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Dedicated Computing Sales Conference

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by

James Carlson

on 9 January 2014

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Transcript of Dedicated Computing Sales Conference

Day 1
Dedicated Computing Sales Conference
Day 2
In Advance
Continuation
Draft Application Framework
Draft Products / Services Overview
Draft Branmark Update
Account Assignment Process
Dress Code
Expense Reporting
Build Trust
Establish Norms
Big Picture: Sales
Roles, Goals, Incentives
Customer Experience
Branmark Update
Chalk Talk

Sales Methodologies / Tools

Prod / Serv Framework

Board Review
Preparation
Apply and Refine
Prod / Serv Framework
Trade Show
Account Assignment
Sales Methodologies
Chalk Talk
DEC 10
DEC 11
JAN
NOV
Practice with Board
?
Larry
?
SIEMENS
HUNTERS
FARMERS
Bob Collins - new biz superstar - how did you do this?
Wade Lamont - Mr Siemens - technical knowledge
Bob Jacobs - hunter>farmer - fishing in same pond
Andy Sailor - sophisticated, maverick, 8 mos in, inherited GE, Philips
John Zimney - negative vibe? - new customers, entrepreneurial? - follows rules
Don Gustavson - better as AM - farmer
10 years plus
6 years
10 years
Matt manages:
6 AEs
3 Biz Dev Exec - pure hunter

Dave Gervasio manages:
Brian Adams manages:
6 AMs

Don Schlidt manages:
3 PMs
Mike Pape - Prod / Serv Framework

NAME
NAME
NAME

new biz
exist biz
Who are we selling to?
1) Positioning – Internal
• Terminology
• What we sell – Product Service Framework
• Organizing ourselves
o Market Leaders
o Product/Services structure
2) Positioning – External
• Who do we target?
• Sales Approach

o Application Framework
o Market Leaders
o Account Assignments
o Missionary Selling
o Solution Selling
o Competitive/Different Influencers - Branmark
3) Operationalize – Monthly Rhythm
PREP for the prospect
GO to the prospect
FOLLOW UP with the prospect
Large Corp Lab Diagnostic
system profile?
people?
market space?
needs?
prep presentation
internal team alignment

who is competition?
Chalk talk setup
Corporate preso
Basic story
Interactions
Questions
Solution sales
Note-taking
Internal alignment
Follow-up deliverables: proposal, video summary, messages
Article feeds from Mkting
Small Corp Lab Diagnostic
Training and Simulation
Energy, Oil, Gas
1.5 hours
.75 hours each
Template for customer approach

New vocabularies

Strategies
Team has acquired:
timing? prospect ready?
CAE Mining?
1 Existing Customer
1 New Prospect
1 New Division
1 New Prospect
applications
3
ROCHE
prospects
3
Funnel of ideas and outcomes we wish from this event
Who are we selling against? (Competitors)
Market
Competition
Application Framework
Products / Services Framework
Infrastructure
BizDev
Sales Support
Drumbeat
Prospect
Account Assignment
Framework Test
Size + Complexity
Sales Activity
Sales Support
Request for Proposal
Sales Funnel
Customer profile
Competitor profile
Invitation to participants

Day 1: 9am
Opening / overview
Who are we, Why are we here
Review 2013 / Project 2014: Goals and Objectives
Anatomy of a New Customer Win: Illumina
Lunch
Strategic Positioning / Deliverables
Healthcare Market Overview
Customer / Prospect Profiling (Branmark)
Exercise / Application: Short Pitch
Close: 530pm
Drinks / Dinner (6-9pm)

Day 2: 730am
Breakfast
Operations Update
Sales Operations Training
OEM Services Framework
Lunch / Roundtable discussion
Exercise / Application: "The Next Illumina"
Close: 3pm

DS
Matt
BDE:
Pat Lee
Andrew Hammel
Mark Janeczko
Catie
Pat
Brian Adams

AMs:
John Burie
John Knepprath
Peter Gmur
Dale Newman
Mike Schulz
Julian Gechas
Samantha
Jeff
Jeff
Mike
JANE
BILAL
Vocabulary
Do
Don't
FOCUS
Who
What
WHO
WHAT
HOW
INTERNAL
Dave and Gregg
Pitch kit
Collaborative discussion on what do we do to improve
This is the Sales Team at Dedicated
Operations
Services
Sales
Marketing
CFO
Services
WHAT are the specific takeaways of this, how does the team use this?
What is Purpose-Built Server
in terms of Prod/Srv roadmap?
What are you sharing / expecting people to learn?
What questions do you have for this group to engage / provide to you?
What happens as a result of what you shared on Thursday? (Operationalize)
STRATEGY
PRESENTERS / LEADERS
Dave
Gregg
CTO
Prod. Mgr
AE:
Don Gustafson
Bob Collins
Wade Lamont
Bob Jacobs
Andy Sailor
John Zimney
Dave G
Gregg T
Products and Services Framework
Don Schlidt
AGENDA High Level
External, Market, Strategy
Day 1: 9am
Who are we: Sales Team Overview
Why are we here: Learning, Training, Application, Discussion
Review 2013 / Project 2014: Goals and Objectives
Using The New Customer Win Template
Lunch
Strategic Positioning / Deliverables
Healthcare Market Sales Plan
BranMark: Competition & Customer / Prospect Profiling
Exercise / Application: Cocktail Party Elevator Pitch
Close: 5:30pm
Drinks / Dinner (6-9pm)

Internal, Operations, Tactics
Day 2: 7:30am
Breakfast
Reflection
"Operations Update / Discussion
Engineering Update / Discussion
Services Update / Discussion"
Sales Operations
Sales Support Engagement
Lunch / Roundtable discussion
Exercise / Application: "New Customer Win"
Recap and Next Steps
Close: 3pm
WELCOME
OMRs
?
strong tech
to backup Prod Mgrs.
PMOs?
Scheduling?
Service Reps?
Skillsets, where to use?
Include partners on salesteam?
Role clarity?
FOCUS
Opportunity
SPEED
EXERCISE:
New Customer Pitch
Your pitch kit should include:
Who is on your team?
What is the current system profile for the customer?
Who is the competition and what is the threat?
What's your proposed solution?
Prep the attack plan internally
Harder to research small companies -social media
Easier to open doors
Research can yield solution ideas because small biz are focused
What are the common questions for all pitch prep?
Research Is The First Step
Small companies are outsource friendly
How many products does the OEM create?
Specific competitive questions
Centralized market research function?
Each competitor inquiry has services and products dimension?
Develop process for selecting internal team?
SMALL / MASS SPEC
General Structure
Needs assess w/Market Leader
/ AE
Exec engagement
Decision autonomy by division?
Easier to do research on larger organizations - more to find
More opinionated about state of market
Who are we going after within the customer? Who within each division? What are relationships between division?
More complex / recursive supplier agreements make displacement plays more difficult--how do you 'unstick' reciprocal agreements?
Who has the pull to make us an approved vendor?
Established players sell to more varieties of customers with different regulatory requirements
What is the core competency of competitor?
LARGE, ESTABLISHED, diagnostics
EMERGING / NEW TECH / SMALL
emerging markets give us a place to develop / innovate products and services that fit
can develop more partnerships
Small businesses / emerging are less attended by our larger competitors (HP, Dell, etc.)
We have opportunity to have higher level and strategic conversations with prospects -- thwart competitors who approach on price / volume
Led by entrepreneurial leaders, smart people, want to outsource, serial entrepreneur
Genomics / Large / Market shift
In this market, emerging / changing, would a new prospect appreciate that we're working with someone else in the industry?
What part of competitive message resonated most? (e.g. IoT etc)
What is the growth plan and timeline for growth in the new market you are facing?
What partners would we leverage to extend our capabilities to serve this client? (e.g. motherboard design)
When we move from one market to another, what is the regulatory impact?
Genomics < 50M, Emerging, Dell
"Surprise in Every Box!"
One device or many? How many per lab?
Need to have extensive profile on Dell in CI database
Some competitors are just "default choice"
What compute engine has the competitor sold into the prospect?
How do we lead with our quality and regulatory expertise in healthcare? No competitors can bring this at our level.
How do we rise to the DELL global service level? TBD Training around how to compete on this
LARGE, established, MASS SPEC
How do we establish new market credibility and in-org champions?
Who is the Executive Sponsor?
What are the internal (leadership) dynamics in a large organization?
How important are aesthetics?
How do we integrate with "Big Engineering"?
How do we show our integrated roadmap?
What is the "From" state of the industry? What is the "to" state?
Which customer do we need to get _first_ before we get this customer?
How big should our account team be for a larger client?
Healthcare:
Can we select and commit - yes, we need a metric!

Highly role-dependent sales process. How do we select the appropriate role? What trends motivate that role in prospect business?

National and international impact of regulatory climate on prospect

Who do we attack now before regulation hits in genomics?

Advantage: FDA IDE program - enables earlier clinical studies; who are these companies?

Are we engaging with FDA certification for our own products or a partner?

More small labs under testing of mobile devices in lab?
Comp plan:
AEs too?

Missionary selling: What is the full gospel?
What is included in the core education around genomics/healthcare space?
How do we identify the indigenous sponsor?
How do we learn about and understand the culture at the prospect so we can effectively drive the application for the prospect?
How can we bring domain expertise into the business to present on the applications in this space? How can we present and share domain specific vocabulary?

What are the tactics of ML engagement with AEs on field prospect calls? (Initially, travel more, but later, travel less and centralize knowledge and build out the team)
Question from Wade:
On genomics slide, we showed huge uptake in services in 2016-- what are the services revenues from, specifically?
Dedicated Computing is an Original Design Manufacturer and Systems Management Company.
Our customers, Original Equipment Manufacturers, or OEMs, develop leading edge systems in specialized applications in the fields of Healthcare, Training and Simulation, Military, Industrial, and Energy Exploration
They rely on us for hardware and software development of computational engines which are a key component of the OEM’s overall system.
As the needs for service and connectivity of these systems has grown, so to have the Systems Management services provided by Dedicated.
Today, we deliver full hardware and software stack monitoring services to connected systems in a secure manner, and we provide remediation services to predict and fix problems and keep our OEM customer’s system running.
Our end-to-end support of OEM systems provides a complete solution, and we continue to innovate new and effective technologies that ensure our customers win.
Connected, Secure, Complete – Dedicated.
Dedicated Computing
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