Sales Strategy - Attracting and Developing The Best Talent

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Sales Strategy Research Results:Attracting and Developing the Best Talent 1 Attracting “A” Players 2 Selecting the Best 3 Onboarding New Talent 4 Developing Future Stars 5 Sales Management Role

Attracting ‘A’ Players:Best Practice Exercise 1. We provide better territories than the competition. 1 2. Our quotas are attainable. 3. Our sales managers are coaches and not micro managers. 4. The compensation program follows the 3x uncapped best practice. 5. The sales culture is a meritocracy with favorable accounts going to proven performers. Back

Current LA Territories

Total Market Potential Segment A Metro Area Prospects Monthly Net Rev Annual Net Rev Total Net Rev % of Total Bakersfield 12 $15,000 $180,000 $2,160,000 0.35% San Luis Obispo 15 $15,000 $180,000 $2,700,000 0.43% Oxnard 52 $15,000 $180,000 $9,360,000 1.50% Santa Barbara 25 $15,000 $180,000 $4,500,000 0.72% Riverside 83 $15,000 $180,000 $14,900,000 2.39% Los Angeles 681 $15,000 $180,000 $122,580,000 19.59% Segment A Total 868 $90,000 $1,080,000 $156,240,000 24.97% Segment B Metro Area Prospects Monthly Net Rev Annual Net Rev Total Net Rev % of Total Bakersfield 99 $4,000 $48,000 $4,752,000 0.76% San Luis Obispo 63 $4,000 $48,000 $3,024,000 0.48% Oxnard 368 $4,000 $48,000 $17,664,000 2.82% Santa Barbara 143 $4,000 $48,000 $6,864,000 1.10% Riverside 1059 $4,000 $48,000 $50,832,000 8.12% Los Angeles 8051 $4,000 $48,000 $386,448,000 61.75% Segment B Total 9783 $24,000 $288,000 $469,584,000 75.03% Total Annual Revenue $825,824,000 A Segment 868 $15,000 $13,020,000 B Segment 9783 $4,000 $39,132,000 10651 $52,152,000 Average Monthly Net Revenue $4,896

LAX Coverage Area Prospect Count Santa San Luis Metro Los Angeles Riverside Oxnard Bakersfield Barbara Obispo Segment A 681 83 52 25 15 12 Segment B 8051 1058 368 143 63 99 Total 8732 1141 420 168 78 111

Selecting the Best:Best Practice Exercise 1. We have defined an “A” player. 2 2. We have calculated the cost of a miss hire. 3. Our search and sourcing efforts are confined to pools filled with “A” talent. 4. We use past performance data to predict future results. 5. Competency screening is determined through scenario based behavioral interviewing. 6. A standard decision framework is used when choosing between candidates. 7. Reference checks include past bosses, current and former customers, and co-workers. Back

Region vs. RegionSummary of Scores Overall Score 4.5 4 4.2 4.2 4.2 4.1 3.5 3.7 3.4 3 2.5 2 1.5 1 0.5 0 East South Central Canada West Benchmark

Objection HandlingSummary of Scores Objection Handling 6 5 4.8 4 4.3 4.1 3.8 3.7 3 3.3 3.0 2 1 0 East South Central Canada West Average Benchmark

Convert Strategy to TacticsSummary of Scores Convert Strategy to Tactics 4.5 4 4.2 3.9 3.8 3.5 3.7 3.4 3 3.0 2.5 2.5 2 1.5 1 0.5 0 East South Central Canada West Average Benchmark

Onboarding New Talent:Best Practice Exercise 1. 3 By role, we understand the time it takes a new hire to make the first sale. 2. By role, we understand the time it takes a new hire to reach quota run rate. 3. We have an individualized 30/60/90 plan for each new hire. 4. Leading indicator measurement is used to track new hire progress. 5. Sales managers are measured on hiring effectiveness. Back

Pre-Ramp AccountabilitiesDoing the Right Things at the Right Time o Details should be in Onboarding process documentation Pre-Ramp Accountabilities: Job Execution MonthsActivity 1 2 3 4 5 6Internal Process Review XOnboarding for “Key Accounts” Update, Status X% of Pipeline (Pred + Non Pred) versus Quota XProspecting Phone Calls XJoint Account Meetings w/Regional Manager 5 15 30 40 40 40Joint Account Meetings w/Senior Sales Rep 4 4 2 2 2 2Appointments w/Clients (with a Source) 2 2 1 0 0Appointments w/Clients (Solo) 0 1 2 4 8 10Generation of Proposals (for New Trials) 0 0 4 6 6 6Negotiation of Contract and Terms 0 2-5 2-5 5-10 5-10 10Territory Plan Development & Update 0 1 1 3 3 3Run Rate (% Annual Quota Achievement) 25% 40% 50% 70% 90% 100%

Onboarding MeasuresMetric Definition Average number of months between the new hire start date of a quota-bearing sales professional and the point at which that salesRamp Time to Full Sales Productivity professional reaches sales full productivity, which is determined as 100% of their monthly sales goal. Count as 12 months the time for each sales professional who never reaches full productivity. Percentage of sales professionals that leave a company in a givenSales Turnover Rate year. (The cause of turnover can be voluntary or involuntary.) Average number of sales calls executed by each salesSales Calls per Sales Rep professional. Average number of sales proposals submitted by each salesSales Proposals per Sales Rep professional. Average number of sales appointments executed by each salesSales Appointments per Sales Rep professional.Pipeline Ration Ratio of the pipeline relative to total assigned sales quota.Breakeven Point Minimum sales revenue required to cover selling expenses. Average annual sales quota amount assigned to each salesSales Quota Amount per Sales Rep professional. Percentage of sales professionals achieving at least 100% ofSales Quota Attainment assigned annual sales quota.

Developing Future Talent:Best Practice Exercise 1. We retain the top 25% performers for at least 5 years. 4 2. Certification programs enforce career-long training. 3. We have a multilevel progression within the same job family. 4. A clear career advancement path is established. 5. Training content components are 1. Industry perspectives 2. Selling competencies 3. Product knowledge 4. Use case 5. Sales methodology 6. Automation tools Back

DF Belt Certification Process • Tier 1 – Relationship & Insurance (Step 1) • Tier 2 – Discovering Needs (Steps 2, 3, 4) • Tier 3 – Meeting Needs (Steps 5A/B, 6, 7) • Tier 4 – The Visit To Client (Steps 8, 9, 10, 11) • Certification Process – Each criterion on QA Form has been designated a Tier Level – To Move Up to the Next Tier Level • If 4 out of 5 call evaluations (based on call date/time), the Rep achieves Excellent or Good rating on all QA Form criteria for the next, current and previous tier levels – To Be Moved Back to the Previous Tier Level • If 2 straight call evaluations (based on call date/time), have any Fair or Poor ratings for the current or previous levels • Managers must re-score calls before a Rep is moved down a level

Pilot Training Plan • February (Tier 1) – Relationship & Insurance – Step 1 – Relationship First, Task Second – Uncovering Insurance In Branded Way • March (Tier 2) – Discovering Needs – Steps 2, 3, 4 – Distinguishing Call Need from Call Purpose – Place Caller Needs Before Your Own – Active Listening – Empathy • April (Tier 3) – Meeting Needs – Steps 5A/5B, 6, 7 – Branded, Efficient Transitioning of Non-Prospects – Setting Next Action Steps • May (Tier 4) – The Visit To CLIENT – Steps 8, 9, 10, 11 – Matching Caller’s Words/Tone

Sales Management Role:Best Practice Exercise 1. Sales managers do not have their own accounts. 5 2. District sales managers have direct responsibility for reps for a defined list of named accounts. 3. Job description calls for: staffing, training/coaching, forecasting, quota allocation, account assignments. 4. Our sales managers received 2x the training of our reps. 5. New sales managers are enrolled in a peer mentor program. Back

SM Weekly Cadence (Assuming 10 Reps) Monday Tuesday Wednesday Thursday Friday Office Day Field Day Field Day Field Day Office Day • Admin Work • Sales Mgmt Call • Planned/Spontaneous Ride-Alongs • Top-grading • Sales Team Call InterviewAM • Rep Phone Calls • 1-on-1 Meetings • Talent Reviews (Planning / • Account Visits Resolve Issues) • Skills Training or Corporate Call • On-boarding / • Top-grading Fast Track Interview • Planned/Spontaneous Ride-Alongs • EDP Activities • Talent ReviewsPM • 1-on-1 Meetings • CAN Activities • Dashboard • Account Visits Review/Pipeline • Admin Work Review

How to Get Started? Phase 1 Phase 2 Phase 3 Determine Sales Assess Sales Force Force Maturity Prioritize Possible Conduct Sales Conduct Discovery Remediation Present Findings Benchmark ActionsMeans Results1. Exec Interviews Assess Sales 1. Capture Current State Identify Key2. Mystery Shopping Performance 2. Show End State Drivers to improve3. Documentation Drivers Possibilities4. Metric Data 3. Make Recommendations5. Customer Survey 4. Quantify Impact Performance Drivers6. Sales Rep Survey 1. Channel Management 8. Sale Management7. Sales Rep DILO 2. Compensation Planning 9. Sales Performance8. Expert Panel Management 3. Key Account Management 4. Lead Generation 10. Sales Process 5. Quota Setting 11. Sales Strategy 6. Sales Force Structure 12. Talent Management 7. Sales Force Size 13. Territory Design

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Sales Strategy - Attracting and Developing The Best Talent

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