A sales consortium provides resources at variable costs to grow wealth through a sales-driven approach rather than fixed costs. It offers a portfolio of products and support services. Revenue is shared between marketing, sales, order management, execution and support. The consortium aims to be a single point of contact for customers' needs through integrated sales of products, channels, and services. It provides transition phase support to customers to reduce costs and time to achieve targets.

1. A sales Consortium
Optmised Resources at Variable cost
… rather than …
Passable Resources at FIXED cost.
… is a Sales­driven Catalyst to build and
grow the Wealth of participants.

2. Product Portfolio
More Brand Support Services 200%
Resources Development &
Customer Referral
Liquor 100%
Thin Clients Portal
Roselle
Coal­mine
Coal Instrumentation
40%
LED Home
Lighting Furniture
ATM
Consumables
eCommerce
Less Entry & 12%
Resources Automation
Low­Volume High­Volume ROI
Client 1 Client 2 Client 3 Client 10
Quantum ranging from Rs. 10 to 1000 lakhs. US $ 250,000 to 20 million

3. Sales Sharing …
Leads Order After­Market
Marketing Sales Management Management Services
15% 30'% 15% 30% 10%
1 Advisory
2 Business Sync.
3 Staffing
4 Customer Information
5 Product Information

4. Execution Sharing …
Marketing Order
& Sales Management Execution Support Statutory
10% 10% 60% 8% 12%
1 Consulting
2 Business
Sync.
3 Delivery
4 Staffing
5 After­Market
Services

5. People …
1. Casper Abraham
2. Shankar P.
3. TKS Varma
4. Hari Govindan
5. Atul Sharma
o General & Operational Management
• Administration, HR, Inventory, Logistics.
o Marketing & Sales Management.
o Brand & Product Lifecycle Management.
o Sales Administration & Sales Force Monitoring.
o Information & Technology Management
o eCommerce Management.
o Business Management.

6. Operations (FOR EACH)
• SEPARATE
• Separate Company. (or Division).
• Separate Board / Management.
• Head for each Business Unit / Profit Centre.
• Separate Financial Accounting.
• Separate Budget, Revenue & Expenses.
• Operational Staff on 24x7x365 availability.
• SHARED
• SHARED Management Accounting & Cost­allocations
BEFORE & AFTER approvals.
• Higher cost Managers, Leaders, Sales­People, Experts
OR Specialists.
• Lead Generation. Deal Closing. Sales Commissions.

7. Common …
A. PHYSICAL
1. Registered address.
2. Business Centre.
3. Statutory. Tax, Duties, Imports, Exports.
4. Statutory. Labour, Factory, Shops & Establishment Acts.
5. Physical Security presence. Manual & Automated.
B. CASH MANAGEMENT
1. Budgeting and Budget administration.
2. Sales & Targets achievement.
3. Expenses allocation & distribution.
4. Resources & Assets Management.
5. MRO (Maintenance, Repairs & Operations).
6. Audit & Risk assessment & Management.
7. Stay & Travel Assistance. (Local and non­Local)
C. MARKETING, SALES, QUALITY & SUPPORT
1. Marketing & Brand Building.
2. Promotions & Public Relations.
3. Use of ONE copy of online ASP version of dextra.
4. Quality Assurance and Controls.
5. Customer Support. (Phone, email & web)
D. VIRTUAL
1. Operations. Virtual. Security. Remote 24x7x365.
2. Internet website.
3. Online eCommerce : Local & Global opportunities.

8. Prime or Lead Vendor
Positioning
Zedge core­competency
Zedge role

9. Integrated Sales
PRODUCT MANAFUCTURERS, CHANNELS, CLIENTS,
SUPPLIERS, SELLERS … CUSTOMERS, BUYERS …
• EXCLUSIVE Staffing. • Reach.
• SHARED Staffing. • Contact Base.
• Sales Commission Staffing. • Engagement Plan.
• Product (Services) Knowledge. • Needs Database.
• Products Availability & Logistics. • Funnel Management.
• Spares Lifecycle Management. • Training.
• Consumables Lifecycle Management. • Warranty Support.
•Pricing Strategies. • Post­Warranty Support.
• Product Management. • Per­Call Services.
• Support Ticket Handling.
Source : Casper Abraham

10. Relationship Management
Partner
Supplier
12 Motivators :­
• Add Value Vendor
• Reduce costs
• Improve communication
• Develop Trust
• Resolve Conflicts
• Remove hidden agendas
• Provide Leadership
• Empower People
• Gain commitment
• Develop ownership Zero Major
• Breakdown departmental barriers 0 1 2 3 4 5 6 7 8 9 10
• Remove Fear
Degree of :­
• complexity
• time
• ROI
• competitive advantage
• customer satisfaction
• innovation

11. Coverage …
1. Internal …
1. Out of Bangalore to South India.
2. Out of Bangalore to the World.
3. From the world into Bangalore.
4. From the world into South India / India.
2. External …
1. Malaysia (Secure Card)
2. Singapore (CommGate)
3. US (ERM)
4. UK (Technites)
5. France (GSI)
6. Italy (Xtecnica)
7. Middle East (Investment & Contacts)
8. Australia (Corporate Partners)
Several other Partner firms involved in Investment, Resources, Sales OR Delivery.

12. Programme Focus
1. A project with a name ­ Start date, End date, People and
Resource assignment, finites cost, clear goal.
2. i. Plan with options; ii. Decide; iii. Implement; iv. Monitor
& Measure; v. Review & Report.
3. Deploy and use ‘dextra Decision Execution System’.
(Can’t do without it).
4. Functional …
1. Infrastructure & Facilities Buildup
2. Managed Services IT
3. Managed Services Inventory
4. Managed Services HR
5. Loyalty Card Administration.
6. Risk Management Practice
7. Information Agency. (Combines Advertising, Mgt., HR & IT).
5. First­Time; One­Time; Transitional AND/OR On­Going.

13. Transition Phase Support
Zedge Support
Existing Intermediate Targeted
Current Phase Returns
Operations
Cost = c Cost = 3 x c Cost = 0.2 x c
Time = t Time = 4 months Time = 0.3 x t
April 2010 September 2010

14. Customer Benefits …
1. Customer needs & desire …
• More foreign Competition.
• Global spread yet Local know how & Expertise
• Internet becoming a major factor.
• Importance of Quality Information in Operations.
• Convergence. Media, TeleComm., Mobile, TV­Cable
Shopping, e­Commerce,
2. The customer sees ‘ Zedge’ as a single­point
source for the matched PORTFOLIO of needs &
supply.
3. Evextra IT­Module, ERP, BI and/or KM.
• As a key­Information­Technology Convergence
integrator for CRM, SCM, PLM etc.

15. The ‘Zedge’ way
Problems, Products
Needs, &
Desires Services
&
Aspirations
The ‘deal’
Problem Space Solution Space
Awareness of all known problems. Awareness of all known solutions.
'Bike'like vs 'Frog'like problems Research for alternate ones.
Current 'scope' and 'risks'. Evaluate incoming ones.
Space Dynamics of Problem. SWOT on options.
Time Dynamics of Problem. Decision Trees.
Define & State the Problem. Risk evaluation of decisions.
Focus on the CENTRAL Problem. 'Bike' vs 'Frog' solutions.
Problem breakdown. Future 'scope' and 'risks'.
Time dynamics of Solution(s).
Space dynamics of Solution(s)

16. Principle Contact …
Casper Abraham
Cellphone : 98450 61870
casper@edgevalue.com
http://www.edgevalue.com/zedge
62 B Modi Residency
Benson Town
Bangalore 560 046 INDIA
Phone : 91 (india) 80 (bangalore) 2595 0059