1. Unlocking Hidden Revenue in Current Customers Webinar: August 26, 2014

2. 2 Proprietary and Confidential Today’s Presenters Carter Hinckley is a Managing Director with Blue Ridge Partners. He has more than 30 years of experience in sales, senior management and consulting – all focused on helping firms grow sales more effectively. Most of his experience has been in the software, technology and financial services industries, working with firms in transition due to acquisition, product maturity, or changing markets and channels. Before joining Blue Ridge Partners, Carter started, grew and sold a software consulting firm dedicated to helping firms use CRM and other software to increase sales. Previously he worked at Booz Allen and Merrill Lynch. He can be reached at chinckley@blueridgepartners.comchinckley@blueridgepartners.com Corey Torrence is a Managing Director with Blue Ridge Partners. From strategy through implementation to executive management he has focused on achieving revenue growth and profitable bottom line results. For over a decade he served as CEO and other senior positions at several global marketing and technology companies. Prior to his corporate experience, he provided strategy and growth improvement services as a Partner with McKinsey and Company and other global consulting firms. He can be reached at ctorrence@blueridgepartners.com ctorrence@blueridgepartners.com Carter Hinckley Managing Director of Blue Ridge Partners Corey Torrence Managing Director of Blue Ridge Partners Carter Hinckley is a Managing Director with Blue Ridge Partners. He is passionate about helping companies grow and flourish, having worked for many years in sales and sales management before serving as CEO of a boutique software consulting firm for 15 years. Prior to that, he held various Executive roles at Merrill Lynch and The Boston Company. Carter has an MBA and an MS in Computer Science from Harvard. He can be reached at chinckley@blueridgepartners.com. Corey Torrence is a Managing Director with Blue Ridge Partners. From strategy through implementation to executive management he has focused on achieving revenue growth and profitable bottom line results. For over a decade he served as CEO and other senior positions at several global marketing and technology companies. Prior to his corporate experience, he provided strategy and growth improvement services as a Partner with McKinsey and Company and other global consulting firms. He can be reached at ctorrence@blueridgepartners.com. Carter Hinckley Managing Director of Blue Ridge Partners Corey Torrence Managing Director of Blue Ridge Partners

3. 3 Proprietary and Confidential Sources of Total Shareholder Return Top-Quartile Performers, US S&P 500 (1990-2009) Revenue Growth is Central to Value Creation 7% 58% 20% 15% revenue growth Revenue Growth Cost Reduction Multiple Expansion Free Cash Flow Improvement

4. 4 Proprietary and Confidential 5 Optimizing the Productivity of the Sales and Marketing Environment e.g. Having an effective go-to-market model, incentives,quality of supervision Core Revenue = x Number of Customers Average Revenue Per Customer Increasing Share of Customer Spend Pricing Efficiently Adding New Customers Retaining Existing Customers 3 1 4 The Components of Revenue Growth: The Revenue Equation 13 24 5

5. 5 Proprietary and Confidential Steps To Increase Share of Customer Spend Understand the potential in your accounts Prioritize the opportunities Create a plan and stick to it

6. 6 Proprietary and Confidential Understand the Potential in Your Accounts Sample Components of the Fact Based Analysis: » What is each customer’s total spend on the types of products or services you sell? » Is the customer’s total spend increasing, decreasing, or remaining constant? » What does the customer currently spend with your company? » Is superior performance with some of your products and services masking poor performance with others when viewed at the aggregate level?

7. 7 Proprietary and Confidential Understand the Potential in Your Accounts Sample Components of the Fact Based Analysis: » What is each customer’s total spend on the types of products or services you sell? » Is the customer’s total spend increasing, decreasing, or remaining constant? » What does the customer currently spend with your company? » Is superior performance with some of your products and services masking poor performance with others when viewed at the aggregate level? Sales Rep Perception and Customer Reality

8. 8 Proprietary and Confidential Prioritize the Opportunities Identified in Step 1 Add support and maintenance Offer more training Sell more modules and new solutions Add more users Increase the frequency of use Increase the duration of use

9. 9 Proprietary and Confidential Prioritize the Opportunities Identified in Step 1 Questions to Consider: » Who are your splitters? » What would it take to increase share of spend in each market segment? » What’s the ROI if you made that investment? » Prioritize those accounts with a high likelihood to increase spend where you currently have a low current share of spend » Pay special attention to “splitters” who have high satisfaction (based on Net Promoter Score for example) but low current share of spend » Calculate the cost to increase share of spend including the resources you will dedicate to the effort

10. 10 Proprietary and Confidential Have a Plan and Stick to It Questions to Consider: » Where should the responsibility for developing and owning plans exist in your organization? » How can you make your share of spend solutions on-going processes instead of one time events? » What is your plan and cadence to measure the impact of the actions you take to see if your efforts are making a difference? » Develop a plan for each prioritized market segment » Work out the details for each prioritized customer within those segments » Look for ways to implement multi-faceted solutions e.g. offer a loyalty program which includes requests for referrals in exchange for special pricing as volume increases

11. 11 Proprietary and Confidential Thank you for joining us today! Carter Hinckley Managing Director of Blue Ridge Partners chinckley@blueridgepartners.com (212) 600-0235 Corey Torrence Managing Director of Blue Ridge Partners ctorrence@blueridgepartners.com (917) 593-6844 For more information, a copy of this presentation, a copy of a related Executive Briefing or to Register for the next webinar, contact: Stay tuned for our next webinar!