TeleTech Work Flow Overview (Private File)
- 2. SALES LEAD PROPOSALS SOLUTIONS (SS / SA) PRICING LEGAL OPERATIONS DEAL TEAM COMPOSITION
- 3. STAGE VI STAGE V STAGE IV STAGE III STAGE II STAGE I SalesLead/SESS/SAPricing/SMEs • Submission of Proposal and accompanying documents to client. • Iterative refinement of Proposal w/ Deal Team updates • Identify & Qualify Opportunity • Leverage Collateral to initiate Content Strategy • Formalize and document purchase criteria with frequent validation and definition with client. • Hand-Off to Legal Team & Delivery Team, update Salesforce and leadership w/ Client Intent. • Develop Deal Workbook • Formulate Provisional Offering and Product Strategy • Engage complete Solutions Team on specification process • Deployment of SMEs with domain expertise. • Develop consensus on proposal strategy and timeline. • Refinement and formal updates by Solutions Team to drive engagement forward. • Consensus recheck with Deal Team. • Refresh content strategy and broaden targeting on the client organization. • Continue team-level review and updates around specification changes to ensure pricing accuracy. • Formalize and ratify technical specifications. *Gate- Check: Have operational resources changed that impact the deal?* • SOW development w/ SE Lead + Legal Team. • Lead role in hand-off to Delivery Teams for Implementation. • Support and bolster final negotiation and pricing considerations. • Maintain oversight on pricing revisions. Sales Process Flow & Hand-Offs • Evaluate initial concerns and discuss provisional timeline. • Note Concerns & Risks • Evaluate initial concerns and discuss provisional timeline. • Note Concerns & Risks
- 4. INTEREST ENGAGE DISCUSS CLOSE ACTIVATE MAINTAIN INSIDESALESMARKETINGSALESENABLEMENT • Research and collect provisional leads • Agree on roles and responsibilities • Leverage data to discuss and determine break-in strategy. • Create landing page strategy w/ content and case studies • Deploy email campaign • Schedule phone meetings / in-person meetings • Craft presentation materials. • Customize content and case studies to client themes. • Send basic welcome packet (Customer Strategist, Don Peppers book, etc.) • Activate Research: • Client • Leadership • Trends • Determine LinkedIn contacts & influencers • Deploy Enterprise Level Ads • Deploy Tailored Content MARKETING & SALES TASK PHASES STAGE 6 STAGE 1 • Invitations to relevant events. • Industry events (conferences etc.) engagement strategy. • Send Birthday, Christmas, etc. cards • Collaborate on follow-up surveying and intel collection. • Send thank you notes and follow up collateral • Work with SE for debrief research update. • Work with SE to create value-added research as a client “gift”
- 5. Phase I: Research Objective: Develop a clear and current understanding to enable data-driven business decisions. Understand macro-level market and trends. Understand micro-level elements of the target organization. Begin all marketing and engagement with an informed view that establishes credibility and relevance. Strategy: Leverage in-house research group to standardize deal team knowledge, SE / Team Lead drives more specific research and informal interviews with knowledgeable individuals both inside and outside of TeleTech (eg. former employees of the organization, etc.) Tactics: - Market Research: What high level trends and forces are relevant to this enterprise, and to TeleTech’s engagement with them? - Client Research: Who are they, what do they do, what are current challenges, who do they work with, what kinds of budgets do they deploy, what factors might be influencing their strategy? - Leadership Profiles: Who are the key decision makers, and in what way should we conceptualize our outreach strategy based on hierarchy, org-chart, reporting, etc? - “Engineered Serendipity”: Event schedules and conference attendance etc. How can we meet them without necessarily scheduling a meeting? - Connections Determination via LinkedIn: What mutual connections can we leverage to obtain an introduction and/or to establish credibility and thought leadership? Key Inputs: - Context: Why are we pursuing this client, and how do they align with our objectives and profiles? - Questions: What specific areas of understanding are we seeking support on uncovering? - Data Points: What metrics and information do we believe are critical do successfully engaging this client?
- 6. Phase II: Awareness Objective: Establish base-line levels of awareness with target organization specific to TeleTech: WHO are we, WHAT we do, and WHY they need a partner like us. Establish basic levels of implicit understanding to maximize receptivity of first outreach and first content deployment. Achieve preliminary lead qualification. Strategy: Leverage research and existing leads to deploy enterprise-level targeted advertisements. Leverage results, data, and metrics to refine messaging, value- propositions, and departmental-focus. Ensure that messaging and strategy reflects sales objective (eg. product, scope, etc.) and strategic objectives (eg. resource distribution, sales focus, etc.) Tactics: - Content - Advertising - Customer Strategist Key Inputs: - Lead targets - Engagement timeline - Background context
- 7. Phase III: Interest Objective: Develop client awareness around TeleTech as a credible and industry-leading partner for CMS and CGS. Achieve team-leader/executive- level awareness with capability to determine receptivity at the individual level for further targeting. Leverage inside sales group to qualify/disqualify assumptions/organization. Strategy: Deploy dynamic tailored collateral driven by insightful content at a generalized level via advertising, and at a personal level via individualized outreach through strategic messaging (email, LinkedIn, Twitter, etc.) Tactics: - Content Refinement and Deployment - Advertising: Targeting across platforms and websites - Targeted Content development and presentation - Thought leader triangulation (who do they respect, how can we drive a message endorsed directly or implicitly by that individual/organization?) Outcomes: - Scheduled meeting (Phone, Skype, In-Person, etc.) - 3+ established contacts within target organization - “Welcome Package” deployed to key individuals (content, books, swag, etc.)
- 8. • Establish Research Goals & Questions: What key facts/factors do we need further insights into? What questions are we seeking to answer? Engage and collaborate with Research Group. • Establish Provisional Problem/Solution Thesis: Based on provisional intel, what do we believe the most compelling product offerings to be? How does this map to departments and individuals within the target organization? Setup and host meeting with marketing team to discuss preliminary plan. Determine success metrics, expectations, and timeline. • Stakeholder Definition and Targeting Strategy: Who are we messaging to, what content should they be seeing and when? Define how and when does Market Services, Inside Sales, and SE/Lead engage the target in the context of the content. Setup and host meeting with Inside Sales team and marketing stakeholders to discuss preliminary plan. Determine success metrics, expectations, and timeline. • Review Leads and Contacts: What traction are we developing, and where are we falling flat? How can we refine this? • Collaborate with Sales Enablement on CRM: Ensure qualified leads/logos are being properly input into systems and CRM. Hold “Gate Check” meeting with Troy Ewtor, ensure alignment with Strategic Account Plan and with Solutions Group. MARKETING PLAN INPUTS
- 9. • Client Lines of Business: What exactly is TeleTech providing? Setup and host provisional meeting with solutions group and with sales force to ensure initial alignment. • Client Priorities: What are they looking to achieve, and how does this map to TeleTech product offerings? Setup and host provisional meeting with solutions group and with sales force to ensure initial alignment. • Notable Client Challenges: From the client themselves and/or from operations leads, what existing problems have been noted within engagements solving the aforementioned challenge? Discuss individually with solutions, pricing, legal, and operations. Where applicable include on-site operational resources in the conversation (eg. Hugo the site-lead at Greeley, etc.) • Forecasted Revenue: Estimate and forecast ACV + TCV with segmentation across business lines. Review with sales peers, Pricing Team, and Enablement to obtain “reality check” and to refine numbers where applicable. Continued.. STRATEGIC ACCOUNT PLAN INPUTS
- 10. • Account Objectives: What does a successful engagement look like, how is it measured, and what differentiators/ metrics define the engagement? Review with Revenue Leadership, does the initial plan and thinking align with internal limitations and initiatives? • Communication Plan: How and when do we interface with the client, how do we communicate value, and what content/teams/individuals are necessary to credibly drive the message? Setup and host provisional meeting with marketing and enablement groups to ensure initial alignment. Integrate lead development and content strategy with Inside Sales Team. • 90 Day Plan: What is happening to achieve the previously stated objectives? Who drives the action item, and when is turn-around required? Discuss and formalize calendars and action plans on key objectives. Define hand off points and solicit details to solve information gaps. Create collaborative documentation to serve as as Deal- Team reference material. Establish check-in and update cadence with in-person meetings and remote calls where appropriate. STRATEGIC ACCOUNT PLAN INPUTS
- 11. Competencies: • Competitive Analysis • Key Executive Analysis • Market/Industry Trends • NPS Insights • ACSI Insights How We Leverage Them: • Refining entry-point for targeted messaging. • Clarifying market position and competitive landscape. • Identifying high-level organization charts. • Identification of existing outsourcing partners. • Developing provisional targeting list for marketing/ advertising strategies. • Standardizing base-level Deal Team knowledge on target companies. • Packaging recent relevant news on target organizations. Key Contact: Amber Bernardi, Senior Research Manager Email: AmberBernardi@teletech.com Phone: 303 397 9130 (PST) RESEARCH GROUP1
- 12. MARKETING GROUP2 Competencies: • Marketing • SEO • PPC • Content • Email • Display • Social • Partnership • Retargeting How We Leverage Them: • Lead Generation - Capturing buyer interest through an integrated mix of online and offline marketing tools and strategy: • Online Search • Content Marketing • Targeted Print • Mobile Search • Partnership Marketing • Integration of “Customer Strategist” and Dialogue into messaging campaigns. Key Contact: Megan Silkman, Marketing Consultant Email: MeganSilkman@teletech.com Phone: 303 397 8864 (MST)
- 13. INSIDE SALES GROUP3 Competencies: • Lead Generation • Lead Qualification • Email Outreach Campaigns • Phone Outreach Campaigns How We Leverage Them: • Lead Generation through integration with marketing team. • Developing within-org. contacts and scheduling initial conversations. • Acts as preliminary SE early in the funnel. Key Contact: Steve Orona, Business Development Manager Email: SteveOrona@teletech.com Phone: 480 446 2142 (PST)
- 14. Engagement Tips: • Submit requests as early as possible, and avoid last minute changes and alterations whenever you can. If you have a key date in mind for when you need the information, communicate that clearly. • Provide context and background on what your goals are, and why you are requesting the information. Provide detailed and clear instruction. • Understand that there is limited availability, so plan accordingly. RESEARCH GROUP
- 15. Engagement Tips: • Be disciplined with territories and regions, ensure that you are collaborating with the owners of accounts. • Be comfortable with non-standard requests. If you have an idea for how the operations and enablement team might help, let them know. • Keep your documentation and Salesforce information up to date. SALES OPERATIONS & ENABLEMENT
- 16. Engagement Tips: Communicate: Successful operations require consistent communication, details, and context. Consider your role as being the intel and insight from the client perspective. Own the “win themes” and differentiators. Preparation: Keeping the team up to date on timelines, goals, and deadlines ensures that the best work gets done without disruption. As the sales team receives and develops insights, it is also vital that those get shared with the SS / SA team. Engagement: Ask questions, keep involved in the solutioning process. Join meetings, and actively contribute. Engaged input throughout the process keeps the team more on-target and reduces the need for iterative back-and-forth. SOLUTIONS GROUP
- 17. Engagement Tips: • Engage early on deals. Mistakes can happen, and non-ideal outcomes occur when pricing is seen as an ‘output’ rather than as an ‘input.’ Engage pricing within the creation of the proposal. • Remember that the deal is only done when the contract is signed. Pricing can be impacted ay many points between proposal submission and signing, so keep the pricing team updated and involved to ensure that intelligent decisions are made. • Many team members will get locked into a tunnel vision as far as products, revenue, and packages are concerned. Don’t allow yourself to think “it’s always been done this way.” PRICING GROUP
- 18. Engagement Tips: Our team works assigned accounts that have been identified by our Executive leadership and marketing team. Once the accounts are assigned to our ISRs (Inside Sales Reps) they put together a break-in strategy based on investor relations, articles, or key initiatives the company is focused on, etc. We focus the messaging on programs that are similar in scope to position the TeleTech offering that best fits their goals. (CTS, CGS, CMS and CSS). After the ISR has completed their initial discovery and identifies the opportunity it is assigned to Executive leadership so they can assign the SE. Our ISR then completes the warm handoff. We also receive inbound leads that come in from Teletech.com and calls that come in. INSIDE SALES GROUP
- 19. Engagement Tips: • “Everybody is a writer” — SEs that own their Cover Letters, Executive Summaries, and provide foundational content for the RFP process often find the most success. Provide context, and deliver key information. • “Attend Meetings” — SEs that are reliable about showing up, participating, and preparing for meetings with the team succeed. • “Don’t Escalate Non-Qualified Deals” — as a matter of bandwidth, ensure that there is a level of confidence in the relationship, competitiveness, differentiators, and pricing. The proposal team wants to win too! PROPOSALS GROUP