High level overview of internal process.

1. RESEARCH1
MARKETING2
INSIDE SALES3
SOLUTIONS4
PRICING5
LEGAL6
Core Departmental Workflow

2. SALES LEAD
PROPOSALS
SOLUTIONS (SS / SA)
PRICING
LEGAL
OPERATIONS
DEAL TEAM COMPOSITION

3. STAGE VI STAGE V STAGE IV STAGE III STAGE II STAGE I
SalesLead/SESS/SAPricing/SMEs
• Submission of Proposal and
accompanying documents to
client.
• Iterative refinement of Proposal
w/ Deal Team updates
• Identify & Qualify
Opportunity
• Leverage Collateral
to initiate Content
Strategy
• Formalize and
document purchase
criteria with frequent
validation and
definition with client.
• Hand-Off to Legal
Team & Delivery
Team, update
Salesforce and
leadership w/ Client
Intent.
• Develop Deal
Workbook
• Formulate Provisional
Offering and Product
Strategy
• Engage complete
Solutions Team on
specification process
• Deployment of SMEs
with domain
expertise.
• Develop consensus
on proposal strategy
and timeline.
• Refinement and
formal updates by
Solutions Team to
drive engagement
forward.
• Consensus recheck
with Deal Team.
• Refresh content
strategy and broaden
targeting on the
client organization.
• Continue team-level
review and updates
around specification
changes to ensure
pricing accuracy.
• Formalize and ratify
technical
specifications. *Gate-
Check: Have
operational resources
changed that impact
the deal?*
• SOW development
w/ SE Lead + Legal
Team.
• Lead role in hand-off
to Delivery Teams for
Implementation.
• Support and bolster
final negotiation and
pricing
considerations.
• Maintain oversight on
pricing revisions.
Sales Process Flow & Hand-Offs
• Evaluate initial
concerns and discuss
provisional timeline.
• Note Concerns &
Risks
• Evaluate initial
concerns and discuss
provisional timeline.
• Note Concerns &
Risks

4. INTEREST ENGAGE DISCUSS CLOSE ACTIVATE MAINTAIN
INSIDESALESMARKETINGSALESENABLEMENT
• Research and collect
provisional leads
• Agree on roles and
responsibilities
• Leverage data to
discuss and
determine break-in
strategy.
• Create landing page
strategy w/ content
and case studies
• Deploy email
campaign
• Schedule phone
meetings / in-person
meetings
• Craft presentation
materials.
• Customize content
and case studies to
client themes.
• Send basic welcome
packet (Customer
Strategist, Don
Peppers book, etc.)
• Activate Research:
• Client
• Leadership
• Trends
• Determine LinkedIn
contacts &
influencers
• Deploy Enterprise
Level Ads
• Deploy Tailored
Content
MARKETING & SALES TASK PHASES
STAGE 6 STAGE 1
• Invitations to relevant
events.
• Industry events
(conferences etc.)
engagement
strategy.
• Send Birthday,
Christmas, etc. cards
• Collaborate on
follow-up surveying
and intel collection.
• Send thank you notes
and follow up
collateral
• Work with SE for
debrief research
update.
• Work with SE to
create value-added
research as a client
“gift”

5. Phase I: Research
Objective:
Develop a clear and current understanding to enable data-driven business decisions.
Understand macro-level market and trends. Understand micro-level elements of the
target organization. Begin all marketing and engagement with an informed view that
establishes credibility and relevance.
Strategy:
Leverage in-house research group to standardize deal team knowledge, SE / Team
Lead drives more specific research and informal interviews with knowledgeable
individuals both inside and outside of TeleTech (eg. former employees of the
organization, etc.)
Tactics:
- Market Research: What high level trends and forces are relevant to this enterprise,
and to TeleTech’s engagement with them?
- Client Research: Who are they, what do they do, what are current challenges, who
do they work with, what kinds of budgets do they deploy, what factors might be
influencing their strategy?
- Leadership Profiles: Who are the key decision makers, and in what way should we
conceptualize our outreach strategy based on hierarchy, org-chart, reporting, etc?
- “Engineered Serendipity”: Event schedules and conference attendance etc. How
can we meet them without necessarily scheduling a meeting?
- Connections Determination via LinkedIn: What mutual connections can we
leverage to obtain an introduction and/or to establish credibility and thought
leadership?
Key Inputs:
- Context: Why are we pursuing this client, and how do they align with our objectives
and profiles?
- Questions: What specific areas of understanding are we seeking support on
uncovering?
- Data Points: What metrics and information do we believe are critical do successfully
engaging this client?

6. Phase II: Awareness
Objective:
Establish base-line levels of awareness with target organization specific to TeleTech:
WHO are we, WHAT we do, and WHY they need a partner like us. Establish basic
levels of implicit understanding to maximize receptivity of first outreach and first content
deployment. Achieve preliminary lead qualification.
Strategy:
Leverage research and existing leads to deploy enterprise-level targeted
advertisements. Leverage results, data, and metrics to refine messaging, value-
propositions, and departmental-focus. Ensure that messaging and strategy reflects
sales objective (eg. product, scope, etc.) and strategic objectives (eg. resource
distribution, sales focus, etc.)
Tactics:
- Content
- Advertising
- Customer Strategist
Key Inputs:
- Lead targets
- Engagement timeline
- Background context

7. Phase III: Interest
Objective:
Develop client awareness around TeleTech as a credible and industry-leading partner
for CMS and CGS. Achieve team-leader/executive- level awareness with capability to
determine receptivity at the individual level for further targeting. Leverage inside sales
group to qualify/disqualify assumptions/organization.
Strategy:
Deploy dynamic tailored collateral driven by insightful content at a generalized level via
advertising, and at a personal level via individualized outreach through strategic
messaging (email, LinkedIn, Twitter, etc.)
Tactics:
- Content Refinement and Deployment
- Advertising: Targeting across platforms and websites
- Targeted Content development and presentation
- Thought leader triangulation (who do they respect, how can we drive a message
endorsed directly or implicitly by that individual/organization?)
Outcomes:
- Scheduled meeting (Phone, Skype, In-Person, etc.)
- 3+ established contacts within target organization
- “Welcome Package” deployed to key individuals (content, books, swag, etc.)

8. • Establish Research Goals & Questions: What key facts/factors do we need further insights into? What questions are
we seeking to answer? Engage and collaborate with Research Group.
• Establish Provisional Problem/Solution Thesis: Based on provisional intel, what do we believe the most compelling
product offerings to be? How does this map to departments and individuals within the target organization? Setup
and host meeting with marketing team to discuss preliminary plan. Determine success metrics, expectations,
and timeline.
• Stakeholder Definition and Targeting Strategy: Who are we messaging to, what content should they be seeing
and when? Define how and when does Market Services, Inside Sales, and SE/Lead engage the target in the context
of the content. Setup and host meeting with Inside Sales team and marketing stakeholders to discuss
preliminary plan. Determine success metrics, expectations, and timeline.
• Review Leads and Contacts: What traction are we developing, and where are we falling flat? How can we refine
this?
• Collaborate with Sales Enablement on CRM: Ensure qualified leads/logos are being properly input into systems
and CRM. Hold “Gate Check” meeting with Troy Ewtor, ensure alignment with Strategic Account Plan and
with Solutions Group.
MARKETING PLAN INPUTS

9. • Client Lines of Business: What exactly is TeleTech providing? Setup and host provisional meeting with solutions
group and with sales force to ensure initial alignment.
• Client Priorities: What are they looking to achieve, and how does this map to TeleTech product offerings? Setup
and host provisional meeting with solutions group and with sales force to ensure initial alignment.
• Notable Client Challenges: From the client themselves and/or from operations leads, what existing problems have
been noted within engagements solving the aforementioned challenge? Discuss individually with solutions,
pricing, legal, and operations. Where applicable include on-site operational resources in the conversation (eg.
Hugo the site-lead at Greeley, etc.)
• Forecasted Revenue: Estimate and forecast ACV + TCV with segmentation across business lines. Review with sales
peers, Pricing Team, and Enablement to obtain “reality check” and to refine numbers where applicable.
Continued..
STRATEGIC ACCOUNT PLAN INPUTS

10. • Account Objectives: What does a successful engagement look like, how is it measured, and what differentiators/
metrics define the engagement? Review with Revenue Leadership, does the initial plan and thinking align with
internal limitations and initiatives?
• Communication Plan: How and when do we interface with the client, how do we communicate value, and what
content/teams/individuals are necessary to credibly drive the message? Setup and host provisional meeting with
marketing and enablement groups to ensure initial alignment. Integrate lead development and content
strategy with Inside Sales Team.
• 90 Day Plan: What is happening to achieve the previously stated objectives? Who drives the action item, and when
is turn-around required? Discuss and formalize calendars and action plans on key objectives. Define hand off
points and solicit details to solve information gaps. Create collaborative documentation to serve as as Deal-
Team reference material. Establish check-in and update cadence with in-person meetings and remote calls
where appropriate.
STRATEGIC ACCOUNT PLAN INPUTS

11. Competencies:
• Competitive
Analysis
• Key Executive
Analysis
• Market/Industry
Trends
• NPS Insights
• ACSI Insights
How We Leverage Them:
• Refining entry-point for targeted messaging.
• Clarifying market position and competitive landscape.
• Identifying high-level organization charts.
• Identification of existing outsourcing partners.
• Developing provisional targeting list for marketing/
advertising strategies.
• Standardizing base-level Deal Team knowledge on target
companies.
• Packaging recent relevant news on target organizations.
Key Contact:
Amber Bernardi, Senior Research Manager
Email: AmberBernardi@teletech.com Phone: 303 397 9130 (PST)
RESEARCH GROUP1

12. MARKETING GROUP2
Competencies:
• Marketing
• SEO
• PPC
• Content
• Email
• Display
• Social
• Partnership
• Retargeting
How We Leverage Them:
• Lead Generation - Capturing buyer interest through an
integrated mix of online and offline marketing tools and
strategy:
• Online Search
• Content Marketing
• Targeted Print
• Mobile Search
• Partnership Marketing
• Integration of “Customer Strategist” and Dialogue into
messaging campaigns.
Key Contact:
Megan Silkman, Marketing Consultant
Email: MeganSilkman@teletech.com Phone: 303 397 8864 (MST)

13. INSIDE SALES GROUP3
Competencies:
• Lead Generation
• Lead Qualification
• Email Outreach
Campaigns
• Phone Outreach
Campaigns
How We Leverage Them:
• Lead Generation through integration with marketing
team.
• Developing within-org. contacts and scheduling initial
conversations.
• Acts as preliminary SE early in the funnel.
Key Contact:
Steve Orona, Business Development Manager
Email: SteveOrona@teletech.com Phone: 480 446 2142 (PST)

14. Engagement Tips:
• Submit requests as early as possible, and avoid last minute changes and
alterations whenever you can. If you have a key date in mind for when you
need the information, communicate that clearly.
• Provide context and background on what your goals are, and why you are
requesting the information. Provide detailed and clear instruction.
• Understand that there is limited availability, so plan accordingly.
RESEARCH GROUP

15. Engagement Tips:
• Be disciplined with territories and regions, ensure that you are
collaborating with the owners of accounts.
• Be comfortable with non-standard requests. If you have an idea for how the
operations and enablement team might help, let them know.
• Keep your documentation and Salesforce information up to date.
SALES OPERATIONS & ENABLEMENT

16. Engagement Tips:
Communicate: Successful operations require consistent communication, details,
and context. Consider your role as being the intel and insight from the client
perspective. Own the “win themes” and differentiators.
Preparation: Keeping the team up to date on timelines, goals, and deadlines
ensures that the best work gets done without disruption. As the sales team receives
and develops insights, it is also vital that those get shared with the SS / SA team.
Engagement: Ask questions, keep involved in the solutioning process. Join
meetings, and actively contribute. Engaged input throughout the process keeps the
team more on-target and reduces the need for iterative back-and-forth.
SOLUTIONS GROUP

17. Engagement Tips:
• Engage early on deals. Mistakes can happen, and non-ideal outcomes occur when
pricing is seen as an ‘output’ rather than as an ‘input.’ Engage pricing within the creation
of the proposal.
• Remember that the deal is only done when the contract is signed. Pricing can be
impacted ay many points between proposal submission and signing, so keep the pricing
team updated and involved to ensure that intelligent decisions are made.
• Many team members will get locked into a tunnel vision as far as products, revenue, and
packages are concerned. Don’t allow yourself to think “it’s always been done this way.”
PRICING GROUP

18. Engagement Tips:
Our team works assigned accounts that have been identified by our Executive leadership
and marketing team. Once the accounts are assigned to our ISRs (Inside Sales Reps) they
put together a break-in strategy based on investor relations, articles, or key initiatives the
company is focused on, etc.
We focus the messaging on programs that are similar in scope to position the TeleTech
offering that best fits their goals. (CTS, CGS, CMS and CSS). After the ISR has completed
their initial discovery and identifies the opportunity it is assigned to Executive leadership
so they can assign the SE. Our ISR then completes the warm handoff.
We also receive inbound leads that come in from Teletech.com and calls that come in.
INSIDE SALES GROUP

19. Engagement Tips:
• “Everybody is a writer” — SEs that own their Cover Letters, Executive Summaries,
and provide foundational content for the RFP process often find the most success.
Provide context, and deliver key information.
• “Attend Meetings” — SEs that are reliable about showing up, participating, and
preparing for meetings with the team succeed.
• “Don’t Escalate Non-Qualified Deals” — as a matter of bandwidth, ensure that there
is a level of confidence in the relationship, competitiveness, differentiators, and
pricing. The proposal team wants to win too!
PROPOSALS GROUP