03-EM The CapgeminiWay - Collaborative Sales Process - V3.1

Capgemini Collaborative Sales and Bid
Management Process
Module 03
EM The Capgemini Way
Engagement Management Curriculum
Capgemini University 2010
Contents
Collaborative Selling Method

Must Win Opportunities
Collaborative Business Experience (CBE) in Sales
Power Base Selling Winning Sales Plan
Sales Flying Squads
Bid Management

Copyright Capgemini 2010 All Rights Reserved
The way we sell : topics

Winning opportunities and growing the business with the Capgemini way requires to
address the following topics, using our Collaborative Selling Methodology as a support
Who we sell to
What we sell
Understand the market and identify the best sales opportunities

Understand the solutions we provide to help clients address their
business issues
Who we sell with
Involve our Alliance Partners in our Go to Market
Who we compete
against
Understand our Competition in various market places and

differentiate ourselves from them
How we manage
our proposals
Use our knowledge and best practices to build strong content
How we win
Use our Collaborative Selling methodology to design and rollout

the best sales strategy
Visit the Global Sales and Alliances Connection
Global Sales & Alliances Connection Portal and Sales

Hotline
sales.hotline@capgemini.com or call in at +1 312 395 8830

Competitive Intelligence Center

The Competitive Intelligence Centre helps to provide an understanding of the competitive environment at
the account and opportunity level is key to differentiate ourselves and capitalize that for our pursuits
Priority Services
Regular Services
Off-the-shelf Services
Customized Services
Fortnightly
Competitor Profiles
Bid Support: Enhance your

competitor awareness by knowing
their expected actions in a bid
scenario.
Research Reports
Analysis on Key Events: Get an
insight on key competitor events and
its probable impact on Capgemini.
For eg. Mergers and Acquisitions.
Current Buzz: Get an understanding
on some of the hot topics like BTO,
SOA etc. with competitor positioning
and recommendations
Market Study: Market research with
latest happenings, Capgemini
position and competitor placement in
that. market. The study can be of a
service line, industry or region
Newsletter: Find the latest competitor

news and articles about their wins,
losses, earnings and top executive
movements
Monthly
Webinar: Get an inside view on
Why behind winning and loosing of
deals
Publication: Get a complete snapshot
on the strategic positioning of key
competitors on Talent
Quarterly
Sales Behavior: Learn about the
competitor strategy for sales and their
go-to-market strategy gathered from
the experiences gained during bids
Dashboard: Get a heads up on the
performance of global and Indian pure
players
Short Profile: Get a birds eye view

from our one pager snapshot on key
competitors
Detailed Profile: Learn inside out of
the company from our detailed profile
on 16 parameters
Differentiator Documents
Differentiator Grid: A comparative
snapshot on various parameters of
Capgemini vis--vis the competitor
Guidelines: Best practices to be
followed by Capgemini specific to the
competitor
Value Messages: Points of attack and
defense of the competitor
Coffee Machine Stories: Project goofups and failures specific to the
competitor
http://groupsales.capgemini.com/competitive_intelligence_center/
All what you need to know about Rightshore

The Rightshore Portal provides relevant information and knowledge about the best
way to take advantage of Rightshore in the solutions we sell
Information on delivery
capabilities at following
Capgemini locations
Online
resources
which can be
accessed
Visit the Rightshore Portal page on Global Sales and Allainces Connection
Team Exercise #2
You have been identified as the Engagement
Manager for a global SAP Supply Chain
implementation
This is a 25M project, in a global strategic account of
Capgemini, operating in the pharmaceutical sector
Since you are the identified Engagement Manager,

you have also been asked to be the Bid Manager for
preparing the proposal. It is a competitive bid, with
TCS, IBM, and Accenture also expected to submit
proposals
You have been invited to attend a kick-off meeting for
the bid with your Delivery Manager, the Account
Executive, and Sales Leader
What topics will be on your agenda for discussion at
this meeting, which will initiate the bid management
process ?
Preparation time 15 minutes
Presentation time 10 minutes

The Collaborative Selling Wheel

Account Planning
Creating Demand Sales Plan
(CDSP) initiated
Qualification of opportunity
Opportunity Assessment
MW Identification session
Go/No Go Decision (to 4)
No GO!
3
Opportunity
Qualification
Demand
Creation
Sales
Market
Planning
(PMP)
4
Winning
Strategy
Create winning strategy

Winning Sales Plan (WSP)
Collaborative Dialog
MW Strategy Session
2
Relationship
Development
5
Create Winning Solution
Evaluate & validate Solution
Obtain Client Buy-in
Refine Winning Sales Plan
Finalizing
Solution
Delivery
Formalizing
Agreement
Proposing
Negotiation the Contract

Establish final Agreement
Initiate Delivery
MW Agreement Session
Create & Present Winning Proposal

MW Boost Session
Refine Winning Sales Plan
CBA (Collaborative Business
Agreement) Finalized
Deal Review (sign-off to propose)
Legend:
= Mandatory Deal Review
= MW Tollgate Session
= Collaborative Selling Tools
= Other activity

The KARMA Account Segmentation

KARMA = Key Account Relationships and Market Analysis
Customers View of us as a Supplier
High
(Level 3)
(Level 2)
TARGET
ACCOUNTS
Medium
(Level 2)
Low
(Level 1)
Our view of Account Attractiveness
Transactional
Relationship
(Level 1)
Partnership
Relationship
(Level 3)
(Level 3)
STRATEGIC
ACCOUNTS
ANCHOR
ACCOUNTS
TRANSACTION
ACCOUNTS
KARMA will give us a common account taxonomy and will become

part of the DNA of the Group
Collaborative Account Management

Overview

LAMP Overview

10
Buy-Sell Hierarchy - ascending the customer value chain

Strategic Focus/
Buy-Sell Hierarchy

11
Large Account Management Process Gold Sheet

12
PowerBase Selling focuses on critical success factors

Collaborative Selling elements
Opportunity
Management
Dialog Tool
Sales Strategy based on

a consistent approach on
Value messages
PowerBase
Selling
Competitive
positioning
Relationship network
Must Win
Opportunity
Winning
Sales Plan

13
Winning Sales Plan Components

Customers
Business case
Competition :
Static + Dynamic
analyses
Relationship Network
analysis
Value Messages
(Value proposition,
Value Statements)
Corporate Focus
Value
Value Statement
Statement
Value
Value Proposition
Proposition
Based
Based on
on industry,
industry, market
market and
and
customer
customer research
research
++
Meaningful
Meaningful
++
Curiosity
Curiosity compelling
compelling
Based
Based on
on results-oriented
results-oriented
dialogue
dialogue with
with the
the customer
customer
++
Measurable
Measurable
++
Business
Business specific
specific and
and financially
financially compelling
compelling
==
A
A reason
reason to
to receive
receive me
me as
as aa value-add
value-add professional
professional
Enabling
Enabling me
me to
to
==
A
A logical,
logical, business
business reason
reason to
to do
do business
business
with
with my
my company
company
Get
Get the
the right
right meetings
meetings focused
focused on
on the
the
right
right issues
issues
Enabling
Enabling me
me to
to
Offer
Offer superior
superior business
business improvement
improvement solutions
solutions
Personal Focus
Value Application
Based
Based on
on an
an individuals
individuals professional
professional and
and personal
personal agendas
agendas
++
Memorable
Memorable
++
Personally
compelling
Personally compelling
Powerbase
==
A
A personal
personal reason
reason to
to give
give my
my offering
offering favored
favored status
status
Enabling
Enabling me
me to
to
Gain
Gain advantage
advantage over
over my
my competitors
competitors
Personal Agendas
Our strategy

14
Four Classes of Strategy

Competitive Strategy
Why?
Direct
Indirect
Capitalize
on the
superiority of your
solution
To
change the ground

rules to your
advantage
To
Divisional
Containment
gain a foothold or
portion of the business
To be competitive in
one area when you
cant be competitive in
all
Buy
time/stall
Bottle up the
competition
When?
Develop Strategy/Counter
Strategy and Tactical Plan/Traps
How?
With Whom?
the client has

acknowledged your
overwhelming,
incontestable
superiority
When youre unable
to show a clear
superiority under
current criteria
Use
Influential
Fundamentally
change the
buying criteria and/ or the
landscape of the sale
Use the element of surprise
An
When
Partition
the customers
opportunity and co-exist with
the competitor
Gain a foothold and grow
from there
Create
When
a portion of
the business cant
be won or is not
desirable
When 20% of
something is better
than 100% of
nothing
When youre behind
or have entered the
opportunity late
When youre losing
elements of speed and

force to close quickly
fear, uncertainty,
doubt about proceeding too
quickly
Demonstrate some value
that can be gained only by
waiting
people capable
of championing your
superiority
influential individual
willing to provide
leadership in changing the
buying criteria and/ or the
landscape of the sale
powerful person able to
champion a division of the
opportunity
powerful person with

enough influence to stall or
stop the buying process

Copyright Capgemini 2011 All RightsEM
Reserved
The Capgemini Way
15
15
The purpose of the Must Win program is to improve our

win rate in a challenging market
Why do we need Must Win
Our market environment is highly competitive and competition is high
Clients are getting more and more sophisticated and more demanding
We need to be able to provide the very best solutions at the right time, with the
best suited and most experienced people at a competitive price-range
We need to work as a global company and leverage our skills and knowledge
throughout the group
We need to improve our win rate of big deals and deals of strategic importance
Must Win will, through increased focus and elimination of barriers, help us to win
the most important opportunities and to improve our sales efficiency

16
Must Win : indicative management criteria for identification

Criteria
Global MW
Regional MW
Local MW
1. Handling of the bid
Handled by several regions

(at least 3)
Handled within the SBU

(cross-divisional)
Handled locally
(within the division)
2. Need for resources and

/ or experts
Cross regional
Within the region
Locally
3. Position in the
marketplace
Make Capgemini stand out

in the global marketplace
Make Capgemini stand out

in the regional marketplace
Make Capgemini stand

out within a discipline
locally
4. Position regarding an
account
Keep position within and

competition out of a global
account

competition out of a regional
account

competition out of a local/
divisional account
5. Potential account
Potential global account
Potential regional account
Potential local account
6. Reference
Winning could create a solid

global reference
Winning could create a solid

regional reference
Winning could create a

solid local reference
7. Large contract value
OS: > 30 M
Decided by each MBU
Decided locally
TS: > 20 M
CS: > 10 M

17
What it means to be a Must Win

Must Win enablers
Priority on access to adhoc resources (bid team, SMEs)
Coaching on content and process (tollgate sessions)
Support and focus from Capgeminis top management :
Executive / Relationship sponsors

Bid steering committee, overcoming any bid
governance issue to enable the bid team to
concentrate on the customer
Facilitated escalation process :
Regular portfolio calls to address critical issues
Direct access to Capgemini Executive Committee
level if required
Additional services from Competitive Intelligence
Center
Preferred knowledge management support
How it pays off !

Paul Hermelin participated in client
meetings with Total (global OS Must
Win was won, worth 73 mEUR)
Paul Hermelin held client meeting with
Allianz (led to a strong impact of client
relationship and won Phase 1)
Finding delivery resources from
different regions (SAP resources found
in Canada for a global Must Win in
France at EDF)
Finding better references (crucial
references were quickly found for a
global Must Win HR at Philips)
Competitive pricing (agreement on
aggressive pricing between 5 different
regions for global Must Win at Shell Oil)
A Must Win opportunity has priority over other opportunities!

MW
18
Clients typically seek a combination of strong capabilities

and a collaborative approach
Key Selection Criteria for Professional Services Providers
Track Record
Technical Knowledge
Industry Experience
Cost of Entry Capabilities

Will not be seriously considered
without them
Value for Fees

Collaboration
Understanding your Business
Reputation
Right Brain Factors

Often becomes the differentiator for
the selected firm
Knowledge Transfer
Accelerated Delivery
Scalability
Intellectual Capital
Secondary Factors
Nice to have but not decisive
Chemistry
Customer Research: HawkPartners, Nov 2003
Source: Executive interviews, 71 respondents answered
19
Capgemini has identified four key ingredients for

successful collaboration
Targeting Value means:

Identifying project benefits and
ensuring that the right resources
at the right level and right times
are applied to the project in order
to create and capture project
value
Targeting Value
Mitigating Risk means:
Understanding the stakes
and the level of project risk
perceived by the client and
managing those risks
4
Aligning
Organization
2
Dimensions of Collaboration
Aligning the Organization means:

Keeping the project teams aligned
and ensuring that cross-functional
and inter-organizational needs and
implementation issues are dealt with
effectively
3
Optimizing
Capabilities
Mitigating
Risks
Optimizing Capabilities means:

Stimulating the two-way transfer
of knowledge during the project
and ensuring that the know-how
and support necessary to
sustain the value of the project
is in place at completion
20
The CBE Dialogue tool builds the project profile from

customer input
Four sets of Questions
To be used EITHER:
WITH CLIENT
1 Fully Disagree
5 Fully agree
Weighting Factor
100 points to split
WEARING
CLIENTS SHOES
=
Targeting
5
4
3
2
1
Aligning
Mitigating
Optimizing
21
Sales Flying Squads help improve the Win Rate on GRB

deals ranging from 5 to >100 M
What value do
SFS bring ?
What deals qualify for SFS ?

0 to 5M
Local & Regional
When do SFS have a role ?

Qualification
FS
Competitive
FS
Commercial
FS
5 to 15M
China and
India
( Stage 3-4 )
( Stage 5-6 )
(Stage 7-S)
15 to 30M
Other
countries
Help define if
we should
pursue, if we
can compete, if
we are aligned
to win, if we
have a winning
sales plan
Provide
assistance
and
immediate
operational
recommandations to the
bid team
Assist in
closing and
transfer to
Delivery
30 to 100 M
UK, US, F,
Germany, NL
>100
Strategic Deal
Team
Set up the best

team in order to be
successful
Support Sales
Team, especially
during the Due
Diligence and SLA
definition phases
Encourage the team
to be more
agressive and
entrepreneurial
during the
competition
Link with Executive
Board to focus and
resolve key issues
For all other deals, SFS is mandatory if the strategic value is

decided by Group Sales Director

23
SFS process is supervised by Group Sales.

SFS are funded by Group Sales if the bid is lost, by BUs if the bid is won.
Supervision
Staffing
Rules
The SFS process is under the

responsibility of the Group Sales
Director, and managed by Group
Sales Team
SFS membership is subject to the

acceptance of rules (availability, time
schedule and localisation, nature of
deals, expenses)
SFS will provide a concise report of

findings and recommendations to
the GRB as well as to local sales,
GSOs and group sales
Support needed will be defined

with the bid team
People availability will be collected

through a single point of contact in each
SBU
SFS mission will end once the

closing bid decision is made
Group Sales will be responsible

for building appropriate SFS in
order to maximise the impact
SFS members are experts and coming

from sales, delivery, technical and
finance top group community
SFS will provide time sheets and

costs to Group Sales
Funding
Initially, SFS are entirely funded by Group Sales. They are paid by Group Sales if the bid is lost and by the BU if the bid is
won
People rate will be aligned with market price. A yearly ICA will be raised by each BU wich will describe people involvment and
rates.

24
Collaborative Selling Bid Management Process

Draft
Structure
Proposal
6
Def. Bid
Team
7
8
10
Proposal
Finalisation
Proj.
Plan,
Efforts,
Appoach,
Contents
20
Proposal
Productn
21
Sign-off
22
Deliver
Proposal
11
Credentials search
Staffing
12
Proposal Development
5
Formal Part
15
Proj.No.,
Opportunity Identification
Go/
No-Go
SRA
1
Def Bid
Mgr
3
BCS,
Approval
Matrix
OSD,
PRA
4
ICAs, Sub
Contracts
Legal
SPADE
16
13
Support and review proposal process and proposal development
Go/No
-Go
14
17
18
19
Cover Buying Team
Buying Team Coverage by Account Manager

25

03-EM The CapgeminiWay - Collaborative Sales Process - V3.1

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

03-EM The CapgeminiWay - Collaborative Sales Process - V3.1

Uploaded by

Copyright:

Available Formats

Capgemini Collaborative Sales and Bid

Collaborative Selling Method

EM The Capgemini Way

The way we sell : topics

Understand the market and identify the best sales opportunities

Who we sell with

Involve our Alliance Partners in our Go to Market

Understand our Competition in various market places and

Use our knowledge and best practices to build strong content

Use our Collaborative Selling methodology to design and rollout

Global Sales & Alliances Connection Portal and Sales

sales.hotline@capgemini.com or call in at +1 312 395 8830

Competitive Intelligence Center

Bid Support: Enhance your

Newsletter: Find the latest competitor

Short Profile: Get a birds eye view

All what you need to know about Rightshore

Since you are the identified Engagement Manager,

Presentation time 10 minutes

EM The Capgemini Way

The Collaborative Selling Wheel

Create winning strategy

Negotiation the Contract

Create & Present Winning Proposal

EM The Capgemini Way

The KARMA Account Segmentation

Our view of Account Attractiveness

KARMA will give us a common account taxonomy and will become

Collaborative Account Management

EM The Capgemini Way

EM The Capgemini Way

Buy-Sell Hierarchy - ascending the customer value chain

EM The Capgemini Way

Large Account Management Process Gold Sheet

EM The Capgemini Way

PowerBase Selling focuses on critical success factors

Sales Strategy based on

EM The Capgemini Way

Winning Sales Plan Components

EM The Capgemini Way

Four Classes of Strategy

change the ground

the client has

elements of speed and

powerful person with

EM The Capgemini Way

The purpose of the Must Win program is to improve our

EM The Capgemini Way

Must Win : indicative management criteria for identification

1. Handling of the bid

Handled by several regions

Handled within the SBU

2. Need for resources and

Within the region

Make Capgemini stand out

Make Capgemini stand out

Make Capgemini stand

Keep position within and

Keep position within and

Keep position within and

Potential global account

Potential regional account

Potential local account