Effective Sales Strategies for B2B Success

SALES STRATEGIES

Business-to-Business

Differential Value Proposition We know specifically how we help customers make more money. We understand how we will make our customers more money in the future. We measure and track how much money customers make doing business with us over time. We measure and track how much more money our customers make doing business with us compared to our competitors. 1. CURRENT VALUE PROPOSITION 2. VALIDATE DIFFERENTIAL VALUE 3. IDENTIFY OPPORTUNITIES Ask customers to evaluate each part of the value proposition Take the internal temperature current value proposition with customers Analyze value proposition s financial impact on the business Ask customer the checkbook question to gain valuable insight and robust innovation pipelines Cross-functional teams gather and identify what deliver real and measurable differential value to customers Identify what s adding value and should be continued, and what is not adding value and should be discontinued or improved Understand how specific investments will directly impact the customer s profits Include quantitative measurement of the differential value Remove blind spots and foster open dialogue with customers

Renewals Contract request 10 1 Review & amendments Authoring 9 2 Contract Lifecycle Management Audit and reporting Negotiation 8 3 7 4 Compliance Approval process 6 5 Storage Execution

Contract Lifecycle A centralized library with master templates and clauses Automated styles and formatting First draft from 0 to 1 fast and smart 1 SCALABLE OPERATIONS & BUSINESS INTELLIGENCE Input & data collection Negotiations, versions, discussions Document bundles, one-time data insertion Collaborating internally & externally 2 Access to selected templates Scenario-based drafting Default answers and tooltips WORKFLOWS FOR Business self-serve 3 Approval orders Put reminders and deadlines Progress tracking and E signing Collecting approvals and signatures 4 API 0 databases integrated into one seamless workflow and structured data sharing Internal process optimization 5 Data driven revisions and reminders Track renewals and progress User groups & 360 degree view Data driven risk management & business continuity 6

Prospect Qualification Why are they looking what is their compelling event? Why are they looking to our company for help? WHY Insert answer here What are they looking for and can our company provide it? WHAT Insert answer here Who is the decision-maker if it s not them, who is, and can the connection be made? WHO Insert answer here When do they plan to make a purchase or are they just looking? WHEN Insert answer here

MARKETING QUALIFIED LEAD (MQL) SALES ACCEPTED LEAD (SAL) SALES QUALIFIED LEAD (SQL) Correct industry Industry fit & firm criteria Correct size Additional criteria met Prospect Qualification People & role confirmed Authority confirmed Organizational structure and decision makers Agree to engage Additional people identified All right contacts engaged Actionable pain identified Agree there is pain Business issues, compelling event, & sense of urgency Agree to take action Agree to generic solution Agree to custom solution Uncovered & documented Decision process & timeframe Likely close in once cycle Deal size explored Budget discussed Budget Budget process identified Deal specs finalized Budget finalized

Lead Profile FACTORS ICP 01 ICP 02 B2B Enterprise SaaS B2B Service-based companies SEGMENT Financial Technology Cus Dev, system integration, Hardware tech products SUB-INDUSTRIES Netherlands, Belgium, Sweden, Finland, UK, Germany, USA Russia, Poland, Japan, USA, Canada, India, Bangladesh LOCATIONS 500K - 1,500K 1,500K - 3,000K REVENUE (IN USD) 5-15 50-100 TEAM SIZE They don t have a systematic approach that allow to grow predictably, not just organically Don t have skills to develop a go-to market strategy and full-funnel approach Lead generation channels are recommendations & cold outreach with miserable reply rate Marketing focuses only on PPC/events/PR & disaligned with sales CAS is higher than affordable rate Low brand awareness and weak value prop-customers don t get what they pay for They don t have a systematic approach that allow to grow predictably, not just organically Don t have skills to develop a go-to market strategy and full-time approach Lead generation channels are recommendations, tradeshows and cold outreach with miserable reply rate Sales take the marketing role partially Low brand awareness and weak value prop-customers don t get what they pay for (commoditizing themselves) ORGANIZATION CHALLENGE & PAIN POINTS Niche positioning and robust experience 7 background is selling enterprise solutions to mid-size and enterprise Solid sales and marketing background Recommendations from Enterprise SaaS and service-based companies Clear step by step framework and execution plans (no fog of marketing) Roadmapping as a standalone low-ticket product to evaluate each other before long-term engagement Advisory and execution - I become an external vp of marketing WHY SHOULD THEY CHOOSE US?

INDUSTRY GEOGRAPHY REVENUE EMPLOYEE COUNT KEY CHALLENGES TECH STACK IDEAL COMPANY Headcount in AWS, Machine PROFILE competitive market. < $400M <500 Employees FinTech United States Learning in High infrastructure production costs to compete. Deciding & driving initiatives that influence product future Manages team of 50, hire 10 Scientists Wants team associated with winning projects First technical hire & love company Hiring Building products that influence growth Reducing costs High AWS costs Competing with other innovative companies PERSONA BUYER VP Engineering Reports to CTO Spends 80% of time cleaning data Limited to projects they can work on due to cost and resources Work on most interesting projects Learn the newest open-source frameworks Clean data Test, train, produce models Reporting Collaborative projects to lead Winning initiatives that accelerate growth PERSONA Tensorflow Python Spark USER Data Scientist TITLE RESPONSIBILITIES CHALLENGES PREFERNCES MOTIVATIONS PROMOTION PATH

Capability Map Analytics & intelligence LinkedIn insight tag Google analytics Facebook pixel OPPORTUNITY GENERATION Qualification & customer selection criteria Research & prospecting Identification of website visitors Sales navigator & direct message 3rd party data sources Industry & trade dictionaries Contact details Inbound marketing channels Paid & organic social media Paid & organic search traffic Content Opt-in email marketing Referrals, Word-of-mouth Events marketing (blogs) Outreach & messaging Segmentation & data enrichment Personalization & social proof Email drip sequence Consistency with phone calls Appointment scheduling Inside sales rep / SDR SALES Sales funnel & CRM management Needs discovery & qualification Proposals & quotations Negotiation & closing Onboarding & upselling Marketing automation Field sales representative

B2B Buyer Journey Map AWARENESS CONSIDERATION DECISION Loosening of the status quo Commit to change Explore solutions Commit to solutions Justify decision Make decision Buyers pares down vendors and begins a detailed solutions review. RFP released (if applicable) Buyer is not yet aware of need, or is aware of potential need but feels no rush to change Buyer is aware of need due to compelling event, & commits to educating self on options Buyer engages with seller(s) & determines if there s a fit with requirements Buyer gathers proposals from vendors and creates a short list of finalists Buyer reviews finalists, selects a vendor, and negotiates a deal BUYER ACTION

SELLER ACTION Seller outlines solution, works to provide value and validates fit. Agreement to proposal is achieved. Seller qualifies prospect as a high-level fit and identifies their needs requirements. Seller obtains verbal agreement and contract proceeds to negotiations Brand awareness and inbound campaigns attract prospect. Seller presents proposal and works to make finalist list. Seller outreach to prospect list Discovery & Solution Presentation Outbound (Cold) Lead Inbound (Warm) Lead First Interaction (Call/Meeting) Negotiation & Close Proposal LEAD GENERATION & QUALIFICATION EARLY SALE LATE SALE MID SALE B2B Seller Process Map

Sales Targets REVENUE TARGET $2M FINAL NUMBER OF UNITS SOLD 1,000 CLOSE RATE 80% SALES CYCLE LENGTH 4 mo. NUMBER OF CONTRACTS 20 If applicable, how many units do you want sold by the end of this period? If your business sells multiple products, specify target for each product line If you have any other metrics you are tracking for sales (software MRR, customer retention, etc.), define and outline the expectations here. What is your targeted revenue booked and live for the end of the period? What is the length of your sales cycle or sales pipeline? Track the length and optimize your sales process. The shorter your sales cycle, the faster you can acquire new customers. How many deals do you intend to close by the end of the period?

Dynamic Wargaming 3 A Wargaming approach to pricing strategy provides a sound knowledge of industry 2 dynamics and results in better profits. 1 Build critical mass of Test subjects Create a market model Analyze and synthesize

Dynamic pricing model is also known as surge pricing, demand pricing or time-based pricing. It s a flexible pricing strategy where prices fluctuate based on market and customer demands. Dynamic Pricing Model Static Pricing Dynamic Pricing Profit 5 Single Price Points Multiple Price Points 4 1 3 2 1 Revenue Revenue

Value Based Pricing Brand/Image PRICING OPPORTUNITY Margin Brand/Image Service Benefits Overhead Service Benefits Price Price Price Direct Cost Product Benefits Product Benefits COST+ CURRENT VALUE OPTIMIZED VALUE

Price Tiers FREE INDIVIDUAL BUSINESS MARKETERS ENTERPRISE A simple, shared task list for small teams Full project planning and collaboration Robust work managements with customization and exec reporting Tailor-made solution for marketing & creative teams Comprehensive solution with advanced security & controls FREE $9.80 $34.60 $24.80 5 Users 1 User 1 User 20 Users Custom Volume discount available

PRICING MODEL: STEP 1 Create a Market Model RESTRICTED NUMBER OF CUSTOMERS SWITCHING COSTS Buyers incur switching costs when they change suppliers for better deals but while waiting for the contractual period to end. Breaking a contract early is an option but incur costs. The study set switching costs to 5 to 7% of manufacturing costs. These markets typically have few large customers that comprise majority of sales volume. The study had 10 identical buyers and their price elasticity was set at 0 (i.e., customers had to buy from at least 1 supplier each period regardless of price) RESTRICTED NUMBER OF FIRMS COMPARING SCENARIOS DIFFERENTIATED PRICES It is useful to compare scenarios that differ regarding the data that is available to players. Since B2B markets have limited players, the study included just 3 suppliers to limit complexity, yet sufficient to draw results. The suppliers did not have any capacity limitations and could adapt production volumes as per demand Suppliers were allowed to offer differentiated prices to customers - distinct negotiated price for each customer - to get the spirit of negotiated contract prices. However, the actual price negotiations between the supplier and client were documented.

PRICING MODEL: STEP 2 Build critical mass of test subjects To play the role of suppliers, teams of test subjects should be hired and compensated (financially) for their time and efforts. In the study by A.T. Kearney, there were a total of 138 participants, enough to generate a large dataset In the Wargaming approach, quantitative methods should be utilized for data analysis, to infer statistically significant results for the senior leaders. PRICING MODEL: STEP 3 Analyze & synthesize Data points are then analyzed to identify the top and bottom firms across all markets and to define peaceful competition. The approach also helps understand typical price development methods in simulated market, and delivers valuable insights on different pricing strategies most successful in a given environment.

30-60-90 Days RESPONSIBLE PERSON FIRST 30 DAYS FIRST 60 DAYS FIRST 90 DAYS PHILOSOPHICAL ALIGNMENT Identify your champions. Agrees on Establish the roles & responsibilities Communicate out to the affected Jennifer Johnson business objectives of the strategy. required for a successful ABM plan. Sales & Marketing teams. Identify areas of focus. How big should Establish segmentation strategy. TARGET ACCOUNT LIST Figure out how often to Jeremy Martinson your list be? How much of marketing s What are the business objectives review or iterate on your list. resource will be focused here? for each segments? PLANNING/REVIEW CADENCE Host initial meetings with Work with Marketing to concept Deborah Smith Establish a regular meeting cadence. ABM Leadership Team. programs to achieve these objectives. Benchmark current metrics: Establish improvement objectives with SET CORE OBJECTIVES Socialize with everyone Caroline Gonzales Average deal size, Sales velocity ABM strategy. Align campaign metrics in Sales and Marketing. and Close rates. to target accounts.

Sales Dashboard Time Period: 01 Nov 30 Nov LEADS MQL SQL CUSTOMERS 83% 73% 97% 98% 21,474 of 26,000 14,546 of 20,000 1,938 of 2000 411 of 420 Cost: $20/Lead Cost: $29/Lead Cost: $218/Lead Cost: $1,030/Lead Revenue Goal - $1,600,000 Total Media Spend $423,369 98% of goal $1,139,164

Business-to-Consumer

Target Group Analysis BEHAVIOURAL PSYCHOGRAPHIC DEMOGRAPHIC GEOGRAPHIC Nonspecific Brand loyalty Urban professionals Lifestyle Price and quality Benefits sought Curious and love to learn Personality New or existing User status 30-55; Male/female Age & gender At least once a week Stability Usage rate Values US based Metro areas Nationality Region Daily life Occasion Nonspecific Interest Nonspecific United States Ethnicity Country Immediate Readiness to buy Tech industry 3 million or more Occupation Population $80K or more Nonspecific Income Climate 1 to 5 Family size

Customer Classification CHARACTERISTICS VALUE OPPORTUNITIES / THREATS High revenue Important customers Customer has power CUSTOMER A High profit margin High maintenance Pressure for profitability Small purchase quantity Average revenue Potential A customers CUSTOMER B Profitable but less important Average return Underestimated risk More insignificant High processing effort Low sales CUSTOMER C Often not very profitable Negligence may result in the loss Large purchase quantity Economical processing needed of the customer

Conversion Funnel A I Promotion D A Believes product will make life better Sees billboard Curious about product Buys product 90 70 35 7

Post-sales Pre-sales Buying Opportunities Cold Leads Potential Leads Qualified Leads Close Implementation Service Acquire Leads Internal Sales Account Manager Account Manager Account Manager Account Manager Account Manager Account Management External Sales External Sales Sales Engineer Sales Engineer Sales Engineer Account Management Account Manager Sales Operation Customer Success R O L E S

ABC Analysis 100% Cumulated revenue 90% 80% Most valuable products or customers. They contribute A 70% heavily to overall profit without taking up much resources 60% Middle-of-the-road products or customers. With some 50% B push, can be developed into category A items 40% 30% Tiny transactions that are necessary but don t contribute C much value. Where most products or customers live. Aim to automate as much as possible to reduce overhead. 20% 10% Proportion of customer 0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Portfolio Analysis Our Company STRENGTHS & WEAKNESSES COMPARISON Our Competitor Very Poor Poor Average Good Very Good Services Customer Loyalty Measures Product Improvements Market trends identification Production Quality Assurance Employee Satisfaction Fluctuation Order Situation Liquidity

Ps of Marketing Mix Layout the price points of your product or service line. This section can be an itemized list to correspond with your previous slide, or it can be a dollar range with an explanation. Name and describe all the products and services your company sells. PRODUCT PRICE Example: Product 1: Name and purpose Product 2: Name and purpose Product 3: Name and purpose Example: Our product range btw $8 & $23 in price to the customer, which helps us appeal to buyers looking for both a bargain & a higher-value item. List the places where you sell each of your products and services, and note where some items are and are not available. Identify the promotional tactics your company engages in, both for your business as a whole & for specific products/services. PROMOTION PLACE Example: Product #1 & Product #2 are available in tsores throughout Boston & on our website, but Product #3 is an ecommerce exclusive for our online store. Example: Company ABC relies on the following promotional channels. Blogging, Social Media Ads Video Marketing on Social Media

FUNNEL WEBSITE Leads Visitors DATABASE BLOG Contacts Views Marketing Radar METRICS Followers CAMPAIGNS The Marketing Radar model leverage the three types of ROI SOCIAL channels in the following ways: 1) depth channels tell your product s story, 2) relationship channels serve your existing Conversion customers, 3) reach channels get you into the consideration set. Mentions OFFERS MEDIA

Cost to Make Sale TASKS AND ACTIVITIES PER YEAR 1 Total travel amount for sales representatives 2000 h 2 Travel time up to 36,000km 900 h 3 Breaks up to 1.5 hrs/travel day 300 h 4 Set-up time, wait time, downtime 300 h 5 Active selling time 500 h 6 Active selling time, annual personnel & material costs of a sales representative $8.3K 7 Customer visits (CV) at 1.0 hrs/customer 500 h Cost per customer visit $160

KPI Dashboard CONVERTED LEADS (last 30 days) LEAD CONVERSION RATIO 17:1 DANIEL 3% ANNA 11% 2.130 LEADS 643 OPPORTUNITIES 501 NEGOTIATION MAX 7% 35% 22% 295 PROPOSAL 134 WINS Lead-to-Opportunities Ratio Opportunity-to-Win Ratio

Sales KPI Dashboard YTD sales progress Net sales vs last year Net sales vs last quarter Performance vs quota Sales rep A $150K Sales rep B $120K 10% 50% 78% Sales rep C $90K Purchases by region Weekly sales Product inventory North America 25% Latin America 15% Europe 60% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 240 0