Example Sales Run Book

1. Selena Sol presents….. EXAMPLE SALES RUN BOOK more templates for start-ups selena@selenasol.com http://www.linkedin.com/pub/eric-tachibana/0/33/b53 http://www.slideshare.net/selenasol

2. Like any functional department, sales & marketing can benefit from the clarity that is provided by a simple run book, which defines the rules & responsibilities as well as the strategically aligned operational goals of everyone in the group. The run book should be supported by regular reporting metrics that allow management to monitor progress against plan. As with all Run Books, you would need to tailor the content for your own context. The key is, don’t be ad-hoc in your approach to any business function. Be deliberate. Intuition, experience, and flexibility are great, but they should be leveraged after you’ve put in place a solid infrastructure to get maximum results. This is an RFC: I’d like to hear about any best practices out there that may not be reflected in this deck.

3. FIRM STRATEGY 101 FOR SALES EXECUTIVES – POSITIONING & MESSAGING PRIMER we are we will we serve we deliver we differentiate • a banking security consultancy • be the region’s leading catalyst for transforming next-generation security innovations into great solutions with global impact • customers who: • are large or multi-national, but with head office in SGP or Hong Kong • already appreciate the value in investing in premium security • focus on investment banking or corporate treasury • co-created security solutions that: • drive business strategies • delight end-customers • deliver sustainable ROI • exceed expectations of regulators • by leveraging our consulting toolkit and innovation process that allows us to deliver high quality, repeatable engagements and our operationalized internal cultural program that allows us to attract and sustainably engage world-class intrapreneurs, entrepreneurs, & thought leaders

4. STRATEGIC INTENT – SALES & MARKETING GROUP FIRM VISION: be the region’s leading catalyst for transforming next-generation security innovations into great solutions with global impact • 2012 STRATEGIC INTENT - SALES • VISION • Start-up a professional sales and marketing function that can scale revenue by 3 in a sustainable and brand-aligned way • MISSION • Deploy formal sales & marketing infrastructure • Reposition (and re-price) as a premier provider with Channel Partners & end-customers • Handover sales activities from Founders and Consulting Team to sales team • VALUES • Aligned, Partnering, Innovative • TACTICAL GOALS TO SUPPORT INTENT • Complete rebranding exercise (including internal and external comms & collateral) • Handover sales ownership/leadership to XYZ • Develop and implement Channel Mgmt plan • Deploy CRM system to manage sales • Put in place management reporting for sales • Help plan for required growth in man power capacity • 2013 STRATEGIC INTENT - SALES • VISION • Operationalize sales and marketing function that can sustainably scale revenue. • MISSION • Reduce reliance on the Founders, XYZ team, and specific individuals • Handover sales management & strategy function to XYZ • Support execution of franchise model. • Staff up • VALUES • Trusted, Partnering, Energetic • TACTICAL GOALS TO SUPPORT INTENT • Handover functional leadership & management to XYZ • Implement sales team management disciplines to support larger team • Complete formal documentation / knowledge base to support pre-sales activities • Create separate groups specialized for hunting vs. gathering revenue • Develop franchise plan WHERE WE WANT TO GO HOW WE GET THERE OUR COMPASS WINS WE MUST DELIVER

5. 2012 STRATEGIC PLAN

6. CUSTOMER POSITIONING STATEMENT • Our customers can be large or small, serve clients anywhere around the globe, and can be young or mature. • However, because of our market positioning, an “ideal” customer will have the following characteristics, which make us attractive as a business partner: • Already appreciate the value of investing in premium security solutions • They should be positioned as premium brands themselves, and prioritize protecting and extending those brands • The product we’re building with them should • be a strategic investment for them, not a • campaign they’ll throw away in 3 months. • As a result of the above characteristics, they • will not be price sensitive

7. MARKET POSITIONING Differentiation Point US 2016 Competitor D Competitor A Differentiation Point Differentiation Point US Competitor B 2012 Competitor E Competitor C Differentiation Point

8. PRICING Removed from Deck

9. CHANNEL / DISTRIBUTION PLAN CHANNEL PARTNER POSITIONING STATEMENT We have a very small internal sales team and, as such, Channel Partners, and the selection and cultivation of the right Channel Partners, are critical to the success of the firm. Selecting the right Channel Partners requires identifying Channel candidates where there is a clear win-win synergy between firms, where both firms target the same group of customers, and where competitive pressures are minimal. CHANNEL PARTNERS DELIVERY PARTNERS

10. PIPELINE Click here to access Pipeline (hyperlink removed)