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Confidential All Rights Reserved Microsoft Solution Sales Process (MSSP) Probability 0%10%60%80%20%40%NA100%NA Sales Cycle Stage DevelopQualifyProspect.

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Presentation on theme: "Confidential All Rights Reserved Microsoft Solution Sales Process (MSSP) Probability 0%10%60%80%20%40%NA100%NA Sales Cycle Stage DevelopQualifyProspect."— Presentation transcript:

1 Confidential All Rights Reserved Microsoft Solution Sales Process (MSSP) Probability 0%10%60%80%20%40%NA100%NA Sales Cycle Stage DevelopQualifyProspect Demand Generation SolutionProofCloseSupportDeploy Sales Cycle Objective Develop customer requirements & establish sponsor relationship Qualify lead/ opportunity Validate potential opportunity & identify potential sponsor Generate awareness and pre-qualified prospects Present solution which exceeds customer needs Demonstrate capability to exceed customer requirements Conduct negotiations and finalize contract Finalize support plan, execute & monitor progress Finalize deployment plan & execute Checkpoints Access to power Pain admitted by power Power buying vision Partner and/ or MS services selected and engagement expectations agreed Eval plan proposed (inclusive of partner, services, deployment and support considerations) Pain admitted by sponsor or Compelling event identified Sponsor has buying vision Sponsor agrees to explore Access to power negotiated Prospect in assigned territory or account Opportunity meets sales criteria to pursue Campaigns executed Eval plan underway (inclusive of partner, services, deployment and support considerations) Eval plan completed (inclusive of partner, services, deployment and support considerations) Pre-proposal/ Statement of work (SOW) review conducted Ask for business Proposal/ SOW issued – decision due Contract, deployment SOW and support plan finalized (inclusive of partners and services) Support plan reviewed with customer Feedback loop established with partner Customer deployment conditions of satisfaction reviewed New prospects identified and captured in appropriate system Customer deployment conditions of satisfaction determined with partners Deployment readiness re- assessed Establish and transition opty ownership as required Identify, meet and build relationship with power Confirm that power agrees to explore Determine resources Evaluate and select opty partners Validate or negotiate partner engagement guidelines Identify procedural buying process Develop opty engagement strategy with partner and services Establish opty v-team Develop eval plan Conduct initial risk assessment Identify deployment contact Propose eval plan to power Confirm verifiable outcome, update opty assessment and Siebel Establish qualification v-team Conduct lead qualification call to sponsor Review list of potential partners Complete opty assessment Author and send sponsor letter copying v-team Confirm verifiable outcome and update Siebel Identify SQP via account plan or prospecting Validate MQP/ SQP Consider customers strategic partners (available in account plan) Perform pre-call research and identify potential pain of targeted key players Conduct calls to key players and/or potential sponsor to generate interest Confirm verifiable outcome and update Siebel Size the revenue opty for GTMs and prioritize Develop MS GTM campaigns and events Select target accounts and contacts Select recommended GTM partners Hold joint partner events Screen raw prospects Marketing or Sales Qualified Prospects (MQP/SQP) meets business rules Enter MQP/SQP into Siebel and pass to partners as appropriate Execute & manage eval plan progress Conduct initial v- team solution development meeting Develop proposal/ SOW with partner (work orders as required) Secure partner and services resources Define initial deployment strategy Define final value proposition Meet with customer to review solution Generate agreement on proposed solution with power Gain business value feedback Confirm verifiable outcome, update opty assessment and Siebel Demonstrate capabilities through proof of concept /assessment Build initial deployment plan Build initial support plan Review initial deployment and support plan with customer Finalize eval plan commitments Review proposal/SOW with power Confirm verifiable outcome, update opty assessment and Siebel Key Steps Develop final contracts including partners Develop negotiating and give/gets worksheets Finalize contract negotiations and secure signature Gain renewal/non renewal/new deal feedback Confirm verifiable outcomes, revenue in MS Sales and Siebel Transition support ownership Review support plan with power Implement support plan Monitor support plan progress Confirm verifiable outcome and update system Conduct post- close follow-up with v-team Provide feedback to partners Identify additional opportunities Transition deployment ownership Follow-up with power on success & references Confirm verifiable outcome and update Siebel Verifiable Outcomes Evaluation (Eval) plan agreed Sponsor letter agreed upon Opportunity assessment completed or Potential sponsor identified Qualified prospects (MQP/SQP) generated Preliminary solution agreed upon Verbal approval received Signed documents Supportability review completed Deployed products/ solutions

2 Confidential All Rights Reserved Key Players List – Retail Industry- Small Market Key PlayersPotential Pains Owner/ Operator Declining profit margins Low average transaction size per customer Inability to improve performance of the business Unable to spend time on preferred activities (personal, working with customers, etc) Unable to see what is happening in the business and make good decisions Difficulty managing the growth of the business Buyer Increasing inventory costs Declining inventory turns Making poor purchasing decisions Cannot track and predict customer purchases Unable to get access to information in order to make good buying decisions Store Manager Declining store profitability Difficulty analyzing store and post-sale data Increasing overtime due to administrative activities Low average transaction size per customer Inability to increase operational efficiency Spending too much training staff Cashier Increasing transaction time Declining customer service Increasing time to service customer requests Ramp-up time is too high

3 Confidential All Rights Reserved Pain Chain Example- Small Market Title:Owner/Operator Pain:Difficulty managing the growth of the business Reason:Increasing inventory costs Reason: Low average transaction size per customer Title:Owner/Operator Pain:Difficulty managing the growth of the business Reason:Increasing inventory costs Reason: Low average transaction size per customer Title:Buyer Pain:Increasing inventory costs Reason:Cannot track and predict customer purchases Reason: Unable to analyze post-sales data Title:Buyer Pain:Increasing inventory costs Reason:Cannot track and predict customer purchases Reason: Unable to analyze post-sales data Title:Manager / Store Operations Pain:Low average transaction size per customer Reason: Unable to develop customized marketing campaigns Reason: Increasing transaction time Title:Manager / Store Operations Pain:Low average transaction size per customer Reason: Unable to develop customized marketing campaigns Reason: Increasing transaction time Title:Cashier Pain:Increasing transaction time Reason:Slow processing of credit cards Reason: Unable to answer customer questions efficiently Title:Cashier Pain:Increasing transaction time Reason:Slow processing of credit cards Reason: Unable to answer customer questions efficiently

4 Confidential All Rights Reserved Direct Mail Example - Post Card- Small Market Is it time for you to get a handle on your business? Would you like to be able to manage your inventory more efficiently? Microsoft and XYZ Partner can help. XYZ Partner PO Box 68, Charlotte, NC ,

5 Confidential All Rights Reserved Interest Creating Statement Example- Small Market Pre-call planning: Reference Story: Situation: Critical Issue: Reasons: Capabilities needed: We provided: Result: Reference Story: Situation: Critical Issue: Reasons: Capabilities needed: We provided: Result: This is _______________ with Microsoft Partner. You and I havent spoken before, but we have been working with independent gift stores similar to yours for the last 10 years. Weve been working with other owners to manage the growth of their business through improved inventory management. Would you be curious to know how? Interest Creating Statement for New Opportunity: Are you curious? When making cold phone calls, you have very limited time to get attention and create interest. Notice we do not ask the prospect to listen to our company history, to buy anything, for an appointment, or to admit pain. All we ask is Are you curious? Curious about what? About how someone else in a similar situation (a peer) has already figured out how to solve a problem that you might have or at least relate to. Once curiosity is admitted, then you have the options of booking an appointment or selling further on the phone.

6 Confidential All Rights Reserved Interest Creating Statement Example- Small Market This is _______________ with Microsoft Partner. You and I havent spoken before, but Im following up on the I sent you earlier in the week. Bob Jones, the owner at Friendly Retailer suggested I give you a call. We were able to help him manage the growth of his business by decreasing inventory costs by 13%. Would you be curious to know how? Customer Reference Option:

7 Confidential All Rights Reserved Additional Interest Creating Statement Examples- Small Market This is _______________ with Microsoft Partner. You and I havent spoken before, but we have been working with independent gift stores for the last 10 years. The top three issues we have been helping other independent gift store owners with are: (1) improving margins (2) improving performance of their business and (3) managing the growth of their business. We have helped companies like: Local Toy Store, Well Known Gift Shop, and Retail Store Next Door. Would you be curious to know how? Menu of Pains Option: This is _______________ with Microsoft Partner. You and I havent spoken before, but Joann White, the owner at Local Retain Chain suggested I give you a call. We were able to help her manage the growth of her business through improved inventory management. Would you be curious to know how? Customer Reference Option: This is _______________ with Microsoft Partner. We havent spoken before, but I wanted to extend a congratulations on your newest store opening. Weve been helping other local retailers for the last 10 years manage the growth of their business through improved inventory management. Would you be curious to know how? Local Reference Option:

8 Confidential All Rights Reserved Interest Creating Letter / Example- Small Market Dear Mr. Daily: Microsoft / Partner is in the business of helping our retail customers manage the growth of their business and make good purchasing decisions by accessing and analyzing sales and inventory information using Microsoft Dynamics Retail Management System. We have been working with independent gift stores since Our clients include Local Toy Store, Well Known Gift Shop, and Retail Store Next Door. Weve been helping other retail owners with the following issues: Increasing profits Increasing average transaction size per customer Managing the growth of their business If you are interested in learning how we have helped other owners achieve these goals, please call me at ______________ and I will provide you with more information. Sincerely, Microsoft / Partner Salesperson Dear Mr. Daily: Microsoft / Partner is in the business of helping our retail customers manage the growth of their business and make good purchasing decisions by accessing and analyzing sales and inventory information using Microsoft Dynamics Retail Management System. We have been working with independent gift stores since Our clients include Local Toy Store, Well Known Gift Shop, and Retail Store Next Door. Weve been helping other retail owners with the following issues: Increasing profits Increasing average transaction size per customer Managing the growth of their business If you are interested in learning how we have helped other owners achieve these goals, please call me at ______________ and I will provide you with more information. Sincerely, Microsoft / Partner Salesperson

9 Confidential All Rights Reserved Interest Creating Example- Small Market Dear Mr. Daily: Ive been working Bob Jones at Friendly Retailer, who suggested I contact you. Microsoft / Partner is in the business of helping our retail customers manage the growth of their business and make good purchasing decisions by accessing and analyzing sales and inventory information using Microsoft Dynamics Retail Management System. We have been working with independent gift stores since Our clients include Local Toy Store, Well Known Sports Shop, and Retail Store Next Door. Weve been helping other retail owners with the following issues: Increasing profits Increasing average transaction size per customer Managing the growth of their business I would like an opportunity to share with you how we have helped other gift store owners. I will call you on Thursday at 10:00AM. If you would prefer to speak at another time, please call me at Sincerely, Microsoft / Partner Salesperson Dear Mr. Daily: Ive been working Bob Jones at Friendly Retailer, who suggested I contact you. Microsoft / Partner is in the business of helping our retail customers manage the growth of their business and make good purchasing decisions by accessing and analyzing sales and inventory information using Microsoft Dynamics Retail Management System. We have been working with independent gift stores since Our clients include Local Toy Store, Well Known Sports Shop, and Retail Store Next Door. Weve been helping other retail owners with the following issues: Increasing profits Increasing average transaction size per customer Managing the growth of their business I would like an opportunity to share with you how we have helped other gift store owners. I will call you on Thursday at 10:00AM. If you would prefer to speak at another time, please call me at Sincerely, Microsoft / Partner Salesperson

10 Confidential All Rights Reserved Reference Story Example – Small Market Job Title / Industry:Gift store owner Critical Issue: Difficulty managing the growth of the business Reasons: Increasing inventory costs Capabilities needed: (when, who, what) She told us she needed a way when replenishing inventory she could run a sales report with up-to-date data and know what was sold and how much was left in stock so that she could make proper purchasing decisions Microsoft / Partner provided: …her with those capabilities Result: As a result, she increased sales by 16% and decreased inventory costs by 13%

11 Confidential All Rights Reserved Pain Sheet Example - Small Market Pain: Difficulty managing the growth of the business Job Title and Industry: Owner, Retail Store Our Offering: Microsoft Dynamics Retail Management System ReasonsImpactCapabilities Is it because…; Today…?Is this (PAIN) causing?What if…; Would it help if…? 1. Increasing inventory costs? How many SKUs do you have? What is the average turn? What is the target turn? How much inventory do you need to have on hand? What is the average carrying costs on inventory? How often do you replenish stock? How long does it take to determine what items need to be replenished and how many of them? How long does it take for orders to be received? What percentage of your inventory is slow performing? What is your aged inventory? You to work overtime at the stores? Is this impacting your family? Increase in employee overtime? Has store profits gone down? Are the Store Managers effected? 1. When: (Who:) (What:) So that: Replenishing your inventory You Could run a sales report from your computer with up-to-date data and know what has sold and how much was left in stock You could make proper purchasing decisions? If you could do this, how much would inventory cost decrease? 2. Low average transaction size per customer? What is the average transaction size per customer? Are you able to identify your best customers? How often do they come in the store? What type of customer are they (pay full price or only buy sale items)? How do you market to them? How often do you market to them? Is it typically a mass or targeted campaign? How do you track the success of the campaigns? What is the success rate? 2. When: (Who:) (What:) So that: Creating marketing campaigns You Could access customer histories of purchases and target their preferences to suggest up-sells, cross-sells, and advertise other products at point-of-sale You could expand your customer reach and increase sales per customer? If you could do this, how much do you think sales would increase?

12 Confidential All Rights Reserved Power Sponsor Letter / Example – Small Market Dear Jim, (Owner) Thank you for meeting with me earlier today. I believe the time was well spent for both ABC and Microsoft / Partner. (1) You confirmed your primary critical issue is managing the growth of your business. We also discussed the following: (2) Reasons for not being able to improve performance: Increasing inventory costs Low average transaction size per customer (3) Capabilities you said you needed: You said that (4) if Steve could make better buying decisions, and you had the capabilities listed below that you would be able to improve the performance of your business: When replenishing your inventory you could run a sales report from your computer with up-to-date data and know what has sold and how much was left in stock so that you could make proper purchasing decisions, and if When creating marketing campaigns you could access customer histories of purchases and target their preferences to suggest up-sells, cross-sells, and advertise other products at point-of-sale so that you could expand your customer reach and increase sales per customer Our next steps (5) When I told you I was confident Microsoft / Partner can help you implement Microsoft Dynamics Retail Management System, you agreed to take a serious look at our ability to do so. (6) Based on my knowledge to date, the following are the next steps for your further exploration of Microsoft / Partner. DateActivity 06/13Provide demo of Microsoft Dynamics Retail Management System 06/20Discuss implementation plan and pricing 06/27Sign final agreements I will call you Friday to get your thoughts. Sincerely, Bill Hart Qualification Components 1 Pain 2 Reasons 3 Capabilities (buying vision) 4 Impact 5 Agreement to explore 6 Evaluation Plan suggestion

13 Confidential All Rights Reserved Examples: Mid Market Retail Industry

14 Confidential All Rights Reserved Key Players List – Retail Industry- Mid-Market Key PlayersPotential Pains CEO Eroding earnings Unable to plan for future growth Flat stock price Missing revenue targets COO Increasing inventory costs Not meeting inventory turn goals Difficulty managing inventory Difficulty increasing operational efficiency Eroding margins Unable to enforce accountability at the store level CFO Declining profitability Unable to make good decisions about store investments Poor cash flow Declining return on assets High labor costs Overpaying vendors CIO Difficulty meeting dynamic needs of retail environment High costs of maintaining IT environment Unable to provide consistent technology amongst multiple stores Unable to meet needs of stores and Lines of Business Unable to support the growth of the business High support costs

15 Confidential All Rights Reserved Initial Value Proposition Example – Mid-Market Based on our work with other retail customers, we believe ABC Retailer should be able to decrease inventory costs by 13% (valued at $325,000) within 1 year through the ability to better manager their inventory as a result of Microsoft Dynamics Retail Management System for an investment of $140,000. Based on our work with other retail customers, we believe ABC Retailer should be able to decrease inventory costs by 13% (valued at $325,000) within 1 year through the ability to better manager their inventory as a result of Microsoft Dynamics Retail Management System for an investment of $140,000. Assumptions: Retailer has $10M in sales across all locations Retailer has $2.5M in inventory costs (wholesale) Retailer has 2 lanes per location and 10 stores Typical investment is $7K per lane per store Example metrics used to illustrate value proposition statement..

16 Confidential All Rights Reserved Pain Sheet Example - Mid-Market Pain: Difficulty managing inventory Job Title and Industry: COO, Mid-market Retailer Our Offering: Microsoft Dynamics Retail Management System ReasonsImpactCapabilities Is it because…; Today…?Is this (PAIN) causing?What if…; Would it help if…? A.Store managers dont know what they are selling and what they need to buy? How often do they buy? How much inventory do they typically carry per store? What is the target? What is your average sales per store? What is the target sales? Do you know what youre best selling items are? How do managers decide what to order? How do they receive inventory? How do they do physicals? How often? How long does it take? How do they report the results? What do you do with the results? What is your typical variance? Eroding profits? Declining cash flow? Is the CFO concerned? Delays in opening future stores ? Stock price to decline ? Is the CEO effected? A.When: (Who:) (What:) So that: Replenishing your inventory You Could automatically create purchase orders based upon whats been sold and the model stock level that you set The right inventory is purchased? If you could do this, how much would carrying costs improve? B.POS system is not integrated into ERP? What is your ERP system? Which system controls inventory? How many invoices do you receive a month from vendors? How many line items are on the invoices? Do you do three-way matching? Do you find discrepancies between receiving inventory and vendor invoices? How much does that cost? B.When: (Who:) (What:) So that: Entering invoices Your staff Could look at the purchase order vs. actual received vs. invoice from their computer to identify discrepancies You could pay the right amount to vendors? If you could do this, how much could you save in discrepancies? C.Difficulty managing vendors? What is your profitability target per square foot? What is the actual? How do you measure vendor performance? How do you develop inventory models? How effective is it? C.When: (Who:) (What:) So that: Meeting with vendors You Could run a report and identify which products are selling and how much is in inventory You could order the right amount and negotiate the appropriate price based on actual sales? If you could do this, how much would profitability increase?

17 Confidential All Rights Reserved Potential Power Sponsor Example- Mid-Market Dear Jane, (COO) Thank you for meeting with me earlier today. I believe the time was well spent for both ABC and Microsoft / Partner. (1) You confirmed your primary critical issue is difficulty managing your inventory. We also discussed the following: (2) Reasons for inventory management difficulties: Store managers dont know what they are selling and what they need to buy POS system is not integrated into ERP Difficulty managing vendors (3) Capabilities you said you needed: You said that (4) if Jim could improve cash flow, and you had the capabilities listed below that you would be able to manage your inventory better: If when replenishing your inventory you could automatically create purchase orders based upon whats been sold and the model stock level that you set so that the right inventory is purchased, and if When entering invoices your staff could look at the purchase order vs. actual received vs. invoice from their computer to identify discrepancies so that you could pay the right amount to vendors, and if When meeting with vendors you could run a report and identify which products are selling and how much is in inventory so that you could order the right amount and negotiate the appropriate price based on actual sales– then you would be able to manage your inventory and Jim could improve cash flow Our next steps (5) when I told you I was confident Microsoft / Partner can help you integrate Microsoft Dynamics Retail Management System with your existing systems, you agreed to take a serious look at our ability to do so. (6) Based on my knowledge to date, I am suggesting an evaluation plan for your further exploration of Microsoft / Partner. Look it over, and I will call you Friday to get your thoughts. Sincerely, Bill Hart Qualification Components 1 Pain 2 Reasons 3 Capabilities (buying vision) 4 Impact 5 Agreement to explore 6 Evaluation Plan suggestion

18 Confidential All Rights Reserved Draft Evaluation Plan Example– Mid-Market EventWeek of ResponsibilityGo/No GoBillable Meet with Steve Jones (CIO)Oct 7MS Partner/ABC Meet with Jim Smith (CFO)Oct 7MS Partner/ABC Summarize findings and determine requirements/ business goals Oct 14MS Partner/ABC * Agree upon product evaluation of Microsoft Dynamics RMS Store Operations and Head Quarters Nov 14MS Partner/ABC * Establish and agree upon Pilot Success CriteriaNov 20MS Partner/ABC Install/Configure Dynamics RMS Store Operations and Head Quarters for Pilot Nov 20MS PartnerYes Perform training of ABC staffNov 20MS Partner Conduct Pilot Nov 21- Jan 9 ABC Meeting to review Pilot resultsJan 18MS Partner/ABC * Prepare proposal for all stores with detailed pricingJan 23MS Partner * Deliver Statement of WorkJan 25MS Partner * Determine Next Steps for full deploymentJan 31MS Partner/ABC Implementation (Deployment) kickoff for all storesApril 2Microsoft/ABC Measure Success CriteriaOngoingMicrosoft/ABC * Mutual decision to proceed (Go/No Go-related events) DRAFT


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