1. Why Sales Reps Don’t Like Leads Michele Perry Sourcefire September 22, 2006

2. 2 Planting Issues  Overcoming “standing friction”; it takes a great effort to “start the ball rolling”  Identifying the innovative opinion leaders  Communicating with the innovators  “Sprint-Selling”  Maintaining “cash neutrality”  Setting a reasonable “fair price”  Staying the strategic course  Building a strong reputation & brand  Avoiding doing stupid, desperate things

3. Marketing Planning Customer Need Whole Product Execution Market Influence Matrix Market Segmentation Market Strategy Mapping to Technology Adoption Curve Validation Marketing Plan 3

4. 4 Lead Generation Plan Communications Plan Positioning Market Ecosystem Messages

5. 5 How do reps like leads?

6. 6 Pipeline Analysis  Suspects  Prospects  Qualified Prospects  Initial Meeting  Follow-on Meeting  Trial/Evaluation  Trial Conversion  Negotiation  Contract

7. 7 Conversion Model

8. 8 Qualified Leads  Need (project)  Urgency  Budget  Buying Authority

9. 9 Typical Lead Quality Unqualified Leads  White Paper downloads  Tradeshow Leads Qualified Leads Contact Me Partner Referrals eBlasts Metrics can get you in trouble here!

10. 10 Why don’t reps like leads? Qualified Leads Time Unqualified Leads Why not just ignore them until they are qualified?

11. 11 Conviction Preference Awareness Buying Stages Unaware Trial Purchase

12. 12 Why don’t reps like leads? Qualified Leads Unqualified Leads Lead Nuturing (Marketing) Visibility (Sales)

13. 13 Retail Example  Immediately approach customer  Respect their right to be “just looking”  Once customer is ready to purchase, they expect instant assistance.

14. 14 Integrated Sales & Marketing Process WhoSuspectsProspectsQualified Prospects Evaluating Prospects Who calls How Why Materials Needed Follow-up Materials Needed Next Step

15. Lead Generation

16. 16 A Little Geoffrey Moore  Initial goal of company is to establish a beachhead in mainstream market –i.e. referenceable customers  The only advantage of small companies is their ability to go deep, not wide  Target 1 niche market segment with a “must-have” value proposition  Being sales driven at this stage is… fatal “Ideas are a dime a dozen. People who implement them are priceless.” Mary Kay Ash

17. 17 “Normal” Adoption Curve  Innovators – 2.5%  Early Adopters – 13.5%  Early Majority – 34%  Late Majority – 34%  Laggards – 16% Planting The Surge The Glory

18. 18 Recognizing Early Adopters

19. 19 Chameleon Marketing  Common Problem  Flexible –We can solve your business problems better than anyone else –We are whatever you want us to be –What are we?  Balancing the F Words –Focused –Flexible

20. 20 Chameleon Ramification Instead of being all things to all people you risk being not an exact or best match for anyone

21. 21 Customer Segmentation

22. 22 Unaware Are people looking to buy “this”? What will they call “this”? What is the category?

23. 23 Palm Stage – Friends & Family Networking not Marketing  Executive Team  Employees  Board of Directors  Investors  Partners  Who knows somebody that can use this product!  Companies prefer to buy from proven, established companies

24. Thank You! Michele Perry CMO, Sourcefire www.sourcefire.com 703 622 5015