Problem Framing and Red Team Reviews

1. Problem Framing and Red Team Reviews OPPORTUNITY REVIEW TRAINING

2. Today, we are focusing on the early stage of the customer buying process

3. Overall programme scope and objectives • We have been teaching a new approach to sales activity • The purpose of today’s workshop is to practice and embed some of these new skills • If we succeed, then by the end of this workshop you will have: • Developed a framework for testing and clarifying clients’ business problems • Practiced putting these skills into practice in ‘live’ Red Team reviews of real opportunities

4. We are focusing on two of the three criteria for the ‘qualification’ stage in the IMS sales process Compelling Event: The deadline or timeframe in which the customer must make a decision. Consequences the customer will suffer if a decision is not made (e.g. lost revenue, loss of market share or inability to compete). Unique Business Value: The tangible or intangible value you can provide the customer. It must be defined in the customer’s terms and differentiate you from the competition. Stage 2+ Opportunity Budget Available: The budget that has been formally established for a specific project or the broad budget established across multiple projects. Clearly defined and owned in the organization.

5. SESSION 1 – PROBLEM CONTEXT

6. For our early meetings with the client, we also need something to take with us, so we can ‘go first’: What could we take into a client meeting that would be useful to the client? What could we take into a client meeting that would be low costfor IMS? If we’re going to take something written or prepared, what should be its subject? How can we demonstrate our capability without asserting it?

7. What do we often do by default? We focus on our solutions instead of the client’s problem We get trapped in a cycle of presenting and asserting instead of listening and asking questions We focus on our own frameworks, language and activity, rather than the client’s

8. A framework for suggesting, testing & agreeing the context of a problem that is important to the client Context

9. These elements can inform your Call Plan Questions about current & desired situation Information about current and desired situation

10. Client needs and problem analysis worksheet

11. Process Break into two groups, and use the breakout rooms to review the two current Teva opportunities: Time for a group exercise Objective • To prepare an outline proposal – context for a typical client problem • Groups 1 and 3: • your opportunity will be ‘Farma SA’ Oncology Go-To-Market RFP for the launch of ‘PhentomaX’ • In your groups, develop a Point Of View (Current Situation / Trigger / Future Situation / Overarching Question) • Write it down on a flipchart, along with any other supporting proposal information – 5 flip charts maximum • Prepare for a review in the main teaching room

12. What did we learn?

13. SESSION 2 – LEAD STRATEGY

14. We have developed and tested our understanding of the context, so now the process is going to continue We will have to meet other people – how can we navigate among the different client contacts (buyers) and diagnose their different roles? How can we interpret and use what we learn about their aims and desires? What can we do to reconcile the differences across multiple buyers? How can we keep the conversation going so that we are still asking useful and purposeful questions about them?

15. The 40–minute Red Team Review • The Process • A ‘Live’ Red Team Review

16. Running a Red Team Review – learn what you don’t know, and do something about it • What we knowcan help us win • What we don’t knowcan make us lose • We will improve our chance of winning if we: • Learn what we don’t know • Strategize potential actions to leverage our strengths/offset our weaknesses • Act upon those strategic options

17. The objective is to quickly create a platform for the pursuit team to build on and refine their proposal Pursuit team’s objectives in running a red team review: Identify 30 to 40+ potential actions to consider which may, if utilized, improve the probability of winning the work Actions may be new (for consideration) or previously identified (which may provide confirmation of inclusion) Identify ways to better leverage strengths Identify potential weaknesses or problematic areas Do this quickly!

18. The objective is NOT to test the quality of a proposal, but to get some new ideas, by reflecting on … What we might not yet know … What we can find out, or add to our proposal … What else might have triggered this opportunity? What is the ‘big picture’ perspective? What does the boss think? Who is the boss? Who else cares? What do they care about? • What is the real context (current & desired situation, trigger event, overriding question • What are the benefits of fixing this problem • Who are the real buying influences, and what are their ‘hot buttons’

19. The 40-minute Red Team Review is guided by four distinct timed activities 1. Listen: Pursuit Team member presents background information, without interruption. Timekeeper selected to time each step* 2. Ask: Review Team asks questions of Pursuit Team, to understand the opportunity better and to identify additional red flags 3. Flag: Review Team and Pursuit Team summarize perceived strengths and red flags with scribes listing them on flip charts* 4. Strategize: Review Team and Pursuit Team brainstorm 30 to 40+ potential actions. . . no discussion, no questions, no evaluation. (There are no bad ideas.) Subsequently, Pursuit Team evaluates potential actions, selects the best, and plans strategy to implement them. Minutes 15 10 5 10 Partnership-based Sales Masterclass • December 2012

20. Buyers differ in their perception of the context … Structure Context Critical success factors Current Situation Triggering event Overarching question Impact Benefits of reaching new situation Desired future situation

21. … and buyers also differ in their perception of the expected benefits Structure Context Critical success factors Current Situation Triggering event Overarching question Impact Benefits of reaching new situation Desired future situation

22. Buyer: Budget Holder (or delegated to Key Decision Maker) Adapted from: Miller, Heiman & Tuleja The New Strategic Selling

23. Influencer - User Adapted from: Miller, Heiman & Tuleja The New Strategic Selling

24. Influencer - Technical Adapted from: Miller, Heiman & Tuleja The New Strategic Selling

25. Influencer - Coach Adapted from: Miller, Heiman & Tuleja The New Strategic Selling

26. Influencer - Ratifier Adapted from: Miller, Heiman & Tuleja The New Strategic Selling

27. Budget Holder Good budget fit ROI/Profitability Increased productivity Better cash flow Flexibility Influencer - Technical Meets specs best Timely delivery Best technical solution Reliability Price, discounts Influencer - User Increased efficiency Upgraded skills Fulfilled performance Better, faster, easier Versatility Ease of learning/use Influencer - Coach Recognition Visibility Strokes Seen as contributor/ problem solver Potential benefits are associated with each buyer type Source: Miller, Heiman & Tuleja The New Strategic Selling

28. Productivity Increase personal productivity Achieve more control Personal Values Increase self-esteem Get more leisure, have more time at home Have more flexibility Get more freedom Professional/Job Security Remain in/increase power Feel more secure/safe Reputation Be seen as a problem solver Be seen as a leader Improve social status Be an instrument of change Pay a debt Professional Competence Increase skills Improve job potential Increase responsibility and authority Put in a quality performance Offer uniqueness Addressing buyer ‘hot topics’ can result in many different kinds of benefits Adapted from: Miller, Heiman & Tuleja The New Strategic Selling

29. We can capture information on the identity and orientation of our buyers on the opportunity plan • Including the details of our specific buyers … • … and the level of support they can offer, and the access we have to them

30. The 40-minute Red Team Review is guided by four distinct timed activities 1. Listen: Pursuit Team member presents background information, without interruption. Timekeeper selected to time each step* 2. Ask: Review Team asks questions of Pursuit Team, to understand the opportunity better and to identify additional red flags 3. Flag: Review Team and Pursuit Team summarize perceived strengths and red flags with scribes listing them on flip charts* 4. Strategize: Review Team and Pursuit Team brainstorm 30 to 40+ potential actions. . . no discussion, no questions, no evaluation. (There are no bad ideas.) Subsequently, Pursuit Team evaluates potential actions, selects the best, and plans strategy to implement them. Minutes 15 10 5 10

31. Each role is critical to ensure that the process runs efficiently and achieves the desired objectives Facilitator Provide relevant background Describe process and time limit of < 1 hour Explain process guidelines Create collaborative atmosphere Scribes Record ideas as stated Timekeeper Announce how much time is left for each segment - allow extra time if needed Call “time’s up” at the end of end of each segment but not while someone is speaking Review Team Be honest, direct and don’t hold back! Note: Scribes and Timekeepers should contribute as active Review Team participants

32. The 40-minute Red Team Review uses both divergent and convergent thinking Red Team Strategy Process Subsequently, account team evaluates • Creative, wide ranging ideas • As many as possible • Build off each other • No judgment, good or bad Divergent Thinking Convergent Thinking

33. The 40-minute Red Team Review:Listen, Ask, Flag and Strategize Minutes 15 1. Listen: Pursuit Team member presents background information, without interruption. Timekeeper selected to time each step* 2. Ask: Review Team asks questions of Pursuit Team, to understand the opportunity better and to identify additional red flags 3. Flag: Review Team and Pursuit Team summarize perceived strengths and red flags with scribes listing them on flip charts* 4. Strategize: Review Team and Pursuit Team brainstorm 30 to 40+ potential actions. . . no discussion, no questions, no evaluation. (There are no bad ideas.) Subsequently, Pursuit Team evaluates potential actions, selects the best, and plans strategy to implement them. 10 5 10

34. What did we learn?