLin

Ruan Bin

Aaron Zhang

Jenny Jin

Benjamin Zhu

Jiang XiangYu

Zhang Yun

Kevin Li

Zhang Bin

Ben Li

TBH (RAC)

TBH (BI)

TBH (DB/DW)

TBH (BI)

TBH (RAC)

Barb ara L iu (16 )Datab ase/ O C S

Ricky Ruan

Ginny Guan

Teddy Pi (TBH)

OuYang Lei

Johnson Zhou (7/15)

Yuan JingSheng

Wang YuTing

Jack Yuan

Leon Tu

TBH (AT)

Jo an Z h ao (actin g ) (11)AS / Ap p s Tech

Joanne Lu

Linna Sun

Fang LePing

Hu HongMing

Xu ChenYu

TBH (OFSA)

TBH (FinApps)

TBH (FinApps)

TBH (FinApps)

TBH (FinApps)

TBH (FinApps)

Alex He (12 )ERM

Leanne Wang

Daniel Gao

Lin Feng

Shi FuLai

Andy Chen

TBH

Daisy Ng (7)SCM

Wu Qiang

Tony Hu

Zeng Hao

William Wu

Jiang Yong

Gary Mou

TBH (CRM)

Pan L i (8)Ch en g Du

Qian Gang

TBH (CDH)

TBH (Sale&Mkt)

TBH (Cust Service)

TBH (Cust Service)

Hu an g B in g q in (5)CRM

Sally L i (61)O SC

Details, Details, Details…..• Engagement model clearly defined for smooth process execution• Improved OSO reporting w/ SC names / task • Revised SC Hiring Plan & Industry Alignment based on Sale

Plan• Proactive resource management

• Resource Forecast Plan• Industry Group Calendar

• New time entry system (SCOR) for utilization tracking • New hire boot camp July 26 to August 8 - ensure structured

training & consistent SC skill sets• 80/20 alignment rule with resource visibility & support @ GC

level by Product Line Managers • SWAT team for new / emerging products

• OCS• Apps Tech

More Details……• Skill Matrix benchmark on FY04 OPAS review • Identify skills needed – Hiring / Training plans

• OCP program required for all Sales Consultants

• Industry certification – CPA, CPIM (equivalent)

• FY05 OPAS objectives – focus in:• Product Specialization – declare major + minors

• Solution Selling

• Soft skills development

• Roll out AP Competency Module

Engagement Model

QUALIFICATION & ALIGNMENT

• Confirm Opportunity• Strategy• Joint Evaluation Plan

• INFLUENCE MAP• COMPETITIVE MAP

Key Activities in each Phase

Q U A L I F I C A T I O N & A L I G N M E N T

SOLUTIONMAPPING

D I S C O V E R Y CLOSEDELIVERY

• DISCOVERY

• Call Planning

• Conduct a discovery call

• Uncover, quantify and expand pains

• Discuss solutions

• Setting & pre-empting competitive traps

• Handling Questions & Objections

• Debrief the call

• TACTICAL PAINS

• CONSEQUENTIAL PAINS

SOLUTION MAPPING• Preparing our messages

as a team!• Connect the dots

• TACTICAL BENEFITS• CONSEQUENTIAL

BENEFITS• GOALS ATTAINMENT

DELIVERY• Prepare Solution Map• Develop Delivery Plan• Deliver Solution

• VALUE BASED SELLINGProof

Tactical

BenefitTactical Pain

Ora

cle

So

lutio

n

Consequential

Pain

Consequential

BenefitValue

Key Business Requirement Results

IN-C

OU

NT

RY

RE

SO

UR

CE

IN-C

OU

NT

RY

RE

SO

UR

CE

QUALIFICATION & ALIGNMENT

• Confirm Opportunity• Strategy• Joint Evaluation Plan

• INFLUENCE MAP• COMPETITIVE MAP

Key Activities in each Phase

Q U A L I F I C A T I O N & A L I G N M E N T

SOLUTIONMAPPING

D I S C O V E R Y CLOSEDELIVERY

• DISCOVERY

• Call Planning

• Conduct a discovery call

• Uncover, quantify and expand pains

• Discuss solutions

• Setting & pre-empting competitive traps

• Handling Questions & Objections

• Debrief the call

• TACTICAL PAINS

• CONSEQUENTIAL PAINS

SOLUTION MAPPING• Preparing our messages

as a team!• Connect the dots

• TACTICAL BENEFITS• CONSEQUENTIAL

BENEFITS• GOALS ATTAINMENT

DELIVERY• Prepare Solution Map• Develop Delivery Plan• Deliver Solution

• VALUE BASED SELLINGProof

Tactical

BenefitTactical Pain

Ora

cle

So

lutio

n

Consequential

Pain

Consequential

BenefitValue

Key Business Requirement Results

Industry Sales Business Process and InfoMentis

Q U A L I F I C A T I O N & A L I G N M E N T

SOLUTIONMAPPING

D I S C O V E R Y CLOSE

DELIVERY$$$

Quoteto

RevRec

Pre-pipeto

Quote

Campaignto

Pre-Pipe

Territoryto

Campaign

Campaign to Revenue RecognitionQUALIFICATION & ALIGNMENT

DISCOVERY CLOSEDELIVERYSOLUTION MAPPING

Approach INDUSTRY Accounts C-Level to get buy-in (1-to-1Sessions)

Approach INDUSTRY Accounts C-Level to get buy-in (1-to-1Sessions)

Sales Director/Account Manager Solution Director Lead Sales Consultant

Identified INDUSTRYICON AccountsIdentified INDUSTRYICON Accounts

Understand the AccountHigh Level Pains(PERSONALISE)

Understand the AccountHigh Level Pains(PERSONALISE)

Identified INDUSTRYTarget AccountsIdentified INDUSTRYTarget Accounts

INDUSTRYEvent/SeminarINDUSTRYEvent/Seminar

Event LeadsReviewEvent LeadsReview

Internal Account Review andHigh Level Estimateof Total Solution Costs

Internal Account Review andHigh Level Estimateof Total Solution Costs

Baseline Meetingwith CustomerBaseline Meetingwith Customer

Prospect C-Level Prospect’s Committee

Internal verificationof Consequential Pains and create VALUE PROPOSITION

Internal verificationof Consequential Pains and create VALUE PROPOSITION

Verification ofPains, Solution andVALUE PROPOSITION

Verification ofPains, Solution andVALUE PROPOSITION

UncoverTactical andConsequentialPains

UncoverTactical andConsequentialPains

Scope andEstimate DetailedTotal SolutionCost

Scope andEstimate DetailedTotal SolutionCost

OCS/Partner Bid Manager

Identify INDUSTRYPain PointsIdentify INDUSTRYPain Points

Justification (ROI)Strategy andRevisit VALUEPROPOSITION

Justification (ROI)Strategy andRevisit VALUEPROPOSITION

CLOSECLOSE

Validate Solutionthrough MiniDemonstration

Validate Solutionthrough MiniDemonstration

SolutionPresentationand Demonstration

SolutionPresentationand Demonstration

Assist Customerin InternalJustification(ROI)

Assist Customerin InternalJustification(ROI)

Point of Contact

Resource Assignment

• Resource assignment based on Industry Alignment – 80/20 rule

• SWAT team approach for OCS & Apps Tech:• SC Manager (regional level) -> Product Line

Manager (CN or GC level)

• Exception handling:• SC Manager / Director (regional level) -> Product

Line Manager (CN or GC level)

Key Opportunities Review

1. Sales Director / Account Manager identifies Pipeline

2. Discuss / qualify Pipeline during Opportunity Management Review (OMP) with Solution and SC Point of Contact

3. POC works with Sales Consulting Management to engage key resources (e.g. Lead SC or PM)

4. Lead SC or PM take ownership of engagement, proceed with normal sales consulting work and update POC from time to time

5. For complex projects, PM may setup a team & involve other resources

Our Team

Our Team……

It is like an orchestra making

music…..

Three Strengths

Geography

Industry/Solution Product

• Relationships• Politics• Tactics

• Domain Knowledge

• Specialisation• Deep Product

Skills

• Proactive Selling(Spearheads)• Reuse • Industry Solution

Knowledge• Strategy

Industry Sales Director

AM/TSR

Presales

IndustrySoln Team

Our Team……

Sales• Sales Director / Location

Manager• Account Manager• Solution Director / Solution

Manager

Sales Consulting• Point of Contact• Sales Consulting Director• Product Line Manager (Product

Leader)• Sales Consulting Manager• Sales Consultant

Roles – Account Manager

• Manages Sales Territory• Quota attainment• Pipeline generation• Forecast accuracy• Navigate internal / customer politics• Close deals • Create Customer Reference

Roles – Solution Director / Manager

• Manage large industry opportunities• Industry domain expertise• Present industry credentials and solution• Determine specific ISV engagement• Execute demand generation programs• Support longer term sales initiatives

Roles – Point of Contact in SC Org

• Fully participate in OMP (con call or meeting)• Consistent POC for a particular industry sales team• Contribute in strategizing plans of attack to capture

the opportunities• Get updated or update other (Sales, Industry

solutions) on the status of opportunities• Coordinate with appropriate SC management

(Location Managers, Product Line Managers or Project Managers) to solicit project ownership of opportunities

Roles – Lead SC / PM

• Career path for seasoned SCs• Presales project management• Names put in OSO • Assignment of lead SC / PM should follow

same guideline as resource management guideline

Roles – Sales Consultant

• Product Domain Expertise• Solution selling leveraging core competence• Input into RFI and RFP• Presentation of Oracle product solution• Product to solution mapping• Proof of concept – demo• Teamwork – really works the triangle

Roles – Location SC Manager

• People Management• Day to Day Management• Resource Management – exception cases,

esp. on short term / immediate need • Can also be Project Manager – handles key

selected cases• Can also be an industry POC• Cc Product Line Manager if appropriate

Roles – Product Line Manager

• SC Training • Resource Management – longer term, CN / GC

visibility• Knowledge Management• Community Creation• PRP involvement• Product Strategy• Sales evangelization (Sales Training & TOI –

Transfer of Information)• Reference Development

Resource Management Guidelines

Location Manager• Short Turnaround• Across Products

Product Line Manager• Subject Matter Knowledge• Across Locations

Product Solution

ProductFunctions

FY05 - T E A M ing for success

Industry Solution

Product

Knowledge/Skills/Competence Spectrum

Solution IndustryDomain

OM Process

Product & Industries domain knowledge are table stakes; Solution output is the goal

SC team & Industry Sol team need leveraging each other

Resource Alignment & Requirement

Discrete Team - SalesRegion Employee Name

Lic Quota (total)

Application 9iAS OCS OU Consulting

Total

Discrete Team – Sales ConsultingBrandon Lee Brandon Lee Lionel Louie Sean Chen Gao LiQiang Keith Ip Bing Huang

Sally Li Database OCS AS Apps Tech ERM SCM CRMSH = 8.5 SH-TBH (DB/DW) SH-Alex He (FinApps) SH-Leanne Wang (ODM)SH-TBH (Customer Services)

SH-TBH (FinApps) SH-TBH Chen Bo (PM) SH-Qian Gang (Sales/Mktg) 6/7SH-Lin Feng (M&S/L&D)) 0.5SH- TBH replace Andy Chen

Swat Team SH=6.5 SH-Ops Mgr - Joan ZhaoSH-Ben Li (0.5) SH - TBH (Benjamin Gu) SH-Xu Chenyu (HRMS)

SH-Jack YuanQi (iLearning)SH-Hu, HongMing (FinApps) SH-Leon Tu YongMing CD=1 CD SC Mgr -Pan Li

Questions?

• Do we have enough people?• Are they the right people?• Are we aligned properly?• Are we clear on the process?• Can we make it happen?

AQ&Q U E S T I O N SQ U E S T I O N S

A N S W E R SA N S W E R S