Services and Approach

LYFTLYFT

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Current State of Affairs in Many Organizations TodayCurrent State of Affairs in Many Organizations Today

Typically, 20% of the sales organization produces 80% of results (or some version of this paradigm)20%

True “A” players generate up to 10 times the outcome as average performers10

“A” management teams typically produce 10X+ the results of a “B” team20

Sales professional turnover can cost more than $1,000,000 (for each person) 1M

Management turnover costs are exponentially higher (~$15mm+)$$$

“Poor Leaders” will cost your system 10% of total people expense 10%

Source, HBS Research, DW personal experience

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Current Industry Trends Highlight a Need for TransformationCurrent Industry Trends Highlight a Need for Transformation

Over the past two years, 40% of sales people did not make quota*40%

• In 2010, sales organizations in the US overall achieved less than 80% of target. Only 1% of firms said their forecast accuracy was >90%**80%

63% of Sales Executive Council members say their sales managers do not have the skills and competencies they need to evolve their sales model, and nearly 10% do not have the skills they need to be successful in the job today****

63%

Sales organization turnover continues at a 25% yearly rate***25%

of people new to a role fail within 18 months*****46%

Effective sales management has been hijacked and is now often more focused on CRM adherence and revenue forecasting

Source: *,**, ***, CSO Insights 2011 and 2012, **** The Challenger Sale,*****HR Chally research

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Implications for Your BusinessImplications for Your Business

Only 9% of customer loyalty is attributable to a better price-to-value ratio than competition*9%

53% of customer loyalty is attributable to outperforming the competition on the sales experience itself**53%

Outperforming the competition on the sales experience will result in higher win percentages, higher margins, increased customer loyalty, and ability to achieve coveted “trusted advisor” status

*, **Source: The Challenger Sale, 2011

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LYFT Value PropositionLYFT Value Proposition

Provide unique combination of technology, content and consulting that both assesses organizational capability and potential and provides a real solution that results in revenue growth

Deliver measurable enhancement of client results through improved sales force and client-facing personnel effectiveness

Primary focus on client facing and sales personnel (and we could address other critical roles, for example, unit managers of different geographies)

Our team is the difference• Blend of experienced consultants and successful operating executives • Proven tools coupled with proprietary methodologies, leverage technology• Combine theory and research with pragmatic business disciplines • Measurable focus on near term results and sustainable improvement

Guarantee the measured improvement is greater than our feesIrresistible client risk/reward model

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Have you thought about the following?Have you thought about the following?

Discussion Points to Drive Your Sales Performance…

How close is your business to optimal sales effectiveness?

What is the affect of a sub-optimized sales organization on your business?

What would be the financial impact of improving your overall front line effectiveness?

Can you afford to be satisfied with the status quo when it is possible to significantly improve performance?

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What Sales Effectiveness Challenges Do You Face Today? What Sales Effectiveness Challenges Do You Face Today?

Increasing competitionStruggle to differentiate offerings Solution selling approachDecreasing win ratesSpeed of product/service obsolescenceTalent shortages/sales turnoverRise of centralized

procurement/strategic sourcing and increasing pricing pressure

Decline of buyer loyaltyAging workforce

Alignment of sales and operationsAlignment of sales and marketingRise of third party purchasing

consultantsRise of consensus-based saleGreater demand for customizationThe need to be global Sales management challengesGlobal organizationsDistributed sales leadership

How far are you from one vision, one winning strategy, one team, one standard for superior performance?

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Our ApproachOur Approach

We focus on the following questions What level of capability and capacity exists today within your front line and sales

organizations?

What level of success is possible today given the current team, management process, and tools within your business?

What organizational capabilities, roles, selling behavior, compensation, management structure and processes are required to successfully drive step revenue growth?

What leadership and talent are required to effectively execute the strategy?

How do you know the required change is occurring?

How will you become a sustainable high performance organization?

Driving more of your sales organization to achieve the level of “trusted advisor”

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The Diagnosis & Tools to Improve Front Line PerformanceThe Diagnosis & Tools to Improve Front Line Performance

Achieving the“trusted advisor” relationship with your customers and clients is a much higher bar than existed previouslyThe following ingredients are critical:

Talent acquisition• Formal process and discipline to improve the hiring of strong performers

Identify strengths and development needs of existing team• Assessment and engagement systems• Performance and energy “pulsing”

Implement developmental actions to improve individual and organizational performance • Effective On-Boarding• Compensation aligned to strategy• Ongoing training and development, • Effective sales management/coaching • Proper tools and supporting technology

The payoff for improving organizational capability in this area is at least 10X the investment.

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LYFT Solution AreasLYFT Solution Areas

SALES MODELDESIGN

ASSESSMENTSPULSE

BENCHMARKING TOOLS & PROGRAMS

COACHING &DEVELOPMENT

PROGRAMS

SALES COMPENSATION

SALES TRAINING

LEADERSHIP DEVELOPMENT

SALES TEAM IMPROVEMENT

LINKAGE TO CRM SYSTEMS

RECRUITMENTProcess Consulting

LASTING TRANSFORMATION FOR

IMPROVED BUSINESS RESULTS

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Building a Best-In-Class Sales ForceBuilding a Best-In-Class Sales Force

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Monitor, Measure & Report on Results

Develop Automated Dashboard to monitor performance improvements

Evaluate Ongoing Performance of Incumbents and New Hires

Reinforce Training Program Determine ROI

Analyze Business & Sales Strategy

Assess Sales Strategy in Context of Business Goals

Analyze Current Systems for Selection, Training & Development and Performance Management

Conduct Job Analysis on Sales & Sales Management Roles

Validate Core & Job Specific Competencies

Develop Selection System Assess Incumbents using Technology-

driven Valid & Predictive Assessment Determine Ideal Profile for Sales &

Management Utilize Validated Model within

Recruitment & Selection Process Create Structured Interview Protocol Implement Technology-Driven

Recruitment Process

4LYFT Solutions

InterrelationshipsDevelop Employees Implement Dashboard to Determine Gaps

between Current Workforce and Ideal Profile Provide targeted Sales Training to close

development gaps – both classroom and technology delivered

Train Sale Managers in On-going Employee Development Process

Integrate Performance Management Compensation System

Analyze Leadership Potential of Sales Force Develop Succession Planning Process Provide Performance Coaching & Mentoring

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Shift Performance of Sales and Front Line Personnel Shift Performance of Sales and Front Line Personnel

Variable By-Standers Typical Game Changers

Revenue Per Employee $ 500,000 $ 750K $ 3,000,000 - $5,000,000

Profit Per Employee $ ($50K) $ 25K $ $1,000,000+

Shareholder value Per Employee $ ($100K) $ 50K $ 1,000,000

Client Service/’Will recommend you ’ >4% 15% 72%

Employee engagement ( % EE ‘engaged’) 21% 25% 37%

Turnover – ability to retain the best 32% 18% 4%

Your Organization #____________

%___________

#___________

%__________

#____________

%___________

Drag

Sales Pipeline Dashboard• Real Time Information• Stay on Top of Key Issues

•Execution•Organization Performance

Lift

•Execution•Organization Performance

EXAMPLE OF HOW SOFTWARE CAN PROVIDE VALUE – DASHBOARD THAT DISPLAYS TOTAL COST OF PERSONNEL BY POTENTIALIssue: Poor performers will put drag on any change effort

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Dan Has Built High Performing Sales Organizations from the Ground UpDan Has Built High Performing Sales Organizations from the Ground Up

Dan has been responsible for architecting and executing the build out of sales organizations that have placed three different companies on the Inc. 500 list 7 times, including the #1 ranking while at Parson Group. He created the concept, devised the model, hired the team, put in management process and discipline to drive growth, and created cultures that retained the most effective individuals. His background and credentials in driving rapid growth include:• At General Electric had 5 years of actual sales experience, and 3 years management experience, with an average

quota attainment of 130%. Never missed plan as either individual contributor or manager. Promoted 7 times in 8 years.

• At Intelogic Trace, built a team comprised of 3 district managers and 22 sales professionals. Top performing person in this role, and in less than three years, this team was generating over $25 million in new business each year.

• At ARC, in less than 5 years, built a sales and delivery organization from less than three million in revenue in 1989 to a run rate of over $100mm in early 1994. ARC ranked #13 on the Inc. 500 in 1993 and was the 2nd best performing IPO on NASDAQ in 1994. All organic growth.

• At Parson, wrote business plan, raised capital and executed a plan that grew from start-up in July of 1995 to a run rate of $90mm in revenue in 2001. Ranked #1 on Inc. 500 in 2000. All organic growth.

• At Capital H Group, starting from near zero in May of 2003, grew to $45mm in run rate revenue in early 2008. Combination of organic growth and acquisitions.

• At Caesar’s Entertainment, launched a new business for this enterprise by hiring a team of sales professionals sell high end, customized packages to non-gamers. Worked for the CMO and CEO.