AcressoPlaybook of Prospecting

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FRONTLINE Selling

Advanced Prospecting Skills Workshop & Prospecting Play Book

PREPARED August 17, 2009

Dan McCann

Trainer

FRONTLINE Selling4550 North Point Parkway, Suite 370

Alpharetta, Ga 30022Phone: (770) 777-9336

[email protected]


2/68Advanced Prospecting Skills Workshop & Prospecting Play Book www.frontlineselling.com (877) RAMP-UP1

Information contained in this document is subject to change at the sole discretion of FRONTLINE

and is furnished under a nondisclosure agreement. The information may be used or copied only in

accordance with the terms of the specic agreement. No part of this document may be reproduced or

transmitted in any form or by any means, electronic or mechanical, including photocopying, record-

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FRONTLINE Selling, Inc.

Copyright 2001-2007 FRONTLINE Selling, Inc. All rights reserved.



Participant Name: _____________________________



Table of contents

TABLE OF CONTENTS

SECTION ONE

Agenda ....................................................................................................... 7Introductions ............................................................................................... 8RAMP-UPTM............................................................................................. 21

SECTION TWO

FRONTLINE Selling: High Value Business to Business Prospecting ....... 39Executive Summary - Anatomy of a Play Book ........................................ 40Strategic Pipeline Development Process ................................................. 41FRONTLINEs RAMP-UP ProspectingProcess & Vision-Lock Selling Approach .............................................. 43

SECTION THREE

About Acresso .......................................................................................... 50Enterprise Value Proposition .................................................................... 52Enterprise Email Script ............................................................................. 55Enterprise Calling Script ........................................................................... 56Publisher Value Proposition ...................................................................... 60Publisher Email Script .............................................................................. 61Publisher Calling Script ............................................................................ 62

Focus Messaging Cheat Sheet ................................................................ 67RAMP-UPTM Prospecting Sheet ............................................................. 68



SECTION ONE



Introduction to Advanced Prospecting Skills

Welcome to the Advanced Prospecting Workshop presented by FRONTLINE Sell-ing. This Workshop is designed to assist Account Executives in penetrating tar-geted accounts and building a strong sales pipeline.

The goal for this workshop is to impart prospecting strategies and tactics and in-tegrate these processes into daily business activities. This will happen in the fol-lowing format:

1) Understand participants expectations of prospecting and this workshop 2) Discuss the theory and philosophy behind RAMP-UP 3) Change the prospecting paradigm

4) Review RAMP-UP tactics5) Build a RAMP-UP Tool Box

6) Discuss theVision-Lock approach 7) Launch A.T.T.A.C.K. Plan

Audience

This Workshop is intended for Sales Associates, Sales Support, and Managerswho have responsibility around building pipeline and driving sales.

Introduction to Advance Prospecting Skills



Agenda

Introduction and Expectations

UNIT I

Prospecting Theory

Challenges to ProspectingConventional ThoughtLead Generation vs. Demand CreationParadigm Shift based on FRONTLINE MethodologyIntroducing the Meaningful Interaction (MI)

Mapping MI Value to your Sales Funnel

UNIT II

RAMP-UP Denition and Process Overview

Components of RAMP-UP Touch Points Campaigns and Rounds

Tool Box PreparationRole Play

Live Calling Demonstration

UNIT III

Participant Calling

Calling Session #1

Session #1 Debrief Calling Session #2 Session #2 Debrief

RAMP-UP Session Review / Q & A

Agenda



Introductions and Expectations

Introduction to FRONTLINE Selling LLC

FRONTLINE Selling helps companies increase sales effectiveness. FRONTLINEs

services provide a conduit between strategic marketing and a focused sales effortby connecting top-of-the-funnel activity to the strategic selling process. FRONT-LINE Selling delivers a strategy, Vision-LockTM, and a supporting methodology,RAMP-UP, that gives an organization the quantiable metrics and common lan -guage necessary to effectively manage demand generation and pipeline buildingactivities.

FRONTLINEs RAMP-UP methodology provides the tactical tools and strategy tosecure a senior executives TIME and ATTENTION and create a forum to shareyour value proposition. This forum is called a Meaningful Interaction (MI) and canbe compared to a metaphorical plane or train ride.

What if the CIO from one of your top ten accounts was sitting in seat 2A on thesame ight you were on? How important would it be for you to sit in seat 2B?

Wouldnt you pay extra for that seat?

Vision-LockTM enables Ac-count Executives to maxi-mize the effectiveness of anintroductory 20-minute forumto build credibility, articulatevalue proposition, and mostimportant create a shared vi-

sion fostering a rst moveradvantage and tilt competitivelandscape in your favor. ThisVision-LockTM strategy is in-tended to bridge prospectingwith strategic selling.

Simply put, RAMP-UP helpsmanufacture meaningful interactions with targeted key players that put you in seat2B consistently and repeatedly. Vision-LockTMhelps to craft the strategy & tacticsaround discussion framework after acquiring the seat.

The benets of FRONTLINEs approach, based on Meaningful Interactions versustraditional sales tactics, include the following:

Higher Quality Interactions No Missed Opportunities Enhanced Account Targeting Morale Booster Measurable Results Continued Brand Building




About FRONTLINE Selling

FRONTLINE Selling helps companies become more effective at creating

demand by lling the gap between marketing suspects and identication ofnew sales opportunities. Our Comprehensive and Repeatable Demand Cre-ation Process consists of a strategic Vision-Lock Selling approach providingstructure, metrics and a common language around your demand creation activi-ties. To support Vision-Lock, we have developed and utilize our own tacti-cal methodology (RAMP-UP) for execution. The result is a repeatable andmeasurable sales process transforming your sales people into highly leveragedcommunicators of your value offering.

Clients take advantage of FRONTLINEs Demand Creation Processin three ways:

As an outsourced services provider where our clients hire us to gain ac-cess to targeted key players for the purpose of having meaningful businessconversations in a highly effective fashion.

As a skills development partner where we will impart our comprehen-sive Demand Creation methods, tools, management techniques and pro-cesses to your inside, outside and channel sales teams.

Via Prospecting Productivity Management (PPM) An on-demandapplication that promotes best practices for high value business to businessprospecting.

About FRONTLINE Selling



Notes:

FRONTLINE Overview



FRONTLINE Team

Mike Scher PresidentDan McCann VP OperationsTom Ryder General ManagerMatt Sullivan Director of Sales

Mike Scher President

Mike founded FRONTLINE Selling to help emerging and niche companies andsales organizations become more effective in delivering their value propositionto a target audience. As the developer of the companys agship methodology,

RAMP-UP, Mike leveraged his 18-plus years of enterprise solution selling withwell-known companies such as JDEdwards and Netscape as well as lesser-knownnames like SMART Technologies, ProcureNet and RedCelsius.Being a student of sales methodologies such as Strategic Selling, TheComplex Sale and Target Account Selling, Mike utilized those skills to be-come a frequent Presidents Club qualier while selling multi-million-dol-lar transactions to global organizations such as ABB, Starwood Ho-tels, Foster Wheeler, Harsco and The Rouse Company, among others.

Mike, who is married with three children, earned a BS degree with honors fromBryant College in Smitheld, RI.

Dan McCann VP Operations

Dan has ten years experience in enterprise B2B sales, focusing on creating net-new business opportunities within Fortune 2000 organizations. Dans experiencein generating demand, uncovering nancial drivers, and building account strategy

has helped him open accounts such as American Red Cross, Toys R US, DraftWorldwide, iStar Financial and RTKL Associates.Before joining FRONTLINE Dan worked in Corporate Travel and sold a combined$60,000,000 in new accounts sales. Dan has driven value for organizations from

proactively hunting and farming net-new opportunities in underserved or underde-veloped markets.Dan earned his BS degree from Mary Washington College, and is working towardhis Masters of Finance near his hometown in Oakland, NJ where he resides withhis wife Diane and three children.

FRONTLINE Team



Thomas Ryder General Manager

Tom Ryder brings over ten years of enterprise solution sales and account man-agement experience in a variety of roles including demand generation, market-ing, executive search, and management experience. Tom has been successfulworking in both smaller (privately held) and large publicly traded companies suchas On Technology and Elron Software. Prior to joining FRONTLINE Selling, Tomwas a Principal at The Computer Merchant/Berkshire Stafng Group, an execu-tive search rm. Tom holds a BA in English from Stonehill College.

FRONTLINE Team



What if?

Notes:

What if?




Notes:



Prospecting Theory

Notes:



Notes:

Common Challenges

Common Challenges



Prospecting Paradigm

Notes:



Paradigm Shift based on FRONTLINE Methodology

Notes:

You have to think anyway. You might as well think big. Donald Trump

Paradigm Shift based on FRONTLINE Methodology



Mapping an MI to your Sales Funnel

Notes:

Mapping an MI to your Sales Funnel



Denition of RAMP-UP

Notes:

Denition of RAMP-UP



Components to RAMP-UP

Notes:

If I would have had more time, I would have made it simpler.Ben Franklin

Components to RAMP-UP



Touch Points Pros and Cons

Notes:

Touch Points Pros and Cons


24/68



The Prospecting Campaign

Notes:




Round One Objectives

Notes:

Round One Objectives



Role Play

Scenario 1- (First call into GAP Inc.) Acresso A/E- is targeting the VP of Strategic Sourcing

(Tiffany Furdak). In an effort to call high and let gravity work in our favor we start with

the CIO whose name is Michael Tasooji.

Operator: The Gap How may I direct your call?

ENT. AE: (Michael Tasooji) pleaseKEY PLAYER- CIO: Hi, this is Michael, leave a message at the tone or press zero for my assistant

ENT. AE: Hi Michael, at Acresso. I was hoping to get 20-30 minutes of yourtime, via telephone, to discuss helping The Gap maximize software asset utilization and simplifypackaging and deployment. Please let me know if either Monday or Tuesday morning of nextweek is best for such a phone call. My number is 312-555-1212 and again its at

Acresso.

Hit 0

ADMIN: Mr. Tasoojis ofce.

ENT. AE: Hi this is from Acresso, and what is your name?

ADMIN: This is Sally, can I help you?

ENT. AE- Yes, Sally, perhaps you could. I just left a message for Michael and was wonderingwhat the best way would be to get 20 minutes on his calendar for a phone call next week, eitherMonday or Tuesday to discuss maximizing software assets?

ADMIN- An act from God!

ENT. AE- Short of that, maybe you could help me? .

ADMIN: How?

ENT. AE- I wasnt sure Michael would be the right person to speak to and based on your feedbackhe probably isnt. I usually dialog with Strategic Sourcing or VP of IT. Do you think I should touchbase with Tiffany Furdak?

ADMIN: No, actually you want to call Mark Brennan, he would probably be the one to deal withsoftware assets.

ENT. AE- Thanks Sally, what is Marks ofcial title?

ADMIN: He is Sr. Director of Applications & IT Sourcing

ENT. AE- Perfect, and does Mark have assistant?

ADMIN: Beth Page

ENT. AE- Great! Thank you for your help! Can you transfer me over?

KEY PLAYER-IT Sourcing: (Voice Mail) This is Mark, please leave your name and number at thetone or press zero for my assistant.

ENT. AE: Hi Mark, at Acresso. Sally in Michael Tasoojis ofce suggested I call



you regarding software asset utilization, packaging, and deployment. I was thinking we couldstart with a 20 minute phone call either Monday or Tuesday morning of next week. Let me knowwhich morning is best for such a phone call. My number is 312-555-1212 and again its at 312-555-1212.

Hit 0ADMIN: - Hello can I help you?

ENT. AE- Hello is this Beth?ADMIN: - Yes who is calling?

ENT. AE- Hi Beth. This is from Acresso and Sally in Michael Tasoojis ofcesuggested I connect with Mark. I was hoping to get 20-30 minutes of his time, via telephone,what is the best way to do that?

ADMIN: What is this about?

ENT. AE- Sure, perhaps you can help me? I was hoping to get 20-30 minutes of his

time, via telephone (pause), to discuss helping The Gap enhance software asset utilization,what is the best way to do that?

ADMIN: Mark is in an all day meeting across the street.

ENT. AE: I know he must be real busy ADMIN: He sure is.

ENT. AE: Would it make sense to pencil something on his schedule early next week?ADMIN: I need to get his approval before scheduling something, and hell be on the east coaston those days. Have you spoken to him?

ENT. AE: No we havent. What do you suggest?

ADMIN: The best thing to do is to send company information.

ENT. AE: OK good idea, is his e-mail [email protected]?ADMIN: No, send it to me (I get all his e-Mail anyway) my e-mail is [email protected]

ENT. AE: Great. Thanks. I will send this out tonight, keep it short and follow up with you in acouple of days.

ADMIN: OK, No Problem.

ENT. AE: Thank you for your help, BethADMIN: You are Welcome.



Objectives Round Round Two

Notes:



Role Play

Scenario 2: Lets assume its Round 2 (VERY TYPICALLY) we havent gotten any re-sponse. The dialogue might go like this:

ENT. AE #2 dials main number.Operator: The Gap How may I direct your call?

ENT. AE: Mark Brennan pleaseKEY PLAYER- IT Sourcing: (V/M message) This is Mark, please leave your name and numberat the tone or press zero for my assistant.

ENT. AE: Hi Mark, at Acresso. I know you are out on the East Coast today,and hoped to get 20 minutes of your time, via telephone, either Wednesday or Thursday at10AM to discuss helping The Gap maximize software asset utilization and simplify packagingand deployment. Let me know, or Beth can coordinate what day is best for a phone call. Mynumber is 312-555-1212 and again its at Acresso

Hit 0

ADMIN: Hello- can I help you?

ENT. AE: Is this Beth?ADMIN: Ah, yes, whos calling?

ENT. AE: Hi Beth, its from Acresso. Hey, I know Marks still on the East coasttoday, but Im still trying to get on his calendar for a 20 minute phone call later this week, andwanted to see if he gave you any feedback on an appropriate time.

ADMIN: Well, I see he is available either Wednesday afternoon, and a slot Friday morning. Imsorry, what was this about again?

ENT. AE: Its about software management & sourcing. I have Wednesday at 3 open too, do you

want to tentatively schedule that and I will connect with you or Mark Tuesday to rm it up?ADMIN: Sometimes he books things on his calendar and doesnt tell me.

ENT. AE: Dont you hate that?ADMIN: Yeah, but thats how he does things. Anyway, before we book anything, let me checkwith him again. We will review the weeks schedule when he returns, and I will bring this to hisattention.

ENT. AE: Beth, would it help your discussion if I shot Mark a quick e-mail to [email protected]?

ADMIN: Thats ne.

ENT. AE: Thank you for your help BethBeth: Your welcome, Bye!



Objectives Rounds Three and Four

Notes:



Role Play

Round 3 Scenario: ENT. AE, gets no response by Wednesday. He calls on Wednesday

Afternoon.

Operator: Gap Inc. How may I direct your call?

ENT. AE: Mark Brennan Please

KEY PLAYER- IT Sourcing: (Live Answer) Hi, this is Mark

ENT. AE: Hi Mark, at Acresso. I am sure I caught you in the middle of some-thing! KEY PLAYER: Trying to catch up here! What do you want?

ENT. AE: Michael Tasoojis ofce suggested I connect with you regarding software asset utiliza-tion & deployment. My thought was it may be best to schedule 20 minutes on the phone eitherlater today or Friday morning.KEY PLAYER: Software assets utilization? Can you be more specic?

ENT. AE: Sure. I know you are trying to catch up, but the purpose of our call will be to discuss

how we are helping retailers eliminating unused or abandoned software & renew only activefully utilized licenses. Do you have time later today or Friday for such a discussion?

KEY PLAYER: I would need to know more before committing.

ENT. AE: At a high level we will focus on topics such as IT sourcing based on actual vs. esti-mated usage and re-deploying under utilized software licenses, and together determine whetherit makes sense to continue discussions. Would that work?

KEY PLAYER: OK, Beth keeps my calendar maybe Friday would work. Talk with her.

ENT. AE: Ok thanks Mark- after we set something should I forward a conrm e-Mail to both of

you?

KEY PLAYER: Sure (Transfers ENT. AE)

ADMIN: Hello?

ENT. AE: Hi Beth its at Acresso. We nally connected with Mark and he asked

that WE put something on the calendar Friday morning, does 10am work ok?

ADMIN: We can do Friday at 10am CT

ENT. AE: Great and I committed to Mark to forward a conrmation e-mail prior. Should I call

Mark at the main number?

ADMIN: Actually call my number 312-555-1213. I will track him down if he is away from hisdesk)

ENT. AE: Thanks Beth- talk to you Friday!



Round Five Get Creative

Notes:



Tool Box

Notes:

Luck is the residue of design.Branch Rickey (Brooklyn Dodgers GM who signed Jackie Robinson)



RAMP-UP Constants

Notes:



Glossary of Terms

Repeatable Demand Creation Process - FRONTLINEs Comprehensive and repeatable processfor helping companies consistently and strategically engage with their target audience at higherlevels. The process includes creating and validating messaging and markets, gaining access tothe target market, executing effectively on that access and providing end-to-end visibility.

Meaningful Interaction (MI) Scheduled forum with targeted key player lasting 15-40 minutes.This forum enables an Account Executive to build rapport, probe for pains, issues, initiatives, buildcredibility/explain value proposition, and establish a shared vision for company solutions with theobjective of advancing this opportunity to a qualied next step.

Lead Generation Process of uncovering specic prospects who have acknowledged business

pain and have formulated their own strategy for solving that pain, oftentimes with preconceivedbias.

Demand Creation Process of identifying prospective market opportunities at companies wholikely have a specic type of business pain (latent or acknowledged) where solutions, including

yours, are not readily identied by the prospect.

RAMP-UP (Repeatable and Measurable Process for Upgrading Pipelines) FRONTLINEs pros-pecting methodology to A) identify targeted key players and their touch points and B) produce asystematic campaign across those touch points focused on securing the TIME and ATTENTIONof these targeted key players.

Vision-Lock FRONTLINEs strategic approach to convert MIs into Qualied Sales Opportuni-ties. Vision-Lockaddresses the MI preparation, execution and focus required to achieve thegoal of creating a shared vision with a targeted key player.

Research Triggers Identied data that ag potential issues within an organization. These data

center on the key areas of benet for your solution.

Qualied Sales Opportunity Result of an MI that has been qualied by an Account Executive as

to budget, need authority and/or timetable. A QSO warrants the investment of additional time andresources necessary to build a business case and executive sponsorship.

A.T.T.A.C.K. Strategic plan to execute a meaningful interaction by Addressing Time, Transition,Agenda, Call-Flow, and Kick-Off.

PPM - PPM (Prospecting Productivity Management) is FRONTLINEs on demand application totrack, measure and adopt RAMP-UP on an individual and team basis.



SECTION TWO



Strategic Demand Creation

Acresso has engaged FRONTLINE Selling to implement a proven methodology to create demand

for FLEXnet Manager & AdminStudio for Enterprise accounts and FLEXnet Publisher and

Compliance Monitor for Software Developers to help maximize the return on investment in their

people. FRONTLINEs prospecting (RAMP-UP) methodology will help Acresso boost sales

pipeline within targeted accounts and deliver results to the bottom line more efciently than tra -ditional approaches. The prospecting framework presented has been adapted to Acresso sales

requirements and the resulting repeatable approach will help Acresso to create a robust pipeline

and real sales revenue.

Two of the biggest obstacles facing organizations with respect to creating demand for their prod-

ucts and services are a lack of BIAS. BIAS stands for:

Brand Identication

Solution Awareness

FRONTLINE Sellings integrated go-to-market strategy is a high impact, straightforward and mea-surable approach to pipeline development that is focused on creating demand and overcoming a

lack of BIAS. While some local companies may be familiar with Acresso, few people fully under-

stand the full scope of Acressos solutions. To combat this, it is imperative to execute programs

that leverage Acressos investments made in providing robust content and associated costs in

sales tools, sales training, messaging, value propositions and marketing.

The process and techniques will give Acresso partners the opportunity to engage their target audi-

ence in Meaningful Interactions (MIs) in order to create net-new sales campaigns. An MI is

dened as a scheduled 20-30 minute focused conversation with a targeted titles such as C-Level

IT, Finance (CFO, VP/Dir Finance), and Procurement & Strategic Sourcing on the enterprise

side PLUS COO/CMO, VP Products, VP/Dir Operations, VP/Dir Marketing, VP/Dir Sales, VP/DirService and Support on the software developer side to discuss solutions driven by Acressos solu-

tions. The MI execution process will assist marketing and sales operations by providing empirical

evidence on how these messages resonates and with whom.

As part of this effort, Acresso has asked FRONTLINE to create a customized Prospecting Play-

book. This is a tool to be utilized in an Advanced Prospecting Skills Workshop delivered by

FRONTLINE Selling. The Playbook is designed to reinforce best practices within the context of

the unique go-to-market solution offerings including the tactical messaging needed to effectively

execute high-value prospecting campaigns.

The Playbook is part of an overall Repeatable Demand Creation Process which is focused onselling solutions that create real business impact at higher levels inside the customer value chain.

These solutions, along with the content, the processes (both strategic and tactical) and the tools

delivered by FRONTLINE Selling, will lead to effective pipeline development.

During the workshop, the Acresso sales team will be introduced to new, exciting and time-effec-

tive methodologies including RAMP-UP (Repeatable and Measurable Process for Upgrading

Pipelines) to produce Meaningful Interactions (MIs) with targeted key players.

FRONTLINE Selling: High Value Business to Business Prospecting



Executive Summary - Anatomy of a Play Book

The Play Book is a complete go-to-market resource to support your demand creation and strate-

gic pipeline development process. It contains information necessary for planning and implement-

ing a solid prospecting strategy along with the tools needed for execution of a particular value

proposition.

The Play Book is designed using FRONTLINE Sellings RAMP-UP and Vision-Lockmeth-odology and consists of the following components:

The Strategic Go-To-Market component helps dene the overall prospecting process and con-

nects the top of the funnel (prospecting) activities to your middle of the funnel (enterprise selling)

methodology. Part One of the Play Book includes:

Strategic Pipeline Development ProcessFRONTLINEs RAMP-UP Prospecting process and Vision-LockSelling Approach

Tracking Metrics

The Tactical Play Information is the tool that is provided to Account Executives to execute their

prospecting strategy. Part Two of the Play Book includes:

Information About the Company

Discovery Information Client Interviews

Information about go-to-market value proposition

Tools for Account Executives

Prospecting E-Mail message

Prospecting Call Script

Relevant Talk Track(s)

Blank A.T.T.A.C.K. Plan

Executive Summary - Anatomy of a Play Book

Figure 1

StrategicGo-to-MarketInformation

Tactical PlayInformation



Strategic Pipeline Development Process

The Sales Pipeline in gure 2 is dissected into three dis-

tinct parts:

Demand Creation Enterprise Selling

Negotiation and Close

Any organization that sells high value solutions in an en-

terprise selling environment must spend a great deal of

time in the middle-of-the funnel (enterprise selling) pro-

cess. To facilitate this, demand must be created before

any strategic selling activities can take place. Creating

Demand is all about overcoming prospecting obstacles

and building BIAS (Brand Identication and Awareness

of Solution)

Your pipeline development strategy, as shown in gures

3.1 & 3.2 breaks down Demand Creation by separating

the two critical top-of-the-funnel activities:

1. Securing a Key Players TIME & ATTENTION (Demand Creation)

2. Articulating your value proposition (Sales Enablement)

These two activities are both mission critical and mutually exclusive. Only when you have a Key

Players TIME & ATTENTION will you be able to effectively articulate your value proposition.

FRONTLINEs RAMP-UP methodology provides the framework for an effective prospectingstrategy to create Meaningful Interactions (MIs) and provides your Account Executives the op-

portunity to focus on executing the MI to enable the enterprise selling activities and close deals.


Figure 2

Figure 3.1 Figure 3.2



Our ultimate goal is to close a deal. To accomplish this, we must use previous experience and

training in various middle-of-the-funnel methodologies such as Target account and Strategic

Selling, Solution Selling, Customer Centric Selling, The Complex Sale, etc. these types of meth-

odologies universally tell us that:

1. Every deal starts out logical and rational and ends with a decision that is emotionally

and politically motivated.

2. To win a deal, you need a politically connected insider (a coach) who:

Wants you to win

Tells you they want you to win

Has adoptedYOURvision for how to solve the business problem or satisfy their

business need

Has the political clout and savvy to help you win

The key component is having that politically connected insider adopt YOUR vision for how to

solve the business problem or satisfy their business need. If they dont know who your company

is and dont wake up in the morning saying I need to buy this solution from your company today,

then by denition, a lead for what you are selling does not exist. On the other hand, if they do

know who you are, but do not know the full breadth of products and services you offer, then it is

very difcult to drive maximum value out of those relationships.

This situation requires your organization to go out and proactively create demand for your prod-

ucts and solutions. Then, and only then, can you start the process of developing a shared vision

of how YOU can solve a prospects business problems. We call that Vision-Lock.

All Account Executives have seen the effects of Vision-Lockat one time or another. It hap-

pens at the time when you see the light-bulb go on in someones head. Its that magical moment

when your prospect sees your organizations value and decides that you and your solutions are

strong candidates to solve their business problems. Of course, that doesnt mean they are going

to buy right away or necessarily from you. It does, however, mean that you are now in the posi-

tion of becoming a valued adviser to help them solve their business issues, pains, objectives, or

initiatives.




FRONTLINEs RAMP-UP

Prospecting Process & Vision-LockSelling Approach

FRONTLINEs RAMP-UP Methodology is the process used to secure a key players TIME &

ATTENTION (see gure 4.1 and 4.2 below). The forum in which we gain a key players TIME &

ATTENTION is called a Meaningful Interaction, or MI. An MI becomes a base unit of measure-ment and the core deliverable from our demand creation activities. An MI is dened as a sched-

uled 20-30 minute phone call (or meeting) with a targeted key player where you have the key

players TIME & ATTENTION to discuss the business issues addressed by your value proposition.

Identify Key Players and their Touch Points

Execute a synchronized campaign to secure their TIME & ATTENTION

The MIs produced by RAMP-UP are designed to create and uncover Qualied Sales Oppor-

tunities (QSOs). A QSO is the result of an MI where a project, business initiative or business

problem/pain (that can be solved by your solution) has been identied and/or uncovered.

Once an MI has been scheduled, we move from prospecting with RAMP-UP to enabling the

selling process with Vision-Lock. Vision-Lockprovides the framework to build credibility

with executives and connect your value proposition to their business issues and pains. Vision-Lockis a proactive selling approach that connects the prospecting process (RAMP-UP) tothe middle-of-the-funnel, enterprise-selling activities. In essence, it is the glue to a cohesive de-

mand creation process.

FRONTLINEs RAMP-UP Prospecting Process & Vision-LockSelling Approach

Figure 4.1Figure 4.2



Predictable Results

The goal of RAMP-UP and Vision-Lock is to create (MIs) that generate Qualied SalesOpportunities (QSOs) in a predictable and repeatable fashion. RAMP-UP is the methodology

that will allow Account Executives to maximize their effectiveness through an efcient prospect-

ing strategy. RAMP-UP is a proven iterative process that elevates the probability of engaging aprospect in a meaningful sales cycle.

When using RAMP-UP, Account Executives will launch a campaign to gain a key players TIME

& ATTENTION. During this effort, the Account Executive (or a FRONTLINE Project Manager

on their behalf) will go through various rounds and use learned techniques to establish multiple

points of contact, or touches, with a prospect.

Touch Points are different methods of communication that may inuence targeted key players on

conscious and subconscious levels. Here are some frequently used touch points:

Administrative AssistantVoice-Mail

E-mail

Referral

Direct Conversation

Fax

US Mail / FedEx

Figure 5




Note the following Touch Points and the pros and cons of using each.

FRONTLINE aggregates as many touch points as possible when securing MIs.

TOUCH POINT PRO CON

Administrative Assistant Insider, knows landscape Protectionist, lter

Voice-Mail Efcient, recorded, uninterrupted Impersonal, short

E-mail Detailed, portable, viral SPAM, blends In

Referral Implies trust, warm Diluted, ltered, away out

Direct Conversation Right to the source, live Off-guard, not planned

Fax Unique, stands out Static, not ashy

Direct Mail Detailed, branded Slow, expensive, untimely

FedEx Noticed, unique Expensive, gimmick

During FRONTLINEs ve dened rounds

(in Figure 7), there is a much higher

probability of getting the prospects time

and attention during the 3rd round. One

reason for this is because each round in

RAMP-UP is designed to drive brand

awareness and name recognition with

the prospect. Another important reason

is that Account Executives are able to le-

verage intelligence and account informa-

tion uncovered in previous rounds.

Figure 6

Figure 7



# of synchronized touchesPro

ba

bilit

yo

fSuccess

foran

MI

Rd

1

Rd

2 Rd

4

Rd

5

Rd

3



When executed properly, RAMP-UP and Vision-Lockwill remove the variables fromyour prospecting efforts and drive new business on a consistent basis.


After an MI has been secured using RAMP-UP, FRONTLINE has created Vision-Lockasa selling methodology to increase the probability of turning that business dialog into a Qualied

Sales Opportunity. This is done via an A.T.T.A.C.K. plan that helps to organize and manage the

execution of the MI in a manner that will help move the interaction into the sales cycle. Below is

an example of a blank A.T.T.A.C.K. plan.

A.T.T.A.C.K. PlanAccount: Contact: e-Mail:Revenue: Title: MI Date:

Admin: Phone: MI Time:

Objective: Advance MI to a Qualied Next Step P2F, Assessment, Demo, Proposal

MI Background: Give yourself note on how MI was created

ADDRESS A.T.T.A.C.K.

TIME: Validate Time / Validate Attention / Be Aware of Hard Stops

TRANSITION: The purpose of the call is to discuss and issues related to business pro-

cess management and with the time alloted determine manual value and potential next steps further

dialog or a F2F Meeting.

AGENDA: To do that we planned to cover:

1. Intro & Understanding role

2. Validate areas of focus such as

3. Share how other companies are managing business process

4. Anything else you would like to cover.

Establish linkage to the 5 Business Drivers that create Shareholder Value

Grow Revenue Reduce Expense Improve Cash Flow Maxim Assets Manage Risk

New Customers Reduce Unit Cost Reduce DSO or DIC Share Assets Reduce Debt

CALL FLOW: (Probing Questions) (Research Triggers)

1) 1 or 2 personal - How long at the company? Holistic

How get involved? *Find out about major initiatives

2) SAMPLE Questions - Fill-in Yours! Financial

3) Do you have a role in facilitating initative? Key strategies that drive shareholder value

4) How has performance with affected your team? External

5) As it release to peears is behind factors that effect company or Business Unit

in are the discussion to improve these area?

6) Is trying to increase visibility

as a result of ?

7) With server cut backs is resource utilization on

of your top challenges?

KICK-OFF: Enterprise Selling Process (Credential with Value Cases)

1) Resource Allocation - (Reduce Expenses or Maximize Assets) Pick - Bank of America, Owens Financial

Fortune Brands, Winn Dixie

2) Visibility - (Manage Risk, Grow Rev, Improve Cash) Pick - Raymond James, On-Semi

3) Consolidate Process - (Reduce Expense, Max Assets, Man, Risk) GE Capital

Figure 8



Tracking Metrics

To effectively gauge success in any prospecting process, it is essential to accurately mea-

sure progress. This is done utilizing a set of formal (company focused) and informal (indi-

vidual focused) metrics.

The company (formal) metrics are used to track progress once a Meaningful Interaction

has been executed. Using MIs as a base unit of measure we can expect the following

results:

With RAMP-UP as the methodology to create MIs and Vision-Lockas the approachto convert MIs into QSOs (gure 9.1 and 9.2), 100 Meaningful Interactions should (on

average) produce:

40-45 Qualied Sales Opportunities

20-25 Pipeline opportunities (where the deal has size/scope and timetable)

3-6 Closed deals


Figure 9.1 Figure 9.2



How do we get there from here?

Understanding that it requires approximately 100 MIs to drive between three and six deals, thequestion becomes, how do you get 100 MIs? We can effectively produce that number in a pre-

dictable and timely fashion by using our informal tracking metrics and managing the number

of touches required to get the end result. To achieve 100 MIs, it is necessary to execute 6,500

touches from an assumed population of 500 targeted accounts with 2 key player per accounts

(1,000 contacts). On an individual basis, that breaks down to 650 touches divided among approxi-

mately 10 Account Executives.

The ROI Calculation

Assuming each Account Executive devotes approximately 3.33 hours per week to prospectingand executes at a rate of 15 touches per hour, we complete our 650 touches in 13 weeks or about

90 days (650 touches / 10 Account Executives / 15 touches per hour / 3-4 hours per week).

Assuming our efforts produce the targeted 100 MIs and ultimately 5 deals at a 3-year value of

$80,000 each; our Return on Investment ROI (assuming a $150,000 per year cost per Account

Executive) is:

$150,000 annual cost per AE x 10 AEs / 4 = $375,000 quarterly cost per AE

$375,000 quarterly cost X (3.3 / 40) = $30,938 as total AE cost devoted to prospecting

Total 3-year revenue from prospecting activities = $400,000 ($80,000 X 5 deals)

Prospecting ROI ($400,000 / $30,938) = 1290%




SECTION THREE

Frontline Selling Toolbox



About AcressoTM

Powering the Business of Software

www.acresso.com

Acresso Software provides solutions that power the business of software. By simplifying thebusiness relationship between software/hardware producers and their customers, Acresso so-lutions have a 25-year history of maximizing the value of the software that the world developsand uses.

The company focuses on serving the needs of software/hardware producers, enterprises, andgovernment agencies and its three robust solutions include the well-known InstallShield andFLEXnet product lines.

Entitlement Relationship Management Solution for Software and Hardware Producers

For software and hardware producers, the Entitlement Relationship Management Solution pro-vides the power to drive revenue growth and simplify relationships with customers. Buildingupon our industry-standard FLEXnet licensing technology, the solution includes componentsthat make it easier to manage entitlements, exibly license products, and deliver and update

software electronically.

Acressos Installation Solution, powered by InstallShield technology, also meets a key needfor this market by creating the industrys most reliable installations. The technology is deployedby over 71,000 customers on more than 500 million desktops worldwide.

Enterprise Compliance Solution for Enterprises and Government Agencies

The Enterprise Compliance Solution offers a centralized view of how critical software is usedacross the enterprise. The solution includes powerful license tracking components that simplifymanagement of licenses and reduce costs by tracking current usage, predicting future usage,and documenting compliance.

Application Repackaging & Readiness Solution for Enterprises and Government Agencies

The Application Repackaging and Readiness Solution empowers IT to deploy without incident.It includes repackaging, virtualization, and Windows Vista migration components that help cutcosts, optimize business processes, and improve customer service. Acressos AdminStudioproduct, which includes InstallShield technology, is the software package of choice for compa-nies such as Microsoft, Novell, LANDesk, and Citrix.

Acresso Software, privately held by leading private equity investment rm Thoma Bravo, isheadquartered outside of Chicago, Illinois, USA with ofces worldwide.

About AcressoTM



Software Producers & Enterprise Clients:

Software publishers AND their customers need to focus on managing the value of the softwareassets and investments. Software publishers need to optimize exibility in pricing, managing,

electronically delivering software license entitlements in order to maximize revenue potential oftheir applications by eliminating costly manual processes and monitoring compliance. Enterprisecustomers need to cut costs, deploy software without incident, keep licenses compliant, andprovide superior service to end users in order to maximize the productivity and ROI from thesoftware they purchase. Acresso license management, compliance, repackaging, virtualizationpreparation, and OS migration tools means ensuring every employee who needs an applicationhas access to it. It also means reducing the IT support burden by reducing system crashes and

eliminating the expense of shelfware.



Enterprise Value Proposition

FLEXnet Manager & AdminStudioFLEXnet Manager is a complete software asset management system that pro-

vides enterprises with a powerful set of administrative and reporting tools to

optimize the business value of their software licenses. Unlike products that only

provide partial or snapshot information, FLEXnet Manager enables direct access to license us-

age information, giving companies comprehensive management and control of their licensing

assets. Developed by Acresso, the market leader in software licensing, FLEXnet Manager is

the only solution

fully integrated with Acresso FLEXnet, the industrys rst universal licensing platform.

Targeted Titles

C-Level ITFinance (CFO, VP/Dir Finance)Procurement & Strategic Sourcing

Value Proposition

Helping Organizations maximize software asset utilization and license manage-

ment.

Acresso helps leading Commercial and Government organizations drive busi-

ness impact of software assets by eliminating unused or abandoned software,

re-deploying under utilized licenses, and renewing only active fully utilized licenses. In additionto enabling Software Lifecycle Management decisions to be based on actual (vs. estimated)

business needs and usage, many Fortune 2000 companies leverage Acresso solutions to:

Reduce total cost of software asset ownership (TCO)Reduce time & cost associated with software license administrationQuantify ROI and deploy software budgets by department, division, or projectMitigate risk and exposure to unauthorized software access and usePrepare reliable MSI and virtual packages for error-free software deploymentCut software packaging & deployment time by up to 70%Reduce software spending by up to 35% and ensure vendor audit readiness

Enterprise Value Proposition



Success Stories FLEXnet Manager

Example 1:



Example 2:


55/68



Enterprise Calling Script

Calling Script FLEXnet Manager & ELO (SAP & Oracle)

RAMP-UP ConstantsStart from the top and work your way downSeparate Prospecting from Selling: Focus on what you want (20-30 minutes) notthe subject matter of the call What is the best way to..

Ask for HelpAlways Leave a Voice MailCreate urgency

Aggregate as many touch points and touches as possibleAlways Zero out to the admin.Always ask for e-mail addressAlways end an answer with a question focused on your purpose to retain control

Round One Objectives:Identify Key Players

Aggregate Touch Points

Build Familiarity & Rapport

Round Two Objectives:Build on familiarity

Aggregate Touch PointsSecure an MIReferral /Sponsorship

Rounds Three and Four Objectives:Secure an MIReferral

Garner Sponsorship

Round Five-Get Creative:Quid pro QuoHumorStarbucks CardPersonal TouchRecycle Bin

When calling into an organization to schedule an MI with a key player, there is typically one

of three probable outcomes:

Voice mail (either the Key Player or the Administrative Assistant)Getting the Administrative Assistant liveGetting your targeted Key Player live

The following outline the scripts that FRONTLINE will use in each of these scenarios when

we are rst calling into a company. As we build rapport, we will add information gathered in

previous calls, but will still ask for the same 20-30 minute Meaningful Interaction.


# of synchronized touchesP

ro

ba

bilityo

fSuccess

for

an

MI

Rd

1

Rd

2 Rd

4

Rd

5

Rd

3

RAMP-UP Bell Curve




Calling Script Acresso Enterprise & ELO (SAP & Oracle)

Scenario I: Voice Mail (or Admin Voice Mail)

Hi , this is from Acresso. I was hoping to get 20-30 minutesof your time, via telephone, to discuss helping maximize utilization, packaging, and deployment. Please let me know or ask to call me)if or would be best for such a phone call. Again, this is (YourName) from Acresso and you can reach me at 312-555-1212. I look forward to our conversa-tion.

Hit 0

Scenario II: Administrative Assistant

Hi (Admin. Name) this is (Your Name) from [Acresso], (if do not have name, what is your name?

/ Hi (name)

Hi I just left a message for

I was wondering if you could help me. I was hoping to get 20-30 minutes of (Key Play-ers) time to discuss license management. What is the best way to dothat? / Can you help me do that?

a) Would it be best to send a couple of paragraphs to (Target Name) electronically? E-mail

address? (Ask for Admin. e-mail as a fall back).

b) What is this about? Repeat: Sure, I was hoping to get 20-30 minutes of (Key Players)

time to discuss asset utilization, deployment, & management.And was wondering what if you could tell me the best way to do that.

Dont forget to ask to go into voice mail as well- Would it help you if I left him a quickvoice mail as well?

Tips & Advice

When asking if (Target is available- pause). Administrative Assistant will usually give you somegood info in a response like hes in a meeting or hes out of town until next week or hes in abudget review meeting(WRITE IT DOWN) Then theyll ask Who is this?

When talking to the Administrative Assistant, listen carefully for background noise. When-ever you hear another phone ring in the backgroundSTOP immediately and ask the Administra-tive Assistant do you need to get that if any hesitation be gracious and say go ahead. Put meon hold and grab that (theyll put you on hold and rush the other party off the phone-----worksalmost every time)




Scenario III: Get Key Player - Live

(Objective is to get off the phone!)

I know I probably caught you in the middle of something. The reason for my call is to sched-

ule a 20-30 min, via telephone, either to discuss helping maximize utilization and simplify packaging and deployment. Whatis the best way to do that?

What is this about?

Sure, I know you are busy right now, so I dont want to take much of your time. The purpose of mycall was to set up a 20-30 minute telephone call with you to discuss helping optimize investments. Do you have time either forsuch a call?

I need to know more or I have time right now

Next level. The purpose of setting up a phone call would be to discuss how we have helped majorcompanies such as 3M, Motorola, Honeywell and IBMmaximize their as-sets by: (pick 2)

a) eliminating unused or abandoned software b) re-deploying under utilized licenses c) renewing only active fully utilized licenses d) make strategic decisions based on actual (vs. estimated) business needs and usage

These companies: (pick 1)

Reduce total cost of software asset ownership (TCO)Cut software packaging & deployment time by up to 70%Reduce software spending by up to 35% and ensure vendor audit readinessQuantify ROI and allocate software budgets by department, division, or projectPrepare reliable MSI and virtual packages for error-free software deploymentMitigate risk of your software deployments and unauthorized access and use

Would it be best to set up a call either ?

If they still persist.

Perhaps it would be easier if I sent you a quick e-mail for you to review. The e-mail will describesome of the key points and be tailored to specic areas within your department and focus. It will also

highlight the purpose of the discussion so we can determine validity of speaking next week. What isyour e-mail address so I can get that out to you?




Other Useful Techniques

Referral Approach

b) Not sure if (Target) is the right person. Is he? YES- go to (Y); NO- go on to (N)

Y- I know he is a busy guy. (pause for reaction). Whats the best way to get 20 minutes on

his calendar for a telephone call?

N- Who is the appropriate person? What is (New Target) assistants name?

Admin Dialog

1) When I (talk, voice mail, or e-mail) is it OK if I suggest that you to set up a time?

2) Can I send you an e-mail and you can print it out or forward it to (target)

3) Perhaps it would be best if I could send him something electronically. If he is not the right

person, he can easily forward it on to someone else in the organization.

4) Whats the best way to send him some more information? E-mail?

Common Questions or Comments

What does Acresso do?

Acressos helps companies maximize asset utilization, and during our 20 minute call we will focus on [Pick

1 maybe 2]Reduce total cost of software asset ownership (TCO)Cut packaging & deployment time by up to 70%Reduce spending by up to 35% and ensure vendor audit readinessQuantify ROI and allocate budgets by department, division, or proj-ectPrepare reliable MSI and virtual packages for error-free deploymentMitigate risk of your deployments and unauthorized access and use

2. What will we talk about?High-level discussion on what Acresso is doing with other rms and the benets they are ex-

periencing.

3. Go ahead and give me your value proposition NOW.

I have a meeting in a few minutes, and would love to later today or sometime tomorrow afternoon.

if they dont bite then..

Ok, let me clear my schedule of the other meeting and I will call you back in 10 minutes.

NOW!

Perhaps, I can send you a quick note outlining our discussion this way we can frame our dialog around

areas most important to you. What is your e-mail address?

4. I do not think so

Maybe what I can do is send an overview of the discussion points & if interested we can schedule a 20

min. call. What is your e-mail address?

Or maybe you feel there is someone else there who is better suited for such a call?



Publisher Value Proposition

Acresso FLEXnet Publisher & Compliance Monitor

FLEXnet Publisher enables software and hardware vendors to increase productrevenue, product software assets, and reduce operational costs by exibly pric-ing, packaging, protecting, and updating software product offerings. FLEXnetCompliance Monitor provides a comprehensive, accurate view of software us-age to provide software producers the opportunity to monetize overuse and un-authorized use, while their customers gain a clear understanding of application usage withoutthe hassle of physical audits. Acresso FLEXnet solutions bridge the gap between pricing andpackaging software on the developer side and purchasing andmanaging that software on the enterprise side.

Targeted TitlesCOO/CMO

VP ProductsVP/Dir OperationsVP/Dir MarketingVP/Dir SalesVP/Dir Service and Support

Value Proposition

Helping Organizations grown revenue and market share with enhanced license management.

Acresso helps companies such as Cisco Systems, Wind River, IBM and Cognos increase rev-enue and reduce operational costs by enabling them to provide exible pricing and packaging

while protecting and updating their product offerings. Leading technology publishers are able to

capture lost revenue, reduce the cost of sale, and speed time-to-market by:

Grow market share with customized licensing models to meet customer needsMonetize unauthorized access, overuse, and piracy without costly auditsProvide customers access to entitlement data, so users cant manage complianceMake it easy for customers to obtain, install, and update productsEngage in fact-based conversations with customers about product usage and serviceneedReduce the cost of software lifecycle development, deployment, and supportImprove Customer Satisfaction by connecting price, services, and upgrades on actualuse

Allocate Resources & Assets on product enhancement vs. license deploymentMitigate risk and protect intellectual property from unauthorized access, use, and pi-racy

Publisher Value Proposition



Standard E-mail

Subject line: Software Lifecycle Management

Dear :

Per my voice message, it would be benecial for us to spend 20-30 minutes, via telephone, to

discuss helping increase revenue and reduce the cost of managing software licens-ing. Please let me know (or ask Admin to call me) if or would bebest for such a phone call.

Acresso helps companies such as Adobe, Cognos, Autodesk, and Ciscoincrease revenuesand reduce operational costs by enabling them to provide exible pricing and packaging while

protecting and updating their product offerings. Leading software producers are able to capturelost revenue, reduce the cost of sale, speed time-to-market, and improve customer relationshipswith solutions that help them:

Grow market share with customized licensing models to meet customer needsMonetize unauthorized access, overuse, and piracy without costly auditsProvide customers access to entitlement data, so users can manage complianceMake it easy for customers to obtain, install, and update productsEngage in fact-based conversations with customers about product usage and serviceneedsReduce the cost of software lifecycle development, deployment, and support

What our customers are saying?We see Acressos software licensing solution as critically important to our business strategy. We are now

maximizing revenue by deploying exible feature driven pricing, packaging, and much

more.Chandra Shekar

Software Licensing Nokia

When we speak, we will dive deeper into our Licensing Compliance and Management Solutionsdesigned to help you focus on core business capabilities and increase client satisfaction and pro-ductivity. In the mean time, you can learn more about us by visiting:

Acresso - Software Publisher Licensing Solutions

Your NameAccount ExecutiveAcressoYourname @acresso.com

Publisher Email Script

Email Script



Publisher Calling Script

Calling Script - FLEXnet Publisher & Compliance Monitor

RAMP-UP ConstantsStart from the top and work your way downSeparate Prospecting from Selling: Focus on what you want (20-30 minutes) notthe subject matter of the call What is the best way to..

Ask for HelpAlways Leave a Voice MailCreate urgency

Aggregate as many touch points and touches as possibleAlways Zero out to the admin.Always ask for e-mail addressAlways end an answer with a question focused on your purpose to retain control

Round One Objectives:Identify Key Players

Aggregate Touch Points

Build Familiarity & Rapport

Round Two Objectives:Build on familiarity

Aggregate Touch PointsSecure an MIReferral /Sponsorship

Rounds Three and Four Objectives:Secure an MIReferral

Garner Sponsorship

Round Five-Get Creative:Quid pro QuoHumorStarbucks CardPersonal TouchRecycle Bin

When calling into an organization to schedule an MI with a key player, there is typically one

of three probable outcomes:

Voice mail (either the Key Player or the Administrative Assistant)Getting the Administrative Assistant liveGetting your targeted Key Player live

The following outline the scripts that FRONTLINE will use in each of these scenarios when

we are rst calling into a company. As we build rapport, we will add information gathered in

previous calls, but will still ask for the same 20-30 minute Meaningful Interaction.


# of synchronized touchesP

ro

ba

bilityo

fSuccess

for

an

MI

Rd

1

Rd

2 Rd

4

Rd

5

Rd

3

RAMP-UP Bell Curve



Calling Script

Scenario I: Voice Mail (or Admin Voice Mail)

Hi , this is from Acresso. I was hoping to get 20-30 minutes ofyour time, via telephone, to discuss helping increase revenue and reduce the cost ofmanaging software licensing. Please let me know or ask to call me) if or would be best for such a phone call. Again, this is (Your Name) from

Acresso and you can reach me at 888-555-1212. I look forward to our conversation.

Hit 0

Scenario II: Administrative Assistant

Hi (Admin. Name) this is (Your Name) from [Acresso], (if do not have name, what is your name?

/ Hi (name)

Hi I just left a message for

I was wondering if you could help me. I was hoping to get 20-30 minutes of (Key Players) time todiscuss software licensing. What is the best way to do that? / Can you help me do that?

a) Would it be best to send a couple of paragraphs to (Target Name) electronically? E-

mail address? (Ask for Admin. e-mail as a fall back).

b) What is this about? Repeat: Sure, I was hoping to get 20-30 minutes of (Key Players)

time to discuss product license management. And was wondering what if you could tellme the best way to do that?

Dont forget to ask to go into voice mail as well - Would it help you if I left him aquick voice mail as well?

Tips & Advice

When asking if (Target is available- pause). Administrative Assistant will usually give you some goodinfo in a response like hes in a meeting or hes out of town until next week or hes in a budget review

meeting(WRITE IT DOWN) Then theyll ask Who is this?

When talking to the Administrative Assistant, listen carefully for background noise. Whenever you

hear another phone ring in the backgroundSTOP immediately and ask the Administrative Assistant doyou need to get that if any hesitation be gracious and say go ahead. Put me on hold and grab that

(theyll put you on hold and rush the other party off the phone-----works almost every time)





Scenario III: Get Key Player - Live

(Objective is to get off the phone!)

I know I probably caught you in the middle of something. The reason for my call is toschedule a 20-30 min, via telephone, either to discuss helping increase revenue and reduce the cost of managing software licensing. What is thebest way to do that?

What is this about?

Sure, I know you are busy right now, so I dont want to take much of your time. The purpose of mycall was to set up a 20-30 minute telephone call with you to discuss helping manageproduct licensing. Do you have time either for such a call?

I need to know more or I have time right now

Next level. The purpose of setting up a phone call would be to discuss how we have helped majorcompanies such as Adobe, Cognos, Autodesk, and Cisco to: (pick 1) a) provide exible pricing and packaging

b) increase revenues & customer satisfaction c) protect and update their product offerings d) reduce operational costs

These companies (pick 2) are able to: 1. Grow market share with customized licensing models to meet customer needs (a&b) 2. Monetize unauthorized access, overuse, and piracy without costly audits (c) 3. Provide customers access to entitlement data, so users can manage

compliance (c&d) 4. Make it easy for customers to obtain, install, and update products (b) 5. Engage in fact-based conversations with customers about product usage and

service needs (a,b&d) 6. Reduce the cost of software lifecycle development, deployment, and support (c&d)

Would it be best to set up a call either ?

If they still persist.

Perhaps it would be easier if I sent you a quick e-mail for you to review. The e-mail will describesome of the key points and be tailored to specic areas within your department and focus. It will

also highlight the purpose of the discussion so we can determine validity of speaking next week.What is your e-mail address so I can get that out to you?




Other Useful Techniques

Referral Approach (For Administrative Assistant)

b) Not sure if (Target) is the right person. Is he?YES- go to (Y); NO- go on to (N)

Y- I know he is a busy guy. (pause for reaction). Whats the best way to get

20 minutes on his calendar for a telephone call? N- Who is the appropriate person? What is (New Target) assistants name?

Admin Dialog

1) When I (talk, voice mail, or e-mail) is it OK if I suggest that you to set up a time?

2) Can I send you an e-mail and you can print it out or forward it to (target)

3) Perhaps it would be best if I could send him something electronically. If he is

not the right person, he can easily forward it on to someone else in the organization.

4) Whats the best way to send him some more information? E-mail?

Common Questions or Comments

What does Acresso do?

Acressos helps companies increase revenues and market share with enhanced license manage-

ment. Such as:(Pick 1 or 2)Grow market share with customized licensing models to meet customer needsMonetize unauthorized access, overuse, and piracy without costly auditsProvide customers access to entitlement data, so users can manage complianceMake it easy for customers to obtain, install, and update productsEngage in fact-based conversations with customers about product usage and serviceneedsReduce the cost of software lifecycle development, deployment, and support

2. What will we talk about?

High-level discussion on what Acresso is doing with other rms and the benets they

are experiencing.

3. Go ahead and give me your value proposition NOW.

I have a meeting in a few minutes, and would love to later today or sometime tomorrow afternoon.

if they dont bite then..

Ok, let me clear my schedule of the other meeting and I will call you back in 10 minutes.

NOW!

Perhaps, I can send you a quick note outlining our discussion this way we can frame our dialog

around areas most important to you. What is your e-mail address?

4. I do not think so

Maybe what I can do is send an overview of the discussion points & if interested we can schedule

a 20 min. call. What is your e-mail address?

or; maybe you feel there is someone else there who is better suited for such a call?



Success Stories FLEXnet PublisherExample One:



Enterprise FLEXnet Manager & AdminStudio

CEO / CFO / VP Sales:

Help capture lost revenue & protect your intellectual propertyreduce unauthorized use of products in corporate accounts and enforce complianceincrease revenues by proactively tracking upgrades, renewals, channel partners and

trialware leadsfocus on core business capabilitiesincrease sales by better aligning pricing with value deliveredachieve deeper account penetration and get paid for additional or peak software us-ageincrease sales conversion rates and shorten sales cycles

Marketing Directors:

Help manage licensing and packaging modelsCapture lost revenue & protect intellectual property from unauthorized access, use,and piracy

Achieve broader market penetration through creative licensing & exible product of-feringsImprove Customer Satisfaction by connecting pricing, services, and upgrades to actualusage

VP Engineering:

Help reduce the cost and increase cycle time to generate, track and change licensesand entitlements

complete licensing projects on timeeasily create new product congurations and product bundles

capture lost revenue & protect your intellectual propertyReduce the cost of sale around development, shipping and support

seamlessly integrate and automate back ofce and licensing operations

VP Operations:

Help improve operating efciency with license management

reduce costs associated with managing a large number of SKUs, part numbers, prod-ucts and modulesrapidly integrate licensing processes with existing ERP/CRM processescapture lost revenue & protect your intellectual propertyprotect and update product offeringsCustomize licensing for every client

VP Product Development:

Help capture lost revenue & protect your intellectual propertySpeed time-to-market by reducing product development cycle timeeasily create new product congurations and product bundles

increase revenues by proactively tracking upgrades, renewals, channel partners, andtrialware leads

Focus Messaging Cheat Sheet


68/68

RAMP-UP PROSPECTING SHEET

RAMP-UPTMProspecting Sheet

2007 2007 2007

2007 2007 2007

AcressoPlaybook of Prospecting

Documents