LARGE ACCOUNT

INTERNAL
IT STRATEGIC
SALES PLAN

SUBMITTED BY:
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1. CLIENT OVERVIEW

1.1 CLIENT
Account Name:

1.2 INDUSTRY SEGMENT/DIVISIONS:

 Manufacturing


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.3 BUSINESS SUMMARY
CEO:
Public/private:
Parent Co. (if applicable):parent
Number of employees:
Year company established:

IN MILLIONS 2001CURRENT Net 2001

Revenue (% Y.O.Y growth) _% Growth
Stock price/date _ USD
Previous 12 months range: _
2002 outlook for earnings per share of

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1.4 BUSINESS UNIT DESCRIPTION AND TRENDS

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1.4 BUSINESS UNIT DESCRIPTION AND TRENDS (Contd..)

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BUSINESS UNIT DESCRIPTION AND TRENDS (Contd..)

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STRATEGIC OVERVIEW

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BUDGETED EXPENDITURES OF FISCAL 2002

(IN MILLIONS)
Previous Spending Patterns

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Technology trends that could impact features and functionality…

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TITLE Key executive Function/Role Details

KEY POLICY LEVEL EXECUTIVES - ACTIVITY IS IN GREEN

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1.7 COMPETITORS RANKING OF VARIOUS DIVISIONS OF CLIENT ORGANIZATION

Competitive Main competitors
ranking

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1.9 SALES PROCESS/DECISION MAKING PROCESS

FOLLOWED BY THE CLIENT ORGANISATION

Each new project or IT investment initiative is approved by the business through a

thorough business case evaluation and the rating system is considered Corporate
Classified.
Committee evaluation processes are engaged once through the buying process.
Each purchase needs to be justified in terms of why this vendor (us), how much
was saved, what is your metric criteria for choosing them and it must be
quantifiable.
IT Spending is fairly centralized with most business units though diversified with
project managers in others, all with significant control in the hands of the various
unit heads
Senior Management mandates on vendor selections to preferred vendor pool only
and that is taken very seriously and those that are approved are:
InfoWorx HCL HPS
TCS INFOSYS and a few smaller ones specific
NIITUSA WIPRO to an application
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2. CURRENT STATUS OF COMPANY

2.1 CLIENT RELATIONSHIP WITH THE COMPANY

As of

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CURRENT STATUS OF COMPANY (continued)

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2.2 CURRENT STATUS OF THE COMPANY (TO BE PREPARED INDIVIDUALLY FOR EACH OF THE CLIENT’S
DIVISION)
THIS SECTION HAS YET TO BE FULLY RESEARCHED AND IS AN ON GOING PROCESS
Delivery
Line of On-site Off/Site-shore Off-site
service

Emerging areas

Engineering services

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Services being offered in the client organization at present
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2.3 CONTRACT TERMS AND CONDITIONS In accordance with purchase orders as issued against master
contract.

2.4 PRICING the current focus is on fixed price project development.

• Current CONTRACT pricing:

Other Terms & Conditions

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B. On-Shore costs
Short Term Assignments

Overtime Rates

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2.5 BILLING CYCLE

Monthly, based on each individual Purchase order as part of the Master

Agreement.

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2.7 STATUS ON WORK DONE FOR CUSTOMER (Project wise detail)

S. No. Project Description Status

1. Maintenance Agreement

2. Study completed for

3.

4.

5.

6.

7.

8.

9.

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3. UNDERSTANDING CLIENT ORGANIZATION (PREPARE INDIVIDUALLY FOR EACH DIVISION)

VISION

Mission Statement - To provide

3.2 STRATEGIC INITIATIVES BEING TAKEN BY CLIENT

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3.5 AREAS OF OPPORTUNITY FOR THE COMPANY

IDEA GENERATION FOR POTENTIAL OPPORTUNITIES

(Ideas are generated internally by the account planning team in a brainstorming session. The account team then
weeds out the ideas that are not viable and puts down those ideas that could be a potential opportunity for the
company. Needed action is taken on these ideas, progress is tracked and necessary steps are taken.

1. 6-point avenue identification

Existing customer, existing service

Programming

Existing customer, new service

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•
•
•
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3.6 CURRENT STATUS OF THE COMPANY (TO BE PREPARED INDIVIDUALLY FOR EACH DIVISION)

Delivery
Line of On-site
service

E-business

Enterprise solutions

Emerging areas

Engineering services

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Services being offered in the client organization at present

Potential opportunity in the client organization

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3.7 STRATEGY FOR ACCOUNT

List key potential areas to focus on in the near future (for example, a one-year period), and the
initiatives to be taken to meet this objective

S. No Key potential opportunity Strategy/ Action plan

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ILLUSTRATIVE

3.9 SALES PLAN (TO BE PREPARED FOR EACH POTENTIAL OPPORTUNITY

REQUIRING A SALES PLAN) (Contd.)

DECISION PROCESS
DMU DMC Players
S. No. Steps Activity
Decision Influencers Customer Company
makers

1. Idea generation
2. Awareness building
3. Requirement
definition
4. Technical evaluation

5. Prototype
6. Proposal preparation
7. Evaluation of bid
8. Vendor selection
9. Contract awarded
10. Project initiation

DMU: Decision making unit DMC: Decision making criterion 24

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3.9 SALES PLAN (TO BE PREPARED FOR EACH POTENTIAL OPPORTUNITY

REQUIRING A SALES PLAN) (Contd.)

3(A). Necessary requirements to win the deal (stated explicitly or implicitly by client)

S. No. Requirement Current Desired position Who to involve?

position/status

3(B). “Good to have” factors to win the deal

S. No. Requirement Current Desired position Who to involve?

position/status

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3.9 SALES PLAN (TO BE PREPARED FOR EACH POTENTIAL OPPORTUNITY

REQUIRING A SALES PLAN) (Contd.)

4. KEY INITIATIVES TO CONVERT OPPORTUNITY INTO REAL BUSINESS - ACTION PLAN

S.No Activity Responsibility Date

Price issues versus skill sets….should reduce the load for major
account pricing and delivery.
The Problem remains constant in that the skill sets though often
available are not sellable at the rates required by this client unless
they are “out of scope” of the GTA and most everything requested
by the client to date is in scope and on our contract.

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3.9 SALES PLAN (TO BE PREPARED FOR EACH POTENTIAL OPPORTUNITY

REQUIRING A SALES PLAN) (Contd.)

6. ISSUES/ RISK FACTORS -

Issues/Risks (Key) Mitigation strategies/Action plan

Investments in manpower and proto-types without a return in the form of new

business.
I have been pressing inroads for new business as a follow-up to other “gifts” of
service provided
As year end approaches all bases and contacts have been made and
feedback is that there is a lot of potential and possibilities ...

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3.9 SALES PLAN (TO BE PREPARED FOR EACH POTENTIAL OPPORTUNITY

REQUIRING A SALES PLAN) (Contd.)

ILLUSTRATIVE
7. OPPORTUNITY SNAP SHOT

S.No. Metric Estimate Actual Deviation

1. Billing
2. Share
3. Average $ Rate/Hr
4. Skills required
5. Closing date
6. Probability of success

Note: The detailed metrics for each sales plan would be the key performance parameters for the
sales executive/AM and will be monitored in the performance appraisal.

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4. CUSTOMER SATISFACTION

4.1 CUSTOMER SATISFACTION MEASURES

Measures Target Actual Steps to be taken to Whom to

meet target involve?

Note: To be reviewed monthly by account manager

4.2 RECURRING ISSUES

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5. FACTORS CRITICAL TO ENHANCE RELATIONSHIP WITH CLIENT

Note: An example could be visits of the company’s senior management to the client
organization. If this is an important measure, it should be reflected in the customer
satisfaction measures also (item 4.1)

6. POTENTIAL THREAT TO RELATIONSHIP

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7. SUMMARY OF ACCOUNT (To be filled in periodically)

S.No. Metric Target Actual GAP

1. Billing
$
2 Average $ Rate/Hr

Note: The detailed metrics for each plan would be the key performance parameters for the sales
executive/AM and will be monitored in the performance appraisal.

2. ACHIEVEMENTS FOR THE COMPANY

Listed elsewhere in this presentation

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7. SUMMARY OF ACCOUNT (To be filled in periodically) (Contd.)

3. COMPLAINTS FROM CLIENT AND STATUS ON ADDRESSAL OF COMPLAINT

All client complaints were short term in nature and have been addressed
and the issue resolved to the clients satisfaction. In every case it was a
matter of misreading the clients style or requirements.

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