Genieomics Sales Plan

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The following Sales Plan Outline describes the lifecycle and structure of a Genieomics sale once the company has entered Stage 2 of its corporate development. The sales focus for Stage 1 (focused on getting one client in production) will be primarily driven by the principals of the company..

• Who do we sell to?
• Basic Profile
  The basic profile of a Genieomics' sales target is a retail establishment whose inventory includes a complex sale, a wide range of products in a narrow set of categories, or an operating environment where qualified sales assistance is difficult to attract and maintain. A more advanced sales target would be a company that also intends to use the Genie device with their own brand to create competitive differentiation among its peers, expand into a new geographic territory where the sales protocol is unfamiliar, or experiment with a self-serve superstore format.
  
  
• Identifying Sales Targets
  Genieomics has a comprehensive map of the retail industry and is able to select client contacts based on size (i.e. Wal-Mart), complexity of sale (i.e. Bang & Olafson Store, Infiniti), geographic reach (i.e. Disney Store) and other criteria. In the early stages, we will target smaller companies with a good cash position, good history of adopting technology, and limited geographic coverage. This will allow us to validate the value propositions of the device while managing the risks associated with early implementations. We envision targeting one type of complex-sales retailer for each new sale in the first year, and expanding afterwards based on the exclusivity agreements the customers negotiate.
  
  
• Qualifying Targets
  Many of the retail companies we target are public, which means their financial positions, holdings, and acquisitions are available. To qualify a target we will have to determine what concurrent risk factors are present during the negotiation. For example, a well-known US drug store may be ideal for exploring this application because they are already implementing a compatible wireless network for other reasons; this shows their agility with technology solutions. Disqualifying criteria include requirements for long-term exclusivity ("we want to be the only home improvement company using this type of device"), or a customer's desire to make the Genie product their unique selling proposition. For the first two years of the Genie's development, the retailer's risk surrounding the device is far more serious for us and our ability to generate future sales.



• Sales Stakeholders
• Retailer
  The majority of the Genie's value propositions are aimed squarely at the retailer, hoping to cut costs by reducing dependency on staff, improve sales by better informing customers, expand operations by selling products that had been previously excluded for lack of a sales force, and benefit from the business intelligence tools to optimize store layout and understand the customer more intimately. The retailer takes most of the risk involved because of the capital expenditures involved in implementing the infrastructure, developing the media library, and potentially integrating the product with their back-office management suite.
  
  
• Distribution
  Although not the primary concern of Genieomics at this stage, many retailers rely on their distribution and supply chain network to enable them to maintain their profit margins. These systems and their providers are chiefly concerned with timely inventory replacement and consistent product placement across geographies, encompassing numerous and complex variables to control them. Working closely with these distribution enablement systems will allow us to coordinate the introduction and removal of appropriate media into the store environment at the same time as the products themselves.
  
  
• Product Manufacturer
  The relationship with product manufacturers is a complex one. Our chief concern is the empowerment of the retailer to create a compelling and trustworthy sales mechanism for all the relevant departments and products within the store. Inevitably the question will arise: who is responsible for the consistent media content for a brand, line, or product - the retailer, Genieomics Inc., or the manufacturers themselves? After all, it seems in the best interest of Sony Corporation to control what is said about the product and brand - not only to avoid errors, but also to capitalize on brand work and advertising in other media that could be reused here.
  
  Our early models of the industry show that at least some of this information will be negotiated with the manufacturers themselves. We will present more information on these investigations as they become clearer. Genieomics stands to gain in revenue from products and services no matter what the negotiations may bring.
  
  
• Marketing and Advertising Channel Manager
  In addition to dealing with manufacturers with regard to the creation and distribution of audio media, Genieomics plans to work with advertising agencies and third party brand managers as leverage to create adoption pressure for this medium. Given the post-dot-com era reluctance on the part of these agencies, the revenue from this area will be sparse. The intent here is to enable this new distribution medium until its sales ability can be measured, and to develop a strategy for further negotiation in this channel once the results can be documented.
  
  
• Retail Customer
  In spite of all the downward pressure from the manufacturer, advertiser, mall owner and retailer to deploy these devices and applications, the retail customer remains the force that will determine our success. Our ability to attract the target demographics for these systems will set the slope of the technology's adoption curve, anywhere from 18 months (cell phones) to 15 years (automatic teller machines). Genieomics is very conscious of this, and we feel that the key to this approach is in the domain of usability. We can succeed if the devices are attractive, easy and fun to use, can be rapidly modified to fine tune their behavior, and perform consistently well. To address the needs of this stakeholder group we will involve them throughout the design and development lifecycle.
  
  
• Genieomics
  Our mandate is to survive and thrive. For the first few years we intend to make our way into the retail environment as a trustworthy partner. At the same time we have long-term visions of what new retail experiences this infrastructure may bring. Our own customers will bring us many of the innovations we need for future growth, if we listen well. Our stage one mandate: get in front of the customer and make them happy - they know their businesses and customers better than we do.



• Who makes the sale?
• Sales Researcher
  Researches retail industry players to identify trends in vertical and horizontal markets in order to establish which prospect are most likely to embrace a Genieomics solution.
  
  
• Lead Manager
  Researches prospect companies to determine the appropriate buyer within a business. Establishes initial contact with this person and schedules a phone call for the Account Executive. The Account Executive, Relationship Managers, and Executive Team will help direct the Lead Manager in selecting the priorities for targeting various industries.
  
  
• Account Executive
  Qualifies the prospect as a match to our "ideal customer" profile (to be established), and schedules an in-person meeting with the buyer. During this live meeting, the Account Executive further qualifies the business, and if appropriate schedules an intensive technical working session with various members of prospect company and our Sales Engineer.
  
  
• Sales Engineer
  Works closely with the prospect to scope out the technical requirements needed (network systems configuration, application integration, device features and functions, media library needs). The Sales Engineer drafts their findings and delivers the requirements document to the Development Team.
  
  
• Development Project Manager
  Builds a cost quote for completing the proposed solution, and presents their analysis to the Finance Team.
  
  
• Finance Team
  Works closely with the Account Executive to develop a pricing proposal based on the costs projected from the Development group.
  
  
• Account Executive
  With the assistance of the Executive Team, presents and negotiates the proposal to the prospect.
  
  
• Relationship Managers
  Identify partners and alliances needed to fulfill the proposal, and negotiate implementation agreements with these outside parties.
  
  
• Development Team
  Builds the solution specifically for the client (all deployments will require some tweaking of the standard configuration), and works with the implementation team (potentially an outside consulting company) to get the system installed.
• Support Team
  Trains the client in the system's configuration and operation.