The document discusses opportunity management and provides a framework for winning opportunities. It introduces a 20-point framework for assessing opportunities across four key questions: 1) Is there an opportunity? 2) Can we compete? 3) Can we win? 4) Is it worth winning? Each point covers an essential factor to evaluate for qualifying opportunities. Continuous qualification is emphasized as critical to focusing on qualified opportunities and improving win rates, forecast accuracy, and quota achievement.

1. Opportunity Management:
The Key to Winning Opportunities

2. © The TAS Group 2015
Before We Begin
1 You will receive a link to the recording of today s webinar.
Watch for it in email.
2 The recording will also be available on our website thetasgroup.com, in
the Resources section.
3 Enter your questions in the Questions box or tweet to @thetasgroup.
4 Join the conversation on Twitter: #OpportunityManagement

3. © The TAS Group 2015
Wendy Reed
EVP Solutions

4. © The TAS Group 2015
Opportunity Management Challenges
#1 - Identifying opportunities worth pursuing
#2 - Assessing our chances of successfully closing the deal
#3 - Understanding and communicating our value proposition

5. © The TAS Group 2015
POLL
Select the #1 Opportunity Management challenge facing your organization:
A. Identifying opportunities worth pursuing
B. Assessing our chances of successfully closing the deal
C. Understanding and communicating our value proposition
D. Identifying and accessing our key decision makers
E. Identifying the compelling customer business problem(s)

6. © The TAS Group 2015
Agenda
1. The key to winning is Qualification
2. The importance and impact
3. The framework for winning

7. © The TAS Group 2015
Top
money
winners
in
golf
2015
18 events
7.8M
3.0M
2.8M

8. © The TAS Group 2015
POLL
What is the hardest part of Qualification?
A. Finding out if the customer needs to buy
B. Working out your competitive strengths
C. Establishing who the decision makers are
D. Picking the right deal to work on

9. © The TAS Group 2015
What
is
excellent
QualificaBon?
• Continuous
• Objective
• Evidence based
• Assessment
• Triangulated
• Discriminating
• Calculated
• Mutual Value
• One time
• Casual
• Verbal
• Assumed
• Single threaded
• A check list
• Certain or absolute
• One sided

10. © The TAS Group 2015
Remember…..
For every unqualified
opportunity that you work,
there is a qualified
opportunity you are not
working.
The greatest competitive equalizer is 24 hours in a day

11. © The TAS Group 2015
You
do
need
to
know
where
you
are
to
effecBvely
qualify
Buyer Decision Stages
Operations
& Planning
Awareness
of Need
Impact
Analysis Accept ImplementEvaluate
Sales Process Stages
Business
Development
Qualify & Discover Commit Implement
Solution
Collaboration
Sales Process is NOT Sales Methodology

12. © The TAS Group 2015
QualificaBon
is
a
Sales
Methodology
Progress
Unique to each company
Linear, time-bound, step-by-step
Sales Process
Quality of the progress
Standardized
Applied repeatedly through every stage
Sales Methodology

13. © The TAS Group 2015
Impact
of
ConBnuous
QualificaBon
Win Rate
Forecast Accuracy
Quota Achievement
32%
46%
25%
Source: Dealmaker Index Survey

14. © The TAS Group 2015
A
Framework
for
Winning
4 Key Questions …
1. Is there an opportunity?
2. Can we compete?
3. Can we win?
4. Is it worth winning?

15. © The TAS Group 2015
Is
there
an
Opportunity?
An initiative with resources assigned by a key player has been confirmed.
.
The customer is in your sweet spot or target market.
#7
Solution
Fit
Financial information is compatible with the Customer Project.
Funds for the project are approved or can be obtained.
#9
Current
Relationship
#1
Customer
Project
#2
Customer
Business
#3
Customer
Financial Condition
#4
Access
To Funds

16. © The TAS Group 2015
#5 Compelling Event
A Compelling Event is a time sensitive response to their internal and external Pressures
connected to Key Players that drives the customer to act, to make a decision, to solve a
problem, or to take advantage of an opportunity in front of them by a defined date.
Compelling business issues
causing the Key Player(s) to act
by a defined date are well
known. Yes or No
.

17. © The TAS Group 2015
#5 Compelling Event
• What is driving the customer to make a change?
• What is the customer deadline for making a decision?
• Is the status quo acceptable, or do they have to change?
• What are the risks and benefits if they make a change?
• What are the consequences if they do not change?
• What will success look like and how will it be measured?
Pressures
Business
Initiatives
Obstacles
Problems
Consequences
Opportunities
Payback
GOALS

18. © The TAS Group 2015
Can
You
Create
a
Compelling
Event?
Poll Question
Can You Create a Compelling Event?
Yes, of course I can! No, I don’t think so.

19. © The TAS Group 2015
Can
we
Compete?
Formal Decision Criteria are documented, well understood and
attached to the key players
#6
Formal Decision
Criteria
Your solution effectively addresses 100% of the customer's
"must have" requirements.
.
#7
Solution Fit
Sales Resource Requirements are normal for an opportunity of
this size.
#8
Sales Resource
Requirements
A Key Player in the opportunity considers that you or your
company will add value, based on previous experience.
#9
Current
Relationship

20. © The TAS Group 2015
#10
Unique
Business
Value
DefiniBon
From the customer's perspective, you have unique capabilities
that map to the customer's "must haves". Yes or No
The specific capabilities of your solution
that meet or solve the customer's
business issues that a Key Player
considers to be uniquely better than any
alternative.

21. © The TAS Group 2015
#10
Unique
Business
Value
• What is the specific or measurable business result that you will deliver?
• How does the customer define value? How will they measure it?
• How have you quantified this value in the customer’s terms?
• Has the customer confirmed their understanding of the value you will deliver?
• How does this value differentiate you from your competitors?
Pressures Business
Initiatives
Obstacles Differen-
tiation
Solution Capabilities
Compelling
Event
Unique
Business Value
GOALS VALUE

22. © The TAS Group 2015
Can We Win?
You have more Supporters and Mentors than Non-supporters
and Enemies.
#11
Inside Support
You or another person on the team can regularly access an
Executive Key Player.
#12
Executive Credibility
The customer's culture is similar to yours.
#13
Cultural Compatibility
Informal Decision Criteria have been discussed and are attached
to the Key Players.
#14
Informal Decision
Criteria
You have a greater number of Supporter/Mentor Key Players
(with coverage) than Non-supporter/Enemy Key Players on the
Politcal Map.
#15
Political Alignment

23. © The TAS Group 2015
Who Are The Key Players?
4
3
2
1
1 2 3 4 5
Rank
(Formal)
Agile Astute
Aware
Wonder
Influence (Informal)
Make
Things
Happen
Political
Structure
Control
Outcomes
Inner Circle
Outside Political
Structure
Watch
Key Players Are:
• Inner Circle
• Political Structure
• People with
Influence

24. © The TAS Group 2015
Influence, as opposed to rank or authority, flows in non-traditional directions
(from subordinate to superior or across departmental boundaries).
Identifying Influence Networks
AuthorityInfluence

25. © The TAS Group 2015
Is
It
Worth
Winning?
#16
Short-Term Revenue
#17
Future Revenue
#18
Profitability
#19
Degree of Risk
The initial size of the opportunity is equal to or greater than the
average opportunity size for your business.
Future Revenue is equal to or greater than the average lifetime
value of a customer for your business
Profitability is equal to or greater than the average profit on an
opportunity for your business
The customer is likely to succeed.
#20
Strategic Value
This customer will have a greater than normal positive strategic
impact to the company.

26. © The TAS Group 2015
TAS
1-­‐20
Commons
Concerns
Compelling Event (#5) YES
• Poorly defined
• No business consequence for inaction
• No specific date for customer action
• Measureable business value not defined
Unique Business Value (#10) YES
• No Compelling Event
• No Customer Project
• The same as the competitor
• Not related to the Compelling Event
• Features
Solution fit (#7) YES
• No Compelling Event
• No Customer Project
• No Decision Criteria defined
Political Alignment (#11-15) YES
• Lack of evidence for Inside Support,
Executive Credibility or Political Alignment
• No identified non-supporters or enemies
• No Decision Makers
• No access or coverage on Key Players

27. © The TAS Group 2015
By the Middle of your sales cycle…
Is There an Opportunity?
1 CUSTOMER PROJECT
2 CUSTOMER BUSINESS
3 CUSTOMER FINANCIAL CONDITION
4 ACCESS TO FUNDS
5 COMPELLING EVENT
Can We Compete?
6 FORMAL DECISION CRITERIA
7 SOLUTION FIT
8 SALES RESOURCE REQUIREMENTS
9 CURRENT RELATIONSHIP
10 UNIQUE BUSINESS VALUE
Can We Win?
11 INSIDE SUPPORT
12 EXECUTIVE CREDIBILITY
13 CULTURAL COMPATIBILITY
14 INFORMAL DECISION CRITERIA
15 POLITICAL ALIGNMENT
Is it Worth Winning?
16 SHORT-TERM REVENUE
17 FUTURE REVENUE
18 PROFITABILITY
19 DEGREE OF RISK
20 STRATEGIC VALUE

28. © The TAS Group 2015
An Idea to Try
“The general who wins the battle makes many
calculations in his temple before the battle is fought.
The general who loses makes but few calculations
beforehand”
Sun Tzu

29. © The TAS Group 2015
Q A

30. Opportunity Management:
The Key to Winning Opportunities