Module 1:
Introduction
“Selling Complex Services:
BPO & ITO”
Selling Complex Services BPO & ITO
Introduction
Market Trends and Business Demands
Business demands now require clients and partners to continually align the IT
Infrastructure with the current and future needs of their business. Today’s business
demands often burdens businesses with:






More Effective Delivery of Services
Improved Overall Business Performance
Cost Predictability and Efficiencies
Improved Customer Loyalty
Increased Market Share
Improved Shareholder Value
This all-encompassing requirement demands that businesses effectively manage
these processes and the costs associated with them. All of these demands are forcing
businesses to rethink their plans as to whether or not to redirect IT staffs to the tactical
and management tasks (adding requirements in the area of the skills development and
training) or keep IT personnel focused on developing the requirements of the ever
changing business. An increasing alternative is the choice of outsourcing those tasks
associated with implementation and on-going management to a leading provider.
Barriers
Outsourcing Reasons
Strategic
•Improve company focus
Financial
•Reduce & Control operating costs
•Make Capital Funds Available
•Cash Infusion
Resource
•Gain access to world class capabilities
•Free up internal resources
•Resources not available internally
Performance
•Accelerate re-engineering benefits
•Function difficult to manage
Risk
•Share risks
DW101100-000 (7/02)
Unisys University
Sales School
1–1
Business Outcomes
Value
OPTIMIZATION
Exploit knowledge and human capital
to maximize market share
Enterprise
Environment
CREATION
Connect knowledge and
relationships in virtual markets to
maximize return on equity
Delivery
Shared
Environment
MANAGEMENT
ACCESS
Deploy and apply resources and
processes to maximize return on
assets
Procure functionality to
maximize operating income
IT Efficiency
Senior Executive Involvement
Senior executives are involved early in the business cycle as market trends emerge
and they realize that their current state is less effective at handling the changes that
surround them. As Target Account Selling (TAS) discussed, the people in the “Inner
Circle” identifies the change and what the desired outcome will be and directs the
activity to make the change happen to those in the “Political Structure”.
The traditional Sales Cycle engages the change at a later stage than the Business
Cycle. In “Selling Complex Services” we will discuss the trends to monitor and the
questions that should be used to engage senior client executives at an early stage.
Business Cycle
Executive
Involvement
Sales Cycle
Vendor Jail
RFP
Time
Introduction
Selling Complex Services BPO & ITO
Key BPO Influencers
Blended e-Learning Approach to
“Selling Complex Services”
The full blended approach to successfully learning and deploying complex services
takes more than a traditional classroom instruction. The baseline in which one must
have is greater than what can be covered in a traditional classroom setting. It is also
critical to have follow-up, mentoring and coaching to properly apply the concepts,
methodology and approaches gained.
1–2
Unisys University
Sales School
DW101100-000 (7/02)
Selling Complex Services BPO & ITO
Introduction
GO Sales Solution
WEB Based, Self-Directed
Outsourcing
Presentations
Instructor
Led
Classroom
Selling
Complex
Services
Selling
Complex
Services
WEB
Based,
SelfDirected
GO
Executive
Led
Coaching /
Mentoring /
Post work
PASS
WEB Cast
Archives
(Placeware
)
Online
Assessment
& Tests
DW101100-000 (7/02)
Instructor
Led Training
with
Computer
Simulation
Unisys University
Sales School
GO & Global
Sales WEB
Site Links,
Manuals &
Guides &
Simulation
Archived
portfolio WEB
Casts
Panel of GO Sr.
Mgmt reviewing
opportunity
success
1–3
Introduction
Selling Complex Services BPO & ITO
Life Cycle of Business Change
Before recommending a solution within the “Sales Cycle” it is important to first step
back and analyze what brings a client to the point of changing what they are currently
doing. Determining what the market trends or business drivers are that will lead a
client to change is the beginning of the “Life Cycle of Business Change”. Many times
the client is engaged and aware of the conditions and other times we can create the
“Compelling Event” which then creates value for the client’s organization and business
position.
External Drivers:
Financial: Profit, Budgets, Analyst
Image: Wall Street, Customers, Competitive
Strategic: Trends, Directions, Future
Pressures: Market Industry, Technology, Servicing, Media
goals
objectives
Conceptualize
desired
performance
level
Assessment
Requirements
gap
current:
People
Processes
Infrastructure
Resources
solution
phase:
Design
LOI
Due Diligence
current
performance
level
SOW
Contract
evaluate
& adjust
Implement
implement
and
&Manage
change
Regardless of the business they’re in, organizations face business drivers that will lead
to setting new performance goals -- and that will lead to change. Any organization’s
capability to effect successful change is housed in four categories: their people,
processes, infrastructure and resources. When the performance of these four
elements is stagnant, an organization is only capable at performing at their current
level.
To be able to meet the new performance metrics they must make a change to one
or more of those areas.
1–4
Unisys University
Sales School
DW101100-000 (7/02)
Selling Complex Services BPO & ITO
Introduction
Many organizations fail to analyze the gap between this current state and desired state
and jump into designing a solution. By addressing the gap and identifying what is
required to close that gap, they can reduce the risk of the change not meeting the
desired outcome. Unisys is uniquely positioned to guide the client not only in
identifying the gap but resetting the desired goal at a level that they did not know
was achievable.
What Are Your Top 5 Benefits?
Increase client’s loyalty to buy more from Unisys.
Create greater value for your clients.
Increase client’s perceptions of you as a “Trusted Advisor”.
Increase knowledge of client’s business and the issues
driving their decisions.
5. Increase your “Cross Selling” capability and thereby
increase your total sales ($$$).
1.
2.
3.
4.
The Role of Trusted Advisor
“Building a framework for a trust-based relationship is the most powerful way of ensuring the
long-term success of a strategically important outsourcing deal.”
“Trust and Control: The Key to Optimal Outsourcing Relationships”
Gartner, April, 2003
Roger Cox, Ian Marriott
Strategic Analysis Report
DW101100-000 (7/02)
Unisys University
Sales School
1–5
Introduction
Selling Complex Services BPO & ITO
Trust: Three Key Learnings:

Most major deal failures are due to a breakdown in the overall relationship
between a business and its outsourcing provider.

Successful outsourcing relies on a range of contacts and interfaces between the
service recipient and service provider that go beyond the day-to-day delivery of
services specified in contract schedules.

outsourcing deals are less likely to be based on buying specified services, and
more likely based on buying a relationship
Introductions
1–6

Name

Market / Accounts

Services Sales Experience

Expectations
Unisys University
Sales School
DW101100-000 (7/02)