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PMP H 2 Sell Process Capgemini Berlin, August 2005 CE v 5. 6 PMP H 2 Sell Process Capgemini Berlin, August 2005 CE v 5. 6

CONTENT • CE Planning and PMP Process • Objectives and Scope of PMP “H CONTENT • CE Planning and PMP Process • Objectives and Scope of PMP “H 2 Sell” • Go-To-Market Model for CE • Taxonomy used • PMP H 2 Sell Planning Process • Consolidation approach • Next Steps CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 2

The rolling CE 3 -year planning process is strongly linked and provides input for The rolling CE 3 -year planning process is strongly linked and provides input for the yearly PMP process Overview Years 0 1 2 3 Input 3 -year planning process - Market Segments - Go to Market Model - Overall Targets -… Input PMP - Process rolling 4 rolling Output • 3 Year Plan • Relative Market Share • Qualitative Market Position • Overall Target Portfolio • Global Sales Initiatives • … • Target Portfolio • Sales Priorities • Defined sales roles (? ) • Defined Go-To-Market Strategy • Sales Capacity Plan • … Annual Budget Process CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 3

The Push-Portfolio Value Chain focuses on market attractiveness, profitability and is the major frame The Push-Portfolio Value Chain focuses on market attractiveness, profitability and is the major frame for the PMP – Content scope of PMP Focus 2005 The Push-Portfolio Value Chain Portfolio (Structurally) Key dimensions Services What are we External Analysis selling? • Discipline mix (Bus. Market attractiveness Product-Market. Portfolio strategy, GOP) • Capability clusters (Market, Gross margin) • Service offering mix Internal Analysis (S-Curve) Profitability • Engagement/ contract type • Deal size Go-to-Market & Delivery Mechanism (Operationally) Customers and markets Who are we selling to? • Client type – Industry – Client size • Client history – New client – Repeat business • Customer Classification and investment level Market motion How do we sell? • Define Buying Level • Board • Function • Adjust Bid Type and Offer Category per segment – – Value Based Solution Based Indirect. . . Delivery motion How do we deliver? • Re-balance/re-skill Capabilities/ Competencies • Leverage Right- shore assets (DDM) • Maximize other productivity levers • Re-define Sales Force • (Recruiting strategy; - Capabilities off-shoring; – Capacity purchased res. ) -> – Management/Control Development Plan – Sales Support (Expert) Go-to-Market CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 4

PMP H 2 Sell will help us to create transparency in the future and PMP H 2 Sell will help us to create transparency in the future and effectively deploy the Sales Force PMP How to Sell Objectives Input Results from PMP „Services and Markets” Generic, known Sales Issues and Challenges • Growth Areas • Product / Sector Mix • Account and Territory Planning • Deal Size Portfolio • Quota Modelling (Team vs. Individual quota) • Transactional Sales ? PMP “How To Sell” Results • Go To Market Model • Aligned Taxonomy • Framework for 2006 Sales Budget • Sales Capability Sales Taxonomy Sales Roles CE v 5. 6 • Offer Category • Bid Type • Account Taxonomy, . . . • Model Booking Volume / Role • Selling Type and Bid Type Focus • Territory / Account Focus • Sales Capacity by Capability • Sales Force Deployment • Investments needed © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 5

In 2005 PMP H 2 Sell will focus on Demand Creation and Service Demand In 2005 PMP H 2 Sell will focus on Demand Creation and Service Demand its impact on Sales Force Deployment and Lead Generation CE Go to Market Model PMP Focus • New Potentials (Events, Campaigns, SERB) Direct Contacts from: § See above § Lead Generation § Personal Network § Delivery Follow up §. . . Sales Channels CE v 5. 6 Major Account (Survey, Congress, Fairs) Target Account • Recognition Named Territory Indirect Demand Creation / Service Demand Unnamed Territory Contact / Lead Generation Opportunity Focus Client Base *Offer Category: • Solution based • Value based • Issue based • Placement Winning Sales Plan Value Discovery Deliver on Promise Competitive Strategy Identify Follow Up Political Strategy Lead Generation in Delivery Solution Strategy Build Relationship *Bid Types: • Extension • Horizontal Expansion • Vertical Expansion • New Work Value Delivery *Client Types: • Existing Client • New Client • Managed Account • Territory Account * for definitions see next 3 pages Coll. Selling Modules Sales in Del. Phase © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 6

Sales KPI’s by Bid Type enable us to plan and manage the sales force Sales KPI’s by Bid Type enable us to plan and manage the sales force and capacity based on the selected target market No Definition Vertical Expansion (Client) Extension An opportunity to extent a contract without significantly changing scope of work and / or buying center New Work Vertical Expansion An opportunity to win a contract with a new buying center proposing a scope of work we did before for this client Horizontal Expansion An opportunity to win a contract with a buying center we did business with before proposing a totally new scope of work Horizontal Expansion (Offering) Yes Proposing to the same Buying Center? Bid Type Definition Same as before New Work An opportunity to win a contract with a new buying center proposing a scope of work we did not do before with this client Scope of proposed work New „Buying Center“ means, we are proposing business to a Division (Vorstandsbereich) we did not work for before (see „New Client“ Definition CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 7

Sales KPI’s by Offer Categories will improve our visibility on market approach and ´leverage Sales KPI’s by Offer Categories will improve our visibility on market approach and ´leverage of pre-investments Offer Category Definition Solution Based Selling We have identified a potential/typical value and offer a standardized way (solution) to realize this value by reusing building blocks Value Based Selling We have identified (analyzed and quantified) a potential value and offer a customer-specific way to realize this value. Issue Based Selling We have the capability to create or find the solution for the problem identified, but we don’t have the solution pre-prepared Placement Selling We meet existing demand of the client and offer CVbased skills and capacity, this includes expert staffing e. g. in international projects CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 8

Account types are assigned according to defined FY sales budget, the assigned sales resources Account types are assigned according to defined FY sales budget, the assigned sales resources and global/regional taxonomy Client base definition • GMA accounts: Managed Accounts – Accounts belonging to the Top 67 major account list* • RMA accounts: – – – BMW* Deutsche Bahn Drägerwerk AG* Georg Fischer AG Deutsche Telekom* Münchner Rück • Target (Major) accounts: – Identified by division with an accountable sales person defined by division / defined account manager – Above a threshold defined by division – Defined as target account in the GOU sales budget planning for 2005 • Named territory accounts: Territory Accounts – Collection of accounts identified by division where we have a sales budget defined on this account collection. – An accountable sales person for this collection is identified – In CS this are Divisional Target Accounts • Unnamed territory accounts: – All other accounts which are not considered in any sales budgeting process and do not belong to any of the before mentioned account types. CE v 5. 6 *BMW, Drägerwerk and Deutsche Telekom are part of the top 67 accounts. However, they should be treated as RMA accounts. © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 9

The “New Client” Definition is based on the revenue of the last 24 month The “New Client” Definition is based on the revenue of the last 24 month “NEW Client” Definition A “New Client” is defined by: • We did not invoice more than 200 k€ per year for the last two calendar years • Remains a “New Client” for the first year we do business with them • If we win business in Q 4, Client remains “New Client” • The attribute can be managed centrally (plus sales directors judgement) New Clients are typically found among Territory Accounts All “Bid Types” can be used in a “New Client” classically the first bid/contract is tagged as “New Work” Existing Clients will be identified and tagged using a „Positiv List“ CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 10

Sales volume allocation by the defined structure will allow us to analyze the sales Sales volume allocation by the defined structure will allow us to analyze the sales approach and sales force allocation Planning approach for sales force allocation Sales volume per client type Managed/territory per • 05 Estimation (FC for Unit / FY BU for Sectors) • 06 Ambition Sales volume /FTE by sales league / sales force • 05 Estimation (Indiv. Sales Quota) • 06 Ambition CE v 5. 6 Offer category Bid type Evaluation of sales volume distribution via • client type • Offer category / bid type Details for support (Sector) per Client type Managed/territory Sales league as support How did we / how will we generate sales Evaluation of sales league distribution by: • individual Sales Quota • client type Who and How did we / how will we generate sales © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 11

and Ambition 06) by using the territory- and managed accounts sales Sales budget distribution and Ambition 06) by using the territory- and managed accounts sales Sales budget distribution by units and client base UNIT Total Territory Named Territory Unnamed Territory Total managed Global Major Accounts Regional Major Accounts Target Accounts SUM TS 40% 70% 30% 60% 10% 30% sd&m 40% 70% 30% 60% 10% 30% IPMS 40% 70% 30% 60% 10% 30% POL TS 40% 70% 30% 60% 10% 30% Alliance Management 40% 70% 30% 60% 10% 30% BVK 40% 70% 30% 60% 10% 30% Telco, Media & Entertainment 40% 70% 30% 60% 10% 30% SUM CS 40% 70% 30% 60% 10% 30% CS GE/CH 40% 70% 30% 60% 10% 30% AU/CEE 40% 70% 30% 60% 10% 30% POL CS 40% 70% 30% 60% 10% 30% sales volume CE v 5. 6 Sales FC/BU 05/ Ambition 06 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 12

In the next step we need to define the sales approach (bid type and In the next step we need to define the sales approach (bid type and offer category matrix) for each client base. Sales budget distribution FC 05, FY BU and Ambition 06 via bid type and offer category FC 05 FY BU 05 Ambition 06 New Work FC 05 FY BU 05 New Work 06 Horizont al Expansi on FC 05 FY BU 05 Horizont al Expansi on Amb. 06 Vertical Expansi on FC 05 FY BU 05 Vertical Expansi on Amb. 06 Extensi on FC 05 FY BU 05 Extensi on Amb. 06 Solution based 15 % 25% 35% 45% 15% 20% 25% Value based 25% 35% 45% 15% 20% 25% Issue based 55% 40% 35% 45% 15% 20% 25% Placement selling 5% 10% 35% 45% 15% 20% 25% Solution based 10% 15% 35% 45% 15% 20% 25% Value based 10% 15% 35% 45% 15% 20% 25% Issue based 70% 60% 35% 45% 15% 20% 25% Placement selling 10% 35% 45% 15% 20% 25% SUM per • Discipline • Unit • Sector bid type 100% 30% 40% 20% 15% 20% 10% 35% Offer category Territory 40% Managed 60% Total CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 13

The same planning approach will be executed for the sales force. . Distribution/allocation of The same planning approach will be executed for the sales force. . Distribution/allocation of sales force sales quota via client type UNIT Total Territory Named Territory Unnamed Territory Total managed Global Major Accounts Regional Major Accounts Target Accounts SUM TS 40% 70% 30% 60% 10% 30% sd&m 40% 70% 30% 60% 10% 30% IPMS 40% 70% 30% 60% 10% 30% POL TS 40% 70% 30% 60% 10% 30% Alliance Management 40% 70% 30% 60% 10% 30% BVK 40% 70% 30% 60% 10% 30% Telco, Media & Entertainment 40% 70% 30% 60% 10% 30% SUM CS 40% 70% 30% 60% 10% 30% CS GE/CH 40% 70% 30% 60% 10% 30% AU/CEE 40% 70% 30% 60% 10% 30% CS POL 40% 70% 30% 60% 10% 30% sales volume CE v 5. 6 Sales FC / FY BU 05 Ambition 06 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 14

Next Step is to develop a master table estimating the actual BD-Effort distribution among Next Step is to develop a master table estimating the actual BD-Effort distribution among Offer Categories and Bid Types AS-IS Sales Force Information Offer Category Sales Budget [Mio €] BD Effort [Days] Solution based Value based Issue NN – 1 3 80 20% 30% 40% NN – 2 4 100 20% 30% NN – 4 3 200 20% NN – 5 4 100 NN – 6 3 NN – 7 NN – 8 Total Extension Horiz. Expansion Vertic. Expansion New Work Total 10% 100% 30% 20% 40% 10% 100% 30% 20% 40% 100% 20% 30% 40% 100% 30% 20% 40% 100% 200 20% 30% 40% 100% 30% 20% 40% 100% 1 200 20% 30% 40% 100% 30% 20% 40% 100% 3 200 20% 30% 40% 100% 30% 20% 40% 100% 150 . . . Placement 20% 30% 40% 100% 30% 20% 40% 100% le ab A pp lic ot N in 20 05 Sales Force Bid Type In addition to the BD-Effort Distribution we need to collect the information about the Core Capabilities and Content of the Sales Force CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 15

The ambition 06 should be reflected by an appropriate offering planning to enable a The ambition 06 should be reflected by an appropriate offering planning to enable a successful sales force deployment Translating Offerings in Offer Categories Input from PMP 1 / 2 Offering Planned Volume [Mio €] Solution based Value based Issue Placement Manag. Acc. Terr. Acc. Offer – 1 10 20% 30% 40% 10% 40% 60% Offer – 2 30 20% 30% 40% 10% 40% 60% Offer – 3 40 20% 30% 40% 10% 40% 60% Offer – 4 10 20% 30% 40% 10% 40% 60% Offer – 5 9 20% 30% 40% 10% 40% 60% Offer – 6 15 20% 30% 40% 10% 40% 60% Offer – 7 10 20% 30% 40% 10% 40% 60% . . . • PMP 1/2 will deliver the services and offerings we want to sell going along with the appropriate planned volume • Based on your inside the client base will be approached differently • BD effort and Skills needed are different by offering and offer category • The resulting distribution among the offer categories gives a good indication about skills and capacity needed The distribution can be used to plan the sales approach by sector / market segment CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 16

For the selected Sector the BD-Effort needed is indicated based on the offerings we For the selected Sector the BD-Effort needed is indicated based on the offerings we want to sell and the approach used Sales Approach by Sector Offer Category BD Effort [Days] Value based Solutio n based Issue Placement Auto 10 80 30% 20% 40% 10% LS 19 100 30% 20% 40% E&U 22 200 30% 20% M. Acc 9 100 30% . . . 5 200 30% . . . 6 200 30% . . . 5 200 . . . 8 150 Extension Horizo. Expansion Vertic. Expansion New Work Total 100% 30% 20% 40% 10% 100% 30% 20% 40% 10% 100% 30% 20% 40% 10% 100% 30% 20% 40% 10% 100% 30% 20% 40% 100% 20 in le ab A pp lic ot Total 05 Sales Target [Mio €] N Sector Bid Type In addition to the BD-Effort Distribution we need to collect the information about the Core Capabilities and Content of the Sales Force CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 17

Based on the current Sales force mix and the planned volume for offering and Based on the current Sales force mix and the planned volume for offering and segments the To Be sales force can be assessed Key Questions to be answered • Is the solution based volume backed up with already existing solutions or do we need to plan capacity for building? • Do we have enough capability and capacity to enter new buying center (New Client, Vertical Expansion and New Work) • How can we better leverage existing buying centers to expand? • How can Delivery help in identifying Expansion end Extension opportunities • How can we better leverage cross discipline managed accounts to expand • Do we have enough back office support to run campaigns needed for Solution and Issue based selling • Do we make best use of an Individuals core capability and have her/him identified for the best match • . . . CE v 5. 6 Results: • How to we approach the market • What capabilities are needed • What capacities and capabilities do we need to sell what is planned • How do we best deploy the Sales force • What investments do we need © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 18

The Go-To-Market framework will be consolidated along the CE organisational structure CE Go-To-Market Consolidation The Go-To-Market framework will be consolidated along the CE organisational structure CE Go-To-Market Consolidation Model Sales Force View Segment View CE CS Sectors CE v 5. 6 TC CRM SRM FET EEA/ERP CS AU/CEE sd&m Sectors CS GE CH PMP 2005 TS IPMS TME PL IT Consulting Development Integration © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 19

The consolidated CE Go-To-Market model, incl. input from the CE major units, needs to The consolidated CE Go-To-Market model, incl. input from the CE major units, needs to be finalized by beginning of August 2005 Timeline Date Issue / Content Who Status MS/MW/AH done UP done 10. 06. 2005 Completion first draft, alignment and finalization with Ulrich 15. 06. 2005 Send finalized draft to Dirk Palder and Burkhard Kehrbusch as preparation for meeting on June 20 th 20. 06. 2005 Discussion and initial alignment of framework with CS GE CH and TS sd&m Dirk P. / Burkhard K. MS/TL/CF done 01. 07. 2005 Integrate Feedback and send back to DP / BK Dirk P. / Burkhard K. MS/TL/CF done 01. 08. 2005 Develop Supporting Excel Tools CF / MS done 08. 2005 Send out 1 st wave CS (Client centric analysis) LT/MS ongoing 16. 08. 2005 Send out Templates to Unit Sales Leaders MS / CF done 26. 08. 2005 Consolidated CE Go-To Market (TO BE) finalized and ready for discussion All open Conduct joint PMP Workshops with Units All open During 09. 2005 CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 20

BACK-UP Appendix CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 BACK-UP Appendix CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 21

Source: GOC-Accounts v 11 -May v 0 9. ppt Account Governance Model – to Source: GOC-Accounts v 11 -May v 0 9. ppt Account Governance Model – to be adapted for CE Group Major Accounts ü A subset of the Major Accounts with over 50 M€ in revenue, currently 12 accounts ü Boardroom Sponsor from Executive Committee on extended account team ü Executive Sponsor from SBU or Sector on Account team ü Account reviews (Global level) ü Operational support from Global Sales & Alliances to Boardroom Sponsor GMA* ü Globally Managed Accounts, a subset of the Major Accounts with global governance ü Account Executive from Global Sector ü Account team from relevant SBU’s ü Led from Global Sector Target Accounts Major Accounts ü Currently 67 accounts with over 10 M€ in revenue ü Full time Account Executive from GOU ü Executive Sponsor from SBU or Sector on Account team ü Account reviews (SBU level) Transactional Accounts ü Part time Account Executive from GOU ü Clients of the Territory Development sales force ü Ambition to become Major Account within 12 -18 months ü No dedicated Account Executive ü Participate in Account Development Program and Network CSE RMA** üFull time Account Executive from GOU GCA* üAmbition to become Major Account within 1218 months ü Globally Coordinated Accounts, a subset of the Major Accounts with a need for coordination between SBU’s ü Account Executive from host SBU ü Account team from relevant SBU’s ü Global Sector on account team * Governance of GMA and GCA categories described in more detail in appendix ** Added by CE CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 22

The threshold for becoming a RMA should be raised from 5 m€ to 6 The threshold for becoming a RMA should be raised from 5 m€ to 6 m€. The sales budget for 2006 should document the willingness to grow. DRAFT RMA and Target (Major) Account hard facts selection criteria (05. 07. 21) Current CE taxonomy Current Criteria 2006 Additional criteria Accounts in CE 2005 Candidate accounts in CE based YEL 05 Regional Major Accounts Target Bookings actual year > 5 Mio. € or previous year bookings > 5 Mio. € Revenue > 4 Mio. € previous year Sales director decision Booking target per year > 6 Mio. € or previous year bookings > 5 Mio. € Revenue > 4 Mio. € previous year Sales director decision (discipline variance to be adapted) Sales budget 2006 + 15% Ambition to become Major Account within 12 -18 months (Generating bookings p. a. 10 m€) based on a long term account plan Münchner Rück Deutsche Bahn Drägerwerk AG Deutsche Telekom BMW Georg Fischer Münchner Rück BMW Deutsche Telekom IAEA AOK OMV/Petrom Sales budget 2006 + 10% Ambition to become a Regional Major Account within 12 -18 months Generating bookings p. a. 6 m€ Target (Major) Accounts Target Bookings actual year > 500 K. € or previous year bookings > 500 K. € Revenue > 500 K€ previous year Sales director decision Booking target per year > 2, 5 Mio € or previous year bookings > 1, 5 K. € Revenue > 1000 K€ previous year Sales director decision Active Transaction Account/ Named territory Revenue per annum above 300 Mio. € Number employees is above: > 250 Capgemini´s generated bookings above 50 K€ in the previous year or current year target for business development activities Cognis SAP Revenue per annum above 300 Mio. € Number employees is above: > 250 Capgemini´s generated bookings above 50 K€ in the previous year or current year target for business development activities CE v 5. 6 Merck Bank Austria Dekabank RWE General Motors Siemens Roche Hypo Alpe-Adria. Leasing Holding AG Volkswagen AG Byarische Landesbank © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 23

The pure YEL figures can not be taken to identify the account type, the The pure YEL figures can not be taken to identify the account type, the sustainability of the sales/revenue must be taken into consideration. YTD account sales KPIs – 05. 07. 21 (preliminary evaluation!!) With 35 Accounts we will YEL achieve 61% of the FY BAE sales budget CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 24

Sales roles definitions SALES EXECUTIVE SALES REPRESENTATIVE ACCOUNT EXECUTIVE ACCOUNT MANAGER SALES LEADER SALES Sales roles definitions SALES EXECUTIVE SALES REPRESENTATIVE ACCOUNT EXECUTIVE ACCOUNT MANAGER SALES LEADER SALES MANAGER Drives the deal process through development of sales strategies, solution proposal, and deal closing at small to mid sized clients resulting in meeting or exceeding individual sales quota. Manages a global or large regional account, including accountability for Sales and Delivery, to ensure profitable and sustainable target revenues within the account. Leveraging cross-discipline and industry expertise to maximize short and long term business relationship. Manages a small to mid-sized regional account, including accountability for Sales and Delivery, to ensure profitable and sustainable target revenues within the account. Leveraging cross-discipline and industry expertise to maximize short and long term business relationship. Overall responsibility for driving sales and accelerating revenue growth within a significant business area/unit. Delivers budgeted results, development of skills and capacity plans in line with current and anticipated demand while understanding and aligning to Group agenda, priorities, and needs. Transforms the sales strategy into solid business plans, manages sales processes and leads dedicated sales force to carry out the plans and meet the targets in specified area of responsibility. Business Development Account management Sales Associate CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 25

Related / influencing parameters to be considered while modelling the go-to-market for CE • Related / influencing parameters to be considered while modelling the go-to-market for CE • CS • TS • OS Business Models • Roles • Capacity • Cost • Disciplines • Practices Selling Types Services / Service Lines Capgemini Go-To-Market Sales Force • AS-IS • To-Be (Pillar 1 PMP) Product/Market Combination Strategic Context TO-BE Market / Acc Taxonomie • Major Account • Target • Territory (Transactional) CE v 5. 6 • Value • Solution • Extension • Expansion • Spot Client Cluster • Top 30 • Sector • Top 100 • Category • Top 500 • Size • Geography Sales Enabler • Alliances • Partnerships • SGP (targets on margin, growth etc. ) Sales Channel • Direct • Indirect (Contact Generation) © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 26

Brainstorm, what is next based on this Check out Holden Tool CE v 5. Brainstorm, what is next based on this Check out Holden Tool CE v 5. 6 © 2005 Capgemini - All rights reserved 2005 PMP H 2 SELL FINAL. PPT 27