Streamlining Sales Cycle Management with Internet Messaging

Table Transparent Knowledgebase.............................................................................................................................1

Transparent Knowledgebases to support Business, Sales and Marketing Processes in Business Development. 1
Engaging the Potential of Contacts.............................................................................................................................2
Table Use Team Competence to resolve Issues..........................................................................................................3
Strategic Business Development places Team Competence to resolve Issues........................................................3
Improving timely Access to needed Information........................................................................................................3
A Database supported System:....................................................................................................................................3
Traditional Database Entry...........................................................................................................................................4
Internet Messaging as a Common Point of Entry for Sales Cycle Management...........................................................4
Team employs Aggregates to fuel Business Development.........................................................................................4
Demonstration of a Message Cycle in Project Management........................................................................................5
Demonstration of Internet Messaging in the Message Cycle........................................................................................5
Migration to Internet Messaging..................................................................................................................................6
Sales Consulting and Engineering..............................................................................................................................6
Table Customer Value through Support........................................................................................................................6
Key Account Management ensures Customer Value through Support......................................................................6
Participation of Data Objects in Contact, Lead, and Project Management..............................................................7
Objects in the Message Cycle.......................................................................................................................................7
Contact, Lead and Project Management Objects..........................................................................................................7
Streamlining the Business Infrastructure to evolve Processes..................................................................................9
Project and Contact Potential Evaluation......................................................................................................................9
Contact Qualification, Lead and Project Status. Coherence- What is a Lead or Project?.............................................9
Lead and Project Processing.....................................................................................................................................10
Lead and Project Distribution.....................................................................................................................................10
Limits and Disadvantages of Reliance on Internet Messaging..................................................................................10
Appendix of Tables........................................................................................................................................................12
Table Transparent Knowledgebase to support Business, Sales and Marketing Processes................................12
Table Strategic Business Development places Team Competence to resolve Issues..........................................13
Table Team employs Aggregates to fuel Business Development...........................................................................14
Table Key Account Management ensures Customer Value through Support.......................................................15
Table Streamlining the Business. Infrastructure to evolve Processes...................................................................16
References and Resources...........................................................................................................................................16

Strategic Business Development engages the market with potential for innovative solutions providing the
user with capacity to adapt it to improve his ability to resolve issues. Contacts fuel the interaction and
exchange leading to the successful implementation by the Sales Cycle Management team. Innovation
requires a flow of knowledge, experience, and engineering for successful transfer. How can Information
Systems support the interchange providing efficient and timely analysis of the customer problem,
innovation of individual solutions and interaction for the customer benefit?

The article text summarizes the table content and the tables are placed in the rear Appendix of Tables
for reading flow and reference.

Table Transparent Knowledgebase

Transparent Knowledgebases to support Business, Sales and Marketing

Processes in Business Development
o This table illustrates setting up the PN: Act.-IR aids corporate information retrival providing
indexing and information accessibility.
o It enables insertion of project and knowledgebase information to enrich corporate processes.
o Building a knowledgebase and storing project management information raises the productivity
of interacting processes.
o Corporate Processes profit from the integration of Web Research, Project Management,
Strategy-Planning and Controlling Information Resources.
o Using the table shows obstacles in the free flow of information.
o By using Internet Messaging as a basis for the knowlegebase, it reduces the necessary
information system resources.
o Content,
Attribute This table
text, clarifies
and tablesthe relationships
to Gary_Gabriel of Objects14.10.09
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Direct link to table >>>

Engaging the Potential of Contacts

Leads record contacts. Projects target a problem (analysis) where a potential solution may be achieved.
If a project or account has already been opened, then a contact (lead) records new potential. So a dual
process establishes itself where new contacts generate leads and if a potential is recognizable, then a
project will be opened. Completed projects may generate new interest or problems as leads.

Engagement of the market generates a flow of contacts for qualification by the supporting team. How
can Information Systems feed aggregates to process the contacts in a timely manner to qualify the
available potential? Three aggregates should easily kick in to qualify and provide customer value
pinpointing and addressing the customer problem by resolving issues.

Internet Messaging pools contacts at a Common Point of Entry where the aggregates pick them up for
team use.

Aggregate 1: Knowledgebase documenting expertise, know-how, experience and system or product

capabilities or performance. The knowledgebase takes information from messaging, project
management and research. It stores it and retrieval of this information co-operates in developing project
solutions. It provides an individual consulting capability to analyze the customer problem and apply
product and services to generate a solution.

Aggregate 2: Education Systems. This aggregate filters and assembles information from the
knowledgebase to develop material to assist in providing competent information enabling the customer
to make an informed decision. Then it provides information to ensure meeting implementation goals. It
educates the user to the technology and to system use. It shows him how to solve his problem.

Aggregate 3: Support Systems. The knowledgebase feeds support with information on specific problems,
and improves timely support information. Just in time access to information improves the customer
response and decreases costs. This aggregate takes the production of the first two to build and
implement support systems including documentation for the customer, channels and the internal
support structure.

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Table Use Team Competence to resolve Issues

Strategic Business Development places Team Competence to resolve Issues

o This table demonstrates that asking questions and the resulting preparation fulfill the support
need, and the corporate requirement of meeting costs of market growth.
o It sumarizes the important views for each of the phases that ensure availability of the necessary
information.
o This overview allows adaptation of the Information System to adequately fuel the agregates.
o Most importantly the Information System stores technical and application in the knowledgebase
as Information Resources (IR) related to topics and search terms. Application and technical
information stores in the project management and moves to the knowledgebase to store under
the corresponding topics and problems. Research identifies innovational information to store
according to the search terms. Search expressions link research documents, knowledgebase
documents and project documents. The PN provides project and activity metrics as well as
business, sales, marketing and technical planning information.
o Streamlining and automation profit from this table as well. It shows the required contents and
interfaces. When project resistence occurs, then identifying these resistences in this table also
identifies the necessary information and interface as well as the origin.
o Optimization includes evaluation of the marketing results to adapt the Lead Identification and
Qualification as well as Issue Resolution.
o Process Automation. Change the Agregates to evolve new processes based on resulting sales,
Project Management and Technical Support.
Direct link to table >>>

Improving timely Access to needed Information

Knowledgebase information collects in databases, documents and knowledgebase products such as

Wikis. Web Search, Internet Research and product research culls information from these sources and the
sales, marketing or support user and combines it for use. A relational database supported Strategic
Business Development and Sales Cycle Management over 2- 3 phases of market development (approx.
20 years). Adaptations to the database kept it current and productive. But the paradigm from Unified
Messaging to Internet Messaging required changing the support use from database oriented to
document oriented. Internet Messaging stores information primarily in documents and not in databases.
It requires the information to be re-entered and then stores parallel to the messaging documents. The
user collects documents, sorts them and stores them. The database still supported the market
development but not efficiently enough for team use because of the dual entry and resources needed for
interchange and formatting between the database and the net or e-mail. Graphical nature of web
documents offers a potential to improve presentation of conceptualization that databases lack. Business
Development addresses potential that does not leave footprints of data, but exists in the answers to
questions asked. This changes the nature of the information from masks containing data to documents.
It also opens a potential to significantly decrease the data entry time. A conventional database requires
significant time and resources to enter and maintain the information. Internet Messaging contains the
needed information collecting during research or resulting from team communication. Hence the data
has already been stored and must not be re-entered if the information system provides it in a useable
manner. Storing and indexing documents for timely retrieval presents the needed information and
reduces data entry.

Internet Messaging centers the browser and e-mail as the focus of communication to the customer and
identification of his problems. It carries the solution. It differs from Unified Messaging by the focus on the
Internet without the diversity of fax. It assumes that the Internet carries over 80% of the communication
traffic and encloses the project knowledge and experience contained in team correspondence. It
changes the database structure from relational masks to indexing documents for search. Further it
assumes that the primary data storage enters in the browser and the e-mail contains the remainder.
Storage in these mediums and replaces the earlier replication in databases used to support sales and
market development. The document-centric storage of Internet Messaging suits well for supporting
Strategic Business Development. Preliminary implementations show that Internet Messaging generates a
knowledge base of Web Research and Project Management information useful for the Sales Cycle
Management team. Further adapting and refining this knowledgebase supports Strategic Business
Development. Use of it saves time and streamlines team resources giving the integrated knowledge
base and messaging system a name of Sales Cycle Management (SCM).

A Database supported System:

Traditional database systems include data entry and data storage and processing for Contact
Management, Lead Management, and Project Management including Issue Resolution. They store the
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data for Channel Management and process the information for management activities including
controlling information. Stored information contains marketing information and processing for standard
marketing activities. It provides the means to analyze customer responses that provide information and
processing for PR activities. Automation required integrating basic Document Management and
Document Generation. It readily adapted to the flexible needs of the changing markets and target
groups for specialization in Strategic Business Development and Sales Cycle Management. Use over the
market development showed that the relational database system had obstacles to timely and efficient
use including:
- Replication of data entry and storage. Unified Messaging did not successfully unify the address book
and the Contact Management requiring duplicate maintenance in address books and contact data.
- It centered on fax and post communication.
- An analysis of the database showed that indexes replicated.
- Data entry. Data entry was cumbersome and time-consuming for the user. It required training.
- Developing (de facto) standards like XML, XSLT were not supported.
- Web Research was not adequately supported for example the identification of suitable search
expressions and use for searching. Optimization of search terms was not supported reducing the
capability of improving search yield.

Traditional Database Entry

SCM adapts the Internet browser and e-mail client to improve functionality
1) Data entry in the traditional database was time consuming and typically consisted of:
a. Contact entry
b. Lead entry
c. Project entry
d. Documentation of Sales Engineering, Sales Consulting or proposals
e. Project Management. Follow-up of To-dos or Issue Resolutions.
f. Introduction of Milestones and deadlines and control of the completion
g. Follow-up of marketing response
h. Follow-up PR response
i. Web Research results were not integrated
2) Experience with the database system showed how indexes proliferated. Typical databases
employed different indexes for the information and objects noted above. Changes in the
databases often resulted in use of new indexes. Replication of indexes slowed adaptation and
created errors.

Internet Messaging as a Common Point of Entry for Sales Cycle Management

Table Employ Aggregates to fuel Team Business Development

Team employs Aggregates to fuel Business Development

This table gives a detailed view of the on-going activities fueling the agregates. It matches the
activities to the information required from the Information System to support the activities. Enabling a
comparison between the requirements and the implementation it indicates weaknesses.
Sales Cycle Management provides system support for analysis and planning and empowers Contact
Management and follow-up, Project Management, Support Center care.
Web Research generates new innovation potential. The Account Management produces application
and engineering information to adapt to the customer needs. Technical Support takes the information
collected from research and application and applies it to direct the support center.
Direct link to table >>>

Internet Messaging provides a Common Point of Entry to simplify data storage and retrieval and then
apply the stored knowledge from the knowledge base. The principle bases on spiral or circular growth.
Spirals include two components and combine them moving around in a circle. At the same time the
combination inclines upwards or downwards. Building a spiral mathematically defines a co-ordinate
system of two coordinates (x,y). Movement around the circle proceeds by changing the x-y coordinates
at a constant length from the center. It interchanges the two coordinates. In a spiral as the central
movement proceeds the position increases in height from the starting position, and the radius from the
center changes. Growth potential proceeds vertically or horizontally. Spiral growth combines two
independent components. A message cycle replicates growth by exchanging or combining of two
components of project management and information resources. A following demonstration and model
shows how the Message Cycle functions to exchange the two components. Engaging the Internet sends
a request for information that the search engines answer. The returning answer stores in a knowledge
base with an index of the topic. Call it Information Resource (IR). At this time it may not have a purpose.
A project calls for the information to apply it. This qualifies the information. The index broadens to Act-IR
where Activity is the project designator. After collecting enough information to satisfy the problem, the
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solution documents and the system forwards it to the customer. The first half of the cycle completes
when the customer receives the information. The second cycle half repeats but inverses. If interested,
the customer replies with a question. Again a knowledge base query provides information. The query
documents and returns to the customer. The cycle completes with acceptance of the solution and
satisfaction. Observe how one index Act-IR indexes the complete cycle eliminating the need of other
indexes. This cycle applies to Internet Messaging, Web Research, Project Management and Sales Cycle
Management. It begins with a question carried by the message cycle in a market dialogue that identifies
information (needed) sources. Then continues by combining and embedding the information in a
customer solution. Experience shows that typical database entry and retrieval contains a proliferation of
indexes or components. This occurs while defining and building the database or filing the documents.
Multiple indexes cause errors in data entry and confuse the identification of suitable search terms. It
results in extensive time used to find necessary documentation or data. Simplification to two
components and using these to define all indexes and search terms within a cycle eases storage and
retrieval of knowledgebase information.

Demonstration of a Message Cycle in Project Management

Consider the messaging that occurs in a typical support case. Observe the index, the Call Symmetry and
the Path Symmetry and how the two components of Information Resource (IR) and the Activity or Project
(Act) combine and provide a unique index.

Engaging. Make a call and present the Internet with a question. Make an inquiry. Index- IR.
Identification- Incoming. The Internet responds revealing useful information for storage. Incoming: Index-
IR. Receiving a doc.
Qualification of the stored information as useful for a project. IR applied to an issue, problem for a
project. Index-Act-IR. Project, Consulting, To-Do
Outgoing: Document the solution and forward it. Index- Act-IR- Media of choice. Sending a
document. Project-IR-Media.
The index Inverses
Incoming: Team. Reply from the customer asking a question or stating a problem.
Identification of an Issue, which calls for a solution. Index- Act-IR. Identification: revision,
change. Media-Doc-Item/Line--IR-Act. Calling for a doc.
Query the Knowledgebase for knowledge or project experience. Index- Act-IR
Resolution of the problem. IR-Act- Media-Doc-Item/Line.
Acceptance of the solution. Turn-over.

Observe the similarity to the XML language that suggests the usefulness of it as a storage language.

Two components exchange within the cycle: IR being Information Resources, and Activity that defines a
specific project to apply the information. An exchange of these two components moves through the cycle
meeting target goals. Implementation demonstrates that using the independent components of
Information Resources and Project Activities (PN) satisfies the index needs of Business Development and
Sales Cycle Management. Most importantly this provides a unique index suitable for use in Contact
Management, Lead Management, Project Management, and Channel Management. Test results show
that it efficiently processes Marketing and PR activities. It provides the inputs for Internet Messaging and
enables a paradigm from a relational database structure to text and document oriented. It aids in
identifying and using search terms to find information.

Demonstration of Internet Messaging in the Message Cycle

Now observe the data used in the cycle.
Engaging. Make a call and present the Internet with a question. Make an inquiry. Index- IR Storing the
response makes use of the Project Stored Searches, Browser History, Stored Web Pages, Team Message
Share and shared To-Dos.
Identification- Incoming. The Internet responds revealing useful information for storage, receiving a doc.
The information stores in the Team Message Share and shared To-Dos und uses Tags.
Qualification of the stored information as useful for a project. IR applied to an issue, problem for a
project. Sales consulting and engineering. Searches and Stored Searches collect information from
the Information and documents stored in the message share. Project Stored Searches, Browser
History, Stored Web Pages provide information resources, Team Message Share and shared To-
Dos ensure resolution.
Outgoing: Document the solution and forward it. Sending a document. Project-Media.
Document generation and management integrate into Internet Messaging.
The index Inverses and the system components again provide service to complete
the demands.
Incoming: Team. Reply asking a question or stating a problem. To-do. Identification of an
Issue which calls for a solution.
Knowledgebase queried for knowledge or project experience.
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 Resolution of the problem- send a report.
Acceptance. Turn-over.

Migration to Internet Messaging

In Internet Messaging the browser and e-mail centric system simplifies much of the former database
entry. The e-mail client expands to a knowledge base and searching the storage accesses team
information assets from web research, project management and development. The user profits because
the “native” document information does not require re-entry.

The implementation profits from these principles:

o Shared profiles ease system administration. Individual profiles for user, team, developer and
administrator use tailor the information collection, storage and access.
o Shared messaging files. Shared files conform to the security needs of the individual, team and
administration or development.
o The knowledge-based e-mail client provides searching, indexing, annotation, editing and
integrates contacts with the Internet contacts.
o Knowledge base material feeds the 3 aggregates to satisfy sales consulting, engineering and
project management demands.
o The e-mail client completes and stores the Contact Management and shares needed information.
o Lead Management takes place in the e-mail client with the use of tags and folders. Use of Virtual
Folders facilitates and eases the management.
o Shared Team To-Dos support Issue Resolution.
o E-mail functionality complements the processing of marketing activities and response follow-up
o Similarly the PR management uploads to the e-mail client.
o Migration paths from e-mail standards such as the Mbox format to XML and XSLT as well as java
are already available.
o Some of the programming in the e-mail client is already available in XML.
o Preliminary tests provide satisfactory results.

To build and implement Internet Messaging in Mozilla Firefox and Thunderbird consult the following
documents:
o Mozilla Firefox and Thunderbird share To-Dos and simplify the Follow-up. >>> Scribd document.
o Basics of sharing To-Dos and Follow-up with Mozilla Thunderbird and Firefox. Improve Web
Research and Project Management. >>> Scribd document.
o Configure Mozilla Firefox and Thunderbird for To-Dos and Follow-up. >>>

Sales Consulting and Engineering

Table Customer Value through Support

Key Account Management ensures Customer Value through Support

o Employs experience to analyze and plan approaches to target fulfillment
o Identifies target channels and accounts
o Defines issues restricting growth
o Builds the necessary support resources
o Efficiently identifies and qualifies available leads and projects
o Puts a competence center into place fed by information assets from the knowledge base
and implements controlling
Key Accounting takes application knowledge and stores it in the knowledgebase and combines
Direct link to table >>>

The original database experimented with building entry masks for sales consulting data and using other
masks to develop customer-consulting documents such as proposals. But use showed that these masks
were inappropriate for timely production of customer problem solving documentation. They did not
conform to user thinking models and support thinking or creative activities. The next system advanced
to a text or document database and linked data and documents with hypertext links and searches. It
combined data tables and linked them to documents. Development of individual solutions faces the sales
engineer with the challenge of innovating a customer-tailored solution. Improving conceptualization of
the problem through visualization decreases the effort and time in meeting customer needs. Combining
data tables with documents improved the visualization of the complex relationships within the problem
and how the product solved it. It was more efficient, provided more creative solutions and supported
visualization used in developing customer solutions. Documentation production time and effort reduced.

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It integrated e-mail by importing project correspondence. It produced satisfactory results and indicated a
future development strategy.

Participation of Data Objects in Contact, Lead, and Project Management

Internet Messaging stores incoming contacts and information, and ensures adequate indexing, searching
and information flow for the team to use in solving customer problems, as well as education in the
system use and technical support. 3 aggregates feed the sales cycle to satisfy the project needs
successfully. From a database point of view, there are 3 objects to treat. A contact is the customer and
records his contact data, where he may be found. It provides a means of communication and identifies
him with a company or account. The point of contact generates a lead. This lead must be qualified and
relates to a status. It identifies the means used to generate the contact and connects the contact to
other marketing activities. Qualification determines if the contact is a lead, which does not have
determinate need creating interest to buy or close within a foreseeable time. Or if the contact has
identified a need then he uses the contact to collect information to solve the problem confronting him. If
there is a potential that he will invest in a determinate time in a solution to his problem, then the contact
qualifies as a project. The project records the information necessary to conceptualize the product
solution, and the means to present it convincingly to the customer. This information includes a corporate
profile, a needs analysis, and a problem analysis. It records the information to analyze and show how the
proposed solution will benefit.

Objects in the Message Cycle

Observe how the objects interact in the Message Cycle.
IR- a contact engages because of his belief that engaging produces contacts benefiting from a solution
Act-IR. Engaging identifies a lead or project.
Act-IR. Knowledgebase facilities support in the analysis and solution of the project problem
Act-IR- Doc Knowledge base and educational systems support the solution/ project
presentation in manner optimal for the individual customer understanding.

Now the contact considers the solution and the best adaptation to his need.
Act-IR. The customer replies with questions and the next support need.
Act-IR. Activating the knowledge base again provides a suitable answer for the resolution.
Act-IR. Project Implementation.
Decision to implement based on the project support and information assets provided.

Act-IR is called a Promotion Number or index and uniquely identifies each phase of the messaging cycle,
which promotes the customer relationship. It details the promotion in the customer relationship. Using
the PN eliminates the typical duplication and replication of indexes accompanying the filing of data in
databases and documents.

Internet Messaging augments the e-mail and Internet documents with specific customer information.
This places the project information directly in the browser and e-mail files and reduces the storage in a
complementary database. Reducing dual entry in parallel messaging systems and databases make the
salesman more productive so he spends more time with the personal side of sales, working with the
customer to build a beneficial solution with the available products and services. Using a uniform PN
saves time in regular and routine tasks accessing databases and knowledge bases. They provide the
necessary information in a timely manner. With the information; the customer has a better
understanding of the solution and the benefits that it brings him. Applying the information contained
within the messaging and knowledge base to the objects completes the processing. Visualization of
implementation concepts and benefits promotes understanding of the project. Sales consulting, project
management and customer implementation often employ different perspectives. Web and e-mail based
aggregates profit from the graphical orientation of Internet documentation in the knowledge base and
assist in assembling understandable documentation to address the issues apparent in the differing
perspectives. Supporting Sales Cycle Management with Internet Messaging streamlines processes to
benefit the customer, save the salesman time and provide needed information for corporate marketing
and other departments. The PN remains a unique identifier providing marketing information including
current mailing information, or sales metrics.

Refer to >>> for a complete definition of the objects, transactions, attributes and views participating
in Sales Cycle Management and Business Development.

Contact, Lead and Project Management Objects

Leads process to determine the productivity of the marketing communications, and the channels as well
as the markets responding to the activities. Processing the object project provides direct benefits for the
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salesman in improving his solution, and allowing him to better use his experience to improve the quality
of his customer solution.

Contact and Lead Qualification

Often a dual entry accompanies contact and lead processing and storage. Team members enter the
incoming contacts brought by messaging into an accompanying database for further processing. Using
the Common Point of Entry to feed the 3 aggregates instead of database entry saves resources. Arriving
contacts separate into unqualified and qualified contacts or projects with obvious immediate need.

The Table Sales Cycle Management View for the Common Point of Entry for Activities and Processes
>>> shows that at the Common Point of Entry the contacts store in a common folder indexed by the
messaging index including the PN Act-IR. A tag designates them as qualified or unqualified. The
information and sales contacts remain in storage until a trigger changes the status to move for
qualification as a project. This contact pool precludes additional database processing or entry.

Application of a trigger signifying qualification moves the contact to a project object and starts the
project qualification. Successful projects mature with time; and the object project changes with the
collected information. The salesman is assisted in determining when the customer can be contacted to
assist in the maturing process. At that time the project information linked within the multi-media
messaging storage helps him to understand the customer problem with less effort in less time. His
concept improves. Processing the objects project and leads gives the salesman information on the
interest levels of new and existing contacts and he proactively contacts the customer to work with him
to meet the new challenges. First the objects contact, lead, and project configure with the information
collected on site during the contact. They define the objects, and provide information to feed into the
processes serving the customer. The processes can be conceptualized in an engineering manner as a
system with a feedback loop. Access to a team knowledge base combining data and graphical
representation assists in documenting the solution for sales, engineering and customer understanding.
The input is the contact. The gain is the work invested by the salesman to solve and support the
customer problem. The output is the current status of the project or lead. The feedback is the
information gained from the database processing that assists the salesman in improving his customer
support level. The project or lead status compares to the contact input. This comparison is a difference,
which is measurable objectively in the value of the project or lead status and subjectively as well through
the analysis. This difference controls the system Customer Support. The sum of the controlling results for
the Customers is controlling. The database objects and the processing provide the basis for controlling.
Controlling determines the productivity of the processing. It provides information to innovate changes
thereby improving the quality level. Resulting in better support for the customer, with less effort from
the salesman and reduces the corporate costs. Controlling is a comparison of the input contact potential
with the actual output, and the output potential.

Table Streamlining evolves Processes

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 Streamlining the Business Infrastructure to evolve Processes
o Streamlining the Agregates requires evolving Information Systems to adapt to the results of
sales, marketing, Issue Resolution and Project Management and includes the Technical
Support. It requires flexibility. This table shows controlling, storage, and linking possibilities
to minimize the adaptation effort. It also demonstrates the individual benefits for the team
effort and how they add to the complete effort.
o It shows that the PN adequately indexes the complete cycle linking masked data and
document data. Information flows from the Promotion, Issue Resolution to store in a
knowledgebase. In the table it becomes apparent that the information from Web Research
complements the knowledgebase and this synthesis enriches the Project Management and
Technical Support.
o Promotion, Issue Resolution and Channel distribution process primarily 5 objects of Contact,
Lead, Key Account, Project and Activity.
o Processing generates Business impulses, controls the sales activities, manages the
marketing activities and fuels the technical support follow-up. When using an e-mail client
tagging the messages with the project tag files them to the project folder.
o Integrating Business Communication and Document Management documents the Promotion
Activities, Issue Resolution and Channel Distribution. Similarly it produces the business,
sales, marketing and technical documentation.
o Data import and export ensure availability of information and data for inclusion in other
Direct link to table >>>

The table shows how the objects relate to the processes. Internet Messaging supports user interaction.
The results of the cycle support that can be measured by quality are supported by the database, and are
reliant on them. Business development is a global undertaking and much broader than supporting
customer accounts. But the sum of the objects, the information collected, and the processes innovated
and improved will facilitate business development.

Project and Contact Potential Evaluation

A numerical evaluation system records the developing project potential that is built and develops.

Contact and Lead Lead and Project Status Project Qualification

Evaluation
Contact 1 Identification/ Entry
Contact 2 Qualification
Project 3 Support, consulting Project Evaluation
and education
Project 4 Decision Project Decision
Project 5 Closing Project Implementation

#1 and #2 are the steps of identifying and entering a contact and the essential information necessary to
support the solution process. If need is qualified #2, then the decision phase must be supported #3. At
the point of offering support the lead transforms into a project by #3. This phase generates important
questions concerning the need, and the solution and these questions must have timely answers.
Normally if there is qualified need then a project or account is opened and contains the data necessary
to develop a solution to the problem. The support provides the decision information used in #4. #5
documents the decision and monitors the ensuing follow-up. Object quantities for the contact objects
provide metrics for the Sales Cycle contacts. Quantities of projects progressing from support to closure
indicate the quality of the knowledge base, educational and technical support aggregates.

Contact Qualification, Lead and Project Status. Coherence- What is a Lead or Project?

Where do I go from here? Contact evaluation begins with status #1 as identification, generation and
entry of the essential contact information. If interest will lead to a buying decision within a workable
period then #2 is recorded as a qualified contact. If need is determinable then it is awarded 3, but there
the customer defined no definite implementation plans or targets.

For a project where implementation is targeted, and the decision information is being collected, then a
project with value 4 is opened. This is a customer project. Companies encountered with multiple projects
generate an account or key account. 5 closes the sales cycle, hopefully with success.

Definition: Coherence. Coherence distinguishes between leads and projects. Both objects separate into
two different processes with differing priority. Evaluations should be homogeneous in separating the

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contacts so that the priority remains the same. A lead does not have issues; the follow-up status
involved in issues triggers a lead. When there is an issue it becomes a project. Consequently only
projects have issues.

Projects generate new contacts and are evaluated by lead contacts. Promotion activities produce
contacts and are named sales promotion activities. The results of a mailing, or show are evaluated by
the PN, which the Message Cycle shows contains Activities-Information Resources. These ID numbers
enter into the Lead Tracking or Project records. Evaluation of the PN measures the leads or projects it
generates. This means that after the show, the number of generated leads or projects and the status
measures the success. The status records the interest level of the contact. It is used to follow-up on the
contact and to evaluate the success of the activity.

Lead and Project Processing

Using a PN the generated leads or projects must be processed: entered, qualified, delegated or
distributed to the distribution channels. It may be delegated to process the leads generally by the
reaction data, and the projects separately. Perhaps the sales engineers are in a better position to judge
the relevancy of the inquiry of the projects. Or both leads and projects can be processed together. In the
interest of productivity, the process for the leads and projects is designed to be as identical as possible.
The PN controls the follow-up of leads and to-dos. Each lead or project must be evaluated. They are then
separated and delegated or distributed where they will be followed-up. After the follow-up the results are
entered, and then the sales support begins which is monitored through issue resolution. The issues are
monitored, actioned and when completed the customer needs have been met. Similarly the projects
must be qualified and then by issue resolution supported.

Lead and Project Distribution

In developing distribution channels, the leads or projects are not followed-up in house, but are processed
and passed on or distributed to the indirect channels. Internet Messaging offers a Common Point of Entry
to process the leads in-house and qualify them based on the entry information. The distribution follows-
up by contacting the potential lead or project to determine interest level and need. Analyzing this
information evaluates the success of the promotion activities. Active projects are supported by the
distribution and support issues may be passed back and entered. Major Accounts are large customer
whose project needs usually require a support team with broader experience and specialized know-how.
They differ in the technical complexity, which surpasses the in-house capability or experience of indirect
channels. It is more profitable when a business co-operation places direct support in experienced hands
to win the business. Leads and projects are logged by the distribution and key account responsibility
remains in the indirect channels, but issue resolution is done directly.

Limits and Disadvantages of Reliance on Internet Messaging

Using the example of Mozilla Firefox and Thunderbird shows that synchronizing the filing system and
extending the indexing, searching and editing capability of the browser and e-mail client is the key to
expeditiously improving team resources. Internet Messaging files e-mails in e-mail files and the
Bookmarks and web pages in another file. Documents file in yet another file. Synchronization of these
media-filing archives facilitates use for the user. Experience shows that each archive uses similar topic
folders meaning that each folder occurs at least 3 times. Using what Mozilla calls “Virtual Folders”
simplifies the collection. A “Virtual Folder” is a search for a tag or search expression. Incoming and
outgoing messages, e-mails and documents tag with standardized tags. A tag simulates a folder. Sharing
the tags and the storage enables the user to effectively collect the answer to his questions and queries.
Implementing the Team Share is explained in detail in the referenced implementation documents. User
confidence is an important issue and a critical part of the system success. Users file documents in
separate folders to find them easily and reliably. To ensure confidence in the filing reliability the media
stores in Information Resource folders organized according to topic, and in project folders. Assuming that
tags are efficiently organized “Virtual Folders” would simplify filing to one folder where each item is
tagged with the appropriate tags. Another disadvantage of Internet Messaging derives from the system
administration and maintenance of the Tags, Message Filters and Stored Searches. Experience shows
that extensive planning provides a range of tags and filter or search definitions that meet user needs.
The planning avoids problems later with missing documents. Text searches backup accountability for the
documents. Data import and export represents another critical item. Each user accesses a corporate
database that defines indexes. These indexes should be seamlessly integrated into the tags and the
messages for reference. For this reason Table Team employs Aggregates to fuel Business Development
considers what the shared variables should be and how to integrate them. Strategic Business
Development assumes an introductory market. A mature market requires Information Systems

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specialized to meet the requirements of the channels and support. Integration of Internet Messaging
does not fulfill this profile.

More information on the Aggregates to drive Strategic Business Development >>> Scribd document

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Appendix of Tables
Table Transparent Knowledgebase to support Business, Sales and Marketing Processes
Return to table summary and text >>>

Objects Contact/ Issue Channel Corporate Processes

Relationship of Objects Project Resolution Management
to Processes Qualification To Do,
Actions
Business Sales Marketing Technical
Web Research. IR
Contact Management. Mailings Tech Support
Act Telemarketing Implementation
Internet Support Contracts
Maintenance Contracts
Key Account, Project Upgrade Contracts
Management
Act-IR
Act-IR Info Info
Strategy
Planning
Controlling
Data Xchange
Business
Communication
(Document) Formatting

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Table Strategic Business Development places Team Competence to resolve Issues
Return to table summary and text >>>

Sales Cycle Evaluate the Potential The Potential Realizing the Potential Service Potential
Management

Corporate Business Sales Potential to realize Promotion Activities Sales Consulting Competence Center
Development - What? Key Account Project Management
- Where? - Contact Identification Management - Cost
and Qualification - Pre-Sales - Deadlines
- Contact Lead and Support - Target Fulfillment
Account Management - Issue Resolution
- Metrics
- Contract Admin
Project Management
Realize Market Potential Channel Development Sales Promotion Project Controlling and
- Channel Major Account Activities Review
- Product Distribution Contact Management Issue Resolution
- Land OEM Branding - Channel Project
and Contact
Follow-up
- Lead Generation
and Qualification
Optimization Marketing Activities Tech Support
Website - Project Issues
- Web Contacts - Decision Issues
- Marketing Update-, Service and
Contacts Maintenance Contracts

PR/ Advertising

Automation Contact Management Administration

- Sales and Marketing Key Account
Administration Management Update- and
- Contact Management, Project Management Maintenance Contracts
Follow-up

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Table Team employs Aggregates to fuel Business Development
Return to table summary and text >>>

Targeting Potential Available Sales Potential Potential Turnover Service Center Revenue
Sales Cycle Corporate Business Targeting Sales Potential Key Account Management Key Account Management Competence Center
Management Development - What Promotion Activities - Sales Consulting and Project Management
- Web Research - Where? Contact Management and Engineering - Costs
- Planning Lead Qualification - Sales Support - Deadlines
- Optimizing Project and Lead Follow-up - Issue Resolution - Performance
- Contract Admin
Project Management
Metrics Channel Sales and Targeting Market Channel Development Sales Promotion Project Controlling and
Marketing Plan Potential - Channel Contact Follow-up Review
- Contacts/ Leads Management Account Management
- Projects - Major Account Open Issues
- Channel Development Channel Management
- Product - OEM Branding Bookings, Forecast
- Land
Streamlining sales and Account Management Streamlining Marketing Activities Tech Support
marketing processes Issue Resolution Promotion Activities Web contacts - Project Issues
Contact Management Contact generation, Marketing contacts - Decision Issues
Channel Communication qualification and Follow- Search Engine Optimization Hotline Support
and Distribution up Keyword Search
Management Account Management Order Processing
Tech Support Sales Support and Issue
Resolution
Controlling Web Research Promotion Lead Generation Web Statistics
Knowledgebase and Qualifications Results
Issue Resolution
Sales Bookings, Forecast
Streamlining and PR/ Ads Performance Center
Process Automation Mailings - Admin
Business Communication - Update und
Document Management Maintenance
contracts
Sales, Market und
Channel Potential Available Potential Sales Turnover Service Potential

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Table Key Account Management ensures Customer Value through Support
Return to table summary and text >>>

Sales, Market und Available Accounts Account Sales Competence Projects

Channel Potential
Identify the Sales Sales and Marketing Key Account Competence Center
potential Plan Management Project Management
- What? Project Management Consulting - Cost
Sales Cycle - Where? Contact Management Sales Support - Deadlines
Management Lead and Project Issue Resolution - Performance
Qualification

Identify the Market Channel Development Sales Promotion Support Project Controlling and
Potential - Channel Project and Contact Review
- Channel Management Qualification/ Follow-up
- Product - Major Account
- Land Development
- OEM Branding

Analysis Account Account potential to be Sales Project Revenue

Potential realized

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Table Streamlining the Business. Infrastructure to evolve Processes
Return to table summary and text >>>

Objects Promotion Issue Channel Business Sales Marketing Technical

Activities Resolution To- Distribution
Do
Customer Use of PN Integrate To- Redistribute Applied to Consulting Mailings Tech Support
Contact Dos in E-mail in E-mail develop Shows Telemarketing Implementation
Management areas and Sending Internet Maintenance Contracts
Lead optimize Literature Upgrade Contracts
Key Account Sales Cycle
Project Product
Management Cycle
Activity- PN
Knowledgebase Stored Tag- Project Tag- Project. Tag- Project.
Search- PN Tag- PN.
Web Research
Planning Contents:
Diagnostic Summary
Documentation Object Description
Analysis Logical
connections
Qualities,
Evaluation
Data Import/
Export
Data/ Document
Linking
Business
communication
Document
Management

References and Resources

Configuration Guide to share Team and Project To-Dos and Follow-up for Mozilla Thunderbird and Firefox >>>
Quick Reference to Sales Cycle Management Objects to drive Strategic Business Development Aggregates >>>
Streamlining Sales Cycle Management with Internet Messaging >>>
Table View: Sales Cycle Management View for the Common Point of Entry for Activities and Processes >>>
A collection of articles: Store and Process Team Knowledge and Experience to qualify Support >>>
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