04 a OPPORTUNITY REVIEW TEMPLATE OPPORTUNITY SUMMARY Sales

04 a OPPORTUNITY REVIEW TEMPLATE

OPPORTUNITY SUMMARY Sales Cycle: Prospect/Pipeline/Forecast Total value: £ (is this revenue or profit? ) Revenue recognition: In which month(s) does this opportunity sit within your sales dashboard? Scope of supply: Description of products or services being supplied and how this opportunity came about Summary and key points from Include: this review: • How this opportunity came about • Summary of key points from this document: • Dominant drivers, proposition, buying process • Why you have undertaken an opportunity review • The financial and/or strategic value this opportunity offers • The impact on your, and the company’s opportunity bank • Actions and resources required from others © BMC PERFORMANCE LTD. 2019 2

COMMERCIAL AND OPERATIONAL DRIVERS AND ALIGNING YOUR PROPOSITION What are their dominant Drivers? How will you tailor your Proposition around these? Commercial Operational For example, does your product or service generate a cost saving for them, improve their revenues, improve cashflow, protect the company legislatively, etc. ? For example, does your product or services improve operational efficiency, increase capacity, help provide a better working environment for its staff? etc. How would this purchase help your customer to make/save money? How would this purchase help your customer to save time or improve operationally? Refer to pages 04 -05 of ‘Winning Key Opportunities’ content How will you demonstrate that this purchase will help your customer to make more/save money? How will you demonstrate that this purchase will help your customer to save time or improve operationally? Refer to pages 08 -09 of ‘Winning Key Opportunities’ content © BMC PERFORMANCE LTD. 2019 Refer to pages 08 -09 of ‘Winning Key Opportunities’ content 3

PERSONAL DRIVERS Refer to pages 10 -13 of the ‘Winning Key Opportunities’ Module. Delete the examples below. Personal Drivers How this influences our Proposition John Smith John is one of 3 operational leads who reports directly to the Sue Jones (MD). Sue is retiring in 18 months and John is expected to become MD. The project which this opportunity relates to is John’s chance to cement himself as the natural choice for promotion. Although we are only supplying a small part of the overall project scope, any delays on the part we supply would directly result in a delay to the overall project which could harm his chances of promotion and reduce his bonus this year. • Leverage the message that we manufacture and store stock on site, and that we do therefore have the associated lead-time/risks that other potential suppliers would have. • Issue a delivery schedule which demonstrates our flexibility and reliability with regard to small, ad hoc stock requirements. Sue Jones Sue is retiring in 18 months after 25 years in the business. She will remain a shareholder. This project is her opportunity to test that John has got the skills to take on the role of MD following her retirement • Help John to be seen managing us (as a supplier) effectively. James Miller New into the role of cost controller. He is young and keen to impress but may not fully appreciate the dynamic of John seeking to become the next MD. He reports to John but was recruited directly by Sue and may therefore try to impress her by highlighting us as a more expensive option. • Reduce the likelihood of James raising the cost with Sue by showing that the financial risk to the project if stock is not on site in time. Demonstrate that sourcing supplies from us therefore is in the overall interest of the company, even though we may be more expensive. Name © BMC PERFORMANCE LTD. 2019 4

BUYING PROCESS Refer to pages 10 -13 of the ‘Winning Key Opportunities’ Module. Delete the examples below. Evaluation of possible suppliers Operations director approval Finance director approval • Owner – Mark Cruick (Operations Manager) • Risk – Might not be willing to advocate us as an unproven supplier • Actions – Send case studies & marketing material showing our delivery reliability • Owner – Camilla Green (Operations Director) • Risks – We do not have a relationship with Camilla and so are unable to identify risks at this stage • Actions – Set up operations – operations meeting to better understand Camilla’s drivers • • Owner – Jim Malley (Finance Director) Risks – Will want to review financial impact and would need board approval for a single purchase over £ 100 k Action – Put forward proposal showing 2 stage delivery of £ 70 k each. Action – Ask our finance team to review the cost benefit analysis to ensure it is in a suitable format for an FD • Owner within your customer’s organisation • Risks Milestone • Action(s)/owner(s) 4 • Owner within your customer’s organisation • Risks Milestone • Action(s)/owner(s) 5 © BMC PERFORMANCE LTD. 2019 5