This document provides an overview and agenda for a sales process training pilot program. It includes: - An introduction and background on the goal of standardizing the sales process. - An overview of the standardized sales steps process, including definitions for qualifying opportunities and tracking key funnel metrics. - A demonstration of the Oracle CRM On Demand tool and how it will be improved to better support the standardized process. - Details on new job aids, back office support, and aligning marketing content to the different sales steps that will help reps implement the new process. - The timeline for rolling out the pilot program and continuing to enhance support for the standardized sales process throughout 2010.

1. Sales Process Training
Pilot Program, October 2009

2. Welcome
 Introduction and Background
 Sales Steps Process Overview
 Lunch
 Oracle CRM On Demand (SOD) Demo / Q&A
 Expectations
 Wrap-up
2

3. First, some background …
 Goal of new sales standardization group
 Determine how we can help you be
more productive
 Conducted sales force surveys
 Input from regions is driving:
 Sales process improvements
 Better alignment between
marketing tools and sales activities
 Better alignment of sales activities
with the sales funnel
 This is the pilot session
 Program to be rolled out
throughout 2010
3

4. “One” Kodak
 Many perspectives and processes in our organization
 Need a common language and common tools
to be productive and effective
 You and Kodak both benefit
4

5. Challenges with Current Process
 Too much time spent with prospects that don’t buy
 When competitors arrive first, probability of success shrinks
 Prospects stall while reps search for tools, support
 Credit problems end some successful sales
5
Can become
a labyrinth of
dead ends

6. Benefits to You of Standardized Process
 Helps you cross-sell solutions
that are outside your area of
expertise
 Enables you to
break out of dead ends
6
 Better collaboration
with manager
 Expanded use
of SOD
 Truly align with what you do
 Make it easier to use SOD
Standard process
I N C R E A S E D
S A L E S
Coaching
New tools

7. Benefits to You of Standardized Process
7
I N C R E A S E D
S A L E S
 Common language
 Clearer rules for moving forward
 Tools, support that are aligned
with steps of sale
 More sales time
 Increased time with
best prospects
 Greater sales

8. Benefits to Kodak
 More effective selling
 Greater sales productivity
 Improved communication, clearer expectations
 Improved forecasting, cash flow
8
I N C R E A S E D
R E V E N U E

9. Sales Steps Process Overview
9

10. Standardized Steps of Sale
Suspect
Qualify
Closing
Close Win/Loss
Needs Analysis
Solutions Development & ROI
Demonstrate / Benchmark
Proposal / Negotiation
At Each Step
Earn the right
to advance
Qualify and gain
agreement to move
forward
Close for the
next step

11. Definitions – No Changes in Current Colors
11
Suspect
Qualify
Closing
Close Win/Loss
Needs Analysis
Solutions Development & ROI
Demonstrate / Benchmark
Proposal / Negotiation
30/30
60/60
90/90

12. 9/19/2015
Sales Funnel Process
B2B Customer
Purchasing Process
30, 60 or 90% Sales Reps’ Judgment
Insights:
Example: 90/30 = Customer has decided to purchase but is likely to buy from a competitor.
Customer may be using Kodak as a way to negotiate better pricing from our competitor.
Example: 90/60 = Customer has decided to purchase a solution but there is likely strong competition
and the sale could go either way. Likely will come down to price.
Example: 90/90 = Customer is ready to buy from Kodak
Example: 30/90 = Customer is in the early stages of a purchasing decision.
Likely a long time loyal Kodak customer who will purchase from Kodak when they are ready.
Probability to Purchase
Kodak Step of Sale
Combined with
PtP Kodak
Awareness Evaluation Negotiation Purchase
30% 60% 90% 100% / 0%
Suspect
Qualify
Needs Analysis
Solution Dev
Proposal/Demo
Negotiate
Close
Closed Won
/ Lost

13. Key Funnel Metrics
 Forecast Accuracy:
 Actual / Forecast Bookings
 Funnel Value:
 Value by opportunities
by opportunity type (Par Bar)
 Arrival Rate:
 # of new deals entering funnel /
Total Deals Won & Lost
 Conversion Rate:
 Deals Won / Total Deals
Won & Lost
 Funnel Velocity:
 Total # of days in funnel
 Avg # of days spent in steps of sale
 Funnel Potential Attainment
 (YTD Actual + Funnel Value) / Annual Goal
13
Reporting Dimensions:
For metrics to drive behavior, they must be
bottom up:
• Sales Rep
• Sales Manager (District, Country, Segment)
• SPG
• Region
• Global
Current State of Metrics
Metric US&C LAR EAMER APR
Forecast Accuracy
Funnel Value
Arrival Rate
Conversion Rate
Velocity
Funnel Potential Attainment

14. How Suspects Enter the Funnel
14
MARKETING
• Trade show
• Demand gen
• Road show
• Integrated
campaign
• PURLs
• Direct mail
YOU
•Cold call
•Existing relationship
OTHER
• Reseller
• Inquiry to www.kodak.com
• Other Kodak reps

15. Suspect
15
1
The world of customers, defined by the Kodak SPG
 Lead identified
 Determine / verify
customer segment
 Convert lead
2
• Valid lead
• Bogus lead
• No business need
• No match to Kodak’s
applications profile
Recommended activities:

16. Qualify
16
The beginning of a meaningful conversation.
Find the right people who match the customer profile.
2
 Determine customer’s
credit worthiness
 State business problem
 Determine decision makers
and influencers
 Initial deal valuation
 Document installation timeline
 Start Letter of Understanding
(LoU)
 Build account plan
 Determine if customer has
budget for project
 Determine if customer has
done this before
Recommended activities:
3
• Credit-worthiness established
• Project timeline is well within
funnel timeline
• Good alignment with Kodak’s
applications, solutions
• Compelling event / business
need that makes customer likely
to buy
• Not credit worthy
• Project length exceeds
funnel timeline
• Indirect channel can better
meet customer need, ie due
to project length

17. Needs Analysis
Opportunity qualified. Determine explicit needs and position
in the direction that favors Kodak.
3
 Document specific applications
requested
 Interview critical stakeholders
 Understand customer decision
process
 Refine the Letter of
Understanding
 Document workflow analysis
 Re-affirm installation timeline
 Build account plan
 Determine if customer has
budget for project
17
Recommended activities:
4
• Kodak is well-positioned to meet
all customer needs
• Customer has budget to meet
their needs
• All players identified, on both sides
• Customer agrees to move forward
• Kodak can’t meet customer’s
application needs
• Customer does not have
budget to meet their needs
! Discuss budget or solutions
alternatives with your manager

18. Solutions Development & ROI
18
Craft value proposition. Verify with customer.
4
 Develop value proposition
 Promote Kodak differentiators
 Develop quote (list price)
 Calculate ROI and TCO
 Confirm solution with customer
 Review terms and conditions
 Schedule demo
5
• Positive ROI
• Customer finds value in
Kodak’s value proposition
• ROI analysis is negative
• Customer does not find value
in Kodak’s value proposition
! Discuss path forward
with your manager
Recommended activities:

19. Demonstrate / Benchmark
19
Demonstrate proof of concept. Complete reference contacts.
5
 Demonstration and/or
benchmark
 Schedule VIP demo
 Schedule reference visit at
customer site
 Develop next LoU;
confirmation of proof of
concept
Recommended activities:
6
• Customer requirements
met
• Did not meet customer
requirements
• Competition’s solution
perceived to have greater value
! Discuss next steps
with your manager

20. Proposal / Negotiation
20
Identify critical success factors. Gain agreement for
committed resources.
6
 Proposal review
 Confirm customer budget
 Re-affirm credit approval
 Confirm finance options
 Document terms and
conditions
 Seek technical support
specialist approval
 Confirm gross order intake
Recommended activities:
7
• Customer is approved for credit
• Pricing looks good to both parties
• Kodak and customer agree
• Customer can’t be credit-
approved
• Customer is looking for
below-floor pricing
• Kodak and customer can’t agree

21. 7Closing
21
Confirmation from the decision maker. Contract signed.
 Gain customer agreement of
Kodak as vendor
 Schedule project kickoff
meeting
 Terms and conditions
complete
 Contracts signed
 Confirm finances are in place
8
• Customer chooses Kodak
• Kodak is well-positioned to meet
all customer needs
• Customer has budget to meet
their needs
• Timeframe has changed
• Customer prefers competitive
proposal
• Something changed in
customer’s business
Recommended activities:

22. Close Win/Loss
22
Order completed.
8
 All documentation received
and order booked
OR
 Order lost
• Deal closed and order booked
• Customer abandoned the deal
• Customer chose competitive
solution

23. 23
Tracking Our Success

24. Changing for the Better
24
 New process job aids
 SOD improvements
 New support tools

25. New Job Aids In Development
25
 Proposal template
 Standard Letter of Understanding
 Brief and action-oriented
 Statement of reasons why customer is making a change
 Summary of past and planned actions
 Your recommendation
 Timeframe for next contact
 Updated throughout sales steps

26. SOD Improvements – Opportunities Area
26

27. SOD Improvements – Process Coaching
27

28. SOD Improvements – Opportunities Area
28

29. SOD Improvements – Sales Stage Metrics Reports
29

30. SOD Demonstration
30

31. More to Come …
 We are evaluating:
 Sales methodology training
 In the works:
 Back office support
 Sales Information Portal improvements
 Alignment of marketing tools to
steps of sale
31

32. What is Sales Methodology?
 Account Management
 Managing relationships
 Enabling the sale of multiple Kodak products
 Conceptual and Strategic Selling
 Holistic customer perspective, value selling and solution development
 Coaching
 Sales management coaching throughout the sales step process
 SOD Tools
 Simpler interfaces and flexible reports that drive actions
32
Common methodology and customer approach
drive higher effectivity, greater margins and
improved forecasting

33. Back Office Support
 Provided by Infosys
 Objectives
 Provide account profiles for new customers, update existing profiles
 Format and update sales presentations
 Assemble collaterals as requested by sales reps
 Validate the quality of leads using Kodak’s qualification parameters
 Help with SOD, SIP, TPP, etc.
 Free you from office tasks so you can focus on face to face selling time
 Improve consistency of customer communications
33

34. Back Office Support
34
• Detailed company profiles including
• Key stakeholders, SWOT analysis, product segments etc.
• Credit checks and analysis
• Industry Research, Competitive landscaping
• Presentation/ Pitchbook support (standardized templates,
formatting, first cut presentation content)
• Financial Analysis (ROI, TCO calculation)
• Tools/ Applications support (data entry, updation & maintenance)
• Enriching playbook content
• Bid Management support
• Key Metrics Reporting (Management Dashboards,
Performance Reporting)
• Order booking support
Conduct SSM interviews

35. Improvements to SIP
 Removal of obsolete contents
 Content aligned by sales process steps
 Custom-designed newsletter
 Objectives
 Minimize time spent searching for tools
 Enable you to move faster through steps of sale
35

36. Alignment of Marketing Content
36
Categorizing
marketing content
according to steps of
sale, so you know
what to use when

37. Mapping Sales Tools to Sales Process
37
INTEREST
 PR articles
 Blog entries
 IQ samples
 Kodak corporate overview
 www.kodak.com
 Sales training (LMS)
 Sales process guide
 Suspect engagement script
(current and new)
 Customer application
presentation
Suspect
Qualify

38. Mapping Sales Tools to Sales Process
38
DEVELOPMENT
 Discovery questions
 Survey / questionnaires
 TCO & ROI calculators
 Solutions development
prompter
 Letter of Understanding, (LoU)
form
 Applications workflow diagram
 Product marketing guide
 Competitive playbook
 Preliminary solutions test
(ROI and soft savings vs.
goals/problems)
Needs Analysis
Sol’ns Dev., ROI

39. Mapping Sales Tools to Sales Process
39
COMMITMENT
 VIP demo process
 Benchmark sample process
 Demo video / animation
 Customer testimonial (video or
document)
 White paper
 TCO & ROI calculators
 Product awards, (PIRA …etc.)
 Proposal template
 Data sheet & brochure
 Segment / solution brochure
 Article reprints
 Price escalation process
Demo, Benchmark
Proposal, Negotiation
Closing
Close: Win/Loss

40. Future Marketing Alignment
40

41. Timeline
41
OCTOBER NOVEMBER DECEMBER
Start
DPS Pilot
Sales tools, job aids and delivery model
Marketing support content alignment
Regional
Kick-off
Q1 ‘10
Back office Support
Phase – 10/30
Marketing Content Alignment

42. Workshop
42

43. Recipes for Sales Success
43
Standard Sales Process
• Common language
• Clearer rules
• Improved OOD tools
Improved Support
• Back-Office pilot
• Improved SIP
• Process-aligned
sales tools
• Sales methodology
Sales Success
• More sales time
• Improved effectivity
• Higher commissions

44. 44
Here’s to our success!

45. Thank you
for your participation
in this pilot program
45