Winning Strategies: Secrets to Clinching Multimillion-Dollar Deals | by Anirban Dutta and Hetzel W. Folden | 2010 | ISBN: 9780470824665. Strategies to Discover High-Value Deals. Strategic Alliance Models and Joint Ventures. How to Manage Big Service-Delivery Engagements.
Monday, August 30th, 2010Winning Strategies: Secrets to Clinching Multimillion-Dollar Deals
by Anirban Dutta and Hetzel W. Folden
2010 (224 pages)
ISBN:9780470824665
Essential reading for everyone involved in large and strategic deals, this book focuses on proven and innovative strategies taken straight from the deal makers’ den for winning high-value outsourcing deals.
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Winning Strategies—Secrets to Clinching Multimillion-Dollar Deals
Foreword
Prologue—A Note from the Authors
Overview
Who will This Book Benefit?
How is This Book Organized?
Section I – Creating the Foundation for Winning Deals
Chapter 1 – What’s the Big Deal?—A Primer on Strategic Deals
Selected Big Deal Headlines, 1999–2007
What’s a Big Global Sourcing Deal?
Are Big Deals Important?
Global Economics and IT Services: The Established vs. the Challengers
How will This Book Help You Win Big Deals?
Conclusion
Notes
Chapter 2 – Getting the Right People Ready to Win Large Deals—Introducing Some Essential Concepts of the Human Element of Management
Overview
Analyzing Emotional Challenges: A Hard Look at Large Deals
Conclusion: Two Ways to Increase the Probability of Success
Notes
Section II – Finding Deals
Chapter 3 – Finding Big Deals—Strategies to Discover High-Value Deals
Where are Big Deals?
Sales Leadership Counts!
Conclusion
Note
Chapter 4 – Winning Deals through Third-Party Advisors—The Art of People Doing Business with People
Overview
Everything You Need to Know about TPAs
How Can I Win Business through TPAs?
Rules for Success in Getting Deals through TPAs
Conclusion
Section III – Doing Deals
Chapter 5 – Leading from the Rear—Influence Events and Lead the Deal
Overview
The Anatomy of Leading from the Rear
Conclusion
Notes
Chapter 6 – Structuring Deals Right—The Art of Pricing
Overview
What’s Your Customer’s Sourcing Model?
Big Deal Engagement Models: Laying the Bed for Pricing
The Price is Right! What Customers Want
Conclusion: Risk Mitigation, Customer Focus, and Relationships are all That Matters
Chapter 7 – Advanced Deal Structuring—Creating Innovative Engagement Models and Being Customer Financiers
Overview
Incentive-Based or Gain-Sharing Model: The Carrot-and-Stick Approach
Joint-Sourced Models: A Perfect Marriage
Strategic Alliance Models and Joint Ventures: Like Working with Friends and Neighbors
Being Innovative Financiers: When Service Providers Become Bankers
Use Structural Solutions
Conclusion
Notes
Chapter 8 – Doing Contracts Right—Creating the Foundation of a Successful Marriage
Overview
The Basics about Contracting (What Every Deal Maker Should Know)
Avoiding the TPA Trap: Some Red Flags for the Service Provider
All about IP: Why Not Knowing This Can Take You to the Cleaners
IP Security Best Practice: Steps to Mitigate Potential Pain
Resolving Disputes in Big Deals: How Not to Go to Court
Conclusion
Notes
Chapter 9 – Closing Big Deals—It’s Commercial Negotiation, Baby!
Overview
Assembling the “Dream Team” of Large Deal Negotiators
Inside the Deal: Deal Room Expertise
Multi-cultural Negotiation Best Practices
Provider Beware
Conclusion
Notes
Chapter 10 – Case Study—A Real-Life Example of a Service Provider Pursuing Strategic Deals
A Crash Course in Service Provider’s Organization Structure
The Deal Pursuit Process: Putting Service Orientation into Practice
Summary
Note
Section IV – Managing Deals
Chapter 11 – Managing Transitions and Change—The Stepping Stones for Delivering Service
The First Course in Transition
The Essential Element in Transition: Join Your Customer at the Hip
Managing Change: We Can and We Must
Conclusion
Note
Chapter 12 – Managing Integrated Programs—A Practical Take on Service Delivery Governance
The Shortcomings of the Traditional Globally Sourced Service Delivery Model
What Does the Customer Want from a Service Provider?
What’s Needed to Manage Big Service-Delivery Engagements: The Collaborative Governance Structure
What Makes a Good Program Manager?
Conclusion
Epilogue—Some Parting Thoughts
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