PlaybooksABM, shown by example
Scenario datasheet No. 03
Simulation
fiktives Szenario, reale Methodik
Line Change
- Industry
- Automotive / E-Mobility
- ABM type
- 1:Few
- Program duration
- 9 months
- Deal size
- €2,000,000 to €8,000,000 / line
Fictional company
Starting position
A supplier of assembly and test systems shifting from an internal combustion portfolio to battery module and e-axle assembly lines, which must position itself with tier-1 suppliers as an equipment partner for new programs.
Numbers up front
Deal economics
Project business of €2,000,000 to €8,000,000 per line. Awards run through formal RFQ processes. Sales cycle of 9 to 18 months, tied to OEM program nominations.
Deal size
€2,000,000 to €8,000,000 / line
Headline metric · Core KPI
Pipeline value €15M to €30M
Size, criteria, triggers
Target Account List (TAL)
The TAL brings together exactly the accounts that fit the ideal customer profile: size, criteria, trigger events.
30 accounts (1:Few): European tier-1 suppliers with announced e-mobility programs.
Triggers: nominations, plant conversions, and investment announcements in trade press and mandatory disclosures.
Four roles, four vetoes
The buying committee
Four roles, four concerns, four plays: each persona gets the answer their veto hinges on.
VP Operations / Plant Manager
Ramp-up risk; every week of delay at SOP (start of production) triggers penalties.
VetoProject Lead, Equipment Procurement
Interface chaos between trades.
VetoCentral Procurement
Awards on a scoring matrix: without solid numbers on the evaluation criteria, the decision goes against the supplier.
VetoHead of Quality
Traceability and gauge capability in safety-critical battery processes.
VetoRole
VP Operations / Plant Manager
Concern / objection
Ramp-up risk; every week of delay at SOP (start of production) triggers penalties.
Play
Ramp-up risk assessment with documented ramp curves from comparable line concepts.
Role
Project Lead, Equipment Procurement
Concern / objection
Interface chaos between trades.
Play
An interface playbook (requirement spec templates, integration checklists) as a useful tool, not a brochure.
Role
Central Procurement
Concern / objection
Awards on a scoring matrix: without solid numbers on the evaluation criteria, the decision goes against the supplier.
Play
Precise documentation of the evaluation criteria (TCO over line lifetime, availability commitments, retrofit capability).
Role
Head of Quality
Concern / objection
Traceability and gauge capability in safety-critical battery processes.
Play
Traceability reference architecture mapped to standards (including IATF 16949).
Phased plan
The program
Month 1 to 3
Air Cover
- Trade media presence (Automobil Produktion, automotive conferences) as air cover
- LinkedIn ABM across the 30 accounts
Month 4 to 9
Outreach and positioning before the RFQ
- Insight-based outreach through the project lead (not through procurement)
- Goal: make the bidder list before the RFQ is published
Honest ranges
Benchmarks & KPIs
Honest ranges as planning figures, not guarantees.
| KPI | Target | Rationale |
|---|---|---|
| Account engagement | 12 to 15 of 30 | Transformation pressure creates a real need for information |
| Expert conversations with project leads | 8 to 10 | Tool content (playbook, checklists) opens doors |
| Placement on bidder lists / RFQ invitations | 5 to 6 | North-star KPI in award-driven business |
| Awards (12 to 18 mo.) | 1 to 2 lines | Win rate of 20 to 30% in formal awards |
| Pipeline value | €15M to €30M | 5 to 6 RFQs × €4M avg. |
Methodology generalized
Why this works
- In award-driven business, the RFQ invitation is the real close.
- If you only become visible at the tender stage, you are just price-comparison fodder.
- ABM shifts the competition into the phase before that.
Apply this scenario to your company