SalesLife, Inc. 2010 - CONFIDENTIAL
Investor Summary
October 2010
SalesLife, Inc. 2010 - CONFIDENTIAL
 Provide a modern, technologically advanced solution to an
age old problem – improvin...
SalesLife, Inc. 2010 - CONFIDENTIAL
 Key attributes for sales success fall into the “skills” category
such as Communicati...
SalesLife, Inc. 2010 - CONFIDENTIAL
 Using game theory, Sales Life addresses each of the four core
sales competencies, Be...
SalesLife, Inc. 2010 - CONFIDENTIAL
 Our unique game engine and platform will provide:
 Proven, innovative best practice...
SalesLife, Inc. 2010 - CONFIDENTIAL
 Software as a Service (SaaS) model, creates annuity
customers, across three specific...
SalesLife, Inc. 2010 - CONFIDENTIAL
NetSteps
 $100,000 pilot for 1000 users and for resale to industry.
 Recruiting and ...
SalesLife, Inc. 2010 - CONFIDENTIAL
 Nike - $100K @ Scoping (Stage 3).
 Crocs Shoes – $50K Scoping (Stage 3).
 Eli Lill...
SalesLife, Inc. 2010 - CONFIDENTIAL
 Direct Sales (Home Based Businesses):
Natura, 1M distributors, $3B in revenue.
New...
SalesLife, Inc. 2010 - CONFIDENTIAL
 Sales Training is a $7B global market. (American Society for Training &
Development,...
SalesLife, Inc. 2010 - CONFIDENTIAL
Differentiated pricing for individual and corporate customers
Per course “individual...
SalesLife, Inc. 2010 - CONFIDENTIAL
 Next 6-12 month cash requirements:
 6 Months: $450,000-$500,000 (Minimum of $75K to...
SalesLife, Inc. 2010 - CONFIDENTIAL
Key Investment Milestones
Event Develop
working
demo to
begin
marketing
efforts
First ...
SalesLife, Inc. 2010 - CONFIDENTIAL
Year 1 Forecast Income Statement and Cash Flow
Summary
Forecast Highlights
Forecast 6...
SalesLife, Inc. 2010 - CONFIDENTIAL
SalesLife, Inc., a Delaware
corporation
 Series A Round: $1M
 Minimum Buy In: $25,00...
SalesLife, Inc. 2010 - CONFIDENTIAL
 Michael Pearce
 425-830-4156 Pearce@FocusedOnRevenue.com
 Jim Robb
 602.803.0176 ...
SalesLife, Inc. 2010 - CONFIDENTIAL
Appendix
Support Slides
SalesLife, Inc. 2010 - CONFIDENTIAL
 Jim Robb, Co-Founder, President: has over 25 years in executive leadership roles. Wi...
SalesLife, Inc. 2010 - CONFIDENTIAL
 Joel McConaughy, Technology: has over 20 years of experience in information technolo...
SalesLife, Inc. 2010 - CONFIDENTIAL
 Michael Sherry, Board Director: a specialist in mergers, acquisitions and capital fo...
SalesLife, Inc. 2010 - CONFIDENTIAL
Desired Market Position
Custom Corporate Simulations
Packaged Consumer Games
Packaged
...
SalesLife, Inc. 2010 - CONFIDENTIAL
Training Provider Offerings
Custom Simulations, 3D
Instructor Led Training
Packaged
Sa...
SalesLife, Inc. 2010 - CONFIDENTIAL
Platform: Entertainment and Education
Simulations & Game Platform:
a (customizable) pl...
SalesLife, Inc. 2010 - CONFIDENTIAL
 Game Engine: Unity3D
Cross-platform: Web, Facebook, Apple
iOS, Android
High produc...
SalesLife, Inc. 2010 - CONFIDENTIAL
 Proprietary Game Engine
Uses industry standard game development tools
Cross-platfo...
SalesLife, Inc. 2010 - CONFIDENTIAL
Timeline
Tasks Month 1 Month 2 Month 3 Month 4 Month 5 Month 6
Instructional Design – ...
SalesLife, Inc. 2010 - CONFIDENTIAL
Arizona Department of Commerce Small Business Capital Investment
Incentive Program (A...
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Sales Life Investment Summary

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Sales Life Investment Summary

  1. 1. SalesLife, Inc. 2010 - CONFIDENTIAL Investor Summary October 2010
  2. 2. SalesLife, Inc. 2010 - CONFIDENTIAL  Provide a modern, technologically advanced solution to an age old problem – improving sales performance.  Establishing a strong brand following – driving viral adoption.  Attainment of a prominent market position – surpassing forecasts and generating high returns for shareholders. Corporate Vision
  3. 3. SalesLife, Inc. 2010 - CONFIDENTIAL  Key attributes for sales success fall into the “skills” category such as Communication, Acumen, Influence Behavior. These are left to the sales person to develop independently; most fail to develop these “skills”.  Today’s sales training is costly, boring, lacking context, and 85% is often forgotten within 48 hours; the majority of sales training in companies is product focused, not “skills” or “strategy” focused.  Sales teams are lacking “skills”, “strategy” and discipline, eroding sales performance and causing angst and frustration at leadership levels. The Problem
  4. 4. SalesLife, Inc. 2010 - CONFIDENTIAL  Using game theory, Sales Life addresses each of the four core sales competencies, Behavior, Acumen, Influence and Communication via scalable simulations.  SalesLife uses game technology to deliver bite-sized, just-in- time training modules via Web, Mobile and Facebook – a delivery method preferred by under- age 40 professionals.  SalesLife products allow for self-correction, routine reviews, increased retention, more productivity – addressing the specific needs of retail (B2C) and commercial (B2B) sales people. The SalesLife Solution
  5. 5. SalesLife, Inc. 2010 - CONFIDENTIAL  Our unique game engine and platform will provide:  Proven, innovative best practices from industry experts.  The rapid creation of courses as demand develops.  Course customization for markets (IT hardware) or corporations (Johnson & Johnson).  Tracking and testing for industry regulation, compliancy or corporate policy (e.g. mini-mart training for tobacco and alcohol).  An open development platform for industry experts and other training companies (aggregation play). Competitive Barrier to Entry
  6. 6. SalesLife, Inc. 2010 - CONFIDENTIAL  Software as a Service (SaaS) model, creates annuity customers, across three specific channels:  Alliances with CRM providers such as Sales Force.com.  Web platform for professionals (consumers) to access new skills, innovative tools, best practices, certification and experts via Web, PC, Mobile.  Direct & OEM to corporations, reducing training costs, increase training effectiveness, increasing retention and productivity, while tracking and measuring employee progress. The Business Model
  7. 7. SalesLife, Inc. 2010 - CONFIDENTIAL NetSteps  $100,000 pilot for 1000 users and for resale to industry.  Recruiting and Up-selling Modules for Direct Sales Industry  3 months to produce  $50,000 cost to deliver  Selling At CEO Level – At Proposal Stage National Patient Services  $50,000 pilot for 100 users and for resale to industry.  Adverse Event Simulations for Pharma Call Center Reps  2 months to produce  $25,000 cost to deliver  Selling At CEO Level – At Scoping Stage First Customers
  8. 8. SalesLife, Inc. 2010 - CONFIDENTIAL  Nike - $100K @ Scoping (Stage 3).  Crocs Shoes – $50K Scoping (Stage 3).  Eli Lilly- $75K Scoping (Stage 3).  HP - $100K Scoping (Stage 3).  Avnet - $150K Qualifying (Stage 2).  Ecolab - $50K Qualifying (Stage 2).  Vonage, Global Telcom Co - $50K Assess (Stage 1).  DirectTV, Global Telcom Co - $50K Assess (Stage 1). *Sales Stages: Assess – Qualify – Scope – Propose – Close Additional Pilot Prospects
  9. 9. SalesLife, Inc. 2010 - CONFIDENTIAL  Direct Sales (Home Based Businesses): Natura, 1M distributors, $3B in revenue. Neways, 500K distributors, $400M in revenue. NuSkin, 750K distributors, $1B in revenue.  High Tech: HP, 12K sales people, $120B in revenue. Cisco, 16K sales people, $40B in revenue. Oracle, 13K sales people, $30B in revenue. ATT, 18K sales people, $120B in revenue. Verizon, 12K sales people, $110B in revenue.  Higher Education: Apollo (Univ of Phoenix) 500K alumni, 600K enrolled, 100+ corporate partners, $4B in revenue. Additional Markets, Targets
  10. 10. SalesLife, Inc. 2010 - CONFIDENTIAL  Sales Training is a $7B global market. (American Society for Training & Development, 2009)  30M “Sales Professionals” in the US. (US Gov, Direct Selling Association)  27M Small Businesses in the US. (US Gov)  Over 48% of companies spend $1500-$7500 annually per employee on sales training. (CSO Insights Study 2010)  150+ F/500 companies are using games as teaching tools such as Microsoft, American Express, Bank of America, Chase, Canon and Pfizer. (American Software Association 2009)  Zynga, a producer of games on social networks reports over 239 Million DAILY players (Yahoo News, 2010) The Sales Training Market
  11. 11. SalesLife, Inc. 2010 - CONFIDENTIAL Differentiated pricing for individual and corporate customers Per course “individual” pricing - $99/ course or bundled courses with a modest discount Corporate site licensing scheme – annual subscriptions with unlimited use priced by business segment size (per annum) Small Business Market ( 5-99 seats) TBD - $25,000 Mid Enterprise Market (100-999 seats) $75,000 - $90,000  Upper Mid Market (1,000 - 4,999 seats) $112,000 +  Large Enterprise Market ( 5000 + seats) TBD  Additional pricing features and up-charge options “Tips” hotline library - $45 premium per user for an on-line tips and techniques library (that will grow as we answer questions that aren’t already in the library).  Customized solutions - establish "industry" pricing for experts in the industry that wish to partner with us and build customized modules on top of our base platform of offerings; OEM platforms where our development costs are paid by customer  “Sales IQ” - $20 per user to test for sales acumen— to test individual as a user of the system, or to see if a sales force or prospective sales force has natural sales ability Click fees for site advertising Pricing
  12. 12. SalesLife, Inc. 2010 - CONFIDENTIAL  Next 6-12 month cash requirements:  6 Months: $450,000-$500,000 (Minimum of $75K to Launch)  12 Months: $600,000-$800,000  Headcount (midpoint):  Executive (Working): 5  Sales/Marketing: 3 (Non Execs)  Development: 3 (Non Execs)  Administration: 2  Next 6-12 month revenue projections:  6 Months: $92,000  12 Months: $955,000  Projected cash position at end of 12 months:  $65,000 (pre capital raise)  Break even date:  9 – 10 months  Series B round assumptions:  $3M Required to accelerate product development, sales growth and capture of market share. Cash Flow & Revenues Summary
  13. 13. SalesLife, Inc. 2010 - CONFIDENTIAL Key Investment Milestones Event Develop working demo to begin marketing efforts First fully functional beta system, game #1; delivery to launch customers 2nd beta system and delivery of game #2 to customers Delivery of 8 additional customer systems Achieve break- even cash flow Investment Funds Required (cumulative) $75,000 - $100,000 $250,000 - $300,000 $450,000- $500,000 $600,000 - $800,000 $0 Month 1 to 2 3 to 4 6 to 7 7 + 9 to 10
  14. 14. SalesLife, Inc. 2010 - CONFIDENTIAL Year 1 Forecast Income Statement and Cash Flow Summary Forecast Highlights Forecast 6 and 12 month operating results Revenues - $100k and $1.0M Operating loss - $700k and $1.2M Operating cash used -$500k through 6 months Projected cash need of $600 -$800k until cash positive Monthly cash flow positive in month 8 Cumulative cash flow positive by month 12 Bookings of $2.2M / 235k seats by month 12
  15. 15. SalesLife, Inc. 2010 - CONFIDENTIAL SalesLife, Inc., a Delaware corporation  Series A Round: $1M  Minimum Buy In: $25,000  10% Convertible Notes  Accrued interest  24 month maturity  Convertible into common stock @ the lesser of $0.25/ share or 80% of the price of securities issued subsequently (as defined) Available option to convert to principal and accrued interest to common stock after 12 months or take quarterly P&I pmts amortized over 3 years with annual conversion option of remaining principal Investment Opportunity Pro Shares Issued Current Forma Common Stock - Founders Shares 14,500,000 100% 14,500,000 78% Convertible Notes $1,000,000 at $0.25/ share - - 4,000,000 22% 14,500,000 100% 18,500,000 100% Pro Forma Capitalization Table
  16. 16. SalesLife, Inc. 2010 - CONFIDENTIAL  Michael Pearce  425-830-4156 Pearce@FocusedOnRevenue.com  Jim Robb  602.803.0176 jrobb@sales-life.com  Mark Dallmeier  602.410.7793 mdallmeier@sales-life.com  Cameron Adamson  714.269.6384 cadamson@sales-life.com  Joel McConaughy  206.300.4732 joel@sales-life.com Contacts
  17. 17. SalesLife, Inc. 2010 - CONFIDENTIAL Appendix Support Slides
  18. 18. SalesLife, Inc. 2010 - CONFIDENTIAL  Jim Robb, Co-Founder, President: has over 25 years in executive leadership roles. Widely known as a change agent, Mr. Robb has compiled numerous successes in building and rebuilding high tech organization's sales and marketing teams to accelerate growth of revenue, profit and market share while creating hundreds of millions in revenues and billions in shareholder value in companies such as Attachmate, Wall Data, Primus Communications, Endura to name a few.  Mark Dallmeier, Co-Founder, Marketing & BD: is a serial entrepreneur, turn around expert and a noted Chief Sales and Marketing Officer. As President and CEO of The ROBB Group Mark created new innovative growth models, strategies and competitive displacement programs for Mid Size and Fortune 500 clients creating over $2B in new sales for clients. Mark is a CSO of an INC 5000 fast growth company and has held board of directors and sales and marketing executive positions in technology and services companies over the last 15 years.  Tom Trayner, Board Director, Business Development: has over 30 years of experience in strategic BD, marketing, operations general and executive management in the chemical coatings, paper / film and digital imaging markets. He has held senior executive positions in the manufacturing industry such as CEO of 3 Sigma, COO of Precision Coatings, President National Graphics/IJ Technologies, Principal consultant Creative Resources/Boston consulting, President Sentinel Imaging/Charrette Corp. and National Marketing Director for Avery. Tom has a BS from SUNY Stony Brook. The Leadership Team, Roles
  19. 19. SalesLife, Inc. 2010 - CONFIDENTIAL  Joel McConaughy, Technology: has over 20 years of experience in information technology and software development, is a serial entrepreneur and technology visionary. Joel has held various executive leadership roles such as CTO of CD Baby, CEO and Founder Displayware LLC, SVP and CTO Loudeye Technologies, SVP and CTO of Intertainer. Joel has a MA in Economics from University of California.  Cam Adamson, Finance: has 25 years of experience as senior financial executive with early stage, middle market and Fortune 200 companies in the technology, consumer goods and finance sectors. He began his career with Deloitte & Touche and is CPA. Cameron has a BS and an MBA from the University of Southern California.  Michael Pearce, Sales: has over 25 years of domestic and international sales leadership experience within leading companies such as Citicorp, Boeing, Weyerhaeuser, Singer and EMC. Known for his ability to build high performance sales teams he has successfully helped transform sales organizations enabling them to generate revenue and margins with repeatable, dependable and predictable results. Michael is a noted author and a recipient of the Presidents Award for Excellence in Sales Leadership. Michael graduated from the University of California and pursued his Master’s degree at Rutgers. The Leadership Team, Roles
  20. 20. SalesLife, Inc. 2010 - CONFIDENTIAL  Michael Sherry, Board Director: a specialist in mergers, acquisitions and capital formation. Over the past 20 years, he has led or participated in more than 200 transactions in the financial services, high technology, retail, industrial and real estate sectors. As a co-founder of Alexander Hutton, Inc., he spent 13 years focused on mergers and acquisitions. Previously, he worked with Seafirst Bank as a vice president in the corporate finance department. He is a CPA (non-practicing), and has a BA in chemistry and MBA from the University of Washington.  John Harbottle, Board Director, Strategy & Finance: has 25 years of experience in senior financial roles within public, private and high growth companies in the training, software, Internet e- commerce, and consumer products markets. John served as VP Finance and CFO of companies such as Khimetrics, Inc. purchased by SAP, NBC Internet, Mastering Computers purchased by Platinum Technologies, and Zenger-Miller, an international training, consulting and education company.  Al Ovadia, Board Advisor: a noted executive in the film, entertainment, promotion, marketing and consumer products industries for 25 years. While working for NBC-TV, Sony Pictures Entertainment and 20th Century Fox, and other media companies Al capitalized on market trends and opportunities using creative sales and marketing strategies to drive over $10 Billion in corporate share value and over $800 Million in entertainment property licensing and merchandising revenues. Mr. Ovadia also launched Fox Interactive video game publishing, generating a 300% increase in net revenue for 20th Century Fox. The Board Advisory Team
  21. 21. SalesLife, Inc. 2010 - CONFIDENTIAL Desired Market Position Custom Corporate Simulations Packaged Consumer Games Packaged Simulations and Game Platform Serious Game, Simulation Platforms, Developers EA Activision, UBI Soft, Microsoft Nintendo ngmoco:) VenueGen, UnisFair On24, InXpo Thinking Worlds Multiverse Stormwind Brand Games U&L Zynga 505 Sports SecondLife , Icarus Studios Mosbe/Breakaway ARI (Icarus) SecondLife Enterprise SimuLearn, Games2Train, Transmedia SalesLife Future Zombie Studios SalesLife Today
  22. 22. SalesLife, Inc. 2010 - CONFIDENTIAL Training Provider Offerings Custom Simulations, 3D Instructor Led Training Packaged Sales Simulations, Games Computer Based Training Kaiser, Element K Miller Heiman Sandler Wilson Acclivus Richardson Stormwind Brand Games Cognitive Arts InfoMentis Huthwaite SPI (Solution Selling) ARI U&L TriCore TAS Group SalesLife
  23. 23. SalesLife, Inc. 2010 - CONFIDENTIAL Platform: Entertainment and Education Simulations & Game Platform: a (customizable) platform of simulated experiences and real world sales scenarios for corporate and individual learning and professional entertainment. (Web, PC, Smart Phone enabled) Digital Media: Industry & Corporate specific digital media, videos and sales / marketing tools for professionals.
  24. 24. SalesLife, Inc. 2010 - CONFIDENTIAL  Game Engine: Unity3D Cross-platform: Web, Facebook, Apple iOS, Android High production values  Enterprise Portal: Grails Web 2.0 framework Supports web and mobile browsers High developer productivity Automated cloud deployment  Cloud Hosting: Amazon EC2 Highly reliable and scalable Low cost of operations  No CAPEX Platform
  25. 25. SalesLife, Inc. 2010 - CONFIDENTIAL  Proprietary Game Engine Uses industry standard game development tools Cross-platform for Web, Social Media, Mobile Consumer-targeted production values Declining cost curve for game development Proprietary IP: Rules engine for Sales-Life Best Practices  Enterprise Portal Web 2.0 for modern look and feel Rapid development environment Supports B2C and B2B market opportunities Scalable to MM’s of users Proprietary IP: Scoring algorithms for game usage. Technology
  26. 26. SalesLife, Inc. 2010 - CONFIDENTIAL Timeline Tasks Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Instructional Design – Game #1 Assemble Team & Tools Build Technology Demo (v0.9) Game #1 Development Portal Development (v1) Test & Rework Customer #1 Beta Instructional Design – Game #2 Game #2 Development Customer #2 Beta Design Develop Deploy RequirementsComplete Game#1Release Game#2Release
  27. 27. SalesLife, Inc. 2010 - CONFIDENTIAL Arizona Department of Commerce Small Business Capital Investment Incentive Program (Angel Investment Program)  Established by the Arizona Legislature in 2005 to increase investment in targeted Arizona small businesses. Provides tax credits to investors who make capital investment in businesses certified by the Arizona Department of Commerce (Commerce) SalesLife is a certified small business under this program Income tax credits are equal to 30% of the investment amount. Tax credits can be claimed over a three year period at a rate of 10% per year and any unused credits can be carried forward for up to three tax years. Investments in size of $25,000 up to $250,000 qualify Please check with your tax advisor to determine whether you qualify Arizona Residents

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