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The Accenture Way to Sell is your guide to Accentures client-focused, disciplined sales approach.
Table of Contents
Introduction Build Trusted Relationships Target Right Clients Grow Quality Pipeline Win Protable Deals Manage Sales Index, References and Additional Resources 2 4 22 28 38 60 70
This guide provides an overview of Accentures approach to selling. Use it as a rst-time orientation or as an ongoing reminder of what is important to us and what has proven to work. It also provides references to many valuable resources.
What is Accentures approach to selling? It is a powerful combination of philosophy and discipline. The philosophy: a core belief that trusted relationships with our clients and a shared focus on their success will bring us success. The discipline: empowering sales methods, tools, techniques and information that ensure the strong business rigor that distinguishes Accenture in the marketplace. The High Performance Selling Framework embodies this combination of philosophy and discipline. This guide is organized by the key elements of the High Performance Selling Framework: Build Trusted Relationships, Target Right Clients, Grow Quality Pipeline, Win Protable Deals and Manage Sales.
Manage Sales
Achieving our overall objectives of sales growth at lower cost involves effectively managing the people, the information and the costs associated with sales.
Do you have meaningful conversations with your client that build trust?
ORDER Model 11 Client Meeting Best Practices 12
The strength of our client relationships is the No. 1 reason we win deals, and the No. 1 reason we lose.
Why? Because in a strong relationship, our clients fundamentally trust that we understand their challenges and aspirations. They trust that we are interested in their success, not just our own. They trust that we will have their best interests at heart in any work we do with them. With such trust as a foundation, our clients seek our counsel, sharing with us their intentions, constraints, inuences and more invaluable insight that informs and strengthens our opportunity generation, pursuits and ultimately our chances to win work that will help both the client and us achieve our goals. In short, trust sells. Without trusted relationships, our clients may assume we are purely self-interested salespeople. Without trust, they hold their thoughts and plans close, limiting us to a supercial and speculative view. We are left to y blind, and guessing is no basis for sound sales decisions, nor a win. Throughout Accenture, many of us have enduring, trusted relationships with our clients. Many of us also have relationships that are limited and transactional in nature. To move toward building deep, trusted relationships, we have sought out the best thinking and guidance to help us infuse the art of developing real relationships with our clients into the heart of what we do and who we are. This section provides highlights of the resources that can help you cultivate your relationship-development abilities. While there are various approaches and techniques for building trusted relationships, one thing is constant: client centricitythe client is the focus, always.
Trust =
Trustour trustworthiness, as perceived by our client Credibilitywhether our client knows that our word and credentials are true Reliabilitywhether our client knows that our commitments will be consistently met Intimacyhow secure or safe the client feels sharing with us Self-orientationwhether our focus is on our client vs. ourselves. Do we appear to be more interested in ourselves or in trying to be of service to the client?
As the sole variable in the denominator, the most important factor in the Trust Equation is selforientation. This is intentional. A seller with low self-orientation (or high client centricity) is free to truly focus on the client, not for his/her own sake, but for the sake of the client.
Key Resources
Trust Equation Learning Paper Trust Quotient Self Diagnostic Test Build Trusted Relationships homepage Trusted-based Relationships topic page in SELL
Kno w
Kn
xt t tex on
Do you focus on what the client wants to buy, rather than what you want to sell? Do you treat clients as unique, adapting and responding to each with a customized approach? Does your client believe that if there is ever a trade-off, you will put the clients interests ahead of your own? Are you client-centric for the sake of the client (or client-centric because of what you will gain)?
SOCIAL STYLESM
All people exhibit patterns of behavior. If you can recognize and respond to these behaviors appropriately, you will have a more successful relationship. The SOCIAL STYLE MODEL can help you do just that. The model helps you identify your clients Style and anticipate his/her associated behaviors so that you can strengthen how you relate to him/her, resulting in increased client centricity and trust. The SOCIAL STYLE MODEL helps you: Understand yourself better so that you have awareness of your motivations and behaviors and can adapt as needed. Understand others so that you can: Communicate in a way they like. Address what is important to them. Understand their motivations and behaviors. Team better with them. Sell better to them.
Key Resources
SOCIAL STYLESSM Learning Paper SOCIAL STYLESSM Pocket Book SOCIAL STYLESSM topic page in SELL
Driving
Independent Formal Practical Dominating
Asks Amiable
Dependable Supportive Pliable Open
Tells Expressive
Animated Forceful Opinionated Impulsive
Emotes
Used with permission of Cahners TRACOM Group. All Rights Reserved.3 9
Element
Basic Need Orientation Growth Action Strengths Weaknesses Back-up Behavior Use of Time DecisionMaking Support Their Take Time To Provide
Driving
Results Action To Listen Decisive Insensitive to Others Autocratic Immediacy Uses Facts, Takes Risks Actions and Conclusions Be Efficient The A team and Predictability
Expressive
Personal Approval Spontaneity To Check Enthusiastic Too Impulsive Attack Future Uses Opinions, Takes Risks Dreams and Intuitions Be Stimulating Testimony and Incentives
Amiable
Personal Security Relationships To Initiate Listens Taking a Stand Acquiesce Present Uses Opinions, Avoids Risk Feelings and Relationships Be Agreeable Guarantees and Assurances
Analytical
To Be Right Thinking To Declare Thorough Poor Improvisor Avoid Historical Uses Facts, Avoids Risks Principles and Thinking Be Accurate Evidence and Service
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ORDER Model2
With trust as a foundation, our clients feel comfortable answering important questions that can provide valuable insight. The ORDER model, an approach for having meaningful, structured client conversations, can help you develop stronger client relationships, better understand client needs and thus better qualify and win sales opportunities. The ORDER model helps you learn what questions to ask, and when and how to ask them to get the critical information you need, including opportunity details, the clients budget, the clients decision process, the best solution, and how to position for the win. Specically, the ORDER model helps you: Examine your intent and make sure it is congruent with your clients interestsclient centricity! Understand how critical it is to immediately clarify with your client any assumptions that you may have. Challenge yourself to rst focus on in-depth inquiry into the clients needs before advocating a solution. Push yourself to engage in more open dialogue with your client about a potential opportunityand leave the PowerPoint behind. To learn how to use the ORDER model, consult the key resources below.
Key Resources
ORDER Model Learning Paper Build Trusted Relationships homepage Client Conversations topic page in SELL
Resources
Proceed?
D Decision Process
R Results
No
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12
Key Resources
The Accenture Selling Platform Workshop Initiate New Opportunities homepage Client Conversations topic page in SELL Trust-based Relationships topic page in SELL SOCIAL STYLESSM topic page in SELL Build Trusted Relationships homepage
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Effective Questions
Ask for permission to ask questions. Ask open-ended questions as much as possible. Ask one question at a time and wait for the answer. Be cautious of leading questions. Be aware when asking how or what works better than why.
Build Rapport
Always be prepared to socialize at the beginning of the meeting. Think of some simple genuine questions to ask (e.g., How has your day been? Hows business?). Let the clients body language and speech help you determine how much to socialize. Most importantly, understand the clients SOCIAL STYLESM and adapt to it.
Intent Counts
Ensure that your intent is obvious that your main objective is their success, not your own.
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No Guessing
To avoid guessing, listen carefully to the key words or phrases the clients use, and ask what those words mean to them. Try: We hear that a lot and every individual has a slightly different meaning for <the solution>. How would you describe...? What do you mean when you say...? Be careful to not make the client guess what you are talking about either. Watch your references to Accenture acronyms and consultant-speak. Speak in the clients language.
Key Resources
Connect with your Client Job Aid Client Conversations topic page in SELL Trust-based Relationships topic page in SELL SOCIAL STYLESSM topic page in SELL Build Trusted Relationships homepage
Next Time
Dont leave the meeting without an agreed next step, and the more specic, the better.
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Power Maps
Power maps help you determine where to focus your relationship development efforts. They are visual representations of a clients organization that display inuence networks, roles and attitudes towards Accenture and our competition. They are powerful tools to help you plan how to navigate and leverage relationships for your relationshipbuilding efforts. The exercise of building a map forms the basis for your individual relationship strategies. In general, we develop relationship strategies in two different dimensions: at the account levelfocused relationship development to drive a long-term, sustainable partnership with the client; and at the specic opportunity levelto win a deal.
Key Resources
Working the Deal Power Map Facilitated Learning Module Avoiding Power Mapping Mistakes Learning Paper Power Mapping topic page in SELL Account Relationship and Power Map Job Aid/Template SOCIAL STYLESSM Learning Paper
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+3 AH
+2
-2
Scott Taylor
+3 Patrick Allen VP Commercial Systems Rick Sandstrom RW Director, Customer Dev Processes -1
-2
-3
IBM
SAP
Strength of Relationship
Accenture upper right circle (color-coded) Competitor lower right circle (black) Coach Key Decision Maker
Thickness of line indicates strength of relationship. Red line indicates negative relations
Influence Networks
No Circle = Unknown +3 +2 +1 0 -1 -2 -3 Strong personal & bz relationship Good business relationship Mildly positive Neutral Mildly negative Non-supporter Strongly Negative Other Key Parties Accenture Competitor
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18
+1
-2 +3
+1
+3
+2
Amiable
Expressive
Roles Eval - Evaluator Rec - Recommender Eval/Rec - Evaluator/Recommender Influencer Approver Thickness of line indicates strength of relationship. Red line indicates negative relations
-1 -2 -3
Unknown <List all individuals whose roles and relationship information is not currently know in this box>
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Power Changes
Roles within the power map can change during the course of procurement. Re-evaluating the identied roles frequently, particularly after major decisions in the buying cycle are completed, ensures a higher probability of winning the deal.
History as a Predictor
Power and decision-making structures are often consistent for decisions of like kind. In order to understand how a decision will be made, ask how previous similar decisions were made.
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Being deliberate about with whom we work is one of the key reasons for our sales success, and it is a prominent feature of our sales growth strategy.
Our clients are the worlds leading companies and governments, including almost all of the Fortune Global 100 and more than three-quarters of the Fortune Global 500. This level of client offers greater growth potential and protability. The clients with whom we have a long history also yield a greater return on our investment in them. Almost all of our top 100 clients in the last few years have been clients for at least 10 years. Our sales efforts center primarily on these invaluable clients and on the careful selection of other clients and prospects that show great promise for growth. This section describes how we ensure we are targeting the right clients for Accenture.
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Key Resources
Client Account Lead Lookup Target Right Clients homepage
Diamond Clients
In addition to the three client classications, we have a segment of our clients that we call diamond clients. Our diamond clients are our largest and most important clients based on several criteria. This select group, mostly an elite subset of our foundation clients, was formed to create a forum for exchange of ideas and best practices for working with our very best clients. Through this knowledge sharing we are able to bring the best of Accenture to the best of our clients. We also track emerging diamonds which are clients we believe will become diamonds within two years. The criteria are based on an assessment of the following four factors: visible opportunity backlog and pipeline, sustainability of the existing relationship, potential to grow the relationship, and willingness of the account team to commit to goals consistent with becoming a diamond account.
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Global Clients
Global clients comprise another key segment of our clients. These clients operate globally and make buying decisions in an interdependent way within their organization (versus clearly centralized or decentralized decision-making). Our strategy for serving this group of clients is built around a strong, global orientation.
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Account Development
Account development is the foundation for proactively generating demand and building a strong pipeline. It is a disciplined approach to planning Accentures future with our clients, dening where we want to be with our relationships, and with the work we do to help our clients achieve high performance, and determining real actions to get us there. Account development is not a onetime event, nor just a nancial plan. It is a sustained, focused, measurable journey. The planning horizon is multiyear with a focus on relationships. Account development involves building a deep understanding of the client, creating an account plan, and living the plan through follow-up, on-going review and strategizing.
Understand the Client Develop deep insight into client through research, client validation Client Profile Shareholder Value Analysis, Public Service Value Industry vision Relevant offerings material Create the Account Plan Strategy and action plans for Positioning Relationships Opportunities
Key Resources
Account Plan Template Client Prole Sample Shareholder Value Analysis homepage Account Development Client Account Lead Guide Account Development Coordinator Guide Account Relationship and Power Map Job Aid/Template Account Development homepage Grow Quality Pipeline homepage Build Trusted Relationships homepage
Live the Plan Disciplined follow-through Carry out action plans Conduct regular team meetings Track progress against plan Revisit and refine strategies Conduct client value reviews with the client
Client
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Sales Interlock
Sales interlock is joint Operating Group (OG) and Growth Platform (GP) sales planninggetting the right people together to agree how we will achieve (through pipeline generation and client-level sales) our top-down sales targets. We know that we are strongest in sales when we team across OGs and GPs to bring the best of Accenture to our clients. The primary participants in sales interlock are the Client Service Group (CSG) leads, operating unit (OU)deployed GP leads, and the CSG aligned service group (SG) liaisons. This group works together to jointly develop a line of sight to scal-year sales targets. Outputs of sales interlock include client-level SG sales plans and identication of the SG resources assigned to the clients to help drive those sales (with a focus on foundation clients). Sales interlock consists of two phases: the initial annual planning phase described above, and then the ensuing collaboration through the year. Ongoing interlock consists of regular check-ins between the CSG lead and SG liaison to measure progress against plan and to ensure integration with account plans. Sales Interlock is a continuous loop of planning and collaboration between OG and GP. Sales interlock and account planning are highly integrated, reciprocal activities that create alignment between client level action and overall sales plans. Account plans provide key input to the sales interlock process, and sales interlock drives expanded account plans. Sales interlock is the key to getting the right resources to the right clients to drive sales. It helps build pipeline and sales plans that will enable us to meet our aggressive sales goals, including SG-level sales goals. Targeted, balanced growth across our service groups is essential to successful execution of our corporate strategy. Sales interlock is an integral part of our go-to-market strategy, and where we have done this well, we have seen signicant lift in opportunity pipelines and sales success.
Key Resources
Sales Interlock homepage
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Operating Group
CSG Lead brings industry and client knowledge, client list and account plans. OU-Deployed GP Lead brings offerings, suggested target clients.
Growth Platform
CSG-aligned SG Liaison brings offerings, suggested target clients, and SG sales resources.
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Key Resources
Accenture OfferingsSales Campaign Management Handbook Offering Sales Campaign homepage
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Strategize your sales campaign approach and develop sales assets. Plan Your Campaign Strategy Establish sales goals Develop internal awareness and education, and external marketing and communications plans Conrm the campaigns program management approach, nalize related budget/ funding Dene campaign roles and responsibilities Identify and enable sales channels (any individual or group that will take offering sales messages to the market) Develop Sales Assets (materials to use in pre-sales and sales activities, e.g. decks, brochures, microsites)
Execute the strategy developed in the prior phase. Drive out the internal awareness and education programs, and the external marketing and communications activities Identify client targets, work with Client Account Leads as applicable to get access Connect with the client (prepare for and hold the meetings, structured client conversations) Pursue and close the opportunity
Report on the progress of the sales campaign against sales targets, budget, and planned activities throughout the campaign.
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Key Resources
Client Centric and Opportunity Centric Marketing Learning Paper
Client Centric Marketing: Bringing the Power of Accenture Marketing to Your Client
Design Agencies/ External Best Practices Internet Marketing Accenture Research
Client
Integrated Campaign
CCM Lead
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Key resources
Sales Roles and Credit Policy homepage
Opportunity QA Director
Proposal Development Team (dependent by OG and type of deal) Volume Author Proposal Manager Volume Lead
(tech, bus, past performance)
SME
Orals Coach
Research Specialist
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Sales Cycle
Accenture utilizes a four-stage sales cycle with supporting tools, resources, reviews and decision points that is structured to not only help us win, but to ensure we are ultimately winning the best deal for Accenture.
Key Resources
Sales Stages homepage
0
Identify and Validate Client Opportunity
1
Define Value Proposition with Client
2a
Agree on Business Terms OR Develop Proposal
2b
Clarify Proposal and Differentiate Solution
3a
Perform Initial Negotiation
3b
Finalize Contract
Key Milestones
Approved to Pursue
Submit Proposal
Selected to Negotiate
Accenture Selected
Sign Contract
Stage 0Identify and Validate In Stage 0, we identify an opportunity and test it with the client, before spending any signicant effort or investment on deal pursuit. To enter Stage 1, we must fully qualify the opportunity and get approval to pursue. Stage 1Advance In Stage 1, we work closely with the client to dene the value proposition and begin to scope a solution. We also commence development of a comprehensive win strategy. Proceeding to Stage 2 means we have decided to continue to expend time and effort to pursue the opportunity.
Stage 2Propose Stage 2 involves the development of a proposal to the client and any required client presentations, orals or other follow-up activities. Stage 3Close In Stage 3, negotiations and contracting takes place. It concludes in a win, loss or withdrawal.
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Strategy Reviews
Strategy reviews provide a forum for intensive coaching from sales leaders on a specic opportunity, with the intention of maximizing the probability of winning. A sales teams QSA work serves as the foundation for these sessions and the team working sessions.
Key Resources
Win Rate Improvement Overview Win Rate Improvement topic page in SELL Qualication and Win Strategy homepage
0
Sales Excellence
QSA
2a
QSA
2b
3a
QSA
3b
Collaboration
Coaching
Strategy Review
Strategy Review
Strategy Review
Approval
NBM Meeting
NBM Meeting
NBM Meeting
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Key Resources
Qualication and Win Strategy homepage QSA Tool QSA Tool homepage QSA Critical Success Factors topic page in SELL
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Qualication Decisions
Determine Winnability based on 12 Critical Success Factors
Insight and Position 1. Opportunity Imperative and Intensity 2. Customer Relationships and Buyer Values 3. Competitor Landscape Strategic Plan 4. Win Themes and Differentiation 5. Campaign Strategy Accenture Proposition 6. Solution Approach 7. Teaming and Alliances 8. Delivery Leadership Team 9. Value Proposition and Pricing Campaign Execution 10. Negotiation 11. Buying Events 12. Readiness and Progress
Input to...
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Deliverability Sessions
Deliverability sessions are workshops that align the sales team around the solution to be delivered and the commercial aspects of the deal. In these sessions, the sales team ensures that the solution supports the value proposition, that we have the capability to deliver and that we have an agreed position on negotiations.
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There are two types of deliverability sessions: Solution Deliverability Sessionhas a heavy focus on the solution, cost estimates and resource requirements and is conducted at least once during Stages 1 and/or 2. Commercial Deliverability Session has a heavy focus on commercial aspects and mobilization readiness, and is conducted at least once during
Stage 2 and possibly within Stage 3 if there are material changes to the deal.
Key Resources
Deal Team Win Strategy Session Job Aid Deal Team Deliverability Session Job Aid Qualication and Win Strategy homepage New Business Management homepage
Key Resources
Deal Team Strategy Review Job Aid Coaches Strategy Review Job Aid Qualication and Win Strategy homepage New Business Management homepage
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Key Resources
New Business Management homepage NBM Template QSA Tool
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Key Resources
Competitive Price Range homepage
Competitive Insight
Subtract
Involve all stakeholders when setting competitive price range and costing targets.
A primary focus is to improve sold Client Controllable Income (CCI) and other related metrics. Our ability to improve depends on strengthening the following: More granular, differentiated pricingSetting different prices for different skills based on the value of those skills, local market conditions, and client priorities. Rate card best practicesConsistent standards for rate cards and Master Services Agreements (MSAs) that ensure fairness for Accenture and the client over the course of the project.
At a minimum, covering annual raises Growing sold margins in a way the markets reward
Source: Based on global FY2007 TC and MC (excluding Public Service) information from Accentures Corporate Reporting and Analysis Team.
Negotiation skills and responsibilities Skills and information that allow us to deal with pricing issues and client negotiation in a way that helps preserve and strengthen the client relationship. Flexible pricing technology and analytic capabilitiesTechnology that enables a consistent approach to pricing and a repository of up-todate pricing information to help set prices for new deals. How can you price your deal most effectively? As a practitioner you should: Engage your Business Negotiator in developing pricing strategies and in price negotiations. You can nd your
Business Negotiator through https://pricing.accenture.com. Use the appropriate standard tool either the Global Pricing System or the Global Consulting Pricing Modeldepending on your location, operating group and type of work. Review and use current rate card and MSA guidelines. Staff to the sold pyramid.
Key Resources
Pricing homepage Selling and Pricing Homepage on SE Connection Pricing topic page in SELL Price Modeling Tools
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Proposal ManagementManage the overall process for creating nal proposal documents, including: Proposal CoordinationManage all day-to-day activities relating to the development of proposal deliverables Proposal TemplateCreation and formatting of all proposal templates Proposal ProductionManage proposal production activities Benets Selling, General and Administrative (SG&A) Savingslow-cost, experienced and dedicated resources. Client Focusliberate client teams to focus on the solution and client relationship. Streamlined Sales Support Process improved sales rigor has a positive impact on win rate. Qualityensure accuracy, consistency and relevance of proposal content, leveraging best-practice tools and methods. Peopleexperienced sales support resources (US onshore and offshore) with 3-8 years sales support experience. Third Party Advisors (TPA) Experience with TPA proposals from all Tier One advisorsTPI, Everest, EquaTerra, and more.
Accuracysecure regular updates from information owners to ensure latest and greatest. Support Multi-tower Dealsability to support multi-tower deals by responding to Application Outsourcing (AO), Infrastructure Outsourcing (IO), Business Process Outsourcing (BPO), and consulting proposals.
Key Resources
Proposals homepage in KX Integrated Sales Support homepage Central Mailbox for support requests: ISSC.SalesSupport@Accenture.com
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Demonstrate how we will work together day-to-day to ensure a successful project. For example, simulate a day-in-the-life of the project: from how we will interact through a governance structure, to the visibility they will have to progress through dashboards, to the onboarding and rolling off of resources, and more.
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Prepare and rehearse Freeze the deck and potential questions two days out. Plan on running multiple dress rehearsals. They are critical. Orient the style of the presentation and answers given to questions to the power map and SOCIAL STYLESM of the audience. Articulate how Accenture is organized and works together. Introduce each person including their role on the project (if selected) and their relevant experience. Prepare how you will answer questions Have a list of anticipated questions. Decide who will answer and rehearse. Make sure that you understand the question. Repeat if necessary. Be honestif you dont know, say so. If a problem engagement is brought up, admit that it was a problem. Dont pile on. Generally one answer from one person is satisfactory. Dont keep adding to what has been said.
Key Resources
Orals homepage
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Key Resources
The Accenture Way to Negotiate Booklet Negotiations Center of Excellence homepage Negotiations topic page in SELL
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Maximize Legitimacy
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Win/Loss Reviews
Whether we win or lose an opportunity, a key way to increase our win success is to learn from each pursuit through win/loss reviews. The Accenture win/ loss program was established to understand why we win, why we lose and what makes us different from the competition. Win/loss reviews are conducted across all operating groups and geographies. Applying win/loss insight to opportunity pursuits enhances win strategies and helps improve our win rate. Teams can benet from win/loss reviews in two ways: Key insight across multiple deals: cross-deal analysis is available for sales and offering teams. Analysis can be obtained either from your OU sales effectiveness lead, or from the Win Loss Reviews homepage. Conducting your own win/loss interview: Most client directors make a practice of debrieng with the client immediately following the closure of a deal (win or loss). There are short interview questionnaires that you can use to structure your discussion with your client. The questionnaires and templates can be obtained from the same site above.
Key Resources
Win Loss Reviews homepage
Collect Insights
Analyze Patterns
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Manage Sales
How do we manage sales?
Key Sales Metrics Pipeline Management Opportunity Management System Reporting and Analytics Sales Credit Allocation Business Development Cost Management 62 63 65 66 67 68
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To achieve our overall objectives of sales growth at lower cost we must effectively manage our sales infrastructure, from the people, to the information, to costs.
This management involves planning our sales efforts to meet our targets, tracking our progress toward our objectives, investing in business development wisely, and developing and rewarding our sales teams. This section focuses on these efforts to effectively manage sales.
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Win Rates
Win rate is an indicator of our success in qualifying and winning opportunities, and has a direct correlation to the volume of pursuits we must undertake to win a certain amount in a given time period. Win ratewins as a percentage of total qualied pursuits, inclusive of withdrawalsis calculated from Stage 1. The Win/Loss rate is a metric that measures our overall competitiveness and excludes withdrawals.
New Bookings
New bookings are tracked against both internal plan targets and external guidance.
Mega Deals
Mega deals represent a comparatively small quantity of deals, (specically for Outsourcing), which have a signicant impact on new bookings, pipeline and win rates.
Key Clients
The primary areas of focus within the client portfolio are our diamond and foundation clients. These clients provide the foundation of our success in terms of current and future sales, revenue and income. We need to build the quantity of these clients over time, while increasing the volume of work at each client.
Pipeline
Our pipeline is the sum of all active opportunities documented in our SalesOpportunity Management (OM) application. Understanding and managing the pipeline is key to achieving our sales targets and understanding the strength of the business. Pipeline metrics include both historical trends as well as assessment of current pipeline strength vis--vis sales targets.
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Pipeline Management
Understanding and proactively managing our opportunity pipeline is key to achieving our sales targets. Our pipeline is the sum of all active opportunities documented in our SalesOpportunity Management (OM) application. For the purpose of understanding and assessing our pipeline, it is divided into two distinct segments: qualied pipeline and unqualied pipeline. provides advance visibility to potential deals, resulting in better pipeline management.
Qualied Pipeline
The qualied pipeline includes all deals in and beyond Stage 1. At this point, both the client and Accenture have signaled their interest in discussing and exploring the opportunity further, and Accenture has initially qualied the opportunity via the New Business Management (NBM) process. The qualied pipeline is the primary source for all pipeline reporting, and provides leadership with insight and assessment of our future potential sales, quantiable trends and key metrics used to gauge the health of our business.
Pursuits
Unqualied Pipeline
The unqualied pipeline is the set of opportunities in Stage 0, during which we identify and qualify opportunities early, before signicant effort or business development funds are spent. Tracking of all Stage 0 opportunities
New Opps
Unqualified pipeline
Qualification rate
Qualified pipeline
Pipeline yield
Wins
Withdrawals
Losses
Withdrawals
Win rate
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Qualication Rate
Qualication rate is a measure of uidity into the qualied pipeline. It is calculated similarly to yield, but is based on the value of qualications during a particular period as a function of the unqualied pipeline.
Win Rate
Win rate refers to, based on opportunity value, wins as a percentage of all qualied pursuits (wins + losses + client withdrawals + Accenture withdrawals). Win rate is an indicator of our success in qualifying and winning opportunities, and has a direct correlation to the volume of pursuits we must undertake to win a certain amount in a given time period.
Velocity
Velocity is the speed at which an opportunity moves through the qualied pipeline, from pipeline entry date through the actual contract signing date. Increases or decreases have a direct impact to both win rate and yield, in that velocity contributes to the volume of wins and pursuits during a particular period.
Pipeline Yield
Pipeline yield is the percentage of wins accrued, by value, based on the total qualied pipeline at the start of the period. For example, if an entity starts the quarter with $100 of qualied pipeline, and wins $20 in the quarter, the pipeline yield was 20 percent. Yield takes into account a combination of performance levers, including win rate and velocity (average time in pipeline).
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Key Resources
SalesOpportunity Management (OM) application Opportunity Management homepage
65
66
Key Resources
Sales Credit Policy Guidelines Sales Roles and Credit Policy homepage
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2. Opportunity Pursuit
Opportunity pursuit includes funding the effort and activities involved in the pursuit of an opportunity. There are many ways to maximize sales investment during opportunity pursuit, including relentlessly qualifying using the QSA toolkit, and increasing our win rate by leveraging other best practices described in the Win Protable Deals section (Strategy Reviews, New Business Management meetings, assembling the right team to win and more).
By implementing the strategies and tools described throughout this guide and honing our sales competence through training, each of us can play a signicant role in effectively managing our business development investment and achieving our ultimate business objective: protable sales growth.
Key Resources
BD Plan BD Approach Overview Business Development homepage
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Index
Account Development Assessing your Client-Centricity Build Trusted Relationships Building Trust through Client-Centricity Business Development Cost Management Client Centric Marketing Client Meeting Best Practices Before the Meeting Client Meeting Best Practices During the Meeting Client Portfolio Management Competitive Price Range Grow Quality Pipeline Key Sales Metrics Manage Sales New Business Management Process Offering Sales Campaign Opportunity Management System Oral Presentation and Preparation ORDER Model Pipeline Management
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30 8 4 8 68 37 12 14 25 49 28 62 60 48 34 65 54 11 63
64 16 49
Proposal Development and Support 52 Qualication, Strategy, and Advancement Reporting and Analytics Right Clients, Characteristics of Sales Credit Allocation Sales Cycle Sales Interlock Sales Roles Blueprint Selling to Different SOCIAL STYLESSM SOCIAL STYLESM Strategy Review Sessions Structured Team Working Sessions Target Right Clients The Accenture Way to Negotiate The Trust Equation The Ultimate Trust Checkpoint Win Protable Deals Win/Loss Reviews 44 66 24 67 41 32 40 10 9 47 46 22 56 6 7 38 59
References
1. David H. Maister, Charles H. Green and Robert M. Galford, The Trusted Advisor, The Free Press, 2000. 2. ORDER Model: 2009 Franklin Covey Co. Duplicated and distributed under license for use within Accenture LLC. All rights reserved. 3. SOCIAL STYLE is a service mark of TRACOM Group. The SOCIAL STYLE MODEL is a registered trademark of TRACOM Group.
Additional Resources
Sales Effectiveness Website Sales Enablement Learning Library (SELL) Selling & Pricing homepage on the Senior Executive Connection website. Please note that this website is restricted to Senior Executives only. Accenture Offerings
Copyright 2009 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.
About Accenture
Accenture is a global management consulting, technology services and outsourcing company. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the worlds most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. With approximately 177,000 people serving clients in more than 120 countries, the company generated net revenues of US$23.39 billion for the fiscal year ended Aug. 31, 2008. Its home page is www.accenture.com.