【正文】 Scheduler Scenario Analyzer Collaborative Forecasts Availability/Capability Orders Planned purchases Contract constraints Sourcing constraints New Product Forecasts Design Changes Transition plans Forecasts Service constraints Resource availability Orders Transport Availability/Options Transport Capacity Requirements 41 169。19952023 i2 Technologies, Inc. CONFIDENTIAL Who to Sell To: Ideal Customer Profile Multiple disparate planning anizations Stagnant revenue or market share Industrytrailing customer service Slow inventory turns Long planning cycle times Competitive Defense: Responses to traps they set Manugustics: Trap 1: i2 is hard to deal with ?i2 wants to be a strategic partner, not merely a technology vendor Trap 2: Manugistics has the simple solution to your problems ? it?s much easier to reduce functionality from a smart system than it is to try to make a dumb system smart. Trap 3: i2 is too big and cannot focus on your needs as a pany ?I2?s size and resource strength minimizes the risk for the customer ?I2 Executive involvement / presence with the prospect. SAP Trap : SAP has a massive RD budget to dedicate to specific products. ?Most of it is being used to just keep the existing customer base up to date. Trap 2: SAP will say that APO and work with version . ?Full functionality of both work with R/3 or higher. Oracle Trap 1: Oracle is one integrated, outofthebox, solution. ?Oracle is only integrated within itself to a degree. “One size fits all solution does not always work. i2?s template approach is much more sound. Trap 2: Oracle will promote the ?technology stack? ?Best of breed approach works better. The technology stack causes Oracle to have serious problems of outside integration. Also, databasecentric architecture leads to slow planning ?Trap 3: Oracle APS is for Planners Not Programmers. ?Emphasize the Business Release Process and ability to implement quickly PLAN Solution Methodology Positioning Competitive Offensive: (Traps we should set for petitors) Manugistics: Trap 1:How does Manu handle internal integration? ? Make them prove it with reference able customers Trap 2: Financial viability future ?Analysts expect i2 to grow 18 times greater than Manu in the future. Trap 3: Manugistics does not plan real world plexities ?Manu was founded on simple DRP capability and any plexity in constraints and business rules cannot be handled SAP Trap 1: How much business value can SAP drive? ?Make SAP prove they can solve your business problems with APO, supporting multiple planning domains and multi enterprise planning. ?Trap 2: Always ask what version of R/3 the customer is working with. ?Full functionality APO or work with R/3 ver or higher. Trap 3: Make SAP prove they can integrate with legacy/nonSAP apps ?No real heterogeneous data support. APO is a trojan horse, SAP?s intent is to replace legacy with more R/3 license seats Oracle Trap 1: References ?I2 is a proven partner, while Oracle is still struggling for its first customers. Trap 2: Oracle lacks Supply Chain and industry experience. ?Multi Enterprise planning, Templates – we?ve got them, Oracle doesn?t. Trap 3: I2?s Open Architecture ?Oracle does not work with multiple versions/instances of Oracle ERP or with any ERP systems beside Oracle ERP. Who to Sell To: Key Decision Makers: VP of Supply Chain Users/influencers: VP Logistics, Demand Planner, Master Planner, Factory Planner, Scheduler, Product Planner 42 169。19952023 i2 Technologies, Inc. CONFIDENTIAL PreSales Probing Situation Questions ? Good Question ? How do you respond to changes in demand or supply? ? Bad Questions ? What is your fill rate? ? How many end items do you have? 43 169。19952023 i2 Technologies, Inc. CONFIDENTIAL PreSales Probing Situation Questions – VP of Supply Chain ? You ask probing question ? How do you respond to changes in demand or supply? Do you analyze the impact of these changes on your customers? ? Expected customer response with pains ? Overtime we have bee experts at firefighting and we frankly do not have the time, tools and accurate information to analyze the impacts of our decisions on our customers. My team, which is incredibly smart, just tries to keep our customers happy. ? Then you discuss i2 capability ? Would you be able to improve your responsiveness if you could collaborate with your customers and trading partners, integrate your planning processes to prehend your business goals constraints and optimally match supply to demand? 44 169。19952023 i2 Technologies, Inc. CONFIDENTIAL PreSales Probing Situation Questions – Demand Planner ? You ask probing question ? How do you include multiple departments in your forecasting process? ? Expected customer response with pains ? Each department has their own spreadsheet, we try to integrate them, and keep a master copy, but we?re always out of synch. ? Then you discuss i2 capability ? Couldn?t you improve your forecast accuracy with a single, inclusive forecasting process, that allows you to perform a consensus forecasting process that is topdown, bottomsup or middleout?” 45 169。19952023 i2 Technologies, Inc. CONFIDENTIAL PreSales Probing Situation Questions – Master Planner ? You ask probing question ? How do you make promises to customers? ? Expected customer response with pains ? We have spreadsheets, where we make monthly build plans at the product group level, understanding some key material and capacity constraints. However, we always seem to have some problems within the month with demand being skewed early or late, or some material or capacity that we didn?t track in the spreadsheet. ? Then you discuss i2 capability ? Would you be able to make a reliable