Position
Pursuit
Approval
Proposal
Negotiation
Contract
Award
&
Documentation
Post
Award
Negotiated Work
Submit Proposal
Submit Qualification
Book Award
Best & Final Offer
Recommend Pursuit
Define Desired Opportunity Profile
BP-GL-KBR-SALES-001
June 2003 (Rev. 1)
Contents
Contents
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Contents
STATEMENT OF AUTHORITY
These Sales Guidelines describe practices and procedures to be applied to the KBR Sales Process.
These Guidelines are issued under my authority and with my approval.
Rob Berra
Vice President, Sales Management and Strategic Accounts
June 2003
Authority.doc
June 2003
Revision Summary
Below are the significant revisions made to Revision 1 of the Sales Guidelines. Minor changes have
not been indicated below. Revisions to Part 6, Policies and Procedures, are listed separately in
each individual procedure.
Part 1
Reorganized into three primary sales regions and added Sales for Differentiated EPC and
Program Management.
Part 2
Added focus on Highly Differentiated EPC, Services, Program Management, and Centers of
Excellence
Reorganized into three primary sales regions and added Sales for Differentiated EPC and
Program Management
Added greater detail to Sales Leader Roles and Responsibilities, including addition of sellerdoer to Sales Leader role
Part 3
Part 4
Reorganized entire section, added numbering sequence and associated outline for easy
reference.
Added Sales Leaders responsibility to provide input from Clients perspective into strategic
planning process
EXIM/ECA Financing
Revision Summary
Bonding/Bank Guarantees
Added explanation of the %Go and %Get ratings and their significance to management. Added
rules of thumb for ROSI
Modified and expanded %Go and %Get milestone tables, which are now separated by different
contract types and Product Lines
Transferred responsibility of export compliance from the Product Line VP to the Regional VP
Renamed the computer system for tracking prospective work from FAMIS to SIS (Sales
Information System)
Added note to emphasize that the Quotation Analysis contains sensitive and confidential
information and that appropriate distribution of such documents must be considered
Added section on Client Feedback, which requires Sales Leaders to request feedback from the
client and to complete a Disposition Report
Added a few paragraphs that address the importance of maintaining a relationship with the
client and that we need to strive to earn our customers loyalty
Part 5
Updated to include additional terms.
Part 6
The following new Procedures have been added:
User Guide #002 - Purpose, Use and Development of the Quotation Analysis
Revision Summary
Notes to Administrator:
1.
All future revisions to the Sales Guidelines are to include a summary of changes, to be added
to the end of this revision summary document.
2.
Preface
This Sales Guideline document was prepared to define a uniform KBR sales philosophy and set of
operating procedures. It is applicable to all KBR personnel interacting in the sales process, including
Seller-Doer personnel operating in the selling phase. In this document, the term Sales Leader
applies to the KBR person who has the principal responsibility for closing the sale.
The latest version of the KBR Sales Guidelines can be found on the KBRConnect intranet web site.
Included in the Sales Guidelines are:
An outline of the KBR sales process
An explanation of the relevant policies and procedures, and
Blank versions of frequently used forms/templates that document the sales process.
This document is intended to be brief. It is NOT intended to describe EVERY Company work process.
Other functions, e.g. proposals, project management, technology, engineering, accounting and finance,
etc., will have their own procedures and desk manuals which should be modified as necessary to reflect
the requirements of the new sales guidelines. The Sales Guidelines have been updated to reflect the
current operating environment of KBR. Significant changes from the original August 2001 issue are
listed on the attached Revision Summary.
To increase overall investor confidence in U.S. capital markets, the United States Congress passed the
Sarbanes-Oxley Act of 2002. The act includes far-reaching responsibilities for public companies,
investment analysts and others involved in providing information to the public. Particularly notable
requirements include corporate responsibility and accountability for financial reports, enhanced and
faster financial and other disclosures, auditor independence and an absence of investment analyst
conflicts of interest.
As a public company, Halliburton is subject to the Sarbanes-Oxley legislation, rules and guidance.
Complying with the Sales Guidelines provides an essential mechanism to ensure compliance with the
new legislation and corporate responsibilities.