Sales Training Key Learnings Document

1. Sales Training 3rd- 7th Feb, 2013 Key learnings document Sales Training 3rd- 7th Feb, 2013 Key learnings document

2. What’s inside? The main objective of this document is to capture the key learnings from the Sales Training Workshop.

3. Agenda • Introduction to Team • Discovery of Expectations • Sales tools: 7 Steps to Selling, Running the Bases • Knowing our Customer: The Perfect Customer • Analysis of Current Customer • Identifying the Gaps • RMS Knowledge Transfer • RMS Role Plays • Review of the Role Plays • Industrial Knowledge Transfer Day Day Day Day 1 3 2 4 • Industrial Role Plays • Summary of Role Plays • Reviews and Wrap Up

4. The four groups

5. Day 1 Introductions 7 steps of selling Running the bases The Hand – 5 similarities & 5 differences Comfort zone & staying out of it Day The perfect sale / salesperson 1

6. 7 steps of selling 1. Product Knowledge: While an understanding of the product is necessary, the focus should not be on the features of the product but of the benefit they can bring to the client. Always ask ‘So what?’ 4. Needs Assessment: The most important step of the sales process, it allows you to determine how you can truly be of service. To be a highly effective salesperson, that is to sell to the prospect’s needs, you first have to understand what those needs are. This means you must think in terms of solving a prospects problem. 2. Prospecting: The key to prospecting effectively is knowing where to dig and what to look for. It’s also important to distinguish between a lead, a prospect, and a qualified prospect. 3. Approach: A good approach is crucial to sales success because it will either identify you as a bothersome salesperson and cause a prospect’s guard to go up, or it will identify you as an obliging salesperson with something of value to offer. Day 1

7. 7 steps of selling (cont‘d) 5. Presentation: Ensure that your presentation focusses on the client’s needs and how it solves his problems to make it more interactive and encourage dialogue. If you focus on presenting your products, you’ll end up in a boring monologue. 7. Follow-up: Good follow up will double your closing ratio. This is why it’s important to get agreement on some next step each time there is contact. Follow up therefore should never end. When a sale is made, a new type of follow up begins. 6. The Close: Eighty percent of sales are lost because a salesperson fails to close. Closing is about advancing the sales process to ultimately get an order. You must ultimately ask for the order and no sales conversation should ever end without an agreement to some next step. Day 1

8. Running the Bases Day 1

9. The Hand Exercise Day The objective of this group exercise was to discover 5 similarities and 5 differences amongst team members. The exercise established that though individual differences always occur, the team can have shared goals and objectives. 1

10. Comfort zone & staying out of it Group discussion on what people’s comfort zone is like, how challenging it is to get out of it and the need and the value of doing just that. Day 1

11. Identifying the gaps Group discussion on where the gaps lie. Some key gaps identified are: Account Plan Management 360 ° probing Discovery tool QHSE improvement Practice sessions Knowing processes & people Day Tying in product to need Post mortem AAR Post project reviews 1 Pricing strategy Global account visibility Previous experience sharing

12. The Perfect Sale/Salesperson A group discussion on what the perfect sale and the perfect sales person would be. Day 1

13. Day 2 The Perfect Customer Building Client Profile – Knowledge Cafe RMS – Knowledge Transfer Day 2

14. The Perfect Customer Day The ‘heart’ group captured this by using two wedding bands as a metaphor to symbolize long term, serious intent to make the relationship work. The ‘flower’ group captured their perfect client as someone with big ears, no mouth, an open mind and lots of money. The ‘star’ group used the metaphor of a flourishing tree to symbolize the perfect customer. With the right commitment, people and innovation, the tree grows to offer lots of money and opportunities. The ‘butterfly’ groupportrayed their ideal customer as a funnel that would give us information so we could generate ideas that they would then absorb. This would finally result in tons of money for United Safety. 2

15. Building Client Profile A ‘Knowledge Café’ was conducted to encourage participants to build a client profile and practise probing techniques. After half an hour, one facilitator stayed at the table while the rest of the groups split up and visited other tables to find out more about other groups’ case studies. Builds were incorporated and people returned to their table to share insights and listen to feedback on their case. Day 2

16. RMS Knowledge Transfer An information sharing session on RMS by John and Lee to ensure everyone was on the same level on what RMS is all about. Day 2

17. Day 3 Elements of the Safety Management System 360° View of Customers 360° Probing Questions - RMS Role Play - RMS Industrial Knowledge Transfer Day 3

18. Elements of the Safety Mnt System Company HSE Assessment and Control - Site Safe Work Practices Safe Job Procedures Company Rules PPE Preventive Maintenance Training and Communication Inspection Investigation and Reporting Day Emergency Preparedness Records and Statistics Legislation 3

19. 360° View of Customers Numerous external factors are at play when key decisions are made. An example of how ENI Italy makes decisions. Local People Church Local Mayor ENI Mafia Day 3 State Political Other Comp

20. 360° Probing questions – RMS In this exercise, each group was given a certain ‘job title’ and they had to come up with probing questions for the person mentioned in the title. The objective was to practice and plan probing techniques and use it as preparation for the next exercise – role play. Day 3

21. Probing questions – RMS The group was tasked with coming up with questions for the HSE Support Team Manager. Using audits as a key job responsibility, they first outlined a process of how audits would be conducted and then tailored questions for every step of the process. Recommendations Audits System Plan What is the frequency? How do you determine when an audit is required? What departments are audited? Are your auditors internal or external? How many departments do you support? Do you have adequate resources? Day Are the tools adequate? How do you perform your audits? What are the tools you use? 3 How do you manage audits internally? How is the plan rolled out? How do you implement it? Do you do communication plans? How do you measure the results? Who analyses the results?

22. Probing Questions - RMS The group was tasked with coming up with questions for the Line Safety Manager in an upstream environment. The team drew up a profile of the person they were about to meet before coming up with some probing questions for him. What’s your area of responsibility? How many rigs do you manage? What are some of the barriers keeping you from those targets? How do you plan to address that? • Profile • Cost focused with a mandate for reduction • Analytical • Follower not a leader • Office based • Weak operational knowledge How many people (or contractors) do you have on the rig(s)? What’s your average Personnel on Board? What kind of resources do you think you will need? When does this target need to be met by? Day What are you measuring? How are your KPIs looking? Any that you could exceed? How is the decision about resources made? 3 What are your targets? Any new initiatives coming up? What hoops would you have to jump through? How/which hoops can I jump through for you? Who’s supporting you from corporate?

23. Probing Questions - RMS The group was tasked with coming up with questions for the VP of Safety. The team drew up a profile of the person they were about to meet before coming up with some probing questions for him. What are your responsibilities? What is your biggest area of concern? • Profile • Knows about corporate HSE performance • Has a budget • Has personal and company goals to be met • He is accountable to the CEO (?) • He has a technical team • He is experienced • He is a generalist What is the highest risk activity? How was you previous performance? What is your future goal – professional and personal? How do you manage it today? Day How do you plan to achieve those goals? What is your deadline for immediate needs? 3 What type of people and resources do you have? Is the team complete? What is your deadline for your goals?

24. Probing Questions - RMS The group was tasked with coming up with questions for the Technical Safety Advisor. The team outlined his role and then came up with some probing questions. What are your current and future activities? • Profile • Advisor to the decision maker (Influencer) • Accountable for performance • Provides input to improve HSE management system • Has technical knowledge in his area of expertise • Has a clear understanding of problems • Wants to know the facts If USL could help you improve your driving culture, is it something you would be interested in?? How do you manage your Road Safety? What is your timing to find a solution? What concerns do you have, if any, about your HSE safety system? Day How do you track your HSE statstics? How do you audit/monitor your road safety? 3 How do you feel you are performing? How do you train your people in road safety?

25. Role Play – RMS Role play was conducted in two sessions. After the first session, the two observers played the sales role. The objective of the exercise was to practice using probing questions to find out what the customer needed and get a second follow up meeting. Day 3

26. Industrial Knowledge Transfer An information sharing session on Industrial by Darrell to ensure everyone understood the key United Safety differentiators in this service line. Day 3

27. Day 4 Probing Questions - Industrial Role Play – Industrial Highlights – Key Learnings in Brief Day 3

28. Probing Questions - Industrial Dispatch System, QCycle KPI’s AccuBill Resource Planning Operational Adjustment Shutdown Timeline Budget Planner/ Scheduler • Profile • Structure – oriented, organized • Numbers guy • Logistics savvy • Mid level • Agile thinker • Analytical • Owl Do you bring in external support or do you bring in internal help? What plant shutdown are you working on? What kind of challenges do you face before and during the TA? Day What have been the biggest causes of delays in past TA’s? When do you start planning for a Turnaround? • Responsibilities • Building/ reviewing resources • Ordering equipment • Checking invoices • Effective utilization of resources • Ensure that everything is according to regulations 4 Is there anything of particular concern for the upcoming TA? What kind of deadlines are you working towards? Could you tell us what the ideal TA would look like? What kind of team support do you have?

29. Probing Questions - Industrial Supply Chain/ Procurement What is your area of responsibility? • Profile • Cost focused with a mandate for reduction • Analytical • Follower not a leader • Office based • Weak operational knowledge What is the process to become a vendor? How do you benchmark? What are your challenges when benchmarking? What is the timeline for project XYZ’s ITT/RFP? What are your reasons for going to tender? Day Opp to add value and set benchmarks How are proposals evaluated? Who are the stakeholders of the evaluation? Buying Cycle These need to be asked well in advance of ITT/RFP 4 Who are your current vendors? What are your challenges with your current vendors? (accurate billing?) What is the scope of XYZ project? What is your budget for this project? ? Would you refer us to (Ops, HSE, ect.)? What would your perfect vendor look like? What should I do to become your perfect vendor?

30. Probing Questions - Industrial The group was tasked with coming up with questions for the Safety Manager. The team drew up a profile of the person they were about to meet before coming up with some probing questions for him. 1 –Operations status 1 – Team + resources • Profile • Company • Facility type/Capacity • Employees • Location (country, geography, distance) • HSE Policy (Vision, Mission, Values) • Facility status • Research contact • How he fits in Org chart • Influencer (not formal say) • Will have team • Cost concerns • Pressure = timing • Goal (Key HSE drivers: KPI, statistics) 1 –Upcoming activities and status 2 – Past challenges, learning, contractor ‘fails’ 2 – Any special performance targets (HSE, timing, costs) 1 –Size, scope and purpose 1- Contractor volume +type 3 – HSE budget for project? 2 –Main concern Day 3 – If yes, what’s dedicated to third party? 1 – Equipment provision 3 – Who chooses/ process procurement? 2 – Onboarding challenges 4 3- HSE support, direct or sub-contracted? 2 – How do they manage Needs Assessment? 2 – Influence of prime contact 1 –Using shutdown specialist 2 – Determine next contact

31. Probing Questions - Industrial The group was tasked with coming up with questions for a Turnaround Manager. The team outlined his profile and then came up with some probing questions. How do you currently manage safety and Turnarounds? What causes you headaches? • Profile • Reduce costs arising from delays i.e. Stay on schedule • Improve efficiency • Maintain safety records • Maintain quality of work planning What caused delays in your previous Turnaround? How would you feel if a safety provider was able to improve your Turnaround efficiency? How is that system working for you? How would you feel if a safety provider was able reduce equipment required? Day How are procurement decisions made? Are you currently tracking your incidents? 4 How would you like to see it improve? How is that done?

32. Role Play – Industrial Role play was conducted in two sessions. After the first session, the two observers played the sales role but presented to a different person from the client side with a different set of needs. The objective of the exercise was to practice using probing questions to find out what the customer needed and get a second follow up meeting. Day 4

33. New Approach Summary Target Account Summary Identify Probe Support Follow up How So what What Who Customer Function Roles & Responsibilities: RMS Knowledge transfer Industrial Knowledge Transfer Techniques: 360 ° questioning Closing & organizing Our commitment Customer: Understand your customer, his needs and pain points Function: Find out what his job function is Roles & Responsibilities: What are his deliverables & how can we help him Cover the first three Bases: Make sure you cover the bases with the customer HSEMS: Understand and learn more about HSE management Case studies: Read and familiarise On-the-job-training: Learn while on the job Make the after call service (Base 4) Your commitment

34. Highlights – Key learnings in brief • Prepare • Listen • Add value It's not just about selling your products. Best Practice Tip: Before going in to meet a new client, take 15 minutes to map out your client; understand who he is, what his job responsibilities are, what his needs and pain points could be and how you could help him.

35. Goodluck!