1. Martyn Lewis 13 th February 2009

2. ©2008 Market-Partners Inc. CONFIDENTIAL MARKET-PARTNERS Market-Partners is the world’s leading independent consulting company focused upon increasing business-to-business organizational sales effectiveness 100+ Client organizations 30,000+ sales professionals 37+ countries

3. © 2008 Market-Partners Inc. — CONFIDENTIAL 3 | 17% THE SELLING CRISIS

4. RULE #1 ©2008 Market-Partners Inc. CONFIDENTIAL When you are committed to a selling process, it really helps if there is someone else involved who is equally committed to a buying process

5. FIRST GENERATION SELLING ©2008 Market-Partners Inc. CONFIDENTIAL BUYING:  Communication: Face to face  Choice: Few  Process: Simple SELLING: Focus: Product Success: Selling skills

6. SECOND GENERATION SELLING ©2008 Market-Partners Inc. CONFIDENTIAL BUYING:  Communication: Telephone  Choice: Some  Process: Multi-transactional SELLING: Focus: Solution Success: Sales process

7. CHANGE ARRIVED AGAIN ©2008 Market-Partners Inc. CONFIDENTIAL

8. EMPOWERED BUYERS © 2008 Market-Partners Inc. — CONFIDENTIAL 8 |

9. NETWORKED ORGANIZATIONS © 2008 Market-Partners Inc. — CONFIDENTIAL 9 |

10. FULLY DEPLOYED RESOURCES © 2008 Market-Partners Inc. — CONFIDENTIAL 10 |

11. SHIFT HAPPENS © 2008 Market-Partners Inc. — CONFIDENTIAL 11 |

12. ©2008 Market-Partners Inc. CONFIDENTIAL Is sales now just a spectator sport?

13. THIRD GENERATION SELLING ©2008 Market-Partners Inc. CONFIDENTIAL BUYING:  Communication: Internet  Choice: Unlimited  Process: Multi-dimensional SELLING: Focus: Buying process Success: Synchronizing selling to the buying process

14. STEPPING UP TO 3 rd GENERATION SELLING Step 1: Map the customer’s buying process Step 2: Craft the organizational selling strategy Step 3: Synchronize selling to buying ©2008 Market-Partners Inc. CONFIDENTIAL

15. STEP 1: Map the customer’s buying process ©2008 Market-Partners Inc. CONFIDENTIAL

16. BUYING IS NOT A RANDOM ACTIVITY ©2008 Market-Partners Inc. CONFIDENTIAL Steady state RecognitionAssessDefinitionEvaluationSelectionPurchaseAcquire Consistent and predictable steps Key players by function or role Value drivers and buying style

17. 4-Q BUYING MODEL ChoiceUnique I know You know Any one of many suppliers can offer what I need Only one supplier can provide what I need I have a need, and I know what I want I have a need, and I don’t know what I want ©2008 Market-Partners Inc. CONFIDENTIAL

18. 4-Q BUYING MODEL ChoiceUnique I know You know Free Discounts ©2008 Market-Partners Inc. CONFIDENTIAL

19. BUYING STYLE AND DRIVERS ChoiceUnique I know You know Competition Price Good enough Strategic sourcing ©2008 Market-Partners Inc. CONFIDENTIAL

20. BUYING STYLE AND DRIVERS ChoiceUnique I know You know Brand Service Provision of unique value Relationship Competition Price Good enough Strategic sourcing ©2008 Market-Partners Inc. CONFIDENTIAL

21. BUYING STYLE AND DRIVERS ChoiceUnique I know You know Brand Service Provision of unique value Relationship Competition Price Good enough Strategic sourcing Expertise Capability ©2008 Market-Partners Inc. CONFIDENTIAL

22. BUYING STYLE AND DRIVERS ChoiceUnique I know You know Brand Service Provision of unique value Relationship Competition Price Good enough Strategic sourcing Expertise Capability Educated customers In-house expertise ©2008 Market-Partners Inc. CONFIDENTIAL

23. STEP 2: Craft the organizational selling strategy ©2008 Market-Partners Inc. CONFIDENTIAL

24. SELLING STRATEGY ©2008 Market-Partners Inc. CONFIDENTIAL 1.Market focus Which quadrant? How to move customers to that quadrant? How to manage outside of that focus? 2.Where to engage in the buying process? 3.How to influence the buying process?

25. INFLUENCING THE BUYING PROCESS © 2008 Market-Partners Inc. — CONFIDENTIAL 1.Gain new opportunities 2.Increase probability of selection 3.Decrease time to commitment 4.Increase size of spend

26. STEP 3: Synchronize selling with buying ©2008 Market-Partners Inc. CONFIDENTIAL

27. Steady state RecognitionAssessDefinitionEvaluationSelectionPurchaseAcquireUnderstandIdentifyDiscovery Conceptual approach ProposalReinforceNegotiateExpand SYNCHRONIZING SELLING WITH BUYING The buying process is the dominant process The buying process step and style dictates the optimal selling activities, that will: Increase probability of being selected Decrease time through buying process Increase size of investment ©2008 Market-Partners Inc. CONFIDENTIAL

28. Steady state RecognitionAssessDefinitionEvaluationSelectionPurchaseAcquire MANAGING THE TOTAL PIPELINE ©2008 Market-Partners Inc. CONFIDENTIAL 1.Determine the optimal pipeline to maximize results 2.Balance investment across the total pipeline 3.Maintain a healthy pipeline of opportunities synchronized to the buying process

29. STEPPING UP TO 3 rd GENERATION SELLING ©2008 Market-Partners Inc. CONFIDENTIAL

30. LETTING GO OF THE PAST 1.You can’t differentiate in a commodity world 2.Calling high is the key to success 3.Managing a sales opportunity 4.Shortening the sales cycle 5.ROI to gain commitment 6.A single decision maker 7.Forecast probabilities 8.Finding latent pain 9.Solution selling 10.Selling harder = Success ©2008 Market-Partners Inc. CONFIDENTIAL

31. THE FORMULA FOR SUCCESS HAS CHANGED © 2008 Market-Partners Inc. — CONFIDENTIAL 3 rd Generation Selling Synchronizing selling to buying 3 rd Generation Selling Synchronizing selling to buying 1 st Generation Selling Improving selling skills 1 st Generation Selling Improving selling skills 2 nd Generation Selling Implementing a sales process 2 nd Generation Selling Implementing a sales process

32. Questions? ©2009 Market-Partners Inc. CONFIDENTIAL

33. ©2008 Market-Partners Inc. CONFIDENTIAL RESOURCES www.market-partners.com Roundtable discussion with a Principal from Market-Partners Focused conversation: Applicability to your business Areas of immediate return

34. ©2008 Market-Partners Inc. CONFIDENTIAL Thank you Martyn Lewis www.market-partners.com mlewis@market-partners.com 707 575 4722