SISA proposal_1

[Audio] SISA'S 2.1 SALES CODE BOOK Version Date Author Approved By Comments 1.0 12-May 2022 Balagopal.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 02 Table Of Content Page No Contents 1. SISA Core ........................................................................................................................................... 3 2. SISA Credos ....................................................................................................................................... 3 3. 5 C's of SISA Leadership .................................................................................................................... 4 4. BHAG ................................................................................................................................................. 4 5. What is in it for you ? ........................................................................................................................ 5 6. Where to Play ................................................................................................................................... 5 7. How to Play ....................................................................................................................................... 6 8. Unique Value Proposition ................................................................................................................. 7 9. Role Definitions ................................................................................................................................. 7 10. The Sales Work Flow ......................................................................................................................... 8 11. Types of Marketing Leads ................................................................................................................. 9 12. Marketing Lead Process ( MQL) ....................................................................................................... 10 13. Sales Hunting Process ..................................................................................................................... 11 14. Account Management Process ........................................................................................................ 14 15. Sales Work Flow .............................................................................................................................. 19 16. Appendix ......................................................................................................................................... 20 17. Fundamental Of Selling………………………………………………………………………………. 22.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 1. SISA Core Why We Exist: To Create a Digitally Secure Society 2. SISA Credos.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 3. 5 C's of SISA Leadership 4. BHAG.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 5. What is in it for you ? 6. Where to Play.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 Focused Offerings Focus Customer Size Focus Industry Type Est. Value ( INR) BU: Forensics Driven Response Managed Detection and Response Between 500 and 5,000 employees FSI > 25 Lakhs Forensic Retainership , CIDR Training , Forensic Readiness Audit 500 Employee and above FSI > 10 Lakhs BU: Cyber Security Products Radar 500 Employees and above FSI, IT >10 Lakhs BU: Compliance and Testing Services Payment Industry Compliance [ DSS, PIN, 3DS, P2PE, SSF) 100 Employees and above FSI, IT, FinTech >10 Lakhs Strategy Risk & Compliance 100 Employees and above FSI,IT >10 Lakhs Security Testing 500 Employees and above FSI, FinTech >10 Lakhs BU: Institute Enterprise Workshop [ CPISI/ CPISI D/ CIDR] 500 Employees+ FSI >10 Lakhs 7. How to Play PED 77.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 8. Unique Value Proposition CTS FDR CSP SI Automation through SISA Assistant Benefits: Save 80% of Time Global Payment Forensic Investigator Benefits: World renowned forensic experts at your disposal Radar: # 1 Data Discovery Tool Benefits: No buyer risk since its used by reputed names Over 10,000 Certified Professionals Benefits: Career Progression Implement Learnings from Forensic Investigations Benefits: Avoid similar breaches Implement Learnings from Forensic Investigations Benefits: Avoid similar breaches Fanatic Support – Highest NPS Score of 96% Benefits: Premium Support #1 Payment Data Security Implementation Certi fication in the world Benefits: Know about latest payment data security standards 9. Role Definitions Pain Industry Customer Compliance Breaches Educate Workshops Webinar High Value Content [SISA Top 5, Whitepapers, Blogs] Differentiate Global PFI Total Cost of Ownership Customer References 7 Relationships CEO/ CIO/ CTO VP- Business Unit CISO/ DPO Security Manager Compliance Procurement IT 7 Offerings MDR Forensics Radar PaySec Security Testing Strategy Risk & Compliance Training.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 Marketing • Provide hunters the content support. • Run campaigns and generate more qualified leads with Inside Sales. • Once the need is generated, will pass on the lead to hunters. • Marketing to support hunters in closing their magic accounts. Share relevant information. Hunting • Create their magic list of accounts. • Will take the sniper approach. • Will avoid " spray and pray" approach. • Understand the pain area of their target accounts. • Work on qualified leads shared by marketing. Farming • Build Relationship within accounts. • 7X7 - 7 Unique Roles with 7 Offerings • Go wide and deep • Work with marketing to execute dedicated campaign 10. The Sales Work Flow.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 SLA Activity Accountability Time Frame Assignment of MQL to Hunting team after an event Marketing team 4 Hours Contacting MQLs New Business Team Within 1 Working Day Transfer of New Accounts from Hunting team to GAM Team Sales Operations 6 Months Transfer of Leads from SI/ GAM to Hunting SISA INSTITUTE/GAM Same Day 11. Types of Marketing Leads Leads • Website Resource download – Any case study, white paper, brochure, advisory report, presentation downloaded from the website..

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 • Email Campaign – The open and clicks we receive on our email campaign. • Webinar – All registrants will be leads. • Social Media – Unless there is an interest to take the discussion ahead, all social media leads will be leads. • Market Research – Any opportunity explored and identified through market research. • Others – Any other criteria. Marketing Qualified Lead ( MQL) • Email Enquiry – An email enquiry received from PFI or QSA email IDs. • Website Enquiry – A positive request raised by website visitors by filling up the form on our products/ services pages. This will also include the product demo request raised by any prospect on the website. • Email Campaign – Any positive response we receive, with a clear interest to take the discussion ahead • Social Media – Any positive response or form fills received through organic / paid outreach campaign. • Events – An intent shown to take the discussion ahead by a contact from an event. Criteria to consider a lead as MQL • The lead should have a valid company name • The lead should have a valid official email id • The lead should have need identified • The designation of the lead should be manager and above. • The lead should be from payment, cybersecurity, data security, compliance, risk and other relevant business functions • The lead should fall under any of the categories mentioned above 12. Marketing Lead Process (MQL) • All Leads will be uploaded in Zoho CRM under marketing team's name. • All Leads will be part of Zoho Campaign for marketing to nurture. • No Leads will be shared with sales hunting team, unless requested for. • When marketing team shares any Leads with hunting team, it will reflect in CRM and the lead owner will change from marketing to the respective sales hunter. • Any positive change in the status of Leads in CRM will directly qualify the lead as Marketing Qualified Lead. • All MQL will be uploaded in CRM for each BU respectively, based on the interest shown by the lead. • Marketing will try to assign the leads to right hunters within each BU. However, sales head of each region will be our default lead owner in case of any confusion SLA for Marketing Qualified Leads • Any leads uploaded in CRM should be attended within max 4 working hours. • Before rejecting any lead, the hunting team should attempt to communicate with the lead via mail / Phone. • Any lead rejected in the CRM should have a proper explanation, mentioned in the notes.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 section • After rejection, hunting team can change the owner of the lead back to marketing, if they want marketing to nurture it. • There should be at-least 5 attempts made at different time and date before mentioning the lead is not responding. • All "Not Qualified" marked leads cannot stay with the respective Hunting team members. • Any lead which is not attended ( no status change and no content in the notes section) for more than 1 working day in the initial stage will be escalated to the Sales leader. • After 2 working days it will be escalated to the CEO office. • This rule will be effective from Jan 1st 2022. 13. Sales Hunting Process "A sniper approach – Focus on Magic Accounts" A) Identifying Magic Account List Aggressive Mindset Prospecting Skill No Excuse Sales Hunter.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 B) How to create a suspect list 1. Company Website 2. Social Media 3. Job Posting Websites 4. Data from Webinars 5. Data from SISA Institute 6. Use of Automated tools like Cloudura/ LinkedIn 7. References 8. Virtual Events 9. MQL's Historical Data 10. Current Customer Base 11. Existing Customer's Customer 12. Existing Customer's Partner 13. Existing Customer Competitors 14. Inactive Accounts C) How to Strategize Step 1: Suspect list of accounts [ 100 per month based on Geography, Industry, Size] Step 2: Research [ Social Media, Press Releases, Annual reports, Common Contacts, References] Step 3: Score 3 Key Factors [ Propensity to Buy, Need, Referenc es] Step 4: Finalize Magic List [ 30 per month – discuss/ debate with others] Step 5: Strategize and Act [ Contact, Story, Prospecting].

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 D) Identification of Sales Qualified Leads The BANT Framework E) Do's and Don'ts DO's • Research Your Prospects • Ask Open Ended Questions • Prepare a Value Proposition Contact What is the one major pain area for the organization Who is suffering the most from the challenges in hand What are they doing to solve the problem Story Issues you address for Customers ( Outcomes) Our Offerings Differentiators Prospecting Value Call ( No is a deferred yes) Sell the meeting and not the solution Diagonise before you prescribe.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 • Tell Success Stories • Listen to Your Prospects • Adopt Consultative Selling approach • Switch on the Video during Virtual meetings with Customer • MOM to be shared within 4 working hours of a meeting • Ask the right open-ended questions to identify Opportunities (Refer Appendix) • Send out a Thank you note to the Delivery team on good NPS Score or any good word from the Customer on the delivery. Don'ts • Hold Back on Selling Straight Away • Don't Be Held Hostage to the Script • Don't Go On and On About Your Product • Don't Be too Casual 14. Account Management Process A) The Five Essential Strategies of CAT A Customers/ Prospects.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 Strategy 1 : Develop a Situation Appraisal Before you approach stakeholders in your accounts, you need a clear sense of your customers' needs and how your value proposition solves them. This process starts with a Situation Appraisal. This systematic evaluation of the opportunities, Trends, strengths and vulnerabilities associated with an account provides a complete analysis of a prospect. Part of a Situation Appraisal is identifying your Field of Play, or the segment of a large account that is the focus of your sales strategy. A Field of Play may be a specific region, division or department that makes decisions independently—and possibly with different key players—than the larger account. The fundamental question of a Situation Appraisal is, "What are we here to do for this customer?" Analyzing your answer ensures you'll have the right conversations and offer the right solutions to the right stakeholders at the right times. Strategy 2: Create a Charter Statement- A unifying Vision for an Account. A Charter Statement is a high-level document that ties directly to concrete, relation-based accomplishments our team wants to achieve in an account. Your Charter Statement goes beyond goals. Rather than a wish list of transactions or a forecast of anticipated revenue, this is a big-picture view of sales planning that answers four questions: • What is the Field of Play in an account? • What value do we, as the selling organization, bring them? • How will the customer gain this value? • What will we gain in return? Strategy 3: Find a Coach (and Identify the Anti-Sponsor) Most stakeholders in your accounts will not be especially helpful or harmful to you. However, there are a rare few who will become an invaluable champion for you, who we Develop a Situation Appraisal Create a Charter Statement Find a Coach (and Identify the AntiSponsor) Build Relationships Through Focus or Stop Investments Take Full Advantage of Your Team's Skills.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 refer to as your Coach. Other stakeholders will deliberately work against you, which we call your Anti-Sponsor. It's your job to identify the stakeholders at each extreme and build relationships with both. Your Coach is the individual you can rely on to help you navigate your Field of Play, identify decision-making styles of executives and reveal the concerns of your Anti-Sponsor. Your Anti-Sponsor doesn't want you to win the deal; maybe they believe in another solution or maybe they don't believe your solution will solve their pain points. In some cases, your Anti-Sponsor openly shares these concerns with you during meetings. Sometimes they remain silent in discussions and actively work against you behind closed doors. This is when you need to rely on your Coach to reveal your Anti-Sponsor's specific concerns about your solution. Armed with this information, you can reach out directly with tailored messages that address the Anti-Sponsor's pain points. Strategy 4: Build Relationships Through Focus or Stop Investments Sometimes, to win a long-term relationship with a large client, you'll need to make some sacrifices. We call this a Focus Investment. Some examples include a special pricing offer, a customer-defined customization or a revision to contract terms. These incentives help you achieve a larger goal in the future. Even as you strategically make a Focus Investment, you must be cognizant that this incentive is unsustainable. Eventually you will need to trigger a Stop Investment, when you essentially end your Focus Investment. Deciding when to pull the trigger on a Stop Investment can be difficult. Your customer becomes accustomed to the current situation even though you may be operating with thin margins. The challenge here is to pull the conversation away from price. Instead, focus discussions on the value your solution provides. More than likely, you'll need to address each stakeholder's specific needs, especially those of your Anti-Sponsor, before they are able to negatively influence other decision-makers. Part of this process is identifying what you'd like to stop doing, such as offering discounted pricing, and propose a new solution that will solve their needs and meet your goals. Strategy 5: Take Full Advantage of Your Team's Skills Whether you like it or not, your stakeholders conduct research on their own—without you guiding and steering them toward your solutions. In fact, more than 70 percent of buyers report that they don't engage with salespeople until after they clarify their needs, according to CSO Insights research. To give your stakeholders something they can't get on their own, you have to provide more value during every discussion. That starts by taking full advantage of every member of your team. For instance, bring subject matter experts, such as your product engineer or product manager, into the conversation. At the same time, ask your sales manager to guide you on the optimal pacing for these meetings. Effectively utilizing your team also means analyzing data in your CRM to see which techniques other sales reps have used at specific points in the sales process to move an opportunity forward..

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 B) Quarterly Management Review with Customers ( QMR) Why we Do QMR • The purpose of a QMR is to bridge the gap between SISA's customers and the product or service that they purchased from SISA. • They foster relationships between SISA's executives and our customer's executives. • They allow us the opportunity to highlight the ROI of • SISA's product/ services, thus reinforcing our value to the customer. • QMRs open up honest discussions around your customers' overall health and what you can do to maintain and improve that status. • They eliminate the question of whether your customer will renew once the contract or subscription expires. • Ultimately, QMRs help you move your customer in the direction most beneficial to them—which naturally will be the direction most beneficial to you as well. What should be included • Create an agenda : make sure all attending parties receive it well ahead of the meeting time. This will help prevent the meeting from derailing. It also will give your customer a good idea of when it would be appropriate to bring up various questions, concerns, or points of discussion. • Emphasize ROI :To do that, ask yourself: Why did your customer purchase your product in the first place, and over the last quarter (or so), how well have you fulfilled that need? Present numbers and data points that demonstrate the value you have delivered in that time period. • Present benchmarking data : Companies treasure the ability to see how well they're doing in comparison to their competitors. If you can correlate that success to your product using hard metrics, they'll be much more likely to continue doing business with you. • Both Sides Org Chart : With Key personnel details. Common Mistakes we should never make • If possible, steer clear of in-depth discussions about anything negative. Highlight successes rather than dwelling on any shortcomings. That said, you should give the customer the opportunity to provide honest feedback. That way, you'll have the opportunity to assure the customer that you can solve any issues or problems they have experienced. • Resist going on the defensive if the customer brings up any issues or challenges. Again, focus on the positives, and turn conversations about problems into conversations about solutions.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 • Don't leave the meeting without scheduling the next QMR. This shows the customer you intend to follow through on everything discussed, and that you will deliver results by the time you meet again. Key Benefits • QMR's will increase customers perceived value especially as you prove the value of your new ideas to their business goals • The QMR is an opportunity for GAM to dive deeper into gaining a better visualization of the customers' business planning for the future strategies that will help the customers to achieve their goals. • We step out of a " vendor" role and into more of a " business advisor" one. This helps build trust, which in turn solidifies your relationship with the customer. Target Personas for QMR • Executives from both sides • BU Leads & Sales Team • Customer Success Team C) GAM Do's and Don'ts Do's • Touch base with the customer minimum once every week • Understand the Security Landscape of the Account • Do Value Selling • Tell Success Stories • Adapt Consultative Selling approach • Switch on the Video during Virtual meetings with Customer • Start Renewal discussions 3 months before the due date • Be a part of all Project Kick off Calls and Actively participate to set the expectations right with the customer. • Get regular updates from PMO and Client to know the statuses of Projects • MOM to be shared within 4 working hours of a meeting • Ask the right open-ended questions to identify Opportunities (Refer Appendix) • Send out a Thank you note to the Delivery team on good NPS Score or any good word from the Customer on the delivery. • Take approvals from RM on Change Requests from Customers that does not have commercial value ( Zero Value CRs) with the cost of the CR and reasons clearly stated. • Take Approval from the RMs & BU Head on initiating a Project with out a PO. The PO has to come within a week of Kick off. Any exceptions would need RM approval with Valid reasons. Don'ts • Promise on Delivery Dates without consulting the Delivery Team.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 • Agree to Payment terms not conducive for the organization D) Account Categories Category Value CAT A 1Cr + CAT B 50L to 1 Cr CAT C 25L to 1 Cr CAT D < 25 Lakhs CAT A Prospects All Accounts with the potential of being CAT A 15. Sales Work Flow Stages Activity CRM Step 1 : Receive an Enquiry Send the Scoping Document based on the Solutions ( Link for the scoping documents :) Create a Potential in the CRM with state " Potential Qualification" with estimated value and tentative date of closure Step 2 : Presales Meeting with Customer Involve the respective Presales team by sending them a mail requesting for the meeting at appointed date and time with minimum 1 day notice (Presales contact as given in Annexure) Update the Potential to " Demo-PresentationPresales" Step 3 : Effort Estimates Get the effort estimates from the Presales team based on the Scoping documents and presales meeting with the customer Step 4 : Proposal Preparation Prepare the proposal using the standard template and applying the standard rate card. Get the approval from the respective Reporting Manager on the margins Step 5 : Proposal Submission Send the Proposal in PDF format to the concerned SPOC of the customer Update the Potential to " Proposal Submitted" and update the value based on the final quote. Step 6 : Proposal Negotiation If customer negotiates, request the presales team for effort optimization. Any reduction in Man Day rates needs approval from the regional sales head. Update the Potential to " Proposal Negotiation" and update the value based on the final quote and the tentative date of closure.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 Step 7 : Proposal Won If customer places the Order, Initiate a kick off call with the customer and the respective PMO by sending a mail ( Template as in annexure-" Kick off Mail") and introducing the PMO . The mail should also include the Finance team Update the CRM with Proposal Won stage and the value of the PO. Create a sales order and upload the copies of the PO and SoW. Step 7 : Proposal Lost / Hold If the deal is lost, Understand the reason for the loss and gather the competitor intelligence Update the CRM as " Lost" and with the reasons for the deal to be lost 16. Appendix A. CRM Update - Single Source of Information about your Accounts • Daily Update – Daily conversations and updates related to accounts/ Leads to be captured in CRM. • 7* 7 – 7 Contacts with 7 offerings should be mapped against each account in CRM. • Situation Appraisal Summary -Should be uploaded in the CRM for every accounts. • Pre-action Overview- Should be uploaded for every accounts. B. Customer asking for discounts • Hunting/ GAM team can leverage the point of becoming a referenceable customer, if they are asking for more discounts. • Such customer can give us a written permission of using their logo on all our marketing promotion activities. • They should come for a panel discussion or as a guest speaker in one of our webinars. • They should give us a written testimonial which we can put on our website and other marketing collaterals. C. Presales Email Contacts Solutions Services Email.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 Paysec PCI DSS, PCI PIN, PCI 3DS, PCI P2PE, PCI SSF, ISO, SWIFT, Card Production, SAQ, RBI and Cert-In paysecpresales@sisainfosec.com Warlabs VAPT Network, Red team, Phishing, CREST, Firewall and Config review, Application Pentest, Code review, ASV and IOT security testing warlabspresales@sisainfosec.com SRC SOC1 and SOC 2, Privacy ( GDPR, HIPAA, etc.) grcpresales@sisainfosec.com Forensics IFI, PFI, Forensic readiness Audit, Forensic Retainership MDR SOC/MDR, IR, Threat Hunting, CSP SISA Radar Csp.presales@sisainfosec.com D. Handling Sales Objections E. Kick off Mail Dear Xxxx, Thank you so much for sharing PO Number: xxxxx dated xx April 2022 against the SOW number E_SISA_ 051121_RAC_xxxx shared dated 31st March 2022. We value your trust and glad to be associate with you for the project. As per SISA Brand promise, we will try our best to deliver security values and provide fanatic support and on time work delivery. We request you to share any specific expectations from your side which we should keep in mind during the execution of project, this will help us with smooth execution journey and meet the project objective. I am adding PMO Team who will be creating and managing project timelines, delivery procedures, documentations and will be coordinating communication across project journey. Kindly reach to the PMO team for any clarification / support during project execution. PMO Contact Details: Name : XXXX Mobile: +91 99XXXXXXXX Email: xxxx@sisainfosec.com Also, We would like to inform you that our Finance team would be initiating the billing for the XXX Project based on the PO XXX Dated XXX April 2022 issued to us referring our Proposal shared E_SISA_051121_RAC_ XXX dated 31st March 2022. Dear PMO, Kindly execute the project as per SOW uploaded in the system. Kindly plan for the kick-off call to discuss on the project scope, timelines, audit expectations and deliverables etc. Please feel free to reach me for any support required during project execution. We assure you best services and support all the time. P.S SISA would require 2 working days to initiate the project kick off call. Request your cooperation while we allocate resource for this project. Assuring you best services and support all the time..

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 What is selling and what type is right for SISA? Objectives • To help you understand what is selling and a key phrase to remember throughout your sales career • To explain the different types of sales approach • To enable you to recognize which is the most effective approach for your market Understanding When building a house, or any structure, a key for creating a stable product is to make sure the foundations are suitable. With successful selling the same principles apply. Too many people either enter sales or are involved in it without having a real understanding of the fundamentals. The first basic step is to address something which I believe is very misunderstood: understanding what is selling. The dictionary I used provided two parts to its definition. To sell: 'To exchange products or services for money or kind. To convince of value.' The first part seems obvious, but it is the second which I would encourage you to remember and apply in your sales role. Who defines value and decides if something offers or gives value? It is not the seller, nor the marketing department. The skilled sales person will develop a good relationship with the prospect so that they will be comfortable to talk about what they are looking for in terms of value. Salesmanship: To persuade or influence purchasers to buy. Again, the key part of the definition is the second half. It is not just a play on words. If the buyer believes they have bought the solution Vs they have been sold. (There is less chance of ' buyer's remorse'!) The market influences the most effective choice of sales strategy and sales approach. There are four types of sales approach. Transactional selling: The one-off sale. The focus is on winning the order. This is probably what most people think of when they hear about sales people and selling. There are many, very good, reputable organisations which use this sales approach and a large number of professional salespeople work for them. There is no real repeat business to build upon. If selling in this arena you need to be able to take the constant change of contacts and transitory relationships, because as you close each order you must move on to finding the next one..

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 Relationship selling: The ongoing sale with repeat business. The focus is on the relationship. You need to recognize that you start more slowly and be patient, often building from smaller orders on to larger ones as the relationship develops. There will probably be a longer sales cycle and managing the sales people and overall operation requires a more flexible monitoring system. A useful way to consider customers when using this approach is to think about their CLV ( Customer Lifetime Value.) Think about how long they typically stay with you, or could, and what is their average purchase value. Multiply the two elements and see what you arrive at. The number might be surprising. Consultative selling: Getting even closer to the customer to understand them and their issues. The focus is on solutions and not products. This type of selling is becoming more recognised, although many would claim it is not anything new and is what good sales people have been doing for years. It is not right for every market, organisation or sales person. If you are involved in this type of selling it provides its own challenges for you and your sales management. It might be seen as more low-key because there needs to be more emphasis on the questioning and exploration of the prospect's situation and challenges. It is sometimes tricky to resist the temptation to talk about your products or services and to keep the focus on the customer and their issues. Partnership selling: Combines the principles of consultative selling with account management. A balanced approach, this is particularly effective if you have any sort of key account management strategy. Although this might be your aim, it is much more productive if the customer wants to work this way with you. This does require a broader skill set to use it well and an awareness of how to balance your priorities. This is not industry or sector specific but is likely to be effective with business to business markets. It will apply when your organisation has recognised that it wants to move into a key or strategic account management strategy for the target accounts which fit its target criteria. Doing Remember that good selling is about helping people to buy. It is much easier to get and keep customers this way. It is not about pushing your product or service. Build the relationship to develop trust with the prospect. Ask questions and listen carefully to the answers and you can find out what they consider to be value. Always remember, it is their definition of value, not yours or your marketing people's, which matters. Value is personal, subjective and might be illogical, irrational and changeable. Part of the fun in selling is establishing this trust and understanding someone's idea of value. No two sales visits are exactly the same. Concentrate on showing prospects how you can help them meet their value criteria from within your organisation. The better you become, the more people will want to buy from you..

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 Understand the type of selling which is appropriate for your organisation in relation to the target market. Be clear about the differences between them and develop the right skills for that approach. The salesperson's checklist • Concentrate on getting prospects to talk more than you in your sales calls. Think about how you can get them to do this. • Remember ' telling is not selling'. Practice developing your listening in all areas of life: with friends, family, colleagues – and customers. • Good selling is about helping people to buy. Identify ways in which you can encourage prospects to open up to you and tell you what they consider to be value. • For any type of selling apart from transactional, consider calculating the CLV for each customer. When you are approaching prospective customers, it can be helpful to think about what they can be worth over time. Knowledge, skills, and attitude for success Objectives • To understand the key items under each of the categories of knowledge, skills, and attitude for sales success in the relevant sales approach • To use the items listed to identify how well you fit with the requirements • To identify your strengths for the role • To recognize the areas where you can improve or develop Understanding The following table has a list of suggestions for each of the categories with specific ideas for the more focused sales approaches. Knowledge Skills Attitude General Product – application Customer – structure, their business Own company – structure, capability, and limitations Market – which sector you are selling into Planning Communication Questioning Presentation Benefit selling Objection handling Closing Positive Confident Listening Resilient Empathy Determination Flexibility.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 Competition Territory – sales area Perseverance Relationship selling Customer's structure Interpersonal Administrative Customer management Relationship building Negotiation Patience Proactive Open-minded Consultative selling Customer's business Customer's market Market trends Competition – strengths and weaknesses Commercial elements of customer's business Research Preparation Questioning in depth Spotting opportunities Developing solutions Influencing Presenting solutions Curiosity Self-confidence Creative Solution oriented Partnership selling Customer's strategy Company strategy Company capability and limitations Contact base in customer Financial awareness Team working Co-ordination Organization multi-tasking Balancing short-, medium- and long-term thinking Handling complexity Decision making Willingness to trust in others Open to ideas from others Doing If you are reading this with a view to going into sales, you can use the list to consider whether selling is right for you. If you are already in it you can think about what to do to improve your own performance, or what areas you need to develop. Conscious incompetent: You know you do not know something; you are aware of your limited skills or knowledge. You start to learn whatever it is, possibly using a variety of methods..

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 Conscious competent: You now have a reasonable grasp of the basics and continue to improve and develop your ability mainly through 'doing' and practising. However, you still have to think about what you are doing and check whether it is right. You are not fully confident at this stage. Unconscious competent: You reach the level where you can do things without needing to think about the detail of the method or process. You do the fundamentals automatically and feel confident and comfortable with what you are doing. Unconscious incompetent: This has two levels. The first is before you undertake something where you do not know what you do not know. The second, and more worrying, is the stage that happens after you are an 'unconscious competent'. This occurs because you stop thinking about what you are doing and, if you are not careful, bad habits creep in. If these are not identified and corrected they can become more and more ingrained and performance will decline. (What happens with your driving if you have a near miss, or see a bad accident? Most of us move back to conscious competent and then forward again. We pay attention to what we are doing and concentrate more for a while.) • Look at the knowledge category first. • When thinking about the items ask yourself how well you could describe each to someone else? • It is a useful test for how good your knowledge is and helps you to identify the specific areas where you can improve. Once you have done this, consider how you can acquire the level of knowledge you feel is needed. • How much can you do for yourself? There are many options, such as researching on the internet, reading other material, talking to colleagues and customers to name a few. Your own curiosity will be a key driver in this. When you move on to the skills category do the same and identify those items where you feel you are strong. (This does not mean you cannot improve and develop these!) • Be honest about the ones where you have scope to be better. • Knowing your skill levels are good or even excellent can-do wonders for your confidence. • Take care to avoid becoming complacent. We are all at risk from skills erosion, especially those who rarely stop to assess their performance or do not have the benefit of any coaching..

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 The attitude category is different to the other two because these must come from within. You either need to have these already and be using them in the way you behave or to recognise that you need to have them and start to build them. You can develop attitude when you have identified them and decided to think and act accordingly. It will take time for them to grow and become part of your behavioural style. Putting it simply, your attitude will underpin how well you use the skills you are developing and how you apply the knowledge you have. The salesperson's checklist • Take responsibility for your own development. If your organization has the capability of offering support and training, be proactive in asking for it. • Keep yourself out of 'unconscious incompetence'. Carry out your self-assessment against each of the items on the table every three months. • Set yourself goals for specific levels of knowledge in the different areas. Keep working at each area because things are always changing, and you need your knowledge to be current. It helps your confidence and your credibility. • Identify the key skills you want to develop and plan how to acquire them. ( Training courses, on-line program, reading, observing others, coaching are some of the options.) • Ask for feedback and suggestions for your own development. Use colleagues, friends and even customers! Managing time effectively Objectives • To understand how to establish priorities for your activities • To plan to use your time more effectively • To appreciate why it pays to make time for planning Understanding Time is something we often undervalue and do not think about as a resource. We actually take it for granted and forget it is the ultimate perishable resource. When that hour has gone it cannot be regained or replaced. Within a sales role, time is an important element to consider for many reasons. Depending on the country you are working in, and the business culture, you will have around 200– 220 selling days available each year. Your own organisational structure and your role might mean that you have significantly fewer days than this. Making the best use of your time is vital. What stops you using your time effectively? There is probably a combination of factors, starting with not understanding how to do so. Many people involved with selling are too reactive and.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 think that being busy is more important rather than whether they are effective. It is a natural tendency to spend time on the parts of the job which you enjoy or feel comfortable with and to want to respond to events. The question is whether acting this way is dealing with the activities which contribute to your results? Sales person's time could be split into three areas. Planning time: This can range from looking at your overall target market, through territory management and journey planning to preparation for specific calls. Practical time: The practicalities of doing the job fall into this heading. These include travelling, waiting for appointments, writing proposals and dealing with your general administration. Productive time: The critical part of time use, where you are in contact with a decision maker or someone within the Decision-Making Unit ( DMU). This might be actual face-to-face meetings, web- Ex, telephone calls or any other direct contact. When looking at most sales operations, the way these Ps are split tends to be with the smallest proportion on planning; by far the largest proportion is practical, and productive time is in the middle, but usually towards the lower end. Logic suggests that increasing the amount of productive time is likely to improve sales results. What has to change to achieve this? The simple equation is to invest more time in ' planning' to reduce 'practical' time and increase 'productive' time. This might seem obvious, but many people, not just in sales, do not appreciate the value of planning and do not devote enough time to it..

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 Doing Identify the key activities required to do your job effectively. These could range from • Researching the market and prospects, • Through planning your week and month, to preparing for sales calls, telephone and e-mail contact, sales meetings to writing proposals and following up on them – and anything else specific for your role. When you have listed these, think about prioritising them. Whether you give them an A (must do), B (ought to do), C (nice to do, will do) or put them into the figure below does not matter. It is recognising the need to do the exercise and carrying it out that is important. Take an honest look at yourself and how you use your time at the moment. Be willing to identify the bad habits which creep in and the time stealers which might distract you from the core activities of your job. It can help to write these down so that you really see what they are. Now think about what you can do to reduce or remove these to free you up to focus on using your time more positively and constructively..

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 Start to develop good time habits. • Use a diary system, electronic or manual, which suits you. • Have a monthly plan and overview for setting appointments, follow-up calls and planning for your 'A' priority or 'Important/Non-urgent' activities. • Begin to use a weekly or daily plan (or 'to do list') depending on your preference. Stick with these for a month so that they become a habit. Having these will help you to keep your focus and not get too distracted. Make sure you are planning time in sensible blocks, rather than chopping and changing activities. It will prove far more efficient and effective. An important consideration is that you will be able to recognise when something has taken you away from your planned activities and know what you need to return to doing. You will also be able to deal with a number of time stealers more positively and feel more confident about not getting caught up with them. The salesperson's checklist • Beware the risk of thinking you know how your time is being used. Keep a time log of your activities for a week to see how you really spend your time, not how you think you do. • Set some targets to increase your 'productive' time, including e-mail, telephone, and face-to-face time. • List your key activities and prioritize them. A good idea is to have these written out and put somewhere where you will regularly see them so that you keep them in mind. • Begin using monthly planners and weekly or daily ones. Find a system or method which you are comfortable with there are no 'right' ones! • Check your time use every month and assess how you have spent it across the three Ps. The first step – finding potential customers Objectives • To recognize the importance of identifying potential ' suspects' • To understand the difference between a suspect and a prospect • To recognize what sort of factors to consider when qualifying prospects.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 • To identify how to check whether a suspect can become a prospect Understanding A common concept in sales is that of the ' funnel' or ' pipeline'. The principle is that there is a process or flow which requires potential sales opportunities at the beginning and after various stages it leads to some of these becoming customers. The essential step is to check whether the suspect is a prospect or has the potential to become one. This is important so that you do not spend too much time pursuing lost causes! Remember, time is a limited resource you need to use wisely. Identifying a list of criteria will help you assess whether someone, or an organization, qualifies as a prospect. These criteria might include some fundamental factors such as • Budget to spend, • Authority to spend it, and possibly looking to purchase within a specific timescale. Decide on the levels you need for each with the option of adding a further rating to think about where they might fit on a scale from lukewarm through to hot. The ideal for any seller is to have several 'hot prospects' because they are the ones who are going to make a buying decision in the very near future. A good measure of your development, and effectiveness, is to assess the ratio between the number of suspects contacted and the number of qualified prospects you can identify. As this improves it indicates that you are getting better at targeting suspects. You can then look at how many prospects become customers and keep a note of what progress you make with this ratio. Doing Identifying possible suspects can be done using several methods. Your sales approach will influence which of these work best for your organization. • Researching companies, using the internet, can be a good starting point. • Using a well-defined or targeted list (usually from a third-party provider). • Checking professional or trade bodies to see if you can get lists of members, is another option. • Reading industry magazines or blogs, local or national press can provide both names and information. Do look at the recruitment sections too, to see what positions might have a new person in them soon..

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 • Networking can be beneficial, provided you have identified the right groups. Apart from attending meetings there might be opportunities to speak or present at these or for local branches of trade bodies. • Use social media and networks such as LinkedIn (especially for B2B sales). • Asking for referrals is effective, although many salespeople are reluctant to ask their contacts if they know of anyone else who might be interested in their product. • Use technology to help. Many more suspects are open to early approaches and interactions via e-mail and similar contact. It can be time efficient for both parties. • Last, but not least, can be pure prospecting either by telephone or calling at the customer's premises. Make time to carry out the activities suggested above and aim to identify and make a specific number of contacts every week or month. Be realistic and accept that not everyone will welcome your approach with open arms. There is some evidence that too many sales people give up too early in their efforts to get to meet suspects. Those who persist for five attempts or more have a better chance of success. What specific criteria will define a qualified prospect for your marketplace? There may be some differences for first-time users of your product or service compared with prospects who are currently buying from a competitor. • Did they approach you? • Check if they have a budget to spend on your product. Is it available now or at some time in the future? What is it? • Can they place the order or authorize the expenditure? • Who else might be involved in the decision process? • When do they want to have the product or service in place? • Do they have to place an order with someone? • If they are using a competitor, is there a contract? When is it due for renewal? • Are they open to considering another supplier? Remember, not every prospect will become a customer. Your prospects will almost certainly be targeted by your competitors and they may win the business. This does not mean you give up. Maintain a good relationship with all prospects because you may be able to turn them into customers at a later date. Circumstances change, competitors do not always get it right and prospects might be happy to use you in the future if you make it easy for them. The salesperson's checklist • Identify the key elements of your pipeline or sales funnel. Work out how many 'suspects' you need to identify each week or month. • Where can you find the possible 'suspects' for your product or service? Use a range of resources to widen your spread of opportunity – unless you are in a very niche market..

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 • Set yourself a target for how many ' suspects' you will contact each week or month. Input too few at the start of the pipeline process and you will have too few sales emerging at the other end. • Adopt a 'one out – one in' approach. When someone either orders or drops out of the process for whatever reason, replace them with another suspect. Keep your level consistent to maintain the flow. • Identifying prospects is vital and it needs to be done effectively. Do not guess or hope! Develop your own list of qualification criteria and questions. • Information is important for professional selling. • If a prospect does not buy from you now, they do not necessarily drop right off your radar. Use the follow-up process so that you can act when they might be in the market in the future. Why people buy? Objectives • To understand the concept of needs and wants • To be able to identify the difference between implicit and explicit needs and why they matter in selling • To know how to establish prospects' ' shopping lists' which equal their idea of value • To identify the different ways people, arrive at the point where they are convinced Understanding When we believe we are getting value we go ahead and buy whatever product or service we are looking at. If you are selling in a market where you want to generate repeat business, it is preferable your customers feel as though they are buying from you. They will be more likely to come back. By understanding how prospects arrive at their point of making a buying decision you can make your own life easier. Sell to them in a way they want to buy. This is one of the reasons why the relationship and rapport building is so essential because that is the initial emotional stage which the prospect goes through before buying anything..

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 There are many levels of emotional need. The most fundamental way of thinking about these is the consideration of whether someone is buying to avoid pain or for gain or pleasure. Although it might be surprising, many buying decisions are made to avoid pain. (Not necessarily physical pain, but actual or potential 'pain' or problems either with the present situation or what might happen if they do nothing.) These will be the fundamental triggers to prompt the buying decision. As you move forward with your selling skills you will become better at understanding the different levels of need which prospects have. Latent: These are hidden, frequently because the prospect is unaware of the need and feels content with the current state. This situation may appear to hold little opportunity for a sale, however the reverse may be true. A good, aware seller may be able to bring this need to the surface with the right questioning, moving it through the following stages. Implied: The prospect has a sense that something could change or improve but is unclear about how to bring it about. This need is often expressed as a degree of dissatisfaction with the present situation or talking about a problem or irritation. You can influence the prospect by questioning and being a sounding board about the present and desired situations. This can then make the need move to the next type, below. Explicit: When the prospect is clear about the gap between their current and desired situation. They usually make direct statements about what they want or need to have. Doing Once you have developed the right level of rapport and established the relationship it is time to start to explore the needs. My suggestion is that you begin this step by establishing the prospect's ' shopping list'. You may need to do this more than once if you are meeting different people within the DMU, because each person will have their own set of criteria. Choose some questions which you feel comfortable with. The type of question could be: • 'When choosing a service provider of ..., what is important to you?' • 'When you made your last purchasing decision, what made you choose that service provider? • 'What factors (or criteria) do you look for? • Once finished, keep quiet and give the prospect time to think about their response. • They may need this because they have not been asked before nor do they have the answers on the tip of their tongue. Depending on what you are selling and whether it is possible, the next tip is to write down their answers using their words. As you write their responses you will probably get comments such as ' quality', ' service', ' reliability' and similar words or phrases..

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 Do this so that they can see what you are doing if they choose to look. There are several reasons for doing this. • The first is to let them know you are paying attention to what they are saying. • The second is to give you thinking time. • The third is to remind you to avoid the classic sales mistake – assuming. You must avoid making an ASS of U and ME. If the prospect has told you that one of their shopping list criteria is ' service', what do you think it means? Bad news, your answer is irrelevant. Especially as it might be a different answer to the prospect's idea of service. Read through the items you have listed and any which might be at all ambiguous, qualify. Just ask them: 'Exactly what do you mean by service, just so I can really understand what you are looking for?' Again, write down their response. The salesperson's checklist • Start to write prospects' responses and always qualify any which might be ambiguous. Do not ASS-U-ME! • List some examples of possible explicit needs which your prospects might have or state. Learn these so that you can spot them. Keep adding to your list as you hear new ones. • Test out how people make their buying decisions by asking friends and colleagues how they know they have made the right decision. Then ask about how many times they need to see/hear/feel/try. Pre-call preparation Objectives • To understand why thorough preparation is essential and a key priority activity • To know what elements to cover in your pre-call preparation • To be able to approach your calls with confidence Understanding Preparation is key to making successful sales calls, whether on the telephone or face to face, initial calls or ongoing calls. It is too easy to find excuses for not doing the necessary preparation. They do not see time doing the preparation as contributing towards achieving their target. They suffer from ' busyness' without thinking about whether they are actually being effective. Neglecting this stage can lead to any one of a range of pitfalls such as seeing unqualified.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 prospects, not considering the other person's possible objectives, not being flexible in approach and, ultimately, lost opportunities and wasted time. If you want to be in a stronger position to achieve your target and to feel in more control of your sales performance, recognise that investing time in preparation is as valuable as meeting prospects and customers. It has a direct influence on your confidence and approach to prospects. There are five distinct areas to consider in your preparation: 1. The prospect you are going to call or visit – e.g., who they are, their position, information about their organization, what is happening in their market or business? 2. The purpose of the call – what do you want to achieve? 3. Their objectives – what might they want to get from the meeting? 4. The support material you need – e.g., product information, literature, customer references. 5. Yourself – e.g., attitude, frame of mind, appearance. Making time for this is part of the Planning P, in Part one. Put blocks of time throughout your week to address the overall preparation and then check the specifics each day when considering each call. This is an activity which needs to have a high priority and not be thought of as an optional extra. Your overall planning and preparation will be helped if you have a good record or CRM system. This does depend on how well you use it, both in updating the system and analyzing what information it contains. If you have started to complete the records from the ' suspect' stage, you have something to build upon. The amount of information and detail will vary depending on the market you are selling in but, in principle, the more you have the better. Once you have had initial contact the record system starts to come into its own. Rather than hope to remember details in your head, put them into the system and let it do the memorizing for you! Before your next contact, refer to the system and bring back the details of the person, their situation, any objectives and actions from the previous call. From this, you have the basis for your pre-call preparation. Doing When starting work on your pre-call preparation, whatever market you are selling on, or whether by phone or face to face, find out what works best for you. The ideas suggested here can be moved around in the order in which you do them. The important thing is to cover them!.

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 The first step is to assess 'Where are we now?' by using your records and any other sources of information to carry out a basic situational analysis. Answer these: • Who am I due to see? • What is their relationship with me? With my organization? • What is happening in their market? What are their competitors doing? • Who initiated the contact? • Who else do they deal with in our market? • What is their budget? Other financial factors? • What is their timescale? • What do I want to achieve from the call? (This could include building the relationship, getting information, an order, or resolving a query or problem.) • What might they want to achieve from the call? (This could be like your list.) Think about any other questions you would add to your own checklist. When you are comfortable with your answers to these questions think about what you need to have to hand to help you in the call. • What company brochures or information can I use? • Do I have the appropriate samples or examples (if relevant)? • What product data or technical information is available? • Do I have examples I can use based on other customers using my product or service? (These might be written up as case studies or more anecdotal.) • Are there customers who I can quote as reference sites? • What about market data, reports or press comments? • If using a laptop or tablet, have any relevant information saved into a folder for easy access during the call. • Have the customer's file open for easy viewing. Your record system will support you with all of this and is part of a simple process when used effectively. The third phase is to look at yourself. • Do you enough have business cards? • Are you familiar with the samples (or examples) and comfortable demonstrating them? • Have you double-checked the questions and what you need to take? • What dress code will be fitting with the prospect? • Are you in the right frame of mind for making the call? Feeling confident because you have done the preparation? If you have had a couple of knock-backs in the day, put them behind you and think about the next call going well. • Double-check appearance (for face-to-face calls) and think about having a mint or similar beforehand, especially if you have been eating garlic or spicy food..

[Audio] Proposal_ SISA Information Security Pvt Ltd. SISA Information Security Private Limited. Confidential – For Authorized Use Only This document contains confidential information and is for the sole use of SISA and < Customer Name>. Unauthorized distribution of this document without prior consent of SISA and <Customer Name> is subjected to legal action per laws. 04 The final step takes place just before the call. Take a few minutes to look back over what you have covered, double-check your information and your initial plan and organize yourself. This is essential for your creating a good first impression. The salesperson's checklist • Recognize that making time for planning and preparation is a key priority for effective and professional selling. Block time to do it and avoid trying to fit it in as an afterthought. • Your record system is your friend provided use it effectively. • Preparation will reduce the risk of poor calls or inefficient visits, but it does not promise to work every time. Develop your own checklists for 'where you are now', 'where you want to be', 'what you need to take and do', and 'what you need to check for yourself'. • Review calls to assess how they went compared with your plan. Where there are any gaps, think about why they occurred and what you can do to stop this happening in future calls. Whilst doing this, check whether there are any patterns to the gaps. • It takes time to create good habits. Stick with your blocks of time, using your checklists and record system for at least three to four weeks. (Remember, you will take time to become 'consciously competent' before moving to the 'unconscious competent' stage.).