1. Customer Contact Council ™ The Sales Coaching Effectiveness Pulse Survey Diagnostic Results for ACME Inc. September 2008

2. Customer Contact Council ™ 2 The Sales Coaching Effectiveness Pulse Survey Roadmap Overview of the Sales Coaching Effectiveness Pulse Survey Summary of Survey Results Sales Coaching Effectiveness…………………………p 4-5 Organizational Buy-In for Sales Coaching……………p 6 Sales Coaching Timespend……………………………p 7 Relationship Quality…………………………………….p 8 Effectiveness within the Sales Coaching Session…..p 9 Coaching Throughout the Sales Process…………….p 10-11 Sales Qualification vs. Sales Conversion…………….p 12 Distribution of Sales Coaching Effectiveness………..p 13 Roadmap

3. Customer Contact Council ™ 3 A snapshot of the CCC’s sales coaching effectiveness model from Unleashing Service-to-Sales Potential: Refocusing Investments on the Key Drivers of Sales Performance. Overview of the Coaching Effectiveness Pulse Survey The Sales Coaching Effectiveness Pulse Survey is designed to provide a snapshot of sales coaching effectiveness across the customer service organization. Based on the CCC’s popular Unleashing Service-to-Sales Potential: Refocusing Investments on the Key Drivers of Sales Performance research, the Sales Coaching Pulse Survey is an anonymous survey that measures various aspects of sales coaching, including time spent coaching and the quality of each individual coaching relationship. Overview Tenure of Survey Respondents ACME Inc. Respondents’ Months of Experience N = 113

4. Customer Contact Council ™ 4 Sales Coaching Effectiveness at ACME Inc. Effectiveness My Supervisor Is an Effective Coach Distribution of Responses My Supervisor Is an Effective Coach Benchmark and ACME Inc. Average Very Effective Very Ineffective

5. Customer Contact Council ™ 5 Sales Coaching Effectiveness at ACME Inc. Effectiveness Supervisors at my Organization are Held Accountable for Providing Good Coaching My Supervisor and Immediate Team Members Collectively have a Healthy Coaching Culture Strongly Agree Strongly Disagree Strongly Agree Strongly Disagree

6. Customer Contact Council ™ 6 Organizational Buy-In for Sales Coaching Organizational Buy-In Coaching is an Effective Way to Improve Sales Performance ACME Inc. Score Distribution Coaching is an Effective Way to Improve Sales Performance ACME Inc. Score & Comparison to Benchmark My Entire Organization has a Well-Established Coaching Culture ACME Inc. Score Distribution My Entire Organization has a Well-Established Coaching Culture ACME Inc. Score & Comparison to Benchmark More Agreement Less Agreement More Agreement Less Agreement

7. Customer Contact Council ™ 7 Sales Coaching Timespend Timespend Reported and Target Amount of Sales Coaching Self-Reported by Reps; Minutes per Month ACME Inc. Reported and Target Amount of Sales Coaching At ACME Inc., 95% of employees report a desire for more sales coaching. Reported and Target Amount of Sales Coaching Self-Reported by Reps; Minutes per month More Effective Sales Coaches 73% of ACME Inc. Coaches Less Effective Sales Coaches 27% of ACME Inc. Coaches Interpretation If reported coaching time for more effective and less effective coaches are similar, a coaching quality (not frequency) issue likely exists. If less effective coaches provide significantly less coaching time than more effective coaches a frequency issue likely exists

8. Customer Contact Council ™ 8 Relationship Quality Neutral Strong Agreement Strong Disagreement

9. Customer Contact Council ™ 9 Sales Coaching Effectiveness within the Coaching Session Neutral Coaching Session Effectiveness of Sales Coaching Sessions Strong Agreement Strong Disagreement

10. Customer Contact Council ™ 10 Coaching Throughout the Sales Process Sales Process Allocation of Coaching within the Sales Process Opportunity Identification: Deciding if a customer interaction presents a good opportunity for a sale Asking qualifying questions and properly diagnosing the sales opportunity Mapping customer needs to my company's products and services Opportunity Identification: Deciding if a customer interaction presents a good opportunity for a sale Asking qualifying questions and properly diagnosing the sales opportunity Mapping customer needs to my company's products and services Opportunity Pursuit: Articulating the value of the offering to the customer Responding to customer questions/objections/concerns Providing additional information to help a customer understand the offer Opportunity Pursuit: Articulating the value of the offering to the customer Responding to customer questions/objections/concerns Providing additional information to help a customer understand the offer Opportunity Closing Stage: Closing the sale Explaining terms and conditions to the customer Establishing next steps and setting customer expectations after the sale Opportunity Closing Stage: Closing the sale Explaining terms and conditions to the customer Establishing next steps and setting customer expectations after the sale Ongoing Sales Activities: Sharing my peers' best sales practices with me Helping me explain my best sales practices to my peers Helping me learn to use systems to support my sales efforts Ongoing Sales Activities: Sharing my peers' best sales practices with me Helping me explain my best sales practices to my peers Helping me learn to use systems to support my sales efforts

11. Customer Contact Council ™ 11 Coaching Throughout the Sales Process Lower Rep Perception of Effectiveness Higher Rep Perception of Importance Sales Process Effectiveness vs Importance of Sales Coaching Activities Interpretation Guide Sales activities located in the upper left portion of the graph are those reps believe to be important and they are relatively well coached in these areas. Activities in the lower left of the graph are those that reps believe to be less important and they receive relatively less effective coaching in these areas. Interpretation Guide Sales activities located in the upper left portion of the graph are those reps believe to be important and they are relatively well coached in these areas. Activities in the lower left of the graph are those that reps believe to be less important and they receive relatively less effective coaching in these areas. Lower Higher Legend ♦ Opportunity Identification ■ Opportunity Pursuit ▲ Opportunity Closing ● Ongoing Sales Activities

12. Customer Contact Council ™ 12 Sales Qualification vs. Sales Conversion Skill vs. Deal-Level Coaching Sales Coaching Blends Comparison of ACME Inc. and the Benchmark Sales Qualification Identifying good sales opportunities and understanding customer needs Sales Conversion Mapping customer needs to our products and closing the sale

13. Customer Contact Council ™ 13 Distribution of Sales Coaching Effectiveness This graphic maps the sales coaching effectiveness rating that employees assign their individual supervisors. In this graphic: green indicates high-quality sales coaching white indicates neutral sales coaching red indicates low- quality sales coaching This graphic maps the sales coaching effectiveness rating that employees assign their individual supervisors. In this graphic: green indicates high-quality sales coaching white indicates neutral sales coaching red indicates low- quality sales coaching Effectiveness Distribution