Post on 12-May-2018
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Agenda
• How is the Sales department organized– The changing face of NewEdge Networks
• What is the NewEdge “value add”• Order Flow
– Information needed to close a deal
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Selling at NewEdgeThe Sales Team
• Teams– Account Executives– Major Accounts Manager– Named Accounts Manager– Sales Support – Christina Porter– Lead Generation Team – Larry Selee– Account Manager – Lori Erb Yacko– Sales Engineers – Carl Eshelman
• Organization
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Account Executives
• All network opportunities above 10k• Receive all LGT leads above 10k• Splits all CSM Referrals 50/50% Comp/Quota With
CSM/Academy• Must maintain a pipeline of $100k of closable business
each month• Must manage 10 Partners• Must have demonstrated the ability to close a multisite
network• Must pass Multisite Testing Modules. TBD
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Named Accounts Manager
• Manages carriers• Targets Reseller XL• Must sign new partner per month
– Either agg’d or Reseller XL• Does not work retail• Receives all wholesale web leads• Must use Salesforce already!!
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Lead Generation Team
• “Secret Sauce”• “The tip-of-the tip-of-the spear”• First voice of NewEdge a potential
customer will hear• Create, Qualify, and Feed leads to Reps
– Distribution according to ???
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Sales Engineers
• All technical concerns:– Networks– MPLS
• Statement of Work (SoW)• Engage early
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Selling at NewEdge“NEN Value Add”
• Products– The “Lego Stack”– Coverage– Core
• Manual Pre-Qualification (MPQ)• Multi-site Customer Group (MCG)• Competitive Advantage*
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NewEdge Networks Product Model• Customer Applications
– How they actually use the network within their business.– External payment processing, inventory, workforce management,
VoIP etc.
• Value Added Services– Network management and professional services solutions
• Network Connectivity – WAN connectivity products.– xDSL, frame relay, ATM, FRoDSL, ATMoDSL, MPLS T1,
MPLS DSL, CPE based VPN, Hosted VPN, Road Warrior
• Access Elements– Broadband last mile access– Unbundled Network Elements (UNE)– xDSL, T1, private line, cable, wireless, satellite, dial-up (EVDO)
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U
N
E
Phone
Switch
NEN
(L2 / L3 net)
Earthlink
(data)
PSTN
FrameRelay
ATM
Central
Office“On Net” (a.k.a “Core”)
Unbundled Network Elements: “last mile” access
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Selling at NewEdgePre-Qualification
• “Fall Out”– Bulk Pre-Qual (BPQ) only 65% accurate– Manual Pre-Qual (MPQ) 85% accurate
• Individual Case Basis– Financial, Legal, Technical, Operational, Billing– 35% of NewEdge “deals”
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Multi-site Customer Group (MCG)
• Project Manager assigned to each customer• PM to take over from SE• PM to coordinate installation and turn-up• PM to provide ongoing “support”
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Competition*• Netifice/Megapath:
– Cannot run voice/video over their network; no MPLS offering– No PCI/CISP compliance, no private networks or MPLS offering
• Cybera:– Limited coverage; no Private networks or MPLS offering, no direct
connects (NNI’s), no CISP
• MCI:– Impending merger w/ Verizon could increase prices, cause account team
instability; networks under 500 locations not treated level with"enterprise" customers
• AT&T:– Impending merger w/ SBC could increase prices, cause account team
instability; networks under 500 locations not treated level with"enterprise" customers
* Important note: Every "competitor" on this slide is also a VALUED wholesaler or reseller customer (i.e., they sell our services out of region)
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Competition:Key differentiators for NEN Network based VPN
• Bigfoot– Extends QoS options where they matter most -- the edge of the
network! Other carriers choose not to mimic this approach andinstead partner with NEN
• RBA angles & payment integration• Dial backup (DBU)
– Capability integrated into WAN/VPN• DSL-based networks:
– No other carrier is as committed to providing honest and completeavailability information (MPQ)
• For T1-based networks:– few competitors have the access breadth offered by NEN’s NNI
relationships with each RBOC
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3 Decisionssooner rather than later
• Single-site vs. Multi-site• On-net (“Core”) vs. Off-net (“Expanded”)• Private / Public / Both connectivity
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3 Decisions
• Single-site vs. Multi-site– Single-site: Internet connectivity only (“naked access”)– Multi-site: Meshed vs. Non-mesh vs. Both
• On-net vs. Off-net– MPQ / BPQ– Commissions and SLA’s
• Private / Public / Both connectivity– Private: meshed internal network– Public: “Multi-site,” non-meshed, multiple locations, Internet
connectivity only– Both: “split tunnels”
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NEN Sales Process1. Find opportunity2. BPQ the order3. Schedule joint meeting with EU, Agent, and SE to understand the
customers needs on the project4. Use the automated scrubber to scrub the BPQ5. MPQ the order
a. Hold if off if the EU is just shopping and just looking for a ball parkb. Take the MPQ and populate your BPQ with the new results– Quote the order using MST/INOTa. Attach MST in Sales Force under the opportunity
6. ICB’sa. Technical/Operational - SEb. Legal - AMc. Financial - AM
7. Send the end user (EU) and Agent the following:a. Master Service Agreement – MSAb. MSA addendumc. MSA pricing addendum
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NEN Sales Process8. Send the end user (EU) and Agent the following:
d. Credit applicatione. Expectation documentf. SOWg. List of information needed to complete the order (should be part of the workbook
and SOW)i. Local contact name, email, and phone per locationii. IP scheme for all locationsiii. Project manager name, email, and phoneiv. Billing contact name, email, and phonev. Naming conventionvi. Location of install(s)vii. Network architecture
9. Get the signed order and submit to ORCA and SM. Documentation needed:a. MSA – Signedb. MSA addendum – Signedc. Price addendum – Signedd. Credit application – Signede. Expectation document – Signedf. Workbook – Completedg. MPQ – Completed
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NEN Sales ProcessInternal Error Check After Sale1. Quote error check
a. Documents are signedb. Pricing is OK and match with ICB if any
2. ORCA error checka. Match pricing on contract to workbookb. All fields in workbook and SOW are filled inc. ORCA form is complete and has correct information
3. MCG error checka. SOW, workbook, and contract match (CPE model, Network based VPN design type, Install
type)4. Design Review Council (every Monday and Wednesday): Exec Team, PM, Test ‘n
Turnupa. SE and AM defend design of the network
After Sales Process: 5 to 7 days1. ORCA accepts order and places all order information in WAVE and sends to MCG2. MCG accepts order and assigns PM3. Welcome call with EU, within 24 hours of booking: PM, AM, SE, EU, Agent4. Technical call Internal (after DRC approval): PM, AM, SE5. Technical call with EU (after DRC approval): PM, AM, SE, EU, Agent6. Orders flow to LEC
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• Execute on networks
– Geographic coverage new sales organization
– AE’3
– Dbl teaming accounts Between AE2-AE3.
– Rebuild Channel Programs
– Manage to 120% of each reps quota
• Promoting a positive attitude among the teams (collaboration)
• More focus on new rep hiring
– Develop a pipeline of good reps ready to come to NEN
– Hire good sales reps and train them thoroughly
• Raise the professionalism of the sales force
• Closer monitoring of KPIs (Managers, reps and agents)
• Do more scheduled training for managers and reps (IPG).
– Develop success paths for new sales reps
• 1 mo/ 3 mo./ 6mo.
• Closer monitoring of each sales rep performance weekly
• Create more accountability among sales reps
• Drive more roadshows (agent training, NEN office visits, VAR seminars)
• Deliver best practices for dist. training & management
Best Practices!
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Develop a world-class
monitors results.
Participate in at least X hours of
Participating in all product training, as
Focuses on facts, measure and
Impact Map: AE/Sales Manager Strategic Competencies Key Success Factors Key Responsibility Areas Corporate Strategic Objectives
Deliver on monthly sales and revenue commitments. Drive sales process with reps via salesforce automation tool. Maintain a new business pipeline of at least 4X your monthly incremental Revenue objective > 75% probability of closing. Participate in at least 10 sales appointments each week with sales reps. Provide coaching and Feedback on sales process and basic selling skills. Meet with all direct reports on a weekly basis to set direction review results and develop skills Define written development plan for each direct report for coming year Meet with your direct manager for a weekly One:One at least XXX to
review pipeline, sales results and discuss any issues and concerns impacting performance
skills development per quarter. Stay current on technology by
appropriate. Keep a positive attitude and focus on “doing the right thing” for Clientsales team, and your customers
Sell at least $XXX in new revenue every month while protecting your base revenue. Meet or exceed the annual revenue objective. Maintain 100% of full budgeted headcount. Recruit, hire, and retain top salespeople. Directly participate in the largest, most complex deals Demonstrate personal leadership and setting/communicating high professional standards of performance and conduct Manage sales cycle so that reps focus and prioritize on most immediate and highest quality opportunuties. Insure compliance with SFA tool, tracking, inspecting and reporting allresults and daily sales activity in SFA.
Comply with all Company policies and procedures. Escalate anyissues to your managers.
Meet or exceed Corporate revenue objectives
-organization of solid and consistent sales performers Grow Profitably tSales & Service Penetrate the market and establish industry le
Focus on Strong sense of personal ownership and accountability Coaching and Development Passion for selling and commitment to delivering results by developing the full potential of each direct report Communication Pthe organization’open, honest and direct style. Empathically listens.
Problem Solving Finds Com Understand bworking crossresolvesolution. Business Analysis FmonitorAccurately forecasts Commanagement issues. Corporate Stewardship Balances customer-focus wbusiness interests of our firm Setof personal excellence and conduct
consistent sales performers Grow Profitably through
Penetrate the market and establish industry leadership
Focus on Consistent Results
Coaching and Development
to delivering results by developing the full potential of each direct report. Communication Provides meaning and context to the organization’s goals with an
Empathically listens.
Problem Solving Finds Common Ground Understands and diagnoses business issues and implications, working cross-functionally to resolve. Works toward “win/win” solution Business Analysis
Accurately forecasts.Communicates to senior management market trends and issues.
Corporate Stewardship Balances customer-focus with business interests of our firm.Sets and maintains high standards of personal excellence and conduct.
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10 STEPS TO SALES SUCCESS1. People can’t resist a good story. Become a master at telling NewEdge’s “story.”
2. Focus on what you can sell: know the network, know the footprint, know theproducts
3. Understand the product families: single site, multi-site
4. Know when to walk away. Get very good at qualifying your partners and prospects.The corollary to this is, when you do qualify a prospect, rapid quote turn aroundbecomes your number one area of focus.
5. Don't get involved in billing issues: drive your partners to Customer Care.
6. Consult with your Sales Engineer for technical questions. (On ANY multi-site deal).
7. Focus on cultivating relationships with people, prospects and partners.
8. Capture your partners’ mind-share by educating them about NewEdge - especially thePartner Network - and how it can help them with their business.
9. Be sure to send hand-written thank you notes a lot.
10. Nothing in the world can take the place of persistence and enthusiasm. Talent,genius, and education are fundamental but can’t replace persistence and enthusiasm.