Urgent MKTG 3130
chamankaka2017
Deal_Sheet_Assignment_Boise_Case3.docxName:______________________________________
UMass Lowell – Sales and Customer Relations Management
Strategic Selling – Deal Sheet Assignment
You are Rob (or Roberta) Allison from Boise Automation Canada Ltd. You have been working on a large sales opportunity with Northern Paper Inc. The date is June 6, 2011 . You are updating your Strategic Selling – Strategic Analysis/Deal Sheet to reflect the pertinent information for this selling opportunity in preparation for a sales funnel meeting with your regional sales manager Dieter Haase. Below are the areas of the Deal Sheet that need to be updated using data from the Boise Case. The format will expand to accommodate however much you want to write. Be detailed and specific. Your boss will want to see that you are effectively gathering all the pertinent information to be successful in the sale.
Ideal Customer Criteria – characteristics that fit best with Boise’s products, services and go-to-market strategy. They can be demographic, psychographic or needs-based. One way to think of this is what specific types of customers would pay a premium for Boise.
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Single Sales Objective – Northern Paper Opportunity (i.e. what do your internal functional teams need to know about this potential sale to be prepared?)
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Product & Services being offered |
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Sales revenue opportunity |
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Estimated close date |
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Buying Influences / Role (Economic-User-Technical-Coach), Degree of influence, Response Mode:
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Last Name and Title |
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Degree of Influence |
Response Mode |
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Results – What organizational benefits can you deliver (corporate, tangible, measurable, process oriented). What is a B2B customer looking for when they buy Boise’s system? Must be specific and compelling.
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Results and Rationale |
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Key Personal Wins for Buying Influences
(Benefits that a buying influence directly attains when you deliver Business Results as described above). Must be personal.
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Last Name (from above) |
Describe Possible Key Win |
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Summary of my Position today (Identify Red flags –uncovered bases/positions, new players, lack of data, uncertainty; Identify Strengths – areas of differentiation or opportunities to improve your position)
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Red Flag or Strength? |
Position Summaries |
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Red Flag |
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Red Flag |
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Strength |
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My Position vs. Competition? (Are we Only Alternative? Front Runner? Shared? Zero?) Briefly assess the competitive landscape – one, two, several? And the incumbent competitor (JTB) – entrenched? highly regarded? weak?
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Overall position? |
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Rationale – Provide evidence to support your position rating above. |
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