WIXLIB

“Selling 201”Selling at NewEdge“Further, Faster, Smarter, Bigger”1

Agenda How is the Sales department organized– The changing face of NewEdge Networks What is the NewEdge “value add” Order Flow– Information needed to close a deal2

Account “Management”NENAccount grator3

Selling at NewEdgeThe Sales Team Teams–––––––Account ExecutivesMajor Accounts ManagerNamed Accounts ManagerSales Support – Christina PorterLead Generation Team – Larry SeleeAccount Manager – Lori Erb YackoSales Engineers – Carl Eshelman Organization4

Account Executives All network opportunities above 10k Receive all LGT leads above 10k Splits all CSM Referrals 50/50% Comp/Quota WithCSM/Academy Must maintain a pipeline of 100k of closable businesseach month Must manage 10 Partners Must have demonstrated the ability to close a multisitenetwork Must pass Multisite Testing Modules. TBD5

Named Accounts Manager Manages carriers Targets Reseller XL Must sign new partner per month– Either agg’d or Reseller XL Does not work retail Receives all wholesale web leads Must use Salesforce already!!6

Sales Support Pre-sales support– Pre-quals– Scrubber/MST– Orders This is the veteran team7

Lead Generation Team “Secret Sauce” “The tip-of-the tip-of-the spear” First voice of NewEdge a potentialcustomer will hear Create, Qualify, and Feed leads to Reps– Distribution according to ?8

Account Managers Post-sales Support– Moves/Adds/Changes– Retention– Project Management9

Sales Engineers All technical concerns:– Networks– MPLS Statement of Work (SoW) Engage early10

Selling at NewEdge“NEN Value Add” Products– The “Lego Stack”– Coverage– Core Manual Pre-Qualification (MPQ) Multi-site Customer Group (MCG) Competitive Advantage*11

NEN Product Model“the Lego stack” “the bricks”12

NewEdge Networks Product Model Customer Applications– How they actually use the network within their business.– External payment processing, inventory, workforce management,VoIP etc. Value Added Services– Network management and professional services solutions Network Connectivity – WAN connectivity products.– xDSL, frame relay, ATM, FRoDSL, ATMoDSL, MPLS T1,MPLS DSL, CPE based VPN, Hosted VPN, Road Warrior Access Elements– Broadband last mile access– Unbundled Network Elements (UNE)– xDSL, T1, private line, cable, wireless, satellite, dial-up (EVDO)13

CentralOffice“On Net” (a.k.a elayNEN(L2 / L3 net)ATMUnbundled Network Elements: “last mile” access14

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Selling at NewEdgePre-Qualification “Fall Out”– Bulk Pre-Qual (BPQ) only 65% accurate– Manual Pre-Qual (MPQ) 85% accurate Individual Case Basis– Financial, Legal, Technical, Operational, Billing– 35% of NewEdge “deals”18

Multi-site Customer Group (MCG) Project Manager assigned to each customerPM to take over from SEPM to coordinate installation and turn-upPM to provide ongoing “support”19

Competition* Netifice/Megapath:– Cannot run voice/video over their network; no MPLS offering– No PCI/CISP compliance, no private networks or MPLS offering Cybera:– Limited coverage; no Private networks or MPLS offering, no directconnects (NNI’s), no CISP MCI:– Impending merger w/ Verizon could increase prices, cause account teaminstability; networks under 500 locations not treated level with"enterprise" customers AT&T:– Impending merger w/ SBC could increase prices, cause account teaminstability; networks under 500 locations not treated level with"enterprise" customers* Important note: Every "competitor" on this slide is also a VALUEDwholesaler or reseller customer (i.e., they sell our services out of region)20

Competition:Key differentiators for NEN Network based VPN Bigfoot– Extends QoS options where they matter most -- the edge of thenetwork! Other carriers choose not to mimic this approach andinstead partner with NEN RBA angles & payment integration Dial backup (DBU)– Capability integrated into WAN/VPN DSL-based networks:– No other carrier is as committed to providing honest and completeavailability information (MPQ) For T1-based networks:– few competitors have the access breadth offered by NEN’s NNIrelationships with each RBOC21

3 Decisionssooner rather than later Single-site vs. Multi-site On-net (“Core”) vs. Off-net (“Expanded”) Private / Public / Both connectivity22

3 Decisions Single-site vs. Multi-site– Single-site: Internet connectivity only (“naked access”)– Multi-site: Meshed vs. Non-mesh vs. Both On-net vs. Off-net– MPQ / BPQ– Commissions and SLA’s Private / Public / Both connectivity– Private: meshed internal network– Public: “Multi-site,” non-meshed, multiple locations, Internetconnectivity only– Both: “split tunnels”23

“Selling 201”NewEdge Order Flow“Further, Faster, Smarter, Bigger”24

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NEN Sales Process1.2.3.4.5.Find opportunityBPQ the orderSchedule joint meeting with EU, Agent, and SE to understand thecustomers needs on the projectUse the automated scrubber to scrub the BPQMPQ the ordera.b.–a.6.ICB’sa.b.c.7.Hold if off if the EU is just shopping and just looking for a ball parkTake the MPQ and populate your BPQ with the new resultsQuote the order using MST/INOTAttach MST in Sales Force under the opportunityTechnical/Operational - SELegal - AMFinancial - AMSend the end user (EU) and Agent the following:a.b.c.Master Service Agreement – MSAMSA addendumMSA pricing addendum26

NEN Sales Process8.Send the end user (EU) and Agent the following:d.e.f.g.9.Credit applicationExpectation documentSOWList of information needed to complete the order (should be part of the workbookand SOW)i. Local contact name, email, and phone per locationii. IP scheme for all locationsiii. Project manager name, email, and phoneiv. Billing contact name, email, and phonev. Naming conventionvi. Location of install(s)vii. Network architectureGet the signed order and submit to ORCA and SM. Documentation needed:a.b.c.d.e.f.g.MSA – SignedMSA addendum – SignedPrice addendum – SignedCredit application – SignedExpectation document – SignedWorkbook – CompletedMPQ – Completed27

NEN Sales ProcessInternal Error Check After Sale1.Quote error checka.b.2.Documents are signedPricing is OK and match with ICB if anyORCA error checka.b.c.3.Match pricing on contract to workbookAll fields in workbook and SOW are filled inORCA form is complete and has correct informationMCG error checka.4.SOW, workbook, and contract match (CPE model, Network based VPN design type, Installtype)Design Review Council (every Monday and Wednesday): Exec Team, PM, Test ‘nTurnupa.SE and AM defend design of the networkAfter Sales Process: 5 to 7 days1.2.3.4.5.6.ORCA accepts order and places all order information in WAVE and sends to MCGMCG accepts order and assigns PMWelcome call with EU, within 24 hours of booking: PM, AM, SE, EU, AgentTechnical call Internal (after DRC approval): PM, AM, SETechnical call with EU (after DRC approval): PM, AM, SE, EU, Agent28Orders flow to LEC

Best Practices! Execute on networks–Geographic coverage new sales organization–AE’3–Dbl teaming accounts Between AE2-AE3.–Rebuild Channel Programs–Manage to 120% of each reps quota Promoting a positive attitude among the teams (collaboration) More focus on new rep hiring–Develop a pipeline of good reps ready to come to NEN–Hire good sales reps and train them thoroughly Raise the professionalism of the sales force Closer monitoring of KPIs (Managers, reps and agents) Do more scheduled training for managers and reps (IPG).–Develop success paths for new sales reps 1 mo/ 3 mo./ 6mo. Closer monitoring of each sales rep performance weekly Create more accountability among sales reps Drive more roadshows (agent training, NEN office visits, VAR seminars) Deliver best practices for dist. training & management29

Impact Map: AE/Sales ManagerStrategic CompetenciesKey Success FactorsKey Responsibility AreasFocus on Consistent ResultsStrong sense of personal ownershipand accountabilityDeliver on monthly sales andrevenue commitments. Drive salesprocess with reps via salesforceautomation tool.Sell at least XXX in new revenueevery month while protecting yourbase revenue. Meet or exceed theannual revenue objective.Coaching and DevelopmentPassion for selling and commitmentto delivering results by developingthe full potential of each directreportreport.Maintain a new business pipeline ofat least 4X your monthly incrementalRevenue objective 75% probabilityof closing.Maintain 100% of full budgetedheadcount. Recruit, hire, and retaintop salespeople.CommunicationPProvidesmeaning and context tothe organization’sorganization’ goals with anopen, honest and direct style.Empathically listens.Problem SolvingFinds CommonComGroundUnderstand and diagnosesUnderstandsbbusinessissues and implications,working cross-functionallycrosstoresolve Works toward “win/win”resolve.solution.solutionBusiness AnalysisFocuses on facts, measure andFmonitors results.monitorAccurately forecasts.forecastsComCommunicatesto seniormanagement market trends andissues.Corporate StewardshipBalances customer -focus withwbusiness interests of our firm.firmSet and maintains high standardsSetsof personal excellence and conduct.conductParticipate in at least 10 salesappointments each week with salesreps. Provide coaching andFeedback on sales process and basicselling skills.Meet with all direct reports on aweekly basis to set direction reviewresults and develop skillsDefine written development plan foreach direct report for coming yearMeet with your direct manager for aweekly One:One at least XXX toreview pipeline, sales results anddiscuss any issues and concernsimpacting performanceParticipate in at least X hours ofskills development per quarter. Staycurrent on technology byParticipating in all product training, asappropriate.Keep a positive attitude and focus on“doing the right thing” for Clientsales team, and your customersDirectly participate in the largest,most complex dealsCorporate Strategic ObjectivesMeet or exceed Corporaterevenue objectivesDevelop a world-classorganization of solid andconsistent sales performersDemonstrate personal leadershipand setting/communicating highprofessional standards ofperformance and conductGrow Profitably throughtSales & ServiceManage sales cycle so that repsfocus and prioritize on mostimmediate and highest qualityopportunuties.Insure compliance with SFA tool,tracking, inspecting and reporting allresults and daily sales activity in SFA.Comply with all Company policiesand procedures. Escalate anyissues to your managers.Penetrate the market andestablish industry leadershiple30

10 STEPS TO SALES SUCCESS1. People can’t resist a good story. Become a master at telling NewEdge’s “story.”2. Focus on what you can sell: know the network, know the footprint, know theproducts3. Understand the product families: single site, multi-site4. Know when to walk away. Get very good at qualifying your partners and prospects.The corollary to this is, when you do qualify a prospect, rapid quote turn aroundbecomes your number one area of focus.5.Don't get involved in billing issues: drive your partners to Customer Care.6. Consult with your Sales Engineer for technical questions. (On ANY multi-site deal).7. Focus on cultivating relationships with people, prospects and partners.8. Capture your partners’ mind-share by educating them about NewEdge - especially thePartner Network - and how it can help them with their business.9. Be sure to send hand-written thank you notes a lot.10. Nothing in the world can take the place of persistence and enthusiasm. Talent,genius, and education are fundamental but can’t replace persistence and enthusiasm.31

First voice of NewEdge a potential customer will hear Create, Qualify, and Feed leads to Reps . Netifice/Megapath: –Cannot run voice/video over their network; no MPLS offering . Project manager name, email, and phone iv. Bi