1. Office Depot/SPI General Rollout T3
February 4, 2010

2. Agenda Overview Of Office Depot – Business Solutions Division
Overview Of The Project
Review Of Materials And Logistics
Review Achieve Global/SPI Positioning
Review Global/Major/Public Materials
Review TDM Materials
Review Coaching Manual
Review Timed Agendas
Logistic Issues
Discussion
SPI Confidential

3. Office Depot Overview 14.5 Billion Annual Sales Incorporated in 1986
43,000 Employees/1,700 Retail Stores
Headquartered in Boca Raton
Two US Sales Models
Retail – 1,700 Retail Stores
Business Solutions Divisions (Our Client)
1,200 BSD Sellers and Managers
Financial Picture Difficult
Sales Down
Stock Price Tanked But Now Up
Interesting Fact: Combined, Office Depot, Staples, and Office Max have no more than 20% market share

4. Office Depot Stock Price History

5. Business Solutions Division Contract Sales-Organization Chart
David Grove
Senior Vice President
Business Solutions Division
Steve McCaffrey
Sr. Dir, Sales
Operations & Support
Bill Morris
Vice President,
Mid-Atlantic Region
Jim Pollman
Vice President,
Southeast Region
Monte Bambrough
Vice President,
Northeast & Canada
John Lander
Vice President,
Central Region
Pat Welch
Vice President,
West Region
Bill Maher
Vice President,
Global & Private Sector
Other Key Players:
Eliza Glazer (HR). Project Sponsor
Steve Schmidt. BSD President.
Dave Trudnowski. Former head of sales. Removed from position last Friday
Rick Kapp (Training). Works for Steve McCaffrey. Former Manager.

6. 2009 Deployment & Market Coverage
Small & Med.
Business
Large & Global
(Private Sector)
Public Sector
Convert Grow Retain
Convert Grow Retain
Convert Grow Retain
Market/Customer Profile
Account Size: Small = $3K-75K;
Med=$76K-150K
Prospects: 20 WCE’s-500 WCE’s
Market/Customer Profile
Account Size: $151K-Multi $MM
Prospects & Customers:
500 WCE’s+
Market/Customer Profile
Account Size: $150K+
Prospects: 500 WCE’s+
Resources
Vertical Mkt. Manager
Manages $150K public sector accounts & sells new >$150K+ public sector accts
Specialist/Trusted Business Advisor in the Public Sector segment
NAM- US Communities
Deployed in regions
NAM- Federal Gov’t.
Director, Public Sector
Deployed in geographic
regions
US Comm. Dir.
Federal/GSA Director
State Govt. Director
Resources
Major Account Manager
Manages $150K+
private sector accounts. No
formal teaming
Responsible for partnering with BDMs, once accounts “graduate”
Major Account BDM
Develops new business in
the $150K+ range
Teaming is not in place in ’09
Global Accounts Manager
Manages $1M+, multi-CSC private sector accounts
Global Accounts BDM
Develops new business in the $1M+ range (multi-CSC)
Resources
Feet-on-the-Street Reps
Deployed in select markets
Prospect to WCE’s
Immediate transition to TAM
TAM (Inside Sales)
Manage $3K-$15K current
and new customers
10-50 WCE Prospecting &
New Accts (pilot)
Appointment setting for TM’s
Territory Development Mgr.
Manage $15K-$150K
customers (private & public)
Prospects for new business
( WCE’s)
Geographically-based

7. West Region Headcount

8. 2009 Overlay Organization Deployment
Coffee
Furniture
Copy And Print
Convert Grow Retain
Convert Grow Retain
Convert Grow Retain
Initial Recommendation on Resources:
District Sales Manager
Potential opportunity to
eliminate this role in most
regions.
National Director
Initial recommendation to maintain the position to insure continuity and corp/field interface.
Furniture Account Managers
One per RSD Market, where
as required.
Reports to local RSD and
would serve as a customer-
facing resource for larger
opportunities, as well as a
training resource for the sales team.
Furniture TAM and TAM Mgr
Focused on supporting SMB
Resources
Copy And Print deployment remains similar to ’08, with fill-in positions slotted in specific markets.
The major change for ’09 is the launch of the Denver/Arizona pilot.
Resources
Dedicated coffee sales resources were eliminated in the field in late ’08.
Plan will be to partner with the BSD Marketing team/Solutions mgt. group to further develop the ’09 growth plans.
BSD also sells IT stuff through its Tech Depot Subsidiary

9. Planning Towards a World-Class Selling Culture
Deployment Optimization
Day In The Life
Sales Online (ORACLE)
Contact Strategy backbone
Pricing Strategy
SMART START
Monday rally meetings in every market
Focus on accountabilities
“Micro-management” expectations at all levels
Training (SPI and Achieve Global)
Solutions Orientation
Field selling time prioritization
Management engagement with customers
Best Practices formalization

10. Agenda Overview Of Office Depot – Business Solutions Division
Overview Of The Project
Review Of Materials And Logistics
Review Achieve Global/SPI Positioning
Review Global/Major/Public Materials
Review TDM Materials
Review Coaching Manual
Review Timed Agendas
Logistic Issues
Discussion
SPI Confidential

11. Project Overview Conduct Assessment Build Sales Process Maps
Build Sales Tools and Job Aids
Port eLearning To LMS
Recommend Configuration Changes To Oracle
Tailor Training Materials
Global/Major Seller Workshop
TDM Workshop
Sales Manager Workshop
Conduct Workshops
Pilots
Management Training
General Roll-out
Reinforce and Measure
Train The Trainer
SPI PROJECT TEAM
Brad Frazier – Sales Team
Mike Lawson – Program Manager
Mary Ann Kennedy – Lead Consultant/Development
Rebecca Price – Materials
Jodie McLaughlin - Logistics

12. Global/Major Public Seller
Training Approach
Sales Management
TDM Seller
Global/Major Public Seller
Audience
DSM’s, RSM’s, RVP, Executives
TDM’s and SC’s
GAM’s, GBDM’s, MAM’s, MBDM’s, and VMM’s
Number
150
611
326
Structure
2 Day. 1.5 day seller overview. .5 day Managing and Coaching
2 Day
2 Day. Train VMM’s in separate workshops. Tailor front of class delivery to public sector
Training Start
January, 2010
February, 2010
eLearning
Module 1 Sales Execution training eLearning only. Must be branded for Office Depot and include introductory slides setting up linkages to previous tools and training
The Office Depot trainers will be certified in Solution Selling®. The certification process includes completing a workshop example package, attending a 3-day T3, and coaching and co-teaching in the rollout. Each Office Depot instructor will have a personal development plan for coaching and teaching certain modules during the roll-out

13. General Roll Out Schedule

14. T3 Issues
There are five Office Depot Trainers. You will probably have an Office Depot trainer in your workshops
Office Depot Trainers Will Attend A T3 In Charlotte February 9 – 11
During the roll-out, each Office Depot trainer will attend between 6 and 12 workshops
Each Office Depot trainer will have a personal development plan. In general the plan progression will be:
Workshop 1 – Attend as participant
Workshop 2 – Coach
Workshop 3 – Coach and set up exercises
Workshops 4 through 7 - Teach two modules
Workshop 8 – Teach entire workshop
You should coordinate with your Office Depot trainer prior to workshop start to determine the trainer’s role in the workshop
No matter what the trainer’s role in the workshop, you should provide feedback to the trainer during the workshop. Feedback should be around things they did well as well as things they can improve to provide a better learning experience next time

15. Agenda Overview Of Office Depot – Business Solutions Division
Overview Of The Project
Review Of Materials And Logistics
Review Achieve Global/SPI Positioning
Review Global/Major/Public Materials
Review TDM Materials
Review Coaching Manual
Review Timed Agendas
Logistic Issues
Discussion
SPI Confidential

16. Solution Selling® and AchieveGlobal Professional Selling Skills® Have Common Roots But Differences As Well
THE DIFFERENCES
Professional Selling Skills®
Solution Selling®
Provides tools for executing a sales call
Provides tools for executing activities through the entire sales process
Assumes customer knows what he or she needs most of the time
Targets customers who do not know what they need
Provides techniques for resolving customer concerns (objections)
Provides techniques for avoiding objections
THE SIMILARITIES
Professional Selling Skills® And Solution Selling®
Encourage sellers to diagnose customer needs or pains before providing a solution
Focus on product benefits and capabilities rather than pure features
Encourage the use of a mix of question or probe types when talking with customers

17. Using Solution Selling® Tools To Enhance Professional Selling Skills®
PSS® Step
Ways To Enhance PSS®
OPEN
Use a crisp positioning statement as part of the open
Use a reference story as part of the open to get the customer talking about pain
PROBE
Make sure pain is admitted early in the probing process
Target questions and probes around the reasons for the customer’s pains
Use ‘drill down’ questions and probes to get to value
SUPPORT
Align Support Statements with the reason for the customer’s pain
Craft Support Statements in a Capability Vision format
Craft Support Statements with Office Depot differentiators in mind
CLOSE
Document next steps in a Next Steps Communication
The Professional Selling Skills® Need Satisfaction Selling Process resides within the ‘Diagnose’ step in the new Office Depot Sales Process
Placeholder for acknowledging AchieveGlobal ownership of Need Satisfaction Selling Process

18. Agenda Overview Of Office Depot – Business Solutions Division
Overview Of The Project
Review Of Materials And Logistics
Review Achieve Global/SPI Positioning
Review Global/Major/Public Materials
Review TDM Materials
Review Coaching Manual
Review Timed Agendas
Logistic Issues
Discussion
SPI Confidential

19. Review Workshop Materials
General Positioning
Achieve Global Positioning

20. Agenda Overview Of Office Depot – Business Solutions Division
Overview Of The Project
Review Of Materials And Logistics
Review Achieve Global/SPI Positioning
Review Global/Major/Public Materials
Review TDM Materials
Review Coaching Manual
Review Timed Agendas
Logistic Issues
Discussion
SPI Confidential

21. Logistics – Facilities And Workshop Conduct
All sessions will be conducted at Office Depot offices
Rooms will be set up in a U configuration
Workshops start at 8:00 AM and conclude at 5:00 PM
Jodie will arrange for building opening at 7:15 AM both days. She will let you know if this is not possible for any reason
You will be given a building contact on your logistics sheet
We are using light bulbs in workshops. A light bulb prize will be shipped with the materials
Attendees are taking both a pre and post workshop assessment. A copy of the assessment is on the wiki. Please make sure you cover assessment questions in your teach
There is a workshop kick off video on the wiki
Lunch may or may not be provided in the classroom

22. Logistics - Resources You will probably have a trainer in your class
Understand their personal development plan before the workshop
Make sure the trainer is comfortable with planned role in the workshop. Let them opt out of teaches if they are not comfortable
Give positive feedback following teaches. Suggest courses of action to shore up weaknesses (re-visit eLearning, review teach notes again, teach again at your next workshop, etc.)
You will probably have a manager in your class
They will have been through a 2 day manager workshop
Their stated role is to serve as coach in the seller workshop. In reality, they are there to send a positive message to the sellers
Managers have been given a coaches manual. This is on the wiki
Realistic expectations for a manager’s workshop role:
Provide support during kick off and wrap up
During exercises, point out to you groups that are struggling and need help
Demo vision creation and re-engineering if no trainer is present

23. Agenda Overview Of Office Depot – Business Solutions Division
Overview Of The Project
Review Of Materials And Logistics
Review Achieve Global/SPI Positioning
Review Global/Major/Public Materials
Review TDM Materials
Review Coaching Manual
Review Timed Agendas
Logistic Issues
Discussion
SPI Confidential