PART 6 - Eight Criteria For Deal Scoring

6 Phases &
Proof Points
8 Criteria For
Deal Scoring
SAP Sales
Methodology
Overview
© SAP SE or an SAP affiliate company. For SAP Internal and Partner Use Only. All rights reserved. 1
Deal Scoring Provides a Temperature Check through the Sales Cycle
COMMON LANGUAGE 8 CRITERIA
Compelling DEAL SCORING
Event
VALUE STORY Customer Customer
Challenges Stakeholder
Strategy ENGAGEMENT
PLAN
Moderate
Business 8
Value Competitors Strong
Drivers Criteria
Solution
Differentiators Ecosystem
Funding
© SAP SE or an SAP affiliate company. For SAP Internal and Partner Use Only. All rights reserved 2
Compelling Event
Why change and why now?
TYPE OF COMPELLING EVENT OVERALL COMPOSITION
PAIN DEADLINE
Customer challenges such as incorrect invoicing or A date or time-bound event
customer attrition
CHANGE SERIOUS CONSEQUENCES

A change in strategy Impact on the customer business in terms of a
Regulatory change where heavy fines can be levied quantifiable cost and ideally a defined economic decision
maker charged with addressing the event
VISION SAP MITIGATION

Particularly relevant with innovation plays, where there SAP can address the identified pain otherwise it is
may be a lost opportunity or ability to differentiate irrelevant
competitively in marketplace.
Customer Challenges
No Pain….No Sale
Root Cause Issues/Symptom Impact
Disparate systems, Frustrating work that Invoices are incorrect

unable to access the piles up and high staff so margins are being
information needed turnover missed
Business Value Drivers
Early qualification to identify the value drivers and map to key stakeholders
C-level Executive Drivers Line of Business Drivers

❑ Earning per share ❑ New revenue generation through cross-selling
❑ Customer satisfaction ❑ Increase product sales
❑ Profitability, increase revenue, reduce costs ❑ Increase service quality
❑ Enter new market segments ❑ Improved new product time to market
Solution Differentiators
Creating the value proposition to the customer
UNIQUENESS
Prospect Our Companies

Needs
Value Our Solution

Wedge
Value
Parity Your Services
Our
Solution Competition
VALUE for the customer
Stakeholders Strategy
Building your stakeholder map to identify the best mobilisers
Decision Making Unit (DMU) or Buying Unit Area of Influence Attitude to SAP
Opposing
Economic
(One to few)
Neutral
Operational
(Few to many)
Supporting
Specifier
(Few to many)
Champion Identification
What is a Champion?
✓ A customer contact who is on our side
and helps us sells internally
✓ The Champion will influence the deal or
even be involved in the decision making
✓ The Champion has the power and is
willing to grant us access to the Decision
Maker
The Champion does not help you

because they like you personally. They
help you because it helps them achieve
their goal
Competitors
Early engagement to influence the customer vision
What will be our competitive

Who are the main competitors?
strategy?
LIKE FOR LIKE DIRECT

• Same type of solutions/company • Price, Product, Relationship and Brand
• Different delivery mechanisms • If strong in 3 out of the 4 areas
NOT ALIKE FLANKING
• Different project competing for same budget • Teach the customer new approaches
• Different way to solve the pain • Change the game to new issues that
DO NOTHING favour SAP
RETREAT
Ecosystem
Ensuring that all partner resources have been considered, and assessed and a
strategy to jointly engage with customer stakeholders is in place
POWER
CONFLICTING
&
INTEREST
VALUE
JOINT VALUE
PROPOSITION
Funding
What is budget status, sign off process and investment constraints?
X X X
Does the Customer have funding? Do we understand the customer What are the sign off bottlenecks?
sign off process?
Minimum Rate of Return (MRR) Global vs. Local (G/L)
Budget approvers identified
Phased Investment, limited to current year? Function vs. Function (F/F)
Budget sign off process identified
Funding sources? Inside vs. Outside (I/O)
Budget approval status verified
Priority of Investment Centre vs. Business Unit (C/BU)
Budget size verified
8 criteria to help score your deal
Deal Qualification – An AE’s View
Actual snapshot of CRM opportunity form
Overview Deal Execution
Recognize Purchase
Consider (E) Evaluate (D) Select (C) Negotiate (B)
(F) (A)
Qualify Progress Close
• Is there a Deal ? • Are we progressing the Deal? • How are we managing the risks
• Should we invest? • Do we have a Customer-validated and to close?
• Can we win it? commercially accurate Bill of Materials?
• Is our Mutual Action Plan solid?
Deal Qualification Deal Review Close Plan Progress Check
8 Criteria & Deal Score
Deal Review Practices
Franchise Sales Methodology
6 Phases &
Proof Points
8 Criteria For
Deal Scoring
SAP Sales
Methodology
Overview

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6 Phases &

CHANGE SERIOUS CONSEQUENCES

VISION SAP MITIGATION

Root Cause Issues/Symptom Impact

Disparate systems, Frustrating work that Invoices are incorrect

C-level Executive Drivers Line of Business Drivers

Prospect Our Companies

Value Our Solution

VALUE for the customer

The Champion does not help you

What will be our competitive

LIKE FOR LIKE DIRECT

Actual snapshot of CRM opportunity form

Qualify Progress Close

Deal Qualification Deal Review Close Plan Progress Check

8 Criteria & Deal Score

Deal Review Practices

Franchise Sales Methodology

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