A job search aid. I did this presentation in 2003. If you want to differentiate yourself from the competition, you have to be better than the competition and be able to SHOW IT!

1. Opportunities Objectives
Approach Jim Keenan
Desert Mountain Region Director- Business Sales
Increase Revenue
Increase B2B Market share
Subscriber Growth
Team Development
Business Operations
Sales Operations
Communication
Wireless Data
L.N.P.
Improved Productivity
Sales
Experience
Budget Mgt
Attributes/Community
Execution

2. Philosophy
Driving business beyond expectations is accomplished
though a combination of responsible risk taking and
operational efficiency.
Maximizing sales is accomplished through teams that have
the ability to uniquely understand a client’s individual
economic and operational needs. . . and then keenly
providing a solution that will undoubtedly ensure that those
needs are met.
The ability to deliver rests in teams . . . maximize resources
by minimizing waste. Effective and efficient processes
maximize operational value.

3. Opportunities

4. Opportunities
Wireless Data
Wireless Data Services provide Verizon the
greatest opportunity to grow market share,
increase revenues and increase ARPU!

5. Opportunities
Wireless Data
– 13.6 Billion Dollar industry by 2006*
– 82% of CTOs and IT professionals said they
have budget for a wireless data initiative**
– 68% of CTO’s budgeted up to 20% of overall
budget to wireless data initiative**
– Significantly improved value proposition over
traditional voice
– Enterprise Potential *Soucre: Gartner DataQuest
**Source Andrew Seybold Oulook 4 Mobility

6. Opportunities
Wireless Data
– Why??
• Increased productivity
• Customer service/CRM
• Access to corporate information
– E-mail
– Corporate Database
• Mobile workforce support
• Applications
– Horizontal (Groupware, PIM, etc)
– Vertical (Industry Specific)
– Diagonal (SFA, CRM, SCM)

7. Opportunities
L.N.P. (Local Number Portability)
LNP will substantially increase the competition in an
already competitive wireless market . . . by cutting the
“number leash” consumers will be free to demand more
from providers.
Providers who are unable to offer, sell and deliver
substantial value and service will find themselves losing
the wireless race.

8. Opportunities
L.N.P. (Local Number Portability)
– Two-tiered approach
• Offensive- Attack competition’s subscriber base
– Deliver greater value proposition
– Establish Verizon as the clear alternative
– Build strong relationships within competition’s account
base, become “Trusted Advisor”
– Promotions– Increase competitor’s churn

9. Opportunities
L.N.P. (Local Number Portability)
– Two-tiered approach
• Defensive- Protect our existing subscriber base
– Strengthen existing relationships
– Establish client dependency
» Longer contract terms etc.
– Solidify Verizon value proposition
– Become an intricate asset to clients’ operational goals
– Promotions- Customer Loyalty

10. Opportunities
Improved Productivity
– “It’s the economy stupid”*
• Saving one man hour a day saves a company
$120 per employee, per day**
• Organizations are looking for effective ways to
improve operational efficiency
• Today’s economy demands more with less
*Presidential Race, 1992
**Andrew Seybold Outlook 4 Mobility

11. Objectives

12. Objective
Revenue
1. Increase Desert/Mountain Region Business Sales
by 30% year over year
2. Grow ARPU by 10%
a) ARPU Ratio
i. Data 25%
ii. Voice 75%
3. BHAG*-Reach $60.00 ARPU
*Big Hairy Audacious Goal-Built to Last Collins
and Porras © 1994

13. Objective
Market Share
1. Increase regional market share by
25% in 24 months
2. Grow regional market share by 50% in
36 months
3. BHAG-Double regional market share

14. Objective
Subscriber Growth
1. Gross Gains
– Increase by 15%
2. Churn
– Reduce by 25% (CRM, Service, Responsiveness)
• BHAG- decrease to less than 1%
3. Net Adds
– Increase by 20%

15. Approach

16. Approach
Team Development
The most critical component to success is people . . .
therefore success will be infinitely tied to the quality,
energy and culture of the team and its people.
A culture of execution through diversity of thought,
respect, commitment, accountability and integrity can be
expected.

17. Approach
• Culture
– Integrity
– Teamwork
– Respect
– Lifestyle Balance
– Communication
– Accountability
– Commitment
– C.O.R.F
• Challenge
• Opportunity
• Reward
• Fun
Team Development

18. Approach
• Culture
– We will be committed to
• Open thinking, thought sharing
• Execution
• Ownership of responsibilities
• Accountability/Results
• Balanced Lifestyle
– We will set the standard for
team dynamics
Team Development

19. Approach
Team Development
• Support
– Tools – ensure the necessary tools are in
place to effectively accomplish goals
– Access – ensure a bottom up line of
communication is established
– Responsive/Follow through – nothing dies
on the vine
– Training – people are provided the necessary
training for career and personal development

20. Approach
Team Development
• Leadership
– Bench/Talent development - identify and
mentor new leaders
– Evaluations – provide team with clear
understanding of their strong performance as
well as expected improvements
– Mentoring/Coaching – develop and grow
individual strengths, provide coaching for
weaknesses, create personal development
plans, cross manage team

21. Approach
Team Development
• Leadership
– Direction – create and manage to clear team Mission
and Vision
– Right People in the right positions
– Energy – energize the team
– Decisive –clear and definitive on tough issues
– Behavior – demonstrate desired behaviors
– Consistency – set expectations

22. Approach
• Team
– Create high-end team, well versed and
positioned to sell the value of wireless
communications (especially wireless data)
– Create success driven, value based, selling
team
– Establish solution selling, needs based, sales
environment
– Promote operationally focused environment
Team Development

23. Approach
Team Development
• Team
– Establish the industry’s most highly sought
after and respected sales team
– Recognized by clients as the authority in
wireless communications or “Trusted
Advisors” (especially wireless data)

24. Approach
Business Operations
• Evaluate existing budget and current
expenditures
– Focus on cost of sales
– Target operating cash flow
– Focus on Economic Denominators (ARPU, Churn,
Gross Gains etc.)

25. Approach
Sales Operations
– Establish sales methodology and process
– Create clear forecasting metrics
– Improve forecasting accuracy
– Create shorter, more linear sales cycles
– Create robust and definitive territory sales plans
– Align team incentives with Verizon’s goals and
objectives
– Form Partnerships (System Integrators, Wireless
Application Developers etc.)

26. Approach
• Success Framework
– Team Learning Environment
• Cross Team Management
– Leverage individual strengths across
entire team
– Improve collective whole
– Minimize 80/20 rule
• Team Presentations
– Research and report on specific
areas (sales, industry verticals,
operational processes, etc.)
– Industry trends

27. Approach
• Success Framework
– Sales Meetings
• Pipeline Management
– Opportunity assessment/evaluation
– Moving opportunities forward
– Identifying/manage objections
– Forecasting
– Creating new opportunities
• Plan Development
– Plan management
• Buyer Identification

28. Approach
• Success Framework
– Consultive/Solutions Selling
• Problem Identification
• Problem Solving
• Solutions Development
• Case Studies
• Client Education
– Increase adoption rates
• TCO
• ROI

29. Approach
• Success Framework
– Recognition
• Letters, Notes
– To Individual
– To manager
• Small Awards
• Team Recognition
• Constant Feedback

30. Approach
Communication
– Establish bi-lateral communication with all
Verizon stakeholder groups
• Executive Team
• Data Sales
• Retail
• Indirect Sales
• Sales Operations
• Other area teams

31. Approach
Communication
– Provide accurate reporting to enable precise
organizational planning
– Maintain an open environment to ensure
bottom up communication

32. Appendix
Execution

33. Execution
Execution
At the end of the day the success of an
organization is accomplished through its ability
to execute . . . to just get it done!
Just getting it done consists of 3 elements;
evaluating, developing, implementing

34. Execution
Evaluate Develop Implement
Information:
Who What
How Why
Creation:
Assumptions
Discussions
Compromises
Commitment
Ownership
Action:
Attack
Contingency
Measure
Deliver
Execution
Execution

35. Execution
• Evaluate
– Team
• Strengths
• Weaknesses
• Product Knowledge
• Comfort Selling
Data
• Knowledge of Data
Environment
• Selling Strategies
• Sales Skills
• Team Dynamics
• Relationships
• Performance
• Untapped
Opportunities

36. Execution
• Evaluate
– Sales
• Sales Cycle
• Sales Process
• Sales Plans
• Existing Tools (case studies, collateral, programs, etc)
• Other Regional Teams (Where are they successful?)
• Training
• Comp Plan/Incentives
• Existing Client Base
• Partnerships (System Integrators, Application Developers etc.)

37. Execution
• Evaluate
– Markets
• Economic Conditions (War, Double Dip Recession, Rates)
• Growth Potential (L.N.P., Data etc.)
• Opportunities (Cost Cutting, Growth Markets, Operating Margins,
Travel)
• Risks (Environmental, Competitive)
• Existing Performance
• Market Position/Share (per market)

38. Execution
• Evaluate
– Operations
• Current Goals and Objectives
• Performance
• Costs/Expenses
• Line Items
• Contracts/Contract Terms/Value
• Operational needs, requirements

39. Execution
• Evaluate
– Competition
• Who
• Products
• Value proposition
• Sales force
• Approach, (how are
they positioning
themselves against us?)
• Positioning (Market)
• Direction

40. Execution
• Evaluate (become intimately familiar with)
– Verizon Wireless
• Product Set/Offerings (Existing, New -Smart Phones
Samsung i700, Kyocera 7135, Blackberry 6750 etc.)
• Major Initiatives (1xEV-DO rollout, WiFi, etc.)
• Value Proposition
• Processes
• Corporate Culture
• Vision
• Operational Objectives & Goals

41. Execution
• Develop
– Sales Plans
– Sales Strategies
– Individual Development Plans
– Success Criteria
– BHAG’s (stretch goals)
– Milestones
– Reporting Mechanisms
– Team Vision
– Team Culture

42. Execution
Implement
If the first two stages of execution are
accomplished effectively implementation
becomes an exercise of commitment, discipline
and evaluation.
Implementation requires a commitment to follow
through, testing of original assumptions,
communication, flexibility and discipline to
delivery.

43. Execution
• Implement
– Communication (essential, free flow of accurate and timely
information . . . where are we, have things changed, what is going
on?)
– Test Original Assumptions (were we correct?)
– Commitment (ownership of duties, delivery, accountability)
– Flexibility (ability to redirect, change course, react to new
events)

44. Jim Keenan

45. Why Jim Keenan
Business through people . . .
Seeing people succeed, and achieve goals they
once thought unattainable provides my true
career motivation.
Beyond my credentials, experience and
commitment to results, is a true desire to be a
catalyst in the growth and development of
people.

46. Why Jim Keenan
• Strong Leadership
– Execution focused
– Team development and motivation
– MBV (Management by Vision)
– High energy teams
• Unparalleled Sales Expertise
– Complex B2B Sales
– Solution Selling
– C-Level Sales
– Strategic Sales Planning

47. Why Jim Keenan
• Data Services AND Information
Technology Knowledge and Experience
– VP National Sales ICG Communications
• Managed Modem Product (Dial-up)
– Partner/Sales Manager Born Information
Services
• e-business, Web/Application development, System
Architecture, Systems Integration

48. Why Jim Keenan
• Budget Management
– Successful large region territory, budget, and
operations manager
• Expense Control
• Financial Planning/Projections
• Focus on ROI
• Excellent Customer Relationship
Management
– Internal and External customers

49. Why Jim Keenan
• Ability to create and motivate powerful and
productive cross functional teams
• Strategy development and execution
• Product development
• Proven track record of exceeding goals
and objectives - Execution

50. Why Jim Keenan
• Strong network and community
relationships
– Leadership Denver
– DMCC’s “Chamber 100”
– DMCC-City to City Leadership Exchange
Delegate
– Founder Ready to Work/STRIVE (501c3)
– Big Brother – Big Brother/Big Sister Program

51. Conclusion
Verizon Wireless dominates B2B wireless
industry . . .competition left scrambling.
Wall Street Journal January 5th
2005

52. Conclusion
Verizon Wireless
Director Business Sales
Desert Mountain Region
I look forward to meeting with you and your team!
Jim Keenan
303-777-8300
www.mycareersite.info/jimkeenan182