Avaya Case Final.pptx

Avaya Case Study

1. Avaya A & B Case Study MKM804 Prof. Humza Adam 1

2. Overview of the Market & Situation Analysis Avaya’s Market share is expected to increase by 16% over the next 5 years, placing it 2 nd to Cisco. Avaya was introduced in the late 2000 and started trading on the New York Stock Exchange. Avaya is a subsidiary of Lucent Technologies and dominates IP Telephony with its highest sales of appliances, servers, infrastructure, and software, with a 25% revenue share in 2006 and a 22% line shipped share. The main problem that is hurting the company’s sales income is a strained relationship between the marketing and sales teams. The concept of constantly feeding the funnel had not been a central element of the Avaya sales culture. As a result, salespeople did not generally understand how to prospect. In 2005, 53% of revenues came through indirect channels and 47% were generated by the direct sales force. Offered two solutions, the "Unified funnel" and the "Demand generation" framework. 2

3. Throughout the sales process, the departments are not cooperating — they are functioning independently and sequentially. This chasm not only influences how departments interact and communicate, but it is also likely to have an impact on sales and profits generating demand. 1 Communication 2 Operational Cost Departmental divisions increased costs, affecting company returns and hindering growth opportunities. Both divisions focus on distinct measures, using different strategies to track activities and assess daily operations performance, rather than using the same metrics. 3 Metric Alignment In terms of client focus, there is a conflict of interest. Marketing is concerned with acquiring new consumers, whereas sales is concerned with keeping existing customers. These differences may have an effect on revenue. 4 Customer Focus Gaps Between Sales & Marketing 3

4. BANT Framework for Sale- User can benefit saving and increased productivity that a secure virtual private network provides with Avaya VPN and security solutions. Budget Are you tired of purchasing software, hardware, and services from multiple suppliers and putting them together yourself, which raises your running expenses and reduces your time efficiency? Do you want to learn more about the cutting-edge technology paradigm that your industry is going through? To be more specific, you’re currently integrating goods in-house which reduces overall profit margins. Our estimate shows that your organization losing $30 per month because of this problem. How does that compare to the funds you’ve set aside for your VPN? Authority Great! Typically, such decision-making processes involve the head of marketing, head of sale, and head of finance, do you have someone in a comparable role in your organization who would be a decision maker with you? 4 Need What are your top security priorities now? How does this VPN fit into that list? Timing Great! Everything appears to have been properly planned out by you. Would you want to watch a demo from our expert on August 5 2023 at 1:00 pm ? Please notify us.

5. We would need ‘20’ employee to achieve the target Target= $750,000,000, Quarterly= $187,500,000 Sum of potential revenue/target= Raw funnel coverage X/187,500,000 = 3.5 X=3.5*187,500,000 = 656,250,000 Each employee attends to 5% of the stage 1 656,250,000*5/100 = 32,812,500 Hence, each employee handles $32,812,500 worth of potential business 656,250,000/32,812,500= 20 Therefore, We will need 20 employees to achieve a target of $750,000,000 5

6. Buyer Persona: An ideal Buyer for Avaya 6

7. Buyers Journey: Marketing Funnel Airtel Inc. is seeking a communication infrastructure that streamlines communication within the company, encompassing features like meetings, video conferences, email, and phone calls. Additionally, data is collected quarterly at each level of the marketing funnel, which is then sent to marketing operations for analysis and aggregation. 7

8. Buyer's Journey: Sales Funnel 8

9. During this stage, Airtel Inc. and the Client Executive (CE) will conduct a meeting to discuss the external and internal criteria of the deal. The CE will ensure that all outcomes and expectations are clearly understood and agreed upon by both parties. Additionally, this stage provides an opportunity to explore the potential sales of additional goods or services. Airtel and the CE will engage in discussions about any complementary offerings that could enhance the proposed solution or provide additional value to Airtel. Implementation Stage: 9