© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 2 Welcome to the “New Way of Selling” at Office Depot This book is intended to help you quickly master.

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 2 Welcome to the “New Way of Selling” at Office Depot This book is intended to help you quickly master the main elements of Contact Strategy. From this book you will 1.Understand your new role expectations 2.Better prioritize your customer’s biggest needs and follow-through consistently 3.Learn all the contact strategy tools that can be used before, during and after a call, to help you achieve 100% share of wallet 4.Know the Office Depot Advantage and how to sell more effectively using the model calls 5.Learn ways to help you achieve your financial targets

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 3 Table of contents SectionContents 1.Introduction and Contact Strategy Overview 2.Role Expectations and Success Factors 3.The 3-step Process For Achieving 100% Share of Wallet 4.Coaching and Performance Review 5.Appendix Background and introduction About Contact Strategy Introduction Regional leadership role and success factors –DSM sample week in the life Sales force role and success factors –Sales force sample week in life Planning for the week using GPS Dashboard Introduction Focus on your customer’s biggest needs (before the call) Communicate the OD advantage (during the call) –The Office Depot advantage –Conversion, Share of Wallet and retention lifecycles –Model calls: tailoring calls to customer lifecycle –Handling customer concerns and objections –Using tools on calls – category cheat sheets Follow through consistently (after the call) Certification 3C coaching model Weekly check-in Ride-along forms Monthly review form Conversion, Share of Wallet and retention calculation GPS Dashboard and STAR reference PSS quick reference 5 6 14 15 16 17 18 21 23 25 32 33 34 35 41 43 44 51 52 53 54 57 59 65 79

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 5 Background and introduction Greetings: I am proud to announce the successful launch of our new Contact Strategy, which has generated a great deal of excitement for the tools and sales processes that support our new way of selling. Contact Strategy is now foundational to the way we grow revenue and drive customer loyalty in our organization. Our new way of selling enables sales associates to communicate to existing customers with the right frequency and message by focusing on the biggest opportunities within each account to gain 100% Share of Wallet. The new Sales Dashboard provides each associate with an integrated online vehicle that identifies actionable sales opportunities based on the customer lifecycle stage: Convert, Grow, Retain. In addition, Contact Strategy provides sales tools, such as the Call Planner and Model Call Scripts, that help maximize the customer metrics and information now at your fingertips. This training module, Mastering the New Way of Selling at Office Depot, equips you with an overview of the Contact Strategy components, a description of your new role on the sales team, a set of clearly defined expectations or success measures, and a three-step plan (pre, during and post-sales call strategies) to achieve improved sales performance. I am confident that each of you will be 100% committed to leveraging this powerful new sales tooI as your one-stop for managing sales activities at every stage of the customer life cycle. I look forward to hearing your success stories as we take care of business and drive customer loyalty with Contact Strategy. Best regards, Steve Schmidt President Business Solutions Division

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 6 About Contact Strategy You wanted better information on customers You wanted to decrease data gathering and admin activities and spend more time selling The environment we operate in requires us to target our customers more efficiently and drive more effective calls Why now? Is the New Way of Selling and affects all aspects of the sales activity at Office Depot BSD Is about differentiating customer communication and value offered by lifecycle stage of the customer Is designed to help us achieve 100% Share of Wallet at the customers we serve Tools: To provide customer information, plan and prioritize calls, help have effective customer conversations based on customer lifecycle and effective coaching Process: To streamline the sales cycle and ensure a standardized sales approach across Office Depot BSD Guidelines: To drive effective use of selling time and maximize value of customer interaction; coaching guidelines to drive professional development of the sales force What is Contact Strategy What does it provide?

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 8 The New Way of Selling approach affects all aspects of the way Office Depot sells… From...... to Calls tailored to a customer lifecycle with specific approach and goals Using minimal differentiation of calls across customer lifecycle Focusing on customers with large potential revenuesFocusing on customers with large current revenues Spending more time on sales calls by directing service calls to customer service Spending time on service issues at the expense of sales time Scheduling based on opportunitiesLetting territory affect the weekly schedule Prioritized target lists show exactly who to call on at what time to capture all opportunities Only 56% of AMs aware of customers who are at risk Knowing where the top opportunities are before the callsSpending customer time probing for opportunities and pulling data New reports give sales, trending, and category information in one place Sales reps spend only 45-50% of their time selling, because they are busy pulling together reports

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 9... and will benefit the sales force, customers, and the organization For sales teams Prioritized target lists with specific category gap information Less time wasted searching across systems for customer information Faster, easier sales and more satisfied customers Increased attainment pay for those who optimize usage of tools More visible standards of performance and coaching opportunities For customers More targeted sales calls Attention based on individual customer’s needs For Office Depot and for BSD $3.2 billion revenue opportunity to get to 50% Share of Wallet $160 million for each 1% increase in Share of Wallet A big step towards beating our competition!

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 10 Several tools have been provided to assist the sales force along the path to 100% Share of Wallet... Planning the week and before the call Description and benefits Quick reference guide to the New Way of Selling including steps for call planning, execution and follow through Tools to provide feedback and guidance during ride-alongs and performance reviews Location Sales pocket guide GPS dashboard Roadmap to prioritize top opportunities, track activities and monitor your Share of Wallet BSD intranetGPS dashboard Sales process checklist One page report for each ship-to to identify sales opportunities by customer lifecycle stage GPS dashboardSTAR Template to write down call objectives and prepare for each step of the call GPS dashboardCall planner Success factors and sample talking points for conversion, Share of Wallet and retention calls Sales pocket guideModel call PSS guidelines for each step of a call including open, probe, support, close Sales pocket guidePSS quick reference Summary of talking points to explain why a customer should buy exclusively from Office Depot Sales pocket guideOD advantage Guide to assess customer needs in a specific category and provide support for SKU recommendations GPS dashboardCategory cheat sheet Quick reference for addressing customer concerns raised during calls Sales pocket guideObjection handling Ride-along guide and coaching forms Tools After the call During the call

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 11... with specific goals for serving customers in the three lifecycle stages Goal Customer lifecycle Loyal customers Grow B “At-risk” customers Retain Newly acquired customers Convert AC New approach Grow Share of Wallet among loyal customers by addressing category gaps Turn at-risk customers back into loyals by immediately identifying drops in spending Turn first-time buyers into loyals by promoting certain “loyal” behaviors Share of WalletRetentionConversion Definition <6 months Not showing 7-7-7 behavior 6+ months Continuous purchasing 6+ months Inconsistent purchasing More than 1 flag

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 12 Tools map to the various stages of a call and are designed to assist with the success factors at each stage Contact Strategy tools mapped to each stage of a call

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 14 Role expectations and success factors On the following pages you will find role descriptions and the success factors that make a person in the role truly successful and move the individual and the organization towards a 100% Share of Wallet While many of the role descriptions would be familiar to you, please do pay special attention to the success factors. As a sales person, you will be responsible for working together with your DSM and peers to achieve these success factors You will also find sample weekly schedules for the various roles. Please treat these as a starting point. The Contact Strategy team understands that every region has its constraints and every personl has his/her individual style. Nevertheless, as the schedules get customized, please ensure that you follow through on the expected calls/ week as laid out on the subsequent pages

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 15 Contact Strategy has clear expectations from the regional leadership... Role Description Success factors RSD Plan and execute the regional strategy with your team Lead and inspire your teams to target 100% Share of Wallet Support your team to address any issues and concerns Recognize performance Lead and inspire sales teams Manage sales and IMU for a designated region Staff, train, develop, and evaluate team members Coach, develop, and manage the selling team Manage sales and IMU for a designated sales district Staff, train, and evaluate team members Spend 3 full days/week in the field coaching the sales team and meeting with customers Coach and provide support to your team appropriately to ensure execution on the biggest opportunities first Recognize performance Lead your team to target 100% Share of Wallet DSM

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 17 Similarly, the sales force also has clearly defined roles and expectations... Identify, prioritize and target new accounts based on potential sales and IMU Set up new accounts with appropriate service and product mix Communicate with the Account Manager to ensure a smooth transition for new accounts Identify, prioritize, and acquire new customers to drive business growth Target 7-7-7 behaviors in newly acquired customers in order to convert them to active, loyal customers Follow-through to execute on expected calls/week (BDM1=60, BDM2=50, BDM3=30) Role Description Success factors Plan activities in conjunction with an Account Manager’s top opportunities Maximize customer visits to improve the customer service experience Identify new contacts at ship-to location for further penetration and follow-through Focus on an Account Manager’s retention customers and uncover customer concerns Sell-in new opportunities to grow sales and IMU of existing customers Develop strong customer relationships Utilize all selling tools to identify, plan and execute new selling opportunities Focus on your customer’s biggest needs to develop a trusted advisor relationship Sell new opportunities to existing customers to achieve 100% Share of Wallet Win back at-risk customers to make them loyal again Follow-through to execute on expected calls/ week (AM1=60, AM2=50, AM3=30) AM Service consultant Develop mutually beneficial relationships with users Identify opportunities and communicate to Account Managers Prioritize top revenue opportunities and provide support to the account BDM

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 18... and has clear expectations on the number of calls/ week as well as the time spent on sales activities (1/3) 1 ride-along per month from DSM Sample week in the life of an AM1 / BDM1 EXAMPLE

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 19... and has clear expectations on the number of calls/week as well as the time spent on sales activities (2/3) 1 ride-along per month from DSM Sample week in the life of an AM2 / BDM2 EXAMPLE

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 20... and has clear expectations on the number of calls/week as well as the time spent on sales activities (3/3) 1 ride-along per month from DSM Sample week in the life of an AM3 / BDM3 EXAMPLE

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 21 The sales force is expected to use opportunities on the GPS dashboard to help with prioritizing and scheduling calls for the week Easy access to full opportunity list Top 20 opportunities prioritized by potential becomes the starting point for weekly planning If for legitimate reasons any of the top opportunities cannot be scheduled during the current week, move on to the next opportunity in the complete activity list. The skipped opportunity will reappear in the top 20 list next week.

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 23 The 3-step process for achieving 100% Share of Wallet is the primary focus of the “New Way of Selling” 1.Focus on your customer’s biggest needs (before the call) 2.Communicate the OD Advantage (during the call) 3.Follow through consistently (after the call) On the following pages you will find the critical actions required to execute each of the three steps successfully. In addition, you will also find the tools that you can use in each of the steps Once the weekly schedule has been determined based on the top opportunities and the standards of performance, it becomes imperative to stick to the fundamentals of Contact Strategy

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 24 Achieving 100% Share of Wallet needs every sales person to follow three critical steps consistent with Contact Strategy Use the sales pocket guide to quickly refer to this page The three step process to achieve 100% Share of Wallet

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 25 Focusing on the customer’s biggest needs represents a shift from focusing on high revenue ship-to’s to high opportunity ship-to’s Customer ACustomer B 1 Current revenue Unmet needs 18,000 3,000 18,000

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 26 The sales force should utilize STAR to prioritize the opportunities at a ship to level based on the customer lifecycle STAR report provides the sales force with sales opportunities and lifecycle information at ship-to level 1

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 27 Example of a ship-to that has satisfied 7-7-7 requirements Conversion information lets the reps know if the ship-to has shown the 7-7-7 behaviors... 1

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 30 The STAR report also provides weekly sales, number of orders, and calls made to the ship-to to help track impact of calls 1 Example of sales trends at ship-to level

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 31 And finally, the call planner helps to document objectives and approach for the call Proactive call planning helps identify DSM and specialist rep support helping to reduce the time required to get an order 1 Call planners are accessible through the dashboard left panel Snapshot of a call planner

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 32 Communicating the OD advantages effectively requires the reps to tailor the message to address the customer concerns and lifecycle 2 Quick reference guide to customer hot points by lifecycle Use the sales pocket guide to quickly refer to this page

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 33 The OD Advantage should be communicated to our customers on every call Use the sales pocket guide to quickly refer to this page Quick reference guide to OD Advantage 2

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 34 Model call approach is based on the customer’s lifecycle Quick reference guide to customer lifecycle Use the sales pocket guide to quickly refer to this page 2

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 35 Standard model calls, differentiated by customer lifecycle stage, should be used for tailoring the calls (1/3) Use the sales pocket guide to quickly refer to this page 2

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 38 Sample talking points based on model calls act as thought starters to drive messaging consistency (1/3) Use the sales pocket guide to quickly refer to this page 2

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 41 Objection handling samples differentiated by objection type provides thought starters to effectively address customer concerns (1/2) Use the sales pocket guide to quickly refer to this page 2

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 42 Objection handling samples differentiated by objection type provides thought starters to effectively address customer concerns (2/2) Use the sales pocket guide to quickly refer to this page 2

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 43 Using tools like the category cheat sheets during calls help explore unmet needs and look for cross-selling opportunities 2 Category cheat sheets are accessible through the dashboard left panel

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 44 Following through consistently requires reps and managers to use Office Depot resources and execute on their role expectations Complete feedback forms and standards of performance requirements Coach consistentlyManager ride along to help develop rep sales skills Monitor activities and Share of Wallet on the dashboard Use specialist reps to bring the best of Office Depot to customers Use customer service to support service requests from customers 3

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 47 Dashboard allows the reps and managers to keep track of progress towards standards of performance in order to maximize on opportunities... Activity tracker Dashboard activity sample 3

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 48... while also providing Share of Wallet, revenue, and IMU year-over- year trends 3 Dashboard Share of Wallet, revenue, and IMU performance sample Know your Share of Wallet and target 100% for your customers

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 49 Reps can also use the wide array of support services to accommodate most customer needs Quick reference to common customer-related support activities allows proper routing of requests 3

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 51 Certification is an important reinforcement mechanism used in Contact Strategy and requires commitment from leadership and sales force RSD DSM Reps Coaching and ride-along will be used to drive certification in the “New Way of Selling” DISCUSSION DRAFT DSMs will certify reps based on performance observed during ride-alongs, coaching sessions, and ability to execute against the SOPs Unsatisfactory grasp of the New Way of Selling by reps will require them to be reevaluated within 2 weeks Reps will tell DSMs when they are ready to be certified RSDs will accompany DSMs on ride-along and coaching sessions to ensure that the DSMs are proficient with the New Way of Selling Unsatisfactory grasp of the New Way of Selling by DSMs will require the DSM to be reevaluated within 1 month More details coming soon A written test on the basic concepts of Contact Strategy needs to be taken in conjunction with self certification

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 52 Your DSM will perform weekly check-ins based on the 3Cs of a sale – Customer, Category, and Close Frequency: weekly with reps Duration: 20 minutes, in person/small groups Sample questionsDuration 8-10 mins 5-7 mins Focus on action! Customer What are the top opportunities this week for conversion, Share of Wallet, and retention? Who are you planning to call and who are you planning to visit in-person? What do you think is important for these customers? What is your strategy for the call? Are you using the model calls to prepare for calls? Can we role-play the open for your biggest opportunity? What are the objections you anticipate? How will you handle them? What follow-up actions have you planned this week for last week’s calls? 5 mins What categories are you targeting? What supporting tools do you plan to use for these categories? What are the cross-sell opportunities to target? Category Close

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 53 And, will use the weekly check-in form to document 3C discussions (form optional), Rep name Top 5 customersPotential categoriesPotential objections, responses, and closing techniques Call outcomes and next steps to close call Impact discussion (end of week) End dateStart date Pipeline discussion on top 5 opportunities (start of week) Coaching forms are accessible through the dashboard left panel

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 54 Ride-along forms differentiated by customer lifecycles will provide guidelines to the model calls – Conversion call (1/3), Success drivers Notes Pre-call  Objective, strategy and value of the call articulated  Organized required support and materials  Anticipated objections and is prepared to handle Close  Check if points of agreement are understood by both sides  Encourage customer to place order in new categories  Schedule follow-up call corresponding with next order date  Check if website was set up and customer knows how to use it  Thank customer for their business and time Open  Build rapport  Set clear agenda: discuss how OD can meet a broad set of the customer’s needs  Emphasize value of call to customer and get acceptance  Confirm if customer has welcome kit and Big Book Probe  Ask about current impressions of Office Depot  Ask open questions to identify needs in loyalty driving categories (e.g., ink and toner, paper, break room, writing instruments)  Identify the #1 product and service need for each category  Understand reasons for using other suppliers (if any)  Confirm wcw and vertical Support  Share high-level features and benefits with customer using category collateral  Highlight all three core OD Advantages with specific talking points  Encourage trial of new categories using product samples if possible  If discussing price, only offer a better price in exchange for increased Share of Wallet StrengthsDevelopment needs Customer Date LocationName Coaching forms are accessible through the dashboard left panel

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 55 Ride-along forms differentiated by customer lifecycles will provide guidelines to the model calls – Share of Wallet call (2/3), Success drivers Notes StrengthsDevelopment needs Pre-call Close  Check if points of agreement are understood by both sides  Encourage customer to place order in new categories  Schedule follow-up call corresponding with next order date  Thank customer for their business and time  Build rapport  Set clear agenda: discuss how OD can meet specific needs not being met today  Value of the call understood by customer Open  Ask open questions to identify needs in 3+ top categories from STAR  Identify top 3 product and service needs for each category  Understand reasons for using other suppliers (if any) Probe  Complete in-depth needs assessment using category cheat sheet and collateral  Address customer objections/concerns about switching to OD  Discuss 2+ examples of OD Advantages (“one stop shop”, “world class service”) before price  If discussing price, only offer a better price in exchange for increased Share of Wallet  Encourage trial of new categories using product samples if possible Support  Objective, strategy and value of the call articulated  Organized required support and materials  Anticipated objections and is prepared to handle them Customer Date LocationName Coaching forms are accessible through the dashboard left panel

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 56 Ride-along forms differentiated by customer lifecycles will provide guidelines to the model calls – Retention call (3/3), Success drivers Notes  Check if points of agreement are understood by both sides  Provide personal guarantee of follow-up on customer service issues  Encourage customer to place order again  Schedule follow-up call  Thank customer for their business and time StrengthsDevelopment needs Pre-call Close  Build rapport  Emphasize importance of the customer’s business for OD  Set clear agenda: address concerns or unmet needs causing change in purchasing patterns  Emphasize value of call to customer and get acceptance Open  Ask questions to understand reasons for change in purchase patterns  If not “at risk,” probe on 3+ top categories from STAR using open questions Probe  Tailor response based on reason “at risk”…  Cost cutting: Empathize and present alternatives to reduce costs (e.g. exclusive brands, order consolidation, larger packs)  Found better price: 1) Probe for comparable service or hidden costs; 2) Explore ability to match price in exchange for increased Share of Wallet  Service issues: 1) Identify concern and address immediately with specific action plan; 2) Offer an one-time discount if required  Reinforce 2+ examples of OD Advantages (“one stop shop”, “world class service”) Support  Objective, strategy and value of the call articulated  Organized required support and materials  Anticipated objections and is prepared to handle Customer Date LocationName Coaching forms are accessible through the dashboard left panel

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 57 The monthly review form will help your DSM provide coaching on strengths and improvement opportunities DISCUSSION DRAFT, Improvement and observations since last month Date: _____________ Rep name Team leader signature: ____________________ (Please focus both on strengths that can be built on and development needs) StrengthsDevelopment needs 1. 2. 3. 4. 5. Focus on Biggest Needs Communicate the OD Advantage Consistent Follow-Through Meeting calls/week expectations Follow up planning & use of OD resources Effective customer conversations Ability to prioritize and match OD advantages to customer need Tools & materials usage to influence sale Effective planning Call prioritization Note to DSM: Please use this form in addition to the rep performance dashboard and the ride-along forms Goals for this monthActionDSM support Date Rep concerns Rep signatureDSM signature DSM nameLocation Coaching forms are accessible through the dashboard left panel

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 60 OrdersCategories Hundred dollars in spend 777 In the first 3 months, a ship-to that reaches... Based on statistical analysis The goal of the conversion model is to drive 7-7-7 behaviors in new customers... is 30% more likely to be active in 18 months

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 61 The Share of Wallet report is based on a robust statistical model… ELC of Miami-Dade County Overall question – what is the potential ink and toner spend for ELC? COFNGV Industry What is the comparable group? 1 ESBSLGSS 1-10 11-25 26-50 51-100 101-150 151-500 501-2000 wcw size What is the potential spend/ wcw? 2 Rank of customers in comparable group by spend/wcw Top spender Bottom spender Top quartile: $35/wcw What is the potential for ELC? Potential (-) Current Spend (=) Opportunity/ wcw (x) number of wcw (=) total opportunity 3 $35 $12 $23 475 $10,925 We do this for every company, every category and every ship- to using top quartile data from OD’s entire customer base Social services 475 wcw $5,700 spend/year in ink and toner ($12/wcw)

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 62 … and the goal is to reach 100% Share of Wallet for each customer Dollars/wcw 100% PotentialActual Ink and toner 500550 Spend Binders and filing 50 Paper 100105 Breakroom/ Jan-San 30 EXAMPLE

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 63 Flagging methodology for retention model is based on historical purchasing patterns… A flag is raised if...... previous month’s sales are significantly less than average monthly sales Monthly sales 1 Weekly sales... previous week’s sales are significantly less than average weekly sales 2 Orders... previous month’s number of orders is significantly less than average monthly orders 3 Predicted purchase... a customer was expected to make a purchase previous week (based on previous order behavior) but did not 4 Customer with any 2-4 flags raised is considered at risk Statistics have proven the accuracy of the flagging system

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 67 The top 20 opportunities are based on a combination of ship-to lifecycle as well as the incremental potential at ship-to level Top 20 opportunities in prioritized order with potential dollar amount and model that customer fits into Click here for full report of all shiptos assigned to a rep Click here to convert to printable pdf version

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 68 STAR report provides customer opportunity and lifecycle information at a ship-to level Identifier on ship-to report reminds rep which model ship-to falls into

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 69 Top five categories for ship-to listed in order of decreasing potential Total 52 week sales by category and total 52 week incremental potential identified Top 3 SKUs for category by vertical, with links to ODP website The top 5 categories ranked by incremental opportunities for a ship-to are accessible on the STAR report…

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 70 Number of weeks since 1st order and number of weeks since most recent order given Indicator notifies rep when 7-7-7 is met # orders, # categories, and sales dollars given for history of customer; box is red with an “x” if ship-to has not met 7-7-7 requirements …While conversion metrics indicates if a ship-to has displayed loyalty driving behaviors…

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 71 Total number of flags listed here; ship-to is “at risk” if it has 3-4 flags Retention flag indicators; “Yes” and an “x” if a flag is raised; “No” and a check mark if the flag is not raised …and retention metrics indicates if a ship-to has displayed “at-risk” behaviors

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 72 Net weekly sales and weekly order count Number of total calls to this shipto, helps rep correlate their call activity to an increase in sales The weekly order and sales trends in the STAR report provide a quick visual aid to monitor customer ordering behavior

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 76 Feedback forms also drive the activity tracker, so ensuring feedback discipline is important Total number of calls made vs. benchmark in first graph; total in-person calls made vs. benchmark in 2nd graph

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 77 Share of Wallet performance is available at a glance Rep’s total Share of Wallet highlighted here to gauge how well the rep is penetrating their entire customer base

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 78 The left panel provides links to job aids, reports and FAQs that help with process management as well as call execution Additional tools, links to job aids and individual reports, FAQs all found in left panel

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 80 Professional Selling Skills® quick reference Resolving customer concerns For acceptance Skepticism (customer doubts that you can help) For acceptance Misunderstanding (customer thinks you can’t meet needs that you can) Drawback (customer needs that you cannot provide) Probe To understand concern To confirm need behind concern To understand concern Acknowledge The concern The need behind concern The concern Address the concern Offer relevant proof Describe relevant features and benefits Refocus on bigger picture Outweigh with previously accepted benefits For acceptanceCheck OpenProbeSupportClose Customer Needs Need satisfaction selling process Goal – to make informed, mutually beneficial decisions Professional Selling Skills® ©AchieveGlobal,Inc

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 81 Professional Selling Skills® quick reference Opening Position your opening Propose agenda State value to customer Check for acceptance Probing Ask effective questions Listen for –Circumstances –Needs –Need behind the need Supporting Acknowledge need Describe relevant features and benefits Check for acceptance Closing Review previously accepted benefits Propose next steps for you and the customer Check for acceptance Addressing indifference Acknowledge customer’s point of view Gain agreement to probe Probe to create awareness of needs 1.Explore circumstances 2.Identify opportunities 3.Examine effects 4.Confirm existence of a need Support the need Connective skills Acknowledging Confirming Positioning Checking ©AchieveGlobal,Inc

© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 2 Welcome to the “New Way of Selling” at Office Depot This book is intended to help you quickly master.

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© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 2 Welcome to the “New Way of Selling” at Office Depot This book is intended to help you quickly master.

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Presentation on theme: "© 2008 Office Depot CONFIDENTIAL: INTERNAL USE ONLY 2 Welcome to the “New Way of Selling” at Office Depot This book is intended to help you quickly master."— Presentation transcript:

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