1. Mr. Vivek Bindra Director - Global ACT www.vivekbindra.com www.globalact.org.in

2.  A careful plan or method  The art of devising or employing plans or stratagems toward a goal  Of great importance within an integrated whole or to a planned effect  Necessary to or important in the initiation, conduct, or completion of a strategic plan

3.  Strategic planning is not forecasting  Strategic planning is not the simple application of quantitative techniques to business planning.  Strategic planning is concerned with making decisions today that will affect the organization (product line) and it’s future.  Strategic planning does not eliminate risk, it helps managers access the risks they must take by gaining a better understanding of the parameters involved in their decisions.

4. The process of strategic planning is a step-by- step approach three key questions that lie at the heart of any business strategy:  What are you going to sell?  Who are your target customers?  How can you beat or avoid your competition?

5.  There’s no denying that a simplified process involves complex issues.  The process involves digesting a lot of information and requires some fairly difficult analysis.  Good strategic planning should be simplified not simplistic.  Good intentions alone does not get the job done.

6.  You need to see it big at first. Start at a high level.  Sift through all of the noise to get to the important details  The next step is do the things that matter very well.  Occasionally, go back up to the high level to make sure everything is still on course.

7. Planning Gather Information Assess Capabilities Make Assumptions Make Strategic Assessments Formulate Strategy Establish Goals and Objectives Formulate Tentative Action Plans Finalize Action Plans Execution Monitor Developments and Progress

8. BUSINESS STRENGTHS ACCOUNT ATTRACTIVENESS High Low Strong Weak DEFINING AND SELECTING KEY ACCOUNTS Invest / Grow Selectively Invest Maintain Manage for Cash / Withdraw

9. Increased speed of response Technical value-added sales calls Greater knowledge of customer, competition and sellers company Ability to make decisions (empowerment) Relationship selling at higher level—sell the “whole” customer Empathy for the customer Functional sellers – sales teams/sellers focused on opening accounts through “selling” creative solutions to problems – account managers on accounts to “service”

10. Willingness to change Different organizational structure, e.g., Hunters and Farmers New skills Sales force automation Accountability / evaluation / compensation More specialized sellers required—currently generalists Total company will become a selling team—cultural change Shift paradigm from products to integrated solution systems More research at the account level Sharing of customer information

11. 1.Selling dominates learning 2.Talking dominates listening 3.Persuading the customer is product driven and benefits focused 4.The goal is to build buyers and sales through persuasion, price, presence and terms 1.Learning about the customer is intense and dominates selling 2.Listening dominates talking 3.Teaching the customer is need driven and problem focused 4.The goal is to build relationships through credibility, responsiveness, and trust Transaction Selling Relationship Selling

12. TYPICAL PROCESS Recognition of Needs Evaluation of Options Resolution of Concerns Purchase Implement- station

13. Do more forecasting of future customer requirements Spend more time planning calls Spend more time in group, system, and strategic selling Improve territory management Do less driving in the territory Spend more time in telephone selling Do more “active” selling Prepare more detailed market reports

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15. Thank You