Slalom Consulting’sCFO Advisory Services

(New York) Proposed 2013 Sales Plan

Ed Nolan, Business Development12/12/12

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Business Development Role & Responsibilities

Surfacing the lead Managing the opportunity pursuit Coordinating team activities Strategic Dialogues within clients’ C-levels Sharing and leveraging Leading Practices Impact as a sales organization – Teamwork High Acceptance by Team, Practitioners and Leadership Serve as Coach/ Advisor Directly involved in driving growth in clients/accounts Direct involvement in Pursuits Account/Revenue Planning Pipeline Management Securing the relationship with the key decision makers Proposal development Participation in the oral presentation Helping to close business

Ed Nolan: CFO Advisory Services 2013 Sales Plan

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Ed Nolan: CFO Advisory Services 2013 Sales Plan

•New business acquisition strategies

•New business acquisition tactics

•Existing business growth strategies

•Existing business growth tactics

•Determine the Following:Sales quota: Sales territory: 

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Ed Nolan’s Sales Playbook: The Six “A’s”

Ed Nolan: CFO Advisory Services 2013 Sales Plan

• Analyze –what’s driving change, disruption, needs, opportunities? Who owns the tasks; who has the wallet; where is the champion? Get your face in the place and walk their halls. Always call with a plan; don’t go in cold.

• Assess - Where are the immediate solutions: who will take the deal to the next level; why are they talking to competitors; where is the “hook”?

• Align – No deal is won or lost alone. Where are my best resources; who has the best experiences; what will negotiations require; who can add value?

• Ask – Be preemptive when possible; know who can say yes; close on each phase of the deal. Get a quid pro quo in negotiations.

• Acknowledge –Show thanks for the deal; recognize new business relationships; insert value-adding cross-sell solutions; make everything sticky and repeatable. Ask for more!

• (Do it) Again, and again, and again…

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New Business Acquisition Strategies and Tactics

1. Exceed my quota.

Send no less than 25 letters of introduction to new prospects each week. Make no less than 25 cold calls of introduction to new prospects each week. Make no less than 10 face-to-face contacts with new prospects each week. Create no less than 3 proposals each week. Make no less than 3 presentations each week.

2. Increase awareness in the marketplace of Slalom’s CFOAS services and solutions.

Join and participate in no less than 3 professional associations and organizations that my best prospects and customers belong to.

Attend any and all trade shows and conventions that my best prospects and customers attend. Purchase the mailing list of these associations and organizations and send letters of introduction. On a regular basis, contribute articles and white papers that address the interests and concerns of

this population.

Ed Nolan: CFO Advisory Services 2013 Sales Plan

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Existing Business Growth Strategies and Tactics

1. Create a touch-point program.

Contact each of my existing customers no less than once per month with a new idea they cannot get from anyone else.

Create a noteworthy monthly newsletter. Create a user-group within my existing customer base. Create some sort of Web-based seminar series for my existing customers. Take at least three existing customers to lunch each month and invite a new prospect to join us.

2. Prospect within my existing customer base.

Knock on no less than 3 new doors, departments and divisions within each of my existing customers' businesses.

Ask each of my existing customer contacts to introduce me to one other person within their organization.

Personally meet the top executive at each of my existing customers' businesses.

Ed Nolan: CFO Advisory Services 2013 Sales Plan

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Pursue-Identify Decision Criteria Propose/PresentHandle ObjectionsNegotiateEvaluate

Close-Ask for businessMaintain relationshipMaintain CRM

Pipeline Management Activities:

Identify-Develop RelationshipLine of Business/Subsidiary levelsEmploy CRM

Qualify-Evaluate client interest; risk; competitive landscapeMatch interest to Slalom resourcesAlign solutions to needsPrice

Ed Nolan: CFO Advisory Services 2013 Sales Plan

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Ed Nolan: CFO Advisory Services 2013 Sales Plan

Day 1-30 Day 31-60 Day 61-90 Day 91-180

Client Work

0.2 0.4 0.700000000000001

0.850000000000001

Firm Work

0.8 0.600000000000001

0.3 0.15

25%

75%

Client Work

Firm Work

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Ed Nolan: CFO Advisory Services 2013 Sales Plan

Learn the FirmVirtual Training and On-Situ Training at Atlanta, etc.Absorb as much information as possible as quickly as possibleLearn internal organizational systemsLearn key procedural items necessary for initiating and closing dealsMeet with key personnel and support staff to determine best avenues for questions to be addressed

Learn the ProductsLearn Slalom's Portfolio of CFO Advisory and other Firm Offerings and ServicesSpend time researching regional marketplace, industry trends, external factors, etc.Understand value and how to position added servicesBecome familiar with competition offerings

Learn the Customer Determine targeted Customers & Prospects Get on the phone; Leverage past clients, etc. Immediately begin to generate quality leads and set appointments Get in front of prospects Develop Sales pitch specific to CFO Advisory offerings and services Develop Counters to Prospect objections Become familiar with methods of utilizing marketing materials

First 30 Days

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Ed Nolan: CFO Advisory Services 2013 Sales Plan

Field Time: Lead Generation•Cold Calling•"Door-to-Door" Prospecting•Move prospects to next stage with each meeting•Visit Assigned clients in territory and begin to build relationships, develop mutually beneficial dialogues. Identify potential sponsorships and networks•Stay on top of all opportunities

Field Time: Prospecting & Visits•Target 8-10 Face-to Face Meetings per week•Understand a prospect's business, who makes decisions and potential hesitations•Develop best practices for educating prospects by delivering compelling pitches and presentations•Focus on presenting finance function issues, process and controls, best-practices, compliance &risk-related thought leadership•Create relationships with prospects to close business and generate referrals•Close initial 2-3 Deals

First 60 Days

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Ed Nolan: CFO Advisory Services 2013 Sales Plan

Sell; Continue to Sell

•Set Goals High•Pipeline Generation•Attention to Details•Time Management•Increase Activity, Increase Numbers•Persistence & Follow-Up•No Stone Left Unturned•Be Creative with Pitches & Prospecting•Exceed Expected Quotas•Enjoy it!

First 90 Days

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Ed Nolan: CFO Advisory Services 2013 Sales Plan

Illustrative “Bring-Along” Prospects

•Viacom•Dorel Industries•Axis Capital•Tudor Jones Investments•Reed Elsevier•MasterCard International•Citigroup•Artio Global•CIT•RBS/Citizens•Mutual of America•BNY Mellon•CommonFund•FieldPoint Private Bank

Current Clients & Prospects

•Viacom*•Morgan Stanley*•MetLife*•Tranzact•Omnicom•D&P•GSUSACoach •Optimer•Corning•Polo•Endurance•Scholastic*•J&J•BMS•Merck•WWI•McGraw-Hill•AT&T*•Unilever•CSFB*

*= Ed Nolan Contacts

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Base Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec  

HC 2 2 3 6 7 9 9 9 10 12 13 13  

Pipeline $100,000 $150,000 $225,000 $592,000 $744,000 $872,000 $968,000 $896,000 $968,000 $1,424,000 $1,160,000 $1,072,000  

Sales $60,000 $75,000 $150,000 $200,000 $250,000 $250,000 $300,000 $300,000 $300,000 $400,000 $350,000 $350,000 $2,985,000

M-t-M Revenue $56,000  $51,000  $56,000  $148,000  $186,000  $218,000  $242,000  $224,000  $242,000  $356,000  $290,000  $268,000  $2,337,000 

YTD Revenues $56,000 $107,000 $163,000 $311,000 $497,000 $715,000 $957,000 $1,181,000 $1,423,000 $1,779,000 $2,069,000 $2,337,000  

                           

Stretch Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec  

HC 2 4 5 9 11 13 13 13 17 21 22 22  

Pipeline $100,000 $200,000 $300,000 $888,000 $1,180,000 $1,280,000 $1,368,000 $1,264,000 $1,496,000 $2,308,000 $1,868,000 $1,696,000  

Sales $60,000 $200,000 $200,000 $250,000 $350,000 $350,000 $350,000 $350,000 $400,000 $600,000 $500,000 $450,000 $4,060,000

M-t-M Revenue $56,000  $82,000  $110,000  $222,000  $295,000  $320,000  $342,000  $316,000  $374,000  $577,000  $467,000  $424,000  $3,585,000 

YTD Revenues $56,000 $138,000 $248,000 $470,000 $765,000 $1,085,000 $1,427,000 $1,743,000 $2,117,000 $2,694,000 $3,161,000 $3,585,000  

Ed Nolan: CFO Advisory Services 2013 Sales Plan

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Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Oppty Pipe-line

100000 150000 225000 592000 744000 872000 968000 896000 968000 1424000

1160000

1072000

Monthly Sales

60000 75000 150000 200000 250000 250000 300000 300000 300000 400000 350000 350000

Booked Rev-enue

56000 51000 56000 148000 186000 218000 242000 224000 242000 356000 290000 268000

$100,000

$300,000

$500,000

$700,000

$900,000

$1,100,000

$1,300,000

$1,500,000

20

13

Sale

s/R

even

ue

Ed Nolan: CFO Advisory Services 2013 Sales Plan

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Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Oppty Pipe-line

100000 200000 300000 888000 1180000

1280000

1368000

1264000

1496000

2308000

1868000

1696000

Monthly Sales

60000 200000 200000 250000 350000 350000 350000 350000 400000 600000 500000 450000

Booked Rev-enue

56000 82000 110000 222000 295000 320000 342000 316000 374000 577000 467000 424000

$250,000

$750,000

$1,250,000

$1,750,000

$2,250,000

20

13

Sale

s/R

even

ue

Ed Nolan: CFO Advisory Services 2013 Sales Plan (Stretch)

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Ed Nolan: CFO Advisory Services 2013 Sales Plan

•Next Steps•Preparations for 12/20 Sales Plan Presentation