ACCOUNT DEAL SUMMARY Deal Overview Account ACME Stage

ACCOUNT & DEAL SUMMARY Deal Overview Account ACME Stage Presentation 2 Forecast Best Case Mutual Success Plan Sales Objective How much 150 seats @ $900 - $135, 000 By when May 31 Who Account management & Customer success organization (Seats, Price, ARR Impact) (Close Date) (Function, department)

PAIN OVERVIEW Business Pain Impact Deal catalyst : Why now? Vision of Solution Write the compelling business pain that will drive a purchase. Write the negative consequences and affected metrics you’ve uncovered from the pain. Write the time-based compelling event that is forcing the evaluation. Write the positive business outcome they’re trying to achieve, and how they see OUR COMPANY helping with that.

STAKEHOLDER ANALYSIS Name & Title Decision role Political power level Disposition toward OUR COMPANY Your strategy w/this person VP Sales, Dwight Schrute Coach High Positive Gain deal coaching and indirect influence CFO Economic buyer High Neutral CRO, Michael Scott Decision maker High ? Win him over through Linda ROI case Linda Recommender ? Neutral Win her over with CS reference Karen Influencer High Neutral Win her over directly Bill Influencer Negative Ignore

DECISION PROCESS & OPPORTUNITY STRATEGY Decision Process Opportunity Strategy How are they deciding? How will you navigate based on their decision process, stakeholders, etc. ? Linda will run a pilot with three CS teams and will make a recommendation based on the three managers: Karen, Mike, and Bill. Karen and Mike are so far neutral toward OUR COMPANY while Bill actively does not want it. Since Karen will carry the most weight in the recommendation to Linda, I’ll double down on her during the pilot, will have moderate engagement with Mike. Even though Bill could be a saboteur, since his political power is basically negative, I can afford to ignore him more or less. My impression tells me that Karen carries much more influence with Linda than the other two, while Bill is actually disliked in the organization and has almost no political power. Linda then makes a recommendation to the CRO, and she’ll need to make a business case to do so. The CRO will then ask the CFO for funds who will eventually sign the order. Since ROI is so important to them, I’ll build success criteria leading indicators that eventually lead to ROI rather than focusing on adoption metrics. In parallel, I’ll work with Linda during pilot checkpoints to build a strong business case for the CRO. Since I know Linda loves Karen and doesn’t really like Bill, I’ll actively let her know how well Karen is doing with the pilot while Bill seems to not be in love with it.

OTHER BUYING PROCESS DETAILS Decision Criteria Return on investment. CFO holds the budget so the CRO needs to come to him with ROI wanted to see hard ROI numbers for us to renew this coming August, let alone expand the contract. Budget Timeline

SUMMARY OF MY POSITION TODAY Advantages Red Flags & Risks Key Information Needed Action Items Dwight Schrute is a major champion and has a vested interest in CS using OUR COMPANY since he’s comp’d and LTV rather than just new customer acquisition. I’ll get deal coaching from him every ~2 weeks. Budget is still up in the air due to funding round. - Schedule deal coaching session with Dwight. Bill, though he has negative political power, is a COMPETITOR champion and actively dislikes OUR COMPANY. No connection with the CRO or CFO During business case meeting with Linda, work to find large-scale impact to increase the scope of the project and bring the CRO into conversations.

Stage Discovery Presentation 1 Presentation 2 Alignment Validation Working Agreement Exit Criteria Achievement 2 nd and 3 rd level pain identified Verbal agreement that OUR COMPANY can address pain and commit to championing it Recommender & DM confirm OUR COMPANY can solve their problem Proposal walked through w/DM Agreement that success criteria (VSC) have been met Redlines completed & executed (MSA & DPA) Deal catalyst confirmed Identify the key players in the decision-making process Committed to launch a validation Confirmation from DM on understanding of ballpark pricing Verbal from DM on intent to purchase Security and compliance review completed Prospect is committed to solving the problem Champion identified future meeting participants and outlined their pain Desired launch date from DM Understanding of legal, security, compliance process Business partner ID’d or assigned Identified key contacts for each stage of MSP Potential champion identified Agreed to MSP w/business partner Mutually agree on success criteria

EXTRA SLIDES (OPTIONAL)

Value Map OVERARCHING BUSINESS PAIN: [Describe the critical business issue they’re solving for here] PAIN POINT [Describe the sub pain points of the business issue here -- i. e. what’s causing the bigger business problem] SOLUTION SUPPORTING CAPABILITIES METRIC PROOF POINT / CUSTOMER STORY

Differentiation strategy Based off what you know about their business and OUR COMPANY’s unique capabilities, what’s your differentiation strategy if this becomes competitive? ● Answer PAIN OR PRIORITY UNIQUE OUR COMPANY CAPABILITY