Like any functional department, sales & marketing can benefit from the clarity that is provided by a simple run book, which defines the rules & responsibilities as well as the strategically aligned operational goals of everyone in the group. This is an RFC: I’d like to hear about any best practices out there that may not be reflected in this deck.

1. EXAMPLE SALES RUN
BOOK
Selena Sol presents…..
selena@selenasol.com
http://www.linkedin.com/pub/eric-tachibana/0/33/b53
http://www.slideshare.net/selenasol
more templates for start-ups

2. Like any functional department, sales & marketing can benefit
from the clarity that is provided by a simple run book, which
defines the rules & responsibilities as well as the strategically
aligned operational goals of everyone in the group. The run
book should be supported by regular reporting metrics that
allow management to monitor progress against plan.
As with all Run Books, you would need to tailor the content for
your own context. The key is, don’t be ad-hoc in your
approach to any business function. Be deliberate. Intuition,
experience, and flexibility are great, but they should be
leveraged after you’ve put in place a solid infrastructure to get
maximum results.
This is an RFC: I’d like to hear about any best practices out
there that may not be reflected in this deck.

3. we are
we will
we serve
we deliver
we differentiate
a banking security consultancy
be the region’s leading catalyst for transforming next-
generation security innovations into great solutions with global
impact
customers who:
•are large or multi-national, but with head office in SGP or Hong Kong
•already appreciate the value in investing in premium security
•focus on investment banking or corporate treasury
co-created security solutions that:
•drive business strategies
•delight end-customers
•deliver sustainable ROI
•exceed expectations of regulators
by leveraging our consulting toolkit and innovation process that
allows us to deliver high quality, repeatable engagements and our
operationalized internal cultural program that allows us to attract and
sustainably engage world-class intrapreneurs, entrepreneurs, & thought
leaders
FIRM STRATEGY 101 FOR SALES EXECUTIVES – POSITIONING & MESSAGING PRIMER

4. STRATEGIC INTENT – SALES & MARKETING GROUP
2012 STRATEGIC INTENT - SALES
VISION
Start-up a professional sales and marketing
function that can scale revenue by 3 in a
sustainable and brand-aligned way
MISSION
•Deploy formal sales & marketing infrastructure
•Reposition (and re-price) as a premier provider
with Channel Partners & end-customers
•Handover sales activities from Founders and
Consulting Team to sales team
VALUES
Aligned, Partnering, Innovative
TACTICAL GOALS TO SUPPORT INTENT
•Complete rebranding exercise (including
internal and external comms & collateral)
•Handover sales ownership/leadership to XYZ
•Develop and implement Channel Mgmt plan
•Deploy CRM system to manage sales
•Put in place management reporting for sales
•Help plan for required growth in man power
capacity
2013 STRATEGIC INTENT - SALES
VISION
Operationalize sales and marketing function that can
sustainably scale revenue.
MISSION
•Reduce reliance on the Founders, XYZ team, and specific
individuals
•Handover sales management & strategy function to XYZ
•Support execution of franchise model.
•Staff up
VALUES
Trusted, Partnering, Energetic
TACTICAL GOALS TO SUPPORT INTENT
•Handover functional leadership & management to XYZ
•Implement sales team management disciplines to support
larger team
•Complete formal documentation / knowledge base to
support pre-sales activities
•Create separate groups specialized for hunting vs. gathering
revenue
•Develop franchise plan
WHERE WE WANT
TO GO
HOW WE GET
THERE
OUR COMPASS
WINS WE MUST
DELIVER
FIRM VISION: be the region’s leading catalyst for transforming next-generation security innovations into
great solutions with global impact

5. MARKETING SALES CHANNEL MANAGEMENT SALES MANAGEMENT
MISSION
Define and champion our premium
brand, unique value proposition, and
specific market positioning.
BE KNOWN.
ACTIVITY LEAD
Jack Welsh
CORE ACTIVITIES
•Brand definition & communication
•Product/Project pricing
•Communications & advertising
•Business development
MISSION
Sustainably grow revenue from new &
existing accounts by 3 in 2012, while
simultaneously improving margin per
project and selling projects we can actually
deliver.
GROW THE BUSINESS.
ACTIVITY LEAD
Bill Gates
CORE ACTIVITIES
•Lead generation
•Lead qualification
•Managing proposals/bids
•Negotiate terms
MISSION
Support revenue growth through
positioning-aligned partnerships with digital
agencies, system integrators, and
government players. WIN-WIN
PARTNERSHIP.
ACTIVITY LEAD
Bob the Frog
CORE ACTIVITIES
•Partner selection
•Partner training
•Integrated sales mgmt and pitching
•Ownership of terms of engagement
MISSION
Ensure that the sales team works efficiently
and partners effectively with other internal
groups, customers, channel partners, and
mgmt/board to deliver sustainable growth.
SUSTAINABLE SALES.
ACTIVITY LEAD
Selena Sol
CORE ACTIVITIES
•Sales force automation (CRM)
•Management reporting
•Sales Team sourcing, training, and
operational management
•Support invoicing and collections
2012 STRATEGIC PLAN

6. CUSTOMER POSITIONING STATEMENT
Our customers can be large or small, serve clients anywhere around the globe, and can be
young or mature.
However, because of our market positioning, an “ideal” customer will have the following
characteristics, which make us attractive as a business partner:
•Already appreciate the value of investing in premium security solutions
•They should be positioned as premium brands themselves, and prioritize protecting and
extending those brands
•The product we’re building with them should
be a strategic investment for them, not a
campaign they’ll throw away in 3 months.
•As a result of the above characteristics, they
will not be price sensitive

7. MARKET POSITIONING
Differentiation
Point
2012
2016
US
US
Competitor
A
Competitor
C
Competitor
B
Competitor
D
Competitor
E
Differentiation
Point
Differentiation
Point
Differentiation
Point

8. PRICING
Removed from Deck

9. CHANNEL / DISTRIBUTION PLAN
CHANNEL PARTNERS
PARTNER STATE IMPORT CHANNEL PLAN (ACTION ITEMS)
Partner 1
Partner 2
Partner 5
Partner 6
Partner 7
Partner 8
DELIVERY PARTNERS
PARTNER STATE IMPORT PLAN (ACTION ITEMS)
Partner 1
Partner 2
CHANNEL PARTNER POSITIONING STATEMENT
We have a very small internal sales team and, as such, Channel Partners, and the selection and cultivation of the
right Channel Partners, are critical to the success of the firm. Selecting the right Channel Partners requires
identifying Channel candidates where there is a clear win-win synergy between firms, where both firms target the
same group of customers, and where competitive pressures are minimal.

10. PIPELINE
Click here to access Pipeline
(hyperlink removed)