Review of SPI Sales Training Project Discussion Document

Progress Status Discussion Today’s Agenda Progress Status Discussion Review Linkages Between PSS and Solution Selling Review Of Workshop Topical Agendas/Tools Global/Major TDM Sales Management And Coaching

Project Overview Conduct Assessment Build Sales Process Maps (And Socialized) Management Alignment Meeting Build Sales Tools and Job Aids (Socializing With Sales Council) Port eLearning To LMS (And Branding) Recommend Configuration Changes To SOL Tailor Training Materials Global/Major Seller Workshop (2 Day) TDM Workshop (2 Day) Sales Manager Workshop (2 Day) Conduct Workshops Re-Enforce and Measure Train The Trainer

Current High Level Project Timeline TASK 7/13 7/20 7/27 8/3 8/10 8/17 8/24 8/31 9/7 9/14 9/21 9/28 Configure Training Materials Curriculum Review Charlotte Socialize Training Materials Conduct Pilots Train Managers Begin General Roll-Out ? We will conduct two manager sessions in each region Region Managers * West 32 Southeast 33 Central 27 NE and Mid Atlantic 29 * Includes DSMs, RSDs, and RVPs

Progress Status Discussion Today’s Agenda Progress Status Discussion Review Linkages Between PSS and Solution Selling Review Of Workshop Topical Agendas/Tools Global/Major TDM Sales Management And Coaching

Existing Achieve Global Tools Reside Within The New Sales Process The Achieve Global Need Satisfaction Model – and other existing Office Depot tools --resides in the new Office Depot sales process. So do a variety of new Solution Selling® Tools.

THE DIFFERENCES THE SIMILARITIES Solution Selling® and Achieve Global Selling Methodologies Have Common Roots But Differences As Well THE DIFFERENCES Professional Selling Skills® Solution Selling® Provides tools for executing a sales call Provides tools for executing activities through the entire sales process Assumes customer knows what he or she needs Assumes some customers may not know what they need Provides techniques for resolving customer concerns (objections) Provides techniques for avoiding objections THE SIMILARITIES Professional Selling Skills® And Solution Selling® Encourages sellers to diagnose customer needs or pains before providing a solution Focuses on product benefits and capabilities rather than pure features Encourages the use of a mix of question or probe types when talking with customers

Using Solution Selling Tools To Take PSS® To The Next Level PSS® Step Ways To Get To The Next Level OPEN Use a crisp positioning statement as part of the open Use a reference story as part of the open to get the customer talking about pain PROBE Make sure pain is admitted early in the probing process Target questions and probes around the reasons for the customer’s pains Use ‘drill down’ questions and probes to get to value SUPPORT Align Support Statements with the reason for the customer’s pain Craft Support Statements in a Capability Vision format Craft Support Statements with Office Depot differentiators in mind CLOSE Document next steps in a Next Steps Communication The PSS Need Satisfaction Process resides within the ‘Engage and Diagnose’ step in the new Office Depot Sales Process In addition to helping sellers conduct a conversation with the customer, Solution Selling provides a variety of tools to execute through the entire sales process.

Use Solution Selling® Tools To Get To The Next Level When… Solution Selling tools should be used when any one of the following situations exist Overlay or multiple resources are needed on the opportunity The opportunity is latent versus active The customer doesn’t know what they need The customer should know the monetary value of the Office Depot solution The opportunity involves several people in the customer organization The opportunity is large or strategic to Office Depot

Progress Status Discussion Today’s Agenda Progress Status Discussion Review Linkages Between PSS and Solution Selling Review Of Workshop Topical Agendas/Tools Global/Major TDM Sales Management And Coaching

Major/Global/Public Workshop Overview Topic Comments Audience MBDM’s, MAM’s, GAM’s, GBDM’s, VMM’s, NAM’s Audience Size 326 Duration 2 Days Teaching Methods Instructor led discussion, small groups exercises, individual exercises, role plays Pre-Work Module 1 of Sales Execution eLearning Managers will be trained before seller deployment and will serve as coaches in the sessions

Major/Global/Public Workshop Agenda (Day 1) Module: Introduction and Key Concepts Explain relationship between Achieve Global Sales Training Methodology and Solution Selling® Describe the importance of utilizing an Office Depot sales process and describe the key components. Link the new sales process to the Sales On Line process Define key selling skills, terms and basic principles that underlie Solution Selling® Describe how buyers buy procedurally and behaviorally Exercise: Conduct an exercise discussing selling challenges Module: Plan Employ best practices around pre-call planning Leverage specific sources to conduct customer-research Identify and define customer pain and depict how it flows throughout a buying organization Use specific job aids including: Key Players List and Pain Chain® Depict the organizational interdependence within an account/opportunity

Major/Global/Public Workshop Agenda (Day 1 continued)  Module: Engage and Diagnose Describe the keys to effective business development and elements to avoid when prospecting Articulate tactics for aligning with prospective buyers leading to the admission of pain Articulate the elements that comprise an effective customer-focused diagnostic questioning model Explain the significance of creating customer buying visions around the capabilities of Office Depot offerings Use specific job aids: Business Development Prompters, Reference Stories, Value Propositions 9 Block Vision Processing Model® for Vision Creation and Pain Sheet® Exercise(s): Determine a business development strategy supported by building stimulating interest job aids Develop questions that could be used to help have a customer-focused diagnostic conversation Perform role plays on having customer-focused diagnostic conversations for customer scenarios

Major/Global/Public Workshop Agenda (Day 2) Module: Engage and Diagnose (continued) Articulate a technique for helping buyers establish quantifiable value for the salesperson’s offerings Articulate tactics that assist in determining a prospect’s ability to make a purchasing decision and gaining access to “power” Write follow-up correspondence that effectively qualifies both a prospect’s ability to buy and the opportunity Construct an evaluation-oriented plan that helps Office Depot influence and direct the steps of the buyer’s evaluation approach Use specific job aids including: Sponsor Letter, Power Sponsor Letter, and Evaluation Plan Exercise(s): Conduct an exercise focused on developing “drill down” questions that could be used to help establish quantifiable value Perform role plays on having customer-focused diagnostic conversations for customer scenarios Module: Propose and Close Discuss how to effectively manage the evaluation process (implementing operational capabilities, develop refined value proposition, measure client success, and prepare for negotiations) Transition Issues / Capabilities, Refined Value Proposition, Success Criteria, and Negotiating Worksheet Exercise: Conduct an exercise focused on focused on constructing an evaluation-oriented plan

Major/Global/Public Workshop Agenda (Day 2 continued) Module: Active Opportunities Objectively assess an active opportunity to determine whether it is qualified or not Describe four specific competitive strategies Office Depot to consider when engaging in active opportunities Reengineer existing customer buying visions biased around the capabilities of their offerings Use specific job aids including: Opportunity Assessment Worksheet Competitive Strategy Selector 9 Block Vision Processing Model® for Vision Reengineering Exercise: Perform reengineering role play focused on conducting customer-focused diagnostic conversations Module: Getting Started Describe short term and long term actions that salespeople and sales managers should consider taking to help implement Solution Selling® in their organization Create individual plan for adoption

TDM Workshop Overview Topic Comments Audience TDM’s and SC’s Audience Size 611 Duration 2 Days Teaching Methods Instructor led discussion, small groups exercises, individual exercises, role plays Pre-Work Module 1 of Sales Execution eLearning Managers will be trained before seller deployment and will serve as coaches in the sessions

Major Differences Between Major/Global and TDM Workshops Plan Focus on identifying criteria to help qualify multiple accounts instead of researching one specific account No Pain Chain® Conduct activity on contact strategy best practices Engage and Diagnose Simpler questioning model (does not include Organizational Impact column) Simpler process for gaining access to “power” Simpler follow-up communications (no Sponsor letter and no separate Evaluation Plan) Do not teach Vision Reengineering. Teach and conduct a differentiation exercise instead Implement Conduct activity on best practices for turning accounts into “buying accounts”

Sales Management and Coaching Workshop Overview Topic Comments Audience Sales Managers, DSM’s, RSD’s, RVP’s Audience Size 120 (Approximate) Duration 2 Days Teaching Methods Instructor led discussion, small groups exercises, individual exercises, role plays Pre-Work Module 1 of Sales Execution eLearning 1.5 Days seller content, .5 days management and coaching. Managers will also be taught how to coach during later seller workshops.

Sales Management and Coaching Workshop (Day 1 and Day 2 AM) Explain common management difficulties addressed by sales management methodology and define the components Explain relationship between Achieve Global Sales Training Methodology and Solution Selling® Review key Solution Selling® concepts Review components of TDM and Major/Global processes: Plan Engage and Diagnose Propose and Close Implement Conduct exercises in each sales stage During the first day and one half of the Sales Management And Coaching Workshops, managers will be exposed to the concepts and tools that will be taught to their sales teams SPI’s Sales Management And Coaching Methodology provides a number of tools for identifying coaching opportunities at the pipeline, opportunity, and skill levels. Professional Sales Coaching will continue to be used by managers to coach sellers once coaching opportunities have been identified

Sales Management and Coaching Agenda (Day 2 Afternoon) Module: Opportunity Analysis – Process and Strength of Sale Focused Inspect specific opportunities to determine / verify milestone status Assess the quality of opportunity execution in relation to milestone status Inspect the quality of verifiable outcomes to ensure accuracy of milestone status Use the Strength Of Sale Check to determine the strength of an opportunity Exercise(s): Performed exercises analyzing deficiencies in the quality of a sample Power Sponsor Letter/Evaluation Plan (Global/Major) or Next Steps Communications (TDM) Perform an exercise analyzing the “strength of sale” for an opportunity Module: Pipeline Analysis and Pipeline Management Determine if there is enough business in the pipeline to produce the revenue needed to meet goal Determine if opportunities are moving through the pipeline at a rate that will contribute to the revenue needed to meet goal Link new Office Depot Sales Process to Sales On-Line Module: Identify Skill Issues Describe the common selling difficulties that occur frequently at specific steps in the sales process Analyze a collection of opportunities to identify common trend(s) indicated a potential skill issue(s)  

Sales Management and Coaching Agenda (Day 2 Afternoon Continued) Module: Develop Adoption Plan Describe the best practices for ensuring adoption of sales process within their organization Exercise(s): Perform an exercise constructing a plan to support the adoption and implementation of the sales process within one’s team Module: Conduct Workshop Coaching Review coaching guide on how to coach seller workshops  

APPENDIX

Qualification Criteria: Example Helps Identify an Ideal Customer Profile Allowing Sales Reps To Focus On The New Business ‘Sweet Spot’ Criterion Measure Points # of White Collar Workers 25-50 1 50-75 3 75-100 5 Chamber / Association Member Yes No Referrals Proximity to existing customer base Order method is on-line Currently under “Contract” or receiving customized pricing with competitor 25-50 WCW Yes = 1 No = 3 50-75 WCW No = 5 75-100 WCW No = 7 3 to 6 criteria can typically define a sales rep’s ‘sweet spot for new business. Most reps chase business outside of the ‘sweet spot because it is easier to engage. High performing sales reps know what types of potential clients will result in the longest lasting relationships. The ‘sweet spot’ varies from territory to territory. This is only an example and TDM will customize for their territory in the workshop. Solution Selling® 2006 © Solution Selling, Inc. All rights reserved

Qualification Criteria Can Be Used to Segment and Prioritize New Business Accounts Account Name # of WCW Chamber / Association Member Referrals Proximity to existing customer base Order method is on-line Currently under “Contract” or receiving customized pricing with competitor Total Matchmakers, Inc. 5 1 22 United Way 3 26 Kwik Transport 20 Lifestyle Leasing 7 16 MSA Payroll Services 12 Fantasy Travel 18 4Square Entertainment Baldrige Consultants 24 City Government 10 Able Bakers 14 Then you use the qualification criteria to segment and prioritize new business accounts. This sets up an ABC analysis that helps drive your call sequence and using it in conjunction with contact strategy. These are concepts not more forms to fill out. By ranking new business prospects according to Qualification Criteria, sales rep time can be focused on those accounts that will yield the highest revenue with the least amount of sales effort. Solution Selling® 2006 © Solution Selling, Inc. All rights reserved

U N I Q E S Cool, Nice to have Differentiators Junk Commodity 10 Differentiators Are Only Important If The Customer Thinks They Are Important U N I Q E S Cool, Nice to have Office Depot reps don’t have a clear understanding of what differentiators are important to customers. Understanding of competitor vulnerabilities is one way to help customers see the value of switching to Office Depot from the competition. Differentiators The most important differentiator is the way you sell. Junk Commodity 10 CUSTOMER VALUE © Solution Selling, Inc. • 2007

Tactics for Addressing Competition / Incumbents: Example Key Vulnerabilities Response Account management team How does your current vendor manage the account relationship? How often do you see your representative? What do you like about them? If you could change 3 things about the current relationship, what would it be? 2. Lack of technology resources How do they provide for your technology needs? How do you receive support on technology? Do you have a dedicated account based resource for technology? Staples Key Vulnerabilities Response Inconsistent pricing structure How long have you been with them? What is their pricing philosophy? How does it affect your budgeting process? Have you audited the pricing? Have you found it consistent? 2. Expertise How do they support your current business initiatives? You don’t want to talk bad about the competition, but you do need to know their weaknesses. Regional Provider

Key Players List: Example Title Pains Chief Executive Officer Chief Operating Officer Chief Financial Officer Chief Information Officer VP Sales VP Customer Service Declining stock price X Decreasing EPS / shareholder value Rising operational costs Declining margins Declining ROI and ROA Eroding profits Trouble keeping up with technology change Inability to meet users' technology demands Missing revenue goals / new account sales targets Inability to accurately predict sales revenue Declining customer satisfaction Inability to get new products to market on timely basis

Reference Story: Example FORMAT REFERENCE STORY Job title / industry: A customer job title and vertical industry Critical business issue: The pain of the above title One of the reasons: One of the reasons for the critical business issue biased to your product / service Capabilities (when, who, what): In the words of your customer, the business event, the player(s) and specific capabilities needed to address the critical business issue (He / She / They told us they needed a way…) We provided: If the “solution” is described properly above, all we have to do here is say that we provided those capabilities Result: Specific measurement is best ($ or %) Situation: Office Manager in a 50 person organization Critical Business Issue: Unable to complete workload Reason(s): Spending too much administrative time on office supplies Capability(s): (when, who, what) They needed a way when ordering office supplies the administrative professional could access frequently ordered items from a pre-populated list and select appropriate items and volume We provided… …this capability Result: They were able to gain back 25% of time spent on office supplies and reallocate it to other areas of the business. © Solution Selling, Inc. • 2007

Initial Value Proposition: Example for Office Manager “We have worked with similar companies and have demonstrated up to 15% on costs associated with procuring office supplies by helping them improve some critical processes savings by improving their sourcing, procurement and payment processes around office supplies. Would you be interested in exploring the potential savings for your organization?” Value Proposition Assumptions: General statistics associated with non-automated processes 50-60 WCW © Solution Selling, Inc. • 2007

First Call Introduction Step 2: Introduce Call State call objective * What I’d like to do today (or… during the next ___ minutes) is to: Introduce you to __________ (my company) Tell you about another _________ (job title and industry) we have worked with I would then like to learn (more) about you and your situation… …at that point, the two of us will be able to make a mutual decision as to whether or not we should proceed any further.” Share positioning statement (Use “we help” theme) “Office Depot’s Business Solutions Division focuses on 3 areas: sourcing, procurement, and payment for anything office related, and we help you do that effectively and efficiently. ” Provide company / personal introduction * FACTS Have X# of employees in your area Office Depot won the “Outstanding environmental leadership” award from Office Products International Recognized as one of the top organizations for multi-cultural business opportunities by Diversity Business.com Share relevant Reference Story (or progress-to-date) “A particular situation you might be interested in is another __________ (organization type). Their __________ (job title) was having difficulty with __________ (pain). The reasons for his/her difficulty were __________. What he/she needed was some way to (describe capabilities) __________. We provided them with those capabilities and the result was __________ (specific result).” Transition to “getting pain admitted” “But enough about __________ (my company). Tell me (more) about you and your situation.” * Alter steps for existing vs. new relationships as relevant Purpose: To provide some sample text and actions associated with “establish rapport” and “introduce call”. Key Instructor Notes: Describe that we do not expect this text to be used verbatim. The goal is to provide context around the outline. However, most of these words have been finely tuned over time and there is value in using them This “dialogue prompter” is for a first call with a prospect. Keep in mind, we have already met with the prospect and they said they would meet with you again - thus this call introduction. There are also cultural aspects that might have to be taken into consideration during business calls. Those things considered, let’s look at the example closer Step 1: Establish Rapport - We could teach an entire course on the dos and don’ts of rapport building, but one guideline is to conduct a conservative approach that is genuine and does not force rapport Let the prospect set the tone of the meeting: We may want to start the meeting by remaining silent. Why? To see if the buyer wants to engage in “small” or “business” talk. We don’t want to force rapport and seem insincere. Some sellers are taught to find something in the prospect’s office that they can connect with. If the seller is not genuine about the object they picked as a point of rapport it can seem insincere and begin the relationship on a negative basis Step 2: Introduce Call: State the call objective - Read the phrase and ask, “How does that sound?” We are being professional and stating our proposed agenda for the meeting. If the prospect has something else in mind then we want to know that also. The phrase “whether or not we should proceed any further” should tell the prospect that we are not going to try to continue selling to them if there is no benefit for the both of us - the prospect has an out Share positioning statement - Here we are making a high level statement about how we “help” companies. The message should be tailored to be specific to the person (and potential problems) that you intend to address Provide company / personal introduction - Here we are attempting to provide facts that will help the prospect draw desired conclusions about us and our organization. We are providing facts, not opinions Share relevant Reference Story – We want the prospect to talk about some problems that they are faced with. However, we have not earned the right to ask them what their problems are yet; therefore, relate a Reference Story. The goal is to establish credibility to the point that the prospect will share some of their problems. So here we are using the Reference Story that we prepared during the pre-call planning and research phase of the process Transition to getting pain admitted – Now we want to turn over ownership of the conversation to the buyer Transition: “Here we move to step 3 of the prompter…” © Solution Selling, Inc. • 2007

Anxiety: Example for SMB Customer Using Local Competitor 1. Anxiety Question: “How would you feel if you received a damaged product, but you had to go through a dispute process while the order was being investigated and you did not receive credit for it immediately?” 2. Capability Question: “What if there were a way…when there is something wrong with the order you automatically received the appropriate credit while the process is being investigated… would that help?” 3. Feature Statement (Feature Becomes a Benefit): “With our customer service team, disputed orders are automatically credited back to you while we investigate. Our assumption is that the customer is right. We will replace or redo the order so that your productivity does not suffer while we come to a final resolution.”

Anxiety: Example for another competitor 1. Anxiety Question: “How would you feel if….?” 2. Capability Question: “What if there were a would that help?” 3. Feature Statement (Feature Becomes a Benefit): “”

Getting Pain Admitted Question Examples SITUATION QUESTIONS “How do you currently source, procure, and pay for office supplies?” “What sources do you use to order?” “What is the process for placing an order?” “After the supplies are received how does the invoice get paid?” “If you could change one thing about this process what would it be?” “What problems does this cause and how is it affecting you?” MENU OF PAIN QUESTIONS Purpose: To establish a fuller understanding of “how to get pain admitted” by providing some questioning examples of the content discussed. Key Instructor Notes: If pain is not admitted but the buyer is openly talking, the next approach is to get the conversation focused around something that you know you can help the prospect with. Sometimes Situation Questions can help “funnel” responses from a buyer down to a topic that has them either admitting their pain or providing information that can help the seller predict the pain If pain is still not admitted and it appears the conversation is going nowhere it may be time to be direct with your questions. This is where a menu of pains approach might take place.” Read the example of Multiple Choice “Menu” of Pain Situation Questions tend to be “open” questions. (E.g. “Today, how do your customers get notified of new products or promotions?”) It may be necessary to intertwine (what we call) “Information Questions” with your Situation Questions. Information Questions tend to be “control” questions that help bring clarity to buyer dialogue. (E.g. “How many products do you sell?”) “Menu of Pain” Questions tend to be “closed” questions. Transition: “It becomes very important when having dialogue to ensure that your questioning leads to uncovering the actual pain and not symptoms of it...” “The top three difficulties we are hearing from other Office Managers these days include: Unable to complete workload Increased pressure / responsibility with less resources Inefficient office management processes and procedures …are you facing any of these issues today?” OR …are you curious how we have helped our customers deal with these issues?” © Solution Selling, Inc. • 2007

Vision Processing: Example Pain : Unable to complete workload OPEN Tell me about it, what is causing you to have this (repeat pain)? What is it going to take for YOU to be able to (achieve goal)?” CONTROL Spending too much administrative time on office supplies? Who is doing the ordering? How many people are involved? What do they do? How much time do they spend per week? How many orders do you place per week? When ordering office supplies the administrative professional could access a frequently ordered items list from a pre-populated list and select appropriate items and volume? With a single check could duplicate a previous order & add or delete items immediately and have them delivered next-day? Do you spend time reconciling invoices ? What are your accounting requirements? How do you process invoices? What happens to invoices that can’t be reconciled? How often does that happen? How much administrative effort is involved in getting it resolved? Does it adversely affect your vendor relationships? How does this affect your buying power? When an order is entered the administrative professional could be assured that the invoice requirements have been completed so that less time is spent reconciling invoices on the back-end? Spend too much time in approval process? What is your approval process? What are your spending authority levels? What happens if the approvers are not in the office? Have there been any key project delays due to the approval process? How often does it happen? What is the cost? When a special request order is entered you had a way for the order to be automatically compared to preset rules and routed appropriately for approval so that you don’t spend too much time waiting for approvals? CONFIRM So, the reasons for your (repeat pain) are …? Is that correct? So, if you had (summarize capabilities), then could you (achieve your goal)?

Three Sales within a Sale FINANCIAL SALE Operational Vision + Transition / Implementation Vision “What is the overall value to the organization?” LINE OF BUSINESS SALE Operational Vision “What capabilities do we need to meet our business goals?” TRANSITION SALE Transition / Implementation Vision “How do we get from where we are today to where the Line Vice Presidents want to be?” Purpose: To position the importance of positioning other critical components of a sale other than just focusing on the operational sale. Key Instructor Notes: Often we focus on, what we might call the operational sale… but there is also may be the transition sale to consider – helping the client visualize how they will transition from their current state of business to their desired state – this can be an opportunity to sell additional (post sale) services… All of these capabilities need to be justified in the way of the financial sale These are important elements that can be established during the evaluation plan Transition: “Let’s look at the operational sale…” © Solution Selling, Inc. • 2007

Transition Issues & Capabilities Worksheet Person responsible: Administrative Professional Transition issue: Fear of changing the ordering process REASONS OUR TRANSITION CAPABILITIES A Confusion of ordering After account is set-up, Office Depot will provide training on how to place orders and create a customized shopping list with the new SKU numbers on most purchased items B Changing mindset of going to a different website for ordering After account is set-up, a mutually agreed upon cutover date will be established, and Office Depot will provide a transition incentive and all orders place in the first 30 days over $200 will receive a 10% rebate © Solution Selling, Inc. • 2007

Refined Value Proposition: Example for Office Manager REFINED VALUE PROPOSITION “Based upon our discussions we believe you should be able to save 25 hours per month or $7,000 / year through the ability to source, procure, and pay for office supplies more efficiently.” Value Proposition assumptions being made: Save 3 hours per week on ordering process Reconciliation of invoices takes 12 hours/year 50 employees save 3 hours/week on finding products they need ordered FTE fully burdened is $50K/year Save 25 hours/month = $7,211/year © Solution Selling, Inc. • 2007

Success Criteria: Example Baseline Q1 Q2 Q3 Q4 # orders placed 1 2/week Reconciliation of invoices (#) 2 Errors in invoice reconciliation 2 1/month Time to place orders 1 4 hours/ week Core spend / non-core spend 1,3 30% / 70% Office Manager Accounting Finance / Purchasing © Solution Selling, Inc. • 2007

Office Depot Sales Process for TDM’s Customer Buying Process Define problems and opportunities Determine needs / requirements Select solutions & evaluate risk Resolve issues Evaluate success Sales Activities Plan Engage and Diagnose Propose and Close Implement Fulfill New Business Conduct research on prospective accounts Identify contacts Retain and Grow Monitor client satisfaction Research buying trends Identify new opportunities across SKU’s and categories Create interest Get appointment with Power Sponsor Get pain admitted Diagnose admitted pain and create or reengineer a buying vision Agree upon next steps Engage appropriate overlay Present solution Develop value and refine value proposition Identify success criteria Respond to RFP or bid (if appropriate) Gain agreement to buy Set-up account Upload prices Show and train on website Measure success criteria Resolve customer problems Conduct business review Verifiable Outcome Plan Completed Gain agreement with Power Sponsor to next steps Gain verbal agreement to buy First order is placed Sales Tools and Resources Dun & Bradstreet lists Hoovers Qualification Criteria Key Players List Contact Strategy Business Development Prompter Reference Story Initial Value Proposition Call Planner Vision Processing Model Next steps communication Bid Builder Success Criteria Negotiating Worksheet Get-Give List Implementation plan Reference Stories Yield Percentages 25% 75% 100%