GTM GBS Process

GBS OPERATING MODEL GBS GTM Plan runs parallel to GBS Marketing / PLM Offers ST Strategy / NPD Input STAGE GATE 0 STAGE GATE 1 Corporate New Product Development NPD Idea Creation Idea Validation Corporate Marketing Team Offers LT Strategic Input / NPD Input NPD PLM OwnerAssigned GBS PLM Sponsor Assigned - co-owns business case development with NPD lead GBS Governance Council Provides Input and Assigns GTM PM STAGE GATE 2 Business Case Development GBS GTM Plan runs parallel to NPD GTM Stage Gate 3 thru Stage Gate 6 STAGE GATE 6 STAGE GATE 5 STAGE GATE 4 STAGE GATE 3 Project Closeout Trials Completed Test / Launch Systems and M&Ps GTM Plan GBS PLM Lifecycle Management Assumption – GBS GTM Tool would p to stage gates for milestone management – avoid duplication

GTM Process Flow – GBS VzB Existing Product GBS Existing Product – Price Up VzW Existing Product GBS PLM / Mktg Sponsor develops initiative that impacts GBS GBS PLM / Mktg Sponsor fills out & submits GTM Checklist to GTM Governance Council Post Launch Feedback provided to GTM Governance Council by PM GTM Governance Council reviews and renders decision or recommendation No Go Feedback provided to GTM Governance Council by GTM GM Decision Rendered: Go / No Go GO NO GO GBS PLM / Mktg Sponsor fills out VIA tool Rejected with rationale and returned to GBS PLM / Mktg Sponsor Return to GBS PLM / Mktg Sponsor for more information and resubmission YES NO PM Assigned? GTM Database and 30-60-90 Report are updated by GTM GM PM executes through VIA tool GBS PLM / Mktg Sponsor manages through VIA tool Holds kickoff and sets/manages next steps Updates GTM Database and 30-60-90 Report Engages functional stakeholders Updates GTM Database LAUNCH to BSG/Regions

GTM Process Flow – NPD Corporate Marketing NPD – Corporate Owner STAGE 0 STAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5 STAGE 6 BSG /National Mass LAUNCH? Idea Captured Idea Validated Concept and Requirement Planning Plan – Design – Schedule Develop and Build Test and Launch Project Closeout NO Product evaluation PM/sponsor assigned Business Case GTM plan Systems and M&Ps Trials completed Lifecycle management Strategic input provided by GBS PLM and Mktg Strategy YES GBS PLM / Mktg Sponsor GBS PLM / Mktg Sponsor fills out & submits GTM Checklist to GTM Governance Council Post Launch Feedback provided to GTM Governance Council by PM GTM Governance Council reviews and renders decision or recommendation No Go Feedback provided to GTM Governance Council by GTM GM Decision Rendered: Go / No Go NO GO GO Rejected with rationale and returned to GBS PLM / MktgSponsor Return to GBS PLM / Mktg Sponsor for more information and resubmission GBS PLM / Mktg Sponsor fills out VIA tool LAUNCH YES PM Assigned? NO GTM Database and 30-60-90 Report are updated by GTM GM PM executes through VIA tool GBS PLM / Mktg Sponsor manages through VIA tool Holds kickoff & updates GTM Database Engages functional stakeholders & Updates GTM Database

GTM Checklist Created url and database to capture key business case elements for GTM Governance Council Review Track, manage and report on initiatives requesting launch into GBS Channel Allow for integration of key business case elements into GTM project management tools and methodology

GTM Checklist

GTM Checklist

GTM Governance Process 1. Overview of Product (Campaign) Business Plan Type of Initiative (Is this a Product, Campaign, or Channel initiative?) Strategic Statement (What the initiative is and what we are we trying to accomplish, by when?) Link to Verizon strategy (How does this initiative support Verizon’s Strategic Imperatives & GBS strategies?) Marketing strategy (Acquisition and/or Retention, including customer target market?) Target Launch Date (Estimated date of tariff or product launch and why?) Funding (Is the funding Departmental or IT approved?)

GTM Governance Process 2. Sales/Revenue Objectives and Strategy Sales Objectives/Revenue Impact (What are the sales goals for this initiative? Is it incremental or enabling existing business? What is projected ROE for program/campaign? ) Channel Identification (What Sales channels are impacted, along with Training, Back Office systems, tools, and/or applications?) Sales Strategy by Channel (What titles will be selling product and how? HDNO, Always offer, offer with certain product?) Incentive Strategy by Channel (Are there sales compensation {QRV?, AwardPerqs?} for this initiative? Are they same for all channels? What is the impact on Systems and Compensation?) Funding (Is the funding Departmental or IT approved?)

GTM Governance Process 3. Product/Campaign Description Product/Campaign Description/Offer (Describe the product/campaign offer or description) Benefits (To customer, to Verizon) Pricing Overview (What is the estimated pricing information?) Process Impacts (Is this replacing an existing process or creating new one(s)? Does IT impact the overall timeline for target launch? Is there a Process Diagram?) SME Impact Team (Has a cross functional SME team developed and submitted an Impact Statement, including regulatory, customer communications, fulfillment, affiliates, and/or LOBs ?)

GTM Process Stakeholders Sponsors (Business Owners) GBS PLM LOBs (VzB & VzW) via GBS PLM NPD via GBS PLM Channel (e.g. One Source) GTM Governance Council Members Diane Brown Mike McLaughlin David Frendo Carrie Gray Maria Mongan Mike Kalina Elizabeth Richardson Sue Molnar Steve Thomson Chair: GTM Group Manager (GM)

GTM Process Stakeholders GTM Governance Council - Functional roles, lead by the GTM GM: Bi weekly review of requests Develop, publish, and manage 30-60-90 day launch calendar Manage GTM Data Base information Coordinate GTM Data Base and VIA user training Provide updates to and solicit feedback from Channel leadership

GTM Process Execution Gaps Process execution gaps include: Identify and assign dedicated GTM GM from existing GBS GM resource pool Identify, reassign, and train individual contributor (Level 6) from GBS pool that matches Project Management skill set Ensure BSC and Regions properly engage and support the GBS GTM Governance process in order to launch their initiatives that impact the channel – identify Regional SPOCs to handle National Mass Launches – Who would handle Launches to Alt Channels in Mass? Evaluate VIA with Kelly Moore as the baseline GTM project management tool – does it work for new products, price-ups and campaigns? Are there any changes/updates that need to be added to cover all types of launches? Develop and roll out training on the GTM Process, including use of the GTM Checklist/Data Base and VIA project management tool

GTM Key Decision Drivers Go/No Go Strategic importance, alignment with GBS goals, and channel impacts as detailed in the GTM Checklist Assignment of GTM Project Manager High strategic value to meeting GBS business objectives Involves two (2) or more Business Units Requires a broad base of cross functional participation Sponsor lead initiatives Requires limited cross functional participation Involves GBS only business unit

GTM GBS Process