Dchestra5Subphases（英文版）

SiemensBusinessServices©1998SiemensBusinessServices-forinternaluseonly-June1999TMProposalManagementSub-phasesSiemensBusinessServices©1998SiemensBusinessServices-forinternaluseonly-June1999ProposalManagementProcessBidInvestApprovalOfferApprovalContractApprovalProspectAnalysisSubphaseProspectEvaluationSubphaseProposalDevelopmentSubphaseProposalDelivery&Follow-upSubphaseContractingSubphaseProposalProjectManagementSiemensBusinessServices©1998SiemensBusinessServices-forinternaluseonly-June1999EnteringtheProposalProcessBidInvestApprovalOfferApprovalContractApprovalProspectAnalysisSubphaseProspectEvaluationSubphaseProposalDevelopmentSubphaseProposalDelivery&Follow-upSubphaseContractingSubphaseCustomeroropportunityunknownOpportunitywas‘openedup’duringsalesprocessBidInvestApprovalalreadyinplaceSiemensBusinessServices©1998SiemensBusinessServices-forinternaluseonly-June1999ProspectAnalysisProspectAnalysisProspectEvaluationProposalDevelopmentProposalDelivery&Follow-upContractingMotto:Istheprospect/thebusinessopportunityofinteresttous?Object:–reachaninitialdecisiononwhetherornottopursuetheopportunityfurther–makeadecisionquicklyandonasoundbasissothatsufficienttimeisleftforpreparationoftheproposal.–definehowandbywhomtheopportunityshouldbefollowedupCriticalsuccessfulfactors:–asmallnumberofsimplebutmeaningfuldecision-makingcriteria–workmustbestartedwithoutdelayandcompletedspeedily–relevantinformation(aboutcustomer,market,competitors,etc.)mustbeavailablequicklySiemensBusinessServices©1998SiemensBusinessServices-forinternaluseonly-June1999ProspectAnalysis1245678ProspectAnalysisSubphaseCompletedTenderorCustomerRequestReceived3StartProspectAnalysisSubphaseIdentifyKeyCustomerDataUnderstandCustomer’sNeedorProblemAssessBusinessOpportunityAnalyseCompetitorsDefineCompetitiveStrategyIdentifySuppliers&CandidatePartnersMakeDecisiontoProceedProspectAnalysisProspectEvaluationProposalDevelopmentProposalDelivery&Follow-upContractingSiemensBusinessServices©1998SiemensBusinessServices-forinternaluseonly-June1999ProspectAnalysis245678ProspectAnalysisSubphaseCompleted31TenderorCustomerRequestReceivedIdentifyKeyCustomerDataUnderstandCustomer’sNeedorProblemAssessBusinessOpportunityAnalyseCompetitorsDefineCompetitiveStrategyIdentifySuppliers&CandidatePartnersMakeDecisiontoProceed=Parallelactivities•Decideontheresponsibleperson/department.•Checkcompletenessoftenderdocumentandcorrespondenceinrelationwiththetender.•Informmanagementifitisofstrategicimportance.•StartingcreatingSalesModelView.ProspectAnalysisProspectEvaluationProposalDevelopmentProposalDelivery&Follow-upContractingStartProspectAnalysisSubphaseSiemensBusinessServices©1998SiemensBusinessServices-forinternaluseonly-June1999ProspectAnalysis1245678ProspectAnalysisSubphaseCompletedTenderorCustomerRequestReceived3StartProspectAnalysisSubphaseIdentifyKeyCustomerDataUnderstandCustomer’sNeedorProblemAssessBusinessOpportunityAnalyseCompetitorsDefineCompetitiveStrategyIdentifySuppliers&CandidatePartnersMakeDecisiontoProceed=Parallelactivities•Identifykeydecisionmakerinvariousareas.•Obtainaclearideafromwhichtheinquiryoriginates.•Outlinethecustomer’sbusinessprofile,e.g.product,market,competitor,ranking,businesstrend,importantevent,profitabilityandfinancialsoundness.•Includeinformationabouttherelationshipandpastexperiencewiththecustomere.g.productsorservicespurchasedfromSBS,satisfactionlevel,majorproblem.ProspectAnalysisProspectEvaluationProposalDevelopmentProposalDelivery&Follow-upContractingSiemensBusinessServices©1998SiemensBusinessServices-forinternaluseonly-June1999ProspectAnalysis1245678ProspectAnalysisSubphaseCompletedTenderorCustomerRequestReceived3StartProspectAnalysisSubphaseIdentifyKeyCustomerDataUnderstandCustomer’sNeedorProblemAssessBusinessOpportunityAnalyseCompetitorsDefineCompetitiveStrategyIdentifySuppliers&CandidatePartnersMakeDecisiontoProceed=Parallelactivities•Inquirethereasonswhythecustomerwantstochangetheexistingsystemandthedirectioninwhichhewantstogo.Toseetheproblemfromhispointofview.•Documentthecustomer’srequirementaccordingtoaspectssuchastypesofperformance,phases,timeframe,productsorservicesortraining.ProspectAnalysisProspectEvaluationProposalDevelopmentProposalDelivery&Follow-upContractingSiemensBusinessServices©1998SiemensBusinessServices-forinternaluseonly-June1999ProspectAnalysis1245678ProspectAnalysisSubphaseCompletedTenderorCustomerRequestReceived3StartProspectAnalysisSubphaseIdentifyKeyCustomerDataUnderstandCustomer’sNeedorProblemAssessBusinessOpportunityAnalyseCompetitorsDefineCompetitiveStrategyIdentifySuppliers&CandidatePartnersMakeDecisiontoProceed=Parallelactivities•DeterminewhetherthebusinessopportunityisinlinewiththestrategyandvaluepropositionofSBSandthebusinessunit.•Makearoughestimateoftheexpectedturnovervolumebasedonavailableinformation.•Identifythecriticalpoints(fromcustomer’sviewpoint)andtherisksoftheproject(fromSBS’sviewpoint).•Estimatethefinancialrisk:financialstrength,creditstanding,customer’sallocatedbudget,preliminaryinvestmentneeded.•Describetherol