This document discusses strategies for transforming a media company's sales approach. It shows that clients want more thought leadership, innovative opportunities, and assistance with integrated marketing strategies from their media partners. The company's accounts revenue is split with 20% of accounts up 4% and $2 million, while 80% of accounts are down 28% and $10 million. The company is investing in sales leadership, standards, and key performance indicators to focus representatives on active accounts, average order size, contract length, growth, and increasing digital revenue. The value proposition, recruitment process, and onboarding plan emphasize providing custom marketing strategies and transparent reporting to help clients achieve their objectives.

1. World Class Sales
A transformation strategy

2. What our clients want
71% 68% 67%
“Our media partners do not
provide us with thought
leadership, but we would like
them to”
“Our media partners do not
provide us with innovative
opportunities, but we would like
them to”
“Our media partners do not provide
assistance with creating an
integrated marketing strategy, but
we would like them to”

3. Good News/Bad News
Accounts Revenue
20% 75%
80%
25%
Up 4% and
$2.0m
Down 28% and
$10.0m

4. Investments in World Class Sales

5. Group Sales Leadership
Group President
Group VP Sales
Market Sales
Leaders
Group Sales
Director
Group Sales
Director
Corporate
Group Auto
Director
Group Digital
Director (2)
Group Trainers
(2)

6. Sales Standards – Account Executive
6
Achieve Total and Digital Goals
Build Strategic Quarterly Plans
• Keys: Plan for all accounts (grow, retain, re-activate)
• Territories: 4x’s gap
Sales Execution
• Activity Targets (Keys/Auto: minimum 5; Territories: minimum 8)
• Target Pipeline, Closed/Won Revenue
• SFDC adoption
KPIs
• Active Accounts, Average Order $, Average Contract Length
• % of Accounts Growing YOY, % of Accounts Buying Digital, % Revenue Digital

7. Key Performance Indicators
Levers that help management diagnose and coach to behaviors
• Active Accounts
• Are we focused on new business acquisition?
• Are we optimizing and reducing churn?
• Average Order $
• Are we selling integrated solutions?
• Are we selling the right mix for customer results?
• Average Contract Length
• Are we articulating our value proposition?
• How are we setting ourselves up for long-term success?
• % of Accounts Growing YOY
• Are we over-leveraged in a few accounts?
• Are we driving a culture of new business?
• % of Accounts Buying Digital
• Are we setting goals to the minimums?
• Are we reviewing and role playing proposals?
• % Revenue Digital
• Are we increasing the digital acumen of our sales team?
7

8. Retail structure
Aligned to client needs and potential
8
Top Keys (Old Faithfuls)
Big spenders (generally top 20 accounts
in Metro). Example: a hospital that does
$500k/year
Keys (Remaining)
Accounts with high potential but lower
spend (top 300-400 accounts in Metro ).
Example: a hospital similar to the big
spender, but spending only $20k/year
Territories (Call Centers)
Accounts with lower potential (remaining
accounts below Territory Outside), thus
they are managed via inside sales reps.
Example: Small Jewelry Shop
Territories (Outside)
Accounts with medium potential
(generally 1-2K accounts below Keys) .
Example: an MRI clinic

9. Our Value Proposition
The Elevator Pitch
“We are the largest media and marketing company in [insert local
market] with a passion for growing local businesses. We take the
time to understand our clients’ businesses and objectives and
develop custom marketing strategies that are rooted in research, as
well as creative solutions that cut through marketplace noise and
motivate their customers to act. We constantly monitor and optimize
their campaigns and provide frequent, transparent reporting,
because—like our clients—we live and die by results.”

10. Our Value Proposition
Play Video

11. Value Proposition Tools

12. World Class Talent

13. Our Story:
Transparency from start to finish
Today. We are…
• The number one media and marketing solutions company in our local market
• Able to solve every marketing challenge
• Local marketing intelligence leaders AND we are backed by the power of Gannett
• Pushing now for our breakthrough moment with our clients but have not gotten there yet
• Headed where we want to go, we just need the right people to get us there
• In a bit of a chaotic culture
• Committed top leadership transitioning our company from being a holding company to an
operating company
• Making money and debt free
Tomorrow. We will…
• Still have the ability and access to sell all the solutions we have today – local position will
only get stronger
• Be a growth company
• Focus on talent – acquiring, developing, and keeping
• Be nimble and look different – innovation will be critical

14. “A good rule of thumb is
to hire only people who
are better than you. Do
not comprise. Ever.”
-Senior Vice President of People, Google

15. Rigorous Process
•90-minute kick-off call
•Get calibrated on position, requirements, profilePlanning
•Leading indicators
•Challenger Aptitude
•Digital Aptitude
Sourcing & Screening
•Exploratory visit
•Sell them before they sell usGet to Know Our Team
•Challenger skills and deductive reasoning test
•High scores, 43-54% more likely to attain goalChallenger Assessment
•Interview with VP/Sales, Hiring Mgr., HR Biz Partner
•Structured calibration/debrief session
Coordinated Competency
Interviews

16. 16
Test (Content Type) Description
Challenger Propensity Tool
• Personality content
• 70 items
• 25 minutes
Forced-choice behavioral content aligned to CEB Challenger research to produce an in-depth look at an
individual’s natural sales propensity. Measures of alignment to the 5 CEB sales profiles are provided:
Challenger, Lone Wolf, Relationship Builder, Problem Solver, and Hard Worker.
Verify Deductive Reasoning
• Ability content
• 18 items
• 20 minutes (timed)
The ability to draw logical conclusions based on information provided, identify strengths and weaknesses
of arguments, and complete scenarios using incomplete information. It provides an indication of how an
individual will perform when asked to develop solutions when presented with information and draw
sound conclusions from data.
Sales Potential Biodata
• Biographical data content
• 12 items
• 5 minutes
A multifaceted measure of background, experience, and opinions that predicts success in sales positions,
characterized by traits such as conscientiousness, organizational discipline, persuasion, and persistence.
Sales Focus
• Personality content
• 12 items
• 4 minutes
The tendency exhibit persistence in order to close a sale, show desire to pursue aggressive goals and
achieve results, and maintain high levels of energy and stamina even after a hard refusal/rejection.
Tolerating Sales Pressure
• Personality content
• 8 items
• 3 minutes
The tendency to direct conversations toward a commitment; show confidence even after a hard
rejection; and strive to close a transaction every time.
• The assessment comprises 5 tests to determine applicants’ overall likelihood of success in the role
• Tests span foundational sales aptitude as well as themes that are unique to Insight Selling
Challenger Assessment
xx

17. Comprehensive onboarding
Onboarding Phase 1: Foundations
Student Location: Onsite in Local Market
Method: Virtual Instructor Led, Local SMEs, eLearning
Delivery: Published new hire training schedule
Launch: 9/14
Onboarding Phase 2: Sales Coaching
Student Location: Onsite in Local Market
Method: Virtual Instructor Led, Local SMEs, eLearning
Delivery: Scheduled based on graduates in Phase 1
Launch: 11/9
Onboarding Phase 3: Sales Application- Insight Selling
Student Location: Group Learning Centers (Cincinnati, Phoenix, Des Moines, etc.)
Method: Instructor Led Classroom and Workshop
Delivery: Published new hire training schedule
Launch: TBD

18. THANK YOU