Value Selling Process Spring 2020 Raptor Value Selling

Value Selling Process Spring 2020

Raptor Value Selling Process Stage 00 – Qualification 01 - Discovery 02 - Develop Solution 03 – Proposal 04 - Agreement 05 - Closing Closed Won Objective In Pipeline Determine BANT and schedule Discovery Call/Meeting Perform Needs Assessment to document current safety & security technology, policies, and procedures Deliver a recommendation for a solution with a clear and compelling value proposition to KBIs Deliver tailored demonstration and proposal for Raptor Partnership Determine pricing and configuration for final approval and PO generation Obtain signed purchase order Book order and set implementation up for success ❑ Tailored demonstration ❑ Determine final approval ❑ Verify priority and timing ❑ Upload PO to Salesforce ❑ ❑ Identify & resolve client ❑ Confirm implementation ❑ Internal kick-off Deliverables ❑ ❑ ❑ Contact Info for KBI* BANT* Criteria Current Environment Estimated Oppty. Size Basic Understanding of Purchasing Process Advance Stage When: ❑ Discovery Call/Meeting is booked on the calendar ❑ Confirm/verify all deliverables from Prospecting stage ❑ Identify KBIs (Buyers / Blockers) ❑ Identify competitors under consideration ❑ Schedule Discovery Call/Meeting (workshop) with each KBI to: § Identify pain points and personal motivations § Understand document current technology, policies and procedures § Understand technical requirements / limitations Advance Stage When: ❑ Discovery Calls/Meetings (workshops) and Needs Assessment complete * See Appendix for additional detail. Use Needs Assessment to create recommendation for a solution to: ❑ Improve and/or replace current safety & security technology, policies, and procedures ❑ Mitigate competitive threats ❑ Address each KBI’s pain points and personal motivations ❑ Clearly communicate the value of the Raptor Partnership • ❑ Advance Stage When: ❑ Solution clearly defined and validated with KBI’s ❑ Confirmed Mutual Action Plan with scheduled next step and timeline ❑ Plan should address: § Source, timing, and availability of funds § Identify competing priorities § Board approval process if required § Date for product demo and proposal presentation ❑ of Raptor’s solution to KBIs Presentation of the proposal with pricing that demonstrates the value of the Raptor Partnership and: Improves and/or replace current safety & security technology, policies, and procedures § Highlights competitive differentiation Review pricing with Economic Buyer Provide references Advance Stage When: ❑ You have received verbal / written agreement to purchase from the Economic Buyer process & timeline contracting requirements ❑ Finalize pricing for products & services ❑ Prepare KBIs for any remaining approvals, e. g. Board Meetings, etc. Advance Stage When: ❑ Purchase order requisition number is known ❑ Purchasing contact identified of PO signature related details including client point of contact Advance Stage When: ❑ Signed purchase order received and process order completed, including Sales to Client Services handoff

00 – Qualification Objective: ❑ Determine BANT* and Schedule Discovery Call/Meeting Deliverables: ❑ Contact Info for KBI* ❑ BANT Criteria ❑ Current Environment ❑ Estimated Oppty. Size ❑ Understanding of Purchasing Process Advance Stage When: ❑ Discovery Call/Meeting is booked on the calendar What are we trying to do: Conduct research on a prospect account to identify KBIs*, quality an opportunity according to our BANT matrix, and schedule a discovery call or meeting Where we are in the sales process: We have contacted an individual at a prospect account and: • • • What needs to happen: 1. 2. 3. 4. 5. * See Appendix for additional detail. They are an ideal client, e. g. a K-12 Public School District or a K-12 Charter School Network They are the right person, i. e. a Key Buying Influence (KBI) They have some level of need for Raptor, e. g. using outdated technology and processes for Visitor, Volunteer, or Emergency Management, or they are currently underserved by a competitor Gather vital KBI contact information including name, personal title, e. g. Dr. , job title, persona, phone number (work AND cell if possible), and email address Use the BANT matrix to qualify the opportunity. The choices (1 -5) you make for each category will calculate a BANT score. Gather and record additional detail for each BANT category. Regularly update these fields as the opportunity moves through the sales process. Gain a basic understanding of the prospect account’s current environment as it related to Visitor, Volunteer and Emergency Management to determine which of Raptor’s solutions the prospect may need. This understanding will guide your preparation and agenda for the Discovery Call/Meeting to come. Once you have a point of view on which of Raptor’s solutions may be the best fit, add the relevant products and quantities (roughly based on school count) to quantify the opportunity Gain a general understanding of the typical procurement, purchasing and/or approval processes 3

01 – Discovery Objective: ❑ Perform Needs Assessment to document current safety & security technology, policies, and procedures What are we trying to do: Deliverables: The opportunity has been BANT qualified, opportunity size has been estimated, and the initial Discovery Call/Meeting has been scheduled with at least one KBI*. We have a preliminary understanding of their current safety & security environment and an understanding of their purchasing and decision-making process ❑ ❑ Confirm/verify all deliverables from Qualification stage Identify KBIs* (Buyers / Blockers) Identify competitors under consideration Schedule Discovery Call/Meeting with each KBI to: • Identify pain points and personal motivations • Understand document current technology, policies and procedures • Understand technical requirements / limitations Advance Stage When: ❑ Discovery Calls/Meetings and Needs Assessment complete * See Appendix for additional detail. Confirm as much as possible about the current technology, policies, and procedures as it relates to school safety & security with a specific emphasis on how the prospect organization handles visitor, volunteer and emergency management. We accomplish this by hosting Discovery Calls/Meetings (workshops) with Key Buying Influence(s) Where we are in the sales process: What needs to happen: 1. Take the time to confirm/verify all Qualification stage deliverables with the KBI 2. During the initial Discovery Call/Meeting, accomplish the following: • Identify KBIs including your Coach, the Economic Buyer, User Buyers and Technical Buyers that will be involved in the evaluation process • Identify any KBIs who may act as blockers in the process • Learn and document as much as possible about the organization’s current technology, policies, and procedures as they relate to Raptor’s school safety and security solutions 3. Once each KBI has been identified, schedule follow up Discovery Calls/Meetings (workshops) with each KBI to uncover the following: • Each KBI’s pain points with the status quo as well as their professional motivations • Each KBI’s account of the current technology, policies, and procedures around school safety and security, specifically visitor, volunteer, and emergency management • Individual or organizational technical requirements or limitations that could impact the deal • To identify additional KBIs (always ask, “Who else would weigh-in on this decision? ”) 4. Use all of this gathered information to complete a Needs Assessment that will serve to deliver customized product demonstrations and create a compelling, value-based proposal 4

02 – Develop Solution Objective: ❑ Deliver a recommendation for a solution with a clear and compelling value proposition to KBIs Deliverables: Use Needs Assessment to create recommendation for a solution to: ❑ Improve and/or replace current safety & security technology, policies, and procedures ❑ Mitigate competitive threats ❑ Address each KBI’s pain points and personal motivations ❑ Clearly communicate the value of the Raptor Partnership Advance Stage When: ❑ ❑ ❑ Solution clearly defined and validated with KBI’s Confirmed Mutual Action Plan with scheduled next step and timeline Plan should address: § Source, timing, and availability of funds § Identify competing priorities § Board approval process if required § Date for product demo and proposal presentation * See Appendix for additional detail. What are we trying to do: Use the completed Needs Assessment to make a recommendation to the KBIs for Raptor’s solution. Once that recommendation has been validated by the KBIs, schedule a date to demo the solution and present the proposal for the Raptor Partnership Where we are in the sales process: We have held Discovery Calls/Meetings (workshops) with as many KBIs as possible to understand their pain points and personal motivations. Using the information gathered during these meetings, we completed a Needs Assessment to inform our recommendation for the prospect What needs to happen: 1. Using the completed Needs Assessment, put together a recommendation that outlines the prospect’s pain points with their current environment and demonstrates how Raptor’s solution will solve each problem 2. Mitigate competitive threats by stressing the value of having both an integrated platform for visitor, volunteer, and emergency management and an ongoing partnership with Raptor – the most innovative provider of integrated safety technologies for K-12 schools 3. Once fully formed, deliver this recommendation to the KBIs and verify that this solution meets their needs. Once the KBIs have validated your recommendation, create a Mutual Action Plan with a scheduled date for a product demonstration and presentation of Raptor’s formal proposal 4. Define demonstration scope with KBIs - (what will be demonstrated and how) & flow (in what order) 5. Your Mutual Action Plan should also address the following: • Potential sources, timing, and availability of budget to invest in the Raptor Partnership • Potential competing priorities and other projects that could divert budget. Examples include other school safety initiatives competing for the same funding or other large initiatives occupying KBI mindshare or other human resources • Further understanding of the approval process and other requirements beyond approval from the economic buyer, e. g. Board approval, insurance coverage requirements, privacy, etc. 5

03 – Proposal Objective: ❑ Deliver tailored demonstration and proposal for Raptor Partnership Deliverables: Tailored demonstration of Raptor’s solution to KBIs ❑ Presentation of the proposal with pricing that demonstrates the value of the Raptor Partnership and: • Improves and/or replaces current safety & security technology, policies, and procedures § Highlights competitive differentiation ❑ Review pricing with Economic Buyer ❑ Provide references ❑ Advance Stage When: ❑ You have received verbal / written agreement to purchase from the Economic Buyer * See Appendix for additional detail. What are we trying to do: We want to present the proposed solution with careful attention to address the pain points and personal motivations of each KBI. After the demonstration, we will prepare and present a proposal to the EB* outlining the benefits of investing in the Raptor Partnership Where we are in the sales process: We have researched the prospect account and held multiple Discovery sessions with various KBIs to understand their individual pain points and personal motivations. We presented an initial recommendation for a solution to solve their problems and this recommendation was validated by the KBIs. What needs to happen: 1. Engage with your Client Services team member to review your recommendation, timeline, and list of local references 2. Bringing together everything that you learned in the Discovery and Develop Solution stages, deliver a tailored product demonstration of Raptor’s solution, starting with an overview “platform” demo. Depending on the KBIs involved, you may need to break this demonstration up into several components that include a subset of the KBIs and emphasize one product, i. e. visitor or emergency management, but still contain talking points on how each product integrates into the others 3. The tailored elements of this demonstration should speak to the pain points and personal motivations of each KBI as well as any nuances of the prospect’s environment, e. g. a heavily immigrant community, schools with secure vestibules, an active community of volunteers, etc. 4. After the demonstrations have been completed, prepare and present a customized formal proposal to the KBIs (mandatory for the Economic Buyer) that highlights the value of the Raptor Partnership. In this proposal, you’ll want to summarize the pain points of each KBI, review the solution that was demonstrated to the KBIs, set expectations for implementation/training/ongoing support, and deliver pricing for the Raptor Partnership 5. Address any questions or concerns about pricing raised by the Economic Buyer or, if unable to discuss proposal live with the EB, follow up to confirm proposal has been received, reviewed and accepted 6. When verbal/written agreement to purchase is received from the Economic Buyer, advance the stage 6

04 – Agreement Objective: ❑ Determine pricing and configuration for final approval and PO generation Deliverables: ❑ Determine final approval process & timeline with board date if board approval required ❑ ❑ ❑ Identify & resolve client contracting requirements Finalize pricing for products & services Prepare KBIs for any remaining approvals, e. g. Board Meetings, etc. Advance Stage When: ❑ EB confirms there is a purchase requisition ❑ Purchasing contact identified What are we trying to do: We want to help the KBIs navigate the deal through any remaining approvals, contracting requirements, and finalize the selected Raptor products and services on a quote that will be used to create the purchase order Where we are in the sales process: We have thoroughly researched the district, identified the KBIs, held Discovery sessions to uncover their pain points and personal motivations, presented a recommended solution that was verified by the KBIs, presented a tailored demonstration of the Raptor solution, and delivered a proposal highlighting the value of the Raptor Partnership. The Economic Buyer has agreed either verbally or in writing to purchase Raptor based on the pricing provided in the formal proposal What needs to happen: 1. 2. 3. Now that the Economic Buyer has selected Raptor as the Vendor of Choice, we need to formulate a Close Plan that includes: • Detail of any closed-door approvals (e. g. Board meetings) necessary and timeline of required deliverables • Contracting, data privacy, insurance coverage requirements • Implementation expectations, including what human resources the client will provide and what resources Raptor will provide • List of locations where Raptor will be deployed with desired “go live” date for each Internal communication with Raptor Client and Professional Services to share details of Close Plan Once remaining approvals have been given, obtain the purchase order requisition number and key purchasing contact 7

05 – Closing Objective: ❑ Obtain signed purchase order Deliverables: ❑ Upload PO to Salesforce and process order Advance Stage When: ❑ Signed purchase order received What are we trying to do: We want to ensure the purchase order is completed as quickly, smoothly, and predictably as possible by proactively providing our purchasing contact with all required information necessary to generate a signed PO Where we are in the sales process: We have thoroughly researched the district, identified the KBIs, held Discovery sessions to uncover their pain points and personal motivations, presented a recommended solution that was verified by the KBIs, presented a tailored demonstration of the Raptor solution, and delivered a proposal highlighting the value of the Raptor Partnership. The Economic Buyer has agreed either verbally or in writing to purchase Raptor based on the pricing provided in the formal proposal • Raptor has been fully approved by any required closed-door committees, e. g. Board Meetings, the purchase order is in process, we have received the PO’s requisition number, and identified the purchasing contact that will be processing the purchase order • What needs to happen: 1. 2. 3. 4. 5. 6. Determine the appropriate implementation contact(s) and ship to address(es) Confirm implementation details including building list, addresses, products, modules, and any unique hardware configurations Connect with purchasing contact and ensure they have everything they need to process the purchase order including vendor forms, W-9 information, proof of insurance, etc. Confirm when PO will be signed Confirm how signed PO will be made available to Raptor Obtain Signed PO 8

Closed Won Objective: ❑ Book order and set implementation up for success Deliverables: ❑ Upload PO to Salesforce and process order What are we trying to do: Accurately book the opportunity and begin the transition to services for implementation Where we are in the sales process: • We have received a signed purchase order from the client What needs to happen: 1. 2. 3. Ensure Accounting/Client Services/Professional Services has all important implementation details including bill-to and ship-to contacts, complete building list, addresses, products, modules, and any unique hardware configurations Internal kick-off call with Professional/Client Services completed Schedule handoff call with Professional/Client Services 9

Appendix 10

BANT Matrix 11

Key Buying Influences (KBIs) Economic Buying Influence or Economic Buyer (EB) ROLE: Gives final approval to buy User Buying Influence or User Buyer (UB) ROLE: Will judge our software’s impact on their job performance Only one per sale • Controls expenditure and release of funds • Has discretionary use of resources • Has veto power • Can say Yes (and make it happen) Often several or many • Will use or supervise the use of our software • Personal because users will live with our software • Direct link between users’ success and the success of our software FOCUS: Bottom line and effect on organization THEIR ASK: “What return will I get on this investment? ” THEIR ASK: “How does this new software impact my current role and responsibilities? ” Technical Buying Influence or Technical Buyer (TB) ROLE: To screen out undesirable solutions Coach ROLE: Acts as guide for the sale Often several or many • Will judge the measurable and quantifiable aspects of your proposal • Can be a gatekeeper • Cannot give final approval • Can say “no” based on specs or technicalities Proactively develop at least one FOCUS: Match to specifications in their area of expertise FOCUS: Your success with this proposal THEIR ASK: “Does this meet our specified criteria? ” THEIR ASK: “How can we make this happen? ” FOCUS: The job to be done A Coach can provide and interpret information about: • • • Validity of this opportunity Other Buying Influences Important elements of the approval process 12

Forecast Categories Definition: Commit We have received written/verbal commitment to purchase from the Economic Buyer and the PO has been submitted to purchasing. WE WILL WIN. We have been selected as the vendor of choice, agreed on size of the deal, agreed on implementation plan. We are waiting on a grant, Board approval, or action by some other party than the Economic Buyer. WE SHOULD WIN. Best Case Everything else that does not fit the above 2 categories Pipeline AND: The deal has a close date within the forecast period 13