Developing a 360oo Sales Force

John Sabino, SVP - Ad Sales

Tiran Dagan, Director – Strategic Initiatives & Analysis
About The Presenters
John Sabino
Senior Vice President
Commercial Excellence & Operations
Š Responsible for simplifying sales
and operational processes
across all distribution platforms
and for the creation &
deployment of enterprise sales
initiatives across NBCU Ad Sales.
Š Prior roles at GE Energy
supporting corporate initiatives,
marketing, and sales.
Š MBA from the Marshall School of
Business at USC, B.Sc. from
West Point Military Academy.
Š Junior Officer Leadership
Program after serving five years
in the U.S. Army as an Armor
Officer.
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Tiran Dagan
Director/Engagement Leader
Strategic Initiatives & Analysis
Š Responsible for executing the
deployment of process
improvement efforts and digital
strategies across Media Works,
News & Studio Operations
business units.
Š Six Sigma Master Black Belt &
Certified Agile PM Scrum Master
Š Prior roles in strategy,
operations & technology in
financial services & healthcare
Š MBA from Tel-Aviv University,
B.Sc. In Artificial Intelligence &
Mathematics from SUNY
About NBC Universal (NBCU)

Joint Venture - GE (80%)/Vivendi (20%)

Ad Revenue $6b (2007)
Over 15 cable & TV properties
Strong digital presence (iVillage,
NBC.com, MSNBC.com, CNBC.com, Hulu)
Siloed activities & communication
channels

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Strategic Initiatives & Analysis

Origins in the GE quality organization

Focus on driving change
Cross discipline team, two coasts
Consultative approach
No charge to P&L
Lean & Six Sigma as means, not an end

“We've been aggressively trying to migrate away from talking about tools and
instead to talking about outcomes... Six Sigma is a tool. It is a wonderful tool,
but it is a tool…the two outcomes we really want are product reliability and
customer responsiveness. “
Gary Reiner, GE CIO, CNN Money, 7/21/2008

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SIA Framework: Lean AWO
StakeholderM anagem ent
Team M anagem ent
ProjectM anagem ent
Discovery & Project
Strategy Review
Final
Kick-Off Execution
Planning: Report-out Closure:

Scoping &
Prioritization Staffing
Lean Engagem ent
M easure
& Validate
Quantify
Value
SIA ProjectDelivery Fram ew ork 1.0
Consulting Engagem ent
Scope Control
Schedules and Tim elines
Approval Tollgates Report
Im plem entation Plan
Change M anagem ent
VendorPartnership
Program Integration
Conflict/Issue Resolution
Risk M anagem ent
Com m unications Plan

Define Collect Determine Lean Work Follow on

Kick-Off Lean Training
Scope Data Participants Out Week AWOs

Š Kick-off with Š Define scope Š Collect existing Š Complete process Š Conduct training Š Complete VSMs Š Continue to
leadership and (which business, process maps data collection on lean concepts Š Complete problem complete Action
other key which process) Š Define baseline Š Finalize & objective Work Outs to
participants Š Define business data participant list statements for reach future
Š Collect Voice of leadership and remaining AWO events state goals
Š Begin data
the Customer structure and collection for logistics Š Develop 9 month
data and process owners existing process Action Work Out
understand Š Begin logistics calendar
customer value arrangement Š Finalize Action
Š Define and agree on Work Out teams
objectives participants
(including Š Complete initial
growth transfer Action Work Outs
function) (3-6 teams)

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The Ad Sales Evolution Initiative

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Business Case

Properties, redundant functions and tie this in with

ability to deliver/manage an audience not just ads
Reduce customer facing defects
Inflexible process
Fragmented audience
High internal costs to manage

From ad to audience
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8
Inventory Ratecards

Pricing Sales

Billing Planning Property 1

Inventory Ratecards

Pricing Sales
Property 2

Billing Planning

Inventory Ratecards

Pricing Sales
Property 3

Billing Planning
Overcoming a Fragmented World

Inventory Ratecards

Pricing Sales
Property 15

Billing Planning
High cost / confusing service model
Ad Sales Value Chain

Project Scope

Programming Ratecard Inquiry to Contract

& Research Traffic Billing
Dev. Order Maintenance

What the customer feels

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Opportunities Across Entire Value Chain

• Reduce revisions to contracts

• Reduce cycle time to close a plan
• Reduce defects during early plan
negotiations
• Increase revenue opportunities
Customer

Inquiry To Order (ITO) Order To Remittance (OTR)

• Reduce credits due to

Customer behavior:
inaccurate delivery
• Lead time
• Improve customer
• Completeness & satisfaction survey results
Accuracy <provide
• Improve collection rate
examples>
and reduce DSO

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 Ratecard Com m ercial
Program m ing Research Inquiry to O rder ContractM aintenance O perations
Billing
Developm ent

Today: Internal Alignment by Properties

Bravo, Sleuth & Chiller

BBDO

Cable/Network News

Today: External Alignment by Agency

Telemunod/Mun2
Star Com

TV Network
USA / Sci-Fi

NBC.com
Media Vest

Group M

Digitas

Other Buying agencies

Enterprise
Cross Property
Other Ad Mediums

Enterprise
Enterprise Automotive Manufacturer

&
pe us nt
Automotive Manufacturer

ee c i e
D Fo Cl
CPG

l
ng r y a

r”
oi go ern
CPG

“G ate xt
C :E
Automotive Manufacturer

re
Automotive Manufacturer

tu
Fu
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“Lean First”

Establish Metrics & visibility

Create a repeatable, standardized Process
Drive Organizational change (sales force, P&P
teams, etc)
Implement supporting Systems & Technologies
Create ability to sell across properties and platforms

The vision of Enterprise sell

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Phase I: As-Is VSMs

Initiate
Detailed-As is currentstate m ap
‰
Needs Assessm ent Parking lot,big ideas,opportunities
‰ GeneralDiscovery
‰ Sponsorship
‰ Quick w in fixes
Scoping
‰
Approval
6 CurrentState M apping Events Future State Developm ent
Plan
Pre-Kickoff
‰ DetailPlanning
‰
Execute
Staffing
‰ SOW Creation
‰ Approval USA,Sci-Fi,Oxygen (TBC)
1 3
NBC Netw ork Share CurrentState SIA Close
Participation:all6 groups:
3 Day Event 3 Day Event 1 Day Event
ProjectSOW & Deliverables ‰ M onitoraction plan for
60 days
Update Update Update ‰ Com plete hand offIT
Bravo,UniHD,Sleuth,Chiller Telem undo,M un2
forrequirem ents
Design IdealState developm ent
2
‰ Interview s 4
Participation:all6 groups:
3 Day Event 3 Day Event ‰ Reportoutto M gm t
‰ Identify key m etrics 1 Day Event
‰ W alk the process High Level Drilldow n Future State
‰ Update Update Update Participation:all6 groups:
Data Collection Process M ap
‰ Participantlist 5
Cable New s (CNBC,M SNBC)
Process
‰ Logistics confirm ed Action Plans 3 Day Event
Groupings Update Detailed future state
DetailProcess M aps process m aps w ith
Update
Inputs & Outputs
Prioritized Sys Reqs Digital(nbc.com )
6
Big Ideas Action Plans
3 Day Event

Update

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Kick-Off: A Shared Vision

14
Process Mapping

15
Metrics, VA & Pain Points

16
Digitization

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Report To Management

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Deliverables
W orkoutW ebsite – D aily Updates

N ightly Turnaround ofVSM s

Round-Robin Prioritization ofSolutions

D ictionary ofterm s
Action Plans + M onitoring

Jan Feb M ar Apr

U SA,Sci
-Fi
,O xygen (
TBC)
~
AE Trai
ning f
orDealH eaderrequi
rem ents
p

Com m uni
cati
on ofCl
ientU pgrades M
Status:Team sti
llw orki
ng on thi
s proj
ect

Sal
es Asst.Trai
ning
~
S

Convert“H ol
d”deal
s to “
O rder” M
Status:Ef
fortto i
m pl
em ent outw ei
ghed benef
its

Convertti
m e standard i
n G abri
el M
Status:System Li
m i
tati
on s

Stew ardshi
p cycl
e ti
m e ~

Stream l
ined process f
oroversel
l M
Status:Ef
fortto i
m pl
em ent outw ei
ghed benef
its

Jan 1 Apr 15

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20
3. Contract Maintenance 2. Inquiry to Order 1. Ratecard Development
Developed A Process Model
 Master Ratecard

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TVN Bravo USA/Sci-Fi Model
Process Gap Analysis
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Inventory Ratecards

Pricing Sales

Property 1
Billing Planning

Inventory Ratecards
“Future State”

Pricing Sales
Property 2

Billing Planning

Inventory Ratecards

Pricing Sales
Property 3

Billing Planning

Inventory Ratecards

Pricing Sales
Property 15

Billing Planning
Clearly understood client contact, 360o-Sell
Ratecard Dev

Planning
Sales
Inventory

Billing
Pricing
Commercial
Excellence
Realized Benefits

Organizational Benefits
Š Mobilized organization around top clients
Š Clearly defining terminologies
Š Normalizing & standardizing processes
Utilized CRM application to quickly & efficiently share critical
client information
Streamlined process steps to productively share transactions
Pre-defined target base for NBCU initiatives (Women@, Health
& Wellness)
Linked incentive plan to business goals (360 sell)
Sophisticated customer analytics for enterprise sales
decisioning

Quick, accurate customer value delivery

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New Enterprise Sale Process

Use market data, research Gain an understanding of Create a custom solution Set up measurement tool Monitor delivery and
and analytics to develop a the Client’s long term utilizing NBCU’s array of and execute Client evolve solution as
target list of clients or priorities assets. solution across all necessary.
initiatives. properties.

Process Being Tested and Refined

Tested on a single enterprise account

• Resulted in one Account Plan developed by cross-property AEs
• Two Big Ideas were developed and presented to address Client’s largest ’09 product launches

Next Step: Two enterprise accounts in 2009

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Sales Systems

Business Needs

• Single View of Customer (270 to 1 GM)

• NBC Sales, D&B, CMR, Research Data
• Big Marketing Idea Workflow

Post
Aggressive Timeline
• 6.5 Month GEN-1 Rollout
• Joint Account Ownership
• Wing to Wing visibility NBC Customer Data Warehouse

All About the Data

Mainframe Dealmaker Ideal
• Independent NBCU Commercial
Prior

Data Warehouse
Operative Gabriel WideOrbit
• Transparency throughout the
organization Enterprise VCI OSI

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Enterprise Selling

Created one complete Empowering senior Operationalized

Enterprise process sales leaders to grow Through Sales
strategic accounts Systems

• Analytics to determine •Develop a long-term • One view of the Client

key accounts account plan
• A place to capture all
• Defined tools, •Structure Ad Solutions contacts and learnings
milestones and to address Client’s long- about the Client
term needs
deliverables for each
• Clear understanding
Enterprise step •Create sticky “Big Idea”
Creative Marketing of the impact of the
• Accountability with solutions Enterprise process
sales leader
• Allows for clear NBCU
•Results in a coordinated resource allocation
“Go To Market” strategy

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SIC Reporting – Live Dashboard

1 Usage
2 Meetings
3 Pipeline

4 Pipeline
by AE

2 3
1

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Account Targeting

Analyze (Sourcing Spend): Determine Relationships:

G E C orporate A ccounts
The C orporate A ccou n ts team
facilitates m utualgrow th w ith
G E’s top suppliers.

Process
• D evelop R elationships w / C om m ercial& O p erating Lead ership
• G ain U nderstanding of M utualInitiatives & G row th O pportunities
• Facilitate Introductions B etw een B oth C om panies re:K ey Interest

Success Factors
• M utualR evenue O pportunity
• M ultiple B usiness O pportunities
• B i-LateralAccess to Senior M anagem ent
• Executive Sponso rship

1/
G E Title or jo b nu m ber /
6/23/2008

Track ROI – Salesforce.com Targets

Tata Group ADP

M arsh US GolfAssoc
SAP US Tennis Assoc
N ielsen M edia Dow Jones & Co
SAS WWE
N ASDAQ HP
Dell

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 APPENDIX

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Synopsis

In the first quarter of 2007, NBC Universal’s Strategic Initiatives &

Analysis (SIA) in conjunction with Ad Sales Commercial Excellence
Team launched a major transformation initiative to streamline sales
processes across eight cable, TV and digital properties. Recognizing
new market needs, NBCU’s new strategy and resulting capabilities
created a strong platform for growth and a shared vision across a
traditionally silo organization. In this sales operations case study we
will explore the cultural challenges facing SIA and the use of simple
yet powerful process improvement tools and methods to drive
ground-breaking change. Furthermore, we will share some of the
strategic changes that NBCU is making to transform its advertising
sales models to create new value for its customers and the required
cultural, organizational, and process changes that are underway to
unlock future commercial opportunities.

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