Sale Enablement Toolkit Weekly Pipeline Status Review Agenda and Scorecard Template Gerard E. Sample | Founder and CEO gerard@thirdwaveinteractive.com /GerardSample @gesample

Weekly Sales Review Process Summary May 16, 2010 [Presentation Name via Insert tab > Header & Footer] Copyright © 2010 CA Weekly Sales Review Process Summary This process is intended to support a weekly sales meeting to review status and verify pipeline progression with individual sales team members who responsible for quota. This approach can be applied to any number of sales roles and selling scenarios. The scope of a review meeting may include: the full sales pipeline, outbound prospecting, sales development qualification, high-value opportunities or named accounts. Executive stakeholders participating in weekly sales status review meetings are typically: SMB Company: CEO, Sales Director, Head of Operations Mid-Enterprise Company: Head of Sales, Sales Operations, Sales Management During the meeting, it may be appropriate to review planning documents, revenue forecasts and performance scorecard metrics if aligned to the sales process. If relevant, the Prospecting, Opportunity or Account Plans maintained by each salesperson should be available for reference and review by executive team if requested. Each week, Sales Management to summarize weekly performance by region, account base, channel as represented by total team quota. ©2016 Third Wave, LLC

Weekly Performance Scorecard Template Scorecard Best Practices Many will be inclined to load as many metrics as possible into the scorecard or manage activity instead of results – don’t do it. It is a waste of time and shifts focus to things that have little impact on revenue. Metrics for inclusion in weekly scorecard must align directly to quota, compensation, pipeline management and sales process. Otherwise, the scorecard has little value. The colored quality and compliance rating is assessed by direct manager weekly based on a salesperson’s use of sales process, best practices or quality of work. Salesperson Pipeline Value Current Month Revenue Target Month to Date Closed Sales Month End Commit YTD Average Order Value Avg. Gross Margin% YTD Quota Attainment Quality and Compliance Jess A. $289,250 $97,220 $71.015 $101,221 $2,345 31% 74% Mary B. $268,336 $97,222 $68,125 $99,222 $3,443 42% 60% Alex S. $230,889 $95,300 $67,450 $93,000 $3,300 39% 65% Luke E. $255,590 $70,200 $98,923 $2,887 38% 72% Team Totals $1,044,065 $386,962 $210,150 $299,366 $2,891 37% ©2016 Third Wave, LLC

Example Meeting Agenda Review meetings are typically held weekly for 2-3 hours total, with 15 to 30 minutes allocated to each salesperson. Each seller will be prepared to convey the status of their top opportunities in 15 minutes. Each deal will be summarized in 3 minutes and cover the following four briefing points: Summarize scope, value and composition of the deal Explain each opportunity or prospect progression status by sales stage (%) Outline the key tasks, timing and dependencies to move deal to next stage Request support or intervention needed to overcome barriers or issues As needed, the salesperson will reference Opportunity, Account or Prospecting plan documentation. If the time necessary to conduct quality reviews meetings becomes too lengthy, the scope of items for discussion should be narrowed to focus only on the highest value items. Examples: Only a salesperson’s top 5 opportunities or prospects are discussed Only deals over a certain value are reviewed ©2016 Third Wave, LLC

Best Practice Recommendations Maintain a Consistent Review Cadence Each salesperson must be prepared to efficiently cover the key four questions for every deal. If they are not prepared to do so, the review should not continue. The executive team should demonstrate commitment by not deviating from the process or agenda. Operations must ensure that the systems and reporting necessary to enable consistent pipeline measurement and the performance scorecard is in place. Sales management should routinely inspect Opportunity, Account or Prospecting Plans to assess quality. The time allocated to each salesperson must be monitored and enforced to stay on schedule. Sales Process Reinforcement The review is intended to reinforce a sales process that drives results-oriented outcomes related to opportunity management. Weekly reviews should be limited in scope to the review of qualified Opportunities. The management team should not dictate which “top” opportunities should be covered. If sellers are expected to own their book, doing so undermines accountability. In the event the “wrong” deals are selected, sales management is responsible for coaching to remediate Sellers must update each Opportunity Plan weekly and ensure CRM record reflects accurate status. ©2016 Third Wave, LLC

Questions, Comments or Feedback Questions, Comments or Feedback? We’re here to assist and would love to hear from you! Give us a shout if we can ever be of service. scarlett@thirdwaveinteractive.com gerard@thirdwaveinteractive.com 480.420.4942