The document provides an overview of Shawn Loudenback's background and expertise in business development, sales, marketing, and strategic planning. It then discusses Shawn's approach to strategic development, including analyzing customers, competitors, the market, and a company's internal and external environments. The document also outlines Shawn's TOPSales methodology, which focuses on targeted offerings, optimized tools and processes, performance management, and sales force deployment. Finally, it discusses best practices for setting sales quotas and sales processes.

1. Strategic Growth Development Presented by: Shawn Loudenback Sales Leadership Executive Mukilteo, WA

2. Overview Who is Shawn Loudenback? Summary Extensive and successful background in business development, sales and marketing management, sales training, order fulfillment, customer service and corporate development strategies. A courageous, "scarce commodity" of Leadership skills that enables organizations to achieve results. Firm believer in "Empowerment Philosophy" of management style by evangelizing "think and act like business owners" mentality. Proven ability as a change agent to reshape business approaches into markets that create "win-win-win" (customers, employees, organization) team atmosphere's that add value to people's lives. Specialties: Results oriented sales leader with 20 years of strong sales and marketing background in technology hardware, software ,communications, consumer electronics and manufacturing industries. Demonstrated ability to build winning organizations, establish trade and channel relations with key customers and grow brands into market leaders. Recognized innovator with strong analytical and strategic planning skills.

3. Sphere’s of Expertise Sales Marketing Strategy Development Analysis P&L Budgeting Management Operations Deployment Message Methodology ROI

4. Strategy Development Customer Analysis What are the major Segments? What are their motivations and unmet needs? Competitor Analysis Who are the existing an potential competitors? What strategic groups can be identified? What are their sales, share and profits? What are the growth trends? What are their strengths, weaknesses and strategies? Market Analysis How attractive is the market or industry and it’s submarkets? What are the forces reducing profitability in the market, entry and exit barriers, growth projections, cost structures and profitability prospects? What are the alternative distribution channels and their relative strengths? What industry trends are significant to strategy? What are the current and future key success factors?

5. Strategy Development Environmental Analysis What environmental threats, opportunities and trends exist? What are the major strategic uncertainties and information-need areas? What scenarios can be conceived? Internal Analysis What are our strategy, performance, costs, point of differentiation, strengths, weaknesses, strategic problems and culture? What is our existing business portfolio? What has been our level of investment in our various product markets?

6. Strategy Development Strategy Development How can our offering be differentiated? How can we add customer value by doing something better than or different from competitors? How can perceived quality be enhanced? Can a cost advantage be gained by offering a no-frills product or by reducing product costs? Can synergy, focus or a preemptive move be employed to gain advantage? What is the strategic vision? What are the key assets and competencies to be maintained or developed? What alternative growth directions should be considered? How should they be pursued? What investment level is most appropriate for each market--- withdrawal, milking, maintaining, or growing? What are the alternative functional area strategies? What strategies best fit our strengths, our objectives and our organization?

7. TOPS Sales TOPSales: A Science-Driven Approach In today’s selling environment, it’s not enough to rely on your star reps and hope for the best. Any sales organization that wants to boost productivity should use a scientific approach to selling based on a set of four levers (which make up the abbreviation TOPSales) Targeted offerings. Tailor your offerings to meet the needs of each segment, and make sure reps are selling the right wares to the right prospects. Optimized automation, tools, and procedures. Bolster your technology tools with disciplined sales management processes, such as detailed pipeline discussions, systematic account and territory plan reviews based on standard guidelines, defined lead distribution processes with tracking throughout the sales cycle for both reps and partners, and electronic dashboards for reps and territories. Performance management. Measure and manage inputs, such as pipeline metrics and competitive installations you want to target, but reward based on outputs. Calculate the time it will take new reps to begin generating revenue, and factor that in to your sales planning. Provide training and tools to reduce that time. Incorporate metrics, incentives, and skill development into compensation systems to reward high-performing reps. Sales force deployment. Distribute your sales resources systematically, matching sales approaches and channels to the needs and challenges of each customer segment. Create teams for complex sales, and provide reps with support to help maximize their productivity.

8. Four Stages of Sales Proficiency Stage 1: Transaction Oriented Order Taking -- Sales skills characterized by cold-calling prospects for leads, and often combined with minimal lead qualification expertise. While most product/service manufacturers would like to say that this group represents the smallest portion of their sales force, they will reluctantly admit that too many of their tenured salespeople always revert back to transaction-oriented selling practices. Salespeople often become stuck in this stage through the absence of a desire for progression, or a lack of basic selling skills. Since avoidable sales errors are reportedly as high as 50% of all orders generated in this category, these front-line workers can cost their employers dearly by exhibiting the lowest levels of employee productivity. Stage 2: Product Oriented Feature Benefit Selling -- Sales skills characterized by basic understanding of a product/service manufacturers core equipment or partial product features and attributes, with perhaps some level of understanding of a competitor's offerings. The salespeople who fit into this category are often viewed as being productive until a closer assessment is made of their typical sales calls. These salespeople sell what they know, often forgoing higher-margin, and more complex “solutions” for simpler, lower-margin products. If they are unsure about a product's technology or features, they will ask other account team members to join them on a sales call. This common selling technique, often called “entourage” selling, can be costly for manufacturers as valued subject matter experts are squandered in simple selling situations rather than in the intended complex sales situations where they are needed most.

9. Four Stages of Sales Proficiency Stage 3: Application Oriented Solution Selling -- Sales skills characterized by a broader understanding of all products and services, complemented with an awareness of customer operation and associated use or benefit of the combined offerings. In short, how the product “fits” into the solution presented Salespeople who have gravitated to this level of expertise are at a point where they're clearly starting to provide a valued service to their customers by understanding the fundamentals of their application environment. They “get it” on how the product or service is going going to be used by the customer. Moreover, experienced salespeople are better able to convincingly sell complex propositions to their most informed technically oriented customers, and can develop some semblance of an account development strategy that other account team members can understand and follow. Stage 4: Business Oriented Consultative Selling -- Sales skills characterized by a comprehensive value-added knowledgebase that incorporates a manufacturers full product portfolio, strategic partner offerings, competitor's offerings, customer application environments and a functional understanding and awareness of the customer's core business processes. This stage is essentially the pinnacle of professional sales excellence. Core and extended sales team members are appropriately positioned and actively involved in the substantive relationship building and proactive account selling or servicing throughout a customer's entire organization. And yet, it's estimated that less than 20% of any established manufacturer's sales force is routinely selling at this level of expertise.

10. Setting Sales Quota Setting Sales quotas should be based on FACTS, not backroom hunches and guess- How to Set Quota Methodology Sales Quota = Territory Potential Divided by your avg. sale price Divided by num. of Leads needed to gen. 1 quote/proposal Times (x*) the closing ratio Times (x*) the avg. value of one deal Territory Market Potential $1,000,000 Avg. Sales Value $500 Number of potential Sales in Terr. 2000 Num. of Leads to gen 1 proposal 4 Num of Terr. Potential unit sales 500 Closing Ratio 25% Num of Deals 125 Target Sales Quota $62,500.00 Give a stretch goal based 15% Indiviual performance/metrics $9,375.00 Stretch INDIVIDUAL QUOTA $71,875.00

11. Sales Process Operations Decision Makers Research Targeting Customers Opening Value Statement Closing Question Identify Needs/ Opportunities Interview In/Out/Across Clarifying Questions Formulate Solution based on Benefits Present Solution Share Impact/Results Gain Agreement/ close Address/ Overcome Objections Gain Agreement/ Close

12. Rep Level Qualification “Question Strategy” (Questions should be asked in THIS order. To skip or jump may delay the sales process) Current Environment What is your current situation? Business Need What issues are you facing right now? In what way can you improve what you currently have? What type of growing pains are you experiencing? Decision Making Process Can you walk me through your decision making process? What is your role in the decision making process? What other groups are involved in the decision making process? Who will make the final decision? Decision Making Criteria What is most important to you? What are the top three features you look for in an order? Competition What other (vendors) do you have in house or use? What led you to look at them? Who else have you looked at? Timeframe Can you walk me through your timeline, from research options to initial order? Where are you in your buying process? When would you like to be up and running? What will happen between now and then to make this a better time frame for you? Budget How does the budget/ordering process work within your organization? What kind of dollar amount has been allocated for this order? What does your funding look like for new orders/solutions? Next Steps What happens now? Where do we go from here? What other departments/people would you recommend I contact?