EXECUTIVE PROGRAMS SERVICE DELIVERY EXCELLENCE PROGRAM

EXECUTIVE PROGRAMS SERVICE DELIVERY EXCELLENCE PROGRAM
The Presale Stage EXECUTIVE PROGRAMS SERVICE DELIVERY EXCELLENCE PROGRAM Hello, and welcome back to training on the Service Delivery Excellence Program. © 2013 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates.

This is the Third Module in the Service Delivery Excellence Program
Web-Based Training Program for the Service Delivery Excellence Program Module # Topic Covered 1 2 3 4 5 6 7 8 Introduction to Service Delivery Excellence Overall Guidance for Service Delivery Excellence Stage 1: Presale Definition and Guidance Stage 2: Architected Onboarding Definition and Guidance Stage 3: Value Planning Definition and Guidance Stage 4: Value Delivery Definition and Guidance Stage 5: Value Review Definition and Guidance Stage 6: Renew Definition and Guidance This is the third of eight training modules on Service Delivery Excellence. This module covers Stage 1, Presale.

Topics Covered in This Module:
Presale Stage Topics Covered in This Module: Definition of the Presale Stage Guidance for Service Delivery associates in the Presale Stage 1 In this module we will: Define the Presale Stage of the Service Delivery Excellence process, and, Provide guidance for Service Delivery associates in the Presale Stage.

Presale Stage of the Service Delivery Process
In the Presale Stage, We Work With Sales Associates to Expand Our Membership Network Presale Stage of the Service Delivery Process 1 Presale Stage Definition The Presale Stage refers to all activities that are conducted to secure new Members It concludes when the contract is booked and the Onboarding Stage begins Simply stated, the Presale Stage refers to all activities that are conducted to secure new Members. It concludes when the contract is booked and the Onboarding Stage begins.

} } Membership Growth Is Everyone’s Responsibility
Guidance on Allocation of Time Spent Working With Sales to Close New Memberships Service Delivery associates will spend between 10% to 20% of their time on growing and developing business, depending on their skill set and Member volume Service Delivery Activities } Typical Business Development Activities Service Delivery associates play a major role in the Presale Stage, because membership growth is everyone’s responsibility. While all Service Delivery associates should contribute to business development, the amount of time and effort spent will vary by role, skill set, and current Member standing. Typically, Service Delivery associates will spend between 10 to 20 percent of their time on membership growth. } Additional Business Development Activities

Membership Growth Is Everyone’s Responsibility
Guidance on Allocation of Time Spent Working With Sales to Close New Memberships New associates Business Development Don’t have a full base of Members to support Time Senior associates Business Development Have selling experience throughout their tenure In Executive Programs Time New associates occasionally find themselves with more time to pursue business development because they don’t yet have a full base of Members to support. On the other end, more senior associates sometimes devote a larger portion of their time to business development because they have accumulated selling experience throughout their tenure in Executive Programs. Your RVP or team leader can provide more guidance on when and how you specifically should grow business. RVP or team leader can provide more guidance on when and how you specifically should grow business

A Strong Partnership With Sales Helps Both Sales and Executive Programs…
…and Service Delivery associates A strong partnership… …benefits Sales associates… Sales Team Service Delivery Team Sales associates gain… Account growth opportunities and leads — both for Executive Programs and other Gartner products and services A better understanding of how Members benefit from Executive Programs Help in closing important deals Long-term relationships with strategic personnel in Member organizations Input into the Impact Assessments Service Delivery associates gain… Growth of ExP Critical early inputs for effective value delivery Smoother Onboarding due to more accurate expectations setting Useful Member intelligence Higher Member satisfaction and renewal rates Service Delivery associates who have the most success bringing in new Members do so by developing a strong partnership with Sales associates. A strong partnership between Sales and Executive Programs benefits everyone. Sales associates gain leads, a better understanding of how Members benefit from Executive Programs, help in closing deals, long-term service relationships with strategic buyers in their accounts, and input into the Impact Assessments. Most Sales associates understand the importance of an Executive Programs membership, because organizations where CIOs are Executive Programs Members spend on average four times as much on Gartner offerings as Gartner clients where no Executive Programs membership exists. The strong Sales/Executive Programs partnership in turn provides great benefits for Executive Programs. It supports growth for ExP and promotes accurate expectations about the program. Accurate expectations help Service Delivery associates because they result in smoother Onboarding of new Members. Sales associates have good intelligence about new Members and Member organizations that can be useful to Executive Programs in servicing Members. Ultimately, a strong partnership with Sales leads to higher Member satisfaction and higher renewal rates.

…and Contributes to a Positive Member Experience
A strong partnership… …brings our members… …a positive experience Sales Team Service Delivery Team Members will… Hear a consistent story from everyone they talk with at Gartner Experience an appropriate level of shared information within Gartner Understand who to work with when at Gartner Experience their Gartner contacts working together as a team focused on their needs Our Members also gain from a strong partnership between Gartner Sales and Executive Programs. While Sales and Service Delivery associates have different responsibilities and sometimes different priorities, they do share a common goal of providing a great Member experience, which leads to a successful renewal. When we partner closely, Members will hear a consistent story from everyone they talk with at Gartner. They find that we share appropriate information internally, and Members do not have to re-explain situations from the beginning when they speak to different people at Gartner. Members know who to work with when, and they experience their Gartner contacts working together as a seamless team focused on their Key Initiatives.

How to Build a Stronger Partnership With Sales Associates
Service Delivery Associates Should Engage in Several Activities to Build the Partnership With Sales Associates How to Build a Stronger Partnership With Sales Associates Understand and leverage the Gartner Sales process, Sales tools, ValueSelling ® methodology, and metrics Support Sales associates at appropriate points in the Sales process and include Sales associates at important points in Service Delivery Help Sales associates understand and leverage Executive Programs Value Planning Provide Sales associates with appropriate Member intelligence obtained through Service Delivery activities Partner together to build strong Impact Assessments for Members Service Delivery associates can do a number of things to build this partnership. First, understand the Gartner Sales process, and speak the language of Sales when helping with a potential deal. When Service Delivery associates understand the Gartner Sales process, Sales tools, ValueSelling methodology, and key metrics, they are in a better position to know how and when to help. Work collaboratively with Sales associates. Help with qualified opportunities, and invite Sales associates to participate at important points in Service Delivery. This serves to enhance the partnership and communicate its value to Executive Programs Members. You can help Sales associates understand and leverage the Executive Programs Value Plans that record delivery activities and value received by Members. Service Delivery associates should help Sales with much more than Executive Programs deals. They can and should provide Sales with appropriate Member intelligence to help with consulting and research opportunities, too. When Members identify issues better addressed by other Gartner solutions, work with Sales to provide these other solutions and address Member needs. This will lead to strong Impact Assessments for Members.

The Account Plan Is a Great Source of Information About the Member
Tools Maintained by Sales Associates Account Plan Opportunity Assessment ValuePrompter® Pipeline Account Plans — Key Points Includes descriptions of the client goals, strategies, and initiatives Maps important relationships, plans for value expansion, relationship history, and other important information Depth and breadth varies by client and Sales associate Review the Account Plan to understand the strategic business context in which the Member operates We are going to highlight four Sales tools you should become acquainted with. The more familiar you are with these tools, the more effectively you can partner with Sales. The first tool is the Account Plan. For major clients, Sales associates usually manage an up-to-date Account Plan, which is a great source of information about the client. Account Plans include descriptions of the organization’s Goals, Strategies, and Initiatives. Account Plans often map the important relationships, plans for expanding Gartner’s value in the account, and our history with the client. The Account Plan scope varies by client and by Sales associate. Reviewing the Account Plan is a great way to understand the strategic business context in which the Member operates. Ask to be invited to Account Plan and Review sessions, as these often include the extended Gartner team.

Tools Maintained by Sales Associates
Review Opportunity Assessments to Understand Details of a Particular Sales Effort Tools Maintained by Sales Associates Account Plan Opportunity Assessment ValuePrompter® Pipeline Opportunity Assessment — Key Points Contains a summary of critical information about a specific Sales opportunity. Might include: Critical issues Compelling event Stakeholders Win strategy Other information Review the Opportunity Assessments with the Sales associate when partnering to close a prospect The second tool is the Opportunity Assessment. For potential new business, Sales associates create an Opportunity Assessment. Opportunity Assessments contain a summary of critical information about a specific Sales opportunity. This document might include critical issues, the compelling event, the stakeholders in the buy decision, the win strategy and other information. There may be several opportunity assessments for some clients. Before working with Sales to develop and close a prospect, it is a good idea to review the Opportunity Assessment.

ValuePrompters® Are Critical Tools for Executive Programs Sales Efforts Tools Maintained by Sales Associates Account Plan Opportunity Assessment ValuePrompter® Pipeline ValuePrompter® — Key Points Used to develop questions before — and to track critical information during — the Sales dialog Provides critical input for Value Planning The third Sales tool is the ValuePrompter. The ValuePrompter is used to focus the conversation with the prospect around their key Business Issue. Sales uses the ValuePrompter to generate questions for, and track critical information from, a Sales call. The ValuePrompter is important to Service Delivery associates as well — it provides you with critical input for Value Planning.

Tools Maintained by Sales Associates: ValuePrompters®
ValuePrompters® Are Critical Tools for Executive Programs Sales Efforts Tools Maintained by Sales Associates: ValuePrompters® #1 high-level challenge, such as quality, productivity, cost management; directly tied to company goal; often related to Member’s metrics for success Let’s review this important tool in more detail. The ValuePrompter begins with the prospect’s Business Issue. The Business Issue is the key challenge that the prospect needs to address or resolve to contribute to the overall corporate objective. It often is directly related to how the prospect is evaluated and rewarded within their organization. Examples of Business Issues include quality, productivity, and cost management. Everything else on the ValuePrompter is related back to the Business Issue. The Problem box includes obstacles that stand in the way of progress on the Business Issue. The Solution box includes the prospect’s ideas of capabilities that will overcome the problems and address the Business Issue in a measurable way. Value is the personal and business impact of being able to overcome the obstacles and solve the problems that address the Business Issue. Since Executive Programs is all about delivering confirmed value to the Member, this is essential information to capture from Sales. The ValuePrompter also includes boxes on power and plan. These are important to Sales, as they identify steps to contract commitment and indicate who has the ability to sign a contract. The Sales plan box is important for us to understand, as it outlines what the prospect needs to see from Gartner to be convinced to buy Executive Programs. We can better understand what role we need to play in the Presales process by understanding what Sales has agreed with the prospect in the plan box. If Sales has not agreed to a plan with the prospect we can suggest appropriate activities that will help illustrate what Executive Programs can offer. The Solution’s impact on Member, both business and personal

ValuePrompters® Are Critical Tools for Executive Programs Sales Efforts Tools Maintained by Sales Associates: ValuePrompters® Business and personal obstacles that stand in the way of resolving the Business Issue Let’s review this important tool in more detail. The ValuePrompter begins with the prospect’s Business Issue. The Business Issue is the key challenge that the prospect needs to address or resolve to contribute to the overall corporate objective. It often is directly related to how the prospect is evaluated and rewarded within their organization. Examples of Business Issues include quality, productivity, and cost management. Everything else on the ValuePrompter is related back to the Business Issue. The Problem box includes obstacles that stand in the way of progress on the Business Issue. The Solution box includes the prospect’s ideas of capabilities that will overcome the problems and address the Business Issue in a measurable way. Value is the personal and business impact of being able to overcome the obstacles and solve the problems that address the Business Issue. Since Executive Programs is all about delivering confirmed value to the Member, this is essential information to capture from Sales. The ValuePrompter also includes boxes on power and plan. These are important to Sales, as they identify steps to contract commitment and indicate who has the ability to sign a contract. The Sales plan box is important for us to understand, as it outlines what the prospect needs to see from Gartner to be convinced to buy Executive Programs. We can better understand what role we need to play in the Presales process by understanding what Sales has agreed with the prospect in the plan box. If Sales has not agreed to a plan with the prospect we can suggest appropriate activities that will help illustrate what Executive Programs can offer.

ValuePrompters® Are Critical Tools for Executive Programs Sales Efforts Tools Maintained by Sales Associates: ValuePrompters® Power & Plan Identify steps to contract commitment Sales plan box Outlines what the prospect needs Understand what role we need to play in the Presales process Let’s review this important tool in more detail. The ValuePrompter begins with the prospect’s Business Issue. The Business Issue is the key challenge that the prospect needs to address or resolve to contribute to the overall corporate objective. It often is directly related to how the prospect is evaluated and rewarded within their organization. Examples of Business Issues include quality, productivity, and cost management. Everything else on the ValuePrompter is related back to the Business Issue. The Problem box includes obstacles that stand in the way of progress on the Business Issue. The Solution box includes the prospect’s ideas of capabilities that will overcome the problems and address the Business Issue in a measurable way. Value is the personal and business impact of being able to overcome the obstacles and solve the problems that address the Business Issue. Since Executive Programs is all about delivering confirmed value to the Member, this is essential information to capture from Sales. The ValuePrompter also includes boxes on power and plan. These are important to Sales, as they identify steps to contract commitment and indicate who has the ability to sign a contract. The Sales plan box is important for us to understand, as it outlines what the prospect needs to see from Gartner to be convinced to buy Executive Programs. We can better understand what role we need to play in the Presales process by understanding what Sales has agreed with the prospect in the plan box. If Sales has not agreed to a plan with the prospect we can suggest appropriate activities that will help illustrate what Executive Programs can offer.

Pipeline Reporting and Winback Plans are Designed to Maintain and Grow Gartner Tools Maintained by Sales Associates Account Plan Opportunity Assessment ValuePrompter® Pipeline Pipeline— Key Points Sales maintains a pipeline to which shows new business and renewals Work with Sales to ensure you know which new business and renewals are currently being worked on Sales uses a pipeline tool to forecast new business and retention rate. The client gets the best experience, and Gartner gets the most business, when Sales and ExP work in tandem. Maintain a close relationship with Sales to ensure you know which new business and renewals are currently being worked out.

Sales Has a Multitude of Tools and Programs Available to Support Prospect Cultivation, Decrease Sales Cycles and Increase NCVI Passport Symposia / Forum club programs 30 days 90 days Sales Tools and Collateral Webinar or ATCs Local & Regional events Structured Sales calls CIO Academy & Academy for LD Suspect S-D Prospect (C - A) Now we will introduce the Gartner presale process. The process for selling Executive Programs is organized around finding leads, qualifying those leads into prospects, and then enticing those prospects to become Members by demonstrating the value of Executive Programs through activities and cultivating programs like Majestic and ExP Passport. The preliminary stages are lead by Sales Account Executives and Area Managers with increasing resources from ExP involved in the later stages. Likewise, the content and activities put before prospective Members escalates as the contract draws closer to signing, from low-engagement activities like Webinars or ATCs to high-engagement activities like Symposia. Sales and Executive Programs have partnered to offer two cultivation programs: Majestic and Passport. Majestic is designed to develop new revenue opportunities by inviting CIO prospects to experience Symposium. Prospects in Majestic receive VIP treatment, including priority pre-booking of analyst one-on-ones and pre/on-site/post meetings with an ExP service delivery associate. The Passport program brings ExP to life as a proof of concept for highly qualified prospects for 30 to 90 days. Prospects in Passport have access to Inquiry and the Executive Programs web portal. An ExP associate will work with a Passport Member on an initiative. Giving prospects a full-blown Executive Programs experience helps us clinch the contract. AE and AM Lead Engagement Partner with Service Delivery (increasing resource from ExP) Majestic ExP Passport Assigned ExP Resource Pre/Onsite/Post Meetings Taste of best of ExP and Gartner Assigned ExP Resource 1 Initiative Brings ExP to life as a proof of concept 18

Gartner Sales Associates Manage Executive Programs Membership Prospects Through a Five-stage Sales Process Gartner Sales Stages… Develop B Commit A Qualify C Suspect S Identify D Advancement Trigger: Initial exploratory discussion scheduled In order to effectively partner with Sales, it is important to understand the Gartner Sales cycle. Service Delivery associates play a role in some stages of the Sales cycle, which will be explained in detail following this overview of the Sales process. Gartner Sales associates manage Sales opportunities through a five-stage Sales process. The term “Sales Pipeline” is used to describe groups of opportunities moving through these stages. The first stage, Suspect, is used whenever there has not been any directed discussion with the Suspect, but the Sales associate has reason to believe that this person might be interested in a Gartner offering. The first step is usually to schedule a discussion with the Suspect, and when this discussion is scheduled, the Sales associate changes the Sales stage to “D,” Identify. If the prospective client confirms a need for a Gartner program, service or product, the Sales associate moves the opportunity to “C,” Qualify. The next step is for the Sales associate to decide if they want to pursue the opportunity. Here the Sales associate assesses whether the client has the budget and a compelling enough need to spend it with Gartner. If the Sales associate decides to pursue the opportunity, they move the stage to “B,” Develop. In the “B,” Develop stage, the Sales associate helps the prospect understand why Gartner has the right solution for their needs. Once the qualified prospect agrees that they will buy, the Sales associate advances the opportunity to “A,” commit. This last phase is mostly about finalizing the contract. This cycle begins again almost immediately for Gartner clients, because they immediately become Suspects for contract renewal. Client confirms need Client agrees to procure from Gartner Sales decides to pursue Contract finalized Sales Moves an Opportunity to the Next Sales Stage When They Reach the Advancement Trigger Shown Above…

Service Delivery Associates Are in an Ideal Position to Help Sales Locate Suspects
Develop B Commit A Qualify C Suspect S Identify D Definition for the S-Suspect Sales Stage New opportunity, very early in the Sales cycle Develop hypotheses of how Gartner can provide value based on role/industry 3% expectation of closing The general rule of thumb for Service Delivery associates to participate in Sales activities is that they should work only on fully qualified opportunities. However, Service Delivery associates do have a role to play in the Suspect stage. The role they play is to identify and refer Suspects to Sales. The Suspect stage is defined as the very first stage in the Sales cycle. This stage is about finding leads and developing strategies for closing. At this preliminary stage, there is three percent expectation of closing. Service Delivery associates can help by referring leads and helping Sales associates with pre-call planning. Guidance for the S-Suspect Sales Stage Help Sales associates in pre-call planning (particularly new, less experienced, or reps who have not sold Executive Programs)

Service Delivery Associates Are in an Ideal Position to Help Sales Locate Suspects
Identify D Qualify C Develop B Commit A Within Member Organizations Outside Member Organizations NEW SUSPECTS Ask Members to refer other internal candidates for Executive Programs Use knowledge gained from delivery relationships to identify prospects in the Member organization Ask Member if they know peers outside their organization who might benefit from Executive Programs Use network and knowledge outside of Member relationships to identify prospects Many organizations we work with have multiple candidates for Executive Programs. When a Service Delivery associate has developed a strong relationship with a Member, they should ask the Member to refer other appropriate candidates in their organization. Associates should also be on the lookout for potential buyers of other Gartner offerings, like Gartner for IT Leaders, Enterprise Leaders or Industry Advisory Services and refer those leads to Sales as well. Service Delivery associates can also help Sales locate Suspects in organizations that do not yet have Members. They can ask Members if they know peers outside their organization that might benefit from Executive Programs. They can also use their own network and outside Member relationships to identify Suspects. When an associate identifies a Suspect, they should provide the lead to Sales with whatever useful background they have, and let Sales manage the process from there. As stated earlier, Service Delivery associates should focus their business development efforts on developing qualified opportunities, not on early stage activities.

Identify and Qualify Stages Defined
Suspect S Identify D Qualify C Develop B Commit A Definition for the D-Identify Sales Stage First meeting scheduled with prospect Learning about initiatives, decision makers, business objectives, budget 15% expectation of closing Service Delivery associates should be minimally involved in the “identify” and “qualify” stages of the Sales cycle. These stages are managed by the Sales associate. Definition for the C-Qualify Sales Stage Client confirms the need for Gartner services Map offerings to needs, secure internal resources, review solutions with prospect 33% expectation of closing

In the Identify and Qualify Stages, Service Delivery Associates Are Generally Not Involved
Suspect S Identify D Qualify C Develop B Commit A Guidance in D-Identify & C-Qualify Sales Stages As a rule, the Sales stage where we confirm interest (D: Identify) and decide to pursue (C: Qualify) should be managed by the Sales associate If asked for help, debrief with Sales after the CIO Sales call to validate the ExP solution, and offer suggestions for the next CIO meeting Suggest to send the prospect to an ExP event Determine if the prospect should be placed in the Passport to Gartner program These stages are managed by the Sales associate.

In the Identify and Qualify Stages, Service Delivery Associates Are Generally Not Involved
Suspect S Identify D Qualify C Develop B Commit A Guidance in D-Identify & C-Qualify Sales Stages If the Service Delivery associate has a personal relationship that can be leveraged to accelerate these early stages, they should offer to assist the Sales associate Refer Sales to Executive Programs collateral and Sales tools on Eagle If asked to participate in either D or C stage opportunities, consult with your manager One exception to this general rule is when the Service Delivery associate has a personal relationship that can be leveraged to accelerate these early Sales stages. In these situations, they should offer to assist the Sales associate. Other than this exceptional circumstance, if asked to participate in these stages of the Sales process, Service Delivery associates should respectfully decline. Refer the Sales associate to guidance in Executive Programs collateral and Eagle that clearly state when and where Service Delivery associates are supposed to get involved. Consult with your manager before working on opportunities in these stages of the Sales process.

Service Delivery Associates Should Confirm a Qualified Opportunity Before Helping With Development Activities Suspect S Identify D Qualify C Develop B Commit A Definition for the B-Develop Stage Solution outlined – confirmed with prospect, Vision-match obtained, understand procurement process, discuss timelines 60% expectation of closing Once a prospect is qualified, the Sales associate moves the Sales stage to “B,” Develop.

Service Delivery Associates Should Confirm a Qualified Opportunity Before Helping With Development Activities Suspect S Identify D Qualify C Develop B Commit A Guidance for the B-Develop Stage Is this a qualified opportunity? Is the call with a CIO? Does the CIO have budget? Have you identified the key Business Issue? Have you made a Sales call on this prospect already and presented Executive Programs? There are a number of questions you should ask your Sales partner to verify that you should participate in development activities. These include: Is this a qualified opportunity? Is the call with the CIO, or the most senior IT leader? Does the CIO have budget? Have you identified the key Business Issue and problems? Have you had a Sales call with this prospect where you presented Executive Programs?

Once an Opportunity Is Qualified, Service Delivery Associates Should Make Themselves Available to Help Develop This Opportunity Suspect S Identify D Qualify C Develop B Commit A Value in the B-Develop Sales Stage Provide support on well-qualified prospect calls and visits Discuss the CIO Survey and CIO research agenda Demonstrate an inquiry with a CIO research analyst Schedule and engage the prospect in a Substantive Interaction Accurately set Member expectations about the program Invite prospects to Executive Programs events Showcase Executive Programs events (balance 10% prospect to 90% Member attendance) Leverage standard proposal templates Direct Sales to use the Executive Programs content in the online Proposal Generator Escalate nonstandard proposals to your manager Service Delivery associates can add value in the Develop stage in a number of ways. First, provide support only on well-qualified prospect calls and visits. Use the opportunity to discuss the CIO Survey or the Executive Programs research agenda, or demonstrate an inquiry with a CIO Analyst. For many hesitant prospects, meeting a CIO Analyst is just what it takes to help them decide to buy. Second, you can help set appropriate expectations about the program and the deliverables. Executive Programs associate involvement at this stage can be a great way to ensure that the Member-to-be has accurate expectations of the program. Use events to showcase Executive Program’s research and the value of membership. Select an event that will provide value to the prospect, and invite them to attend. While associates can invite prospective Members to any regularly scheduled Executive Programs event, maintain the ratio of 10% prospects to 90% Members. Discuss with the Member and with Sales the outcome the prospect expects from their event attendance, and ensure that we deliver on the prospect’s expectations. After an event, the associate should partner with Sales to ensure effective follow-up. Help the Sales associate move toward contracting by leveraging standard proposal templates on Eagle. Review the proposal to ensure that it is value-based and not a list of features. When confronted with any nonstandard situations, talk with your manager.

Once an Opportunity Is Qualified, Service Delivery Associates Should Make Themselves Available to Help Develop This Opportunity Suspect S Identify D Qualify C Develop B Commit A Guidance of should not do in B-Develop Stage Do not participate in calls, visits, VTCs or ATCs with unqualified prospects Do not agree to nonstandard deliverables without management approval Do not work on selling the program to someone other than the CIO or the most senior IT leader Do not invite unqualified prospects to events There is also strong guidance around what Service Delivery associates should not do in the develop stage — Do not participate in calls, visits, VTCs, or ATCs with unqualified prospects. Do not agree to nonstandard deliverables without management approval. Do not work on selling the program to someone other than the CIO or the most senior IT leader. Do not invite unqualified prospects to events.

In the Commit Stage, the Prospect Signs the Contract
Suspect S Identify D Qualify C Develop B Commit A Definition for the A-Commit Sales Stage Proposal out. Expected to close – client has agreed to terms and solution. Booked and submitted 80% expectation of closing In the Commit stage, the prospect signs the contract.

In the Commit Stage, the Prospect Signs the Contract
Suspect S Identify D Qualify C Develop B Commit A Executive Programs Guidance in the A-Commit Sales Stage Closing the deal and gaining contract signature should be managed by the Sales associate with little or no participation by the Service Delivery associate Engage the Member-to-be by discussing what happens after the contract is signed Discuss Architected Onboarding activities Explain the Value Plan that will be created and begin populating the information Bring in your manager to help with large or complex deals Participate in last-minute closing activities to demonstrate personal service that comes with membership Closing the deal and gaining contract commitment are managed by the Sales associate. However, there are important ways Service Delivery associates add value in this stage as well. Engage the Member-to-be by discussing what happens after the contract is signed. Explain the value plan, and begin to capture useful information. You will be able to transfer the information you capture to Client Connect later, when the new Member is entered into the system. Whenever you get involved in a large or complex deal or the deliverables are nonstandard, make sure you work with your RVP to leverage past experience with these complex opportunities. Participate in any last-minute closing activities to demonstrate value and answer any last-minute questions. Your participation can demonstrate the personalized service the prospective Member will receive when they join Executive Programs.

There Are Many Points in the Service Delivery Process Where Service Delivery Associates Should Involve Sales Associates Stages of the Service Delivery Process That Involve Sales Where to Communicate and Involve Sales in Service Delivery Service Delivery associates should proactively communicate and involve Sales at every stage of the Service Delivery process It is important to involve Sales associates in other stages of the Service Delivery process. Keep in mind, social contracting can help you develop and navigate effective and productive relationships with Sales. The remaining modules in this series will provide guidance on how to involve Sales associates in every stage of the Service Delivery process.

Thank You for Participating in This Training
Topics Covered in This Module: Definition of the Presale Stage Guidance for Service Delivery associates in the Presale Stage 1 Thank you for participating in this training module.

EXECUTIVE PROGRAMS SERVICE DELIVERY EXCELLENCE PROGRAM

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