The document outlines Ed Nolan's responsibilities and activities as a business development role, including surfacing leads, managing opportunities, coordinating team activities, and directly pursuing and closing business. It provides strategies and tactics for acquiring new business and growing existing business. Metrics include targets for pipeline growth, sales, and headcount. Annual sales forecasts show projections for hitting quota and stretching goals.

1. Ed Nolan, Business Development
12/12/12

2. Business Development Role & Responsibilities
 Surfacing the lead
 Managing the opportunity pursuit
 Coordinating team activities
 Strategic Dialogues within clients’ C-levels
 Sharing and leveraging Leading Practices
 Impact as a sales organization – Teamwork
 High Acceptance by Team, Practitioners and Leadership
 Serve as Coach/ Advisor
 Directly involved in driving growth in clients/accounts
 Direct involvement in Pursuits
 Account/Revenue Planning
 Pipeline Management
 Securing the relationship with the key decision makers
 Proposal development
 Participation in the oral presentation
 Helping to close business
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3. •New business acquisition strategies
•New business acquisition tactics
•Existing business growth strategies
•Existing business growth tactics
•Determine the Following:
Sales quota:
Sales territory:
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4. Ed Nolan’s Sales Playbook: The Six “A’s”
• Analyze –what’s driving change, disruption, needs, opportunities?
Who owns the tasks; who has the wallet; where is the champion?
Get your face in the place and walk their halls. Always call with a
plan; don’t go in cold.
• Assess - Where are the immediate solutions: who will take the
deal to the next level; why are they talking to competitors; where is
the “hook”?
• Align – No deal is won or lost alone. Where are my best resources;
who has the best experiences; what will negotiations require; who
can add value?
• Ask – Be preemptive when possible; know who can say yes; close
on each phase of the deal. Get a quid pro quo in negotiations.
• Acknowledge –Show thanks for the deal; recognize new business
relationships; insert value-adding cross-sell solutions; make
everything sticky and repeatable. Ask for more!
• (Do it) Again, and again, and again…
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5. New Business Acquisition Strategies and Tactics
1. Exceed my quota.
 Send no less than 25 letters of introduction to new prospects each week.
 Make no less than 25 cold calls of introduction to new prospects each week.
 Make no less than 10 face-to-face contacts with new prospects each week.
 Create no less than 3 proposals each week.
 Make no less than 3 presentations each week.
2. Increase awareness in the marketplace of Slalom’s CFOAS services and solutions.
 Join and participate in no less than 3 professional associations and organizations that my best
prospects and customers belong to.
 Attend any and all trade shows and conventions that my best prospects and customers attend.
 Purchase the mailing list of these associations and organizations and send letters of introduction.
 On a regular basis, contribute articles and white papers that address the interests and concerns of this
population.
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6. Existing Business Growth Strategies and Tactics
1. Create a touch-point program.
 Contact each of my existing customers no less than once per month with a new idea they cannot get
from anyone else.
 Create a noteworthy monthly newsletter.
 Create a user-group within my existing customer base.
 Create some sort of Web-based seminar series for my existing customers.
 Take at least three existing customers to lunch each month and invite a new prospect to join us.
2. Prospect within my existing customer base.
 Knock on no less than 3 new doors, departments and divisions within each of my existing customers'
businesses.
 Ask each of my existing customer contacts to introduce me to one other person within their
organization.
 Personally meet the top executive at each of my existing customers' businesses.
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7. Pipeline Management Activities:
Pursue-
Identify-
Identify Decision Criteria
Develop Relationship
Propose/Present
Line of Business/Subsidiary levels
Handle Objections
Employ CRM
Negotiate
Qualify- Evaluate
Evaluate client interest; risk;
competitive landscape Close-
Match interest to Slalom resources Ask for business
Align solutions to needs Maintain relationship
Price Maintain CRM
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8. Firm Work
Client Work
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9. First 30 Days
Learn the Firm
Virtual Training and On-Situ Training at Atlanta, etc.
Absorb as much information as possible as quickly as possible
Learn internal organizational systems
Learn key procedural items necessary for initiating and closing deals
Meet with key personnel and support staff to determine best avenues for questions to be
addressed
Learn the Products
Learn Slalom's Portfolio of CFO Advisory and other Firm Offerings and Services
Spend time researching regional marketplace, industry trends, external factors, etc.
Understand value and how to position added services
Become familiar with competition offerings
Learn the Customer
Determine targeted Customers & Prospects
Get on the phone; Leverage past clients, etc.
Immediately begin to generate quality leads and set appointments
Get in front of prospects
Develop Sales pitch specific to CFO Advisory offerings and services
Develop Counters to Prospect objections
Become familiar with methods of utilizing marketing materials
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10. First 60 Days
Field Time: Lead Generation
•Cold Calling
•"Door-to-Door" Prospecting
•Move prospects to next stage with each meeting
•Visit Assigned clients in territory and begin to build relationships, develop mutually beneficial
dialogues. Identify potential sponsorships and networks
•Stay on top of all opportunities
Field Time: Prospecting & Visits
•Target 8-10 Face-to Face Meetings per week
•Understand a prospect's business, who makes decisions and potential hesitations
•Develop best practices for educating prospects by delivering compelling pitches and
presentations
•Focus on presenting finance function issues, process and controls, best-practices, compliance
&risk-related thought leadership
•Create relationships with prospects to close business and generate referrals
•Close initial 2-3 Deals
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11. First 90 Days
Sell; Continue to Sell
•Set Goals High
•Pipeline Generation
•Attention to Details
•Time Management
•Increase Activity, Increase Numbers
•Persistence & Follow-Up
•No Stone Left Unturned
•Be Creative with Pitches & Prospecting
•Exceed Expected Quotas
•Enjoy it!
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12. Illustrative “Bring-Along” Prospects Current Clients & Prospects
•Viacom •Viacom*
•Dorel Industries •Morgan Stanley*
•Axis Capital •MetLife*
•Tranzact
•Tudor Jones Investments •Omnicom
•Reed Elsevier •D&P
•MasterCard International •GSUSA
Coach
•Citigroup •Optimer
•Artio Global •Corning
•CIT •Polo
•RBS/Citizens •Endurance
•Scholastic*
•Mutual of America •J&J
•BNY Mellon •BMS
•CommonFund •Merck
•WWI
•FieldPoint Private Bank •McGraw-Hill
•AT&T*
•Unilever *= Ed Nolan Contacts
•CSFB*
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13. Base Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
HC 2 2 3 6 7 9 9 9 10 12 13 13
Pipeline $100,000 $150,000 $225,000 $592,000 $744,000 $872,000 $968,000 $896,000 $968,000 $1,424,000 $1,160,000 $1,072,000
Sales $60,000 $75,000 $150,000 $200,000 $250,000 $250,000 $300,000 $300,000 $300,000 $400,000 $350,000 $350,000 $2,985,000
M-t-M
$56,000 $51,000 $56,000 $148,000 $186,000 $218,000 $242,000 $224,000 $242,000 $356,000 $290,000 $268,000 $2,337,000
Revenue
YTD
$56,000 $107,000 $163,000 $311,000 $497,000 $715,000 $957,000 $1,181,000 $1,423,000 $1,779,000 $2,069,000 $2,337,000
Revenues
Stretch Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
HC 2 4 5 9 11 13 13 13 17 21 22 22
Pipeline $100,000 $200,000 $300,000 $888,000 $1,180,000 $1,280,000 $1,368,000 $1,264,000 $1,496,000 $2,308,000 $1,868,000 $1,696,000
Sales $60,000 $200,000 $200,000 $250,000 $350,000 $350,000 $350,000 $350,000 $400,000 $600,000 $500,000 $450,000 $4,060,000
M-t-M
$56,000 $82,000 $110,000 $222,000 $295,000 $320,000 $342,000 $316,000 $374,000 $577,000 $467,000 $424,000 $3,585,000
Revenue
YTD
$56,000 $138,000 $248,000 $470,000 $765,000 $1,085,000 $1,427,000 $1,743,000 $2,117,000 $2,694,000 $3,161,000 $3,585,000
Revenues
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14. $1,600,000
$1,400,000
2013 Sales/Revenue
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Oppty Pipeline $100, $150, $225, $592, $744, $872, $968, $896, $968, $1,42 $1,16 $1,07
Monthly Sales $60,0 $75,0 $150, $200, $250, $250, $300, $300, $300, $400, $350, $350,
Booked Revenue $56,0 $51,0 $56,0 $148, $186, $218, $242, $224, $242, $356, $290, $268,
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15. $2,500,000
2013 Sales/Revenue
$2,000,000
$1,500,000
$1,000,000
$500,000
$0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Oppty Pipeline $100, $200, $300, $888, $1,18 $1,28 $1,36 $1,26 $1,49 $2,30 $1,86 $1,69
Monthly Sales $60,0 $200, $200, $250, $350, $350, $350, $350, $400, $600, $500, $450,
Booked Revenue $56,0 $82,0 $110, $222, $295, $320, $342, $316, $374, $577, $467, $424,
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16. •Next Steps
•Preparations for 12/20 Sales Plan Presentation
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